Pop-Up Event Logistics

𝐑𝐞𝐟𝐥𝐞𝐜𝐭𝐢𝐧𝐠 𝐨𝐧 𝐚𝐥𝐥 𝐭𝐡𝐞 𝐬𝐮𝐩𝐩𝐥𝐢𝐞𝐫𝐬 𝐈’𝐯𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐝, 𝐨𝐧𝐞 𝐭𝐡𝐢𝐧𝐠 𝐢𝐬 𝐜𝐥𝐞𝐚𝐫: 𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐦𝐚𝐭𝐭𝐞𝐫𝐬. Taking shortcuts can lead to wasted money and a world of headaches downstream. (𝘙𝘢𝘪𝘴𝘦 𝘺𝘰𝘶𝘳 𝘩𝘢𝘯𝘥 𝘪𝘧 𝘺𝘰𝘶'𝘷𝘦 𝘦𝘷𝘦𝘳 𝘣𝘦𝘦𝘯 𝘢𝘴𝘬𝘦𝘥 𝘵𝘰 𝘧𝘢𝘴𝘵-𝘵𝘳𝘢𝘤𝘬 𝘙𝘍𝘗 𝘳𝘦𝘲𝘶𝘪𝘳𝘦𝘮𝘦𝘯𝘵𝘴, 𝘰𝘳 𝘩𝘢𝘥 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘱𝘶𝘴𝘩 𝘧𝘰𝘳 𝘤𝘦𝘳𝘵𝘢𝘪𝘯 𝘴𝘶𝘱𝘱𝘭𝘪𝘦𝘳𝘴, 𝘪𝘨𝘯𝘰𝘳𝘪𝘯𝘨 𝘮𝘢𝘵𝘦𝘳𝘪𝘢𝘭 𝘳𝘪𝘴𝘬𝘴?!) 𝐖𝐡𝐚𝐭 𝐈'𝐯𝐞 𝐥𝐞𝐚𝐫𝐧𝐞𝐝: 💡 𝙁𝙤𝙘𝙪𝙨 𝙛𝙞𝙧𝙨𝙩: Be specific about your needs in RFx docs. If you’re unclear, suppliers will be, too. Before going to RFP, always have quantifiable evaluation criteria finalized and approved by the Spend Owner. 💡 𝙄𝙩’𝙨 𝙣𝙤𝙩 𝙟𝙪𝙨𝙩 𝙥𝙧𝙞𝙘𝙚: The cheapest option often costs the most in the long run. Prioritize value over price. Suppliers who price things materially lower than benchmark norms usually cut corners somewhere to meet margins. 💡 𝘾𝙝𝙚𝙘𝙠 𝙧𝙚𝙛𝙚𝙧𝙚𝙣𝙘𝙚𝙨 𝙩𝙝𝙤𝙧𝙤𝙪𝙜𝙝𝙡𝙮: Source independent references via your network. Past performance tells the real story. Ask the right questions and listen closely to the answers.  💡 𝙏𝙝𝙞𝙣𝙠 𝙖𝙝𝙚𝙖𝙙: Can the supplier grow and evolve with your business? Are they innovative and flexible? Does their company culture and ways of working align with yours?  💡 𝙆𝙣𝙤𝙬 𝙩𝙝𝙚 𝙧𝙞𝙨𝙠𝙨: Most suppliers come with some level of risk, the key is understanding and managing it. Conduct due diligence on short-listed suppliers. Outputs should inform the down-selection process, with material deficiency action items included in the contract. 💡 𝘾𝙝𝙤𝙤𝙨𝙚 𝙥𝙖𝙧𝙩𝙣𝙚𝙧𝙨, 𝙣𝙤𝙩 𝙫𝙚𝙣𝙙𝙤𝙧𝙨: The best suppliers care about your long-term success and aligning with your goals.  Look at proposals holistically, thinking beyond the transaction and into value creation. 𝐇𝐞𝐫𝐞’𝐬 𝐭𝐡𝐞 𝐭𝐡𝐢𝐧𝐠: Looking back, I’ve been at firms in seasons where costs were prioritized over total value, often leading to short-term gains but long-term challenges. There were times I should’ve taken a firmer stance about material supplier risks identified and bias in the selection process.  As procurement peeps, we provide recommendations based on long-term value, risk management, and partnership potential. This includes having the courage to speak up with informed and actionable guidance when things don't pass muster. The goal is to ensure sourcing outcomes build a foundation for success, not just a quick win. 📢 𝙋.𝙎. 𝙒𝙝𝙖𝙩 “𝙨𝙘𝙝𝙤𝙤𝙡 𝙤𝙛 𝙝𝙖𝙧𝙙 𝙠𝙣𝙤𝙘𝙠𝙨” 𝙨𝙤𝙪𝙧𝙘𝙞𝙣𝙜 𝙡𝙚𝙨𝙨𝙤𝙣𝙨 𝙬𝙤𝙪𝙡𝙙 𝙮𝙤𝙪 𝙨𝙝𝙖𝙧𝙚 𝙬𝙞𝙩𝙝 𝙮𝙤𝙪𝙧 𝙮𝙤𝙪𝙣𝙜𝙚𝙧 𝙥𝙧𝙤𝙘𝙪𝙧𝙚𝙢𝙚𝙣𝙩 𝙨𝙚𝙡𝙛?

