All posts by Angela Harmantas

CSE Issuer Stories, Magazine

Northstar Gold: The new face shining brightly in the Kirkland Lake gold camp

When you’re a new name in exploration on the market, it helps to have an established project with a proven team at the helm.

This statement certainly holds true for recently listed Northstar Gold (CSE:NSG), a company that is working on advancing the Miller Gold Project in Ontario’s famous Kirkland Lake Gold District. This region has historically delivered more than 25 million ounces of gold from seven mines.

Northstar is led by Chief Executive Officer Brian Fowler, a seasoned mining executive with over 38 years of experience in mineral exploration under his belt. Behind Fowler is a veteran team of mining and capital markets experts with decades of insight and success advancing resource companies and projects.

Miller is a 1,100 hectare property just south of the town of Kirkland Lake, central to a district that has been producing gold for more than a hundred years.

In the early 1900s, the historic Miller Independence Mine saw a number of shallow shafts and three levels of development on the high-grade gold No. 1 Vein, with limited success. Exploration by Northstar and others since then has defined additional shallow high-grade gold veins, with a historic estimate of 270,000 ounces of gold at 11.5 grams per ton, and a lower-grade bulk tonnage gold exploration target at Planet Syenite that may contain up to 500,000 ounces of near-surface gold ranging in grade from 1 to 3  grams per ton. None of these targets has been tested at depth.

It’s the geology, however, that excites Northstar’s CEO the most. “The Miller Gold Property has very compelling geological similarities to the Macassa SMC (South Mine Complex) and other Kirkland Lake gold deposits,” explains Fowler. “Miller has the same style of vertical and flat, high-grade gold-telluride veins that are a unique feature of the Kirkland Lake District. Furthermore, gold mineralization on the Miller Property is controlled by a ‘first order’ fault structure (the Catharine Fault) that joins the regional Kirkland Larder Break and similar first order structures within the Kirkland Gold District. These fault structures acted as channels and traps for gold deposition.”

Fowler goes on to explain that it has been determined that gold mineralization at Miller was emplaced at the same time as that at the Kirkland Camp gold deposits, some 2.6 billion years ago. These similarities and geological features suggest Miller could be tapping the same gold source as the Kirkland Gold District.  The Macassa mine has been in production since the 1930s and owner Kirkland Gold continues to find and produce high-grade gold more than 2 kilometres below surface. The Miller Property, on the other hand, is essentially unexplored below 300 metres.

“We’re really excited [to have] both Kirkland-style high grade gold-telluride veins and broad low-grade intrusion-related gold mineralization in significant quantities on the Miller Property,” Fowler says, “Our main job now is to do some drilling on these targets and bring them to 43-101 status. If you stand back and look at it, we could be knocking on the door of around 700,000 to 800,000 ounces here.”

Since Northstar picked up Miller in 2012, the company has spent around $2 million on exploration. Including the use of  ground magnetics, 3D IP surveying, and nearly 6,000 metres of diamond drilling in 27 holes. Those holes returned multiple high-grade and broad low-grade intersections with abundant visible gold. In 2016, the company mined and processed a 932 ton bulk sample from the historic No. 1 vein that averaged 5.1 grams per ton gold.

Most of the past drilling done at Miller has been vertical in nature.  Subsequent surface stripping and sampling by Northstar has defined numerous vertical high-grade gold veins and structures, which cannot be assessed, let alone discovered, by vertical drilling. This year’s drill program will see Northstar utilize angled holes to properly test these new targets.

“We’re very confident that we’re going to make new discoveries at Miller, possibly within the Catherine Fault zone itself, which amazingly has never been drilled,” Fowler says. “It’s comparable to Kirkland Lake Gold’s Amalgamated Break where they’ve found an incredible amount of high-grade gold mineralization that remains open at depth. These structures can be incredibly rich and with kilometre-scale strike and depth continuity. We believe we have all the makings of a Macassa SMC-like gold mineralizing system at Miller and we’re really anxious to get the drill spinning.”

At 3,000 metres, the Phase 1 drill program is scheduled to commence in late February. This will have a preliminary focus on confirming and expanding portions of the near-surface Miller Independence historic estimate and the Planet Syenite bulk tonnage gold exploration target. Drilling will also follow up other known near-surface, high-grade and intrusion-hosted gold targets, including Allied Syenite.

Having a few million dollars on hand to support exploration doesn’t hurt – Northstar closed its $3 million initial public offering on December 31st of last year at $0.30.

“Everyone thinks we either definitely have a gold market or we’re heading into a solid gold market,” Fowler says of the company’s healthy IPO. “We believe our timing was perfect.”

There’s even more to Northstar Gold than Miller, though. The explorer also has the Bryce Gold Property and the Milestone copper-nickel-cobalt claims. These could add value at the drill bit or through farm-out opportunities.

The task ahead for Northstar is to prove up the claims at Miller. “We’re going to do it through a concerted and robust exploration effort, which we are now permitted and funded to complete,” Fowler concludes. “I really believe there is excellent potential to make some significant gold discoveries at the Miller Gold Property this year.”

This story was featured in the Public Entrepreneur magazine.

Learn more about Northstar Gold at https://www.northstargoldmining.com/.

CSE Issuer Stories

Peekaboo Beans Inc. Has a Majority Female-led Board: Here’s Why It Makes Sense

It’s a sad reality that even in 2020, women are sorely underrepresented in capital markets. Studies have shown that, as career level rises, female representation declines.

The Workforce Today

According to a report by Mercer, although 46 percent of financial services employees are women, only 15 percent of the financial services workforce is comprised of females at the executive level.

The situation is echoed when it comes to women who serve on the boards of public companies in Canada. A 2019 report by law firm Osler found that women now hold over 18 percent of board seats among surveyed companies, but the pace is slowing, down from 2.5 percent in 2017 to 1.7 percent in 2018.

Traci Costa (left), Founder and CEO, and Sarah Bundy (right), Board of Directors Member at Peekaboo Beans

Despite the decline companies are slowly recognizing the need to adopt policies and practices to ensure female representation at the highest level.  In 2018, the Canada Pension Plan Investment Board announced plans to establish a policy to vote against the chair of the nominating committee of its investee public companies if the board has no women directors. And, earlier this year, Goldman Sachs announced it wouldn’t take companies public if they do not have at least one woman sitting on their board.

