VMSD - July/August 2020 - 36

Checking Out
Interview bybyCarly
Hagedon
Interview
Matthew
Hall

Jen Barry

In her new role as VP of Retail at Glass House Group (Long Beach, Calif.),
Barry draws on her time at Nordstrom and Anthropologie to take the

Let's start by exploring how the design of
cannabis-related retail spaces is similar to
traditional stores.

It depends. Right now, many cannabis retailers
with deep roots in a medical market have functional, but very sterile environments. Often, it can
almost feel like you are walking into a pharmacy
rather than a traditional retail space.
Glass House Group has spent a lot of time figuring out how to bring the best 2.0 cannabis retail
experience to customers. That involved looking
at ways to improve overall flow and create a more
intuitive layout for both customers and employees. Now, we approach our locations much like
how a traditional retail space is laid out, including merchandising products by category, which
makes it easier for our customers, particularly for
the ones who are new to cannabis.
OK, let's flip that coin: How is it different?

Hands down, the biggest difference is in the first
impression. In the cannabis space, when a customer approaches a retail location, they typically
will see a security guard waiting for them at the

36

July/August 2020

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vmsd.com

front door, then walk into a reception area much
like at a doctor's office.
In traditional retail, the experience is much different. When you approach a retailer, there's usually someone waiting to greet you, asking how they
can help. In cannabis, due to regulatory requirements, that's not possible. When the guest walks
in, retailers must have the required reception,
where customers' identifications are checked.
Does Glass House Group use contract
design firms to help create its stores? If
so, what does it take to make the short list
for such commissions?

Each of our four locations [all in California] have
been designed independently. We don't currently
have one specific firm contracted for design. As we
continue to grow, we would love to partner with
one firm that understands the Glass House Group's
vision. Ideally, this would be someone who is in
the mindset of looking through the consumer lens
and offering a unique space that will keep the consumer coming back.
Sorry, but I have to ask: Did anyone ask if
you were smoking something when you
decided to go into the cannabis sector?

Actually, the reaction I got was the total opposite.
With my background and accomplishments in
women's fashion and home retailing from the past
25 years, most people, including my mentors, family and friends, were not at all surprised by the
industry shift.
When I started at Anthropologie we had 30
storefronts; when I left we had grown to 250.
Traditional retail was changing, and the cannabis
sector was heavily focusing on growing the retail
space it sat in. People who know me know that I
thrive in building the foundations and growing a
business (excuse the pun on growing!). 

Building
Blocks

You were a buyer at
Nordy's - tell us what
lessons you learned from
that time that are still with
you today.
That was my first job in the retail space.
In working there for 10 years, what I
learned is to always look through the
consumer's lens. Every choice I make
I say to myself, 'How will the customer
perceive this? How will they enjoy this?
Does it add value or not?' Another
major takeaway was the importance
of developing a solid team and giving
them the infrastructure they need to
grow and scale.

Same question for your
time at Anthropologie:
I was there for 17 years, and a critical
piece during that time was a heavy
focus on relationship building. In
my time at Anthro, I was suc cessful

because I put the time in with key
partners to make sure they were
strong . We were all aligned to
the same goal and locked arms
to achieve it and move forward.
My time at Anthro also refined my
communication skills and who I was,
and am, as a leader.

C OUR TE SY OF J E N BAR RY

J E S S I C A B R AD Y, G L AS S H O US E G R O UP, LOS ANGE LE S

cannabis retailer's store experience to an even higher level.


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VMSD - July/August 2020

Table of Contents for the Digital Edition of VMSD - July/August 2020

VMSD - July/august 2020
Contents
From the Editor
Vmsd Editorial Advisory Board
The Goods
Next Store
Spellbound
No Monkey Business
Bringing the Outside In
Take Me Home
Showroom
Ad Index
Checking Out
VMSD - July/August 2020 - Intro
VMSD - July/August 2020 - VMSD - July/august 2020
VMSD - July/August 2020 - Cover2
VMSD - July/August 2020 - 1
VMSD - July/August 2020 - Contents
VMSD - July/August 2020 - 3
VMSD - July/August 2020 - From the Editor
VMSD - July/August 2020 - 5
VMSD - July/August 2020 - Vmsd Editorial Advisory Board
VMSD - July/August 2020 - 7
VMSD - July/August 2020 - The Goods
VMSD - July/August 2020 - 9
VMSD - July/August 2020 - 10
VMSD - July/August 2020 - 11
VMSD - July/August 2020 - Next Store
VMSD - July/August 2020 - 13
VMSD - July/August 2020 - Spellbound
VMSD - July/August 2020 - 15
VMSD - July/August 2020 - 16
VMSD - July/August 2020 - 17
VMSD - July/August 2020 - 18
VMSD - July/August 2020 - 19
VMSD - July/August 2020 - 20
VMSD - July/August 2020 - 21
VMSD - July/August 2020 - 22
VMSD - July/August 2020 - 23
VMSD - July/August 2020 - No Monkey Business
VMSD - July/August 2020 - 25
VMSD - July/August 2020 - Bringing the Outside In
VMSD - July/August 2020 - 27
VMSD - July/August 2020 - 28
VMSD - July/August 2020 - 29
VMSD - July/August 2020 - Take Me Home
VMSD - July/August 2020 - 31
VMSD - July/August 2020 - 32
VMSD - July/August 2020 - Showroom
VMSD - July/August 2020 - 34
VMSD - July/August 2020 - Ad Index
VMSD - July/August 2020 - Checking Out
VMSD - July/August 2020 - Cover3
VMSD - July/August 2020 - Cover4
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