The Michigan cannabis market isn’t on everyone’s radar, but it’s large and growing faster than you might think. Here to tell us about it is Fabian Monaco of Gage Cannabis.
Learn more at https://gageusa.com
[1:17] An inside look at Gage Cannabis, one of the largest vertically-integrated cannabis companies in Michigan
[1:45] Fabian’s background in investment banking and how he came to be president and CEO of Gage Cannabis
[3:01] Michigan’s history in medical marijuana and how the state’s cannabis market has evolved over recent years
[5:18] Why Fabian believes every cannabis brand needs to be vertically integrated right now
[7:05] The pros and cons of contract growing versus buying wholesale
[11:05] The most popular cannabis products in Michigan right now and surprising new trends to look out for
[17:49] How Gage Cannabis has successfully employed curbside pickup to gross almost 99 percent of their profit
[21:29] The importance of brand continuity and how this has helped Gage grow so quickly
[24:38] Cookies aka the “Coca-Cola of cannabis,” a popular California-based cannabis brand that has partnered with Gage to expand into Michigan
Matthew Kind: Hi, I'm Matthew Kind. Every Monday look for a fresh new episode where I'll take you behind the scenes and interview the insiders that are shaping the rapidly evolving cannabis industry. Learn more at cannainsider.com. That's C-A-N-N-A, insider dot com. Now here's your program.
Michigan is a market not on everybody's radar, but it is big and growing super-fast. Here to tell us about it is Fabian Monaco, CEO of Gage Growth, a vertically integrated cannabis retailer in Michigan. Fabian, welcome to CannaInsider.
Fabian Monaco: Thank you. Thank you for having me on. I appreciate it.
Matthew: Fabian Monaco sounds like a character from a spy novel. I feel like my name is vanilla in comparison. What do you think about that, Fabian? Should I change my name? Can I be Matt Monaco?
Fabian: Hey, look, [laughs] I'll admit, Fabian Monaco is a nice, interesting and unique name. I don't come across too many Fabians. That's for sure.
Matthew: Yes, that's great. Give us a sense of geography, where are you in the world today?
Fabian: Right now, I'm in Toronto. I go back and forth between Canada and Michigan. Right now, I'm in Toronto, Canada.
Matthew: You could almost jet pack from Toronto to Michigan. That's pretty easy, right?
Fabian: Yes, very, very quick flight. Very, very quick.
Matthew: What is Gage on a high level? Give us a picture.
Fabian: Gage is one of the largest vertically integrated cannabis companies in the state of Michigan. That's pretty much Gage at a high level. It is the premier brand in the space right now in Michigan. We continue to command some of the highest price points in the state of Michigan, put a lot of effort and time into the products that we bring to the consumer and the medical patient in Michigan, and something that we're very, very, very, very proud of what we built.
Matthew: Can you share a little bit about your background, journey, and how you got into the cannabis space?
Fabian: Yes, good question. My background started actually more in capital markets. I used to be a lawyer and went into investment banking at this place called GMP Securities. GMP Securities was at the forefront from a capital market standpoint in the cannabis game. They had brought Tweed public. I joined them shortly after that and frankly got to work on a lot of the first of the industry. The first acquisition when Tweed bought Bedrocan, the first $100 million financing, the first IPO.
I got to, again, work on a lot of the first in the industry and really transitioned to more on the operational side of things a couple years ago when I started Gage with a couple of my former colleagues and, frankly, two of the best operators I know in the space. I'd seen probably over 100 gross and cultivation assets and operators. These two founders of Gage really stood out. We're really one of a kind and, frankly, the rest is history. That was three and a half years ago and here I am today as the CEO of Gage.
Matthew: You're pretty young guy. How old are you if you don't mind me asking?
Matthew: Yes. Well done. Tell me, why Michigan?
