Andrew Wells, Chief of Staff at Sorting Robotics – Interview Series

As cannabis manufacturing technology continues to evolve, so too does the industry itself. Consequently, many discussion points surrounding the use of automation technologies have become highly contentious topics. Seemingly, there are an equal number of curiosities and concerns in the cannabis industry about their many uses, from questions about the machines’ efficiencies and the impact they may have on the labor force. For a clearer understanding of all these questions and possibilities, mycannabis.com had the pleasure of speaking with Andrew Wells, Chief of Staff at Sorting Robotics.

So what subjects did you study at Pepperdine University and what inspired you to get your MBA at Benedictine University as well?

I earned my Bachelor’s degree in Biology from Pepperdine University, specializing in cellular and molecular biology. Initially, I planned to pursue a medical career, but by my junior year, I discovered my true passion lay in business and strategy. After graduating and gaining hands-on experience in the workforce, I pursued my MBA at Benedictine University to refine my entrepreneurial mindset and expand my skill set. I concentrated in Marketing and Entrepreneurship, which equipped me to bridge scientific thinking with innovative business solutions.

What was the great educational transition from studying biology to studying marketing and management for your MBA program like? What would you say were the main reasons you made that transition in your studies?

On the surface, biology and business may appear unrelated, but both demand analytical rigor, problem-solving, and a clear vision for decision-making. In biology, I honed my ability to interpret complex data and adjust my approach as new information emerged—a skill that translates directly to navigating dynamic business environments.

My shift from biology to marketing and management was driven by my entrepreneurial spirit and a desire to lead teams and organizations through change. I’ve been building and leading initiatives since age nine, when I launched a neighborhood car wash complete with a snack bar and distributing marketing flyers around my neighborhood.

To further strengthen my leadership and financial strategy capabilities, I completed the Harvard Business School Executive Education Strategic CFO Program in 2024. This experience deepened my ability to guide organizations through growth, manage financial complexity, and adapt confidently to market shifts.

What were some notable construction projects you ran and/or orchestrated during your time with ACT Construction? What is the importance of multi-family development housing complexes and where are these buildings located?

My background in real estate runs deep—both of my parents have been in the industry for decades, so I grew up immersed in everything from open houses to planning department meetings. That early exposure gave me a strong foundation, and after college, I joined ACT Construction, a firm owned by a close family friend, to gain hands-on experience in the construction side of the business.

One of the most notable projects I led was the full transformation of a historic brick grocery store into a modern, fully equipped funeral home complete with a crematory. I managed the project end-to-end—from initial bidding to final walkthrough—delivering it on time and within budget.

During my time with ACT, I also supported multi-family housing developments in Fresno, CA. Medium- to high-density residential projects are vital to the long-term health of urban centers. These developments not only address housing shortages but also help create vibrant, sustainable communities by offering thoughtfully designed, affordable living options for working families.

What are some specific ways that sales and marketing for hotels such as The Residence Inn by Marriott Westlake Village differs from sales and marketing for other industries?

Marriott is a global leader in hospitality—and also in sales training. About 15 months after graduating from Pepperdine, I went through their rigorous sales program and joined the team at The Residence Inn by Marriott in Westlake Village, CA. My primary focus was selling hotel room blocks to corporate clients and local businesses.

One of my first steps was identifying our ideal customer profile (ICP) and building a top-of-funnel pipeline that aligned with local demand. In hospitality, responsiveness, relationship-building, and understanding short-term booking windows are critical.

Compared to other industries—like industrial automation, where I now operate—the biggest difference is the sales cycle. Hospitality sales tend to move quickly, often within days or weeks, while high-ticket B2B sales require longer nurturing, deeper technical knowledge, and multiple stakeholders. That experience taught me to adapt quickly to customer needs, create urgency, and maintain precision under fast-paced conditions—all of which translate well into more complex, strategic sales environments.

Given that you managed over 100 volunteers across 15 chapters of the organization while serving as Associate Director of University Alumni Affairs for Pepperdine University, what were the most useful lessons in management and effective communication that you learned?

Managing over 100 volunteers across 15 alumni chapters at Pepperdine University was one of the most formative leadership experiences of my career. Unlike traditional management roles, leading volunteers requires a different level of emotional intelligence—because influence must be earned, not assumed.

The most valuable lesson I learned was that people want to feel heard, valued, and part of something meaningful. Creating space for input, recognizing contributions, and consistently showing appreciation were far more effective than directives.

Serving in that role taught me the essence of servant leadership: leading by understanding others’ perspectives and enabling their success. That mindset fostered a strong sense of community and allowed for open, authentic communication—even when consensus wasn’t easy to achieve. 

