Jacie Duranso, Director of Licensing and Compliance at The Fire Station Cannabis Co. – Interview Series

When it comes to Midwest cannabis, few regional markets have reached the substantial sales figures seen in Michigan. The state’s industry surpassed $3 billion in sales in 2025, despite maintaining significantly lower prices than neighboring states and most East Coast markets.

To gain a deeper understanding of this thriving landscape—and to learn how to operate a cannabis business in a state split by a Great Lake—mycannabis.com spoke with Jacie Duranso, Director of Licensing and Compliance at The Fire Station Cannabis Co.

What subjects did you study at Northern Michigan University that later became useful in your role in the cannabis industry?

I completed a B.S. in General Biology with a Chemistry minor (2014-2018), followed by a B.S. in Medicinal Plant Chemistry, with an entrepreneurial focus (2019-2020). This extensive biology and chemistry coursework proved beneficial in my early career as a receptionist and budtender. Specifically, the medicinal plant chemistry courses covered the various molecules present in plants, including cannabis, their chemical pathways, and interactions with the human body. I was able to apply my knowledge to help educate customers on how a product was made and discuss product effects. My chemistry labs also provided practical experience with the machinery and equipment used in processing facilities and testing labs, which was indirectly useful in a sales environment by enabling me to have conversations on product production and safety compliance testing.

The cannabis industry is inherently scientific, encompassing everything from plant systems to extraction, formulation, and consumer effects, all of which customers frequently ask about. In my current role as Director of Licensing and Compliance, however, business courses like the fundamentals of accounting, finance, and entrepreneurship have proven most useful in understanding the backend and administrative functions of the cannabis world. Believe it or not, the actual skills I developed while attending college – from time management and prioritization to metacognition and learning agility, preparation, organization and discipline – continue to be the most impactful part of my college experience.

What roles and jobs did you hold prior to joining the cannabis industry? And did you have any concerns about working in the Michigan cannabis industry?

I joined The Fire Station (TFS) as a receptionist in 2020 at the age of 24, immediately following six years of college education. Prior to starting with TFS, I held various service-based jobs such as waitressing, cashiering, house cleaning, and babysitting which gave me a strong customer service background.

I had no concerns about working in the Michigan cannabis industry because it had been legalized, and my college education fully supported this career path. Handling marijuana and working in a highly regulated environment was a new experience, however, so that was something I had to navigate when I first joined TFS. Overall, I recall it being a highly exciting and fun time to step into a newly emerging, high impact territory.

What were the most rewarding and beneficial lessons you learned while first serving as a budtender? How did you learn to work most effectively with many different types of customers and product preferences?

When I served as a receptionist and budtender, the Michigan adult-use retail industry was just kicking off so the retail environment was incredibly fast-paced and we served customers back-to-back, all day long, often with lines of cars extending down the road. While I transitioned to an administrative position just five months into my time with TFS, the insights I gained in these retail roles remained foundational to my career at TFS.

Those early months were a masterclass in the necessity of thorough product knowledge and the art of structuring high-impact interactions. I quickly realized that to work effectively with diverse customer preferences, it was critical to ask the right questions at the start of the visit. At that time, many customers were unsure what they wanted and relied on budtenders to help guide them toward a product that suited their specific needs and wants. The reward was every customer was walking out the door grateful, excited and satisfied, with a smile on their face! Plus, that early experience taught me that the core of our success lies in that ability to communicate with confidence and clarity.

What are your regular duties as Director of Licensing and Compliance for The Fire Station Cannabis Co.? What are the most useful skills and expertise needed in that role?

As the Director of Licensing and Compliance, I am relied upon to handle a complex mix of regulatory oversight and operational management. This includes the direct management of leases and insurance policies, as well as the oversight of zoning and building permits to ensure our physical locations remain compliant. A core part of my role involves managing cannabis operating license applications and renewals, alongside maintaining all necessary documentation and handling Cannabis Regulatory Agency (CRA)/Bureau of Fire Services (BFS) reporting to keep our licenses in good standing. I also take the lead on the execution of staff training and the management of company-wide standard operating procedures, ensuring our protocols are followed at every level. On a daily basis, I serve as a compliance resource for our team, providing critical information on CRA requirements and implementing an internal enforcement framework across all stores. To keep the business running smoothly, I work directly with state and local officials, contractors, and attorneys, bridging the gap between our internal goals and external regulatory standards.

The most useful skills and expertise required for this role include understanding local and state governmental processes and in-depth knowledge of regulations, beyond just cannabis-specific rules. It’s also important to have a strong attention to detail and thoroughness, effective communication skills, adaptability, the ability to multitask and context switch, and an aptitude for problem-solving and process building.

What are some examples of Michigan cannabis regulations that are costly or detrimental to cannabis businesses in the state? Why are those regulations in place to begin with?

A current example is the recent wholesale tax implementation. The weight of this tax impacts some licensees more heavily than others, but has overall put licensees through a whirl. It was put in place to meet specific state legislative and fiscal goals for infrastructure funding.

Beyond this tax, I would argue that the lack of clear, consistent cannabis regulation guidance and enforcement can be more costly to cannabis businesses than any specific regulation. When the first and even second adult-use administrative rule sets were published, the language simply could not address all the real-time experiences, issues, hurdles, and business adoptions that were occurring. Businesses are innovative and evolve rapidly, but the rule set remains static until legislative change occurs, which means the rules often fail to keep pace with the industry’s rate of growth and transformation.

