Amanda Eastling, Founder of Eastling Services – Interview Series

What first caught your professional attention about working in HR? What jobs and industries did you work in prior to your first roles in HR?

My interest in HR came from seeing how people’s decisions directly impact operations, and employee trust, especially in highly regulated environments. I was drawn to HR as a function that could both protect the organization and support employees in meaningful, consistent ways. Before stepping into HR leadership, I worked across healthcare, manufacturing, staffing, and tribally affiliated cannabis organizations.

Those experiences gave me a real understanding of the challenges employees face every day and the responsibility leaders carry behind the scenes. They continue to influence how I approach HR, thoughtful, grounded, and focused on doing what’s right for both people and the organization.

During your years with SEEK Careers, what were the usual types of roles that you hired/recruited for? Did some roles require more work on your end than other roles?

I recruited for a wide range of roles from high-volume skilled and technical positions in manufacturing, production, and light industrial environments to professional and executive-level roles, including Directors, COOs, and CEOs.

Some roles required more effort than others, particularly hard-to-fill skilled trades and leadership positions. Executive and senior-level searches involved deeper sourcing, and close partnership with clients, while high-demand hourly roles often required creative recruiting strategies, strong candidate relationships, and constant pipeline management.

When did you begin working with cannabis companies as an HR specialist and what interested you about working with businesses that are so young and just recently established?

I began working in cannabis in an HR capacity in 2024 when MN opened up. By supporting a tribally affiliated cannabis organization during a period of rapid growth and regulatory scrutiny. What drew me in was the opportunity to help build people’s operations from the ground up establishing compliant policies, strong leadership practices, and a healthy workplace culture in an industry that was still defining itself.

“Working with young, newly established businesses is energizing because the impact is immediate and meaningful. In cannabis especially, there’s a unique balance between innovation and regulation…”

Working with young, newly established businesses is energizing because the impact is immediate and meaningful. In cannabis especially, there’s a unique balance between innovation and regulation, and I was excited by the chance to help organizations grow the right way from the start supporting employees while putting structures in place that allow the business to scale responsibly and sustainably.

As someone who’s worked with tribal-owned cannabis businesses, what are some unique ways that tribal businesses operate differently than non-tribal businesses? How does the tribal versus non-tribal distinction change your duties as an HR specialist?

Working with tribal-owned cannabis businesses is a bit different because they operate mostly under tribal sovereignty. Their policies often reflect both legal requirements and the tribe’s cultural values, so HR work isn’t just about compliance it’s also about understanding and respecting those priorities. That means adapting hiring practices, employee programs, and day-to-day HR processes to fit both the business needs and the cultural context. It requires flexibility, cultural awareness, and close collaboration with leadership to make sure everything aligns with the tribe’s goals while keeping operations running smoothly.

Why is an active and present HR department necessary for a successful cannabis operation? Where are the best places to start to ensure a proper and attentive HR department?

An active and present HR department is critical in a cannabis operation because the industry has unique regulatory, compliance, and workforce challenges. Cannabis businesses must navigate state and federal regulations, licensing requirements, safety protocols, and often complex payroll and benefits considerations. Without proactive HR support, companies risk compliance issues, high turnover, and workplace conflicts that can directly impact operations and profitability.

The best place to start is building a strong foundation with clear policies, compliant hiring, consistent training, and solid record-keeping. Pair that with open communication and a positive culture, and HR can then focus on workforce planning, talent development, and keeping operations running smoothly.

What are some frequent HR-related issues that are more prevalent in the cannabis industry than in other industries that you’ve worked in? Why are those issues so common throughout the cannabis businesses you’ve worked with?

Some HR issues that are more common in the cannabis industry include high turnover, compliance challenges, and workforce education gaps. Because cannabis is a highly regulated and fast-growing industry, businesses often struggle to keep up with changing state laws, licensing requirements, and safety protocols. This can create gaps in training, inconsistent policies, and compliance risks.

Additionally, cannabis businesses tend to attract younger or less experienced workforces, which can contribute to higher turnover and the need for more onboarding and engagement strategies. These issues are common because the industry is evolving rapidly, so HR needs to be proactive, flexible, and well-versed in both regulatory requirements and best practices for building and retaining talent.

What are usually the best remedies for those mentioned issues? Would that involve implementing new policies or other methods?

The best way to address these HR challenges is a mix of clear policies, consistent training, and active employee engagement. For compliance and regulatory issues, keeping policies up to date and ensuring all staff are trained is essential. To reduce turnover, structured onboarding, career development opportunities, and mentorship programs help employees feel supported and invested in. Open communication and a strong company culture tie it all together. Policies work best when paired with consistent practices and ongoing support.

What inspired you to create your own HR consulting firm? Why are you focusing on startup businesses with Eastling Services?

I started my own HR consulting firm because I’ve seen firsthand how the right HR support can make a real difference not just for a business, but for the people who work there. I wanted to help startups build strong foundations so they can grow without unnecessary struggles, and so employees feel supported, valued, and empowered.

I focus on startups because this is such a pivotal time in a company’s life. Policies, culture, and team dynamics are being shaped from day one, and being part of that process helping leaders create a positive, sustainable environment feels incredibly meaningful to me. It’s about setting them up for success while putting people first.

Since you only just started your own firm, what are some goals and milestones you hope to achieve with the company?

Even though Eastling Services is new, I have clear goals for growth and impact. In the short term, I want to establish a strong client base of startups and small businesses, helping them build solid HR foundations and effective policies. I also aim to create repeatable, scalable HR solutions that make it easier for companies to stay compliant, develop their teams, and foster strong workplace cultures.

Looking further ahead, I hope to expand my reach, becoming a trusted partner for businesses navigating growth and workforce challenges. Ultimately, my goal is to make a meaningful difference not just in the operations of the companies I work with, but in the experiences of the employees they support.

As the cannabis industry continues to expand in the future, how do you envision the HR-related needs of cannabis companies changing as those expansions occur?

As the cannabis industry grows, I think HR’s role will become even more important in supporting both the business and its people. Compliance will continue to be complex, so businesses will need HR that can navigate changing regulations confidently. At the same time, workforce development onboarding, training, and career growth will be key to keeping employees engaged in a fast-moving industry.

I also see culture and employee experience becoming a bigger focus. Companies that invest in supporting and valuing their teams will stand out, so HR will play a critical role in shaping environments where people can grow, feel supported, and help the business thrive.