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Brains Bioceutical: building a cannabis dream team 

CEO of Brains Bio, Rick Brar, discusses his philosophy that a CEO is only as good as the team they lead.



Brains Bioceutical: building a cannabis dream team 
Home » Opinion » Brains Bioceutical: building a cannabis dream team 

In this article, CEO of Brains Bioceutical, Rick Brar, discusses how building an expert team makes for a successful cannabis business. 

I have always subscribed to the mantra that you are only as good as your team. As an entrepreneur and CEO, my relative success has always been the result of the high-performing teams that I have had the privilege of working with over the years. They have been instrumental in creating positive synergies, bringing innovative ideas to the forefront and helping to bring the company vision to life.

When I founded Brains Bioceutical, a global manufacturer of naturally-sourced active pharmaceutical ingredients (APIs), I knew the company would be embarking on a new frontier in the research and development of cannabinoids for the health and wellness sectors. 

Read more: Brains Bioceuticals announce FSA validation for its CBD as a novel food

This ambitious undertaking would require the top minds across a number of industries, from pharmaceutical to cannabis and everything in between. Our team is strategically positioned to cover a diversified approach to pharmaceutical cannabinoids – with operations across the pharmaceutical, nutraceutical and medical markets.

With that in mind, I went in search of the infrastructure and the people I would need to help fulfil my vision of creating a company that specialised in the development of natural, plant-based cannabinoid APIs, backed by evidence-based research.

My team of advisors tracked down an API manufacturing facility in the United Kingdom that was EU-GMP certified. Not only did the facility (BSPG Laboratories) check all of the boxes, it was run by Dean Billington, an accomplished scientific professional with decades of experience in the pharmaceutical industry. 

Dean is one of the most knowledgeable people in the industry when it comes to the CBD molecule and what it takes to navigate the complex global regulatory environments associated with cannabinoid APIs. He has a proven track record of commercial and business development success with major pharmaceutical companies including Caligor RX Ltd., Bilcare GCS Europe Limited, Fisher Clinical Services and Pharmalytic Limited. 

He has also provided independent consulting services to a wider range of pharmaceutical companies at various stages of growth, providing expertise on all aspects of the drug development cycle including clinical trials, analytical chemistry and quality assurance.

Read more: Former GSK director joins cannabis company

Once Dean accepted the position as global chief operating officer for Brains Bioceutical, I knew this company was going to be well-positioned for hyper growth in the CBD health and wellness industries.

Following Dean’s hiring, I was in search of candidates that could lead our vertical markets – ingredient, wellness and pharmaceutical development. Terry O’Regan, who had a demonstrable track record of high performance in the pharma and biotech sectors, was my primary target. Having worked in a number of senior executive roles with pharmaceutical giant Biogen, I knew Terry could provide the expertise when it comes to the development and launches of new products and drive sustainable growth strategies. 

With Biogen, Terry developed a comprehensive portfolio strategy that maximised the potential of Biogen’s MS brands, ensuring the company had the top three most prescribed MS drugs in the United Kingdom. He also made significant strides as chairman of the American Pharmaceutical Industry group, influencing government policy within the life science sector by identifying opportunities for further collaboration between the UK Government and the industry.

But it wasn’t just Terry’s track record in product innovation, business development or policy reforms that made him the ideal candidate for President of Brains Bio. It is his passion for creating a company culture where employees feel valued and respected; where everyone is an equal part of something extraordinary. Terry is a man that does his homework and before accepting the role as President, he consulted with a number of neurologists, oncologists, patients and conducted a thorough literature review of the potential that cannabinoids could have on the future of healthcare and patient outcomes. Convinced that our natural, plant-based cannabinoid API could be used to treat various chronic diseases facing the world, Terry graciously agreed to lead our team.

Thankfully for us, Terry had deep connections with prominent people in the pharmaceutical industry, including Bill Purves, who is now our chief commercial officer. Bill is a veteran in both the pharmaceutical and cannabis industries, ideally suited to lead Brains Bioceutical’s business development strategy, exploring new revenue streams and solidifying relationships with existing and prospective customers. 