Peekaboo Beans

Even so, public markets have a long way to go before women are equally represented across all levels of management. As such, children’s clothing designer Peekaboo Beans Inc. (CSE:BEAN) is a trailblazer. The Vancouver-based company is spearheaded by CEO, Traci Costa, and a four-person board of directors that is 75 percent female. If its bottom line is any indicator, Costa and her team are demonstrating that having a diverse team makes good business sense.

Costa never set out to stack her board with women. “For me it was trying to find the best fit for our board, first and foremost,” she said.

Former Lululemon executive Darrell Kopke was the first to join, bringing his knowledge of growing an apparel business that aligned well with the Peekaboo Beans brand.

Sarah Bundy came into the picture after Peekaboo started to transition its model from a direct sales approach to an omni-channel marketing plan. The switch prompted Costa to look for an expert in affiliate marketing and Bundy, founder and CEO of All Inclusive Marketing Inc., was a perfect fit.

“When I came across Sarah, she had an immediate draw and a powerful force,” Costa said. “She is a mother and an expert in affiliate marketing. In this day and age, brand and culture are such big things and you really need to have that voice, so Sarah was a great fit.”

The most recent member to join is Tamara Mimran, a member of one of Canada’s first families of fashion. Mimran, an executive at premier label Alfred Sung, brings connections, industry experience and a strong focus on products and trends to the board.

Tamara Mimran, Board of Directors Member at Peekaboo Beans

Mimran admired Costa’s energy, calling her a “powerhouse” and something of a role model. At the time, the company was pivoting its business model to adopt a new sales approach, which any executive knows can be a challenge. “She really faced that head on,” Mimran said. “She’s morphing the company into something that will have a lot of longevity. She made those hard decisions that were right for the future of the company and had the courage to get in front of it. I was inspired by her and loved her story.”

A Diverse Team for Fresh Perspectives

Today, the board covers the growth, marketing, and product trifecta; Costa is currently looking for a finance-focused member of the team.

“The value of my digital e-commerce expertise mixed with the value of Traci and Tamara’s expertise, next to what Darrell provides, is fascinating to see come together,” Bundy said. “In the end, this is going to create an incredibly powerful brand and board, because we have a very unique mix of board members with different perspectives.”

The lone male voice on the Peekaboo Beans board, Kopke is a firm believer that diversity is a major contributor to business success.

“Homogeneity breeds complacency and self-congratulatory myopia,” he said. “Diversity forces contrarian perspectives that highlight great ideas and weeds out poor ideas. If a board is committed to active listening from different perspectives, as well as active participation from all of its diverse members, better results will follow.”

Newest member Tamara Mimran said the board’s makeup reflects the needs of the brand’s consumer base. “A lot of mothers purchase the product for their children, so it does make sense to have female voices at the board level,” Mimran said.

“Diversification is all over the place at the consumer level, so why shouldn’t that trickle up to the executive team and board members? The decision-making process will have a different perspective, just as the purchasing will have a different perspective. If we mirror that, I think the company will have a lot of success.”

A Successful Business Model

Over the last year, the company has transitioned to an e-commerce model that gives it the ability to scale nationally and internationally in a much more efficient manner. Since switching to an omni-channel sales model, the company is finally starting to see its revenues grow. In its most recent quarter, Peekaboo Beans posted a 229 percent revenue boost compared to the previous three months and an increase of 21 percent over the same period last year. January 2020 sales figures were strong as well.

“After trying various sales models in the past, we believe we have finally found the optimal model to drive sales and take our unique children’s clothing brand to the next level,” Costa recently told shareholders in a statement.

Sarah Bundy, whose All Inclusive Marketing Inc. was directly involved in helping shape the new strategy, concurred. “Seeing that shift already make a big difference is really exciting.”

The Future is Female

Costa and her team have built a company that directly reflects the needs of its consumers, and at its heart, Peekaboo Beans is a female-driven brand. A tour of Peekaboo Beans’ corporate offices reveals highchairs nestled next to work desks. The company takes every step to help foster a work-life balance for its employees – which Costa says can pay off in a business context.

Sarah Bundy (left), Board of Directors Member and Traci Costa (right), Founder and CEO of Peekaboo Beans

If you have happy employees, you have happy board members. You have happy individuals at every facet of your business; they’re going to perform at every level,” Costa said.

“Being a mother has informed me of what problems existed with dressing kids. All of the things that I’ve experienced as a mother led me to create Peekaboo Beans to make life easier for parents, because being a parent is hard enough.”

CSE Issuer Stories, Magazine

BevCanna Enterprises: Building a brand in a nascent category as Cannabis 2.0 takes hold in Canada

How do you build a brand – and a company – in a completely new consumer product category?

It’s a question that Vancouver-based BevCanna Enterprises (CSE:BEV) is addressing as it prepares to launch a premium line of CBD- and THC-infused beverages in Canada, just months after the federal government legalized the sale of cannabis edibles and drinks.

The team behind BevCanna includes beverage and bottling experts who played integral roles with iconic brand portfolios such as Mike’s Hard Lemonade and Vega, the plant-based drink. Led by Chief Executive Officer Marcello Leone, Chief Brand and Innovation Manager Don Chisholm, and Chief Commercialization Officer Emma Andrews, BevCanna’s management is full of entrepreneurial minds with deep expertise coming together to create a vision for a nascent category.

“There isn’t really a rulebook ahead of us, but we have a lot of intel and insights and inspirations from our past industries that we can apply to this space,” Andrews explains.

A nutritionist by training, Andrews built an impressive career in the health and wellness space, most notably with Vega. She was drawn to the cannabis space after working in the natural products industry helping to build emerging companies in disruptive categories, and felt an organic transition to the cannabis business.

As Andrews herself will tell you, she’s a longtime cannabis consumer with knowledge of the entire value chain and various form factors. But it was the emerging beverages category that attracted her interest – and her extensive expertise.

“I’m all about making sure cannabis experiences are accessible,” she says. “Beverages offer the best of both worlds – it’s a very approachable product category for new consumers and something that is easily adopted into our day-to-day routine because we’re used to consuming them.”

Part of Andrews’ job is keeping her finger on the pulse of consumer trends. Understanding consumer needs, desires, and drivers helps the company shape its products and manage the go-to-market strategy. It can be a challenging task for any consumer packaged goods company launching new products, but when the category is almost entirely new to users, statistics and hard facts are difficult to come by.

With that in mind, BevCanna commissioned an independent research group to survey over 2,000 adults of legal drinking age in the US and Canada on their interests and preferences in current and potential cannabis products.

