“Scott is truly our ideal value-add investor. He bridges the gap of quantifiable and tangible value-add skills with the less quantifiable and more intangible knowledge of how successful start ups operate. He has added a wealth of experience to our investor team and our brand is better off because of his direction. Furthermore, he understands the customer across myriad industries and even more so, he understands how to best reach that customer. Beyond this, Scott has become a friend and trusted advisor whom I highly recommend.”
About
Scott Tannen is the Founder & CEO of Boll & Branch, the leading luxury bedding…
Experience & Education
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Boll & Branch
View Scott’s full experience
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Publications
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4 Ways to Make Your Supply Chain 'Clean' and Keep It That Way
Entrepreneur
See publicationAs an entrepreneur, you have the choice of stitching accountability, rather than deniability, into your own supply chain. The public doesn’t necessarily know what an “ethical” supply chain looks like, so it’s on you to discover what that means in your particular industry.
Honors & Awards
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Ernst & Young Entrepreneur of the Year
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ANDY Awards
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2007
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Cannes Lions
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2004 (Silver)
2005 (Gold) -
Clio
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2001 (Shortlist)
2003 (Gold)
2003 (Bronze) -
EFFIEs
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2002
2003 -
One Show Pencil
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2004
2006
2007
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Webby Awards
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2007
Recommendations received
11 people have recommended Scott
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Richard Batenburg
When it comes to capital strategy in the cannabis industry, strategic investors are not simply seeking “exposure” to the sector. Instead, their focus is on acquiring specific capabilities—such as compliant supply chains, consistent quality standards, route-to-market leverage, and brands with the potential to expand across markets. In cannabis, the true test of strategy occurs after the deal closes. Integration challenges can arise due to state-by-state fragmentation, quality assurance failure modes, channel conflicts, and concerns about whether the operating system can scale without jeopardizing compliance or the brand itself. Three primary capital strategies are emerging within the industry: * Asset-heavy vertical integration * Pure brand licensing * Hybrid infrastructure platforms Each of these strategies has inherent strengths. Asset-Heavy Vertical Integration Asset-heavy vertical integration is a strategic approach centered on control and synergies across inputs, manufacturing, and distribution. However, this model concentrates regulatory and execution risks, and its effectiveness depends on maintaining a fully utilized footprint and a replicable playbook across different markets. Brand Licensing - (Admitted bias - The Clear Brands has embraced this strategy completely) Licensing offers a strategic advantage for brands looking to expand reach without owning every facility. This approach can deliver option value across various geographies, but it requires rigorous specifications, testing procedures, and partner governance to ensure the brand maintains its consistency everywhere. Hybrid Infrastructure Platforms Hybrid platforms are creating a “shared services” layer, including compliance, QA, manufacturing systems, and distribution standards that brands can connect to. This strategy is particularly appealing for bolt-on opportunities, provided the platform is truly interoperable and not just a standalone solution. The central question is not which model is currently popular, but which approach best reduces operational risk while preserving brand integrity. Ultimately, capital gravitates toward predictability, since repeatable returns depend on it. This principle is consistent across all consumer categories. From a strategic perspective, it’s vital to determine where to place the bet: should you own the assets, own the brand, or own the operating system? The right choice is the one that increases integration velocity while maintaining quality and regulatory durability. #theclearbrands #TWAXbyTheClear #TheClearEFX
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