Jollibee President Beth Dela Cruz on Building a Global Brand One Market at a Time

Beth Dela Cruz’s Jollibee journey started in 1986 as a newly graduated shift manager. At the time, there were only about 31 stores throughout the Philippines. It wasn’t functioning like a large company—more like a small family—but there was momentum brewing under the surface.

“The essence of what the brand was at that time continues to live on today,” Cruz says. “There was this early obsession with delivering craveable food and a joyful experience, and that spirit has stayed true even as we grew from a small brand back in the Philippines to having a presence in the global arena.”

In 1991, Cruz left Jollibee briefly before being asked to return and lead various roles for the brand. The door was always left open for her to grow—and a few years later came the opportunity that would define her career and eventually lead to her appointment as president in 2019.

Us market expansion

In 2005, Cruz took an opportunity to help guide Jollibee’s expansion into the U.S. For Cruz, it wasn’t so much a turnaround as it was an investigative assessment—figuring out how the brand could gain a foothold in an already saturated market.

“It sparked something in me, and I wanted to challenge the idea that we should pull back,” Cruz says. “I thought, ‘Why can’t we survive in the U.S.?’ At the time, I just wanted to figure out how to make the brand work there.”

While Jollibee stands today as one of the fastest-growing global restaurant brands, its success wasn’t built overnight. The long-term strategy from the onset was to target the Filipino-American diaspora in the U.S. Going immediately after the mainstream market wouldn’t work; the brand had to leverage its emotional connection with its core demographic, creating a reverse category capture by entering first through the Filipino base and then expanding to mix diaspora demand with mainstream traffic.

“It seems like we’ve blown up in a short time, but it’s been decades in the making. We have a cult following in the Philippines because everyone has celebrated a special moment at Jollibee with their families. That emotional equity actually carries through where they have migrated to the U.S.,” Cruz says. “This kind of movement and fanfare is what attracts a broader audience who become curious about the brand.”

Social media strategy

The brand has also leveraged social media to draw in a wider demographic without immediately hitting the mainstream. Micro-influencers and user-generated content have flooded feeds with Jollibee’s signature Chickenjoy. Cruz says they’re challenging the chicken wars because Jollibee isn’t just selling chicken—it’s the overall joyful experience of eating chicken and experiencing happiness through food and service that sticks with customers.

With 109 stores in the U.S., 108 of which are corporate-owned, the brand is now moving into franchising, with Cruz leading the charge. Still, she’s leading with careful precision; the Jollibee identity is so strong that incoming franchise partners will need more than operational execution and financial acumen. Incoming franchisees are quizzed on personal mindset, value alignment, and cultural fit.

“Humility and people-first philosophies don’t conflict with financial metrics, because a strong focus on culture and people is building your foundation toward a more sustainable business and profitability,” Cruz shares. “Leveraging your people and ensuring they are aligned with your values is foundational. They will deliver the results every time.”

She builds on this thought, warning the industry against “squeezing” their teams for short-term gains, stressing the importance of sustainable leadership and ensuring the team truly buys into the brand’s goals. Sustainability, she says, isn’t just about results—it’s the team’s ability to hold strong, even through challenges.

The brand has seen results with this mindset. Its employee engagement scores are at what Cruz calls “world-class” levels, about 4.5 out of 5, with some of the lowest turnover rates in the industry.

Global growth plans

Currently, Jollibee has over 1,700 stores worldwide, and Cruz sees significant room for growth, specifically in North America, which includes Mexico and Canada. She cites strong proof of concept, a global presence, and emotional equity as attractive qualities for potential franchisees.

“Technically, we’re starting off the ground, but the foundation has already been built,” Cruz adds. “So for me, there’s a long runway for building out the brand in North America long-term. We want to grow intentionally, partnering with quality franchisees that will deliver and amplify the vision of spreading joy and bringing brand love to a wider audience.”

Thinking back to her days as a shift manager in 1986, Cruz says her younger self would be surprised to see the level of influence she has now—building the business, shaping the culture, and spearheading the strategy of how the brand moves forward in North America. But those early experiences—opening stores early, closing late at night—set her up for success in ways she never imagined.

“If I look back in time, those were the foundations in terms of teaching me the value of hard work and resilience,” Cruz says. “When we were trying to turn around the business here in the U.S., having that kind of empathy and understanding of how to bring people along the journey was crucial.”

Her advice for women in restaurant leadership climbing their way up from shift leaders to the C-suite? Don’t be afraid to ask for more—and don’t forget your people.

“Take on stretch assignments. Have the courage to grab at opportunities as they present themselves to you, but also as you navigate and take on these bigger roles, make sure that you take your people with you and take good care of them,” Cruz says. “At the end of the day, they’ll take care of the business. But be bold and be unafraid to take on the world, because you never know what the next opportunity will bring your way.”