From Brick-and-Mortar to Digital-First: Skye Blanks’ Lessons from the Cannabis Retail Revolution
Written by Sixteen Ramos
When Skye Blanks and his partners opened Premo Cannabis in Keyport, New Jersey in 2023, they faced a challenge familiar to retailers across industries: how to compete in an increasingly digital marketplace while preserving the advantages of physical space.
Their solution offers lessons for any business navigating the tension between traditional retail and e-commerce expectations. Within a year, Premo ranked as a top 10 independent dispensary in New Jersey, achieving this by rejecting the false choice between brick-and-mortar and technology. Instead, they built what Blanks calls a “movement,” a community-centered retail experience powered by sophisticated digital infrastructure.
The physical space matters. Housed in a restored historic building, Premo features museum-quality lighting, high ceilings, and a boutique aesthetic that signals premium quality while remaining approachable. This intentional design elevates cannabis retail beyond transactional commodity purchasing, creating an environment where customers want to spend time.
But the experience relies heavily on invisible technology. Behind the welcoming atmosphere runs an integrated tech stack that manages everything from ID verification to inventory tracking to loyalty programs. Mobile workflows let customers choose their preferred shopping method: pre-ordering online with dedicated pickup, self-service through in-store kiosks, or traditional consultation with staff.
This flexibility reflects changing consumer expectations across retail sectors. Today's shoppers demand convenience and personalization simultaneously. They want Amazon-level efficiency with boutique-level service. They research products online but expect knowledgeable staff when they visit in person. They value curated selection over overwhelming choice.
Blanks’ background as Chief Operations Officer at the International Council for Small Business (ICSB) gives him perspective on these trends globally. Through ICSB's Knowledge Hubs program, he works with enterprises worldwide adapting to digitalization. The challenges in Keyport mirror those in markets everywhere: rising customer expectations, increased competition, and pressure to invest in technology while maintaining profitability.
As noted in The Ritz Herald, Blanks has consistently advocated for using technology to empower small businesses, especially in sectors where personal touch is central to growth.
The key insight from Premo’s success is that physical retail spaces must evolve from transaction centers to experience destinations. When customers can purchase anything online, brick-and-mortar stores need compelling reasons to exist beyond product access. Premo creates value through atmosphere, expertise, and community connection, elements difficult to replicate digitally.
Yet this physical experience depends entirely on digital enablement. Real-time inventory systems ensure products are available when customers arrive. Customer data platforms track preferences and purchase history, enabling personalized recommendations. Compliance monitoring systems handle regulatory requirements automatically, freeing staff for customer service. Mobile management tools let managers oversee operations remotely while maintaining high standards.
This technology-enabled physical retail model extends beyond cannabis. Coffee shops use mobile ordering to reduce wait times while preserving the “third place” social environment. Bookstores combine e-commerce platforms with curated in-store events. Fitness studios blend virtual classes with community-building physical locations. Success comes from treating digital and physical as complementary rather than competitive channels.
For small business owners, Premo’s rapid growth offers actionable lessons. First, invest in systems that integrate seamlessly. Blanks emphasized choosing platforms that communicate with each other rather than being locked into single-vendor ecosystems. This flexibility allows businesses to adapt as needs evolve and better technologies emerge.
Second, use technology to enhance rather than replace human interaction. At Premo, automation handles compliance, verification, and routine transactions, the necessary but unglamorous aspects of retail. This efficiency creates capacity for staff to focus on customer relationships and product knowledge. Budtenders become consultants rather than cashiers.
Third, design physical spaces that justify the journey. If customers can order online, the in-store experience must offer something digital channels cannot. Premo’s gallery-like atmosphere, knowledgeable staff, and community vibe create value beyond product access. The space itself becomes part of the brand story.
Fourth, embrace data without becoming enslaved to it. Premo’s team uses analytics to track performance, identify trends, and make informed decisions. But they balance metrics with intuition, community feedback, and brand values. Data informs strategy; it does not dictate it.
The transformation of retail is not about online replacing offline. It is about creating integrated experiences that meet customers wherever they are, digitally or physically, with consistent quality and authentic connection. Businesses that recognize this can turn the challenges of digitalization into competitive advantages.
As Blanks demonstrates through both Premo’s local success and his global work at the ICSB, the future of retail belongs to entrepreneurs who embrace technology as a tool for enhancing human connection, not replacing it. The most successful businesses will be those that use digital capabilities to make their physical presence more valuable, more personal, and more essential to their communities.