When businesses seek clarification from the CRA and cannot find answers in the rules, they request guidance. The CRA team, tasked with enforcing what is written and addressing what is not, must then implement temporary solutions, which takes time. Licensees are left to make decisions they believe are most compliant, creating imbalances that can impact individual licensees and the industry as a whole.

What are the most common issues that cannabis businesses and owners usually have with the Michigan Cannabis Regulatory Agency? Why do those issues arise in the first place?

In our experience, a common challenge is getting direct answers from the CRA when those answers require rule interpretation or legal advice. Our entire operation is based on state cannabis acts and the administrative rule set. When planning an operational change, we cross-reference these documents to understand the guardrails for that change. While some rules are clearly written, others allow for multiple interpretations, which can drastically alter our operational decision-making.

The CRA will not rephrase the language to make the requirement more digestible or define how a rule should be applied to business operations. This is difficult because the lack of clarity delays the progress a business is trying to make on a change or resolution. Furthermore, it creates uncertainty regarding whether the operational plan has the CRA’s approval. They have, however, improved this process by providing “best practice guidance,” which offers clarification that extends from the ruleset and addresses some real-time issues licensees are facing.

During your time at The Fire Station, how have you witnessed the Michigan cannabis industry and shopper preferences change over those years? How have you and The Fire Station team adapted to those changes?

There has been definite evolution across all levels of the industry, from consumers to licensees, regulators, and regulations. While I primarily interact with regulatory trends, it’s clear that established brands have secured their long-term consumers, and new brands continue to find great success because consumers are always seeking out new favorite strains or concentrates produced by different growers and processors.

Our Purchasing Team ensures TFS is consistently adapting to these changes. With nearly 10 years of combined experience in understanding TFS consumer-product trends, our Purchasing Team actively strives to connect with vendors, identify new, quality products, maintain a stock of consumer favorites, and ensure our shelves are always well-supplied.

Given that so many Fire Station locations are in the Upper Peninsula of Michigan, do you think cannabis businesses in the UP have any advantage over the rest of Michigan? If so, what are those advantages?

The Upper Peninsula (U.P.) was a special and strategic place to found The Fire Station story and legacy. In addition to facing less competition, operating in the U.P. means increased local engagement and better opportunity to work directly with local officials. We also have a stronger platform to advocate for cannabis opt-in and provide the education that local officials need to make opt-in decisions for their municipalities. Since the beginning, we have worked diligently to positively influence the cannabis opt-in landscape across the U.P. Additionally, because the U.P. is less populated than downstate Michigan, retail stores are fewer, and we have built great relationships with the dedicated CRA inspectors who cover our region.

What are some notable ways that local township/municipality rules on cannabis have changed the operations of The Fire Station locations? Do certain counties in the UP have more strict rules on cannabis sales than other counties?

Customers are provided a similar experience at each TFS retail location in regards to culture, environment, products and services, and our amazing retail staff who will wow you with their product knowledge, kindness, and customer service. This consistency is possible because local regulations are similar across municipalities in the U.P. The one notable exception, however, is that a handful of municipalities do not permit curbside pickup or drive-through operations. This eliminates our ability to serve customers through those mechanisms, which are important for accommodating customers limited in their ability to shop in-store. Other than that, there are virtually no differences in the restrictions on core cannabis retail operations across the municipalities in which we operate. All municipalities enforce similar local regulations for retail operations concerning odor control, security requirements, surveillance footage retention, hours of operation, signage, and general compliance with state marijuana acts.

Zoning restrictions and application processes were the areas where the most attention and restriction were placed by municipalities. All municipalities designated specific zoning districts for cannabis establishments, and some implemented distance requirements from schools, churches, libraries, and daycares, which can create a challenge in finding suitable, available property. Finally, a handful of municipalities exercised a “limited licensing” structure that involved application grading rubrics, creating a competitive landscape for obtaining a license initially.

What are some exciting plans for yourself and The Fire Station team? How do you envision a federal rescheduling changing the rules and regulations of the Michigan cannabis industry?

The Fire Station is committed to sustaining successful operations at our current locations while also pursuing growth as expansion opportunities arise. The exciting part for me is playing a role on both ends: maintaining successful operations at our existing stores and performing the preliminary licensing work for new location projects. It is always rewarding to see a new TFS store open after months of backend administrative work has come to a close.

Federal rescheduling is anticipated to create overall beneficial opportunities for cannabis licensees. The primary benefit is that the 280E tax shield will no longer apply, allowing cannabis companies to experience a more normalized tax situation. Rescheduling will also open the door for increased investment, unlock restrictions on research, enable possible medical advancements, and promote more widespread knowledge, education, and targeted use of the plant. Furthermore, banking opportunities for cannabis companies may become more feasible, and criminal penalties may be reduced.

However, moving from Schedule I to Schedule III acknowledges that the drug has an “accepted medical use”, which introduces new federal regulations that did not exist for Schedule I. This new concept could be problematic for state cannabis programs. Under Schedule III, a drug can be dispensed via a valid prescription. This creates a conflict for states like Michigan because current state “certifications” for medical cards do not meet the federal requirements for a Schedule III prescription. Schedule III drugs must typically be FDA-approved and handled by DEA-registered pharmacies. Crucially, there is no federal pathway for “adult-use” of a Schedule III drug, meaning every recreational transaction would remain a federal crime even if the plant itself is no longer in the most restrictive category. The CRA submitted public comment to the DEA to express these concerns and proactively consider how the rescheduling will affect state legalized cannabis regulatory programs that are already in place.

Thank you for joining us, Jacie! For more information on The Fire Station Co., please visit its website.