Stosh Wasik and Logan Stauber, owners and CEOs of The Fire Station in Michigan's Upper Peninsula, describe their approach to building a workplace that prioritizes employee autonomy and support. Their strategies reflect adaptations in the state's burgeoning cannabis industry, legalized for adult use in 2018, where rapid expansion demands flexible leadership. This model stands out amid common challenges in retail and emerging markets, offering lessons for sustaining growth while retaining talent.
Roots in Personal Journeys and Industry Anticipation
Wasik entered cannabis through a college business opportunity, leveraging his finance degree to develop a plan after initial skepticism as a user. Stauber traced his path to high school research on cannabis penny stocks in 2012 and hands-on experience watching a friend's plants, later obtaining caregiver licenses and working for a Marquette cannabis attorney. Both founders prepared for Michigan's legalization by immersing themselves in cultivation, legal preparation, and market analysis, positioning The Fire Station for entry in a sector projected to mature with statewide demand.
Millennial-Inspired Facilities and Flexible Policies
The Marquette headquarters features a personal gym, flexible schedules for administrative staff, and comprehensive benefits including dental, health, vision, and 401(k) options. These elements promote autonomy, allowing employees freedom in their roles without micromanagement, backed by leadership support. Employees view this as a fresh alternative to rigid industry norms, fostering excitement in daily operations.
Hands-On Leadership and Personal Investment
Starting in a 864-square-foot building in 2020, Wasik and Stauber handled cash registers and all tasks, leading by example rather than delegation. They prioritize integrity—alongside energy and intelligence—in hiring, extend second chances through performance programs, and assist staff personally with life decisions like vehicle purchases and housing. This commitment extends to customers, with policies emphasizing experiences that exceed expectations during routine visits to stores or dispensaries.
Adapting to Explosive Growth from One to Eight Stores
From a single outlet, the company expanded to eight stores by continuously revising standard operating procedures, pricing, and operations for consistency across locations, even down to desk supplies. Vape cartridges, once priced at $114 each, now appear in deals like 10 for $100, reflecting market pressures and customer responsiveness. Every process has evolved multiple times, embodying the principle that change remains the sole constant in their operations.
Interview by Patrick Williams and edited for length and clarity.
