MariMed’s C-Suite Talks Record Revenue, Brand Expansion and Becoming the ‘Coca-Cola’ of Cannabis

Massachusetts-based multistate operator MariMed entered the second half of 2026 with record quarterly revenue and a retail business that continues to grow organically across its core markets, Maryland, Massachusetts, Delaware, and Illinois.

The company reported $42 million in revenue for the second quarter, driven by stronger consumer spending, high-performing brands, and a loyalty program that keeps customers coming back.

But while the earnings release offered a snapshot of financial progress, the story MariMed executives wanted to tell runs deeper than quarterly numbers.

In an online conversation with CEO Jon Levine, CFO Mario Pinho, and CCO Howard Schacter, one theme surfaced again and again.

Levine called it Expand the Brand, a philosophy that shapes how MariMed develops products, enters new markets, engages consumers, and prepares for federal oversight. It is the company’s north star, and it guided nearly every topic we discussed.

Building a Brand-First Cannabis Company

MariMed’s record quarter was powered by retail growth, but Pinho said the underlying driver was brand strength. He pointed to the company’s loyalty program, which grew membership by 14% year to date and consistently shows higher spend from members than non-members.

That data, he said, reinforces the idea that consumers respond to brands they trust.

“It was the biggest revenue quarter for the company at 42 million,” Pinho said. “The primary driver was our retail channel, which grew 6% quarter over quarter, and that was purely organic growth for us.”

Levine said the company’s retail momentum is also tied to customer service and the way MariMed communicates with its loyalty base. He noted that competition has increased in several markets, but the company continues to see repeat visits from customers who value consistency and familiarity. Levine described that consistency as “a real key” to keeping customers engaged even as new competitors enter the market.

“Customer service and the loyalty programs are bringing those people back,” he said. “They’re coming back at a faster rate than we would have anticipated.”

Schacter added that loyalty members spend more than non-members, and the company is investing heavily in personalized offers and early access to new products. Those efforts support the broader brand strategy, which aims to keep MariMed’s product lines fresh while reinforcing the company’s identity across multiple states.

Seasonal Innovation and the LTO Strategy

One of the clearest examples of Expand the Brand is MariMed’s seasonal product strategy. The company has rolled out limited-time offerings (LTOs) for several years, including pumpkin-themed Betty’s Eddies and Bubby’s Baked SKUs for autumn, beach-themed edibles for summer, and other seasonal flavors tied to holidays and cultural moments.

These products serve as both innovation and engagement tools, giving consumers something new to look forward to while reinforcing the brand’s personality.

Schacter described the seasonal lineup as part of a multi-year strategy designed so the portfolio feels fresh and up-to-date throughout the year. Betty’s Eddies, the company’s flagship edible brand, is now the number one edible across MariMed’s core states and already the number three edible in Maine through a licensing partnership.

“It is a several-year LTO strategy to keep the product lines fresh,” Schacter said.

Levine said seasonal products are only one part of the brand expansion plan. The company is also focused on entering new states through licensing agreements or manufacturing partnerships, but only with partners who can maintain MariMed’s quality standards.

“We want to keep adding new products within a limit,” he said. “But we also are concentrating on expanding our brands into additional states and showing that the market share can be captured easily because our brands are so successful.”

Market Penetration as Proof of Brand Strength

If Expand the Brand is MariMed’s guiding philosophy, its wholesale penetration rate is one of the clearest signs that the strategy is working. Schacter said MariMed’s brands are now in about 85% of storefronts across its core markets, a level of distribution that is uncommon even in traditional consumer packaged goods. That reach reflects both retailer demand and consumer pull, reinforcing the idea that MariMed’s brands have become fixtures in the markets where they operate.

“Our brands are in about 85% of the storefronts across our core markets,” Schacter said. “That’s over a trailing twelve-month basis, which is pretty high even for traditional CPG.”

Levine said that kind of penetration is exactly what Expand the Brand is designed to achieve. When consumers ask for MariMed products by name, and retailers stock them because they move, the company’s brand-first strategy becomes a competitive advantage that compounds over time. Levine said the company’s ability to “capture that market share pretty rapidly” in new states is a direct result of that brand strength.