The study found that more Canadians are aware of THC-based cannabis products, with smokable or otherwise combustible forms of cannabis currently the most common methods of consumption.

But it was CBD-based beverages that had the highest future purchase intent – 70% among consumers. The study also found that consumers across all regions see CBD-infused beverages as contributing to a healthy lifestyle.

Among 25 product concepts, the top performing ones included ready-to-drink spring water-based beverages, which consumers see as complementary to their quality of life and contributing to their well-being.

The survey also noted that while Canadian consumers would consider THC beverages as a means to relax and unwind, they tend to associate THC with consumption occasions such as hanging out with friends or social gatherings.

“New consumers and lower tolerance consumers are both big markets for us,” Andrews says. “Part of that is because of the potency limitations in Canada being 10mg THC, so for someone with a really high tolerance it’s probably cost prohibitive for a regular user to exclusively consume cannabis beverages to get the outcome they are seeking. But it will be beneficial for a new consumer or a lower tolerance consumer, or the social drinker who might have a few beverages just to relax and unwind, and that’s exactly what THC-infused beverages can offer.”

BevCanna’s first brand, Anarchist Mountain Beverages, was inspired by the site of its bottling operations on Anarchist Mountain. Products will include a range of THC-dominant, ready-to-drink beverages, shots, and powdered drink mixes, with a flavour nod to the plants found throughout the Pacific Northwest.

BevCanna’s second cannabis-infused beverage brand to hit the market in Canada is called Grüv Beverages, featuring iced tea with a 1:1 ratio of CBD and THC. BevCanna also intends to launch a third brand mid-2020 called LEV, a CBD-dominant mixture of fruit flavours with an alkaline spring water base.

But the products are only one component of building a brand. To be successful, the company has to create repeat consumers.

Andrews contemplates the challenge ahead as the novelty of seeing infused beverages on shelves wears off. “Formulation is important,” she says. “I think it impacts how someone builds a lifestyle habit around consuming these beverages. We want to put out products that have a wide appeal and don’t seem too gimmicky.”

Grüv’s iced teas are familiar taste profiles in easy-to-drink bottles. Potency, too, is important. Grüv has 5mg THC and 5mg CBD. “You can sip these while gardening or hanging out with friends so it’s very easy to fit into your lifestyle and not have it be this one-off indulgence,” notes Andrews.

BevCanna is looking at 2020 to roll out multiple products and brands. Each province must approve the beverages for sale, and the company is already talking to regulators in BC and Ontario. “For us it’s all about planning throughout 2020 to make sure we get the right consumer awareness and retail adoption,” Andrews explains. “There’s a number of different stage gates we have to pass through in order to become a national brand. The larger provinces are our initial focus and then national rollout as time goes on.”

The rollout is also taking place amidst what some investors would term a challenging time for the cannabis industry. Just over one year after the legalization of flower and cultivation, sales figures and returns have been dismal for most companies. Will it be the same for edibles and beverages?

Andrews looks at the two segments very differently. “The first wave was set around flower, which is still easy to procure illicitly. There’s a lot of competitiveness for that product category.”

There are some key differences between the first and second waves, according to Andrews. “Derivative products are processed, bottled and manufactured – it’s a much more complex production, so I don’t anticipate that there will be as much competition,” she says. “Buyers will look to the legal market because there’s a much wider selection of products than they’ve ever been able to experience before. The product selection is going to be unlike anyone’s ever seen.”

On the profit side, BevCanna has multiple revenue streams, including house brands and white label bottling, a joint venture to bring multistate cannabis vape brand Bloom to Canada, a 130 acre outdoor cultivation site, plus an active push for additional joint ventures, licensing, and acquisitions of technology and brands.

Andrews envisions both the house brands and white label business being a global play down the road. BevCanna is in the process of obtaining EU GMP certification which is on their radar for mid to late 2020. Additionally, BevCanna is entering the California market with their house brands as well as white label services come early 2020.

However the industry takes shape, BevCanna appears set to become a key player in Cannabis 2.0. The task at hand for the company is to retain its own identity while growing into a major brand in the infused beverages market.

“I think the word that really captures the essence of what we’re doing is ‘innovation’,” Andrews says. “A lot of what the cannabis business is doing is pushing at the periphery and forging a new path, but it can be subtle instead of aggressive. Innovation can come down to things like sustainability in the form factors or packaging. For us, it’s about finding opportunities that lead to a better consumer experience or a better legacy for our planet.”

This story was featured in the Public Entrepreneur magazine.

Learn more about BevCanna Enterprises at https://www.bevcanna.com/.

CSE Issuer Stories, Magazine

GlobeX Data: There is no such thing as privacy in the online world anymore. Or is there?

GlobeX Data (CSE:SWIS) is on a mission to keep your data and communications safe, and in a world where each week seems to bring news of yet another large-scale data breach, it’s a mission of vital importance.

The Vancouver-based company offers a powerful product suite for cloud-based storage, document management, encrypted e-mail and secure communication with a few twists that differentiate it from the competition.  For one, data is stored in Switzerland (by Swiss partner GlobeX Data S.A.) in centres used by Swiss banks and organizations such as the United Nations. Switzerland is home to some of the strongest privacy protection laws in the world thanks to regulations such as the Swiss Federal Data Protection Act and the Swiss Federal Data Protection Ordinance.

GlobeX Data is readying a marketing push at a time when the cybersecurity market, by some counts, is set to exceed US$300 billion within five years, making the company’s recent debut on the Canadian Securities Exchange particularly timely.

In this interview with Public Entrepreneur, Chief Executive Officer Alain Ghiai explains why data is such a valuable commodity and why that means companies and individuals alike need to take more caution to protect themselves.

Can you give us a quick introduction to GlobeX Data and the company’s origins?

GlobeX Data has its origins in Switzerland and in payment processing. In 2008, during the credit crunch, most of the banks stopped lending to merchants. We used our technology to transform ourselves into a data backup company. In 2010, we started to develop a couple of products, the first of which became DigitalSafe, our secure backup file-share password manager. In 2012, I started GlobeX Data Inc. out of New York to expand in North America.

