New York Built a Cannabis Market Without Building the Workforce to Sustain It

At New York State Cannabis Connect (NYSCC), we operate from a simple premise: building a legal cannabis industry requires building the workforce alongside it. That is the foundation of equity.

Right now, that is not happening at the required level. And it is starting to show.

New York’s cannabis market is moving forward, but the workforce infrastructure needed to support it is lagging behind. The result is a system that lacks standardization, struggles with implementation, and is increasingly vulnerable to issues like inversion that threaten both consumer safety and market integrity.

Despite generating an estimated 25,000 jobs, according to the Office of Cannabis Management (OCM), cannabis is still not formally recognized by New York State as an emerging industry through Empire State Development. That matters. Without that designation, the industry is not receiving the level of workforce investment, training infrastructure, or strategic planning that typically supports sectors of this scale.

We have built the market. We have not built the foundation to sustain it.

This gap is impacting both sides of the system. Licensees are operating in a highly regulated environment without consistent access to training. At the same time, OCM is working to regulate and enforce one of the most complex cannabis frameworks in the country without the staffing and workforce capacity needed to do it at scale.

This is not about criticism. It is about reality.

Cannabis is not a simple industry. It requires compliance across cultivation, processing, distribution, retail, and administration. It requires accurate inventory tracking, strict testing protocols, a chain of custody documentation, and real-time reporting. These are not optional processes. They are the backbone of a safe and regulated market.

But without a trained workforce, these systems break down.

We are seeing that play out in real time.

There is a lack of standardization across operations. Businesses are approaching compliance differently because there is no consistent baseline for training. Employees are stepping into roles without a clear understanding of regulatory expectations. Operators are doing their best to navigate complex requirements, but many are doing so without structured guidance.

This creates gaps. And gaps create risks.

One of the most visible outcomes of this is inversion.

Inversion, the movement of illicit cannabis into the legal supply chain, does not just happen because of bad actors. It also happens when systems are weak and when people are not fully equipped to manage compliance. When inventory is not properly tracked, when sourcing is not thoroughly vetted, and when documentation is inconsistent, it becomes easier for illicit product to enter the market.

That is a workforce issue.

If employees are not trained to recognize red flags, if managers are not trained to enforce processes, and if leadership does not have access to clear operational standards, then compliance becomes reactive instead of proactive.

At the same time, OCM is working to stand up enforcement while continuing to build its own internal capacity. The agency has made progress, but the pace of hiring and onboarding has not matched the pace of industry growth. That creates a bottleneck.

Regulation requires people. It requires trained professionals who can audit, inspect, investigate, and enforce. It requires teams that understand both policy and operations. Without sufficient staffing and training, even the strongest regulations are difficult to implement effectively.

This is where the disconnect becomes clear.

New York has one of the most ambitious cannabis frameworks in the country. It prioritizes equity, safety, and economic opportunities. But those goals cannot be achieved without investing in the people responsible for carrying them out.

Workforce development is not a secondary issue. It is central to whether this market succeeds or fails.

Right now, we are asking licensees to operate like fully mature businesses without providing them with the workforce infrastructure to get there. At the same time, we are asking regulators to enforce a complex system without ensuring they have the staffing and training needed to do it consistently.

That is not sustainable.

We need to shift how we are thinking about this.

Cannabis should be formally recognized as an emerging industry in New York State. The job creation alone justifies it. But beyond that, the complexity of the industry demands it. This is not retail in the traditional sense. This is not agriculture in isolation. This is a highly regulated, multi-sector industry that requires upskilling and cross training at almost every level.

Without that recognition, we are missing the opportunity to unlock funding, training programs, and institutional support that could stabilize and strengthen the market.

We also need a more coordinated approach to workforce development.

Training cannot be optional or fragmented. It needs to be standardized, accessible, and aligned with real industry needs. That means developing clear pathways for workers entering the industry and ongoing training for those already in it.

Employees need to understand compliance, not just at a surface level, but in practice. They need to know how to manage inventory systems, how to maintain a chain of custody, how to prepare for audits, and how to ensure product safety. These are skills that protect both the business and the consumer.

Licensees need support in building internal systems that reinforce accountability. That includes accurate standard operating procedures, training programs, and performance metrics tied to compliance.

Regulators need investment in staffing and professional development so they can move from reactive enforcement to proactive oversight and better communication.

This is not about adding complexity. It is about creating clarity.

When people are trained, systems work better. When systems work better, compliance improves. When compliance improves, the market becomes safer and more stable.

And when the market is stable, trust follows.

Right now, trust is at risk.

Consumers expect that when they walk into a licensed dispensary, the products they purchase are safe, tested, and legitimate. Businesses expect that they are competing in a fair market. And the state has an obligation to ensure that the system it created is functioning as intended.

When workforce gaps exist, all of that is compromised.

We are at a point where action is needed.

Recognize cannabis as an emerging industry and invest accordingly.
Build and fund workforce development programs that are aligned with real operational needs.
Support licensees with training, technical assistance, and certifications.
Accelerate hiring and training within OCM to strengthen enforcement and oversight.

These are not long-term ideas. These are immediate needs.

New York has an opportunity to lead. Not just in legalization, but in building a cannabis market that is structured, sustainable, and safe.

But that will not happen by focusing on policy alone.

It will happen by investing in people.

A trained workforce is what turns regulation into reality. It is what protects consumers. It is what supports businesses. And it is what ensures that the goals of legalization are actually met.

If we do not address this now, the challenges we are seeing today will only grow.

But if we do, we have the chance to build something that works.

Looking to work for the OCM? Start here; https://cannabis.ny.gov/employment-information.