Gibran Washington, CEO of Ethos Cannabis – Interview Series

Just about everyone involved with cannabis has an interesting professional journey that led them to this nascent yet exciting industry. For Ethos Cannabis CEO Gibran Washington, that path involved regional restaurant management for some of America’s most famous chain restaurants and previously serving as Regional District Manager for massive food distributor SodexoMagic. Currently, the Ethos Cannabis brand can be found across Massachusetts as well as nine different locations in Pennsylvania. Recently, Ethos opened a location in Ohio, the newest state to legalize cannabis for recreational purposes.

Tell me about yourself and your educational background. What subjects did you study at Hofstra, and how do you feel those subjects were beneficial in your first career in restaurants and now in cannabis? 

I earned my Bachelor of Business Administration (BBA) from Hofstra University, where I focused on Business Administration, Management, and Operations. My curriculum centered on essential subjects including leadership, organizational design, strategic planning, and operational management. These areas laid the foundation for my career by teaching me how to manage teams, streamline processes, and make informed, data-driven decisions—expertise that proved essential in both the food and beverage and cannabis industries.

In the fast-paced restaurant industry, success required operational discipline, strong leadership, and a focus on consistency and quality. My ability to optimize workflows, maintain compliance, and deliver outstanding customer experiences stemmed directly from the principles I learned at Hofstra. In cannabis, those same principles apply, especially since the industry is heavily regulated and rapidly evolving. My education enabled me to adapt quickly, implement strategic initiatives , and lead teams in a complex, evolving environment. The combination of business fundamentals and real-world experience allowed me to thrive in both industries.

What initially interested you about working in the restaurant industry? What were some of the most notable moments or professional accomplishments you achieved while working for Tinsley Family Concessions? The number of restaurant brands under that company’s umbrella is quite impressive. As someone who used to work in the hospitality industry myself, I wanted to ask about your time with the food and beverage giant Sodexo and what you would say were the most important lessons in business management when working for a large company.

Working for a large company taught me that the key to success lies in balancing people and processes. One of the most important lessons was learning how to build a strong, motivated team—your people are your greatest asset, and empowering them with trust and resources fosters innovation and loyalty. Another valuable takeaway I learned is that clear communication and consistent values set the foundation for long-term growth and a strong organizational culture.

In what notable ways would you say that the restaurant/food and beverage industry is similar to the cannabis industry? And what are some worthwhile work ethic qualities that are present in successful employees for both industries?

There are more similarities between the food and beverage industry and the cannabis industry than people might expect. Both are heavily regulated, fast-paced, and customer-centric, requiring a balance between creativity and operational discipline. Whether adhering to food safety standards or navigating cannabis licensing laws, attention to detail is non-negotiable, as even small mistakes can lead to serious consequences.

Another key similarity is the importance of retail experience and creating a consistent customer experience. In food and beverage, the focus is on satisfaction and seamless operations. That same focus translates directly into cannabis, where the customer journey through education, service, and overall experience is just as critical.

Success in these industries demands adaptability, discipline, and a proactive mindset. Whether responding to evolving regulations or shifting consumer preferences, staying flexible and process-driven is key. Passion paired with professionalism enables individuals to thrive in these dynamic environments.

What exactly were influential factors in making the decision to make the professional transition from restaurants to cannabis? I would imagine that juxtaposition could be quite jarring at first.

The decision to transition from the food and beverage industry to cannabis wasn’t something I took lightly. It was driven by a mix of personal connection and professional alignment. Initially, I was hesitant when recruiters approached me because I was focused on advancing my career in food and beverage. What ultimately swayed me was Ethos’s emphasis on the medical efficacy of cannabis. My father relied on cannabis during his cancer battle, so I understood its therapeutic potential firsthand.

Ethos’s commitment to medical research and science-based legitimacy stood out. As the first in the nation to prioritize these values, the company aligned perfectly with my principles. They sought someone with retail and operational expertise, making the transition feel like a natural progression rather than a leap.

I had concerns about the industry’s volatility and lingering stigma. However, by the time Ethos approached me, cannabis had matured into a more stable, credible market. The company’s mission, stability, and the chance to shape a growing industry convinced me this was the right move at the right time. My background in food and beverage—focused on customer experience, operational efficiency, and team leadership—translated seamlessly into the cannabis space, making the shift both organic and rewarding.

Why do you believe that Ethos Cannabis stands out as a cannabis company, and what does the company do differently to have such a far-reaching region of stores?

