Transcript
Speaker: Music
Speaker: Welcome to another episode of the Becker Accounting Podcast. I'm your host, Naomi Granger, founder and CEO of the National Association of Cannabis Accounting and Tax Professionals. Today's episode is a little different because I'm not here to teach you a tax rule.
Speaker: I'm here to tell you a true story about what happens when a cannabis business thinks it's compliant but doesn't have the documentation to prove it. In this industry, what you don't know can and will hurt you.
Speaker: Not because you're doing something reckless, but because you're not doing the boring, repeatable, unglamorous control work that exposes problems early. In cannabis, ignorance isn't a defense, and unfortunately, too many professional service providers serving this industry don't have the training to recognize the red flags until it's too late.
Speaker: This episode breaks down how a routine visit turned into a full investigation and how small, easy-to-identify control failures went unnoticed for months until regulators stepped in and consequences became impossible to ignore.
Speaker: Stay with me because at the end of this story, you'll know exactly how this happens, what regulators look for, and the specific control checkpoints accountants can use to catch these issues long before they become enforcement action.
Speaker: It was February. Someone picks up the phone and calls the state cannabis regulatory office. It was an anonymous complaint, and they say there's moldy flour at a local cultivation facility.
Speaker: This particular facility contained 80,000 square feet of cannabis operations, and someone's claiming the product is contaminated? Now, here's the thing about anonymous complaints in the cannabis industry. They happen all the time. Disgruntled employees, competitors trying to cause problems, customers who didn't get what they wanted. The state cannabis compliance board has to investigate every single one.
Speaker: So they send their compliance officers out there. Now, if you're the owner of this growth facility, you're probably thinking, OK, fine, come look, we've got nothing to hide, right?
Speaker: You've been doing this since 2017. You've got licenses in multiple states. You know the drill. The investigators show up. They inspect about 15 containers of flour. They check the packing room. They look in the trash cans. they They're thorough. And guess what they find?
Speaker: Nothing. No mold. The complaint was bogus. But here's where the story takes a turn. While they're there, they decide to look at paperwork, which is standard procedure.
Speaker: That's when they notice something is off. The sanitation logs, which were are the daily cleaning records that every cannabis facility has to maintain, at the time of this inspection, the investigator observed that the logs were completed, including supervisor initials, for more than a week into the future.
Speaker: Yes, you heard that right. Someone predated the logs. They had already signed off on cleaning weeks into the future. They were signing off on work that had not even been done, work that could not have possibly been done because it was for dates after the inspection date.
Speaker: Once the investigators see that, they decide to keep digging. Now, I remember back in my public accounting days, and if any of you listening to this were ever an auditor, you know the drill. Once you spot one questionable piece of paper, one number that just looks out of place, you now have to look at everything.
Speaker: You can't trust the data at this point. Garbage in, garbage out. And that's exactly what these regulators did. Now, before we dive into what they found, let's talk about how regulatory investigations actually work in the cannabis industry.
Speaker: If you're going to work with cannabis clients, you need to understand what happens when the regulators show up. And more importantly, you need to understand how a routine inspection can escalate into a flute full-blown investigation that results in $65,000 in fines.
Speaker: Now, this is how the investigations start, and this is the trigger, typically. Most cannabis regulatory investigations don't start with the regulators suspecting fraud or major violations. They start with something small.
Speaker: An anonymous complaint, like in this case, someone called about moldy flour. A routine inspection. Every licensed facility gets inspected periodically. A data anomaly in the seed-to-cell tracking system, maybe the numbers just don't add up.
Speaker: A tip from another agency, police, fire department, health department, they all talk to each other. Or sometimes the licensee self-reports an issue. In this case, it was an anonymous complaint about product quality.
Speaker: Completely routine, happens all the time. The regulators show up expecting to look at some flour, maybe take some samples, write up a report and move on. But that's not what happened.
Speaker: So let's talk about the escalation ladder, when small things become big things. Here's what you need to understand about regulatory investigations. They follow a predictable escalation pattern.
Speaker: Level one, the regulators show up for the complaint. They inspect the flower, they look around, they check obvious stuff. In this case, no mold. The complaint was bogus. Investigation over, right?
Speaker: Wrong. Level two. While they're there, they decide to spot check the paperwork. This is standard procedure. And that's when they see it. The falsified documentation.
Speaker: Now, this could have been a minor violation, a warning, hey, don't do that again, but it was a red flag, and red flags make regulators curious. So instead of wrapping up and leaving, they start asking more questions.
