Edibles are already big
$19B -> $52B+
Cannabis edibles were estimated near $19B in 2025 and projected above $52B by 2034; another industry forecast points to roughly $60B by 2035.
The Path Forward | May 2026
Crush Workout Gummies
Vermont Forest is seeking strategic growers and manufacturing partners to build a vertically integrated national brand around Crush - Workout Gummies, a THC/CBD gummy brand built around the growing demographic of consumers who find benefit from being high while exercising.
Market opportunity
Big market.
Open niche.
Real clock.
This is not a science project. Edibles are scaling, workout gummies are growing, and the THC workout lane is still underbuilt.
Pre-workout gummies are moving
$523M U.S.
This is the mainstream supplement market, not THC. The point is format demand: consumers already understand gummies as a pre-workout delivery system.
THC workout gummies are a wide-open category
No category leader yet
We did not find a reliable published market size for THC-based workout gummies. That is the signal: the behavior exists, but the category has not been claimed.
The niche is still open
Few direct rivals
Offfield is the obvious direct competitor: 3 mg THC, 40 mg CBD, 10 mg CBG, and caffeine. Crush can own a cleaner THC/CBD workout lane.
We own the category name
WorkoutGummies.com
This is the marketing coup. The domain is the plain-English category phrase, which gives Crush instant comprehension before a buyer reads the first line.
The taboo is becoming a category
67% cite focus before activity
People are already getting high before workouts. In one cannabis-and-exercise survey, 67% of pre-activity users cited focus/concentration; other top reasons included enjoyment, mind-body connection, staying in the zone, and body awareness. As the stigma breaks, active cannabis becomes a named recreation category. WorkoutGummies.com gives Crush the front door.
Category ownership
The domain is the category.
Owning WorkoutGummies.com changes the conversation. We do not have to teach people a strange invented name before they understand the product. The address says the market.
Recall
Easy to say, easy to remember, easy to type.
Authority
The name sounds like the category leader before the category is crowded.
Distribution
Stronger for pitches, packaging, search, QR codes, ads, and retail conversations.
Exact-match domains are not automatic SEO magic. Their value is leverage: trust, memorability, distribution, and the ability to build a real brand on the words people already use.
The chessboard
Build the brand before the federal market opens.
November 12, 2026 is the planning date. Federal hemp rules are scheduled to tighten around total THC and a 0.4 mg-per-container cap for consumable hemp products. The current national hemp-THC route has a clock on it.
At the same time, DOJ and DEA have moved FDA-approved and qualifying state-licensed medical marijuana into Schedule III, with a June 29, 2026 hearing scheduled for broader marijuana rescheduling. The direction is motion; the final framework is still unresolved.
Channel strategy is straightforward: start online to generate cash flow, prove the offer, and sharpen the message. Move into brick-and-mortar when a unified federal framework opens the door, or in November through a smart state-by-state rollout if the patchwork remains.
Our move
- Lock formulations, COAs, manufacturing specs, packaging, and fulfillment now.
- Use the current window to build real usage, feedback, testimonials, and brand memory.
- Start online to generate cash flow, prove the offer, and learn before retail.
- Be ready to scale nationally if federal rules open, or roll out state-by-state if the patchwork survives.
Source basis: Fortune Business Insights, Global Market Insights, Grand View Research, Journal of Cannabis Research, DOJ/DEA, and state hemp guidance. Market forecasts and regulatory expectations are planning inputs, not guarantees.
Division of labor
Vermont Forest will bring the demand.
Growers will bring the crop.
Manufacturers will bring delivery, at scale.
Vermont Forest can run the brand, demand engine, digital systems, customer operations, and compliance tracking. Growers can supply compliant crop into a predictable channel. Manufacturers can turn that crop into finished products and deliver at scale. Clear lanes create speed.
