Vanessa Yee-Chan, CEO and Founder of Alta – Interview Series

Going from commercial real estate in the bustling metropolis that is Manhattan to owning and operating a popular dispensary in one of the newest cannabis markets isn’t a common career path, but it’s the very path that Alta Dispensary founder Vanessa Yee-Chan took. Being one of the first dispensaries catered toward female cannabis consumers and patients, Yee-Chan wholesomely operates Alta Dispensary in the very same commercial property that her grandparents purchased after fleeing Mozambique in the 1970’s, adding successful business to proud and deep family lineage in the process.

What first got you interested in cannabis as a whole, and how did it assist you prior to joining the industry?

In 2020, during the pandemic, my family’s primary real estate property faced significant challenges as many of our commercial tenants struggled to pay rent. Knowing that cannabis legalization was on the horizon in New York for 2021, I began researching the industry and the possibility of opening a retail dispensary to fill one of the vacant spaces and help sustain the building. This property holds deep personal significance to my family—it was purchased by my grandparents after fleeing Mozambique as refugees, and it’s a place steeped in both history and community. I wanted to create a business that would honor and preserve my family’s legacy.

Cannabis entered my life in my late thirties as a solution for sleep and anxiety issues, which I manage through micro-dosing. This personal experience with cannabis, combined with my desire to keep the building thriving, led me to envision a store that could both educate and support wellness, particularly for women. I wanted to create a welcoming space for new cannabis consumers and offer products that promote wellness and mindfulness.

What subjects did you study at NYU, and how did those subjects later become useful when working in the cannabis industry?

I earned my BS in Communications and went on to work at a public relations firm specializing in beauty brands. This experience was invaluable in developing my marketing and event planning skills, which have been crucial in my other business—a custom children’s playspace with a focus on birthday parties. Those same skills have translated directly into my dispensary, where community building and cannabis education are at the core of what we do. We host several events each month, and my background has been key in creating seamless, engaging experiences that resonate with our customers.

What were the defining moments that led to you wanting to run a cannabis business, and why did you pick the name Alta? Did you have initial worries about joining an industry that’s still so young overall?

Being new to the cannabis industry, I knew I had to actively network to gain a foothold. I began attending free industry events across New York and eventually joined the Cannabis Association of New York in 2022, where I worked on policy advocacy to help shape favorable regulations for small business entrepreneurs like myself. Through this, I became the NYC Regional Chair and organized over a dozen events and webinars to support small business owners. These efforts allowed me to connect with industry leaders, expand my network, and establish myself in the New York market. The events were crucial in helping me understand the cannabis landscape, and they also gave me the confidence to move forward with opening my own business, as I learned about both the risks and opportunities, which eased my concerns.

The name Alta holds special meaning for me—it’s a tribute to my Portuguese heritage. My family hails from Mozambique, a former Portuguese colony, and they spoke Portuguese growing up. They were a part of a small Chinese community in Mozambique that lived there for generations. My family had deep roots in the country before fleeing in the 1970s as refugees and settling in the U.S. The building that Alta now occupies was the very first building they owned in New York, making it a powerful symbol of both our journey and our legacy.

How would you describe the process of applying for and acquiring a cannabis license in New York State? How does it compare to the licensing process of other states?

Talking to other applicants and licensees, it’s clear that everyone has faced their own unique challenges in the application process. Even with my own application, I encountered numerous obstacles and had to prove that the OCM made errors. It’s ultimately the responsibility of the licensee to address any inaccuracies in denials or deficiencies, and sometimes that means navigating the system and talking to the right people to get approval. Unfortunately, the OCM doesn’t always respond in a timely manner, and I’ve seen some licensees with deeper pockets hire attorneys and lobbyists to push their applications through. While that shouldn’t be how it works, it’s unfortunately the reality of the situation.

What were the first few weeks of running Alta like, and what were the initial issues you faced in running your business? What is the general consensus among New York cannabis businesses when it comes to working with the Office of Cannabis Management?

 The first few weeks were focused on marketing and expanding our product offerings. We started with less than half of our maximum capacity for SKUs, using customer feedback to help curate the remaining selection over the next several weeks. It was also a time of balancing work schedules, standardizing our processes, and training our staff to effectively interact with customers. Since our store has an interactive element to the displays and no kiosks, it was crucial that the team understood how to engage with the space and provide a personalized experience.