I was approached to license our technology to a CSE-listed company, which eventually became a shell company. When the licensing was supposed to be exchanged for funds the company didn’t have the money, so I called my board members and suggested listing on the CSE ourselves and formed GlobeX Data Ltd.  We raised money locally and set up an office in Vancouver. We started to receive a lot of interest from overseas and wanted to have an entity that handled everything outside of our Swiss-based private company. Vancouver was a perfect choice geographically to handle Asia and Latin America, our prime targets to start off our international business, and was also selected for the purpose of going public in an IPO on the CSE.

Our first major contract was with America Movil and its mobile division in Mexico called Telcel that has 75 million subscribers. Because they’re in 26 countries, we would eventually be able to sell services from the US all the way down through South America.  Over the last couple of years, we’ve signed deals with half a dozen partners. America Movil has close to 400 million subscribers, almost 300 million of them mobile users.

Why did it make sense to go public now?

Our goal in going public was to have a platform to raise more money and get wider recognition because when you are public it brings a level of transparency to the company that our partners like. Right now, data security and privacy is becoming a predominant subject in our society. People are the product now – the big companies are making money off our data. There is no real player that can offer the variety of services that we do when it comes to privacy and security. Our prime directive is to respect your privacy. We use the best security possible and have proprietary technology that other businesses don’t use because they think it’s too costly. Storage has become commoditized, but there’s no price for privacy.

I find that Canadians are quite conservative, almost too conservative to adopt new technologies. Also, they underestimate the value of security or privacy and the value that they hold. I think US investors value technology stocks a lot more than we do in Canada. This is why companies go to the US to get funding – investors there will pay for innovation. It’s a shame because Canada is a fantastic country with some great tech stories.  In order to attract more investors in the US, we plan to co-list in the US market by Q1 of 2020.

There’s a lot of talk out there that data is more valuable a commodity than oil. What’s your take?

I think data is even bigger than oil right now. The thing that makes it valuable is that a company or group can use it to create a profile and sell it to a third party to try and sell something to the consumer. Contrary to oil, which is a consumable, data can be repackaged and resold. Thanks to social media, the public is used to advertising their status every few minutes.

Why is it that people seem to be incredibly willing to give away their data for free?

When it comes to information, anything that is “easy” in the digital world is counterbalanced by the individual giving away more and more privacy. We live in a society where everything needs to be instant. If you want to have this instantaneous response, you are essentially giving away your data for free. Most people don’t realize the danger that this can cause because the average person doesn’t think they have anything to hide. It’s not about hiding from the government, it’s about keeping your data private so commercial companies don’t exploit you like a commodity.

How do the services work? Are they an alternative to popular instant messaging applications?

GlobeX’s services don’t use open source coding; instead, we use our own technology to add privacy and security by design. We try to offer what businesses and people need, which is a backup for their data and a file share and secure e-mail. DigitalSafe is like a Dropbox, e-mail and a password manager all in one. Our e-mail engine, Custodia, lets you send a message to an unsecured e-mail address and that service will not be able to read the content. PrivaTalk is a secure communications suite with chat, voice, video and e-mail. Our chat has a self-destruct timer that will disappear on the device. We never require your phone number because the minute you do that, hackers have an even higher ability to access your data.

We are also launching a product called Sekur, a service for high net worth individuals and corporations, in the fourth quarter of 2019. We were inspired to create the product from the Sony hack that happened a few years ago. This service is for any business for management to communicate without the in-house IT department knowing what’s going on.

What else is coming down the pipeline in the next few months?

We’ve already released DigitalSafe and PrivaTalk and plan to launch Sekur before the end of the year. In Mexico, we’ve launched and integrated DigitalSafe with America Movil and are planning to release PrivaTalk by the end of the year. Another product we’re excited about is PrivaTalk Messenger, which is similar to BlackBerry Messenger in that it’s a server-based closed-loop system. We’re going to launch PrivaTalk Messenger by the end of the year as well.

We’ve talked at length about the dangers of leaving data unsecured. What are some simple steps that we as individuals can take to protect our information?

The question that we need to be asking ourselves is how much is our data worth to us? The first thing I would advise is to reduce your social media footprint. Essentially, you are announcing to the world where you are and what you’re doing, and eventually artificial intelligence will put together a profile on you that can lead to hacking.

The second thing is to use secure services. There’s no free privacy or security. Use a paid service that will secure your information because at least then you have some sort of comfort or recourse that your data is safe.

This story was featured in the Public Entrepreneur magazine.

Learn more about GlobeX Data Ltd. at https://globexdatagroup.com/.

CSE Issuer Stories, Magazine

Acreage Holdings: The most transformative deal in cannabis history is worth taking the time to understand

A lot has been written about the game-changing deal between Canopy Growth and Acreage Holdings (CSE:ACRG.U) announced on April 17 of this year. Much of it is complex.

Most observers assume that final consummation of the megadeal is predicated on a single, very specific occurrence: federal legalization of cannabis in the United States. But Acreage Chief Financial Officer Glen Leibowitz and Vice President of Communications Howard Schacter say this actually is not quite the case.

One thing for sure, though, is that once the acquisition of Acreage Holdings by industry giant Canopy Growth Corporation is finalized, it has the potential to cause a sea change in the way companies structure business deals in the cannabis space.

Deal structure

Here are the facts as they stand today.  Canopy and Acreage have entered into an agreement that will grant Canopy the right to acquire 100% of Acreage’s shares at such time that cannabis production and sale becomes federally permissible (remember that term) in the United States.

As part of the transaction, Acreage shareholders will receive an aggregate payment of US$300 million, which works out to approximately US$2.51 – $2.63 per share.  The payment is to be made immediately following the receipt of approval from shareholders of both Acreage and Canopy, plus the Supreme Court of British Columbia.

Later, once the “federally permissible” condition is met, Acreage shareholders would receive 0.5818 of a common share in Canopy for each Acreage share held. Canopy has stated that it intends to waive the requirement when a change in rules policing the New York Stock Exchange and Toronto Stock Exchange would enable the acquisition to occur.

US footprint

To understand how the deal came about, a bit of background is necessary. Acreage’s roots started in 2011 when Chairman and Chief Executive Officer Kevin Murphy, a Wall Street veteran, began making moves in cannabis with a minority investment in Maine. By 2017, the company, at the time called High Street Capital, was rebranded as Acreage Holdings, welcoming former US Speaker of the House John Boehner to its board. There were several rounds of private raises, including a US$119 million financing that represented the largest in the industry at the time, culminating in a reverse takeover on the Canadian Securities Exchange last year.