Fabian: It's a great demographic in terms of just the people there and the consumption habits of the people in Michigan. They're a very proud state as well. They've been consuming cannabis from a medical standpoint for many, many years since 2008 when their caregiver program came into place. Michigan was actually the second largest medical card holder system only behind California. We had this great underlying base. We knew Michigan was going to be a massive, massive market. Now today, Michigan already is the third largest market based on run rate.
Matthew: Yes. I think people don't realize that. Also, when you talk to people in Michigan, there's no resistance, it's like, "Yes, cannabis should be legal." "How about you?" "Yes." "How about you?" "Yes." I haven't met anybody from Michigan who's like, "No, forget-- this is crazy. Potheads everywhere." You don't hear that?
Fabian: No, not at all.
Matthew: They have a huge background as cannabis medical market, and growing like crazy. Talk about the locations of your retail operations.
Fabian: Yes, we now have eight different retail locations across the state of Michigan. We have 13, we'll have all those 13 open by the end of this year. We're actually trying to get to 20 by the end of this year via acquisition. We have a whole bunch lined up for us in the next little short while here and look to have that full 20 portfolio of retail locations open by the end of this calendar year. We really, really took a lot of time and spent proper analysis to finding markets where we knew they were going to be big markets and properly situated from a geographic standpoint.
We can reach 90% of the population within a one-hour drive with the 13 locations that we have currently. Again, only eight of those are operational. By the time we get to 20, I'm hoping that we can reach close to 100% of the population within a short 20, 25-minute drive, and that's our goal. That's how we're really setting up our retail. Really trying to make sure we have the best access to all the consumers. Delivery is available in Michigan. Is dynamic delivery as well. It's something that's going to really explode that market. It's, again, already so big, can't wait to delve into the delivery aspect of the strategy as well.
Matthew: You're vertically integrated as I said during the intro. You grow your own plants, you're doing your own processing, selling your own goods at your own retail stores. What do you think are the biggest benefits of being vertically integrated? The tradeoff would be maybe you're not focused, but others would say, "No, we're very focused on everything from bottom of the funnel to the actual transaction." What do you say to that? What are the benefits?
Fabian: Yes, I think you need to be vertically integrated in the space right now. The way the market is going, you need to control every aspect of how your brand as a company is presented to the consumer. If you literally have no aspirations of being big cannabis brands, you can go set up a cultivation asset, sell wholesale, probably make good money. That can be your strategy. For us, we really want to make Gage the biggest and best brand out there. With that, you need to be vertically integrated, you need to control every aspect from seed all the way to smoke. You can't necessarily give that opportunity to another third party to potentially misstep and have a scenario where they represent your brand poorly.
Even for us, we actually sell the majority of our product through our retail channels. We don't actually sell much wholesale. That's again by design, it's by strategy. We wanted to ensure that we get every single grain of cannabis to the consumer. Every single process that goes into that, we control it. We control the narrative, we explain to the consumer what they're getting when they come to our retail stores. They only have access to Gage and Cookies-branded product when they come to our retail stores. Again, in Michigan being slightly competitive especially if you're trying to grow a brand, vertical integration is very, very key.
Matthew: What's the difference? Let's talk a little bit about contract manufacturing and wholesale. What's the difference for people who are like, "Wait, what's contract manufacturing and what's buying wholesale? Or contract growing and buying wholesale?" What's the difference between those two?
Fabian: Wholesale is a scenario where Matt is growing a couple pounds of cannabis, Gage will come and purchase that particular strain or flavor that Matt is growing. Contract manufacturing is a little different. These are licensed entities that came to us that wanted to grow Gage branded products. We give them those starting materials, those cuts to essentially grow for us. It's a very capital light model, and actually something that's not really been widely available to every cannabis company out there. We've been blessed again, with the fact that our brand is very, very well known in Michigan and very, very well recognized and respected.
We've had the opportunity where we now have 10 different exclusive contract growers within our network. This spans across 10 different facilities. For us, it gives us an opportunity to expand exponentially our cultivation footprint. Also, doing so in a capital light way. We don't pay for the CapEx, we don't pay for the OpEx of these facilities. In fact, most of the time they cover our packaging, our testing and secure transporting. I'm getting product on my shelf for $0. I'm making 50 plus percent gross margins.