I’d say the biggest challenge in working with the Office of Cannabis Management (OCM) was actually securing the license. Once we were licensed and operational, the ongoing interaction is minimal—mainly limited to submitting our weekly reports. Any compliance-related questions are typically addressed quickly by the OCM, so after the initial licensing phase, things become more streamlined.

What concerns and problems do cannabis businesses in New York City have to face that businesses outside of the city don’t have to?

The biggest challenge we face is market saturation. There are other dispensaries just outside our 1,000-foot radius, so standing out in terms of target market and store aesthetic is crucial for differentiation. Our next challenge comes from Curaleaf, a multi-billion-dollar conglomerate, which is seeking to bypass our proximity protection—about 600 feet away on the same block—and open a massive 12,600-square-foot store. I, along with other nearby dispensaries, are actively working to oppose their application with the OCM and the Community Board.

Outside of the city, single dispensaries have the advantage of covering entire towns with just one or two dispensaries, making them the dominant player with little to no competition in those areas. The next dispensary is often a 30-minute drive away, so they have a unique edge in those markets. But here in New York City, the competition is much tighter, and we need to work even harder to make our brand stand out.

When it comes to the boroughs of NYC and their individual cannabis businesses, what advantages does Manhattan have over the other boroughs?

Tourism is our biggest advantage. In the outer boroughs, transportation isn’t as centralized or accessible, making it harder for tourists to get around. In contrast, Manhattan offers easy access for visitors, with a dense network of subway lines and walkable streets that make it convenient to reach destinations. Plus, Manhattan is home to a higher concentration of popular tourist spots, so it’s easier to attract foot traffic and draw in visitors from all over.

How does Alta focus on female consumers of cannabis in both its operations and catalog of products?

We designed our store to feel like a boutique, with custom interactive jars for each product, allowing customers to experience the full range of scents—everything from the flower to the flavors of the edibles. Our layout is mood-based, with five categories: Sleep, Chill, Relief, Focus, and Vibe. We guide customers through their cannabis journey by asking them what they want to achieve, encouraging intentional and mindful use. Every SKU we carry is on display; we don’t stock anything that isn’t visible to our customers.

Our budtenders are trained to conduct mini consultations with each visitor, as we don’t use kiosks. We offer a range of THC products, from low to high potency, to cater to those who micro-dose, as well as a variety of CBD options. This ensures that we provide access to all aspects of the cannabis plant, so customers can choose products based on their needs and level up when ready. Education is a core value for us—we feature signage and displays that explain key concepts like the endocannabinoid system, the differences between THC and CBD, and the role of minor cannabinoids. Plus, we include a beginner’s guide to dosing with every purchase to help customers feel informed and confident about their usage. We’re focused on catering to the new cannabis consumer who’s exploring the market for the first time in this emerging New York landscape.

What are your duties with the Cannabis Association of New York, and how does the organization strengthen the New York industry? What are some major areas of improvement for the industry?

I often organize free industry events to encourage members to sign up and engage in discussions about policy and regulations. We also hold an annual lobby day to advocate for a legislative agenda that benefits the industry as a whole. The organization plays a vital role in strengthening the New York cannabis market by bringing together a diverse range of industry operators—from growers to manufacturers to retailers—to discuss big-picture policies that impact us all. It also provides a platform for us to offer constructive feedback to the Office of Cannabis Management (OCM) to help shape their regulations.

One of the current hot topics is the OCM’s decision to issue proximity protection waivers based on public convenience. These waivers could lead to market oversaturation, which is a major concern. The issue with the regulations right now is that they are constantly changing, which has led to financial losses for both licenses that have yet to open and those, like mine, that are already operational.

How do you envision a federal rescheduling from Schedule I to Schedule III changing both Alta and the greater New York cannabis industry as a whole?

Rescheduling cannabis to Schedule III would come with its own set of challenges. For one, it could open the door for the pharmaceutical industry to exert significant influence over cannabis product development and pricing, potentially making cannabis medications less affordable and less accessible. Additionally, recreational cannabis use would still remain illegal under federal law, which could create legal complications for individuals in states where recreational use is legal. While rescheduling to Schedule III would acknowledge cannabis’ medical benefits, it would also impose stricter regulations than what currently exists in states where it is legal for medical or recreational use. On the positive side, it could remove the restrictions imposed by IRS Section 280E, allowing businesses to deduct ordinary business expenses, which would be a significant relief for operators like us.

Thank you for joining us, Vanessa! For more information on Alta Dispensary, please visit its website.