JC
Joseph & Christina
Aug 17, 2026
while traveling through the West Point, Virginia, area on our way home from the Shackleford area, we stopped at your McDonald’s to use the restroom and purchase a few snacks and beverages before beginning our nearly two\-hour drive home\.
I normally would not take the time to write about an experience such as this. However, what we witnessed today was sufficiently concerning that I felt it deserved to be brought to the attention of someone in leadership—not simply as a complaint, but as an opportunity to make the restaurant stronger.
When we entered, we immediately noticed that the restaurant appeared disorganized and that the staff seemed somewhat disengaged. During our visit, one manager wearing a purple shirt left the restaurant, while another manager or manager-in-training wearing a black shirt appeared to be left trying to manage the situation with limited support. Several employees exited the building at essentially the same time, while another gentleman repeatedly walked in and out of what appeared to be the food-preparation area with his uniform shirt partially removed, revealing a visibly dirty tank top underneath\.
These things may seem minor when viewed individually, but collectively they created an impression that the restaurant was operating without the level of organization, professionalism, and leadership one would reasonably expect from a nationally recognized brand such as McDonald’s.
We also waited what seemed to be an unnecessarily long time for a very simple order consisting of a McChicken, cookies, and beverages. While we were waiting, my wife spoke with an elderly couple who had also stopped at the restaurant. Their comments were particularly concerning. They indicated that what we were witnessing was not an unusual day, but rather something they had come to expect from this particular location. They also suggested that local residents frequently choose to eat elsewhere because of the service.
I want to be very clear that I cannot personally verify those statements, nor would I want to unfairly characterize your employees or your restaurant based solely upon the comments of another customer. However, when our own observations appeared to align with what we were being told, I felt it was important enough to communicate directly with the people who have the ability to evaluate and address the situation.
There was one employee in particular—the manager-in-training wearing the black shirt—whom we noticed working hard and attempting to keep things moving. We appreciated her effort. Unfortunately, it appeared to us that she was carrying a considerable amount of responsibility while receiving limited assistance from those who appeared to have greater authority.
My purpose in writing is not to embarrass anyone, nor is it to demand disciplinary action against an individual employee\. Rather, I believe good businesses become great businesses when leadership is willing to hear uncomfortable observations from customers and use those observations as an opportunity for improvement\.
McDonald’s has built an extraordinary reputation around consistency, service, cleanliness, and efficiency. Customers should be able to walk into a McDonald’s in a small Virginia town and receive the same basic standard of professionalism they would expect anywhere else. When that standard begins to slip and especially when the community has potentially become accustomed to it, t becomes more than an individual customer-service issue. It becomes a matter of protecting the reputation and future of the business.
Thank you for taking the time to read this and, hopefully, for taking the opportunity to look into it. We sincerely hope the team can continue developing, supporting one another, and raising the standard of service for the customers and community they serve.
Respectfully,