More importantly, the difference between wholesale and contract manufacturing, you're controlling your supply chain. You know what product's being grown, you know when it's going to be harvested, you know when it's going to be packaged, you know when it's going to get on your shelf. With buying wholesale, you don't know how many pounds this person has, what flavors they have, when can they deliver it, et cetera, et cetera, what price it's going to be.
Here for us via our contract manufacturing agreements, we've kept it really, really simple step by step process throughout the growing process and then obviously selling that product to us, which just makes it very, very simple and very easy for us to control our supply chain.
Matthew: Yes, and this is helpful for the growers too because they get predictability. They're like, "I know who's going to be buying this at the end after I've cultivated this, cured this and everything. I have some comfort knowing that there's someone at the end here, and if I do a great job, they're going to keep working with me." You're both incentivized to work together.
Fabian: Totally. Totally. It's a win-win scenario for both. They benefit financially, and then more importantly, they get to intangibly benefits where they're dealing with one counterparty all the time, one purchaser, they don't get to go chase multiple parties for their money. It's just a great relationship. It's truly a win-win scenario for both parties.
Matthew: The first time I saw this was in Dairyland of Wisconsin, and there's all these dairy farms and you can see they have out front they say, "We're a craft farm," or-- I can remember the other big dairy companies.
I would think like, "Wow, do you want to do this?" Then you talk to some of the dairy farmers because who doesn't talk to dairy farmers in Wisconsin, Fabian, you're probably doing something a lot more interesting, but they would say, "Oh, yes, we do like this because of predictability. We have what keeps us up at night, what's the price going to be when it's time to go to market and stuff like that?" It takes away a lot of that stress for them. I think it is a win-win when both partners are properly aligned.
Thanks for explaining the difference between contract manufacturing and wholesale. I think it's an interesting model. I can certainly see if you're making a 50% profit margin with a contract manufacturing partner that you like, that's a no-brainer and something that scales probably pretty well, I would imagine.
Fabian: Exactly. No, exactly. Just the speed at which the company can grow the flavor offering when it comes to flower just expands exponentially as we get more and more of these contract growers online. Right now, five of them are operational. We'll have the full 10 by the end of the year and even looking to add potentially even more on top of that 10.
Matthew: What's selling the best right now in your retail stores? Is there anything that's surprising like, "Hey, this is unusual that we're seeing a purchase of this and it's a little bit out of pattern?"
Fabian: Yes, flower sales are super strong. Michigan, or Michiganders as they like to call themselves, they consume some of the highest amounts of flower on per capita basis. For us, we specialize in flower. That's where we built our brand. We didn't try to be the jack of all trades trying to get into a variety of product categories. Again, we focused on flower. On 4/20, as an example, we had over $500,000 in sales from just seven stores. Of that 500 plus, 73% of it was flower sales. For us, we continue-
Matthew: That's high.
Fabian: -to see strong demand for flower. Yes, I would say over 50% of our sales are flower and pre-rolls. With that being said, it's still a market and category that we focus on quite a bit and one that's selling well.
Matthew: 4/20 is the Amazon prime day of cannabis and a lot of times, there's through that whole supply chain through the-- A lot of technology goes down that's connected to the cloud intermittently, but I notice that some of the technology partners and integrators in the space have adapted to this and they know these big traffic spikes are coming, is there any way to smooth out the 4/20 experience? Or does it go totally smoothly?
Fabian: No. You know what to expect, right? Our operations team and the founders have deep experience in space right now, they know what to expect. You embrace it. It's a wonderful day. It's an exciting day. It's something that as chaotic as it can be, even for us, it was pretty wild especially fighting with the big long lines trying to get customers in and out as quick as we could. It's something that you embrace and something you appreciate. It's a blessing. It's a blessing to be in an industry that's in such high demand right now in terms of product that we can't complain whatsoever.
