Bryan Gerber (“King of Cones”) is the founder and CEO of HARA Supply, directly operating over 250,000 square feet of the highest-quality pre-rolled cone production using the world’s finest European rolling papers. It spans 15 facilities with over 4,000 personnel based in India, along with HQ office and warehouse located in Las Vegas, NV. They currently produce over a billion pre-rolled cones per year for the cannabis industry’s largest entities. Gerber is also the founder and CEO of HARA Brands, a four-time inc. 5000 company, which includes: Hemper, the largest subscription business in the cannabis industry with more than 1 million boxes sold, as well as Hemper Tech and Goody Glass, providing high quality smoking accessories and related products.
Company: Hara Supply
We are thrilled to have you join us today, welcome to ValiantCEO Magazine’s exclusive interview! Let’s start off with a little introduction. Tell our readers a bit about yourself and your company.
Bryan Gerber: I’m Bryan Gerber, founder and CEO of HARA Brands and HARA Supply. My journey in the cannabis industry began in 2015 with the creation of Hemper, a brand focused on redefining smoking accessories. To address the lack of exposure to unique stoner gadgets, we launched the Hemper box – a monthly subscription sent right to your door with curated, themed accessories that quickly gained popularity.
In 2018, we expanded into manufacturing with HARA Supply, stepping up to address a critical pre-rolled cone shortage in the industry. HARA Supply grew into a product development hub, adopting a solutions-partner approach to tackle supply chain challenges and deliver top-quality products to the cannabis sector’s leading brands.
We also launched HARA Brands, a four-time Inc. 5000 company. This portfolio includes Hemper, Hemper Tech, and Goody Glass, each offering innovative and high-quality smoking accessories that continue to elevate the industry.
What were the most significant challenges you faced during the scaling process, and how did you overcome them?
Bryan Gerber: The most significant challenges during the scaling process were managing the supply chain and the inability to run proper paid advertising. Scaling production from 1,000 units one month to 5,000 the next was a major hurdle. To overcome this, we took matters into our own hands by building the supply chain ourselves, including establishing factories overseas.
For advertising, the restrictions on platforms like Meta, TikTok, and Google AdWords on cannabis content required us to find creative solutions. We leaned heavily on influencer marketing, collaborations with other brands, and innovative strategies like giveaways and other incentive-driven campaigns to reach our audience effectively. For example, last year we partnered with the renowned fashion brand Fred Segal to launch a line of cannabis accessories. This collaboration allowed us to tap into a broader audience by bridging the cannabis and fashion industries, gaining exposure in publications and among followers of the fashion scene. By aligning cannabis with a luxury lifestyle brand, partnerships like this play a significant role in reducing stigma and redefining cannabis as a sophisticated and mainstream product.
How did you ensure that your company culture remained intact as your business expanded?
Bryan Gerber: To ensure our company culture remained intact as the business expanded, we focused on fostering connection and accessibility. We organized both in-office and out-of-office activities, such as First Friday meals, team retreats, outings to Topgolf, or attending events like hockey games to maintain a strong sense of community.
We also have an open-door policy, ensuring that team members have direct access to the C-suite. This approach encourages open communication and reinforces a collaborative and inclusive environment as we grow.
What strategies did you employ to maintain quality and customer satisfaction while scaling rapidly?
Bryan Gerber: We adopted a “team selling” approach, which involved creating cross-functional teams to handle different aspects of customer interactions. Rather than having a single point of contact manage everything, team members specialized in areas like logistics, technology, administration, and order management. This approach ensured that customers received the collective expertise and full support of our company.
By presenting ourselves as an extension of the customer’s own team, we provided them with additional resources and confidence in meeting their goals. This collaborative model reinforced customer satisfaction and maintained high-quality service during rapid scaling.
We also ensure quality by continually innovating. Our new line of ceramic and glass tips and filter tip styles for infused pre-rolls is an example of how we’re staying at the forefront of the industry, offering unique products that align with our clients’ needs and major trends.
Can you share a specific turning point that was crucial for your business’s successful scaling?
Bryan Gerber: A critical turning point was the establishment of our first overseas factories. Gaining control over the supply chain allowed us to guarantee the quality and timelines we promised to customers.
Additionally, forming core partnerships with the right people played a pivotal role. These partnerships enabled us to secure the expertise and support needed to scale effectively and maintain customer trust.
How did you manage the financial aspects of scaling, particularly in securing funding and maintaining cash flow?
Bryan Gerber: Initially, we bootstrapped for the first three years, relying on internal resources and disciplined spending. Between late 2017 and 2019, we raised about $3.5 million through extensive networking and negotiation, which required taking over 100 calls and meetings to close the funding.
We also negotiated with vendors to create a near-negative cash conversion cycle. This approach allowed us to turn inventory faster than we had to pay our bills, ensuring a steady cash flow and financial stability throughout the scaling process.