He started his pharmaceutical career with GlaxoSmithKline, where he stayed for over 10 years leading the company’s international business development unit. His entrepreneurial ventures began shortly thereafter with Iroko Pharmaceuticals, where Purves helped establish the company’s global sales and distribution networks for branded generic and specialty prescription products. In 2018, he entered the cannabis space, serving as CCO and CFO for Jacana, a Jamaican cannabis company. In these roles, Purves helped transform the startup into a fully vertically integrated cannabis company with business arms that included research and development, cultivation, production and extraction.

As CCO of Brains Bioceutical, Purves is able to combine his passion and experience in the pharmaceutical industry with his background in working with a cannabis startup.

And last but not least, what is a company without a tactical political strategist, public policy expert and master communicator? Barinder Bhullar, our senior vice president of corporate affairs, serves as the crucial link between the company and its customers, investors, employees and government, responsible for overseeing Brains Bioceutical’s overall communications strategy and providing direction on the company’s image, reputation and general performance. 

Barinder has held multiple senior level positions within the BC government, with a proven track record in establishing and maintaining relations with domestic and international governments and stakeholders. He also served as vice-president of international affairs for The Supreme Cannabis Company, a leading Health Canada licensed cannabis producer. In this role, Barinder worked with governments in the United Kingdom and Brussels to provide input on Europe’s medical cannabis policy. More importantly, Barinder demonstrates incredible leadership and passion and is eager to lead the Brains Bio team in unlocking transformative health and wellness solutions for patients and consumers.

Collectively, we have an incredible mission ahead of us. The strength of our combined team brings over 100 years of relationships with large pharmaceutical and research institutions. This combined with an exclusive partnership with one of the world’s largest human nutrition companies, will allow us to rapidly expand our global sales footprint. Using our industry leading hemp-based cannabinoid API, we are pioneering a new frontier in medicinal and wellness solutions across the world. 

Our leadership team possesses unparalleled expertise and institutional knowledge in biotechnology, pharmaceuticals and cannabinoid-based product development. Now that we have the people, the infrastructure, the licensing and the research and development well underway, I am proud to say that Brains Bio is strategically positioned to be a trailblazer in healthcare innovation across the world.

Rick Brar
Brains Bioceutical


Is digital marketing the future for cannabis marketing?

In this article, digital marketer Jack Pierce discusses the best techniques to utilise when marketing your cannabis business online.



Is digital marketing the future for cannabis marketing?
Home » Opinion » Brains Bioceutical: building a cannabis dream team 

Today, many consider marketing one of the hottest topics coming out of the digital world in 2022.

The digital disruption arising from the Covid-19 pandemic and the ever-changing digital environment are altering the landscape of marketing. The adaptations to such disruptions are now taking businesses to new realms by using innovative forms of social media platforms, shopping channels and news outlets to create consumer experiences, relationships and business ventures.

Alongside the prominent use of digital marketing as a tool to create customer value, many industries like the CBD and cannabinoid sectors are seeking to utilise digital marketing to secure their business placement in a competitive environment whilst creating meaningful consumer relationships to grow in both profits and positioning.

The UK is currently in the run to become one of the largest consumers of cannabis products worldwide. The total number of prescriptions for the medicinal use of cannabis and use of over-the-counter CBD is vastly growing. Whilst CBD is the non-psychoactive cannabinoid present in cannabis, we still utilise it in many products from skincare, medicinal oils, and food, hoping to improve the lives and health of many patients and citizens in the UK.

Despite this demand and increase in using cannabis products and medicines, there is still a struggle felt amongst cannabis marketers and organisations when attempting to market products relating to cannabis or containing cannabis.

The current law in place in the UK does not permit the advertisement of cannabis products through traditional forms of advertising. However, the UK has now seen at least two CBD marketing campaigns featuring on television and outdoor billboards.

