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5 Minutes Read

Rooted in Resilience: How 365 Recreational Cannabis Is Redefining the Dispensary Experience in Santa Rosa



When you walk into 365 Recreational Cannabis in Santa Rosa, you’re not just stepping into another retail store—you’re entering a space built on two decades of hands-on experience, grit, and a genuine passion for the plant.

For co-owner Laniakea Evans, cannabis isn’t a trend or a business opportunity she stumbled into. It’s a life’s work. From trimming in the legacy market to running operations and ultimately opening her own dispensary in the middle of a global pandemic, her journey reflects the evolution of the industry itself.

Located at 2750 Mendocino Avenue in Santa Rosa, 365 Recreational Cannabis has grown alongside California’s legal cannabis landscape—navigating fierce competition, shifting regulations, and changing consumer needs with resilience and heart.

From Legacy Market to Legal Leadership

Laniakea’s cannabis story began about 20 years ago in the legacy market. She started as a trimmer, gradually moving up through quality control, plant care, transplanting, deleafing, trellising, and harvest processes.

“I kind of moved up. I trained new trimmers. I did QC. I started working in the rooms,” she explains. Over time, she gained full-cycle cultivation experience—from seed to sale.

When California transitioned into the medical market, she made the leap into dispensary work. To get her first job, she leaned on the relationships she had built with farmers. She asked them to write anonymous letters of recommendation. Before the dispensary even opened, she was promoted. Within a month, she was operations manager.

But she wanted something more.

“I wanted to have something that was mine,” she says.

That opportunity arrived in 2020. Laniakea became co-owner of 365 Recreational Cannabis—and opened the doors on April 20, 2020.

Yes, during the pandemic.

Opening a Dispensary During COVID-19

Launching a cannabis dispensary during COVID-19 in Santa Rosa was anything but typical.

“We opened right during the pandemic. Nobody was allowed to go to the store for like the first four months. So we just did curbside. It was pretty interesting.”

While many businesses struggled to adapt, cannabis sales initially surged. With people at home experimenting and seeking stress relief, demand was strong. But as the pandemic waned, the market shifted.

The early boom stabilized. Competition intensified.

And in Santa Rosa, there’s no cap on retail cannabis licenses.



Competing in a Saturated Santa Rosa Cannabis Market

Santa Rosa is one of the most competitive cannabis retail markets in Sonoma County. According to Laniakea, there are about 25 active retail licenses in the area—with more on the way.

“That, yeah,” she says with a knowing smile when discussing the number.

With no cap on retail permits, dispensaries must work harder to stand out. For 365 Recreational Cannabis, the differentiator isn’t flashy marketing—it’s service and education.

“We pride ourselves in education and customer service,” she says.

The store has undergone multiple transitions over the past six years:

  • Moving from behind-glass displays to a 50/50 open format

  • Shifting to a full open-floor retail experience

  • Rearranging the sales floor twice to create a more welcoming, circular flow

  • Continuously updating product offerings while maintaining reliable staples

The goal? Make cannabis retail feel less intimidating—and more personal.

“We want to make it personal. We don’t want to make it a number and an ID and a scary situation with a big, you know, armed security guard. We want to make it a really nice, welcoming retail environment.”

A Surprising Customer Base: Seniors Lead the Way

When many people picture a cannabis dispensary, they imagine a younger crowd. But at 365 Recreational Cannabis in Santa Rosa, the largest customer base might surprise you.

“Actually, my biggest, I think the largest customer base that we have are going to be seniors.”

Located at the bottom of Fountain Grove, the dispensary serves a significant retirement community population. Laniakea doesn’t just wait for them to come in—she goes to them. She attends wellness fairs and gives educational lectures at retirement homes in the area.

The reasons seniors visit are often health-related:

  • Joint pain

  • Sleep challenges

  • Inflammation

  • General wellness support

Of course, younger customers come in too—soccer moms, hard-working dads, and professionals looking to unwind. But the shift toward cannabis as a wellness tool is unmistakable.