Speaker: Can we see your inventory account records? Can we see your security cameras? Can you show us documentation for other compliance work? Level three, the regulators are in investigation mode now, and they're not just looking at what you show them, they're asking for things you didn't even prepare.
Speaker: In this case, they asked for surveillance footage, they asked for just three random dates, just to verify that cleaning was actually done as logged. And that's when everything unraveled, because when the facility staff reviewed the footage to provide it to the regulators, they discovered theft.
Speaker: Level four, now it's serious. The facility self-reports the theft to the regulators. The regulators come back for a second inspection. They're interviewing staff. They're reviewing months of records. They're analyzing inventory data. And at the end of it, you get a consent order, fines, pro probation, mandatory training, and ongoing reporting requirements.
Speaker: So here's what I need you to understand. This investigation started with a false complaint about mold. It escalated because of documentation failures, and it ended with $65,000 in fines, six months of probation. That's the escalation ladder, and once you're on it, it's very hard to get off.
Speaker: Now let's talk a little bit about the red flags and what exactly regulators are looking for. What are they looking for at this facility? What makes them go from routine inspection to we need to dig deeper?
Speaker: Red flag number one, documentation inconsistencies. Predated logs like in this case, missing signatures, gaps in records, numbers that don't match between different documents.
Speaker: Regulators know what good documentation looks like, and they've seen hundreds of these at facilities. If your client's paperwork looks sloppy, incomplete, that's a red flag.
Speaker: Red flag number two. Nervous or evasive behavior. Staff who can't answer basic questions about procedures. Managers who are overly defensive. People who are clearly uncomfortable with the regulators being there.
Speaker: It's normal to be a little nervous when regulators show up, but there's a difference between nervous and evasive. If someone asks, where do you store finished product? And the answer is, ah well, ah sometimes, a um i don't know.
Speaker: That's a red flag. Red flag number three, discrepancies between what they're told and what they observe. The SOP says all product is stored in the vault, but the regulator walks through and sees products sitting on tables in the packaging room.
Speaker: Now the regulator is thinking, if they're not following this SOP, what else aren't they following? Red flag number four, patterns of non-compliance.
Speaker: One mistake, that's human error. Multiple mistakes across different areas, that's a pattern. In this case, the regulators found predated sanitation logs, no monthly inventory counts, product not stored according to the SOP, cameras not being monitored.
Speaker: That's not bad luck. That's a systematic control failure. And that's when the regulators decide they need to issue significant penalties. So the accountant's role during an investigation.
Speaker: So where do you fit into all of this? What's your role as an accountant and when your client is under investigation? Your job is to help organize financial documents and records, ensure the accuracy of financial data provided to regulators, be available to answer questions about the books and records, and provide context for financial transactions if asked.
Speaker: Your job is not to speak on behalf of the client to regulators, provide legal advice, make statements about compliance or noncompliance, destroy, alter, or hide any documents.
Speaker: Your role is a technical expert, not a spokesperson. You can explain what the numbers mean. You cannot explain why violations occur or who was responsible.
Speaker: Make sure you document everything, every conversation with regulators, every document you provide, every question you're asked. Write it down, email it to yourself, keep a contemporaneous record.
Speaker: Because if this escalates, if there are fines, if there's litigation, if your client tries to blame you, you need a paper trail showing exactly what you did and didn't do.
Speaker: Now, all right, so we've talked about the investigation and how they escalate. We talked about the red flags that regulators look for. Now let's talk about what they actually found when they started pulling records. The predated sanitation logs, that's just the beginning. Remember, once regulators spot one red flag, they start looking for more.
Speaker: And in this case, they found them. So they pulled the monthly inventory counts. Every cannabis facility in the state has to do physical inventory counts at least once a month. This cultivator, they weren't doing them at all.
Speaker: Now, I've been in the cannabis industry since 2017, and I've worked with dozens of clients and trained thousands of accounting professionals in this space. Periodic inventory counts is the holy grail, the foundation of everything.
Speaker: When you don't count your inventory, you don't know what you have. When you don't know what you have, you don't know what's missing. And something was missing. A lot of something. So before we get into the details of what was missing, let's discuss something that every accountant learns in the first fraud examination course.
Speaker: The acronym POR, or Pressure Opportunity Rationalization, also known as the Fraud Triangle. This isn't some theoretical concept. This is the framework that explains why fraud happens in the first place.
