Jane Modisett, National Sales Manager of TALARIA – Interview Series

Like most American industries, efficient and accurate delivery and transportation logistics for cannabis products are of the utmost importance. Given the exorbitant costs of some cannabis products, the specific conditions they need to be transported under, and the strict regulations that surround every cannabis delivery, there are clearly many factors that go into successful and compliant deliveries. To gain a deeper understanding of these logistics and what goes into ensuring proper and safe deliveries, mycannabis.com had the pleasure of speaking with Jane Modisett, National Sales Manager of TALARIA.

So what subjects did you mainly study at Penn State, and what courses would you say most prepared you for your career in sales and marketing?

At Penn State, I completed all the core courses required for a business degree. One class that really stood out to me was Business Writing. I was the only student in the class to receive a perfect score on our final business plan report. Writing my own business plan helped me truly understand what goes into running a business—from operations to financials. That experience gave me a solid foundation in key concepts like COGS and EBITDA, which proved incredibly valuable once I entered the workforce.

What interested you about working for PepsiCo (PEP ), and what do you feel were the most useful parts of your internship program?

During my internship, I had the opportunity to work with inner-city CPG stores in Harrisburg, PA. What initially drew me to PepsiCo was the chance to work with such a well-known brand and gain real-world experience in the field. The most valuable part of the program was learning how to confidently walk into a store, ask the right questions, and walk out with meaningful insights. I quickly realized that it’s not just about speaking to a store manager—it’s about listening to everyone, including the employees on the floor, who often have the most accurate pulse on day-to-day operations.

Since PepsiCo is such a large company with so many famous brands under its umbrella, how did the marketing/sales needs of each brand change based on either the brand or product type?

Like with any sales role, it all comes down to understanding your customer’s specific needs. For example, you’re going to sell far more Gatorade and Aquafina to a golf course than soda. While you can include some complementary products, the key is knowing what the customer truly needs and leading with that. Each account requires a tailored approach—different brands and product types serve different purposes, and recognizing that is essential to driving value and building long-term partnerships.

After a number of years at Pepsi Co., did you have any professional concerns about leaving such a massive conglomerate for a cannabis company? Even for a company the size of Trulieve, did you still have reservations about working in cannabis, given the federal status and inconsistent state-by-state legality?

PepsiCo is a safe and stable environment—you often see people stay there for 20 to 30 years. They treat their employees well and foster a culture that makes it easy to build a long-term career. That said, the opportunity in cannabis was exciting. Maryland’s market was just getting started, and I saw a chance to get in early and make an impact. I was also a medical patient myself and experienced firsthand how much cannabis helped me. That personal connection made the decision easier—I wanted to be part of an industry I genuinely believed in and help others the way it helped me.

While with Trulieve, what were your regular and lesser-known duties? How did you accurately discover what sales/marketing strategies were most successful versus not as successful?

Some of my regular responsibilities included market visits with account managers, forecasting inventory, and working closely with the cultivation and production teams to ensure feedback from dispensaries was communicated back to the grow. But like anyone in cannabis knows, especially in a management role, you wear a lot of hats. I often helped with pop-ups, assisted with deliveries, and even packaged product when needed to make sure our sales team had what they needed to succeed.

When it came to sales and marketing strategies, collaboration with brand managers was critical. Understanding the brand story and the intended target market helped guide how we positioned products. If you don’t align the sales approach with the brand’s identity and the right consumer demographic, the product won’t move—and it’ll end up sitting on shelves. Strategy starts with knowing your audience and building from there.

Even with the many issues that the cannabis industry and products face regarding marketing/sales, what similarities are there between successful marketing for cannabis and successful marketing strategies for food/beverage brands?

One major similarity is the importance of knowing your target customer. In CPG, every product launch is backed by a clear understanding of who the product is for, and marketing campaigns are designed specifically around that audience. For example, you don’t see soda brands heavily targeting athletes—you see water and Gatorade promoted at sporting events because those brands are built with that consumer in mind.

In cannabis, that level of precision is often missing. There’s sometimes an assumption that every dispensary should carry the full suite of products, without taking into account the local consumer base. Successful cannabis marketing starts with the same fundamentals: know your audience. Consider the demographics and geography—are you in a college town? Then focus on affordable, ready-to-use products. Are you in a suburb? Then market discreet, premium products that appeal to parents or professionals. Just like in food and beverage, success comes from tailoring your strategy to the right consumer.