Most teams don’t get better because they don’t take time to debrief. Last year, I had the honor of doing a bunch of leadership development work alongside my dear friend and amigo, Michael French. He’s a multi-time founder with successful exits, a fantastic family, and a heart of gold. One of the most powerful tools we taught together (really he, Michael O'Brien, and Admiral Mike McCabe taught, and I amplified in my sessions) was the concept of a Topgun-style debrief — and then we practiced it ourselves after every single session as a group. It’s a simple but transformative ritual. After every experience, we’d ask each other: What went well? What could have gone better? And what actions will we take to be even better next time? That’s it. Just three questions. But when asked in a space of trust, it opens the door to continuous improvement, honest reflection, and shared learning. The coolest part? Michael started doing it at home with his son — and now his son comes home from school excited to debrief the day with his dad. That’s when you know the tool is working. The origins of this approach go back to the Navy Fighter Weapons School — better known as Topgun. In the 1960s, Navy pilots were underperforming in air combat. So they changed the way they trained. But more importantly, they changed the way they debriefed. They created a culture of constructive, positive, inclusive performance reviews — grounded in trust, openness, and the pursuit of excellence. Led to a 400% improvement in pilot effectiveness. The philosophy was clear: the debrief is not about blame or fault-finding. It’s not about who “won” the debrief. It’s about learning. It’s about getting better — together. The tone is collaborative, supportive, and often informal. The goal is to build a culture of reflection where people feel safe enough to speak, to listen, and to grow. Most organizations only do debriefs when something goes wrong. But if we wait for failure to reflect, we miss all the micro-moments that help us move from good to great. Excellence isn’t a destination. It’s a mindset. It’s the discipline of always being open to improvement — even when things are going well. Especially when things are going well. So here’s my nudge to you: give this a try. Whether it’s with your team, your family, your partner, or just yourself at the end of the day — ask those three simple questions. What went well? What could have gone better? And what actions can we take to be even better next time? Let me know if you do. I’d love to hear how it goes.

