Golden Chicken was founded in Hervey Bay in 1986 by brothers Simon and Diploma. Tim and Tracy Tester now own and operate the Urangan store, continuing the tradition of quality food and great service that Golden Chicken is known for. Text Here

At 9:30 on a Thursday morning, you’ll find Tracy Tester doing what she’s done most mornings for the past three decades – getting prepped for the day ahead.

“I’m slicing tomatoes right now, getting the cabinet ready for service,” she says, attentive to the conversation but with one ear and one eye tuned to everything around her. “Next, we’ll move on to crumbing the schnitzels.”

Over 30 years in business, Tim and Tracy Tester have covered countless shifts, employed hundreds of people and created relationships that have lasted decades. And along the way, they’ve built a customer base so loyal that many have followed them across different sites.

“There’s never a dull moment,” says Tracy. “I quite enjoy it!”

Tracy began her career at Golden Chicken in 1995 working as a cashier. “I originally wanted to be a chef but the hours didn’t suit me when I was young. I was talking about this with the owners at the time and they told me they didn’t want me to go – so they offered me a little bit more money and I said, ‘Right-o!’ I graduated grade 12 and pretty much started full-time straight after that.”

As to what has kept her in the industry so long, she laughs. “I’m not the kind of person to sit down. I was never going to be an office worker or anything like that.”

For any business to last 30 years is a huge achievement. But for a hospitality operation and its operators to see out three decades takes grit and determination. And, according to Tracy, good food.

“Everything is cooked to order. I think that’s the secret. We don’t have anything sitting ready apart from our barbecue chickens, which take two hours to cook. When you serve a consistent product, people know they can always come in for a good feed.”

And while Tracy doesn’t like to think of what they cook as strictly ‘takeaway’ she knows their food fits the Australian lifestyle. “I think Australians are quite busy. We like our lifestyle and being able to go and do what we want, when we want. And, yeah, takeaway is a nice quick option – though we like to think of our food as fresher. You can grab your chicken and veggies for dinner. And a lot of our customers tell us they don’t feel bad eating it every day of the week.”

It’s clear it’s not just the good food that keeps the customers coming back. It’s the way they’re made feel when they walk through the door.

“We have so many regulars. Some come in every single day, Monday to Friday,” Tracy says. She laughs as she recalls one “bloke” who stops by every morning for a quarter chicken and chips for breakfast.

“Something we pride ourselves on here is being able to communicate with customers and have a conversation. A lot of our clientele are elderly and they’re always up for a chat. We make sure they have a pleasant experience when they come in.”

Talking to customers wasn’t always something that came easy to Tracy, who laughs as she thinks what advice she would give her younger self. “When I first started, funnily enough, I was a very shy person. I was a bit of an introvert and didn’t like talking too much to people. Now, I’m happy to chat with anyone who’ll give me the time of day. It’s been a real learning experience. I’d tell my younger self that people aren’t actually that scary.”

Over the years, Tracy has seen many changes, but there are two that stand out more than others – the way to approach hiring and training staff, and catering for dietary requirements.

“Staff have changed over the years. With social media, everyone seems to be doing things online – not so much face-to-face. It’s getting trickier.”

But even in a digital age, Tracy believes the heart of hospitality is still face-to-face. “We still like applicants to come in-store to apply because most of the time they’re going for a customer service position. We want to see how they present, what their service skills are like and how they hold a conversation.”

But the biggest change, Tracy says, has been in consumer behaviour – particularly around dietary requirements. “Thirty years ago, we basically had roast chicken. It was roast chicken and chips or roast chicken and veggies. Or a roast chicken roll. Now there’s all the combos and meals and bits and pieces we do. These days, everyone wants little add-ons.”

That shift has changed the way the business runs behind the counter too. “There’s a lot more knowledge our cashiers need to have. Customers ask questions and we’ve got to have all the answers. So, we’ve put together little cheat sheets out the back for them to read up on and be ready. But yes, definitely – it’s changed a lot.”

When it comes to the big question, though – what it’s like to work with your husband as your business partner – Tracy tackles it with the same enthusiasm she brings to the rest of the business. “Oh, that’s very interesting some days!” she laughs. “We have our children working here now as well, so it’s a real family affair.” It was, in fact, at Golden Chicken where Tim and Tracy first met. “Yes, we were working at the same store!”

But just as they’ve learned to solve business obstacles with a smile, they’ve also learned how to navigate the partnership. “We figured out what works. And yeah, it’s hard not to talk about work at home because generally that’s what our life revolves around, but we make sure we get away and switch off quite regularly.”

Over three decades, Golden Chicken has weathered plenty of changes – from shifting consumer tastes to the challenges of running a family business – yet Tim and Tracy have stayed true to what matters. Loyal regulars have stayed with them through the years, drawn by the same consistency and care that has defined the business from the start.

For Tracy, the secret isn’t complicated. It’s hard work, pride in what they’ve built and service with a smile. “Honestly, I do enjoy what I do. I have a lot of pride in what we’ve built here. We’ve worked very hard to get it to where it is – and service will always be at the heart of it.”