Speaker: When I looked at this case, all three elements were sitting there. Element one, pressure. Let's start with pressure. This is the why someone commits fraud.
Speaker: Maybe they've got debt. Maybe they're trying to meet unrealistic targets. Maybe they're just underpaid and resentful. In this case, we don't know the employee's specific financial situation, but here's what we do know.
Speaker: They had access to a product that has significant street value, laboratory-tested cannabis. In a state where the cannabis legal market exists alongside an illegal market, which is every state, that creates pressure.
Speaker: The temptation is always going to be there. Element two, opportunity. Since pressure is always there, pressure alone doesn't create fraud. You need opportunity.
Speaker: This is why we have internal controls. This is where the accounting failures come in. This is where everything breaks down. Opportunity exists when internal controls are weak or non-existent, when nobody is watching, when you can do something wrong and you know you won't get caught.
Speaker: At this cultivator, the opportunity was everywhere. Element three, rationalization. This is how someone justifies the fraud to themselves. I deserve this.
Speaker: The company won't even notice. They're making so much money. I'll pay it back later. We don't know what this particular employee told themselves, but many people think the cannabis industry is a cash cow.
Speaker: So rationalization is easy. So to summarize this all, we've got all three elements. Pressure, the temptation of a valuable product. Opportunity, weak controls and no inventory counts, unsecured product.
Speaker: And then rationalization, whatever story they told themselves to make it okay. As an accountant, we can't control pressure or rationalization, but we can control opportunity.
Speaker: Opportunity is our only lever in the fraud triangle, and the most important one. That's what internal controls are for. That's what monthly inventory counts are for.
Speaker: That's what segregation of duties and proper security controls are for. We eliminate the opportunity, and the fraud triangle collapses. Now let me show you what happens when you don't eliminate the opportunity, when the controls that should exist don't It's April of the year prior to the inspection that we've been discussing this whole time, and there's a new employee that's hired.
Speaker: They are now officially authorized to work in the facility. They're an employee. They got access. They're part of the team. And like any employee, they start learning the rhythms of the place. When people come and go, how the security systems work, when the cameras are being monitored, and more importantly, when they're not,
Speaker: Where the finished products are stored, they're learning all the gaps, all the places where the SOPs say one thing, but the reality is something else. And instead of updating the SOP or bringing this to someone's attention, which should be the process, they saw this as an opportunity to exploit the system.
Speaker: For example, the SLP that says all finished products should be stored in the vault, in practice, finished products were being left in the second floor packaging room, just sitting there overnight, accessible to anyone who had access to the facility.
Speaker: Also, the monthly inventory count that's supposed to happen, it wasn't happening. Or if it was happening, it wasn't being documented properly. There was no consistent system to verify that what the C2C tracking system said was in the facility actually matched what was physically on the floor.
Speaker: And then there was a security gap. Those cameras, they were recording. But here's the thing about security cameras. They're only useful if someone's actually watching them or if someone's reviewing the footage regularly or if there's a system in place to flag unusual activity.
Speaker: So you've got an employee who's learning the system. You've got finished products that aren't being secured properly. You've got inventory that isn't being counted and you've got cameras that are recording, but not necessarily being monitored. And at some point, based on the surveillance footage that was eventually reviewed around November, which is seven months after this employee was hired, the employee realizes something.
Speaker: They can take product and nobody will notice. This wasn't some sophisticated scheme. It wasn't hacking into the seed to sell system or manipulating inventory records or creating fake invoices and manifests.
Speaker: This was simply propping open one of the doors, walking into the packaging room, taking five to 10 jars of finished cannabis product, putting them in a white FedEx envelope, and then exiting the facility and driving away.
Speaker: They did this between the hours of 4.30 p.m. and 7.15 p.m. after most people had left for the day, when the facility was quieter, when there was less chance of running into someone who might ask questions. This activity continued for about three months, November through February.
Speaker: It was 25 separate occasions. 25 times this employee walked out with product. Nobody caught it, not in real time, not during any type of routine inventory check, not during any security review. The only reason anyone found out that anonymous complaint about Moldy Flower, the complaint that turned out to be completely false.
Speaker: There was no mold, but the investigators were already there. And once they started looking at paperwork and saw the records were fabricated, they couldn't just walk away. They asked for surveillance footage for just three random dates, just to verify that the cleaning procedures that were logged as completed had actually been done.
Speaker: This is when the cultivation staff reviewed the footage for the first time, saw this employee walking out of the facility through a propped open door with FedEx envelopes filled with product. And the results of this in March, after the inspection, the cultivator immediately terminates this employee.
