Adam Hodge talks retail strategy, customer experience, and independent cannabis in Missouri

Adam Hodge did not enter cannabis through cultivation, retail, or even personal passion for the plant. He came in through insurance, compliance, and a willingness to learn the regulations of a new industry.

Today, Hodge is the co-founder of Stairway Cannabis, an independent Missouri dispensary operator with locations in Blue Springs and Branson. Along the way, he has built a reputation around operations, customer experience, and a practical understanding of what makes a cannabis business work beyond the sales floor.

In a recent conversation with Greenway, Hodge discussed the differences between Stairway’s two Missouri stores, how he found his way into cannabis, and why he believes strong operators and strong teams are becoming more important as the Missouri market matures.

Stairway’s Blue Springs and Branson locations serve very different customer bases, according to Hodge. The Blue Springs store dates back to the medical era and was chosen in part for its visibility and accessibility.

“Where do people go on a normal basis? You don’t want to be trying to get people to come somewhere. You want to be where they’re already traveling,” Hodge said. “We get a lot of after-work traffic and some before-work traffic as well.”

That thinking also influenced Stairway’s Branson location, though in a different way. Hodge said the company acquired the Blue Springs store after much of the process was already underway, but Branson was built specifically as a Stairway location. Even before adult use began, the company planned around convenience for local shoppers rather than relying entirely on tourism.

“I didn’t necessarily want to be on the Strip where it was just tourists,” Hodge said. “We chose a location on Shepherd of the Hills Parkway, next to a grocery store. That’s been a common theme for me.”

That local-first strategy mattered in Branson, where the seasonal swings can be significant. Hodge said the company wanted steady year-round business from area residents, while still welcoming visitors during busier tourism months.

“I didn’t want to be 100 percent dependent on tourists,” Hodge said. “We wanted to serve our local customers who are going to shop all year round.”

That approach also shaped how Stairway introduced itself to the community. Hodge said the company made an effort early on to build relationships with local stakeholders, including the Chamber of Commerce and city officials, and found Branson easier to work with than some might expect.

“We took the approach early on to connect with the community, the Chamber of Commerce, and anyone who might present challenges,” Hodge said. “They were actually relatively easy to work with compared to some other markets.”

Before cannabis, Hodge worked in software sales and insurance. His initial entry into the industry came not from a desire to work directly with marijuana, but from seeing a new market emerge and recognizing that cannabis businesses had specialized risk and compliance needs.

“I had to become an expert in cannabis, not necessarily in using it, but understanding the rules, the risks, and how to navigate the industry,” Hodge said.

That focus on compliance became a path into consulting work in Arkansas, where early operators faced more complex inspections and regulatory hurdles. Hodge said he and his business partner initially helped licensees get operational, then found themselves increasingly involved in running stores.

“Instead of paying a success fee, they offered equity,” Hodge said. “Next thing you know, I went from selling insurance to running dispensary operations.”

That transition helped shape the management style he still brings to Stairway. Hodge said he remains focused on operations, but has increasingly shifted from direct oversight into mentorship, working with leadership while staying connected to store-level activity.

“If you’re not hands-on and in the stores, it’s hard to make the right decisions,” Hodge said. “I still spend time talking to staff, listening to customers, and paying attention to what’s happening.”

He also said customer experience remains the most important differentiator for an independent dispensary, especially in a state where many operators carry similar products.

“The biggest thing customers come back for is the experience, and 90 percent of that is driven by your staff,” Hodge said.

For Hodge, that means hiring for service and personality as much as cannabis knowledge. He said some of the best employees come from outside the industry, particularly from hospitality roles.

   

“I’d much rather hire someone with strong customer service skills and teach them cannabis,” Hodge said.

That philosophy has influenced how Stairway staffs its stores and how Hodge approaches leadership. He said he focuses on giving employees responsibility and opportunities to grow.

“I want my employees to be able to grow in the industry, whether that’s with me or somewhere else,” Hodge said.

Hodge also said his personal passion for cannabis developed over time. Unlike many in the industry, he did not enter the space as a consumer-first advocate. Instead, he said his perspective changed after seeing how cannabis impacted patients.

“I didn’t come in with a passion for cannabis,” Hodge said. “I developed that after seeing how it helped people.”

He pointed to customer experiences as a driving factor.

“You hear people say they can sleep again, or that their pain is manageable,” Hodge said. “Those moments remind me why I’m in this industry.”

As Missouri’s cannabis market continues to evolve, Hodge said the industry is moving past its early growth phase and into a more competitive environment.

“We went through a period where almost anyone could be successful,” Hodge said. “Now, the operators are going to rise to the top.”

As one of the remaining independent dispensary operators in Missouri, Hodge acknowledged both the advantages and limitations of staying small.

“There aren’t many independents left with just one or two stores,” Hodge said. “It’s an advantage in some ways, but we don’t have the ability to make the same large moves as bigger operators.”

For Stairway, the ability to be adaptable is informing both strategy and execution. While the company continues to evaluate expansion opportunities, one of its most significant near-term initiatives is the introduction of deli-style flower service at its Branson location.

“We’re about to add deli-style down in Branson,” Hodge told Greenway. “We’re really excited about that.”

He framed the move as more than just a product format, but as a deliberate investment in customer experience. Deli-style requires additional operational complexity, staffing considerations, and compliance oversight, but also allows for a more interactive and personalized retail environment.

The model gives customers the ability to see and smell flower before purchasing, ask more detailed questions, and engage more directly with staff. For an operator that prioritizes experience, Hodge said the added effort aligns with Stairway’s broader philosophy.

As Missouri operators continue to look for ways to differentiate in a maturing market, deli-style represents one approach that places the customer interaction at the center of the transaction.

Hodge said the Branson store, with its larger footprint, provides the right environment to pilot the concept, while the company evaluates how it could be implemented in Blue Springs.

With that in mind, Hodge remains focused on consistency, culture, and customer experience as the foundation for long-term success.