Further to this growing use and acceptance of cannabis worldwide, social media services are now taking the cannabis marketing industry to new heights by allowing the use of cannabis hashtags and discussions to be shared through their interactive and dynamic platforms.

This has led to a substantial increase in cannabis-related businesses to utilise multi-channel communication to secure consumers and share the latest updates coming directly from the cannabis industry.

Further to the adaptions surrounding the approval of cannabis promotions on social media, the number of organisations within the UK’s cannabis space utilising such digital efforts has taken the social media industry by storm.

Thousands of users are now following and interacting with cannabis platforms daily, creating an active and thriving online community of cannabis users, patients, and professionals. Besides these adaptions within content regulations, noticeable changes have also occurred within the application of alternative digital services, such as online meeting and event services.

The Covid-19 pandemic brought forward a new way of communication and discussion through digital meeting platforms. Organisations within the cannabis space did not miss out on this influential change as many turned to new forms of direct marketing through virtual attendance events, discussing hot cannabis topics and industry improvements in the UK to help reach wider communities and participants at low costs.

As a result of such a diverse use of platforms to market cannabis-related products, it is perhaps clear that digital marketing may always remain the key element to growing your business in the UK’s cannabis sector. If it does – what are the best techniques to utilise when marketing your cannabis business online?

Here are some top tips to utilise when marketing your cannabis service or products online.

Know your value offering

Cannabis is clearly in demand, but what else do your consumers value? Aim to focus your value offerings on specific consumer segments rather than the entire cannabis industry.

Implement a strong social media strategy

Digital marketing is becoming a dominant force. An aim to implement and communicate a powerful strategy should be at the forefront of goals to gain the engagement and interaction desired.
Listen to your audience. Your audience is your lifeline, and marketing should always reflect your audience. The cannabis industry may have a vast and diverse audience, but you cannot reach it all. Listen to your current audience and build on this to grow.


As the options to network have become ever more interactive, organisations should create their brand and image and let it flourish through online events and discussions.

To learn how to improve your cannabis marketing in 2022, sign up for the Cannabis Wealth Newsletter below.

Jack Pierce  
Canal Side Marketing

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Cannabis in the UK is a medicine for the rich but a crime for the poor

Tim Henley, medical cannabis patient advocate at Access Kaneh, shares his thoughts on medical cannabis access in the UK.



Cannabis in the UK is a medicine for the rich but a crime for the poor

Cannabis in the UK is currently a medicine for the rich and a crime for the poor – can the UK continue like this?

Even today judges are sentencing people for growing their own medicine. I believe the industry has to push for decriminalisation to ensure medical cannabis benefits all.

The judiciary seemed to have missed the memo highlighting that cannabis is now legal for medical use. The juxtaposition of legal medicine and illicit crime from the same plant really does come down to money and an EU GMP certificate. Policing by consent in this country is the bedrock of our system and is being eroded by the current cannabis legislation which sees massive disparities in wealth, crime and punishment based on opportunity and ethnicity.  

Now, don’t get me wrong – cannabis farms with modern slaves and electricity theft are the bane of modern society and need to be stamped out. That’s why we need proper regulation with an equitable balance, and it needs to be enacted now. The future will see reparation payments for the lives blighted by the current legislation and highly likely an official apology in time. Why is the UK not looking at the global change happening now?

Well, at the same time medical cannabis became legal in the UK, the Canadians implemented the Cannabis Act. Canada legalised adult-use following two decades of successful and extensive medical access where no one died.

What can the UK learn from Canada? First, the starting point for Canada’s legislation was delivering harm reduction and quality of life outcomes. The previous two decades of medical access were not set up to focus on scientific research or ensuring cannabis was an option of last resort but an option of choice. If someone with a medical condition wanted to choose cannabis they could, if they felt better and gained benefit from using medical cannabis that was good enough for the Canadians. Patients could even get a prescription to grow their own medicine empowering them to take back control of their own health.