Education as the Cornerstone

In a heavily regulated industry filled with evolving products, education isn’t optional—it’s essential.

“There is. So there’s a lot of education,” Laniakea says.

At 365 Recreational Cannabis, education happens at every level:

  • Brands conduct staff trainings.

  • Team members learn product details and effects.

  • Budtenders tailor conversations to each customer’s needs.

“We ensure that the staff understand the products. And then we, in turn, educate our consumers about the products that we have on the shelf.”

Not every customer wants a deep dive. Some know exactly what they want. Others are nervous or new. The team meets them where they are.

Whether the goal is purely recreational or medically motivated, the focus remains the same: clarity, comfort, and confidence.



Navigating Regulations and Marketing Limitations

Running a legal cannabis dispensary in California comes with challenges that many other retail businesses don’t face.

“With the taxes that the states and the city implement on cannabis, the regulations that we have to follow—we’re overseen by so many different government agencies, probably more than most other businesses.”

From compliance to taxation to advertising restrictions, the hurdles are constant.

Marketing is particularly constrained. Cannabis businesses face strict rules on where and how they can advertise. That means traditional channels are often off-limits.

Instead, 365 Recreational Cannabis relies on:

  • Community engagement

  • Wellness events

  • In-store experience

  • Word of mouth

  • Competitive pricing

“I’m always looking for the newest way to advertise, the newest way to bring people in,” she says.

The Weight of Ownership

The shift from employee to owner changed everything.

“As an employee, I had no skin in the game. I clocked in, did my job, left. I didn’t even think about this.”

Now?

“I think about this business every minute of every day… I’m always reachable. I’m never off.”

Ownership brings pressure—but also purpose. Her family depends on the success of the store. So do her employees. So does the community that relies on it for education and access.

That level of responsibility shapes every decision—from product selection to floor layout to staff training.



Advice for Aspiring Cannabis Entrepreneurs

So what advice would she give someone thinking about entering the cannabis industry in Sonoma County?

Her response is immediate—and honest.

“You have to have a passion for cannabis. You can’t just say, ‘I’m going to work in the cannabis industry.’”

This isn’t a casual business venture. Between regulatory complexity, intense competition, taxation, and evolving federal policies, it demands commitment.

Without passion, it’s easy to burn out.

With passion, it can be deeply rewarding.

Looking Ahead

The future of cannabis remains uncertain. Federal scheduling discussions and government policy shifts could reshape the landscape.

“It’s a really hard thing for me to say,” Laniakea admits when asked about five-year predictions.

But one thing is clear: she plans to keep showing up.

“I’m hoping that I’m still going to be here, still working away, still having people come in the door to enjoy my store.”

For Santa Rosa residents searching for a knowledgeable, welcoming cannabis dispensary, 365 Recreational Cannabis continues to offer more than products—it offers guidance, experience, and a human touch in an industry that’s constantly evolving.

And in a competitive market with 25+ dispensaries, that personal connection just might be the most powerful differentiator of all.

Visit 365 Recreational here: https://www.365recreational.com/



Bay Area Business Spotlight

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03.01.2026

An Interview with Jan Silberstein of Zen Wine Tours: Building a Luxury Experience on Trust and Service

