Marketing in the Margins: 5 Questions with David Betland

David Betland has built a reputation for performance-driven marketing in a world that is anything but static. From his early days as an analyst to his current role as Vice President of Marketing at Rubio’s Restaurants, Betland has helped grow and modernize brands across nearly every segment of the restaurant franchise landscape, including Papa Murphy’s, Famous Dave’s, and Village Inn. With a sharp eye for data, a deep respect for brand integrity, and a no-nonsense approach to digital, his insights are a masterclass in balancing tactics with truth.
08/22/2025


5 Questions with David Betland

In this edition of 5 Questions, Betland reflects on what works, what doesn’t, and how franchise brands can use digital, loyalty, and core brand identity to drive real results.

1. You’ve worked across more than a dozen restaurant brands, from Famous Dave’s to Papa Murphy’s to Rubio’s. What common threads have you found in building effective marketing strategies across such diverse concepts?

There are definitely more shared elements on the digital side, especially since it’s more tactical and measurable. We’ve developed a framework that’s platform-agnostic and focuses heavily on incrementality and lifetime value. It’s all about iterating, testing, and refining.

When it comes to brand strategy, it’s a bit messier, but one thing is always true: you can’t out-market a mediocre product. Success starts with a great guest experience. You need to listen to your customers, trust your data, and double down on what actually works, then be quick to move on from what doesn’t.

2. During your time at BBQ Holdings, you moved from analyst to director. How did that progression shape your understanding of what drives successful digital marketing in the restaurant franchise space?

Starting as an analyst taught me to question everything. Just because a channel is trendy doesn’t mean it’s right for your brand. Every decision should be grounded in data and paired with intuition when the numbers aren’t enough.

It also helped me understand the importance of focusing on the core. With smaller teams, it’s easy to chase shiny objects, but if you’re spending half your time on a segment that only drives 20% of the business, you’re missing the mark. In my experience, the biggest wins come from promotions that support the heart of the business.

3. With loyalty programs and CRM being a big part of your background, how do you see these tools evolving for franchise brands looking to deepen customer relationships in 2025 and beyond?

The future is predictive and personalized. Eventually, no two guests will receive the same message. Content will be dynamic, real-time, and interactive. We’re not quite there yet, but brands should start emulating that experience as much as possible.

Also, I believe the digital experience itself will become as important, if not more so, than the loyalty program. Features like quick login, clean menus, and smooth checkout can drive retention just as effectively as points and perks.

4. Rubio’s has a strong coastal brand identity. How are you approaching digital and brand marketing differently in this new role to reflect that unique personality and drive growth?

Rubio’s has incredible food and deep roots in SoCal, but we’re operating in a highly competitive space. We need to reassert our value while also modernizing how we communicate it. That means honoring what made us great in the first place, but also evolving to meet the expectations of today’s guests. Some of our legacy values are still powerful, we just have to tell that story in new and compelling ways.

5. You’ve managed campaigns for both legacy brands and newer fast casuals. What advice would you give franchise marketers trying to modernize without losing the heart of their brand?

Be cautious, but not fearful. Not every brand needs an app, but some digital upgrades are no longer optional. The key is to listen to your guests, really listen, and ensure that any modernization effort aligns with your brand’s identity. You don’t have to choose between innovation and tradition. You just need to find ways to make them work together.