Suggestions
David Fallarme
Experienced Marketing Executive and Advisor
David Fallarme
VP Marketing @ Owner.com
David Fallarme is currently the VP of Marketing at Owner.com, a company that provides an online ordering system for restaurants.123 He joined Owner.com in November 2023 after initially serving as a Marketing Advisor for the company.1
Prior to Owner.com, Fallarme held various marketing leadership roles at companies big and small, including:
- Marketing Director at On Deck1
- Head of Marketing, Asia at HubSpot1
- Director of Marketing at ReferralCandy1
- Product Marketing Manager at Electronic Arts (Playfish)1
He has experience building marketing teams and developing marketing strategies to drive growth.12 Fallarme is known as a hands-on practitioner who has worked at dozens of different companies.4
Fallarme is passionate about helping small business owners thrive in the digital age.3 At Owner.com, he leads a team of small business champions with experience from top SMB companies.3
He is active on LinkedIn under the username @dfallarme, where he shares insights on marketing, leadership, and growth.24 Fallarme also runs the website themarketingstudent.com to share his knowledge and experiences.1
Highlights
Career cheat code: You can 10x the quality of any meeting by doing 10 mins of prep.
10 minutes. It's the difference between a shitty meeting that drains the energy of everyone in the room ... or a great productive meeting that lifts everyones mood for the rest of the day.
This means:
- show up to 1-1s with an agenda
- think about what each person wants to get out of the call
- if you're pitching, researching their role / business ahead of time
I often get complimented on how well I run meetings, and how productive they are. It's not like I have some secret playbook or I'm smarter than anyone.
I've always just taken 10 minutes to prep. The things I mentioned aren't rocket science, I didn't invent some new framework, yet so few people do them
A career with consistently great meetings is going to have a better trajectory than one with consistently miserable meetings
A big reason why startups are hesitant to hire "big company" people is not because they're dumb. It's because big company dynamics can train and reward the wrong instincts. Here's an example.
I worked with a sales team that was underperforming. The reps were actually legit. But they were just in the wrong market, and we had grown the team too quickly.
When you're a big company with satellite offices, local satellite teams are incentivized to develop politician skills to advocate for the needs of their region. No choice. I did this. And so did the manager of that sales team.
So when HQ started hinting that they were going to cut that sales team, their manager laid on the charisma, flipping enough decision-makers, eventually persuading HQ to look past the underperformance and give them more time.
The manager became a local hero, saving jobs, a clear victory, and everyone felt great.
The high didn't last. The team gradually succumbed to the lack of market fit, and slowly disintegrated over the course of a year.
When I think about this episode, I lament at how this sucked up so much attention for months, cost the business a year of progress, but the biggest tragedy to me is that a lot of people walked away with the wrong lessons:
"Leadership" is always the bad guy. Solve for your team, not the business. Get good at politicking, not understanding the market.
Spend too much time in big companies and you internalize these as your core competencies.