On a clear January morning, I sat down—virtually—with Jan Silberstein, the founder and driving force behind Zen Wine Tours. What unfolded over our conversation was not just a story about starting a wine tour company in Napa Valley, but a thoughtful reflection on entrepreneurship, hospitality, and why exceptional customer service still wins—especially in a changing wine industry.From his early roots in hospitality to building a one-man luxury tour operation grounded in relationships and trust, Silberstein’s journey offers insight for anyone curious about small business ownership, Napa Valley wine tours, or what truly sets a premium experience apart.From Hospitality Roots to the American DreamSilberstein’s path to Zen Wine Tours began far away from Napa—it began years earlier with a clear vision of independence.“The thinking process of starting the tour company really started quite some time ago when I came here to the States about 13, 14 years ago,” he shared. “I kind of always knew that my part of the American dream would be building my own business and working for myself.”Hospitality runs deep in his roots. Raised in a family of entrepreneurs, Silberstein spent formative years in Ecuador after his parents relocated for international development work. His family later purchased a hotel in the Galápagos Islands and launched a travel agency in Quito, the capital of Ecuador—an experience that immersed him in hospitality at an early age.By his teens, Silberstein was already captivated by the industry. He later studied hospitality formally in Germany and continued working across restaurants, hotels, and bars after moving to the United States. Napa Valley, however, opened a new chapter - The familiar outstanding hospitality, paired with the world of fine wine. Learning Napa from the Inside OutBefore launching his own tour company, Silberstein built his reputation inside some of Napa Valley’s most respected wineries. His career included roles at Cakebread Cellars, Porter Family Vineyards, Bell Wine Cellars, and creating the hospitality at Seven Apart Winery from the ground up..Those years proved invaluable—not just for wine knowledge, but for relationships.“It doesn’t matter how fancy the winery is and how exclusive it is, I’m still working for someone else, under their rules,” he reflected. That realization, combined with repeated encouragement from peers in the tour industry, pushed him toward entrepreneurship.In summer 2022, Silberstein founded Silberstein Hospitality LLC. By early 2023, that vision became fully focused as Zen Wine Tours. He left Seven Apart Winery that Summer and committed full-time to building his touring business.Launching Zen Wine Tours with Almost No Marketing BudgetUnlike many tour operators relying heavily on paid ads or social media campaigns, Zen Wine Tours grew almost entirely through relationships.“My marketing budget is nearly nonexistent,” Silberstein said. “Instead, I’ve built my name in the Valley through hands-on work at local wineries and by creating deep rooted connections. I’ve always loved networking with peers, learning from them, supporting their businesses, visiting and recommending fellow wineries, and earning trust over time.”His primary sources of business include:Repeat guests he previously hosted at wineriesReferrals from hotel conciergesRecommendations from winery colleaguesOverflow bookings from other tour operatorsSocial media referrals from Reddit and wine related Facebook groupsIn a region where reputation travels fast, Silberstein’s approach emphasizes authenticity over scale. Why Small, High-End Tours Are ThrivingWith headlines frequently discussing struggles in the wine industry, Silberstein remains optimistic—particularly for small, premium operators.“I’m a one-man show, and I only need one tour a day to be fully booked,” he said. “That’s a huge advantage over businesses that need to fill 50 or 100 seats.”While larger wine groups and conglomerates face volume challenges, Silberstein sees strength in a personalized model. He serves a higher-end clientele that values experience over price.“Great service comes at a price. I’m not the most expensive, and I’m also not cheap,” he noted. “The folks that are reaching out come recommended. They are aware of what to expect, and are comfortable with it, because they know the value that they will get for their money.”Despite it being slow season, he’s already booking tours for the next months—and even for the high Season which is in September and October. Some inquiries from repeat guests are already for 2027, to secure their dates!Customer Service as the Core ProductIf there is one theme Silberstein returns to repeatedly, it’s service quality.“It’s the core asset,” he emphasized. “If I deliver absolute top-notch service quality, guests will give me a positive feedback, leave online reviews, and recommend me to their wine loving friends.”At the time of the interview, Zen Wine Tours had amassed over 100 five-star Google reviews—each from verified guests.“Every single one legit,” he said proudly. “Every single one comes from guests that have toured with me and are giving their honest feedback.”For Silberstein, customer service isn’t a buzzword—it’s his business model. Excellence leads to reviews. Reviews lead to referrals. Referrals sustain the company.Luxury Transportation with a Personal TouchZen Wine Tours specializes in intimate, private experiences. Silberstein currently operates with a single luxury vehicle: a Cadillac Escalade, ideal for small groups of up to six guests.Most tours consist of one or two couples, allowing for flexibility, conversation, and customization. For larger groups, Silberstein partners with trusted local companies that provide Sprinter vans or buses. Even then, he personally joins the tour as guide and host. By special request his Shiba Inu ‘Sake’ will join the tour and spread even more joy.“I always make it a point that I join the groups as a tour leader,” he explained. “That way the guests always have someone who can share stories about the Valley, answer questions, and make sure everything runs smoothly.” Napa, Sonoma, and BeyondAlthough Zen Wine Tours is based in Napa Valley, Silberstein’s reach extends well beyond.“Napa and Sonoma are both in my repertoire,” he said. “And if guests need a pickup, I’ve had pickups as far away as Monterey.”One memorable example included a 4:30 a.m. drive to Monterey, a scenic journey through Sausalito (with a must-stop for ice cream), and a sparkling wine tasting at Gloria Ferrer to set the mood before arriving in wine country.Within a roughly 100-mile radius, Silberstein tailors each itinerary to the guest’s interests—whether that’s Napa, Sonoma, or a broader Northern California experience.In addition to offering wine tours in Sonoma and Napa, Silberstein also creates educational seminars, such as his Sensory Experience and in-house wine dinners for guests that visited Napa and want wine country to come visit them and their friends at home.Advice for Aspiring EntrepreneursWhen asked what advice he’d give to someone considering the tour business—or any business—Silberstein didn’t hesitate.“One of the most important things is always do your research,” he said. “Know what you’re getting yourself into. 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And in that space, Zen Wine Tours is perfectly positioned to continue growing—one unforgettable Zen Experience at a time.Jan SilbersteinOwner - Operatorjan@zenwinetours.com(650) 438 9579Zenwinetours.com“Aim for the impossible to test the boundaries of the possible.” (Willi Brandt)

