Illicit Brand

David Craig

Authentic Brand Building

With an academic background in political science, economics and political economy, David Craig brings experience across cannabis, fitness and entertainment, with a particular interest in market dynamics, legislation, policy and compliance.

A Cross-Industry Journey into Cannabis

Before entering the cannabis industry, I worked in Las Vegas for Drai's Management Group, which operates several nightclubs, strip clubs and lounges in Las Vegas and Hollywood. I was part of the marketing team, working in the corporate events department. We organized large-scale events at the property, which overlooked the Bellagio fountains. That experience taught me a great deal about marketing and creating memorable customer experiences.

I then moved into the lifestyle space, joining TruFusion, a group fitness franchise. We opened what was the world's largest group fitness studio. We offered more than 40 classes a day, covering everything from Pilates, hot yoga and boxing to cycling and TRX. On some days, we welcomed more than 1,000 visitors. The experience taught me to think about a product and its brand as one unified experience, from what customers see in the retail environment to how they use the product, engage with it online and feel about it.

Today, at S1 Enterprises, I oversee marketing for four cannabis brands: Illicit, Space Cadet, Liberty Reserve and Pretty Lit. We recently launched Liberty Reserve and Pretty Lit in Missouri. From the Earth has eight stores in Missouri, while our New Jersey operations include La Vida Gardens in Belleville, Illicit Gardens in Secaucus and Carlstadt, and Cannavibes in Elmwood Park.

We also achieved something distinctive in the cannabis industry this year. S1 Industries established an Employee Stock Ownership Plan, making us the largest employee-owned company in the cannabis space.

Building an Authentic Brand Strategy

One of the biggest challenges in the cannabis market is its saturation, with many brands sharing similar identities, messaging and target demographics. To stand out, companies need to avoid mimicking competitors and build brands around what they genuinely believe in.

We also face competition from the black market, including synthetic and hemp-derived cannabinoids. Producing and selling unregulated products costs significantly less than operating a legally licensed, tracked and regulated business. I strongly believe regulation is necessary, and closing this loophole could help licensed businesses build brand awareness and customer loyalty.

Building a national brand is another major challenge because state-level restrictions and compliance requirements vary. Even packaging choices may need to differ between markets, making it extraordinarily difficult to create a consistent brand identity comparable to Starbucks or McDonald's.

It is important to reach customers when they are actively looking for cannabis products. Companies can have enormous marketing budgets and promote their brands everywhere without generating sales. We need to understand the market and use data and analytics to identify what converts customers and generates revenue.

Trends Shaping Cannabis Marketing and Growth

Potential federal rescheduling could bring a new wave of venture capital and investment into the cannabis industry. However, that money could also push companies to prioritize revenue growth at all costs, which I do not necessarily see as a positive development.

As companies expand through mergers, consolidation, cash infusions and new licenses, they must not lose sight of why they entered the industry or focus solely on generating profits. I believe brands should remain rooted in values that genuinely matter to them. For Elicit, our support for criminal justice reform, including funding legal defense and commissary accounts, is a significant part of our identity and something we are committed to.

Continued consolidation will shape the industry's future, potentially leading to more national cannabis brands over the next five years. Brands such as Stiiizy, Wana and Jeeter have established a presence, but many states, particularly newer markets, still lack widely recognized household names.

Looking further ahead, I think the U.S. could reach a point in the next five to 10 years when few new domestic markets remain to be legalized. That raises interesting questions about what comes next: Will companies pursue international expansion or turn to international lobbying as the domestic market matures?

Advice for Marketing Professionals

Breaking into cannabis marketing has become increasingly difficult. In markets without strict limits on licenses, oversupply puts downward pressure on prices, leaving companies with slim margins and less room to build large marketing teams. In more restricted markets, businesses may feel they have a stronger hold on market share and see less need for marketing support. Both situations limit demand for marketing professionals.

Although many people are trying to enter the industry, I wouldn't say the average number of marketing professionals per license has necessarily increased. What I have seen, instead, is a growing number of agencies serving cannabis companies, along with sales-as-a-service, software-as-a-service and cannabis technology providers. I hear about new solutions almost every week, and I think much of the industry's marketing activity is moving toward these services.

For example, a single-store operator may not be able to afford a full-time marketing professional, while large multi-state operators may not want hundreds of people on their teams. I see marketing being supported through third-party vendor relationships, software and other specialized services.