Matthew: Let's talk about the basket size of the store at Gage. Can you talk about basket size and what you think about that?
Fabian: Yes, that's a good point to bring up actually because that's where we really, really excel. We really, really show how deep the team is in terms of knowledge and how they run dispensaries, and more importantly just indicates how big of a brand we have. Michigan averages about $85 the last study that we saw. That's a very good basket size. If you compare that to most other states, it's exceptional. For us, we're nearly double that. We had 164 average basket size in 2020. So far in Q1 of this year, we've been averaging depending on the month between 150 and 170. On 4/20, it was 171. The week leading up to 4/20 it was about 165.
We've been in and around that zone pretty consistently now. Keep in mind that 2020 number I just gave you, that was across the whole year across all the retail. No cherry picking, no saying, "Hey, this is with our best store, this is what basket size we get." This was across our retail channel. There's some longevity and consistency in the numbers that we're seeing. Again, if you compare that to anybody in the industry, we're completely head and shoulders above everybody else.
Matthew: Yes, that's really big. Do you provide like debit card check out or ATM in stores? Or how can people pay?
Fabian: Yes, we predominantly accept cash. We've been trying a variety of options to get debit and credit cards in the stores. We do have some of those options, but again, it's not widely used just yet. It's a shame that the industry continues to be plagued by a variety of banking and insurance issues. To have the ability for someone to just come and put their Visa down or Amex down and buy a product. Not only I think is it going to make it easier for us and less risky for us as a business, but then even the consumer, you know what I mean, does have the propensity to potentially even spend more.
It can even increase the sales that we see once we get this potentially SAFE Banking Act passed which who knows if we're ever going to get that passed any time soon. Again, I think as the industry opens up more and more and we actually have that ability to-- as if you're walking into a liquor store and having that same payment capabilities. I think you're going to see the industry explode even more than it already is.
Matthew: Yes, I agree. You're making 3% less profit margin because of all the charge costs but people are much more comfortable. Also, when you're not handling bills, money seems a little less real. Like when you go to Disney World, they let you charge everything to a bracelet and man, you're just flying through stuff because it's like money's not real. I'm dealing with these pretend dollars, Disney dollars. It's that type of thing.
Matthew: It's like there's zero friction. I definitely see that coming. You probably really feel being in Canada and then working in Michigan, it's like you get to see like, "I live in a market where it's federally legal, cannabis is, and there's none of these banking shenanigans. Then I go down to the US where it's this crazy madness where they picked one thing to get upset about and ban and then they did that. Now we have to deal in cash." Probably is super frustrating because you live in a place where it's like, "We don't have these problems."
Fabian: No, very, very frustrated. If you go to a store here in Canada, again, similar to what you said. If you go there and you have $100 or $200 to spend, sometimes if I go to a store and say, "Hey, I want this or that," and then the budtender says, "Have you tried this new version? Or this new flavor?" At times, again, because you're paying with your card, you say, "Yes, sure, throw it in." If you came only with cash, there's also that ability to potentially not even be able to pay for it and you have to say, "No. I just got to come and get what I came here for." The ability to up sell consumers as well is reduced.
Again, that's not the name of the game always, just trying to get the consumer to spend more. The risk associated, again, with handling cash all the time and even during a pandemic, it is there. You'd expect and you'd hope that sometime soon we're going to get some changes there. Especially at a state level, it's a no-brainer. It's really a no-brainer. There's absolutely no reason why you can't get proper banking to this industry.
Matthew: Let's talk about curbside pickup. How big has that become in the last year or so for you?
Fabian: Our curbside pickup is pretty much 99% of our business right now.
Matthew: Oh, wow.
Fabian: Yes. All the numbers I gave you, especially on basket size, keep in mind, those are actually on the curbside pickup numbers. We only had the store open I think a little bit near the late summer in 2020. Since then, the stores have been closed. You cannot enter the store. It's a little bit of a frustrating scenario as well there. You'd love for people to come see the stores. We've opened up a bunch of new stores actually more recently and no one's really been able to come and see inside them.