With the Lauren B. Beauty brand, what would you say are the most stark differences between successful digital marketing for B2B consumers versus B2C consumers? What were some common issues that arose while marketing to the two customer types?

B2C and B2B marketing differ sharply in how you capture attention and convert interest. With B2C, the priority is creating emotional resonance. At Lauren B. Beauty, we designed campaigns that spoke directly to the lifestyle and preferences of our target consumer. One of our most successful efforts was a first-of-its-kind partnership with Dunkin’. We launched a nail polish collection inspired by their coffee and Baskin-Robbins flavors, grabbing national press and driving strong consumer demand. Allure covered the campaign, which blended visual storytelling with cultural relevance to spark buzz.

In B2B, emotional pull takes a backseat to margin, sell-through, and operational alignment. I worked directly with large distributors and wholesale buyers who evaluated product fit, support, and profitability. Speaking with international distributors required a strategic, data-driven approach, while local salons responded better to relationship-building and brand positioning.

In both cases, I focused on clarity, consistency, and knowing what truly drives the buyer. Whether building excitement on social media or presenting to a category manager, I aimed to deliver value with every interaction.

After working in sales and marketing for so many different industries, what caught your professional interest about working with Sorting Robotics? Did you have any initial concerns about working for a company that produces machinery for the cannabis industry?

What drew me to Sorting Robotics was the opportunity to help scale a truly category-defining technology in a rapidly maturing industry. I’ve worked across several sectors—from hospitality to CPG to construction—but Sorting Robotics stood out because of its unique position at the intersection of automation, innovation, and real-world operational impact. The cannabis industry may still carry a stigma in some circles, but what I saw was a high-growth sector with massive inefficiencies—and a clear need for sophisticated, scalable solutions like the ones Sorting builds.

Any initial hesitation quickly faded once I understood the caliber of the team, the market traction, and the vision behind the technology. What excited me most was the chance to help shape the go-to-market strategy in a space where automation isn’t just nice to have—it’s becoming essential. Sorting Robotics isn’t just selling machines; it’s redefining what productivity and precision look like for cannabis manufacturers. That kind of mission deeply aligns with how I think about building high-impact companies.

From your own experiences doing sales and marketing for Sorting Robotics’ machinery, what are some ways that automation can increase productivity while also allowing businesses to properly reallocate labor and employees? And how would you address concerns that automation in the cannabis industry will eventually cause job losses?

Automation doesn’t eliminate jobs—it reallocates them to higher-value work. At Sorting Robotics, I’ve seen firsthand how our machines help cannabis manufacturers increase productivity, consistency, and output without burning out their teams. For example, one operator using our Stardust machine can coat thousands of infused pre-rolls per day—work that previously required an entire team. That kind of efficiency frees up employees to shift into roles that focus on quality control, R&D, compliance, or sales—functions that directly contribute to business growth.

The cannabis industry is evolving quickly, and labor costs are rising while margins are tightening. Automation gives operators the breathing room to scale sustainably. I always emphasize that automation isn’t about cutting jobs—it’s about elevating human potential. The companies we work with aren’t laying off teams—they’re growing them, and using automation as a way to unlock new SKUs, faster turnaround times, and better overall product consistency.

I believe the future of cannabis manufacturing is people plus machines—not people versus machines. The companies that embrace that mindset will be the ones that win.

What are some ways that automation machinery such as Sorting Robotics’ products could evolve and innovate in the future? And how would a federal cannabis reform would greatly change this machinery and sector of the overall cannabis industry?

Automation in cannabis is still in its early innings, and we’re just beginning to unlock what’s possible. At Sorting Robotics, we see a clear path forward for innovation—starting with artificial intelligence. Future versions of our machines will leverage AI to improve precision, predict maintenance needs, and adapt automatically to product variability. Imagine a machine that can adjust infusion timing or kief application in real time based on room humidity, concentrate density, or cannabis strain—all without human input. These kinds of upgrades will transform automation from static equipment into dynamic, self-optimizing robotic systems.

We’ve also built industry-first features like cloud-based performance analytics, remote diagnostics, and modular components that can be swapped for new SKUs or formats—allowing operators to future-proof their investment as the market evolves.

Federal cannabis reform would accelerate all of this. With interstate commerce on the table, operators will consolidate production and invest heavily in automation to meet national demand with consistency and compliance. Reform would also bring institutional capital into the sector, driving innovation across robotics, AI, and integrated manufacturing solutions.

Ultimately, cannabis automation will evolve from a productivity tool into a competitive advantage—and Sorting Robotics is building the foundation for that future.

Thank you for joining us, Andrew! For more information on Sorting Robotics, please visit its website.