Speaker: They contact the local police police department. They alert the state cannabis administration that they've discovered instances of employee theft. At this point, the cultivator may have thought this was simple employee theft.
Speaker: But they will discover this wasn't a theft problem. It was a complete breakdown of financial controls, internal oversight, and basic accounting practices that should have caught this months before the state regulators ever showed up.
Speaker: The fallout of this case cost them $65,000 in fines, six months of license probation, mandatory compliance training, loss of product, employees involved were fired, so the cost of hiring and training new staff, and monthly reporting requirements.
Speaker: And now they're being looked and scrutinized closely by the state regulators. So how did this happen? This cultivator was legitimate multi-state operator. It was not some fly-by-night startup trying to figure things out. They'd been in business since 2017. So they had many years of experience before this incident.
Speaker: They had standard operating procedures, binders full of them. They had compliance teams, people whose literal job was to make sure things like this didn't happen. They had security systems with cameras throughout the facility recording 24 seven. They had all the infrastructure, all the policies, all the things you're supposed to have when you're running a licensed cannabis operation.
Speaker: On paper, they looked good. They looked like they were doing everything right. And side note, and this is something that I teach all of my accountants whenever I'm working with them, is just because a client prospect says they have an accountant already, don't assume that they have it all together. They may still need your services. So keep that relationship active.
Speaker: So let's just get back to the story. Now, If you were the state regulator doing a routine and inspection on this operator, you'd probably walk through, check the boxes and move on.
Speaker: But here's the thing, having s SOPs and having people actually follow those s SOPs, those are two very different things. And the gap between those two things, that's where fraud lives.
Speaker: The irony is they indeed had s SOPs, lots of really good ones actually. Let's look at what they had on paper. Control example one, access control.
Speaker: There was an SOP for facility access controls. It specifically stated that staff is prohibited from propping open doors equipped with access control readers. It even says in the policy that propping doors open is, quote, a serious threat to security.
Speaker: You can have the most sophisticated access control systems in the world, but if someone props the door open with a brick, what's the point? Control example number two, security.
Speaker: They had general purpose security SOP that required them to in ensure cannabis or cannabis-related products aren't left unattended and ensure that they're always stored in a manner to sufficiently prevent diversion, theft, and loss.
Speaker: Control example number three, inventory. They had an inventory management and storage SOP. It stated that all finished products ready for sale will be stored in the vault, not in the packaging room, not on a table overnight, not in someone's locker, in the vault.
Speaker: And it required that during the last week of every month, the entire finished inventory must be counted to match what's in the system to what's actually there. For my clients and the accountants I coach, I recommend a blind inventory count.
Speaker: That's where the counter doesn't know how many items are showing up in the system. They just get a list of item descriptions and locations with no quantities pre-filled. And the counter writes down the physical count based on what they actually see, what they observe on the floor.
Speaker: Sometimes we would do it both counts, what we call blind or a Florida book, where they start with the physical product and write down your count, then compare this to the system or the book, and then a second count, ideally by a different person with pre-listed numbers, book to floor, where you start with what the system says you should have and verify that it's actually there.
Speaker: This confirms any adjustments necessary. It catches errors. It catches theft. It catches shrinkage. And it has nothing to do with cannabis. This is accounting 101.
Speaker: At this cultivation facility, somewhere between writing the policy and executing the policy, things just broke down. And look, it's pretty common in most businesses. Policies get written.
Speaker: People get busy. Shortcuts get taken. We'll do it next month. We're too slammed right now. We know what we have. We don't need to count it. But here's the difference. When you're running a coffee shop and you don't count your inventory, maybe you run out of oat milk and a customer gets annoyed.
Speaker: But when you're running a large-scale, multi-state cannabis cultivation facility and you don't count your inventory, you don't know that an employee has been walking out the side door with product for three months.
Speaker: When I analyzed this case, I identified four fatal control failures. I'm going to walk you through each one. And as I do, I want you to think about your own operation or your client's operation.
Speaker: Because if any of these sound familiar, you've got work to do. Control failure number one, no monthly physical inventory counts. Under state cannabis regulations of the state where this cultivation facility is located, every licensed grower is required to maintain a perpetual inventory control system.
Speaker: That means tracking every plant, every batch, every jar, from seed to sale. You're also required to conduct physical inventory counts to verify what's in your system matches what's actually on your shelves or on your floor.
