David Wheeler, CIO at TerrAscend – Interview Series

Surely, very few people could have predicted the scope and advanced types of technology and IT systems that would become necessary to keep cannabis businesses operational and compliant. However, working with and utilizing these complex systems is one of the many duties of David Wheeler, Chief Information Officer at TerrAscend (TSND.TO ). For a more in-depth understanding of these technologies and how they’re used in cannabis businesses, as well as his nearly two-decade experience with the Coca-Cola Company (KO ), mycannabis.com had the pleasure of speaking with Mr. Wheeler.

What first caught your professional attention and aspirations about technology consulting, and what were the first assignments/clients that you worked with during the initial years of your career?

I was first inspired to pursue a career in technology by my older brother, who early in his career worked at companies such as Andersen Consulting and Coca-Cola. His path led me to Atlanta as well, where I broke into tech and eventually spent over 17 years at Coca-Cola. While I wasn’t formally in consulting during that time, many of my roles had a strong advisory element—partnering with business leaders to solve problems and drive transformation through technology.

I always knew I wanted to grow into a technology leadership role, but I needed the right path to get there. Coca-Cola gave me a rich foundation of skills and experience, but the structure of the organization didn’t offer a clear step forward toward the kind of leadership I was aiming for.

After Coca-Cola, I made the shift into formal consulting with CFGI. There, I worked with clients across industries—primarily in tech and financial services—on large-scale ERP implementations, automation, and analytics initiatives. I also had the opportunity to act as a strategic advisor to senior executives at global organizations, helping them navigate complex change.

That experience ultimately led me to TerrAscend. The cannabis industry presents a unique blend of regulatory complexity and rapid growth, and it was the perfect opportunity to bring everything together—enterprise IT strategy, consulting agility, and a business-first mindset. It’s where I’ve truly found my place to thrive in tech leadership.

How did you become employed by a company as large as Coca-Cola? And what were the usual technology systems you utilized during the early 2000’s to increase the efficiency of the company’s operations?

I have to admit, I feel very fortunate to have had the opportunity to work at Coca-Cola. Believe it or not, it all started with a 10-day contract (my brother may have mentioned I was available), and one thing led to another. What began as a short-term opportunity turned into a 17-year career.

Early on, I was focused on supporting the company’s intranet and developing learning content for enterprise systems. I’m definitely dating myself, but some of those first projects involved creating training materials on CD-ROMs. From there, I transitioned into building internal web applications using classic ASP, SQL, and JavaScript, with a focus on training, development, and business enablement.

At the time, much of our technology stack was rooted in on-prem systems, with early iterations of ERP, custom applications, and growing use of enterprise portals. Efficiency wasn’t just about tools—it was about helping teams adopt and engage with the systems effectively. That mindset of pairing technology with user experience stayed with me and really shaped how I approach digital transformation to this day.

What are some lesser-known factors that went into successful technology solutions and optimizations for such a massive company? How did certain departments have special needs that varied when compared to other vital departments in the company?

Coca-Cola is massive—not just in brand, but in operational complexity. Supporting a company of that scale requires more than just the right technology—it demands the right mindset. One of the lesser-known success factors I saw during my time there was how the company fostered a culture of curiosity and innovation across all levels of the organization.

Throughout my tenure, Coca-Cola regularly hosted innovation workshops that gave employees the space to think entrepreneurially, even inside a global enterprise. I was fortunate to take part in several of these sessions, and out of that experience came CokeStarter—a platform I developed to serve as an internal innovation engine. It was designed to help cultivate ideas from across the business, connecting individual creativity with enterprise impact.

CokeStarter became a place where employees around the world could explore new concepts, develop them with mentorship and support, and ultimately bring them to life. It provided not only technical enablement but also developmental opportunities for employees, helping to surface ideas that may have otherwise been lost in such a large organization.

That spirit of internal innovation—paired with more formal shifts like the adoption of Agile ways of working—helped Coca-Cola evolve its technology landscape in powerful and sustainable ways.

Because AI systems and their implementations are such a hot-button issue right now, how were artificial intelligence, robotics, and other automation technologies implemented while you served as AI and Robotics Lead?

Serving as the AI and Robotics Lead was a great opportunity to explore how emerging technologies could solve real business challenges. It was a highly innovation-focused role, giving me the space to test and validate the latest tools while staying grounded in practical use cases across the enterprise.

At the time, we were experimenting with a range of cutting-edge technologies—many of which have evolved significantly since. Our work spanned intelligent voice assistants, chatbots, robotic process automation (RPA), and early machine learning use cases. We leveraged Microsoft (MSFT ) Cortana for voice interactions, Microsoft’s AI platform for natural language and machine learning, Google Dialogflow for conversational interfaces, and Blue Prism for automation and RPA capabilities.

These tools allowed us to streamline processes, improve internal support functions, and lay the groundwork for more intelligent systems across the organization. The real value came from pairing experimentation with a business-first mindset—ensuring we weren’t just chasing trends, but actually delivering meaningful outcomes.

