Cristy Aranguiz, Co-Founder and CEO of Cannabis & Glass and Iowa Cannabis Co. – Interview Series

One aspect of the American cannabis industry that will undoubtedly be worthwhile to watch is the states with a cannabis industry that has formed where once thought impossible. Mississippi and West Virginia, arguably the two deepest red states in America, both have medical cannabis programs, and Montana has had legal recreational cannabis since January 1, 2021. One surprising state with a medical cannabis program is Iowa. For a closer look into the Iowa industry and the logistics of expanding into a newly legal state, mycannabis.com had the pleasure of speaking with Cristy Aranguiz, Co-Founder and CEO of Cannabis & Glass and Iowa Cannabis Co.

What first caught your professional attention about working in the cannabis industry? Did you have any initial concerns or worries about being employed in a young industry that, unfortunately, faces significant challenges?

What first caught my attention was the rare opportunity to be part of building an industry from the ground up, an industry that had been criminalized, misunderstood, and stigmatized for decades, but that I believed had immense potential to heal, create jobs, and shift policy. It felt like a space where I could make a real impact, not just as a business owner, but as a voice for legitimacy, professionalism, and long-term vision.

This was a brand-new industry, and the challenges were obvious: no access to traditional banking, constantly evolving regulations, limited legal precedent, and major gray areas around compliance. I also came from a traditional Cuban-American family, and cannabis still carries heavy stigma in many Latino communities. So on both the personal and professional side, it was a risk.

But I’ve always believed that the greatest opportunities exist where others see barriers. The risk was real, but so was the purpose. And I felt that if I could help shape the way this industry looked, functioned, and was perceived, especially as a Latina woman without outside capital, it would be worth every challenge.

Did your family members and close friends have any initial opposition to you working and eventually creating businesses in the cannabis industry? If so, what were their concerns/criticisms?

Yes, there was definitely some initial hesitation, particularly from my family. Coming from a more traditional background, cannabis wasn’t immediately seen as a legitimate or stable business. There were concerns about the stigma, the legal risks, and how others in the community might perceive it. It wasn’t about questioning my ability to run a business, but rather whether this industry would be sustainable or respected long term.

For a while, I didn’t even tell many people what I was doing. I wanted to build the foundation first. Over time, as they saw the professionalism, the growth, and the way we were operating, by the book and with real impact, their perception began to shift. That evolution reflects something many operators experience: this industry still has deep-rooted stigma to overcome, even among our closest circles. But the more we show up with credibility and consistency, the more that begins to change.

What were some cornerstone moments that led to the creation of Cannabis and Glass, and how would you describe the process of receiving that first license? Was it rather arduous or was it easier than most would expect?

The creation of Cannabis & Glass was born out of timing, conviction, and a willingness to take a big risk. In 2012, I was living in Missoula, Montana, working in journalism and real estate, when Washington State voted to legalize adult-use cannabis. That moment was a turning point. I saw an opportunity to be part of something brand new, an industry that was just beginning to take shape, and I knew I wanted to be involved.

What made the launch of Cannabis & Glass possible was Washington’s early approach to licensing. The application process was surprisingly accessible, there was a modest $250 application fee and a straightforward process without the kind of bureaucracy or capital requirements we see in many states today. I didn’t need a team of consultants or millions in funding. I needed to follow the rules, secure a location, and be prepared to operate compliantly.

That level of accessibility was key. I was able to self-fund our first store with $10,000 I had saved from working in real estate. We opened an 800-square-foot shop, and I did everything from budtending to compliance. It was incredibly hands-on, but it was also empowering to build from the ground up.

That first license laid the foundation for everything that followed. It showed me what was possible when regulation is structured in a way that actually allows new entrepreneurs to participate, especially those without institutional backing.

What were the first few years of Cannabis & Glass like, and how was the experience of working in one of the first two states to recreationally legalize cannabis? What were the most frequent problems and growing pains during those first few years?

The first few years of Cannabis & Glass were intense, hands-on, and defined by a constant learning curve. Washington was one of the first two states to legalize adult-use cannabis, which meant there was no blueprint. Everything was new, not just for operators, but for regulators, vendors, and customers.