This is in stark contrast to the UK approach where only GMC consultants can prescribe Cannabis medication. The consultation at a private clinic can only happen after all other effective treatment options have been considered and exhausted. Each script is a specified product with no leeway for patients to choose options that may be more suitable for them as other countries allow in the dispensary system. 

The private clinics since 2018 have seen around 10,000 cannabis patients, way behind other countries such as Australia with close to 100,000 patients, Germany with over 120,000 and Canada with over 350,000 patients pre-adult use. The UK has come so far but at the same time achieved so little. There are, by most estimates, around 1.75 million people using illicit cannabis for medical purposes. These people have not felt compelled to move to legal medical cannabis even though they risk legal action against them if caught, for them cannabis is a crime.

Why have more people not sought out legal cannabis?

Maybe the initial consult and the monthly script costs are too high. This seems on the surface the reason why medical cannabis has not expanded as quickly. However, the medication costs in some cases are comparable to illicit cannabis so it is not the whole story. Part of the picture seems to be that many people still don’t know medical cannabis is legally available, if they do, it is seen as too difficult to access. 

I happen to think one of the key factors is clinician responses. My own personal experience shows the issues.  I asked my GP about using Cannabis for my lower back pain.  They told me it was only available for epileptic children, but they offered me opioid painkillers instead. I reluctantly started co-codamol but saw no benefit and knew further escalation could lead to dark addictions.

The GP had given me incorrect information and shown no understanding of Cannabis as a medication. This is why AccessKaneh was formed to help people understand cannabis and navigate the regulatory system. But even now in appointments with doctors when I mention Cannabis there is definitely a feeling of disapproval in the air. I am reasonably healthy so visits to my GP are rare.

However, if future treatment decisions are affected by my choice to use medical cannabis that makes me uneasy and for many is an untenable option. That’s why they continue in the shadows of others. Their use of cannabis means they are healthy and don’t have the medical records required to get a script. There is a multitude of reasons that a more relaxed approach will remove. Personally, I hope we move to a system where nurse practitioners or trained GPs can prescribe, like Australia and Canada. I can then find a GP that understands cannabis and looks at holistic medicine as an opportunity, not a snake oil.

On the positive side, I recently went to the Royal Society of Medicine for an event aptly named as “Pain and cannabis medicines: Everything you want to know (but were afraid to ask)” it felt like cannabis is actually starting to make an impact in the medical world amongst the more enlightened doctors so things are starting to move. 

That said, listening to Paul Chrisp from NICE – National Institute for Health Care Excellence, the gatekeepers and advisors on what the NHS should fund and whose current guidelines are blocking cannabis prescribing in the health service, I was so frustrated. Mr Chrisp’s view was there is just not the evidence to the standard NICE will accept to change their opinion. He did however say they would look at real-world evidence and quality of life data but the gold standard was always going to be Randomised Controlled Trials (RCT’s).

This methodology once again disadvantages cannabis. The current research and licensing system is for single active ingredient drugs where pharma companies can recoup their RCT investment for specific conditions. Cannabis will never be able to fund such research at scale because strains and cultivars are easily reproducible and cannot be patented to get the return on Investment.

One answer is to empower citizen science and open-source research using the data from the many countries endorsing access. This approach can accumulate country-wide data into collaborative research following the model that has been shown so effective in COVID research. Maybe this model can convince NICE to make cannabis accessible to all.

Paul Chrisp’s comments made me think once again why we are not looking at the historic record of safe use. For thousands of years people have used cannabis as a medication before we sanitised medicine to symptom control and lost our holistic approach. It is only in the last hundred years since the real industrialisation of societies started that cannabis fell out of favour. The century of prohibition led patients to the shadows and vilified their medicinal cannabis use. 

Strange to stand on their shoulders, listening to General Medical Council registered (GMC) consultant after consultant presenting slides and case studies on how effective the medication is. The descriptions of patients where pharma meds had not been effective but cannabis or a derivative have been, make compelling real-world evidence. 