Dani Zeini’s love affair and passion for hamburgers came about after a trip to America in 2009 with his wife. “My first real contact with quality burgers was in the States around 2009 – 2010. We tried them across the country and instantly fell in love, not just with the product, but the service,” he recalls.

Dani was struck by how different American burger culture felt. The food was great, but it was the genuine, welcoming service that truly left its mark.

“Hospitality that was genuinely friendly and warm. It didn’t matter if you were in trackies or a suit, you got treated the same. I appreciated that. Coming from a fine-dining background, sometimes you don’t get that quality service in nice restaurants. But in the States, everywhere we went was welcoming, especially in burger joints.

“I felt like I wanted to bring that back to Australia.”

Returning with this elixir, Dani began a process of trial and error, crafting burgers at his then restaurant, Dandenong Pavilion. “We started experimenting with burgers. People loved it. That was the birth of Royal Stacks.”

Dani, who describes himself as a jack-of-all-trades, is the founding director and creator of the incredibly popular burger chain, Royal Stacks. “I started Royal Stacks from the ground up. From branding, the first store, design. Everything. And we’ll be at around 20 stores by the end of the year.”

As to the secret of his success, Dani believes a great burger comes down to two things – the product itself and the service. “That’s been the strength of our success – from Dandenong Pavilion through to Royal Stacks,” he says. “A great burger starts with great service.”

Dani leads from the front, setting the tone for his team. “I want staff to treat guests the way I treat them. My leadership style is about absorbing pressure, keeping staff relaxed, creating happy spaces.”

It’s a philosophy that extends to how Royal Stacks builds its venues, social media presence and community. “In any relationship you can tell when someone’s putting in effort. That’s what we do through our service, our food and the spaces we create. People can feel it.”

When it comes to what makes a burger taste great, that’s driven by a bit more science. And the first key is the fat/sugar ratio. From there, it’s all about the quality of the ingredients.

“Our beef is pasture-fed, no hormones, no antibiotics, no GMOs. It takes about two years to get that protein onto your plate. You can feel the difference.

“The bread is massive too. Bread is part of every culture’s celebrations – so we bake ours fresh daily. A small local baker delivers every day. No added sugars, no oils, no long-life preservatives. It’s just classic techniques. You can’t always pinpoint it, but you feel it.”

As to the love affair Australians have with the burger and the culture shift that has seen branded burger restaurants and chains become a mainstay of the hospitality landscape, Dani believes this comes down to a bit of nostalgia, changing Australian palates and a little bit of economics.

When asked about burgers from his childhood, there was one standout. “For me, it was always McDonald’s. Playgrounds, Happy Meals, the marketing – incredible. That was the treat. They paved the way. Everyone’s got those memories. Burgers are nostalgia-heavy. They take us back to childhood.”

Another big influence on both Dani and the burger revolution in Australia was the old fish-and-chip shop burgers. “Those cooks were real artists. Some lived above the shop. Whatever they cooked you, it had their heart and soul in it. That was real quality. Royal Stacks is a continuation of that legacy.”

And while the burger revolution in Australia was as much a field of dreams, the demand from customers for better quality food was also a driving factor in the supply of new flavours.

“So where once McDonald’s was the standard, now we’ve been opened up to grass-fed farm beef with no trim. We’ve had access to great food, especially in Melbourne – thanks to people like the European migrants and the café culture. Palates have changed. When I grew up, steak was from the supermarket – thin, no fat, burnt. Now my kids know what Wagyu is. My 12-year-old son asks for medium rare. That’s where the culture is. Once you’ve had that, you can’t go back.”

When it comes to the economics, Dani believes burgers are still a relatively low-cost product, especially for the quality. “Still, for around 25 bucks you can get a really good burger, fries and a drink. That’s value. Compare it to anything else. Parmas $35 now. Fish and chips $40. Pastas $30. Pizzas $30. A proper restaurant meal is $50– – $60 minimum. Burgers are still a value proposition.”

Above all, though, Dani reckons the secret to the success of burgers in Australia is happiness. “I’ve never seen anyone unhappy eating a burger. Every chemical neuron in your brain lights up. You wash it down with a Coke and you’re in joy.”

As to what’s next for Dani and Royal Stacks, it’s all about continuing the legacy of great service and delicious hamburgers, while continuing to stay fresh. “As you grow, it’s important to think about the life cycle of your core customer. One way to do that is to constantly come up with innovative ideas – nice, interesting flavours, eye-catching stuff, bold stuff, sometimes just easy stuff. You’ve got to push the envelope and provide new experiences for existing customers while also trying to catch the eye of new ones.”

Stepping from the public arena into the operations area of the Brisbane Convention & Exhibition Centre (BCEC), the outside world falls away. The concrete corridors are clean and orderly, weaving like arteries through the building as impeccably dressed chefs slip in and out of kitchens. The smell of cooking is clean and bright, not heavy. The rattle of pans is deliberate, not frantic. It’s a quiet morning, yet the larder kitchen is humming, preparing quails for 500 entrées. In the pastry kitchen, trays of golden pastries march out by the hundreds, while in the main kitchen, preparations begin for dishes destined for banquet halls that can seat thousands.