We're really proud about our retail footprint and assets. It would be great to have people walk through the door, but for us, as well, you got to keep safety in mind. Safety of the employees and safety of the consumers and medical patients. Everyone follows strict protocols but again we haven't really had the comfort to go and open up the store. Curbside pickup's a big, big game changer for us.
Matthew: I get emails pretty much every day or several times a week from people asking how can they get in the industry? You said you're trying to expand to 20 stores in Michigan. When you're trying to fill positions, what are the key positions you're looking to hire for just so people can get an idea of the holes you're looking to fill?
Fabian: Pretty much across the country, you're always expanding your accounting and finance department. You're always expanding the employees at retail as well as you continue to open up more and more retail locations. Even for those that are looking to get in the industry, sometimes it's growing so fast that even the entry job that you initially get with a company, you could see yourself four or five levels above that so quickly like within a year's time. Where can you get that opportunity or that type of career expansion so quickly? You just can't get it anywhere else besides the cannabis industry.
We have people that came in as budtenders, moved up to the assistant manager of the store, then manager of the store, then manager of a regional part of the state and then moving up to director of retail as well. There's just so many opportunities to really grow fast, especially if you're performing well because every single company out there, especially the ones that are doing a good job, are growing so exponentially that they can't get enough people to come work for them.
Matthew: Great points. A lot of people don't have a background in retail or finance or accounting, but they have some complimentary skill you're looking for. How big a piece does attitude and ability just to solve problems come into your hiring decisions?
Fabian: You don't always get that opportunity to really figure that out with the individual that you're hiring. You look to references, you look to the things that they're saying about the industry and why they're interested in the industry and that's where you really got to base yourself on. It's funny, it's not as easy to hire people in this industry as people think. You think that, "Oh, someone who's working at Pepsi or Red Bull or some of these other great CPG type companies, they should be an amazing addition because cannabis is similar."
At the end of the day, it's a different base study. There's a lot of learning especially for those that don't have much knowledge of the cannabis industry and it's not always easy to attract people that fully get it. For us, it's about having, like you said, someone that has the right attitude, that's hungry to learn, that's hungry to dive basically headfirst into a brand-new industry. That's what attracts us to candidates and that's the people we usually hire.
Matthew: Looking at the video of your stores and your marketing and your message, it seems like a very clear, crisp marketing message. How do you create that? Because, well, even the fact that the name is short, I think is helpful to own one word in the prospect's mind, Gage. I think that's very helpful, but then your whole branding is very consistent. I was wondering if you could just open up the curtain at least. What are the marketing meetings like when you talk about like brand touchpoints, how we want the brand to be conveyed, and those types of things?
Fabian: That's some good analysis there. Not to give too much of our secret sauce away, but you hit on a lot of points that we focused on. Obviously, the name being quite short, obviously to the point. The fact that for us, if you compare us to a lot of the other cannabis names out there, which always baffles me, you can go into a store, a dispensary, and not even know that a specific company owns that store because they're so bifurcated in their branding strategy. They have branding for retail and then branding for the product.
For us, we try to keep it pretty simple. You have Gage as the legal publicly-traded name that trades on the CSE in Canada under the symbol Gage, G-A-G-E. You have the dispensaries that are Gage branded. You have the product that we sell that's Gage branded. You just have this continuity in the brand where it's all just Gage, Gage, Gage. I think that helps. Probably why we've been able to grow our brand so quickly, it's not a scenario where you go into a dispensary and say, "Who owns this dispensary? What's this about? What is this product? Is this grown by the company that owns this dispensary? Is it not?"
You have a little bit of that scenario where the branding is just not consistent. Some cannabis companies, don't get me wrong, do do a good job of this as well. Trulieve as an example in Florida, I think a lot of their success is, again, Trulieve as the legal entity name, Trulieve as the publicly traded entity, Trulieve dispensaries, and Trulieve product that they sell within their dispensaries. It's really, really a straightforward strategy.