Today, the multistate operator has a footprint in 20 states, making it one of the largest cannabis companies in the US. Its April 2019 acquisition of Form Factory, a manufacturer and distributor of virtually any type of ingestible cannabis product, propelled Acreage into the big leagues of the mainstream consumer packaged goods industry for cannabis products. With the acquisition under its belt, Acreage hopes to become the first port of call for traditional CPG companies like Kraft and Mars if they decide to enter the cannabis space.

In that context, it’s easy to see why Canopy saw Acreage as an ideal partner in its US expansion plans. Canopy’s $5 billion deal with Constellation Brands, which manufactures spirits such as Corona Extra, Modelo Especial, Robert Mondavi, Kim Crawford and SVEDKA Vodka, is a clear sign that global CPG companies are already making moves into cannabis.

The Canopy-Acreage deal is about creating a multinational cannabis brand, gaining consumer recognition and customer loyalty in the same way as a company like Constellation has with its product portfolio. According to Leibowitz, Acreage’s main focus prior to combining the entities is to be the number one player in every state and every market that Acreage operates in. Canopy’s intellectual property and flush treasury would certainly make it easier to reach those goals.

“We’re seeing the birth of a global cannabis brand, which doesn’t exist,” says Leibowitz. “Long term, that consumer loyalty and brand recognition is the value of the deal.”

Trigger events

There are clear synergies between Canopy and Acreage, but investors are still trying to wrap their heads around how a multibillion-dollar deal can hinge on US federal permissibility of cannabis.

The truth is there are multiple pathways, or “trigger events,” that could see the final combination of the companies take place.

“The trigger event would spur Canopy’s obligation to complete the acquisition, but they have said they would do it at their discretion if the exchanges indicate that they will approve the deal,” explains Schacter.

In terms of permissibility, the STATES Act in its current form would not necessarily constitute a trigger event, according to Acreage. The trigger event is about change to federal law, which could include new law that would make it permissible to cultivate and/or distribute cannabis in the US. That’s not necessarily federal legalization but rather a change in law that speaks to permissibility.

That’s not to say that the decision is entirely in Canopy’s hands. If Acreage believes that the trigger event has occurred, it can put the shares to Canopy. “It’s not just an exclusive option for Canopy to pull the trigger,” Leibowitz says.

Valuation

Many investors have also voiced confusion as to the value of the transaction. At the time the deal was signed, it was valued at nearly US$3.4 billion, a 41.7% premium over the 30-day volume weighted average price of Acreage shares.

The figure only illustrated the value of the deal if it were to close on the day the announcement was made, says Schacter. “Admittedly, our news release could have been more explicit in that regard,” he acknowledges. “The true value of the deal won’t be known until it closes.”

A host of factors that affect the share price of either company could change that valuation by the time the deal is finalized, one of the clarifications that Leibowitz wants investors to understand.

“There’s a lot of confusion around the value that the transaction was agreed to,” he says. “I want to be clear that the shares of Canopy and Acreage do not move in tandem. There could be opportunities where Acreage shares will move up in value and don’t necessarily correlate to Canopy’s share price.”

To calculate the implied value, take the Canopy stock price on the closing date and multiply by 0.5818 to reach the ascribed value of the Canopy shares. Add the approximate $2.51 – $2.63 upfront per-share payment to Acreage shareholders, then multiply that by Acreage’s current outstanding fully diluted shares (currently 117 million fully diluted outstanding shares). The resulting amount will be the implied value of the acquisition.

The value has fluctuated since the April announcement in a possible sign that not all investors are keen on the transaction. According to Leibowitz, that is likely a result of the groundbreaking structure of the deal.

“A lot of the conversations that we have on the institutional side are people asking about the models we used,” says Leibowitz. “They can model a lot of these transactions pretty easily. The problem is this doesn’t have any certainty to it, so they can’t calculate the premium and arbitrage. The result is that institutions will say the risk is too great.”

On the retail side, investors have never seen a transaction structured this way before. “It’s a game changing, innovative deal that has taken time to digest in order to effectively understand the value to both companies,” Schacter explains.

Once the deal is agreed to by Acreage and Canopy shareholders, Acreage becomes Canopy’s exclusive pipeline in the US, ascribing value to the shareholders of both companies.

Global cannabis brand

Whether the trigger is federal legalization, or relaxed restrictions on the New York Stock Exchange, or the passage of a new law, it’s clear that Acreage and Canopy are committed to acting together to create a global cannabis brand.

In the meantime, Acreage maintains the flexibility to conduct further acquisitions through the ability to issue 63 million new shares that will be convertible to the more liquid Canopy stock.  That amounts to approximately “$1.4 billion of dry powder for M&A activity,” says Leibowitz.

Leibowitz says the phones are ringing with calls from companies wanting to be a part of the promise of an Acreage-Canopy merger.

“The combination of the number one player globally with the number one player in the US creates a superpower in this industry.”

This story was originally published at www.proactiveinvestors.com on June 14, 2019 and featured in the Public Entrepreneur magazine.

Learn more about Acreage Holdings at https://www.acreageholdings.com/.

CSE Issuer Stories, Magazine

Curaleaf Holdings: Vertical integration, national retail reach position this early cannabis entrant as industry leader

Joe Lusardi is a self-styled “reluctant pioneer” in cannabis.

At the helm of Curaleaf Holdings (CSE:CURA), the largest multistate operator in the United States, Chief Executive Officer Lusardi has overseen the company’s expansion into 15 states and driven blockbuster acquisitions, all while remaining at the forefront of advocacy work toward federal legalization.

But when he opened the first vertically integrated cannabis shop in Maine in 2010, the landscape was much less certain. “We were out on the risk curve, I’ll just say that,” he jokes during an interview with Public Entrepreneur in early May.

Things are much different in 2019. Cannabis is a multibillion-dollar industry and savvy early investors are seeing exponential returns. Canada has legalized cannabis at the federal level and, with two milestone bills being debated in the House of Representatives, signs point to the US eventually following suit. What’s more, public sentiment toward the plant and the substances derived from it is drifting positively.

“Every day the public sentiment around cannabis continues to improve,” says Lusardi. “It’s beyond a tipping point.”

In an industry where winners and losers are starting to emerge, Massachusetts-based Curaleaf clearly belongs in the former group. Over the last three years, Lusardi and his team have established not only the largest US cannabis company by market capitalization, but also a national brand. Now with two game-changing acquisitions under its belt, Curaleaf is a driving force in the cannabis space.

