Robert Friedman, Founder of Cannabis LAB – Interview Series

As nearly all sectors of the cannabis industry expand, each with its own unique requirements, it is essential for an industry association to represent these varying roles equally. Fortunately, such an organization exists: CannabisLAB. While the “LAB” stands for Law, Accounting, and Business, the organization represents a wide array of other fields and subject matter expertise.

To get a closer look at the organization and how it serves such a vibrant industry, MyCannabis.com spoke with Robert Friedman, Founder of CannabisLAB.

What subjects did you study at Georgia State University and what courses ended up being the most helpful throughout your career?

 I studied business at Georgia State University, but more importantly, I was drawn to courses that focused on real-world application—sales, communication, and understanding how businesses actually operate. Those fundamentals ended up being far more valuable than any single technical skill. Before graduate school I double majored in Philosophy and Religion at Emory University and those courses were equally valuable in helping me always keep the bigger picture in mind.

Over time, I realized that success in any industry, especially one as complex as cannabis, comes down to understanding people, building relationships, and being able to navigate constantly changing environments. That mindset ultimately carried over into everything I’ve built with Cannabis LAB (CLAB), where education and real-world insight are at the core of what we do.

What issues do law firms when looking for quality staff members, and how did you first start assisting them in solving their staffing issues?

 Legal staffing was my first time working for a large corporation. Seems like a lifetime ago but to this day I find myself assisting with attorney search or placement. One of the biggest challenges law firms face is finding talent that not only has the technical qualifications and subject matter expertise but also understands the pace, pressure, and client expectations of the legal environment. It’s not just about resumes, it’s about fit, reliability, and long-term potential.

I originally got involved by helping firms bridge that gap, identifying candidates who could actually succeed within their specific culture and workflow. That experience gave me a front-row seat to how professional services operate, particularly in highly regulated industries.

That foundation became incredibly valuable when transitioning into the cannabis industry, where legal, compliance, and operational expertise are critical. Today, through Cannabis LAB, we help connect professionals across law, accounting, and business so companies can build stronger, more informed teams.

From your experience with legal staffing, what were some issues that larger law firms faced which smaller firms usually didn’t? How did you help solve those issues?

 Larger firms often struggle with scale, managing layers of communication, maintaining culture across teams, and ensuring consistency in performance. There’s also more bureaucracy, which can slow down decision-making.

Smaller firms, on the other hand, tend to be more agile but may lack infrastructure or access to top-tier talent.

The solution was always about alignment, making sure the right people were in the right roles and that expectations were clearly defined on both sides. That same philosophy applies directly to the cannabis industry today, where companies are trying to scale quickly while still maintaining compliance and operational efficiency.

Through CLAB, we’ve taken that concept further by creating a platform where professionals can connect, share knowledge, and support each other in navigating these challenges.

Are there certain fields of law that have more issues surrounding staffing than other fields of law? If so, what are those fields?

 Highly specialized and highly regulated fields tend to have the most staffing challenges, areas like healthcare, securities, and of course, cannabis law.

Cannabis is particularly unique because it sits at the intersection of multiple disciplines: regulatory compliance, corporate law, real estate, taxation, and more. There’s a limited pool of professionals who truly understand all of those moving parts.

That’s one of the reasons Cannabis LAB was created, to bring together attorneys, accountants, and operators so they can collaborate, stay informed, and ultimately strengthen the industry as a whole.

What inspired you to create the Legal Learning Series, and what fields of law are primarily discussed and taught on the platform?

 The Legal Learning Series was created to provide practical, accessible education for professionals who needed to stay ahead in a rapidly evolving environment.

Rather than focusing purely on theory, the goal was to deliver real-world insights, what’s actually happening, what’s changing, and what people need to know right now. What do attorneys need to know to be more informed and do their jobs better.

That same philosophy carries into Cannabis LAB today, where we focus on cannabis law, compliance, business strategy, finance, and operations. The industry moves quickly, and ongoing education is not optional, it’s essential.

What led to the founding of Cannabis LAB and how did you first hope that the organization would serve the then very small cannabis industry?

 Cannabis LAB was founded out of a clear need for structure, education, and connection within a very fragmented industry.

At the time, the cannabis space, especially in Florida, was still developing, and there was a lack of organized platforms where professionals could come together to learn, share insights, and build relationships.

The vision was simple: create a cannabis industry association focused on law, accounting, and business—the foundational pillars that every company needs to succeed.

From day one, the goal has been to educate, connect, and help grow the industry in a responsible and sustainable way.

What sectors of the cannabis industry are represented within Cannabis LAB? Why is it important to you as the organization founder that all sectors and specialties of the industry are represented?

 Cannabis LAB brings together professionals from across the entire industry, attorneys, accountants, operators, brands, investors, marketers, consultants, and service providers.

That diversity is critical because cannabis is not a single-discipline industry. It requires collaboration across multiple areas of expertise to operate successfully, especially given the regulatory complexity.

By creating an environment where all sectors are represented, we’re able to facilitate better conversations, stronger partnerships, and more informed decision-making across the board.

How does the Cannabis LAB organization stay true to the mission of “Educate. Connect. Grow.”? What are some strategies and actions it takes to stay true to that mission?

 Everything we do at Cannabis LAB ties back to that mission.

We educate through webinars, seminars, podcasts and our annual conference, where industry leaders share real insights on legal, financial, and operational topics.

We connect through networking events, leadership roundtables, and our growing professional community. And we help the industry grow by creating opportunities, for collaboration, for business development, and for individuals looking to build their careers in cannabis.

It’s a very intentional approach, and it’s what has allowed CLAB to become a trusted platform within the industry.

How does Cannabis LAB plan on expanding and evolving as the American cannabis industry itself evolves and grows?

 As the cannabis industry evolves, both domestically and globally, Cannabis LAB is focused on expanding its reach while maintaining its core mission. That includes growing our presence beyond Florida, increasing our digital footprint, and continuing to provide high-level education and networking opportunities for professionals.

We’re also paying close attention to international markets and the broader globalization of cannabis, as that will play a significant role in the industry’s future. The goal is to position CLAB as a leading platform not just locally, but nationally and globally.

What are some exciting plans you have for the future of Cannabis LAB? As the ripple effects of federal rescheduling unfold, how does Cannabis LAB plan to stay active and involved amid such sweeping change?

 There’s a lot of momentum right now, especially with potential federal changes that could reshape the industry.

Our focus is on staying ahead of those changes by continuing to provide timely, relevant education and by keeping our community informed and connected.

We’re expanding our events, growing our membership base, and creating more opportunities for professionals to engage with each other.

At the end of the day, regardless of regulatory changes, the need for education, connection, and strong business fundamentals will remain, and that’s exactly where Cannabis LAB will continue to play a role.

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