Meredith Buettner Schneider, Executive Director of Pennsylvania Cannabis Coalition – Interview Series

When it comes to which states will possibly legalize recreational cannabis in upcoming years, many industry experts hypothesize that Pennsylvania may be one of the next to make such a move. However, there are definitely roadblocks within the Pennsylvania Legislature and elsewhere that may be preventing adult-use legalization.

For a deeper look into cannabis reform and possible legalization in the Keystone State, mycannabis.com had the pleasure of speaking with Meredith Buettner Schneider, Executive Director of the Pennsylvania Cannabis Coalition.

What major subjects did you study at Villanova, and how did those studies provide you with a better understanding of law and policy?

At Villanova, I earned my Bachelor of Arts in Political Science and my Master of Public Administration. Political Science gave me a strong foundation in political institutions, public policy (PPHC ) theory and the legislative process. I learned not just government is supposed to work, but how political dynamics shape outcomes behind the scenes.

My MPA sharpened that understanding into practical application — budgeting, regulatory systems, and public-sector leadership. That degree helped me understand how agencies implement laws after legislation passes. In cannabis policy especially, that distinction matters. Passing a bill is only step one — implementation, rulemaking, and oversight are just as critical. Villanova gave me both the theoretical and operational lens I use every day.

When did you first start working with political campaigns? How different was the process of starting a political campaign and subsequent fundraising back in the late 2000s/early 2010s than it currently is?

I worked on my first campaign during my junior year at Villanova – it was a contested Congressional race that ended in a loss but it taught me so many lessons that I carry with me today – I truly believe everyone should spend at least one semester working on a political campaign. I made brief stops doing constituent services for a state senator and then served in membership and government affairs roles at a regional chamber of commerce while completing my masters. Upon graduation, I joined a congressional campaign – for the same seat that was now open. After a victory and sending the Congressman to Washington, I assumed the role of finance director and full-time campaign staff while also serving other clients in Southeastern Pennsylvania.  

Fundraising in the late 2000s and early 2010s was much more relationship-driven and event-centric. Digital fundraising existed, but it was nowhere near as dominant as it is today. Campaigns relied heavily on in-person events, call time, PAC outreach, and traditional donor networks.

Today, digital infrastructure, small-dollar online fundraising, and data analytics play a much larger role. The speed of fundraising cycles has accelerated. Social media can drive fundraising momentum almost instantly. But one thing hasn’t changed: relationships still matter. The fundamentals of trust, credibility, and consistency remain the backbone of successful fundraising.

What were some noteworthy campaigns and PACs/organizations that you raised funds with/worked with?

I served as Finance Director and Deputy Finance Director for a Congressman serving on the Ways & Means Committee, overseeing a multimillion-dollar finance plan. I also worked extensively with local, state, statewide and federal candidates, raising tens of millions of dollars over the course of my consulting career. Each campaign interacted with a variety of PACs and organizations. I am proud that the candidates I worked for supported a broad range of issues – this helped me build relationships across sectors while providing me insight into how advocacy organizations and campaigns coordinate policy messaging, compliance, and donor strategy at scale.

From your years as a political fundraising consultant, what were the most successful overall strategies you took for raising funds? Did the strategies change depending on the elected official or political issue?

The most successful strategy was always building authentic relationships. Fundraising isn’t transactional — it’s relational. Donors invest in trust, vision, and leadership.

Strategically, that meant:

• Building disciplined call-time systems
• Developing layered event strategies (small, targeted gatherings as well as larger receptions)
• Maintaining strong PAC relationships
• Clear, consistent messaging around policy priorities

Yes, strategies absolutely shifted depending on the official and the issue. A federal campaign required broader geographic outreach and larger PAC coordination. A local or issue-based effort required more targeted messaging and community-based engagement. The donor universe and political climate always dictated the approach. I approach advocacy in my current role in a similar fashion – evaluating the strategy for each policy or project against the political environment.

What interested you about the role of Executive Director for Pennsylvania Cannabis Coalition? Did you have aspirations to work in cannabis advocacy prior to joining?

What drew me to the Executive Director role was the same thing that initially sparked my interest in cannabis — the intersection of human impact and complex public policy. As Pennsylvania’s medical program continued to evolve, it became clear that the industry needed thoughtful, steady leadership to help guide its next chapter.

Cannabis is unique because it sits at the crossroads of healthcare, public safety, taxation, economic development, and regulatory oversight. It’s not just about building an industry; it’s about building a responsible framework that affects patients, businesses, and communities across the Commonwealth. That level of complexity — and the opportunity to help shape something foundational — was incredibly compelling to me.

While I didn’t originally set out with a specific goal of working in cannabis, Cannabis advocacy brought together everything I’ve worked on throughout my career — government affairs, stakeholder engagement, and coalition-building — in one of the most dynamic policy areas in Pennsylvania.

How does the organization continuously advocate for reform even when the Legislature isn’t in session?

Advocacy doesn’t stop when session ends. In many ways, the “off-season” is when the most important groundwork happens.

We:

• Maintain regular dialogue with legislators and staff
• Engage regulators on rulemaking and implementation
• Draft policy proposals and technical amendments
• Coordinate stakeholder coalitions
• Analyze fiscal and public health data
• Educate local governments and community groups

Policy development is a year-round process. By the time a bill is introduced, much of the substantive work has already happened behind the scenes.

How would you describe the current medical cannabis market in Pennsylvania? What needs improvement?

Pennsylvania has one of the more robust and structured medical programs in the country. It has stringent regulatory oversight and consistent patient participation.

That said, improvement areas include:

• The creation of a cannabis control board
• Continued modernization of regulations
• Greater operational flexibility for licensees
• Expanding patient access 

Stability and predictability are essential. Operators need a policy environment that allows responsible reinvestment and job growth.

From a political standpoint, what is standing in the way of recreational legalization?

It’s not a simple yes-or-no support issue. Public opinion polling often shows support for adult-use legalization. The challenge is legislative alignment.

Factors include:

• Differing views between House and Senate leadership
• Debate over regulatory structure
• Taxation levels and revenue allocation
• Law enforcement and public health considerations
• Broader political timing and election cycles

It’s less about whether it will happen and more about how and when consensus can be reached on structure.

When do you predict Pennsylvania will have a recreational marketplace? What would need to happen legislatively?

Prediction is always tricky in politics. For adult-use legalization to happen, there would need to be:

• Clear bipartisan agreement on regulatory structure
• Agreement on taxation and revenue distribution
• Alignment between legislative leadership and the Governor
• A defined transition framework for existing medical operators

Once there’s structural consensus, the legislative process can move relatively quickly. The groundwork — policy drafting, fiscal modeling, stakeholder engagement — is already being actively discussed.

What are some exciting future plans for yourself and PCC?

For PCC, the focus remains on strengthening Pennsylvania’s cannabis framework — modernizing regulations, ensuring financial sustainability, and preparing thoughtfully for adult-use expansion.

Personally, I’m focused on continuing to build bridges — between industry and regulators, lawmakers and operators, and policymakers and communities. The cannabis industry in Pennsylvania is still evolving, and the next chapter will be about stability, professionalism, and smart growth.

We’re positioning the Coalition to remain the authoritative voice in that conversation.

Thank you for joining us, Meredith! For more information on Pennsylvania Cannabis Coalition, please visit its website.