What goes into your current role with Talaria, and how does the company assist cannabis brands with distribution? How do you address worries and problems that clients may have about the cannabis distribution and delivery process?

My role at Talaria is full cycle—I manage everything from new sales and onboarding to ongoing support through weekly check-ins. When a partner signs on with Talaria, they’re not just getting a delivery service—they’re getting a dedicated point of contact. I make it a priority to be highly available for any questions, concerns, or feedback. Our partners are trusting us with a critical part of their business—getting their products into the hands of customers—so it’s essential they feel supported every step of the way.

Talaria helps cannabis brands by providing a reliable, secure, and compliant distribution solution. We hold regular touchpoints to review operations, flag any slow-moving products, and plan ahead for peak periods like holidays or end-of-month rushes.

If a client raises a concern—whether it’s a delay, a paperwork issue, or a driver interaction—we act immediately. We don’t let problems linger or escalate. Our goal is to maintain open communication, solve issues quickly, and ensure that our partners continue to feel confident outsourcing this piece of their operation to us.

How does Talaria alter and customize its vehicles and services offered based on the cannabis business type that is being serviced or the product types that are being distributed? What have been some of the most specific services and transportation conditions that have been requested?

Talaria outfits its vehicles to meet the strictest regulations of the states we operate in. By building to the highest regulatory standards—whether it’s camera systems, GPS tracking, or security locks—we ensure our fleet is compliant and versatile across multiple markets. This approach allows us to deploy vehicles efficiently across state lines when regulations permit, while always maintaining top-tier security and compliance.

We also tailor our fleet to meet specific product requirements. For example, we utilize freeze-capable vehicles to transport fresh frozen flower for cultivators. This ensures temperature-sensitive products maintain quality throughout the supply chain. Whether it’s handling delicate concentrates, bulk wholesale transfers, or high-volume retail shipments, Talaria’s services are built to adapt to the needs of our partners and the specific demands of their products.

Because the regulations surrounding cannabis distribution and deliveries are always strict but can change slightly based on the state, how does Talaria ensure that all deliveries stay compliant with the existing regulations?

Before entering any new market, Talaria conducts a thorough review of the state’s cannabis regulations to ensure our operations are fully compliant. We assess whether our current systems meet the requirements—and if they don’t, we determine how to adapt accordingly.

For example, in New Jersey, we operate under a wholesale distribution license, which allows us to pick, pack, and store products at our warehouse before dispatching them the next day. In contrast, Pennsylvania regulations require all products to be delivered to a dispensary the same day they’re picked up. If a delivery is rejected, the process for handling the return also differs by state—NJ allows us to bring the product back to our warehouse, whereas in PA, the product must be returned to the original grower or processor. That means if we’re delivering in Philadelphia but the G/P is located in Pittsburgh, our team must drive the product all the way back that same day.

By staying informed, flexible, and deeply familiar with each state’s specific rules, Talaria ensures that every delivery is handled with full compliance and operational integrity.

If a federal reform of cannabis is implemented and interstate deliveries of cannabis aren’t prohibited by federal law anymore, how do you envision that would impact Talaria’s operations and large-scale cannabis deliveries as a whole? Would interstate deliveries become as-needed a service as intrastate deliveries?

Federal reform allowing interstate cannabis deliveries would be a game changer for the entire industry, especially for transportation. In states like West Virginia, where neighboring states are just minutes away, we currently have to add 2–3 hours to delivery routes just to remain within state lines. That creates inefficiencies and increased costs for both operators and transporters.

With interstate commerce, Talaria could help customers shift inventory across state lines, balancing oversupply in stagnant markets with demand in more active ones. This flexibility would be critical in improving overall market dynamics and helping brands grow more sustainably.

Operationally, Talaria would be able to reduce costs, streamline routes, and support broader distribution strategies for our partners. The ability to move product between states wouldn’t just be convenient—it would be essential for long-term scalability and national brand expansion. It’s not just a win for us—it’s a win for the entire supply chain.

Thank you for joining us, Jane! For more information on TALARIA and its services, please visit its website.