Tag: Featured Story

Is your cannabis business truly “bank-ready”? While operators often focus on total revenue, financial institutions are looking at something entirely different: operational discipline. In this “Inside the Bank” exclusive, banking executives reveal why internal controls and deposit consistency matter more than your bottom line. Discover the specific red flags — from unpredictable deposit spikes to weak documentation — that put your accounts at risk, and learn how to build a long-term compliance partnership that will secure your company’s future.

As cannabis retailers expand, employee turnover can reveal where leadership systems need more support. A human-resources expert explores how stronger onboarding, clearer expectations, better management training, and more consistent HR processes can improve retention. Framing retention as an operational issue instead of a hiring challenge gives operators something they can address directly, helping teams build healthier workplaces, reduce compliance risk, and scale more sustainably.

When Sam and Joe Hachey secured one of Alaska’s first adult-use cultivation licenses in 2016, they had a bare warehouse, a tiny budget, and a refusal to slow down. Nine years later, Tanana Herb Company has transformed into a 48,000-square-foot powerhouse in Fairbanks. From navigating white-out blizzards to "playing chicken" with local moose, the Hachey brothers built their success the hard way: with their own hands and zero outside investors.

A potential move of cannabis to Schedule III could eventually reshape the industry’s tax burden by ending the reach of Section 280E. But operators should not confuse political momentum with immediate relief. A CPA explains why retroactive tax refunds are unlikely and disciplined compliance still matters. From defensible cost accounting to scenario planning and entity-structure review, the smartest path is cautious preparation rather than reactive change.

Women have always been part of the cannabis industry, but their influence is becoming harder to ignore as the business matures. From cultivation and compliance to operations and the executive suite, more women are stepping into pivotal roles and bringing leadership grounded in competence, collaboration, and long-term thinking. In a sector shaped by regulation, rapid change, and high stakes, those qualities are not soft skills. They are strategic advantages.

As the cannabis industry faces regulatory delays, capital constraints, and renewed political resistance, the Most Influential Executives of Cannabis Awards is expanding nationwide in 2026. What began as a local recognition program now aims to spotlight the executives whose grit, leadership, and staying power are helping professionalize the industry and strengthen its legitimacy.

Many cannabis businesses are running on tactics — a social campaign here, a marketing calendar there — and calling it strategy. There’s a meaningful difference, and closing that gap is where growth becomes intentional rather than accidental. The starting point isn’t a bigger budget or a better agency. It’s a clearer picture of your customer: who they are, how they make decisions, and where they’re actually being influenced.

Schedule III could reduce the tax drag that has warped cannabis operating models for years, but it won’t be a universal win. The real advantage will go to operators who treat post-280E relief as a catalyst: moving faster, tightening inventory and receivables, stress-testing pricing and production, and getting books “deal-ready” before M&A velocity spikes. In the gap between improved economics and slower-moving capital markets, preparedness becomes market power.

Opening a dispensary isn’t just a licensing and build-out challenge. It’s also a business-model decision that shapes margins, control, and exit value. Here's a breakdown of the four common cannabis retail models — independent, franchise, licensing/hybrid, and managed operations — and an explanation about what changes (and what doesn’t) in startup costs. The key is alignment: capital structure, experience level, growth vision, and risk tolerance.

Only about 39 percent of cannabis workers participate in workplace retirement plans — about 18 points below the U.S. rate — and even auto-enrollment isn’t fixing the gap. A new cannabis-only report analyzing 140 plans across 420+ entities found opt-out rates near one in three among automatically enrolled employees, despite sophisticated plan design and meaningful employer contributions. The problem is less about plan features and more about worker realities.