Chris Day has spent his career at the intersection of storytelling, strategy, and social impact. After decades in media, PR, and marketing, he brought his expertise to the cannabis industry—drawn by its potential to right historical wrongs, drive sustainable innovation, and redefine global wellness. As co-founder of the Global Cannabis Network Collective and a key voice behind Cannabis Means Business, Day now helps cannabis leaders navigate complex markets, build lasting brands, and prepare for international expansion. In this interview with Ganjapreneur, he discusses the urgent need for U.S. reform, what sets New York’s cannabis market apart, and why true success in this space demands not only resilience—but a willingness to think globally and act with purpose.

Read the full interview:

Ganjapreneur: You’ve had a diverse career spanning media, marketing, and business strategy—what led you to cannabis, and what’s kept you here?

Chris Day: After two decades in PR, marketing, and advertising—some fulfilling, some just for a paycheck—I wanted to apply my skills to something with real purpose.

Cannabis offered that: an industry with the potential to do good, build equitable businesses, and make a global impact. What keeps me here, even when it’s tough, is the belief that we have a moral responsibility—to right past wrongs, fight misinformation, and unlock the plant’s full potential for health, sustainability, and progress.

Cannabis provides that: the breadth of opportunity within the cannabis industry is vast—not just here in the United States, but globally. When you really look at it, it is immense. What keeps me at it, even in times that are really hard and challenging and tough, is the fact that there is also a moral obligation.

We need to do what’s right here—not only for people who have been wrongly incarcerated, not only to counteract the misinformation and propaganda that sidelined amazing research and higher-quality, more sustainable products—but also for the betterment of the world long term. We need the types of products, medicines, and mindfulness that acknowledge the benefits this plant brings.

What are your thoughts on the pace and trajectory of federal cannabis reform in the U.S.?

The pace of federal cannabis reform in the U.S. is a global embarrassment. We’re not lacking science, data, or public support—what’s missing is political courage. Reform has stalled due to willful ignorance and outdated power plays.

The way I see it, the lack of movement forward is the result of cowards who are fearful of mindset change. The science is there. Certainly, the economic opportunity is there. There are numerous proven ways to safely regulate the end products that are coming from cannabis—whether it be in a medicinal sector, an adult-use sector, or looking at the breadth of what hemp brings to the table. All of these are quite reasonable products that fulfill needs with scientific basis.

Despite broad bipartisan support, many lawmakers avoid action unless it serves their political agenda. Meanwhile, other countries are moving ahead, and the U.S. is falling behind.

Progress will come eventually, but we’ll be playing catch-up. Until then, it’s up to the industry—through efforts like Cannabis Means Business and our work through the Global Cannabis Network Collective—to keep pushing forward and supporting sustainable growth.

Do you believe U.S. cannabis companies should be preparing now for international expansion? Why or why not?

I do absolutely believe that U.S. cannabis companies should be preparing now for international expansion. In a lot of ways, there are great “blue ocean” opportunities for companies that are willing to look at the cannabis industry from a perspective that’s opportunity-centric and geographically agnostic.

There are other nations and continents that have well-structured laws. They’re probably difficult to navigate—but the regulations are there. You know how to bank them. You know how to comply with the laws. And they are certainly moving markets forward.

In terms of sheer dollar volume, the U.S. continues to lead and probably will for some time. But for businesses that want to operate in markets that are actually moving forward in pragmatic and predictable ways, international expansion is not really optional – it’s essential to expand and diversify. This is what the most successful and thriving businesses within the GCNC are doing: expanding and diversifying in strategic ways.

What are some lessons you think cannabis businesses can learn from mainstream industries in terms of marketing and operations?

Cannabis has unique challenges—regulation, taxation, compliance—but solid business fundamentals still matter. Strategic planning, smart branding, identifying niche markets, and building strong operations aren’t optional—they’re essential in every industry, but they make or break you in cannabis.

Too often, I see folks in cannabis overlook basic good business behavior: paying bills on time, treating employees well, thinking beyond the next three weeks. Long-term vision, operational discipline, and the right experts at the table make a difference, no matter the sector. The cannabis industry isn’t exempt from those truths—it just adds more complexity.

How do you see mainstream industry professionals perceiving cannabis today—has that stigma started to break?