Silicon stack
What Vermont Forest Brings to the Table
- Conversion-focused websites, ecommerce funnels, landing pages, and checkout optimization
- SEO, content strategy, paid traffic experiments, retargeting, affiliate paths, and campaign analytics
- Offer testing, launch calendars, email capture, preorder flows, and sales-page iteration
- CRM, customer journeys, email, and SMS automation
- Analytics, reporting, AI workflows, and optimization loops
- GxP-informed quality systems and GMP growth-path support
- Accounting, invoicing, payroll, banking, taxes, and sales-tax operations
- Regulatory tracking, documentation, and partner review packets
- Customer support tools and post-purchase experience systems
Cultivation stack
What Growers Bring to the Table
- Licensed, compliant crop production aligned to finished-product demand
- Genetics, propagation, plugs, transplanting, canopy management, and harvest planning
- Drip irrigation, fertigation, soil/moisture monitoring, and environmental sensing
- Crop scouting, pest and disease monitoring, and harvest-readiness data
- Post-harvest handling: bucking, trimming, drying, curing, storage, and lot separation
- Traceability from crop lot to finished batch
Carbon stack
What the Manufacturer Brings to the Table
- Manufacturing and batch production
- Ingredient sourcing and production scheduling
- Packaging, labeling, and QA execution
- Fulfillment, inventory handling, and returns flow
- Distribution relationships and physical operations
- Operational feedback from real production constraints
Grower partnership
Good growers need a better market.
Mature cannabis markets have shown the trap: strong harvests, too much supply, falling wholesale prices, and good growers getting squeezed. We want the opposite model: align crop production to real demand, then use technology to make farms more predictable, efficient, and defensible.
Growers who work with Vermont Forest should not be guessing where the crop will go after harvest. The goal is a steady market for compliant biomass or flower, clear product specifications before planting, and an operating loop that connects cultivation decisions to finished-product demand.
How we help streamline the farm
- Start with contracted crop demand, clear specifications, COA expectations, and production planning.
- Layer in AI-managed irrigation and fertigation scheduling using soil moisture, weather, crop-stage, and water-availability data.
- Use sensors, cameras, and AI crop monitoring for canopy health, pest pressure, disease risk, labor planning, and harvest forecasting.
- Evaluate robotics where the ROI is real: tray handling, transplant support, field mapping, harvest assistance, trimming, sorting, packaging, and repetitive post-harvest work.
- Build the operating paper trail: lot IDs, field records, inputs, harvest dates, drying and curing conditions, storage records, and handoff documentation.
The near-term path is practical: sensors, SOPs, scheduling, traceability, and yield intelligence first; robotics where the numbers justify it. The point is not to replace good farmers. The point is to give good farmers a stronger operating system and a better route to market. Production language here is informed by university extension guidance on hemp production and post-harvest handling.
What Vermont Forest brings
The front end of the business is already moving.
We bring deep experience in technical systems, regulated environments, data, quality thinking, GxP compliance culture, and customer-facing digital operations.
Demand engine
Traffic generation, offer testing, conversion pages, ecommerce, CRM, retargeting, launch calendars, analytics, and AI-assisted optimization.
GxP discipline
Regulated-systems experience, documentation habits, claim discipline, and support for a practical GMP growth path.
Launch operations
Reserve flow, ecommerce operations, customer support, and post-purchase feedback loops.
Shared paper trail
COAs, batch records, processor review materials, and launch-readiness checklists.
Partnership structure
Start with the pilot.
Let the deal follow the work.
We do not need to force the final corporate structure before the right operating shape is clear. The goal is a fair, transparent arrangement where responsibilities, economics, quality expectations, and upside are aligned.
The best version is a true strategic partnership: Vermont Forest builds and operates the digital demand system while the manufacturing partner runs the physical engine with pride and accountability. We can also help translate early production into a disciplined GMP growth path instead of leaving quality for later.
Capital strategy
Bootstrap first.
Keep control.
Build the exit.
This is an operator-led build, not a venture-capital science fair. The goal is to protect control, compound profits, and create multi-generational wealth from a brand that can scale.
- Bootstrap the launch and prove demand before adding financing complexity.
- No venture capital treadmill. Keep ownership, decisions, and upside with the people doing the work.
- Use minimal debt only where it clearly supports operational growth: inventory, packaging, equipment, fulfillment, and working capital.
- Plow profits back into production capacity, compliance systems, brand, customer acquisition, and repeatable operations.
- Build serious optionality: 3-5 year IPO, sale to private equity, or acquisition by a larger national brand.
This section describes strategy and alignment. It is not an investment solicitation or offer of securities.
The ask
Next step: map the pilot.
We are ready to build real demand and collect structured customer feedback while production, compliance, and operating responsibilities get locked.
- 1Confirm manufacturing capabilities, constraints, and minimum viable run size.
- 2Identify grower capacity, crop specs, COA flow, batch documentation, packaging, labeling, and fulfillment responsibilities.
- 3Define the GMP growth path: what must be true for the pilot, then for scale.
- 4Align on a lightweight pilot structure before final economics are locked.
- 5Create a shared launch checklist for compliance, customer operations, and production readiness.