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From Seventh-Grade Friends to Senior Moving Experts: How Amanda Vineyard Is Growing Betsy’s Moving With Heart and Integrity

Moving is one of life’s most stressful milestones. It’s emotional, exhausting, and often overwhelming—especially for seniors leaving a home filled with decades of memories. But for Amanda Vineyard, co-owner of Betsy’s Moving, it’s also an opportunity to bring calm, structure, and compassion to a pivotal moment in someone’s life.What started as a laugh-out-loud idea between lifelong friends has grown into a thriving, women-owned moving company serving seniors across the Bay Area. And in just two years, Amanda and her business partner have transformed the company—without spending a dollar on advertising.Here’s how they did it.A Friendship That Sparked a Business IdeaAmanda Vineyard and her business partner, Alicia, have been friends since the first day of seventh grade in 1991. 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The Reality of Owning a Moving CompanyRunning a moving company in California isn’t as simple as loading a truck.Amanda had to study for and pass an 80-page licensing exam through the Bureau of Household Goods and Services. The test covers tariffs, pricing regulations, and compliance standards—similar in rigor to contractor licensing exams.“I literally thought I grew gray hair that day,” she jokes.But preparation paid off.That commitment to doing things properly—from licensing to operational systems—has helped build credibility and stability in a tightly regulated industry.The Biggest Challenge: The BottleneckSuccess creates new challenges.Because the company’s reputation is so closely tied to Amanda’s personal involvement, she sometimes becomes the bottleneck. When she’s on a job, she’s fully present. 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Built on Grit: How a Northern California Supply Leader Quietly Doubled Revenue