𝑻𝒉𝒆𝒚 𝒉𝒊𝒕 𝒕𝒉𝒆 𝒈𝒐𝒂𝒍. 𝑪𝒆𝒍𝒆𝒃𝒓𝒂𝒕𝒆𝒅. 𝑴𝒐𝒗𝒆𝒅 𝒐𝒏. 𝑻𝒉𝒆𝒏 𝒓𝒆𝒑𝒆𝒂𝒕𝒆𝒅 𝒕𝒉𝒆 𝒔𝒂𝒎𝒆 𝒎𝒊𝒔𝒕𝒂𝒌𝒆𝒔 𝒐𝒏 𝒕𝒉𝒆 𝒏𝒆𝒙𝒕 𝒑𝒓𝒐𝒋𝒆𝒄𝒕. Sound familiar? A team closed a major deal. Leadership congratulated them. Everyone moved on to the next quarter. No one asked: “What made this work? What would we do differently?” Three months later, they tried to replicate the success — couldn’t. Because no one had captured what actually drove the win. McKinsey found that organizations with structured learning processes are 2.5× more likely to sustain performance, yet most skip the debrief and wonder why progress doesn’t stick. 𝘊𝘰𝘯𝘵𝘪𝘯𝘶𝘰𝘶𝘴 𝘪𝘮𝘱𝘳𝘰𝘷𝘦𝘮𝘦𝘯𝘵 𝘪𝘴𝘯’t 𝘸𝘰𝘳𝘬𝘪𝘯𝘨 𝘩𝘢𝘳𝘥𝘦𝘳 — 𝘪𝘵’𝘴 𝘳𝘦𝘧𝘭𝘦𝘤𝘵𝘪𝘯𝘨 𝘴𝘮𝘢𝘳𝘵𝘦𝘳. 𝑻𝒉𝒆 𝑳𝒆𝒂𝒓𝒏𝒊𝒏𝒈 𝑳𝒐𝒐𝒑 High-performing teams don’t just execute. They learn, capture, and apply. 1. Execute → Deliver the outcome 2. Reflect → Ask: What worked (and why)? What didn’t (facts, not blame)? What will we do differently next time? 3. Capture → Store lessons where people actually use them (not slides no one opens) 4. Apply → Embed learnings into the next cycle Most teams stop at Step 1. The best close the loop. 𝑻𝒉𝒆 𝑹𝒉𝒚𝒕𝒉𝒎 𝒐𝒇 𝑰𝒎𝒑𝒓𝒐𝒗𝒆𝒎𝒆𝒏𝒕 Improvement isn’t a project. It’s a practice. Daily: 5-min huddles → “What’s working? What’s stuck?” Weekly: 15-min retros → “What did we learn this week?” Quarterly: Strategic debriefs → “What patterns are emerging?” If reflection only happens when things go wrong, you’re learning too late. 𝐂𝐨𝐦𝐦𝐨𝐧 𝐌𝐢𝐬𝐭𝐚𝐤𝐞𝐬 ❌ Celebrating wins without decoding success ❌ Repeating mistakes because no one reflected ❌ Treating improvement as a one-off project ❌ No feedback loops — teams flying blind 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐓𝐞𝐚𝐦𝐬 𝐃𝐨: ✓ Debrief every outcome — success and failure ✓ Make reflection part of weekly rhythm ✓ Capture insights in living systems, not cluttered docs ✓ Apply relentlessly 𝑻𝒉𝒆 𝒉𝒂𝒓𝒅 𝒕𝒓𝒖𝒕𝒉: If you’re not getting better, you’re getting beaten. The fastest teams aren’t the busiest — they’re the most reflective. Reflect: → When did you last debrief a success to understand what made it work? → Do you have a weekly rhythm for learning — or only during crises? 𝘊𝘰𝘯𝘵𝘪𝘯𝘶𝘰𝘶𝘴 𝘪𝘮𝘱𝘳𝘰𝘷𝘦𝘮𝘦𝘯𝘵 𝘪𝘴𝘯’t 𝘢𝘯 𝘦𝘷𝘦𝘯𝘵. 𝘐𝘵’𝘴 𝘢 𝘥𝘪𝘴𝘤𝘪𝘱𝘭𝘪𝘯𝘦. P.S. To build this discipline into your leadership rhythm → 𝑻𝒉𝒆 𝑰𝒏𝒏𝒆𝒓 𝑬𝒅𝒈𝒆 https://lnkd.in/gi-u8ndJ #TheInnerEdge #ContinuousImprovement #ExecutionExcellence #LeadershipRhythm #StrategicLeadership

>>>𝗡𝗼 𝗳𝗼𝗹𝗹𝗼𝘄-𝘂𝗽? 𝗡𝗼 𝗽𝗼𝗶𝗻𝘁 𝘀𝗵𝗼𝘄𝗶𝗻𝗴 𝘂𝗽. That’s the rule I’ve set for myself after too many missed connections at great events. You know the drill: → You leave a room buzzing with ideas, names, and conversations. → You promise to stay in touch. → Then real life kicks in—and the momentum disappears. I’ve learned this the hard way. Now, I don’t attend unless I’m ready to do the follow-up work too. Now I'm trying something new: → I teamed up with an accountability partner to debrief post-event. (Thanks Elina!) → We share notes, fill in gaps, and add next steps. → That accountability makes a huge difference. I’ve also added two tactics that make a real impact: → Book follow-up meetings on the spot. If the convo’s going well, lock in a next step before you part ways. → Post your takeaways publicly. Share a few insights or reflections from the event. It signals value and helps people reconnect. If you're not using a CRM, here’s my simple follow-up playbook: → Input all the people you've met in a spreadsheet. → Use LinkedIn as your mini-CRM. Be very specific in a DM how and when you met. → Personalize your connection requests or your 1st DM. Mention the event. Reference your chat. Two lines are enough. → Follow up while it’s still fresh. Send the article, make the intro, or just say “great meeting you.” → Engage publicly. Comment on their latest post. Like something they shared. Stay visible. → Make your profile do the heavy lifting. Clear headline. Updated summary. Recent post. Your profile should reinforce the connection. IRL is just the spark. What you do after—that’s what turns a name tag into a relationship. What’s your follow-up system look like? Photos from Tuesday event at Technology Park Ljubljana where we talked about dos and don'ts of opening new markets.

