David Allemann

Things David Says on Podcasts

David Allemann is a co-founder of On, the Swiss running shoe and sportswear company he started in 2010 with Caspar Coppetti and Olivier Bernhard. He built out On's early production and supply chain in Asia, served as its first CFO, and shaped its design and direct-to-consumer strategy; in 2026 he returned to an operating role as co-CEO while continuing as executive co-chairman. Before On, he was chief marketing officer at Vitra and a strategy consultant at McKinsey. He has appeared on Masters of Scale's Rapid Response to discuss On's growth, its LightSpray robotic manufacturing process, and why he sees premium positioning as more important than scale. He also sits on the boards of economiesuisse and the Swiss Institute for Contemporary Art in New York.

Where to Find Them

David Allemann has been a guest on OMR Podcast (2 times) , The Business of Fashion Podcast , Bold Names and Masters of Scale .

Recently: “Rapid Response: On's 16-year overnight success: Zendaya, Federer, and outrunning competition” on Masters of Scale (September 2026); “How Skims and On Create Cultural Relevance” on The Business of Fashion Podcast (December 2024); “Designing the Sneaker of the Future” on Bold Names (April 2024); “On-Mitgründer und Chairman David Allemann (#602)” on OMR Podcast (June 2023); “OMR #188 mit David Allemann” on OMR Podcast (April 2019).

What They Said

“…luxury is defined by limiting access. So scarcity, making it very exclusive. On is defined by innovation.” — David Allemann, Masters of Scale

Bob Safian had asked On's co-founder whether the brand is premium but not luxury, and this is the distinction Allemann draws in reply. He had argued a moment earlier that the scarcity model has shed consumers who want something more accessible, and that this is the opening for premium. He allows that innovation carries its own price tag, which is what keeps On expensive without making it exclusive.

Masters of Scale · 2026-09-12 Permalink → Listen →
Masters of Scale Around 06:22 into the episode
David Allemann

No, I think that's exciting because then you always have to push yourself to create the next. If you think about the whole luxury space, the luxury spray and the whole scarcity model, a high-price model has over the last two years probably lost tens of millions of consumers who are looking for something that's more accessible. And that's a huge opportunity for premium products as well.

Bob Safian

So it's a premium product, but not necessarily a luxury product.

David Allemann

Yes, because luxury is defined by limiting access. So scarcity, making it very exclusive. On is defined by innovation. So we want to bring innovation to everyone to give you a better experience. Of course, there's a certain price tag for innovation because we invest so much in creating the next. So that needs a premium brand that can invest innovation.

Speaker 3

And so you're not a luxury brand at that end, but you're more a premium brand than how I put it, than some of the legacy players.

David Allemann

Yes. I mean, if you think about other areas of business, there was a moment very much defined by Newark, in New York, actually, when we learned that we can live in lofts and their kitchens moved to the very center of our homes. So home appliances became much more important. And you didn't kind of store your vacuum cleaner anymore in the closet back, but you hang it on your wall. That created an opportunity for a brand to create something that is at the intersection of innovation, a chat engine in your vacuum cleaner, but also a unique aesthetic. And so I think it's a great example of a brand that is based on innovation but reaches millions of consumers.

Bob Safian

You have these relationships with celebrities. You're plugged in with Zendaya, who's among this year's hottest stars. Roger Federer is a co-entrepreneur at the company. How did those relationships start?

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