After nearly 18 years with a conglomerate like Coca-Cola and another two years with CFGI, what caught your quite established professional interest in working for a cannabis company? Given the laundry list of problems that arise from the federal prohibition on cannabis, did you have any initial worries about working in cannabis?

I couldn’t have designed a cooler job—even with the help of AI. Let’s just say my “R&D” interest in cannabis started long before my professional journey did (something my mom and I now joke about).

After nearly two decades with Coca-Cola and two more with CFGI, TerrAscend offered something truly unique: the chance to build a technology organization from the ground up in one of the most complex, fast-moving, and socially impactful industries out there. I was able to take everything I learned working at a global enterprise and apply it to an industry undergoing massive transformation.

Of course, I had concerns—federal prohibition brings real risks and uncertainty. But it also brings urgency, innovation, and the opportunity to shape something from the inside. I did my due diligence, and while there was a healthy dose of trepidation in making the leap, there was just as much adrenaline and optimism.

On a personal level, this work means a lot to me. I’ve lost close family to alcoholism, and I’ve seen firsthand the damage that can come from untreated mental health and addiction. I truly believe cannabis can be part of a better, more balanced path forward—and I’m proud to play a role in normalizing and professionalizing this space.

My kids weren’t quite sure what to make of the switch—from Coca-Cola, which they thought was the coolest thing ever (despite not really knowing what I did), to CFGI, which to them was a mystery and came with too much travel. Now, I’m officially “weed dad”—which may raise some eyebrows at the next career day, but I wouldn’t have it any other way.

What are your most common responsibilities and duties in your role as TerrAscend’s SVP and Chief Information Officer? And what does managing all “customer-facing technology functions” entail for MSO like TerrAscend?

I’m glad you said most common—because in this role, I get to cover a lot of ground. As TerrAscend’s SVP and CIO, I’m ultimately responsible for the entire technology landscape across the organization. That includes everything you’d expect from a traditional IT function—end-user computing, infrastructure, cybersecurity, system management, governance, ERP, and compliance-related areas like SOX.

But what makes the role especially dynamic—and honestly, a lot of fun—is the customer-facing side of things. At a multi-state operator like TerrAscend, that includes all the technology that touches our retail experience: e-commerce, POS systems, payment platforms, digital signage, SEO, mobile apps, and anything else that shapes how our customers interact with us.

My team also leads efforts around automation, analytics, and emerging technologies like AI and machine learning. It’s a blend of enterprise IT leadership and digital product ownership, all within one of the most regulated and rapidly evolving industries out there. No two days are the same, and that’s exactly what makes the role so rewarding.

From your four years with the company, how do the technology needs and implementations of TerrAscend and similar large cannabis companies differ from beverage conglomerates like Coca-Cola Company?

Believe it or not, there are some real parallels between Coca-Cola and TerrAscend—but also some very stark differences.

Coca-Cola was known for being out front: leading the way with global standards, strong governance, and a willingness to invest smartly and boldly in technology. They rarely cut corners and had the operational maturity to back it up.

Where I see common ground between the two companies—interestingly enough—is in Revenue Growth Management (RGM). At Coca-Cola, RGM was foundational: it’s how you optimize performance when you’re already in nearly every country on Earth, and growth comes from doing things better, not just bigger.

At TerrAscend, RGM is equally relevant—but for different reasons. In today’s cannabis market, we face economic headwinds, limited access to capital, and ongoing regulatory uncertainty. There was a time when the industry had cash to burn, but now, every decision has to count. We have to be nimble, efficient, and ready to scale without sacrificing compliance or security.

That means taking a disciplined, almost frugal approach to technology: maximizing what we already have, leaning into best practices, reusing assets where we can, and learning fast. It’s a balance—staying true to our mission and values, while being realistic about both our challenges and our opportunities.

The biggest difference? Coca-Cola operates in a highly mature, relatively stable environment. You don’t see a lot of surprises in soda—no one’s changing the regulatory framework for cola next week. But in cannabis, the rules can (and do) change constantly. It’s uncharted territory. We’re building the ship while sailing it, and that’s what makes it so exciting.

Of the technology systems and programs that you oversee, how could they be upgraded or improved in the upcoming years as the American cannabis industry and subsequent technological needs expand?

One of the biggest improvements we could see in the coming years is simply gaining access to the same foundational tools that most other retailers take for granted—especially when it comes to payments.

In this industry, payment processing remains one of the most frustrating limitations. We manufacture high-quality, tested products—many of which are truly medical grade and provide real benefits to patients and consumers. Yet, we still have to rely on workaround systems just to allow customers to pay for something that’s legal in their state. That’s not just inefficient—it’s a disservice to the people we’re here to serve.

As strange as it may sound, we want regulation. We need regulation. Without it, we risk pushing cannabis into the hands of unregulated operators—“gas station weed,” which is neither safe nor accountable. If we’re going to get this product out of the illicit market, we have to provide consumers with legal, accessible, and legitimate ways to purchase it.

Thank you for joining us, David! For more information on TerrAscend, please visit its website.