One of the greatest strengths of the SEAL Teams, that often isn't apparent in movies or TV shows, is not the high-speed technology or rigorous physical fitness. It’s our ability to constantly innovate and adapt. We do this through a simple process: The DEBRIEF. After every mission, we’d review what went right, what went wrong, and what could to do to fix it. We'd take those lessons learned and roll them right into the planning and execution of the very next mission. And then repeat that process. But this tool isn’t limited to the military. The Debrief is one of the most underrated tools for performance improvement for any team. By getting your team together at the end of any project, work week, or training evolution, you can encourage everyone on your team to come up with ways to improve efficiency and effectiveness going forward. Here are a few guidelines to make it work for your team: 1. Let people know ahead of time to come up with at least two things: one thing that went well and one thing they think could be improved. 2. Take notes. This shows the team that their feedback matters and that lessons learned aren’t just lip service. 3. Have the most junior person speak first. Junior members bring a fresh perspective and, if they speak first, are less likely to be influenced by what others say. If they speak later, they might just echo the thoughts of more senior team members. Debriefs do more than identify areas for improvement. They build a culture of innovation, of continuous learning and improvement.

🌟 Vendor Evaluation, Selection & On boarding – The Backbone of Strong Supply Chains In procurement, choosing the right supplier is not just about price — it’s about performance, reliability, compliance, and long-term partnership. A strong Vendor Evaluation & On boarding process helps organisations reduce risks, maintain quality, and ensure seamless operations. 🔍 1. Vendor Evaluation Before bringing any supplier on board, it’s essential to assess: ✓ Financial stability ✓ Product quality & certifications ✓ Capacity & lead time ✓ Past performance & market reputation ✓ Pricing competitiveness ✓ Compliance with safety, legal, and ESG standards 📊 Tools commonly used: • Vendor scoring sheet • Site visit report • Supplier quality audit • Risk assessment checklist 🤝 2. Vendor Selection Once evaluations are complete, suppliers are shortlisted based on a weighted scoring system. Key considerations: ✔ Cost vs. value ✔ Delivery capability ✔ Technical compliance ✔ Total cost of ownership (TCO) ✔ Ability to support long-term requirements 📑 3. Vendor On boarding After selecting the right supplier, the on boarding stage ensures smooth integration into the system. This includes: • Documentation collection (KYC, certifications, catalogs) • Signing contracts & NDAs • ERP /SAP registration • Sharing company policies & quality standards • Clear communication of expectations 🚀 Why this process matters A structured vendor evaluation & on boarding process: ✨ Reduces supply chain disruptions ✨ Improves product quality ✨ Builds trust with suppliers ✨ Strengthens negotiation outcomes ✨ Ensures compliance & transparency In today’s competitive market, strong supplier relationships are a strategic advantage. Procurement is no longer just about buying it’s about enabling sustainable, efficient, and resilient supply chains. #Procurement #SupplyChain #VendorManagement #SupplierEvaluation #Onboarding #Sourcing #ProcurementExcellence

How to Evaluate New Suppliers: A Practical Procurement Framework Evaluating a new supplier isn’t just about finding the lowest price—it’s about selecting a partner who can consistently deliver Quality, Cost, Delivery, Innovation, and Sustainability. 1. Define Your Requirements Start by clearly identifying: * Product specifications * Annual demand and forecast * Quality standards * Delivery expectations * Compliance requirements * Target cost 2. Supplier Pre-Qualification Verify basic eligibility: * Company profile * Manufacturing capability * Years in business * Financial stability * Certifications (ISO 9001, IATF 16949, ISO 14001, etc.) * Customer references 3. Technical Capability Assessment Evaluate whether the supplier can meet technical needs: * Manufacturing process * Machinery and technology * Production capacity * Engineering support * R&D capability * Tooling expertise 4. Quality Assessment Review: * Quality management system * PPM performance * Process controls * Inspection methods * Traceability system * Corrective Action (CAPA) * PPAP/APQP capability (Automotive) 5. Commercial Evaluation Compare: * Unit price * Tooling cost * Payment terms * Incoterms * Cost breakdown * Total Cost of Ownership (TCO) 6. Supply Chain & Logistics Assess: * Lead time * Delivery performance * Inventory management * Packaging standards * Logistics network * Business continuity plan 7. Risk Assessment Identify risks such as: * Single-source dependency * Financial risk * Capacity constraints * Geographic risk * Political/environmental risk * Cybersecurity (if applicable) 8. ESG & Compliance Verify: * Environmental compliance * Labor practices * Ethical sourcing * Anti-bribery policy * Sustainability initiatives 9. Supplier Audit Conduct an on-site or virtual audit covering: * Production * Quality * Warehouse * Maintenance * Safety * Documentation * Process discipline 10. Sample Validation Before approval: * Sample inspection * Functional testing * Reliability testing * Trial production * PPAP approval (where applicable) 11. Supplier Scorecard Use a weighted evaluation model: Criteria. Weight Quality. 30% Cost. 20% Delivery. 20% Technical Capability. 15% Financial Stability. 5% ESG & Compliance. 5% Innovation & Service. 5% 12. Final Approval Approve suppliers based on: * Overall score * Risk level * Audit findings * Sample approval * Commercial agreement * Cross-functional team approval (Procurement, Quality, Engineering, Production) Best Practices * Never evaluate suppliers on price alone. * Use a cross-functional evaluation team. * Perform regular supplier performance reviews after onboarding. * Maintain an Approved Supplier List (ASL). * Encourage continuous improvement through supplier development programs. Key takeaway: The best supplier is not the cheapest supplier—it’s the one that consistently delivers the best value across quality, cost, delivery, risk, and long-term partnership.

Why Choosing the Right Shipping Line Is Important in Import Process ✅ Schedule reliability impacts delivery timelines ✅ Freight cost affects landed cost calculation ✅ Transit time affects inventory planning ✅ Network strength avoids transshipment delays ✅ Claim settlement & documentation accuracy reduce disputes Wrong carrier selection can cause: ❌ Demurrage & detention charges ❌ Missed LC payment deadlines ❌ Delayed customs clearance ❌ Customer dissatisfaction For importers in India, especially if you’re handling time-sensitive cargo, carrier reliability directly impacts working capital cycle. 🚢 Top Global Shipping Lines for Import & Export – Choose Smartly! Selecting the right shipping line is not just about freight cost. It directly impacts delivery timelines, customs clearance, working capital, and customer satisfaction. Global leaders like MSC, Maersk, CMA CGM, COSCO, and Hapag-Lloyd dominate major trade lanes with strong schedule reliability and network coverage. Before booking your next shipment, evaluate: ✔ Transit time ✔ Port coverage ✔ Equipment availability ✔ Claim handling efficiency ✔ Freight competitiveness A small decision in carrier selection can save huge logistics costs. In international trade, logistics is not an expense — it’s a strategy. #ImportExport #GlobalTrade #ShippingLine #SupplyChain #LogisticsManagement #FreightForwarding #InternationalBusiness #OceanFreight #TradeCompliance #ExportBusiness

Onboarding a new vendor in (P2P) 1. Vendor Evaluation and Selection: - Before onboarding a vendor, conduct thorough due diligence and evaluate their suitability based on factors such as reputation, quality of goods or services, pricing, financial stability, and compliance with regulatory requirements. - Ensure alignment with your organization's procurement policies and objectives. 2. Vendor Information Gathering: - Collect essential information from the vendor, including their legal name, contact information, tax identification number (TIN), banking details for payment, and any relevant certifications or licenses. - Request a completed vendor registration form or utilize an online portal for vendor self-registration. 3. Vendor Due Diligence and Compliance: - Verify the vendor's compliance with legal and regulatory requirements, such as tax compliance, anti-corruption laws, and any industry-specific regulations. - Conduct a risk assessment to evaluate potential risks associated with the vendor, such as financial stability, reputation, and performance history. 4. Contract Negotiation and Agreement: - Negotiate contract terms and conditions with the vendor, including pricing, payment terms, delivery schedules, quality standards, warranties, and service level agreements (SLAs). - Ensure that all parties involved understand and agree to the terms outlined in the contract. 