I’ve been in this space now for close to a decade. Early on, when we saw professionals crossing over from more widely accepted industries into cannabis—I was one of them—we were all perceived to be taking unnecessary risks with our careers.

I think now, as markets have matured, there’s still hesitation from traditionalists to go into the cannabis space. It’s still a space that a lot of people don’t understand. But there’s also a wider acceptance of the fact that there are real jobs in the cannabis industry. There is a very sizable and large economy, both in plant-touching and ancillary businesses, that professionals can go into and have a great career.

It is not for the faint of heart, though. Those who come in thinking it’s going to be a cakewalk because they’ve been very successful elsewhere and have nothing new to learn—those people will fail. So I think there is a general acceptance and excitement about professionals switching into cannabis from wherever they came from previously, but it’s also one that comes with a side note of caution.

Tell us about the rebrand of Cannabis Means Business—what’s new and what’s next for the platform?

The rebrand of Cannabis Means Business is a really exciting and important evolution to witness. The show is nearing its tenth year, and the ownership group recognized it was time to reflect on how far the industry—and New York—have come, and how important the role that New York will play in the ongoing development of the cannabis landscape as a global economic and cultural powerhouse. That duality—honoring where the plant came from while driving serious business forward—is at the heart of the rebrand.

CMB is meant to bring together the New York market, the domestic market, and the global market into one place to help professionals, entrepreneurs, and people looking to engage with the industry. It’s a platform to connect the New York market, the national industry, and global voices. It welcomes professionals from all corners—fashion, entertainment, food, tech—because cannabis touches all of it. The goal is to position New York as a true center of gravity for the future of cannabis, both economically and culturally.

What’s your current read on the state of the New York cannabis market, and what makes it uniquely promising compared to other U.S. markets?

I think the New York cannabis market is a really great opportunity. Like any cannabis market, there are certainly challenges. There’s a lot of issues with the gray and illicit markets that need to be further restricted to allow for true profitability for legal operators.

There’s also a requirement for government and regulators in that market to understand that in order for that to happen, you can’t tax an industry into oblivion. You can’t regulate it to a point where they can’t move and adjust. That kind of challenge exists in almost any market that opens up in cannabis.

But the enthusiasm for the New York market—the fact that New York is adjacent to other great, fast-growing markets like Massachusetts and New Jersey and the entire Northeast section of the country—frankly makes it uniquely promising for the future landscape of the U.S. cannabis sector.

What are the biggest barriers you see to building a sustainable cannabis brand in New York today?

I think some of the biggest barriers for brands in the New York market are exactly what I said before: taxation, the complexity of legal frameworks, and rising above not just the legal competition, but the illicit competition as well.

And of course, having the capital to ramp up your business. You can’t build a brand in a day. It takes time, it takes investment, it takes perseverance, and an ability to really read the various sub-segments of the market that exist throughout New York.

So there are a lot of challenges. But when you look at the sheer size of the population, the long history of cannabis in the market, and the adaptability that New York has overall—as a consumer base when it comes to accepting new brands—it’s a great opportunity.

How do gatherings like CMB NYC support early-stage cannabis businesses and contribute to strengthening the local industry?

Regardless of where you’re at in your company life cycle—whether you’re early-stage, mid-stage, or further along—events like Cannabis Means Business, and other shows that I’ve worked on over the last decade-plus, become great places for community.

And within that community, there’s the opportunity to share stories about how people have navigated challenges and problems within the space. To hear new ideas about how to champion and market your company, your products, your brands. And really, to remind people that even though the day-to-day running of a business can at times feel kind of lonely—especially for entrepreneurs and professionals, there are communities and people and resources that are there to help you.

For me, that’s what makes gatherings like Cannabis Means Business critical to the long-term success of the industry, as well as to individual businesses.

What’s one piece of advice you would offer to someone who is considering starting a business or seeking a career in cannabis right now?

Cannabis is a complex, constantly evolving industry—there are no easy roles here. If you’re coming in, be ready to adapt. What works today may change tomorrow. Bring your skills, keep an open mind, and be willing to collaborate with those who’ve been in the space. Success comes from flexibility, creative thinking, and the ability to pivot.

So I think it’s a great industry to be in, but it is a challenging one. And you will have to be very adaptable. No matter what brand, what company, where along the supply chain you are—the only things that are guaranteed right now are, indeed, taxes and change.