I'm baffled as to why not a lot of other companies follow it in this industry, but again, we put a lot of time into our social media, a lot of time into interacting with our consumers. That's how you learn what the consumers are liking, what they actually want from you. We have close to 30,000 followers on our social media, on Instagram for our Gage Cannabis profile. We have close to 30,000 followers for our Cookies Michigan profile.
We're constantly interacting with our consumers, again, to find out what they're really looking for, what they're saying about our company. Are they happy about a new strain that drop? Are they happy with the bag of art that was associated with that new strain? Et cetera, et cetera. It just helps in a big way. To us, it seems pretty simple but not a lot of companies are following a similar strategy and we're frankly happy they're not right now.
Matthew: Tell us about Cookies there because I think you're talking about the California brand Cookies. I just want to make sure everybody knows what you're talking about and why you're excited about it.
Fabian: Yes, sure. I should have brought this up earlier. We have an exclusive arrangement with the Cookies brand out of California. Cookies is hands down the best in the space. They're the Nike of the space. The Red Bull, the Coca-Cola of the space right now. A couple of years ago, over two years ago, they weren't at that time but we knew they were really gaining in prominence. They'd been around for a good solid six, seven years and recognized, "Hey, this is a brand where the street culture, the subculture of cannabis is really, really appreciating."
We partnered on an exclusive basis with them and still have that exclusivity for the next step three years here where we essentially run the brand for them in Michigan. We run two different Cookies-branded dispensaries in Michigan, one on 8 Mile in Detroit, one in Kalamazoo. It's the first adult-use store, the latter, the Kalamazoo one, in the Midwest, and obviously in Michigan. Obviously, the Cookies medical one in Detroit was the first store in Michigan. We opened that up last year in January.
These are some of the best-performing dispensaries in the state. We just really learned so much from that company. Again, it's like starting a sneaker company with Nike in Michigan. It's been a scenario where we get to learn so much from the company and more importantly, continue to grow with them. We put a lot of effort into their branding as well within Michigan making sure that we're representing them the best that we possibly could.
That again helps elevate our brand to another level. I'd say when we first opened our dispensary in September 2009, our very first one, probably the majority of the people in the line were there for Cookies products. They didn't really know who Gage was. Now, these days, I'd say Gage and Cookies are pretty synonymous with each other in Michigan, and more importantly, Gage is on a similar level from a branding standpoint.
Matthew: Great explanation. Thanks. Well, Fabian, I'd like to transition to some personal development questions to let people know more about you personally. Is there a book that's had a big impact on your life or way of thinking that you'd like to share?
Fabian: To be honest with you, not really. I used to be a big avid reader, but I'd say over the past decade, not a lot of time for reading. I'm reading so much for my work that at the end of the day like most of us out there, you're just looking to either go out with some friends or more importantly, just sit down and watch some TV, watch some Netflix. From a book standpoint, it's a little tough to say. Haven't really been swayed or moved by anyone.
I'm a big fan of Malcolm Gladwell, have read a lot of his books, a lot of the ideas that he puts forth in his books. The way he looks at things, his analysis that he's done, his research is always intriguing. Especially the one where it's like you got to put 10,000 hours into something to really become an expert, I think that's pretty key. Myself and all the people at Gage are putting in tons and tons of hours into this company on a consistent basis, always trying to learn, always trying to be better.
I think that's particularly important because when you become overconfident or arrogant about your branding or your company, that's when you start to slip up. We always try to view ourselves as a company that can always learn, can always be better, can always achieve higher. Even if we're achieving some great success, our motto within our company is not good enough. We should achieve 10% higher. Those are some of the ideas that generally I got from my previous reading, but generally, no, I can't say one particular book.
Matthew: When you're looking at the industry from a 10,000-foot level, do you think there's any trend or anything you see that's going to be big, but the market or the general public at large doesn't seem to see it quite the same way you do?