We opened our first store in 2014 with a lean budget. I was doing everything, budtending, ordering, managing inventory, ensuring compliance, locking up at night. It was a seven-day-a-week grind, but it gave me a deep understanding of the business from the ground up.
One of the biggest challenges early on was the pace of regulatory change. Washington’s rules were evolving constantly in those early years, and we had to stay nimble just to keep up. Labeling requirements, testing standards, tax structures, they all changed multiple times, often with short notice. We didn’t have the luxury of large compliance departments, so we had to be incredibly detail-oriented and proactive.

Another growing pain was vendor inconsistency. Many producers and processors were also new and navigating their own challenges, so product availability, quality, and pricing were often unpredictable. We had to build strong relationships, diversify our vendor base, and stay flexible with our menu.

Banking was also a major issue, like most cannabis businesses at the time, we operated primarily in cash, which added logistical and safety concerns on top of everything else.

Despite the challenges, it was an exciting time. Being part of the first wave of legalization meant we had a front-row seat to the birth of a new industry, and the chance to help shape it from day one. Those early years built the foundation of how we still operate today: compliant, customer-focused, and agile.

How did you receive more cannabis licenses to expand and how did you make sure that those expansions were strategically done to ensure success?

After securing our first license and establishing a successful retail operation, our focus shifted to expansion, but we approached it very strategically. In every state we’ve entered, the first step was to deeply understand the regulatory environment and market conditions. Cannabis licensing is never one-size-fits-all, each state has its own structure, priorities, and pain points, and we’ve never taken a copy-and-paste approach.

In Washington, we were fortunate to acquire additional licenses early on when the market was still relatively open. In Oregon and Iowa, the process was much more competitive and required us to demonstrate operational strength, regulatory compliance, and long-term viability. In Iowa, for example, the licensing process was extremely complex, our application was over 3,000 pages. It required a high level of precision, planning, and an understanding of what regulators were really looking for.

Each expansion was guided by two main principles: market opportunity and operational readiness. We never expanded just for the sake of growth, we did it when we had the infrastructure, team, and capital to support a new location or vertical. We looked at things like population density, competitive saturation, local sentiment toward cannabis, and our ability to hire and train strong local teams.

Equally important, we reinvested profits from our existing operations to fund our growth. That financial discipline helped us stay focused, avoid unnecessary risk, and maintain control over the business. We also built systems and processes along the way that allowed us to replicate our customer experience and compliance standards across all locations, which is essential for consistent execution.

In short, every license we’ve pursued has been intentional, grounded in research, compliance, and a clear path to adding value to the business.

Since Iowa certainly isn’t as associated with cannabis as Washington is, how would you describe the process of receiving a medical license in Iowa? Were they far more strict in their application process than Washington, since the Iowa Legislature isn’t the most cannabis, or was it pretty equal overall?

The process of getting a medical cannabis license in Iowa was night and day compared to Washington. Washington’s licensing process in the early days was relatively straightforward, with low fees, simple applications, and a regulatory framework that, while evolving, was designed to get the industry up and running quickly. That accessibility is what allowed me to open my first store with just $10,000 and no outside investment.

Iowa, on the other hand, was one of the most complex and demanding licensing processes I’ve ever been through. Our application was over 3,000 pages long. We had to provide extensive documentation covering everything from site plans and zoning to multi-year pro formas and security protocols. It was clear from the beginning that the state was taking a very cautious, tightly controlled approach to cannabis, which makes sense given the political climate.

There were also strict limits on product types, which added another layer of complexity in terms of formulation, compliance, and patient education. The number of licenses available was extremely limited, so the competition was intense, and the margin for error was zero.

So yes, Iowa was far more strict and selective than Washington, and it required a completely different level of preparation and operational maturity. But it also pushed us to build a highly professional, tightly run operation from day one, and that discipline has served us well as we’ve continued to expand.

Even though it’s still only a medical state for the foreseeable future, what similarities do the Washington and Iowa state cannabis industries have in common? And on the contrary, what would you say are the most stark and notable differences between the two states?