5. Vendor Setup in ERP System: - Create a vendor master record in your organization's Enterprise Resource Planning (ERP) system or procurement software. - Input the vendor's information, including contact details, banking information, tax codes, and any other relevant data. - Assign appropriate vendor codes and categories for easy identification and tracking. 6. Vendor Communication and Training: - Notify relevant stakeholders within your organization about the new vendor and provide necessary information about their products or services. - Conduct training sessions, if required, to familiarize employees with the new vendor's offerings, ordering process, invoicing procedures, and any specific requirements. 7. Testing and Pilot Phase: - Conduct a pilot phase or trial period to test the vendor's products or services, as well as their responsiveness, reliability, and adherence to contractual terms. - Monitor performance metrics and gather feedback from end-users to identify any issues or areas for improvement. 8. Ongoing Vendor Management: - Establish regular communication channels with the vendor to address any queries, concerns, or issues that may arise. - Monitor vendor performance, including delivery timelines, product quality, and customer service, and address any deviations from expectations. - Review and update vendor contracts periodically to reflect changes in business requirements or market conditions.

Maximizing In-Store Pop-Ups: A Guide for Cannabis Brand Reps In the competitive cannabis market, establishing a strong brand presence is crucial. Traditional in-store pop-ups, where brand representatives set up a table and speak to customers about their products, have become a standard practice. However, this approach often fails to fully engage customers, leaving much to be desired in terms of effectiveness for the brand, the retail partners, and most importantly, the customers themselves. It's time for a reinvention of this model to maximize impact. I watch Pop-Ups happen at my Sativa Bliss Cannabis Boutique locations and it bothers me that Brands don’t take full advantage of these opportunities. When I ask them “why aren’t you doing this, or why aren’t you doing that?”, they usually look at me like I am crazy. The typical answer is, “this is what I was told to do my boss or this is how everyone else does it”. People tell me that smoking weed makes them creative and get new ideas. So far I don't see that happening in our industry. Being a business owner, I understand the value of time and of getting a return on investment and trying to achieve outstanding results at the lowest cost. I have lots of ideas and strategies cannabis brand reps could adopt to transform in-store pop-ups into a win-win-win situation for brands, retailers and customers. Below are my top 10 things I would do if I owned a Brand that does an in-store pop-up. 1.      Elevate the Customer Experience 2.      Product Education / Demonstrations and Sampling 3.      Empower Store Employees & Owners 4.      Staff Engagement & Education Session 5.      Incentive Programs during Pop-Up 6.      Enhance Store Owner Benefits 7.      Data Sharing 8.      Co-Marketing Initiatives 9.      Engage Customers Beyond the Pop-Up 10.   Follow-Up Engagement In-store pop-ups for cannabis brands need a strategic overhaul to move beyond the simplistic setup of a table and a sales pitch. By creating an interactive, educational, and engaging experience, brand reps can significantly increase the effectiveness of these events. Empowering store employees, providing tangible benefits to store owners, and establishing ongoing engagement with customers are key strategies. By reinventing the in-store pop-up approach, cannabis brands can create a more dynamic, informative, and mutually beneficial experience for everyone involved. Let's elevate the standard and set new benchmarks for success in the cannabis retail space. We are definitely going to be discussing this topic at the next Elevate Cannabis Industry Expo If you are a brand and want to share ideas, please reach out to me. I would be happy to have a conversation with you for FREE. But If you want to buy me a coffee at Tim Horton's, I won't say no. I am here to support the industry and help in whatever little way I can. I want to see a successful industry. OCS Ontario Cannabis Store #cannabisindustry #cannabiscommunity