Dedicated to shaping a brighter future for Kenya and beyond, Kuku Foods proudly serves Finger Lickin’ Good food and long-term aid to the communities in which it serves. We revisit the company with Jacques Theunissen, CEO.
A RECIPE FOR SUCCESS
Having opened its first restaurant in August 2011 in one of Africa’s most vibrant commercial centres – The Junction Mall, Nairobi, Kenya – Kuku Foods is an industry stalwart, bringing world-famous chicken to everyone’s doorstep.
Since last speaking with the company in June 2024, there have been significant advancements in technology, sustainability practices, and consumer preferences.
“The food and beverage industry continues to be an exciting and dynamic sector. It is evolving rapidly, and we must be able to adapt even faster,” introduces Jacques Theunissen, CEO.
Today’s consumer has higher expectations with a growing emphasis on sustainable, localised sourcing, innovation, and elevated customer experiences, alongside easier access to products and restaurants. Kuku Foods is also entering an interesting period with its new, young workforce, meaning it must change and elevate the employee experience to ensure sustainable future business growth.
“It’s an exciting time to be part of this industry as we navigate these changes and continue to meet the rapidly evolving needs of our customers and employees,” details Theunissen.
Recently, the company expanded its business into Uganda and Rwanda. At the close of 2025, it had a total of 69 restaurants across the three countries, marking the first time it had built more than 10 restaurants in a single year.
Currently, Kuku Foods employs approximately 1,600 talented and dedicated staff members, with over 90 percent of them below the age of 30 to tackle the issue of youth employment.
Additionally, it installed self-ordering kiosks in all of its restaurants last year as it continues to digitise the business, alongside making significant strides in its supply chain localisation journey, having now become nearly fully localised.
“I am proud to say that in July 2024, we received the KFC Africa Franchise Partner of the Year award and the Developer of the Year award for our performance in 2023,” enthuses Theunissen.
A COMMITMENT TO EXCELLENCE
Kuku Foods differentiates itself by investing heavily in developing its people and suppliers to ensure its products are not only delicious but also meet the highest standards of quality and safety. Its customer and employee-centric approach, combined with innovative menu offerings and efficient service, makes the company a preferred choice for many.
“What sets Kuku Foods apart from the competition is our unwavering commitment to quality, innovation, customer satisfaction, and the incredible people that we have in our business,” opines Theunissen.
Equally, the company ensures it keeps the brand exciting with non-stop innovation – not only regarding menu items, but also the customer experience and types of assets it builds. Specifically, it has remodelled many restaurants this past year to guarantee the customer experience remains fresh.
Ultimately, Kuku Foods has an amazing capability for innovation, and when this is added to its strong winning culture, it creates an unstoppable recipe for success.
A crucial ingredient is the company’s belief that strong leadership is paramount and should guide the organisation with integrity, transparency, and a commitment to excellence.
“Our leadership team fosters a culture of open communication, where every member is encouraged to share their ideas and feedback. This approach ensures we are always aligned with our core values and continuously strive for excellence in everything we do,” details Theunissen.
This achievement starts with hiring team members. All of its management is developed internally, meaning they understand the business inside and out, have vast experience with the culture, and, most importantly, learn how to lead.
The company has created different leadership development programmes within the organisation to help build its leaders of the future. In 2025, it partnered with Strathmore Business School to develop a formal Management Development Programme for those identified for future growth.
“I believe we have created a strong culture that drives our values and people who believe in our values,” expands Theunissen.
“In business today, transparency is becoming very important to our employees, and we have built engagement platforms and forums where we can regularly share our strategy and results openly with our teams.”
HIGHLIGHTING GROWTH AND DIGITALISATION
Kuku Foods’ long-term strategy comprises growth and digitalisation.
“2025 was the first time we opened more than 10 restaurants in one year, and I am proud to say that we have added an additional one to bring the total to 11. We had a bold goal of installing kiosks across all our restaurants by the end of the year, and we have accomplished this as well,” expands Theunissen.
Alongside these achievements, the company has managed to localise all its sauces in 2025, which are now manufactured in Kenya, in addition to developing a second supplier for its French fries in the country.
Lastly, it has remodelled its preeminent Westgate Mall restaurant in Nairobi with an amazing new look, digital experience, and even KFC merchandise, which was developed in collaboration with a local company.
Equally important to Kuku Foods’ continued success is its supply chain operations.
“We are lucky to have one of the best quality assurance resources in Africa looking after this aspect of the business. Fatma Abdulrehman has been with the business from the start and has built a strong, robust, localised supply chain,” insights Theunissen.
All of the company’s suppliers are Global Food Safety Initiative (GFSI) and Food Safety System Certification (FSSC 2200) certified, meaning they comply with the highest global standards and can compete with any global manufacturer. Additionally, every supplier passed their third-party audits with flying colours.
“Supply chain is key to any business. Managing your supply chain effectively can unlock so much working capital in your business.
“Being part of a global business, we are privileged to have set standards in place that we need to follow, and I believe these standards are key to our success,” urges Theunissen.
Kuku Foods understands that quality and consistency are the foundation on which it has built its business and brand. Its supply chain and quality assurance teams are integral to the company’s innovation and ability to launch new and distinctive products that contribute to its growing market share in East Africa.
FOSTERING INNOVATION AND INCLUSION
For Kuku Foods, team members are integral to the business and its continued expansion.
“Our staff are the backbone of our organisation, and we are committed to fostering a culture where innovation thrives, diversity is valued, and collaboration is key,” asserts Theunissen.
One of its primary strategic pillars is elevating the employee experience by learning what its new, young workforce wants and how they want to work. It has implemented a number of suggested initiatives, and appreciation for this shows in the strong results it has seen in 2025.
The company also believes that the customer experience can never exceed the employee experience. It provides ongoing training and development opportunities to this end, helping workers to grow and succeed, whilst promoting a diverse and inclusive workforce where every individual feels valued and respected.
“The business is built by the whole team; every single person makes a difference. In 2025, we developed programmes that help our leaders not only take their seat at the table but also believe that they are worthy and capable of doing so with confidence,” prides Theunissen.
Looking to the future, Kuku Foods is emphasising its commitment to customers and employees by looking for ways to enhance the customer experience and deliver the best possible products and services.
“We will continue to expand the KFC brand across East Africa and bring our world-famous chicken closer to everyone’s doorstep, one store at a time,” passionately concludes Theunissen.
