Sean Arroyo, President of Nabis – Interview Series

Given the substantial size of retail cannabis harvest yields, especially from major multi-state operators, a platform to keep the many aspects of wholesale cannabis transactions organized and compliant is necessary. Luckily for those major producers whose production and retail numbers are higher than Snoop Dogg visiting Humboldt County, there’s a platform designed for those very operators. For a better understanding of this platform, mycannabis.com had the pleasure of speaking with Sean Arroyo, President of Nabis.

What inspired you to serve in the Marine Corps and National Guard? What were your regular position duties while serving, and where were some noteworthy places you visited during your enlistment?

My inspiration to serve came directly from 9/11. I watched the towers fall in person, and that moment defined my sense of duty. It drove me to enlist in the Marine Corps and later continue in the Army National Guard. My role required the resilience, discipline, and adaptability that only a small fraction of candidates are able to demonstrate. Duties ranged from leading teams in high-pressure environments to executing mission-critical operations where precision and teamwork were non-negotiable. I deployed abroad in support of Operation Iraqi Freedom, which exposed me to high-stakes environments and shaped my lifelong perspective on leadership and service.

What subjects did you study while receiving your degree from George Mason University? How would you say that degree prepared you for working in all the diverse industries that you have?

I received my first degree from Centenary University, where I studied business and economics. That education gave me a strong foundation in understanding both how businesses operate internally and how broader economic forces impact them. From the accounting measures that guide day-to-day decision-making to the way macroeconomic trends shape long-term strategy, I built a perspective that applies universally across industries. Beginning my civilian career in banking and finance further solidified this knowledge, giving me practical experience that I’ve carried into every role since.

I am also currently studying conflict analysis at George Mason University to deepen my understanding of why conflict exists and how we can better resolve disputes to promote peace internationally. I find this knowledge valuable in my day-to-day leadership, and I hope to one day return to public service and use these insights to make a broader impact on global conflict resolution and peacebuilding.

What roles did you hold with Veritas Coffee Co. and Heritage Brewing Co.? How did you expand and help strengthen those brands and their operations?

As founder of Heritage Brewing Co and co-founder of Veritas Coffee Co, I wore multiple hats: operator, strategist, marketer, and cultural leader. At Heritage, I took the company from an idea to a regionally recognized brand with multiple locations, sustained double-digit growth for over five years, and national media coverage. At Veritas, the focus was on creating a strong brand identity and operational discipline from the ground up. In both ventures, I strengthened operations by building systems for scale, curating memorable customer experiences, and fostering strong brand loyalty. These entrepreneurial chapters taught me how to build culture and operations that could stand the test of rapid growth.

I’m pretty sure you’re the first person I’ve interviewed who’s worked previously at Lime. How would you say that the successful marketing and expansion of a temporary bike rental company is different from other businesses, and what were some accomplishments you celebrated with the company?

Lime presented a unique challenge: creating operational and cultural alignment in a business model that was both temporary and hyper-localized. Unlike traditional businesses, success wasn’t just about scale, it was about speed, adaptability, and trust at the community level. I led teams across the Americas, APAC, and EMEA, launching and integrating new business lines, including the global integration of Uber’s JUMP e-bike business. A key accomplishment was driving a 15% increase in global gross bookings in just four months. Before that, I led operations across 38 U.S. states, managing 500+ employees and delivering the company’s first profitable region worldwide. The pace, complexity, and diversity of stakeholders made this role unlike anything else I’ve done.

What were your regular job duties as Vice President of Operations for Nomi Health, and how did you manage such a large network of providers across so many states?

At Nomi Health, I served as VP of Operations (Head of Care), overseeing 200+ sites across 13 states and a team of more than 2,000 people. My daily responsibilities included coordinating operations and clinical functions, managing supply chains, and ensuring consistent execution across a massive footprint. Within my first 90 days, I reduced operating costs by more than 100%, streamlined supply chain management for $200M+ in equipment and materials, and optimized the operations responsible for over 90% of corporate revenue of more than $500M. The key to managing such scale was fostering a culture of accountability, speed, and adaptability, which allowed thousands of people to execute seamlessly toward shared goals.

After such an illustrious career in so many startups that became household names, what professionally interested you about working for a cannabis wholesale platform? Did you have any initial concerns about joining the Nabis team given cannabis’ prohibited federal Status?

After years of working in industries like mobility, healthcare, and brewing, I was drawn to Nabis because it represented another high-growth, complex challenge in an emerging industry with massive potential. Cannabis brings unique obstacles, particularly its prohibited federal status, but I saw that as an opportunity to demonstrate how disciplined operations and strategic leadership can create value even in the most complex regulatory environments. I’ve never been one to shy away from a challenge, and this was no exception. 

How does the Nabis platform assist wholesale cultivators and expedite the sales process for those wholesale cultivators and wholesale buyers alike?

Nabis serves as the backbone of the cannabis wholesale supply chain. For cultivators and brands, the platform streamlines everything from order management to fulfillment, compliance tracking, and last-mile logistics. This allows them to focus on building their product and brand while Nabis takes care of the operational heavy lifting. For wholesale buyers, Nabis provides a centralized marketplace with transparent pricing, real-time inventory visibility, and guaranteed compliant delivery. By removing friction on both sides, the platform accelerates the sales cycle and helps ensure that cannabis products move quickly, efficiently, and securely from cultivators to retailers.

Because Nabis operates in multiple states, how does the platform ensure that all its operations are conducted in compliance with the relevant state regulations?

Compliance is at the core of our business model. The cannabis industry is unique in that regulations vary widely state by state, and failure to comply can put entire operations at risk. Nabis invests heavily in compliance infrastructure by integrating with state tracking systems like METRC and others, embedding regulatory rules into our technology, and maintaining dedicated compliance teams in each market we operate in. By making compliance a built-in feature of the platform rather than an afterthought, Nabis ensures that every product we touch is handled, documented, and delivered according to state-specific laws.

Since Nabis offers a wide range of services through the platform, what are some common issues that often arise for the brands and clients you work with?

Like any fast-moving, high-growth industry, cannabis brands face challenges around supply chain volatility, forecasting demand, and adapting to changing regulations. At Nabis, we often help clients address issues such as unexpected inventory shortages, shifting retail requirements, or compliance updates that affect labeling, packaging, or distribution timelines. Another recurring theme is cash flow management, since federal banking restrictions make payments more complicated. Our role is not just to provide services but to act as a true partner by helping brands anticipate these hurdles and navigate them with as little disruption as possible.

What are some exciting future plans for Nabis? If cannabis is federally rescheduled to Schedule III, how would that change the Nabis platform and your operations?

Looking ahead, Nabis is focused on expanding its footprint, deepening its technology capabilities, and building a more seamless end-to-end experience for brands and retailers. That includes greater automation, advanced analytics, and financial tools to help brands grow sustainably.

If cannabis is rescheduled to Schedule III, it would be a historic shift. Federal rescheduling would open the door for interstate commerce, access to traditional banking services, and a reduction in the heavy tax burdens currently placed on cannabis companies. For Nabis, it would allow us to expand our platform nationally, operate more efficiently across state lines, and unlock new opportunities for our clients. In short, it would accelerate our mission to make the cannabis supply chain as professional, compliant, and scalable as any other consumer packaged goods industry. 

Thank you for joining us, Sean! For more information on the Nabis platform, please visit its website.