Stefanie Michels, Vice President of Marketing at Dialed In Gummies- Interview Series

While studying Public Relations at Wayne State University, what were the most useful courses you took?  Even though it was a number of years before Michigan legalized cannabis, what courses became the most worthwhile?

While my education provided a solid foundation, the most valuable lessons came from working in the field while I was in college. I gained hands-on experience as a brand ambassador for organizations like the Detroit Pistons and Red Bull, and those opportunities really shaped the direction of my career. A degree is important and certainly opens doors, but the real value came  from applying what I was learning in real-world marketing environments.

Why is sports marketing in particular such a unique field of marketing? And what were some clever ways that you built the Red Bull brand in that specific field?

Not every brand naturally fits within sports marketing. The companies that do it well, like Red Bull, Nike and Adidas, have products that authentically connect with athletes and active lifestyles. That’s what makes sports marketing so unique. There must be a genuine connection between the product and the consumer’s needs.

Cannabis has a similar opportunity. While it’s still working to overcome stigma in mainstream sports, there are clear connections through recovery, relaxation, sleep and even focus, depending on the cannabinoid profile. Success comes from demonstrating how the product fits into consumers’ lifestyles authentically.

At Red Bull, we built the brand by creating authentic connections with athletes and sports communities through strategic partnerships, memorable experiences and meaningful consumer engagement. Every effort reinforced Red Bull’s connection to performance, energy and active lifestyles.

What were some special and/or iconic events you attended as part of your job? With all the big events that Red Bull sponsors, I would imagine you’ve been to many interesting places.

I managed the New England and upstate New York markets for Red Bull, so I had the opportunity to work at some incredible destinations.

My favorite experiences were our mountain resort partnerships throughout the northeast. The ski and snowboard tourism culture in the Northeast is completely different from what you see out west, and it was exciting to be immersed in that community.

One of the most memorable events was Red Bull Crashed Ice at Fenway Park. Watching athletes race downhill on ice skates through a custom-built course inside one of America’s most iconic stadiums was unforgettable. It was an incredible production that brought together Red Bull’s adventurous spirit and world-class event marketing.

What caught your professional interest about working in the cannabis industry? After many productive years with Red Bull, what opportunities did you envision in the cannabis industry that may not have been possible in the previous industry you worked in?

As a marketing professional, I believe you have to be genuinely passionate about the brands you represent. Marketing is both strategic and creative, and that passion fuels your best work.

At Red Bull, I was surrounded by high-energy sports and culture during an exciting stage of my career. As I grew professionally, I was looking for another pioneering industry where there was room to innovate and help shape the future.

Cannabis felt very similar to Red Bull in its early days. It was an emerging industry with tremendous opportunities, an entrepreneurial mindset, and countless opportunities to build brands from the ground up. That combination made the transition feel like a natural fit.

How did your roles with JARS Cannabis provide you with first-hand experience of working in cannabis retail during the first few years of the Michigan industry’s existence? What were some of the largest changes from the Cannabis Regulatory Agency that you had to roll with during those first few years?

Joining JARS gave me a front-row seat to the early growth of Michigan’s regulated cannabis industry. When I came on board, the company had only a handful of dispensaries and was still defining its identity. I had the opportunity to help build the marketing function from the ground up from developing brand guidelines and establishing our voice, to creating marketing strategies while the industry itself was still taking shape.

Those early years required constant adaptation, especially in advertising and marketing, as regulations were frequently updated.

It wasn’t uncommon for a campaign or tactic to be compliant one week and require significant changes the next. Success depended on being agile, creative and always willing to adjust while keeping the customer experience and the brand at the center of every decision.

What made that possible was the culture we built as a company. We embraced change, collaborated across teams, and viewed evolving regulations as opportunities to think differently rather than obstacles. That mindset allowed us to continue innovating while staying compliant and building meaningful connections with customers. Looking back, I’m proud to have been part of the team that helped grow JARS from a small regional retailer into one of the most recognizable cannabis retail brands, expanding to dozens of locations across multiple states.

What are your regular duties, and some lesser-known duties as well, of your role as VP of Brand and Retail Marketing for Dialed In? How does your prior experience with both JARS and Kiva Brands give you a greater understanding and advantage in connecting with consumers?

I’ve only been with Dialed In for a few months, but my primary focus is commercializing the brand as we continue expanding beyond Colorado. My previous experience with both JARS and Kiva taught me how to scale brands while maintaining authenticity, something that’s increasingly important as cannabis becomes more mainstream.

Throughout my career, I’ve enjoyed working in emerging industries where there isn’t an established roadmap. That entrepreneurial mindset, combined with the brand-building principles I learned at Red Bull, has helped me adapt and contribute everywhere I’ve worked.

What are some notable examples of the effort that Dialed In puts into their production process? How do those efforts benefit individual consumers?

Rosin is really the defining difference. I often compare it to orange juice. Distillate is like juice made from concentrate. It’s processed, and flavors are added back later. Rosin is like freshly squeezed orange juice. It’s extracted directly from the plant without relying on additional processing.

That commitment to quality carries through to the finished product. We don’t coat our gummies in sugar, the texture is different from many competitors, and consumers recognize Dialed In as a premium rosin gummy brand because of the attention we give to every step of the process.

From your experience speaking with regular consumers of Dialed In’s products and edibles in general, why do they prefer rosin-based gummies instead of the more common distillate-based gummies?

Consumers who choose rosin products often appreciate the more natural extraction process and the premium experience that comes with it. They’re looking for a product that preserves more of the plant’s original characteristics, and that’s what sets rosin apart from many traditional distillate products.

What are some notable plans for the future for both yourself and Dialed In?

One of the things I’m most excited about is continuing to build integrated marketing campaigns that create memorable moments for consumers. At Dialed In, we don’t want to simply launch another limited-edition product. We want every product drop to tell a story and connect with consumers in a meaningful way.

We’ve brought that philosophy to life through activations like Golazo, our soccer-inspired campaign celebrating the excitement and global energy surrounding the World Cup, and Summer Set, a music-themed activation that highlights Colorado’s independent music scene through artist collaborations, curated playlists, exclusive merchandise and live experiences. 

Looking ahead, we’re also developing campaigns around cultural moments like Americana 250, creating opportunities to connect our products with experiences consumers are already excited about.

The goal is to create fully integrated campaigns that combine public relations, social media, digital marketing, retail activations, influencer partnerships and on-the-ground experiences. Those touchpoints work together to build lasting connections with consumers while reinforcing what makes Dialed In different from other brands.

How do you envision the partial federal rescheduling of cannabis impacting the edibles market? Do you think edibles have a faster path to federal normalcy and widespread usage over flower or concentrates?

If you look at what’s already happening in the hemp market, you’re seeing beverages and edible products entering traditional retail channels, including grocery and convenience stores. That provides a glimpse into where cannabis could eventually go.

I believe edibles and beverages have a strong opportunity as the industry evolves because they’re familiar consumer packaged goods that fit naturally into many consumers’ lifestyles. As regulations continue to develop, these formats have the potential to introduce new consumers to cannabis in ways that feel approachable and accessible.

Thank you for joining us, Stefanie! For more information on Dialed In, please visit its website.