Ethos Cannabis sets itself apart through its commitment to community impact and industry advancement. As a multi-state operator (MSO), Ethos combines extensive experience with a mission to deliver high-quality cannabis products and promote health-driven education. We strive to preserve the medicinal heritage of cannabis, while navigating the industry’s growth into larger markets. Our innovative partnerships, including collaborations with institutions like Thomas Jefferson University, drive research​ and education to expand the understanding of cannabis as a health and wellness tool. We also champion diversity and inclusion, fostering a supportive workplace and creating economic opportunities, particularly in underserved communities where we operate. At Ethos, we’re not just building a business, we’re building a better, more informed cannabis ecosystem.

As CEO of such a large and successful cannabis company, what are some lesser-known but regular parts of your job?

As CEO, one of the lesser-known but regular parts of my job is staying deeply connected to the people—whether it’s our team members, customers, or partners. I also spend a lot of time navigating the ever-changing regulatory landscape, ensuring that Ethos not only complies but continues to set a standard for integrity and innovation in the industry. It’s all about balancing the big picture with the details that keep us moving forward.

When it comes to the individual state industries, Ohio is one of the newest states to have fully recreational cannabis, and Pennsylvania is still medical only. Even with those circumstances, do you still think those two states have certain advantages in their respective state industries over neighboring states?

Ohio and Pennsylvania each offer distinct opportunities for growth, despite their different regulatory landscapes. Ohio’s recent transition to recreational cannabis creates a prime opening for expansion. As a limited-license state, competition is manageable, enabling us to strategically build market share in an emerging industry rather than navigating overcrowded conditions.

In Pennsylvania, the well-established medical market and ongoing discussions about recreational legalization signal significant potential. With its dense population and proximity to major metropolitan areas, the state offers a strong customer base. As a vertically integrated operator, we’re well-prepared to capitalize on any regulatory shifts.

What makes both states particularly appealing is the stability of their limited-license systems, fostering sustainable growth. Ethos’s strategy of focusing on deep market penetration rather than broad expansion aligns perfectly with these environments, ensuring a solid foundation for long-term success.

Because Massachusetts has one of the oldest cannabis industries in the country, becoming legal way back in 2016, how would you describe the overall state of the Massachusetts industry? Since it’s had so many more years to perfect its operations, do you think those extra years have strengthened the health of the industry?

Massachusetts’ cannabis industry, a pioneer since its 2016 legalization, exemplifies the benefits and challenges of a mature market. Years of development have yielded robust regulatory frameworks, educated consumers, and a stable market, but they also bring heightened competition and pricing pressures.

This maturity has driven businesses to innovate, refine operations, and foster customer loyalty. Ethos has embraced this competitive environment, optimizing cultivation, diversifying product offerings, and sharpening retail strategies to thrive in a saturated market. Our focus remains on strategic growth, operational efficiency, and delivering value in an increasingly sophisticated landscape.

Massachusetts’ experience has also been a valuable blueprint as we expand into markets like Ohio and Pennsylvania. The lessons learned—scaling effectively, engaging customers, and navigating complex regulations—strengthen our approach and set the stage for success. While challenges persist, the resilience and innovation in Massachusetts continue to elevate the industry and inspire our vision for the future.

How would you envision a federal rescheduling from Schedule I to Schedule III, changing both the operations of Ethos Cannabis and the states in which the company operates?

If cannabis were rescheduled from Schedule I to Schedule III, it would revolutionize the industry, and for us at Ethos, it’s a game changer. The biggest immediate impact? Real tax relief. Right Under 280E, we can’t deduct standard business expenses, which stifles growth. Removing that hurdle means we can reinvest in our business, expand research efforts, and scale in ways that are currently out of reach.

It’s not just about the taxes —it’s about unlocking true, clinical research. Rescheduling would open the door for federally funded studies, finally allowing us to explore the full potential of cannabis beyond THC and CBD. Understanding the hundreds of cannabinoids in the plant and their medical applications is a milestone we’ve been waiting for – and one that could transform healthcare.

On a bigger scale, rescheduling would help normalize cannabis moving us the fringes into the mainstream. The cannabis industry will finally have the opportunity to operate like any other, with more investment, more research, and more access. It gives us the chance to help communities that have been historically left out. I’m a big believer in partnerships with social equity operators. We’ve got to find ways to help them scale, to provide the resources and support without taking control. Let them maintain ownership while we provide the know-how to help them grow.

This goes beyond business. It’s about ensuring cannabis earns its rightful place in society with integrity, equity, and ethics. This isn’t just a financial opportunity—it’s a chance to make a meaningful impact.

Thank you for joining us, Gibran! To stay updated on Ethos’ products and future expansion plans, please visit its informative website.