For Lusardi, the goal is to be the biggest cannabis brand in the country. Curaleaf-branded products are currently available in 47 states representing over 600 SKUs. Its product line is comprised of oils, flower, lotions, tinctures and edibles. Last year, the company launched Curaleaf Hemp, offering a range of premium, natural hemp-based products.

Execution Matters

Curaleaf has a vertically integrated model, meaning it controls the cultivation, manufacturing, processing, distribution and retailing of its products. That model can be challenging for a company no matter its size, but for Curaleaf it means control of product consistency throughout the value chain.

“Execution really matters,” says Lusardi. “We have to be a good grower, manufacturer, distributor and retailer, which all contribute to brand identity.”

If running a vertically integrated business is challenging, expanding it can be even more so. It should be no surprise that acquisitions are a cornerstone of Curaleaf’s growth strategy. The challenge for one of the biggest cannabis companies in North America is finding those opportunities that make the most strategic sense and creating incremental value for shareholders.

Funding the acquisitions is not a problem. In 2018, when Curaleaf went public on the Canadian Securities Exchange, the company raised US$400 million from investors around the world. Private equity firm Blackrock recently took an US$11 million stake in the company.

Revenues during 2018 were approximately US$88 million. The company has nearly doubled its share price since the beginning of the year, giving it added currency to grow the business.

Acquisition Trail

When Curaleaf set out to look for acquisitions, they knew that they needed to be in California, the largest market for cannabis in the US. The acquisition of Monterey County-based Eureka Investment Partners fit that requirement immediately. Although small in value – the total deal is worth just under US$31 million – the acquisition of Eureka’s 110,000 square foot greenhouse facility allowed for seamless integration with Curaleaf’s manufacturing facility in the state.

Calling the acquisition the “first step in a multistep California strategy,” Lusardi says the deal gives Curaleaf a platform to build more manufacturing and dispensaries on the West Coast.

The company plans to launch three dispensaries as part of its retail expansion strategy to eventually cover the state.

According to Lusardi, Curaleaf has a full acquisition pipeline and will continue to make deals that strengthen its position as a market leader.

The next acquisition came hot on the heels of Eureka and represented a sea change for the company. At the beginning of May, Curaleaf announced it had acquired Cura Partners, makers of the Select oil and CBD brands, in a CDN$1.3 billion deal.

Based in Oregon, Select is one of the most well-known cannabis wholesale brands in the US with its products on the shelves of around 900 retailers. For Curaleaf, the deal gives it a stronger foothold on the West Coast as a complement to the company’s dominance in the eastern part of the country.

Lusardi calls the acquisition a “perfect fit” for the cannabis leader. “We intend to meaningfully accelerate our topline growth trajectory with the addition of the Select Oil product range,” he stated in a press release about the deal. “In addition, we intend to create significant operational synergies from the integration of Select’s wholesale business with our vertically integrated cultivating, processing and retail platform.”

Bay Street analysts love the transaction, with Cormark Securities calling it a good fit with nice synergy potential. “We see particular potential in Curaleaf’s ability to introduce the Select brand on the East Coast, while the integration of Select’s wholesale and distribution platform with Curaleaf’s cultivation and processing capacity should drive material cost reductions in Western markets,” Cormark analysts Jesse Pytlak and Sam Fraser noted in a May 2 report.

Cormark also raised its price target to CDN$18 a share, from $15, calling Curaleaf a “must-own” US cannabis name.

Advocacy Leaders

With Curaleaf an established cannabis leader, Lusardi and his team are doubling down on the advocacy and policy work that is a pillar of the company’s ethos. On the policy front, Curaleaf is front and centre advocating for federal legalization of cannabis in the US. Lusardi notes that the majority of Americans are in favour of legalization, citing statistics showing that over 90% of the population supports medical cannabis use and nearly 66% supports recreational use.

“Elected leaders can’t avoid the will of the people,” says Lusardi. “It’s a question of when, not if, legalization will occur. Every elected official is trying to formulate a thoughtful position on cannabis because they’re hearing from their constituency that they want legal access to cannabis. The ‘when’ is not clear, but I think you’ll see the House of Representatives take significant initiative this year, which will put pressure on the Senate and the White House to move forward the cannabis agenda.”

A key feature of Curaleaf’s corporate strategy is creating opportunities for underrepresented communities to participate in the industry. “Minority groups need to have a seat at the table,” Lusardi says. “We want to make sure that the industry is as diverse as its customer base. It’s something that we think about a lot, and we plan to be a part of that solution.”  Curaleaf also launched an initiative this year called the Veterans Cannabis Project, dedicated to improving US military veterans’ quality of life through access to cannabis.

These initiatives are part of Curaleaf’s long-term strategy to build a trusted, recognizable brand that consumers can interact with legally. At the moment, the company is comfortable remaining US-focused. Lusardi is optimistic on federal legalization but is building the company and creating value for shareholders regardless of the outcome.

“The long-term value in this industry will rest in the brand value and the relationship with your customer,” he says. “We feel we have all the makings of a national brand and we’re going to work hard to nurture that relationship.”

This story was originally published at www.proactiveinvestors.com on June 19, 2019 and featured in the Public Entrepreneur magazine.

Learn more about Curaleaf Holdings at https://www.curaleaf.com/.

CSE Issuer Stories, Magazine

SLANG Worldwide: Brands at core of efficient business model that naturally scales with cannabis industry growth

The power of a brand is an amazing thing. A good brand touches our heart, gets people to buy more, to pay more, and the best of them can even become everyday words that transcend the boundaries of the company that created them. SLANG Worldwide Inc. (CSE:SLNG) is well aware of this potential and that’s why brands are its thing…lots of brands. Some, such as O.penVAPE, District Edibles, and Firefly rank among the top-performing brands in the entire cannabis industry.

Public Entrepreneur spoke recently with Peter Miller, SLANG’s co-founder and Chief Executive Officer, to explore this fascinating side of the cannabis market. From developing strategies to suit specific jurisdictions to the wisdom of pursuing growth through acquisitions, Miller speaks with the experience of an executive who has been there from the beginning, yet in terms of the potential to take SLANG to new heights is perhaps only just getting started.

Give us a brief introduction to SLANG.  How did you and your partner build the company into such a force in the cannabis consumer packaged goods space?

