This interview with David Spradlin from Goldenhour Collective provides a comprehensive overview of the evolving cannabis industry, focusing on the challenges and opportunities presented by its transition from a patient-centric model to a more corporate, adult-use market. Spradlin’s insights, drawn from his extensive experience in the cannabis sector and his work with Goldenhour Collective, offer a valuable perspective on the industry’s past, present, and potential future, particularly concerning the role of legacy operators and the impact of evolving regulations.
Spradlin’s journey in the cannabis industry began in 2006 on the grow side, eventually leading him to retail, where he sought to create a more welcoming environment for medical patients. He expresses concern about the increasing corporatization of the cannabis industry, highlighting the potential risks for smaller players and those with serious medical needs. He reflects on the difficulties of raising and deploying capital in this sector, acknowledging the uncertainty and experimentation that have marked its development. The conversation delves into the evolution of the cannabis industry in California over the past decade, emphasizing the challenges posed by increased regulation, competition, and law enforcement scrutiny. Spradlin underscores the significance of Northern California’s role in cultivating many of the industry’s most renowned strains and extracts, while also acknowledging the struggles faced by legacy operators in the region due to their isolation from the broader market. Goldenhour Collective, Spradlin's company, aims to bridge this gap, connecting these legacy operators with the wider California market.
The discussion shifts to the regulatory challenges faced by small businesses and legacy farmers in California, attributing these difficulties to a system that favors larger corporations. The burden of state and local taxes is identified as a major impediment to the industry’s growth. Spradlin points to the complex political landscape in California as a contributing factor to this intricate regulatory environment. The conversation explores the potential for Florida to learn from California’s experiences, particularly in terms of incorporating corporate social responsibility and integrating legacy operators into the industry framework. The challenges faced by legacy cannabis operators in both California and Florida are examined. The Florida market appears to favor larger operators, while in California, legacy operators are struggling to keep pace with the changing regulatory landscape. The issue of social equity within the cannabis industry is raised, with concerns about the lack of a clear pathway for legacy operators to achieve legitimacy and ownership. Spradlin echoes these concerns, noting the success of Oakland’s equity programs for those affected by the war on drugs, while pointing out the relative neglect of legacy operators. The conversation concludes that any framework for the cannabis industry must consider the needs of both legacy and equity operators.
The challenges confronting small mom-and-pop farmers in California are discussed, focusing on the heavy burden of taxes and regulatory issues. The conversation highlights a recent legislative effort to allow small farmers to sell directly at state-sanctioned farmers' markets, which was ultimately unsuccessful. The high cost of licensing and permits for growers is identified as another significant obstacle. The potential 25% tax increase on cannabis in California is raised as a major concern, with Spradlin expressing fear that the state might be deliberately creating conditions that favor larger, well-financed operators at the expense of smaller ones. The overall sentiment is one of stress and uncertainty, with many operators unsure of how to navigate the current climate.
The conversation concludes with a discussion of the challenges and strategies for sustaining a cannabis business. Spradlin emphasizes the importance of partnerships with small farmers and providing fair wages to employees, recognizing these factors as essential to a positive customer experience. He reflects on the success of his previous ventures, such as Perfect Union, and reiterates his commitment to upholding high standards within the industry through Goldenhour Collective. He is commended for his efforts in creating a state-authorized apprenticeship program and his dedication to fair wages and benefits for employees. The importance of supporting local farmers and the desire of customers to make ethical purchases are also highlighted. Spradlin's perspective, particularly through the lens of Goldenhour Collective's mission, offers a valuable glimpse into the complex dynamics of the cannabis industry, emphasizing the need for balance between corporate interests and the preservation of the industry’s roots, while also highlighting the importance of social equity and sustainable business practices.