Joe Bayern’s C-Suite Journey From Bottled Water to Cannabis Brands and Why It Shapes His Vision Today

Joe Bayern’s path into cannabis leadership did not follow the industry’s typical trajectory. Long before he was overseeing multistate marijuana operators or shaping brand-first strategies, Bayern was sharpening his executive instincts in the consumer packaged goods (CPG) world. His résumé includes senior leadership roles during a major turnaround at beverage giant Snapple, followed by executive experience at premium water brand Voss.

That background gave Bayern a front-row seat to how brands are built, scaled, and protected over time—lessons he would later bring into an industry still finding its operational footing. In 2019, Bayern made the leap from beverages to cannabis, a move driven by curiosity, market opportunity, and ultimately, a deeper belief in the plant’s potential beyond profit.

From Snapple and Voss to Indus: Entering Cannabis During Its Startup Phase

Bayern officially entered the cannabis sector in 2019 when he joined Indus Holding Co. as president. At the time, Indus was a vertically integrated California operator still in its startup phase, navigating both capital constraints and regulatory uncertainty.

During Bayern’s tenure, Indus raised $40 million, completed an initial public offering, and embarked on a series of acquisitions that expanded its footprint. The experience introduced Bayern to the operational complexity of cannabis—where cultivation, manufacturing, distribution, and retail all operate under fragmented state regulations.

It also reinforced a critical insight: cannabis businesses often attempt to scale infrastructure before they fully understand how to scale brands. That lesson would follow Bayern into his next role.

Scaling at Speed: Lessons Learned While Leading Curaleaf Through Hypergrowth

In December 2019, Bayern joined Curaleaf Holdings, one of the largest multistate operators (MSOs) in the United States. He initially served as president before stepping into the CEO role, which he held until May 2022.

Curaleaf’s growth during that period was aggressive and relentless, spanning new state markets, acquisitions, and operational expansions. For Bayern, the most important takeaway was not just speed—but trust.

“If you’re going to grow at that pace, you have to trust the people that work for you,” Bayern said, emphasizing that delegation is not optional when an organization scales across dozens of markets.

At the same time, Curaleaf revealed a structural challenge Bayern believes still plagues the cannabis industry: a shortage of experienced middle management. While the sector attracts visionary executives and passionate entry-level workers, it lacks enough leaders who know how to run complex supply chains, manage mature marketing organizations, and maintain brand consistency across regions.

Why Cannabis Needs More Builders and Fewer Corporate Tourists

Bayern is quick to push back against the idea that CPG executives can simply “parachute” into cannabis and apply a familiar playbook. The industry’s regulatory fragmentation, operational constraints, and capital challenges make it uniquely complex.

“People think it’s going to be easy to come in from CPG and take over a cannabis company, but it’s complex,” he said.

The ideal cannabis leader, in Bayern’s view, is not a rigid corporate lifer nor a purely ideological entrepreneur. Instead, it’s someone who understands structure but thrives in ambiguity—an operator comfortable building systems while adapting to constant regulatory change.

Leading MM Brands After Receivership and Betting on a Different Kind of Growth

In January, Denver-based KEY Investment Partners took Colorado MSO BellRock Brands out of receivership and formed MM Brands, appointing Bayern as CEO. The new company’s portfolio includes well-known legacy cannabis brands such as Mary’s Medicinals and Dixie Elixirs.

Rather than rebuilding the company around cultivation or real estate, Bayern is steering MM Brands in a different direction one that reflects what he calls the industry’s “Day 2” phase.

The early cannabis era, he argues, was dominated by land grabs and vertical integration. That strategy made sense when licenses were scarce and first-mover advantage mattered most. But today, many of those cultivation-heavy assets have lost value, weighed down by oversupply and margin compression.

Joe Bayern’s “Day 2” Cannabis Model: Asset-Light, Brand-Focused, and Omnichannel

Bayern’s Day 2 model rejects the idea that cannabis companies must grow their own product to succeed.

“It’s centered on asset-light, brand-focused growth,” he said. “We don’t have to grow cannabis.”

Instead, MM Brands aims to build an omnichannel distribution platform—one that places products in dispensaries today while preparing for a future that includes direct-to-consumer channels and, eventually, traditional retail outlets such as pharmacies and convenience stores.

This approach mirrors mature CPG industries, where brand equity and distribution matter more than owning every step of production. Bayern believes this model positions cannabis companies to scale nationally once federal barriers fall.

Why Science and Functional Products Matter More Than THC Potency

At the heart of Bayern’s strategy is differentiation through science. He believes the industry’s fixation on THC potency is short-sighted and ultimately unsustainable.

Mary’s Medicinals, one of MM Brands’ flagship assets, represents what Bayern sees as the future of cannabis: functional, research-backed products designed to address specific consumer needs.

“We’re not a flower or vape brand,” he said. “We have products that deliver and work for consumers.”

By focusing on wellness-driven outcomes—such as sleep, pain relief, and mental health—Bayern hopes to position cannabis as a legitimate consumer health category rather than a commodity defined by strength alone.

Why THC Beverages Could Reshape the Cannabis Market the Way Energy Drinks Reshaped CPG

Drawing on more than 25 years of beverage industry experience, Bayern is particularly bullish on THC-infused drinks. He predicts beverages could eventually account for as much as 30% of the cannabis market.

That optimism is rooted in cultural shifts, especially among Gen Z consumers who are increasingly rejecting alcohol in favor of healthier alternatives. The broader alcohol-free movement—spanning functional drinks, social tonics, and non-alcoholic beer—is growing at roughly 7% annually and could reach nearly $2 trillion by the end of the decade.

“Cannabis is a much better alternative to alcohol,” Bayern said. “Alcohol poisons your body. The fact that there even has to be a Dry January is a testament to the need for alternatives.”

Federal Reform Remains the Industry’s Biggest Bottleneck Despite Growing Optimism

Despite his enthusiasm, Bayern is clear-eyed about cannabis’ biggest obstacle: federal policy. The industry’s growth, he said, remains constrained by limited access to capital and the inability to operate across state lines.

He views the potential rescheduling of cannabis from Schedule I to Schedule III—outlined in President Donald Trump’s December 18 executive order—as a pivotal step. Additional reforms, such as the SAFER Banking Act, could further unlock growth by reducing financial friction.

“Cannabis is going to be a $100 billion industry,” Bayern said. “And you need capital to get there.”

When that shift happens, Bayern believes companies that are asset-light, brand-driven, and operationally disciplined will be best positioned to scale quickly and sustainably.

Seeing Beyond Profit: How Cannabis’ Medical Potential Changed Bayern’s Perspective

While opportunity drew Bayern into cannabis, its medical potential transformed him into a believer.

“We need to continue to educate the consumer about cannabis and remove the stigma that’s associated with it,” he said.

For Bayern, cannabis is no longer just another consumer category—it’s a chance to build brands that deliver real value, improve quality of life, and redefine how people think about wellness. In an industry moving from its chaotic first chapter into a more disciplined second act, his Day 2 philosophy may prove to be exactly what cannabis needs next.