Josh Schmidt, Co-Founder of Sluggers Hit – Interview Series

Because of the cannabis industry’s relative youth, there are not a very large number of cannabis professionals who were around in the early 2000’s, since before the legal cannabis industry was a multi-billion dollar industry. However, there are still a few of those experienced professionals from yesteryear who are not only still operating but also starting their own memorable brands.

One such seasoned cannabis professional is Josh Schmidt, Co-Founder of the California-founded and inspired brand, Sluggers Hit.

What subjects in business did you mainly study while attending Boston University? How did those studies prepare you for the various roles you’ve held in the cannabis industry?

At Boston University I focused primarily on core business disciplines and communications —marketing, management and entrepreneurship. At the time, cannabis wasn’t something you could formally study, but those fundamentals ended up being incredibly relevant once I entered the industry.

Marketing and branding taught me how to build identity and trust in emerging markets. Entrepreneurship courses reinforced how to operate in uncertainty, which is essentially the cannabis industry in a nutshell…constantly evolving regulations, shifting markets, and new opportunities.

Most importantly, BU trained me to think critically and adapt quickly. Cannabis has required exactly that: the ability to pivot, build teams, scale operations, and stay compliant while still creating culture-driven brands.

What hospitality businesses in the Bay Area did your family run, and how did those businesses help you strengthen your customer service skills?

My family operated restaurant businesses in the city of Burlingame in the Bay Area, and growing up around them gave me a real-world education in customer service, hospitality and operations. I learned early on that experience is everything….how you treat people, how you make them feel, and how you build loyalty.

Working in restaurants and hospitality teaches urgency, consistency, and attention to detail.

Those lessons translated directly into cannabis retail and brand-building. Whether someone is walking into a restaurant or a dispensary, they want to feel welcomed, informed, and taken care of.

That hospitality mindset has stayed with me throughout my career. Even as operations scale globally, I still believe cannabis is a relationship-driven business built on service and trust.

When did you first become interested in working in the cannabis industry? What experiences made you see the medical and professional possibilities of cannabis?

I became interested in cannabis in the early days of California’s medical market. I tried cannabis for the first time in 1992 at age 12. At first it was grassroots and community driven, but I quickly saw the medical impact it had on patients and the potential for a legitimate, regulated industry.

Seeing people benefit from cannabis therapeutically….whether for pain, anxiety, or other conditions, changed my perspective. It wasn’t just about culture; it was about access, quality, and professionalism.

That realization made me want to help build a structured industry around something that was clearly helping people. I saw an opportunity to bring professionalism, branding, and operational structure to a space that was still forming.

What was the process of creating Trichome Healing Caregivers in Van Nuys and getting it licensed? How arduous was it compared to applying for a cannabis license in California today?

Creating Trichome Healing Caregivers in 2004 in Van Nuys, CA happened during a time when there was very little formal infrastructure. Regulations were unclear, licensing frameworks were evolving, and much of the industry operated in a gray area.

The process required building relationships with local municipalities, understanding constantly changing guidelines, and operating with a high level of caution. Compared to today’s licensing environment in California, which is extremely structured, expensive, and compliance-heavy….it was less bureaucratic but far less defined.

Today’s process is more transparent but also more capital-intensive and complex. Back then it required resilience and a pioneering mindset; today it requires significant resources and compliance expertise.

When did you transition into much larger cannabis operations, and what did Trichome teach you?
As the industry matured, I transitioned into larger-scale operations that required more sophisticated infrastructure….cultivation, manufacturing, distribution, and brand development.

Trichome taught me foundational lessons:

• Compliance is everything
• Community matters
• Quality builds loyalty
• And relationships drive growth

Those early experiences gave me a deep understanding of retail operations, patient needs, and regulatory navigation, all of which prepared me for scaling into larger multi-state and international operations.

Compared to Trichome, how would you describe creating Pistil Point Cannabis?

Pistil Point represented a step into more structured, large-scale cannabis operations in a different regulatory environment. The licensing process was more formalized and required significant documentation, operational planning, and compliance infrastructure from the start.

Operating in another state (Oregon) also meant adapting to different regulatory frameworks and market dynamics. Producing at larger volumes required stronger systems; quality control, supply chain management, and branding consistency.

It was a shift from grassroots entrepreneurship to fully scaled cannabis business operations.

What made you decide to create the Sluggers Hit brand, and why is it special to you?

Sluggers Hit was created to bring authenticity and culture together with quality products. We wanted to build a brand that reflected the energy of California cannabis while being scalable globally.

It’s special to me because it represents collaboration, community, and creativity. We’ve worked with incredible partners such as Cookies, Fidels, Backpack Boyz, Champelli, Connected, Stiiizy, Gashouse, Viola, Ball Family Farms and more and expanded into multiple markets while staying true to our roots.

For the states and regions we operate in, the brand brings a premium but approachable experience….something that resonates with both legacy consumers and new audiences.

How do you plan on utilizing your previous experience to promote Sluggers Hit? How has the industry changed since Trichome?

My previous experience helps guide everything from compliance strategy to brand expansion. We focus heavily on partnerships, education, and building strong relationships with retailers and distributors.

The industry has changed dramatically since the early Trichome days. It’s become more corporate, more regulated, and more competitive. At the same time, branding, culture, and community have become even more important for differentiation.

The biggest shift is scale. What started as small community driven operations is now a global industry with serious investment and infrastructure.

On the international level, what countries do you most commonly work with? Who are most interested in genetics?

I work frequently with partners in Europe, Canada, UK, Germany, Thailand, and parts of Latin America. There’s strong interest globally in high quality genetics, particularly in medical markets where consistency and quality are critical.

Canada, Germany, Thailand, and emerging European markets are especially focused on premium genetics and regulated production standards. As legalization expands, demand for reliable genetics and brand partnerships continues to grow.

Why have Colombia and Thailand become major processors of cannabis?

Both Colombia and Thailand have favorable climates, but beyond that they offer supportive regulatory frameworks, lower production costs, and governments that see cannabis as an economic opportunity.

They’ve invested in infrastructure, licensing pathways, and export potential. Labor costs, agricultural expertise, and geographic advantages make them competitive global producers.

They’re positioning themselves as key players in the international supply chain for medical and industrial cannabis.

How do you envision rescheduling cannabis in America changing the industry?

Rescheduling would be a major turning point. It could open up banking access, reduce tax burdens, and allow for more research and institutional investment.

For operators, it would create more stability and legitimacy. For patients and consumers, it would improve access and product development.

It won’t solve every challenge overnight, but it would mark a significant step toward normalization and long-term industry growth.

Thank you for joining us, Josh! For more information on Sluggers Hit, please visit its website.