From loading trucks in the yard to answering midnight emergency calls from contractors, this is the story of a Northern California supply company built through consistency, responsiveness, and long-term relationships. Over the past decade, the company has doubled its revenue while competing directly with national suppliers—not by undercutting pricing, but by out-executing them on service.This is a story of measured growth, operational pressure, and leadership formed through experience rather than title.An Early Start: Education and DisciplineThe path into ownership began early. High school was completed at 16 through a proficiency exam, followed immediately by full-time college coursework. Mathematics came first, then two years at Long Beach City College, before transferring to Sacramento State and graduating in 2006 with a degree in government.The academic track built structure, discipline, and analytical thinking. But the most practical education came afterward—in the family business.Learning Every Role Before LeadingThere was no direct path to the office. The work began in the yard:Loading contractor trucksMaking deliveriesWorking the front counterMoving into inside salesTransitioning to outside salesSpending time in bookkeepingEach role built operational awareness. It created direct exposure to contractor timelines, job site realities, and the pressures customers face daily. That ground-level experience later became one of the company’s structural advantages. A Rapid Transition Into LeadershipIn 2013–2014, leadership shifted suddenly when the founder became seriously ill. Responsibility moved quickly, well before formal ownership followed a few years later.At the same time, life outside of work was expanding—marriage, family responsibilities, and executive leadership converged all at once. The role changed overnight.It was no longer primarily about selling materials. It became about insurance carriers, legal matters, utilities, regulatory compliance, payroll, vendor negotiations, and long-term strategy.Different role. Different pressure. Different level of accountability.Strategic Refocus and Measured ExpansionA decade ago, the company’s foundation centered heavily on geotextile fabrics for road construction. That category remains active, but the strategic focus shifted toward erosion control—specifically straw wattles, which are required on virtually every regulated construction site.With tightening state environmental requirements, erosion control became both a compliance necessity for contractors and a stable growth lane for the business.The results over ten years:Revenue doubledVendor relationships expandedProduct lines broadenedService territory stretched from San Jose and San Francisco north through Sacramento, Lake County, and as far as WillitsThe primary customer base today includes licensed general engineering contractors, road builders, and dirt-moving firms across Northern California. Competing With National Suppliers Through ServiceThe company’s primary competition is not local—it is national big-box distributors with significant purchasing leverage.Matching pricing at scale is not realistic. Volume discounts at the corporate level make that battle unsustainable.Instead, the business competes on responsiveness.Leadership answers calls at six in the evening.Emergency materials get loaded after hours.In one case, a midnight call led to opening the yard so a contractor could reopen a torn-up roadway before morning commute traffic.This level of access does not exist inside a corporate call center structure. It exists in relationship-driven businesses.Operational Reality: Staffing and Cash FlowThe largest ongoing pressures are not products or demand—they are internal.Managing 10–12 employees across two locations requires constant oversight. Cross-training is vital because single-role dependency creates risk. Retention, coverage gaps, and training cycles directly impact daily operations.Cash flow adds another layer. Growth requires inventory. Inventory requires capital. Growing too quickly can destabilize a company that is otherwise healthy.The target is steady expansion—approximately 10% per year. Enough forward motion to remain competitive, without overextending. Marketing, Metrics, and Data ClarityMarketing strategy has evolved as well. Under the guidance of a general manager, the company invested in SEO and professional content marketing. Posts are distributed consistently across platforms such as LinkedIn, and traffic data shows positive movement.However, impressions alone are not meaningful.Traffic must convert.Comparative benchmarks matter.Revenue attribution matters.For a numbers-driven owner, marketing must translate into measurable performance—not surface-level engagement statistics.Industry Leadership and Community InvolvementBeyond daily operations, leadership has extended into professional and community organizations.Recognitions and affiliations include:2011 Young Professional of the Year – International Erosion Control Association (IECA)Board Member – Western Chapter of the International Erosion Control Association (WIECA)Board Member – Engineer Contractor’s Association (ECA)Board Member – Maintenance Superintendent Association (MSA)Participation in Sonoma County Honor FieldThese roles reflect long-term involvement in the broader construction and erosion control industry, not just internal company growth.Life Outside the YardThe business operates alongside a full personal life—a blended family with four children, two biological and two bonus, plus becoming a grandparent at 42. A marriage that traces back to junior high school.And recently, something rare: a full two-week shutdown for a trip to St. John in the Virgin Islands—the first true extended break in more than 15 years.Stepping away is difficult. It is also necessary.Closing PhilosophyWould the journey be repeated?Yes.The core principle remains simple:Your handshake matters.Your integrity matters.Your word matters.In an industry built on contracts and compliance, trust still determines who gets the call when something goes wrong at midnight.And in Northern California’s construction supply market, reliability continues to be the strongest competitive advantage available.You can visit Stevenson Supply's website at stevensonsupply.net/

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