Cannabis is one of the fastest-growing categories in the fast-moving consumer goods (FMCG) industry. With legalization spreading and consumer demand becoming more sophisticated, businesses must be more precise and professional in their operations. Cannabis is a regulated, rigorous, and increasingly competitive category that requires the same thoughtful marketing and strategic execution as any other mainstream consumer product.
The difference between cannabis and other traditional FMCH categories is that the regulatory space is far more complicated. Operators must balance innovation with adherence, velocity with patience, and marketing with responsibility. My experience in the cannabis industry has taken me through some of the most demanding regulatory frameworks, beginning in Florida and continuing today in Toronto. Every market offers its own lesson, but the core principles remain the same: leadership, integrity, and discipline must inform every decision.
In Florida, I worked within one of the strictest cannabis markets in the United States. Florida was a medical-only market with high barriers to entry, restricted dispensary numbers and extreme scrutiny across every aspect of the business at the time. Building in that environment required a strong focus on compliance and transparency. Instead, we prioritized quality, reliability and the patient experience. Lessons learned about trust-building with both regulators and consumers have perhaps played the biggest role in shaping my views about what responsible growth looks like in this industry.
Working in Toronto, I face a different set of challenges and opportunities. Canada became the first G7 country to legalize cannabis for recreational use nationwide. That led to a particular framework for innovation and expansion, and new pressures around issues such as pricing, retail strategy, and public health. Success here is all about how a company scales while maintaining high standards. An underlying infrastructure must support growth and accountability from cultivation to distribution to customer engagement.
The cannabis industry, like other FMCG verticals, is fueled by brand distinction, operational excellence, and consumer retention. But the stakes are much higher when you’re selling a regulated product like a medicine that is consumed like a lifestyle good. That dual identity means companies must hold themselves to a higher standard. Governance is a prerequisite for legitimacy. Marketing needs to be fact-based and ethical. Supply chains must be built with flexibility and control.
Florida remains a critical reference point in my leadership playbook. The lessons gained in that marketplace, especially about mitigating risk, forming regulatory relationships, and casting an eye on long-term value more than they value short-term wins, will prove invaluable to the global cannabis economy we see today. The circumstances may vary, but the call for strong leadership does not.
For the cannabis category to succeed within FMCG, it must continue evolving toward greater professionalism and consistency. This includes adopting best practices from traditional CPG sectors while adjusting them to the realities of cannabis.
We are at a point where the future of cannabis will be shaped by those who understand both the nuance of regulation and the mechanics of scalable growth. The path forward requires leaders who view compliance as a foundation for credibility. With the right vision and execution, cannabis can define a new chapter in the evolution of regulated consumer goods rooted in responsibility, innovation, and long-term value creation.