Speaker: This cultivator wasn't doing them, or if they were, they weren't documenting them properly. There was no consistent monthly reconciliation between the seed to sell systems and the physical inventory and why this matters. Now, if you're an accountant, you know that inventory is one of the highest risk areas in any business.
Speaker: It's tangible, it's valuable, it's easy to steal, and in cannabis, it's even riskier because the product has both legal and illegal market value. Without regular physical counts, you have no way to to detect theft,
Speaker: spoilage or waste that wasn't properly documented, data entry errors in your system, seed to sell system, or product that's been moved or misplaced. Here's what should have happened. At the end of every month, someone should have been walking through the facility with a clipboard or a tablet counting every jar, every pouch, every batch.
Speaker: And then they should have compared that count to what the internal inventory system said they had. If there's a discrepancy, even a small one, that should trigger an investigation. Where did it go?
Speaker: Was it sold? Was it destroyed? Was it transferred? Everything should have been documented. Because this cultivator wasn't doing monthly counts, they had no idea that product was walking out the door for three months, 25 times.
Speaker: So here's what you need to do. Implement a monthly physical inventory count, not a spot check, not a sample, a full count, and document it. Create a variance log.
Speaker: If your physical count doesn't match your system, write it down, investigate it, and resolve it before the end of the month. Control failure number two, falsified documentation.
Speaker: Cannabis facilities are required to maintain detailed records, sanitation logs, maintenance logs, security logs. The sanitation logs at this facility were predated.
Speaker: That's falsification of documents, and it tells regulators one thing. We can't trust anything you're telling us. When you falsify documentation, you're not just lying about whether you cleaned a room, you're undermining the entire integrity of your record-keeping system.
Speaker: Now the questions become, what else is fake? What else can't we trust? As accountants, we rely on documentation. We rely on assumption that when someone signs off on something, it actually happened.
Speaker: If your client staff is predating something as simple as a cleaning log, what makes you think the inventory counts are accurate? Here's what should have happened. Logs should have been completed in real time or at the end of each shift, not at the end of the week, not at the end of the month, and definitely not weeks in advance.
Speaker: And there should be a supervisor or manager who's spot checking those logs, not just signing off on them blindly, but actually verifying that the work was done. So here's your takeaway. Implement a daily or weekly log review process.
Speaker: Have a manager randomly select a few entries and verify them. Did the cleaning actually happen? Is there video footage? Did the employee clock in during that time? Build accountability into the system.
Speaker: Control failure number three, finished products left unsecured. Cannabis regulations require that all finished product be stored in a secured, segregated area.
Speaker: Typically, that's a vault or a locked storage room with restricted access. At this facility, finished products were being left in the packaging room, overnight, accessible to anyone with a badge.
Speaker: That's Opportunity 101. If you leave high-value inventory sitting out, unsecured, you're inviting theft. It's like leaving cash on a table in an unlocked room and being surprised when it's gone.
Speaker: From an accounting perspective, this is a segregation of duties issue. The people who are packaging the product should not have unsupervised access to finished inventory.
Speaker: There should be a handoff, a transfer, a sign off. Here's what should have happened. At the end of each shift, all finished products should have been moved to the vault and there should have been a count. How many jars did we package today?
Speaker: How many are going into the vault? Who's signing off on the transfer? So here's your takeaway. Review your end of shift procedures. Make sure finished product isn't sitting out overnight.
Speaker: Implement a transfer log. Require two signatures, one from the person packaging, one from the person receiving it into so secured storage. Control failure number four, inadequate security monitoring.
Speaker: Cannabis facilities are required to have video surveillance covering all areas where cannabis is grown, processed, stored, or handled. That footage has to be retained for a certain time period, which usually 90 days.
Speaker: This facility had cameras they were recording, but no one was actively monitoring them and no one was reviewing the footage regularly to look for unusual activity.
Speaker: Now, why this matters? Cameras are not are only useful if someone's watching them. Security is a financial control. When security fails, inventory walks out the door, literally, and this will impact your financials.
Speaker: Here's what should have happened. Someone one should have been reviewing footage regularly, not just when there's a problem, but as part of routine operations. They should look for patterns, unusual activity, people accessing areas they should not be in,
Speaker: Here's your takeaway. Implement a weekly or biweekly security footage review. Pick random dates and time similar to what the regulators did, watch the footage and look for anomalies and document what you find.
Speaker: We talked about the $65,000 fine, but that's not the real cost. Let's talk about the hidden cost. Legal fees. Consultants brought in to rebuild controls.
