Thomas Sheridan, Esq., CEO of MWG Holdings & Perfect Union – Interview Series

Given the widespread issues facing the California cannabis industry, from expensive operating costs to an illicit market run rampant, succeeding to any degree is notable. Yet, one company has not only succeeded, but it has also experienced significant expansion in both retail and manufacturing operations. For a better understanding of how to maintain and succeed in a state industry so plagued with problems, mycannabis.com had the pleasure of speaking with Thomas Sheridan, Esq., CEO of MWG Holdings & Perfect Union.

What encouraged and interested you about attending law school, and why did you decide on the University of the Pacific – McGeorge School of Law?

Law school appealed to me because I wanted to learn the rules of the game — the framework that governs business, property, and people. McGeorge was the right choice because of its strong reputation, its practical training, and its deep ties to California’s legal and business communities. It gave me the foundation to help others navigate challenges with clarity.

How would you say that being in prestigious organizations and societies, such as the Order of the Coif and the Traynor Honor Society, prepares you for your career in law?

Those honors reinforced the value of discipline and preparation. But what they really taught me is that no one achieves anything alone — success comes from being part of a group where everyone is committed to excellence. That lesson has carried through into every team I’ve been a part of since.

What made you decide on practicing commercial and employment litigation in particular, and how would you say the practice of that field of law differs from other fields of law?

I was drawn to commercial and employment litigation because it was dynamic and people-focused. It placed me right where business, policy, and human impact meet. It’s a field that forces you to listen, adapt, and think strategically — skills that have proven just as important in leading teams as they are in the courtroom.

What inspired you to create your own law firm, and why did you decide to specialize in real estate for cannabis businesses?

When cannabis was legalized, I saw businesses trying to operate under a brand-new set of rules — and very few people were helping them interpret those rules. By focusing on cannabis real estate and land use, I could guide companies through that maze. But the real inspiration came from working alongside entrepreneurs and teams who were willing to take risks, hustle, and push boundaries in an emerging industry.

From a real estate and land use entitlement standpoint, and also based on your own experiences representing these companies, what issues do aspiring cannabis businesses face when compared to non-cannabis businesses?

Cannabis businesses face far greater barriers than traditional operators — zoning restrictions, lengthy licensing processes, constantly evolving regulations. It’s like trying to play a game where the rules change mid-match. That’s why it takes resilient teams to succeed: they need creativity, patience, and the willingness to wear multiple hats to overcome those hurdles.

What were the primary deciding factors in joining the board of MWG, and how did your career as a commercial and real estate lawyer prove to be useful in the role?

I joined because I believed in the vision and the people. My legal background was useful in navigating property and compliance issues, but the real deciding factor was the chance to work alongside a team that wasn’t afraid to dig in, adapt, and push the company forward. It’s been an “all hands on deck” culture from day one.

What were the most effective ways that you, the employees, and the board of MWG revamped the company to turn it into a company that achieved positive cash flow?

When capital markets dried up, cannabis companies across California were forced into restructuring. What made the difference for us was the team’s adaptability. Everyone wore multiple hats, everyone stepped outside their job description, and no task was “beneath” anyone. That collective effort — not any one individual — is what moved us into positive cash flow.

Despite the California cannabis industry being a multi-billion dollar market, how does MWG ensure that the Perfect Union stores stand out from a retail and operations standpoint among such a saturated market?

It comes down to culture and customer experience. Our team built an open-floor retail concept that normalizes cannabis shopping — more like a modern retail store than a gated dispensary. Staff are trained to engage, educate, and welcome customers. The focus isn’t on flash; it’s on making people feel comfortable and cared for, and that’s 100% driven by the people on the floor.

What are some professional accomplishments and sales/revenue goals that you’ve celebrated with MWG? Why were those accomplishments important?

We’ve celebrated record sales months, new store openings, and hitting operational targets in a tough market. But the most meaningful accomplishment is seeing our team thrive in an environment where capital is tight and competition is fierce. Those wins matter because they prove what’s possible when a group of people commits to a shared mission and refuses to quit, even when the rules of the game keep changing.

What are some exciting future plans for yourself and MWG? If a federal cannabis reform, such as rescheduling, is introduced, how would that alter the operations of the company and its properties?

Our focus is on growth, both in California and in preparing for opportunities beyond the state. Federal reform would be a reset of the rules, especially around banking and taxes, and it would give our team even more room to innovate and expand. Having already proven they can succeed under the toughest conditions — when capital dried up and rules were stacked against them — I have no doubt our people will excel when the playing field finally levels out.

Thank you for joining us, Thomas! For more information on Perfect Union, please visit its website.