Fabian: I know it's funny. This is a 50/50 question, but I think the size of the market is being underestimated in a big way. I think a lot of the studies that are coming out are being done and people are not fully aware of just how big this market is. We are achieving outrageous growth generally as an industry with so many constraints, so many handcuffs on us when it comes to banking, when it comes to the ability as we were talking earlier to predominantly just operate in cash and not having the ability to use any credit cards or, frankly, any debit cards in most scenarios.
I think once the industry really starts to open up, once supply starts to open up in the various states across the US, I think it's going to surprise a lot of people. If you take a look at Colorado, Colorado six, seven years into their program, their adult-use program, and yet I think they grew 20% from December 31st, 2019 to December 31st 2020, which is just crazy. I think people are really underestimating the size and the power of this industry.
Matthew: How about this, Fabian, what's your favorite, key here, unhealthy comfort food?
Fabian: My background is Italian. I'd have to go with Italian food and more importantly, pizza. I can eat pizza every single day of my life. A close second to that it'd be a cheeseburger. I absolutely do love burgers. I got a couple of friends that I went to law school with that I probably get together with him every couple of weeks for us to go try a new burger spot where I live. I think I've tried probably close to 100 places here in the city of Toronto.
Matthew: Oh my God, you're serious about that. I like that level of commitment. Speaking of Malcolm Gladwell, you're an outlier for cheeseburgers.
Fabian: 100% a fan.
Matthew: You've put in 10,000 hours then.
Matthew: As long as we have you on here, there's a lot of people from Canada that listen to the show and Ontario specifically, what's the best cheeseburger in Ontario?
Fabian: The chain that really got me on burgers was The Burger's Priest. They have a small little location in the east end of the city that they started. Every time you go there, there will be lines and lines and lines. I have to give them credit. That was the thing that really got me on this artisanal burger craze and I haven't looked back since. The Burger's Priest, hands-down, one of the best burgers in the city.
Matthew: Fabian, tell listeners how they can find your stock ticker and how they can visit one of your stores.
Fabian: For sure. First off, you go to our website, www.gagecannabis.com. Really easy to remember. Again, that's gagecannabis.com. Just learn a whole variety about our company, the products we have. You can look at all the menus of all our stores online, both on the rec side of things and the med side of things. If you have any questions from an investor standpoint you can go-- you can email us, sorry, at firstname.lastname@example.org. Again, that's email@example.com.
As I previously mentioned, we are a publicly-traded entity. We trade on the Canadian Securities Exchange like pretty much the majority of the other MSOS like Trulieve, Curaleaf, et cetera. We trade under the symbol G-A-G-E, really easy to remember Gage. Again, that's G-A-G-E. We don't have our OTC ticker yet for those listeners in the US. Working hard to get that and we should hopefully have that in the coming weeks giving obviously the US investors the opportunity to buy our stock as well, because it's a little difficult to buy CSE traded stocks in the US right now, unfortunately.
Matthew: How about job seekers? If they're in Michigan and they want to apply for a job to help your team grow, is there a way they can find open job positions?
Fabian: Yes. Go to our website, gagecannabis.com. You'll see we're always hiring. I feel like we always have a long list of people that we're looking to add. Follow us on social media as well. We do have certain announcements about when we're having a big hiring push as well. Our social media and I would just say, you can find us on Instagram @gagecannabis, pretty easy to remember. Again, that's @gagecannabis. Follow us there. It gives you a little taste and flavor of the brand as well to make even see if you want to work with us to see how we look at the industry and how we run our company. We do have some announcements there as well when it comes to job postings and other initiatives that we're working on. I encourage everybody to follow us there as well.
Matthew: All right. Fabian, thanks so much for coming on the show. We really appreciate it and good luck with trying to get 20 stores open. That's a huge goal. It sounds like you're executing really well and we wish you all the best.
Fabian: Thanks so much, Matt. I really appreciate you having me on.
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