The business world is full of lofty vision statements. But it’s abundantly clear—in cannabis and other industries—that platitudes about purpose and excellence don’t go far. Strategic vision that is grounded in hands-on experience and values marks the difference between statements that fall by the wayside and actions that drive growth, profitability and operational excellence.
As CEO of Ethos Cannabis, Gibran Washington leads a vertically integrated, retail-focused cannabis MSO with operations in Pennsylvania, Massachusetts and Ohio. Prior to becoming CEO in August 2023, he served as the company’s vice president of Retail, Supply Chain and Wholesale.
When Washington moved into the cannabis industry, he brought more than two decades of leadership experience in the restaurant and hospitality industries to his roles. His career began at Tinsley Family Concessions, where he quickly rose through the ranks to manage numerous national brands across multiple states. Cohesive strategies, operational excellence, profitable and sustainable growth, and measurable success define his subsequent roles.
In this interview with Cannabis Business Times, Washington shares insights on how his experience informed his success and strategic vision for Ethos Cannabis and how others can achieve their goals.
Editor’s note: This interview has been edited for style, length and clarity.
Jolene Hansen: Your pre-cannabis accomplishments, with Tinsley Family Concessions in particular, are remarkable. What enabled you to excel in such challenging business environments, and how did that prepare you for your current role as CEO at Ethos?
Gibran Washington: At Tinsley Family Concessions, success was built on adaptability, strategic problem-solving, and an unyielding focus on customer experience. In high-pressure environments with razor-thin margins, operational excellence and scalability were crucial. This experience taught me how to navigate complex regulatory landscapes and create sustainable systems capable of thriving under scrutiny.
These lessons have been invaluable as I transitioned into the cannabis industry, where the stakes are high, and every decision must balance compliance with customer needs. At Ethos, this means excelling operationally while also driving purpose-driven leadership and innovation.
Hansen: Your LinkedIn profile says: “Our experiences shape who we are. My mission is to embrace challenges that lead to growth and impact.” What attracted you to the cannabis industry and inspired you to embrace the challenges of this industry?
Washington: The cannabis industry is unlike any other, a unique blend of entrepreneurship, societal impact, and untapped potential. What drew me in was the opportunity to shape an emerging industry and bring credibility and structure to a space that’s still evolving. Cannabis has the power to change lives—whether for patients seeking relief or communities striving for economic growth—and the challenge of navigating its complexities is what motivates me.
At Ethos, we have the chance to lead with purpose, guided by research, education, and a deep commitment to elevating the industry. This vision extends to preserving the integrity of the plant through our passion for craft-style excellence in cultivation, ensuring we deliver the greatest value to our customers while staying true to our mission.
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Hansen: How and when did you first develop a strategic vision for Ethos, and what advice can you give others on how they can combine vision with viable strategy in their businesses?
Washington: My strategic vision for Ethos began taking shape before I stepped into the CEO role. I recognized early on that the cannabis industry needed more than just operators—it needed leaders who could integrate research, education and business acumen. This vision was built on what truly sets Ethos apart: our unwavering commitment to patient and consumer education, coupled with our research partnerships, like the one with Thomas Jefferson Hospital.
It’s essential to ground aspirations in data, market insights, and a clear understanding of the competitive landscape. It’s about aligning purpose with execution and setting measurable steps for long-term impact. The key is to listen—to your team, your customers, and the industry—and to pivot when necessary while staying true to your core mission.
At the heart of this approach is a people-first mentality. The leadership at Ethos is deeply committed to prioritizing both our team members and our customers. This principle is at the core of our leadership foundation, and I firmly believe it must be exemplified through leading by example.
Hansen: You came into this industry with a wealth of experience driving growth and profitability. What are some key things you learned in your journey that can help others grow sound, profitable businesses?
Washington: Growth and profitability are the results of disciplined execution. First, you must know your numbers inside and out—data should drive your decisions, but intuition honed by experience plays an essential role as well. Second, prioritize people; investing in talent and fostering a culture of accountability and collaboration is nonnegotiable. Lastly, remain agile. Markets evolve, regulations shift, and businesses must adapt.
In the cannabis industry, understanding both the regulatory landscape and your consumer is crucial. For Ethos, this means building a vertically integrated model that maximizes efficiency while staying committed to quality and education.
Hansen: Operational excellence has been a cornerstone throughout your career. How did you develop that focus, and what advice can you give others on how to achieve operational excellence in their businesses?
Washington: Operational excellence is a mindset. It’s about constantly seeking better ways to do things and never settling for “good enough.” For me, it started with a commitment to understanding the intricate details of how businesses operate—from supply chain logistics to customer interactions. After all, you can’t fix what you don’t measure. The key is to build processes that are both trackable and scalable.
For anyone striving to achieve operational excellence, my advice is simple: Invest in the right systems, embrace innovation, and stay grounded in your mission. At Ethos, this means optimizing every step of the journey—from cultivation and production to retail—while staying true to our ultimate goal of delivering value to patients and consumers.
Hansen: You talk about elevating the cannabis industry through a blend of “expertise, passion, and purpose” and fostering environments where businesses and people thrive. How are you doing that now as CEO of Ethos?
Washington: At Ethos, we lead with purpose and expertise. Every decision we make—from cultivation and production to the patient education we provide in our retail stores—is driven by a commitment to excellence. Our research partnership with Thomas Jefferson Hospital underscores our dedication to advancing cannabis science, while our strict adherence to compliance ensures we operate responsibly in every market.
But our mission goes beyond operations. Elevating this industry means creating opportunities for people to grow, both personally and professionally. We’ve cultivated a culture that values innovation, empowers our teams, and inspires a shared sense of purpose.
It’s this unique blend of expertise, passion, and purpose that enables Ethos to set a higher standard for what the cannabis industry can achieve.
Hansen: What else would you like the CBT audience to know about you, your journey or Ethos Cannabis?
Washington: At Ethos Cannabis, we’re not just building a company—we’re shaping the future of an industry. Our journey is guided by a deep belief in cannabis’s potential to improve lives, and we’re committed to doing it the right way. That’s why our mantra, Better is Better, is at the heart of everything we do.
For us, quality, education and engagement aren’t just words—they’re the foundation of our success. We strive to raise the bar at every level, from cultivating top-tier genetics to offering comprehensive education programs for consumers and medical professionals. That commitment extends to our employees as well, because we believe empowered teams and thriving individuals are the key to building better businesses.
Personally, my journey has been defined by embracing challenges and pushing boundaries, and the cannabis industry is no exception. As this space evolves, so do we. Again, partnerships like our collaboration with Thomas Jefferson Hospital highlight our dedication to advancing cannabis science and its role in medicine.
Ultimately, we’re here to elevate this industry and make a lasting impact—whether for patients, consumers, employees, or the communities we serve. This is only the beginning; we’re proving every day that Better truly is Better.
Jolene Hansen is an award-winning freelance writer and editor specializing in the commercial horticulture, cannabis and CEA industries. Reach her at [email protected].
Gibran Washington, CEO of multistate operator Ethos Cannabis, shares his take and tips on developing strategic vision and operational excellence. Read More