SLANG Worldwide is a consumer packaged goods company that owns, licenses, and markets 11 cannabis brands serving the flower, concentrates, edibles, and beverage categories. Our portfolio is one of the highest selling of all time, as tracked by a third party, with over $250 million in sales at retail. SLANG is a multistate and multinational operator, with brands and products available in over 2,600 retail stores – one of the largest distribution footprints in the cannabis industry. Our brands are more widely distributed than any portfolio I’m aware of. We source biomass, extract it and manufacture it into finished goods with our brands and formulations, then wholesale and distribute to retail accounts. That focus has allowed us to scale quickly and grow to where SLANG is today.

My co-founder Billy Levy and I previously founded a vertically integrated limited-licenses cannabis business in Canada. We came from the tech world and didn’t have a lot of experience in cannabis, so we spent a lot of time visiting markets that were maturing. We got to watch cannabis retail go from unbranded jars of bud to more sophisticated form factors like edibles and vaporizers, which really excited us. Our licensed producer was sold to Canopy Growth and we thought about where we wanted to be, so we started making investments and formalizing partnerships in the US.

SLANG recently launched a CBD-focused health and wellness division. How does this fit within your strategy going forward? Is it better to acquire brands or build them up on your own?

SLANG’s goal is to offer cannabis products to a wide variety of consumers. CBD products have proven to be extremely compelling and popular to consumers, but just producing CBD products doesn’t necessarily guarantee success at the cash register. CBD products require a different set of skills and relationships than THC. We identified a powerful opportunity with Greenlane to distribute our products into retail environments that aren’t your core cannabis retail environments. Greenlane is the largest online and smoke shop distributor in the industry. It represents an exciting go-to-market strategy for us. SLANG will continue to round out the products that we offer within the health and wellness verticals, initially on the inhalable side, and in the near term moving to the edibles side as well.

A number of SLANG products are best sellers. How do you develop these brands into winners? What lessons can be learned from your experience?

No two markets are the same. Canada has strict rules on promotion and advertising, but brands aren’t built solely through promotion and advertising. Brands benefit most from being trusted by customers, and you establish that trust over time. SLANG products have been leading in the most competitive and oldest legal markets in the US. How do we do that? SLANG establishes trust with our retail customers by consistently delivering them exactly what we say we will, which makes them inclined to continue carrying our products on their shelves. You start developing a subconscious attachment between your brand and the consumer. That’s when you really form that close relationship.

SLANG’s head of sales likes to say that the best ability to create a brand is to make it as broadly available as possible. Making our products widely available and then ensuring that our customers are aware of that availability are the keys to developing these brands.

When it comes to the question of organic growth versus acquisitions, which approach do you prefer?

The US is really a series of markets within a market. Each state is at a different point in its market maturity, so you have to use a tailored approach. In the more mature states like Washington or Colorado, we can look at acquiring brands that are proven winners that have been operating at scale for years in competitive environments. In new markets, it’s difficult to say who’s going to win it all. The deal SLANG announced with Arbor Pacific in Washington and Oregon was a situation where we were picking winners.

When we looked at other exciting markets like Florida, which is a limited-license market, it wasn’t as simple as picking a winner, so we decided to grow organically through a partnership with Trulieve, the largest retailer in the state.

Trulieve is an example of how we go about buying into a market. Instead of acquiring a Florida operator, we partnered with one who would help us get our brands on the shelf in the near term.  SLANG can help drive more customers to their stores to buy our brands, but we could also help support and share our product knowledge with them. We’ve been extracting cannabis for many years and can help them avoid some of the pitfalls of starting an extraction unit. We saw that as the best way to address new markets that are limited license.

What do you think makes the most sense for shareholders in the current environment?

As this market continues moving toward a consumer packaged goods framework, investors will pay close attention to branded unit sales. It is the most apples-to-apples way to understand the competitive landscape. How are consumers voting with their dollars and whose brands are driving the most sales? Consumers spent $32 million on SLANG branded products in the quarter.

Another key metric for investors is branded servings, which measures the number of experiences consumers have with cannabis brands. Quantified by 5mg servings, 52 million SLANG branded servings were purchased by customers in Q1. By branded servings sold, SLANG is one of the largest cannabis companies in the world.

How can investors make sense of the frenetic pace of M&A activity that’s going on in the sector right now?

There’s always going to be the temptation of the new shiny object and the trend of the moment. I think investors need to look at the kinds of assets people are putting together and support a cohesive thesis and strategy, rather than just looking at revenue figures or exciting markets and thinking it will be better together. In fact, it’s rarely the case if you look at M&A across other industries historically. It’s easy to get distracted. I think it’s important to make sure that there’s a central mission or strategy around all the M&A.

What are a few upcoming catalysts for SLANG shareholders?

I’m incredibly encouraged by the macro tailwinds we see in our industry, generally, but as each state-level market matures, we’re seeing validation of the SLANG business model. From the manufacturing process through the marketing of finished goods, SLANG’s business is scalable, capital efficient, and its success is repeatable in new markets. In fact, our business model improves with more competition, meaning the more retailers that open their doors, the more points of sale for our brands. Our business model lends itself to growing with the industry and we’re doing everything possible to grow more quickly than the broader industry. All the catalysts we have a line of sight on right now provide net benefits to our business model and our strategy.

Is there anything you’d like to add?

SLANG’s business model is simple and focused on sourcing biomass. We’re extracting and formulating it into finished goods and distributing our brands to as many stores as possible. It’s the same business model that has allowed some of the biggest consumer package goods companies in the world to scale up operations. A level playing field, in terms of regulation and unit economics, will only highlight our approach and the value of our brand portfolio.

This story was originally published at www.proactiveinvestors.com on June 19, 2019 and featured in the Public Entrepreneur magazine.

Learn more about SLANG Worldwide at https://www.slangww.com/.

CSE Issuer Stories, Magazine

After winning Florida, Trulieve Cannabis is taking its business model multistate

According to Trulieve Cannabis (CSE:TRUL) Chief Executive Officer Kim Rivers, cannabis is emotional.

“In many contexts, either you or your loved one has felt relief from a medical condition using cannabis,” Rivers says. “It makes it an interesting business space because folks are predisposed to feel something towards what you’re selling. Understanding and embracing that is part of the brand strategy.”

Trulieve built its brand selling medicinal cannabis to over 158,000 customers in Florida, the fastest-growing cannabis market in the United States. The company is the dominant player in the state, with a network of 28 retail locations and a statewide delivery program. Now, Rivers and her team are turning their attention to the rest of the US, confident that their vertically integrated business model is repeatable in other states.