Even for a seasoned hospitality professional, the scale is awe-inspiring. The cutlery room alone is bigger than most restaurant kitchens. In the barware room, neatly stacked glassware covers an area about the size of a basketball court. And, in the scullery, two enormous dishwashers lay dormant, waiting to make short work of even the most daunting mess.

“We make all our jus and sauces,” says Donna Brown, kitchen operations coordinator, gesturing to two impeccably maintained stock cookers. The kitchens are equipped with the latest technology, yet there’s an old-school feel here – cooking as a craft, performed with tradition and care.

It’s clear that Donna, who has worked at BCEC for more than 27 years, loves her job. You might say the endless back of house corridors aren’t just part of the building anymore, they’re part of her story. “We do one million meals a year. A 1,000 pax is a quiet day,” she says without flinching.

Working alongside Donna to ensure the seamless delivery of service at this scale is executive chef Matthew Arnold. “We call her ‘Work Mum’,” Matthew says, laughing. “She keeps us all in check, along with our trusted suppliers.”

Matthew, who has been with BCEC for more than 20 years, having served as executive chef for the past three, previously worked as the executive pastry chef. While clearly organised and driven, he is equally affable. “We are very protective of each other here,” says Donna. “We’ve always valued one another for who we are. Over the many years, we’ve worked side by side, grown older together, and built a bond that extends beyond the workplace. We know each other’s families, children, parents and that familiarity has shaped a deep mutual respect within the team.”

Catering at this scale, it’s clear efficiency sits at the heart of operations – shaping everything from guiding customers through menu planning, orders, catering for thousands, HACCP and ISO22000 compliance and recycled waste management. Every step in feeding a guest is carefully considered in advance.

“The menu is launched at the start of each financial year,” Matthew explains. And although that was only six weeks earlier, work on next year’s menu has already begun. “Around this time of year, we start putting some ideas together. Then, when we come into our quieter period, we begin trialling dishes. It takes a good six months to turn it all around.”

Having worked together for so long, there are many changes Matthew and Donna have observed over their nearly three decades at BCEC. “Plates are no longer simply white and round but now come in different shapes and sizes,” Donna says. “The changes in equipment have also been very helpful,” adds Matthew.

Above all, though, the biggest shift has been in catering for dietary requirements – reflected in an onsite standalone allergen free kitchen and a dedicated gluten free and nut free storerooms.

“Gluten free really took off about 15 years ago. When it comes to mains, we’ve had to adapt, with most of our meals now gluten free and dairy free. Our stats show these are the main concerns – around 10 to 13 per cent of guests at every function have these dietary needs.”

This transition has been one of continual improvement over the past decade, and it’s not just Matthew’s job but the responsibility of the entire team. “It’s every chef’s job here – from tracking what gets served to each dietary requirement.”

This is no small task. There are about 500 items on the menus, each listed within a menu management software, complete with a photograph, standard recipe and allergen details. “Every ingredient in every dish is tracked through the process.”

It’s not all about technology, though. Matthew blends old-school culinary instincts with modern, team-driven management. Flavour remains paramount, but just as vital is the collective effort it takes to uphold excellence at scale. It’s not just about thoughtful menu planning; it’s about the ongoing discipline of tasting, refining and checking every dish before it reaches a guest. High standards aren’t a one-time achievement – they’re a shared commitment, carried out daily.

When asked which dish from the past they would bring back, they both laugh. “We never got rid of it – sticky date pudding,” says Matthew. “It’s the simplest thing, just butterscotch sauce and vanilla ice cream, that people are continually drawn to.” “We have redesigned how it’s served, though, with a modern twist,” Donna adds.

Looking at the future of the business and industry, it seems that AI may even be beginning to enter kitchen operations. “It’s unclear how extensively this will impact equipment and the use of robotics, but if current workflows are automated, we’ll gain real-time visibility into key metrics, enabling more strategic, data-driven decisions about resource allocation and operational priorities.”

He gestures toward the restaurant world as a glimpse of what’s already possible. “Think about your POS system – it’s quietly collecting data every minute. By the end of the week, you know exactly when your rushes hit and which dishes flew off the pass. That means you can stock up on what’s popular, dial back on what’s not, and avoid both shortages and unnecessary waste. It’s smart, simple, and it’s already happening.”

When it comes to AI and robotics replacing human labour, though, Matthew’s outlook is optimistic. “Using equipment to perform mundane tasks, like portioning block cakes, will free up time for chefs to focus on more exciting things and advancing their skills in other areas.”

Preparing more than a million meals a year takes more than scale and precision – it takes people who care. As Donna puts it, “If your internal customers are happy, then your external customers are going to be happy. And that flows on to the food. If you’ve got staff who are happy, they’re going to take pride in what they do.”

When asked what advice he’d offer chefs working across all different types of venues, Matthew doesn’t hesitate: it’s all about uncovering efficiencies in the everyday. “That old-school mindset of ‘if it ain’t broke, don’t fix it’ doesn’t quite cut it anymore,” he says. “I’m always questioning the process, looking for the small tweaks, the subtle shifts, that can make a big difference over time.”