Speaker: Executive time spent responding to regulators, employee turnover, training and replacement staff, operational disruption, reputational damage, future inspection scrutiny.
Speaker: Once a license is placed on probation, every inspection moving forward is different. Trust is reduced. Regulators don't forget patterns. That changes how your business is viewed.
Speaker: And in a highly regulated industry, perception matters. It's a multi-six-figure event, not $65,000 event. So let's walk this backwards and pretend like everything was done right and talk and let's see what actually would have happened if done correctly.
Speaker: If this facility had been performing documented monthly physical counts, November count happens, physical count is short, variance log gets created, management investigates, they review security footage immediately,
Speaker: The theft is discovered within weeks, not months. If sanitation logs were completed in real time, regulators never question documentation integrity. There's no escalation.
Speaker: If end-of-shift vault transfer logs were required, the packaging room never becomes overnight storage. Opportunity is reduced. If someone was reviewing security footage weekly, they may have caught this after the first or second incident.
Speaker: Let's zoom out. None of those controls are complex. None of them require new technology. None of them require millions of dollars. They require discipline and accountability and follow through. That's the difference.
Speaker: So what happens so often in cannabis? Because many operators scaled faster than their systems, because the industry grew before the professional infrastructure matured, because compliance is seen as a checklist instead of an operational philosophy, because many bookkeepers in the industry were trained in retail accounting, not a regulated and inventory environment.
Speaker: Because many CPAs took clients without understanding seed-to-sale systems. Because operators assume that if their tracking system exists, it's accurate. Technology does not equal control.
Speaker: Verification equals control. If you're listening to this as an accountant, here's your reality. You may not be hired as a compliance officer, but your name is still on the financials.
Speaker: Inventory touches revenue. Inventory touches cost of goods sold. Inventory touches tax exposure. Inventory touches financial reporting integrity. If inventory is wrong, everything downstream is wrong.
Speaker: So here's your checklist. When was the last documented physical inventory count? Is there a variance log? Who reviews security footage?
Speaker: Is there segregation of duties around vault access? Are logs reviewed or just signed? If you don't know the answer to these questions, that's your next client meeting.
Speaker: In summary, a false mold complaint brought regulators on site. A predated sanitation log exposed a pattern of unreliable records, and when the state started pulling supporting documentation, they uncovered what the business should have caught internally months earlier.
Speaker: missing product tied to failed controls. And that's the main point. This was never just employee theft. This was a controls breakdown. The same controls that protect your inventory, your financials, and ultimately your license.
Speaker: If there's one takeaway from this case, it's that it's this. This wasn't a one bad employee story. This was a control story. The business didn't get exposed because regulators were looking for them.
Speaker: They got exposed because their systems weren't built to reveal what's happening inside their own walls. And once one red flag appeared, everything else was unraveled. So here's the question I want you to sit with.
Speaker: If regulators walked into your client's facility tomorrow, could your clients prove compliance, not with intentions, not with policies in a binder, but with clean documentation, consistent counts, and real oversight?
Speaker: In cannabis, the license is the asset and internal controls are what protect it. If you're an accountant supporting cannabis operators, take this as your reminder. Your job isn't just clean books, it's building verification into the process.
Speaker: Monthly physical counts, variance logs, segregation of duties, documentation transfers, and routine review. I want to thank you again for taking the time to listen to this podcast.
Speaker: We really appreciate you being here. We hope you enjoyed this case study review and more importantly, that you picked up some valuable insights you can take back into your own practice and use to better serve your clients.
Speaker: And just in case you missed it, we also recently released another episode where I spoke with Bruce Anderson from CannabisCPA.tax. In that conversation, Bruce breaks down what you need to know about the recent executive order related to rescheduling cannabis, how that it could impact Section 280E, and some of the other potential ripple effects this may have across the industry.
Speaker: We also talked through what all this could mean for both cannabis operators and the tax professionals who work with them. I had a great time speaking with Bruce, and it's definitely a conversation I think you'll get a lot of value from.
Speaker: So be sure to check that one out. One last thing before I let you go. I want to remind you that you can earn CPE credits just for listening to this podcast.
Speaker: All you need to do is follow the link in the description below to get all the details. Even better, if you're already a Prime CPE subscriber, you can earn this CPE at no additional cost to you.
Speaker: Just log in and finalize your credits. That's all for today. This was Naomi. Thanks again for listening, and we hope to see you on a future Becker Accounting Podcast.