Founded in 2014, Trulieve was one of the initial applicants and license winners in Florida.  According to Rivers, the company’s impetus was to build a “true brand” that could penetrate the Florida market, a 21 million-strong population of socially and economically diverse inhabitants.  This diversity makes it an ideal testing ground for franchise-building, which is what Rivers and her team set out to accomplish.

According to Rivers, if you build scale, you build a brand.  Trulieve’s team did this by creating a “seed-to-sale” operation that produces nearly 35,000 kilograms of private label medical grade cannabis products, representing over 195 SKUs marketed at Trulieve-branded dispensaries.

The company went public on the Canadian Securities Exchange in 2018 when it felt that it had become the dominant player in Florida. The decision was also driven by management’s sense that the time had come to move into new markets.

“We’re ready to take the show on the road and prove out the next stage of growth by building a true multistate operational footprint,” Rivers says.

Multistate expansion
In the fourth quarter of 2018, Trulieve announced acquisitions in Massachusetts and California, two very different markets.

In Massachusetts, where Trulieve acquired Life Essence Inc., the state’s regulatory system is similar to Florida’s, making it a natural fit.  Currently, Trulieve is applying for licenses to build and operate three medical dispensaries, three recreational licenses, and permitting for a 140,000 square foot cultivation facility it would like to begin operating in the fourth quarter of 2019.

In California, the world’s single largest cannabis market, Trulieve is using a somewhat different approach.  Here, the company acquired a controlling interest in Leef Industries LLC, a licensed medical and adult-use dispensary in Palm Springs. Rivers is conscious that saturation of the California cannabis market could pose a challenge for new operators to build up in the state, which is why the team is adopting a more patient approach to grow the brand. The retail location in California will serve as a research base for Trulieve to learn about what people are buying.

While having a presence in California will be great for brand recognition, Rivers is particularly excited about the opportunity to grow in the northeast United States.

“Massachusetts is a catalyst win for us because we can build synergies around that hub in the northeast,” explains Rivers.

More recently, Trulieve completed its acquisition of The Healing Corner, a dispensary located in Bristol, Connecticut.  The state is an important market for Trulieve, as it is located in the Northeast where the company is focused and is home to more than 34,000 patients and 1,100 consulting physicians.

“The Healing Corner also shares our philosophy of growing a business profitably and has generated consistent profits.  The acquisition was based on trailing EBITDA and we anticipate it will be accretive.”

Coast-to-coast brand building
Building a brand on both coasts is not as simple as having a presence, however. Rivers sees what she calls an “east coast, west coast philosophy” in the cannabis market that can make expansion even more challenging.

“How can we create a company and a consumer experience that bridges this cultural gap?” she asks. “We try to be cognizant that we want to create connectivity to local markets. One way we do this is to invite local providers onto shelves.”

According to Rivers, the company could speed up its retail lease in Massachusetts, but the team needs to be confident that they can deliver the Trulieve experience, which hinges on whether they can get the growing facility built in the face of significant supply constraints in the state.

It’s one of the lessons that they learned by watching other companies who stumbled in Florida. “Some of our competitors rushed to open retail with only two or three SKUs, and it does irreparable damage to the brand,” Rivers says.

For Trulieve, the challenge is to be able to replicate its Florida success in new states with different market dynamics.

“When moving into other markets, it’s important to be confident in what differentiates you from your competitors,” Rivers points out. “For us, it’s having pipeline management and the ability to offer superior customer service and competitive pricing.”

Trulieve chose early on to set a national pricing strategy that is competitive in mature medical markets so that every customer can have a similar, state-agnostic retail experience. “If we want to compete nationally then we have to have prices that can translate,” says Rivers.

Strategy pays off
If early revenues are any indication, the brand strategy is paying off. In May, Trulieve reported revenue of US $44.5 million for the first quarter of 2019, up from $15.2 million during the year-ago quarter. 2018 full year revenues were around $103 million, up almost 420%.

Income was also up exponentially from the same period a year earlier, at $43 million compared to $3.8 million.

Of course, these reported numbers don’t include any ramp-up in Massachusetts or the recent acquisition in Connecticut, and only a low single-digit percentage from California. In the current business year, Rivers and her team anticipate revenue topping $220 million.

There are a few external factors that could influence that revenue figure. Two bills in the US House of Representatives are expected to be tabled this year that could open new financing streams and fast-track the cannabis company’s ability to move operations forward.

The STATES Act would allow states to craft their own policies on cannabis. While it wouldn’t legalize the drug nationally, it would largely resolve conflicts between state and federal law.

Meanwhile, the Secure and Fair Enforcement banking act, or SAFE Act, would allow banks to service cannabis companies that comply with state laws, enabling them to access new streams of capital south of the border.

Both bills have a significant amount of bipartisan support, but Rivers and Trulieve are not relying on legislation to take the business to the next level.

“With respect to stability from a banking standpoint, the SAFE Act is not necessary, but is needed,” Rivers explains. “Larger institutions are charging absurd fees, especially for a business like ours that is driven by fundamentals. Typical debt structures are not available in the cannabis industry. If I want to raise debt, I have to talk to a fund that is cannabis-specific.”

Unlike other merchandisers, a retail license for a cannabis company is tied to the location specified on the license application. If a landlord raises the rent for that building, for example, the company has very few options to consider if it wants to keep the business open.

Emotional journey
What both bills signify is that the cannabis mindset in the US is changing from stigmatization to acceptance. A large part of that shift is thanks to the industry itself, and players like Trulieve.

In Florida, the company supports the advocate community through sponsorships and outreach efforts. It recently sponsored the “silver tour” in Florida led by cannabis pioneer Robert Platshorn, AKA Bobby Tuna, who spent some 30 years in federal prison on marijuana charges and now travels to senior citizen facilities to educate residents on the benefits of medical cannabis.

It all circles back to Rivers’ observation that led to the company’s founding and informs its strategy – that marijuana is emotional, and consumers form an almost personal attachment to brands. For Trulieve, that attachment is the driving force behind its growth and profitability.

“We’ve built Trulieve into a customer-first company with a focus on profitable growth,” Rivers concludes. “I believe strongly that you can be successful in this industry and build long-term value for shareholders by being a true operator.”

This story was originally published at www.proactiveinvestors.com on June 21, 2019 and featured in the Public Entrepreneur magazine.

Learn more about Trulieve Cannabis at https://www.trulieve.com/.