Consistency as a Competitive Advantage

As MariMed expands, consistency becomes both a challenge and a differentiator. Pinho said the company’s goal is to ensure that a Betty’s Eddies gummy is consistent from state to state, regardless of differences in regulations, supply chains, or manufacturing environments. That level of uniformity is difficult in cannabis, but it is central to MariMed’s identity.

“Our customers know that when they buy a Betty’s Eddies, the quality is always high and it’s always consistent,” Pinho said. “No matter where you go and buy your Betty’s Eddies, it’s going to taste the same.”

Levine framed consistency as a prerequisite for becoming a true consumer packaged goods company. He said MariMed’s ambition is to build brands with the same level of recognition and reliability as mainstream household names.

“I want to be the Coca-Cola. I want to be the Kleenex,” he said. “You got to have that knowledge that people know your name in the states that you go into.”

That consistency also supports wholesale momentum, reinforcing the penetration rate Schacter described. When consumers expect a reliable experience, retailers are more likely to stock the product, which further strengthens the brand.

Educating Consumers Through Sensory Engagement

Brand expansion isn’t limited to product development. MariMed is also investing in consumer education, most recently through its “The Nose Knows” campaign. The initiative groups flower strains into six aroma- or effect-driven categories and encourages consumers to shop by smell rather than relying solely on THC or TAC (total active cannabinoids) numbers.

The approach mirrors how cannabis was often purchased before legalization, when the aroma of weed in unmarked baggies frequently guided a buyer’s selection. By bringing that sensory experience back into the retail environment, the campaign encourages shoppers to rely on aroma and effect rather than numerical potency alone.

“We want our customers to lead with smell versus numbers,” Pinho said, adding that the goal is to help them make better choices. “There’s a lot of emotional reaction and attachment to smell.”

Schacter emphasized that the campaign is grounded in scientific research, not nostalgia.

“The campaign is based on actual science,” he said. “If consumers literally followed their nose versus looking at the label at the THC number alone, they are much more likely to land on a strain that will amplify their experience.”

Levine said the campaign also serves as an educational tool for newer consumers who may not understand the nuances of flower selection.

“This is a great educational tool which will help drive more people not just to the stores but to our products,” he said.

Preparing For Federal Oversight

Even regulatory topics fit into the Expand the Brand narrative. Levine said MariMed has registered all of its medical locations with the DEA and expects its first inspection this month. The company believes it is well prepared for federal oversight because its facilities already meet strict state requirements and follow GMP standards in kitchens, labs, and processing areas.

“We are more than prepared and ready for whatever is thrown at us,” Levine said.

Pinho said rescheduling could improve MariMed’s tax position and access to capital, but the company is waiting for Treasury guidance before assessing the full impact. Still, the potential benefits align with the brand expansion strategy, giving MariMed greater flexibility to enter new markets or pursue licensing partnerships.

Schacter noted that the immediate impact of rescheduling is limited, but the long-term implications could be significant for research, banking, and consumer trust.

Disciplined Growth And The Path Forward

MariMed’s clean balance sheet gives the company room to grow without taking on burdensome debt. Pinho said the company will continue to prioritize low-capital licensing expansion, selective dispensary growth, and disciplined investment. Levine added that owning real estate with low-rate mortgages gives MariMed borrowing capacity when interest rates improve.

The company plans to open a new store in Columbus next quarter and is exploring additional opportunities to expand its retail footprint. But every decision, Levine said, comes back to the same principle.

“The important piece is the part that will make us different: the market share that we have with our brands,” he explained. “As we go into new markets, we’re able to capture that market share pretty rapidly.”

MariMed’s record quarter reflects strong financial performance, but the company’s long-term strategy is built on something more durable. Expand the Brand is not just a slogan. It is a framework for innovation, consistency, education, and growth. And as MariMed prepares for federal oversight and new market opportunities, that philosophy appears to be guiding every step.