Adam Bierman—co-founder of MedMen—shares how a desperate, all-in bet on a federally illegal, unlicensed Venice Beach shop in 2010 became the world’s most recognized cannabis brand, with Apple-style stores from Beverly Hills to Fifth Avenue and a multibillion valuation. A dingy dispensary doing ~$300k a month revealed massive demand; a “Canna Mums” encounter reframed the mission from retail to culture, policy, and patients. MedMen pieced together legitimacy—operating under California’s medical veil, banking out of Las Vegas, and listing in Canada—helping drag cannabis into the mainstream (yes, Kardashians and Kimmel included). But hypergrowth met hard limits: heavy cash burn, governance questions, and a key PharmaCann merger slowed by unusual DOJ antitrust scrutiny under AG William Barr. Financing from Gotham Green Partners (Jason Adler) kept the lights on—on senior, highly protected terms. As debt mounted and regulation remained choppy, the story ended in bankruptcy/liquidation, even as MedMen’s retail blueprint reshaped how dispensaries look and operate across the U.S. Why leaders should watch: 🌟Operate at the edge—professionally: If you’re in a gray zone, build legal, policy, and regulatory muscle early. 🌟Purpose fuels endurance: Mission moments (like “Canna Mums”) align teams and win stakeholders. 🌟Brand ≠ business: Beautiful stores and celebrity buzz can’t replace unit economics and cash discipline. 🌟Know your capital stack: Convertible, secured money buys time—but often controls the downside. 🌟Governance scales growth: Incentives, board structure, and spend controls matter more at speed. 🌟Regulatory timing is execution: Antitrust, banking, and listing choices can make—or break—deals. 🌟Narrative management: Fame multiplies scrutiny; prepare for media, parody, and reputational shocks.