Chick-fil-A's second operator took two years and 11 interviews

Selection process reflects the chain's owner-operator model as it expands in Singapore.

Deborah Ku spent two years and completed 11 interviews before being selected to lead Chick-fil-A's second restaurant in Singapore, underscoring the US chicken chain's rigorous approach to appointing local owner-operators.

The lengthy process reflects Chick-fil-A's owner-operator model, which gives local leaders responsibility for day-to-day restaurant operations, team development and community engagement, rather than relying on traditional franchisees. The company sees operators as long-term stewards of the business and the communities they serve.

"It turned into a two-year journey, and I participated in 11 interviews before I was selected," Ku told QSR Media in written responses to questions. "Looking back, it's amazing to think that what began as my family's admiration for a company has come full circle."

The appointment comes as Chick-fil-A cautiously grows its presence in Singapore. Hugh Park, head of Asia Pacific operations at Chick-fil-A (Asia), said the market remains central to the company's 10-year, $96.16m (US$75m) regional investment strategy, with expansion guided by a philosophy of "climbing with care and confidence" by understanding local cultures and communities before adding new restaurants.

Having spent more than two decades in foodservice, Ku said Chick-fil-A stood out because it puts people first. She said that philosophy mirrors how she has run her own business and extends beyond restaurant operations into community involvement.

As the owner-operator of the Millenia Walk restaurant, Ku will oversee all aspects of the business, from hiring and developing employees to engaging with guests, building relationships with local organisations, and leading community initiatives. She will also participate in the Chick-fil-A Shared Table programme, which redirects surplus food to local charity The Food Bank Singapore.

Ku said the owner-operator model is one of Chick-fil-A's biggest differentiators because it gives local leaders the autonomy and responsibility to make decisions based on the needs of their restaurant and community. Being present in the restaurant every day allows her to understand employees better, respond to guest feedback, and continuously improve operations.

"I've seen how meaningful it is when the person leading the restaurant knows the team by name, remembers returning guests, and is present to serve alongside everyone else," Ku said. "It allows us to build genuine, lasting relationships with the people we serve."

Employee retention will also be a priority. Ku said she wants to create an environment where workers feel valued, respected and supported, arguing that investing in people ultimately translates into better hospitality.

She said she draws inspiration from the Japanese concept of ikigai, helping employees identify what they enjoy, what they excel at, what the world needs and what they can be rewarded for. Understanding individual aspirations, she said, will allow employees to develop their strengths while building long-term careers.

"My hope is that every Team Member leaves better for having worked here than when they first joined," Ku said.

During the restaurant's first 90 days, Ku said her immediate priorities will be maintaining operational consistency by serving fresh, high-quality food while delivering Chick-fil-A's signature hospitality. Guest feedback will also play a key role in refining operations.

Beyond operational metrics, Ku said success will ultimately be measured by whether guests choose to return."Growing up in my family's restaurant taught me that every guest has chosen to walk past countless other restaurants to come through your doors," she said. "If they choose to come back again, we'll know we're building trust that's at the heart of great hospitality."