There are a few foundational similarities between Washington and Iowa, despite how different their programs look on the surface. First and foremost, both states take compliance seriously. Whether you’re operating in a mature adult-use market like Washington or a tightly controlled medical market like Iowa, the expectation is that operators will be highly detail-oriented, transparent, and accountable. There’s no room for shortcuts in either environment.

Another similarity is the growing sophistication of the patient and consumer base. In both states, customers are becoming more informed, more selective, and more focused on quality, consistency, and education. That challenges operators in a good way, it pushes us to continuously improve the experience, whether it’s through product offerings, technology, or staff training.

That said, the differences are stark. Washington is a high-velocity, price-competitive adult-use market with hundreds of retailers and a wide range of products, everything from high-potency concentrates to boutique flower and edibles. Iowa is on the opposite end of that spectrum: it’s a medical-only program with strict limitations on product types, very few licenses, and a much smaller patient base.

The regulatory philosophy is also different. Washington’s system was built to accommodate scale and access, even with its flaws. Iowa’s model is conservative and tightly controlled by design, which limits how fast the industry can evolve or grow. As a result, the operational strategies, staffing models, and even product development plans we use in each state are completely different. We have to meet each market where it is, and anticipate where it’s going.

When did you join the National Hispanic Cannabis Council and what are your regular duties as a Board Member?

I joined the National Hispanic Cannabis Council in 2023 after being approached by Brian Vicente, one of the founding members. At the time, I was already a client of his firm and really respected his work, not just in law, but in shaping national cannabis policy. When he asked if I’d consider joining the board, it felt like the right next step. I had been building my business for years, but I was ready to take a more active role in industry leadership, especially around representation.

A big part of my focus is helping to increase Latino visibility in the industry, not just as consumers, but as operators, executives, and equity stakeholders. I also try to be a resource for younger Latino professionals looking to break into cannabis, whether it’s through mentorship, sharing knowledge, or connecting them with the right people.

What is the overall importance of the work that NHCC does and how does it strengthen both its membership and the state industries that the members operate in?

The NHCC plays a really important role in closing the representation gap in cannabis. Despite how large the Latino population is in the U.S., and how culturally significant cannabis is in many of our communities, we’re still drastically underrepresented when it comes to ownership, leadership, and policy influence in this industry. The NHCC is helping to change that.

One of the most valuable things it offers is visibility and connection. Whether it’s through networking, education, or advocacy, the organization helps Latino professionals and entrepreneurs not just break into the space, but thrive in it. It also creates a national network where members can share resources, navigate challenges, and learn from each other’s experiences in different state markets.

From a broader industry perspective, the NHCC strengthens cannabis ecosystems by pushing for policies that support equity and sustainable growth. When more diverse operators are brought into the fold, and actually supported, the entire industry becomes more innovative, more resilient, and more reflective of the communities we serve. It’s not just about inclusion for the sake of optics, it’s about long-term business and cultural value.

What are some upcoming plans for your stores in both WA and IA and how would you envision a federal rescheduling of cannabis changing the operations of those businesses?

In Washington, we’re focused on continuous improvement. We’ve built a reputation for having one of the best product selections and most competitive pricing in the state, and now we’re investing in technology and operational systems to enhance the customer experience even further. Whether it’s through more intuitive digital menus or customer loyalty programs or better data integration, our goal is to make shopping at our stores as seamless and value-driven as possible.

In Iowa, we’re continuing to grow thoughtfully within the state’s medical framework. It’s a much more limited market, but we see long-term potential. Our priorities there are patient education, building trust with healthcare providers, and continuing to refine our offerings. We’re playing the long game in Iowa, and we’re ready to expand as the program evolves.

If federal rescheduling happens, I think the biggest shift would be perception. It would legitimize the industry in the eyes of many consumers, policymakers, and potential business partners. It could also create more consistency in regulation and possibly ease logistical challenges, like cross-state compliance and transportation, down the line. But even if the federal policy shifts, the real work will still be at the state level. We’ll continue to adapt state by state, just as we always have.

Thank you for joining us, Cristy! For more information on Cannabis & Glass and Iowa Cannabis Co., please visit their websites.