The endocannabinoid system (ECS) is the critical reason why cannabis is so effective in so many conditions. But we find out during the conference that the ECS and its operation are still not taught in medical schools because the GMC still does not deem it important enough. This is perhaps because cannabis takes us into this area of holistic caring which has always presented problems for the medical establishment and its pharma orthodoxy. The mantra “prevention is better than cure” means to me the ECS should be top of the training curriculum of all future clinicians. 

Back to the question, how does the UK stop cannabis being a medicine for the rich and a crime for the poor? This has to be based on exactly the same criteria Canada used to evaluate its steps forward. Harm reduction and real-world quality of life outcomes. These guiding principles should directly affect the way the UK approaches cannabis. We can learn from around the world where health systems are subsidising the price or cost of consultations for medical cannabis, so it is a medicine for those that choose it. It’s time the NHS looked at the holistic opportunity that the ECS and medical cannabis present. 

Currently, EU GMP cannabis sits in concrete and steel edifices that take away the plant’s power to regenerate our planet’s atmosphere. For me, the most important issue on the horizon is why medical cannabis is not regulated as a herbal medicine, where I believe it should really sit. If cannabis was restored as a herbal medicine the industry could actually be a leader in climate change action and environmental impacts while delivering real social change to benefit the world’s poorest and helping the majority.

The introduction of dispensaries as advocated by the Cannabis Trades Association in our 10 point plan on cannabis would reinvigorate the high street leading to a renaissance of many high streets and providing local jobs.   

Cannabis will be part of the future – the question is who will it benefit?

As the great physicist Carl Sagan said:

“The illegality of Cannabis is outrageous, an impediment to full utilization of a drug which helps produce serenity and insight, sensitivity and fellowship so desperately needed in this increasingly mad and dangerous world”

Written under his pseudonym Mr. X to avoid the heavy social stigma associated with cannabis in 1969.

What has changed? Enlightened countries are re-evaluating and unleashing the healing power of cannabis, will the UK?

Tim Henley
Medical cannabis patient advocate
Access Kaneh

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Christopher Ratliff discusses getting down to the grass tax

What do cannabis businesses need to succeed?



Christopher Ratliff discusses getting down to the grass tax

Christopher Ratliff, president at Victus Consulting Ventures, discusses business piracy in the cannabinoid sector.

Getting down to brass tacks is an idiom thought to have originated in boat building. So let us do just that – let us build this ship and get down to brass tacks. For the less creatively inspired, let it be known, the ship I am referencing is cannabis companies in new emerging markets. Although the cannabis industry is a scientific industry and nowhere near maritime operations, I have chosen this analogy to accentuate the point of business piracy that often takes place within the cannabinoid sector. 

One of the most important factors one should know about the cannabis industry is how many businesses pass around a model of; misused technical expertise to get the ship built to sail in the right direction. If specialised scientists and horticulturists are essential to properly build the “ship”, then recognising them positively will give them the courtesy to do the job. Unfortunately, many founders suffering from the Dunning–Kruger effect insist on marketing full-time roles, yet the intention is to use subject matter experts (SMEs) as contractors and eventually cut them loose. 

Read more: How legal cannabis companies keep their farms safe and secure

Oftentimes the board of directors will bring in a very unqualified team to steer the ship due to their experience in banking or maybe flying kites (it does not make sense to me either). For the sake of your investment and reputation, you need to consider the ramifications of this practice. It will sink your ship, destroy lives, and turn you into the topic of someone’s lawsuit.  

The times they are certainly changing like the wind that blows a sail and you do not want to blow your future sales. Any press is not good press anymore, and it probably never was.

Once the ship is built and the executive leadership team is in place, they set sail; confident in their experience to guide the ship’s direction. However, it usually sets sail about one-quarter of the way across the proverbial ocean before the experienced, technical builders are forced to walk the plank and get fed to the sharks. It is laughable to watch a group of people with a large learning curve go a portion of the way across the ocean of business development believing, “pull that rope over there, I saw them do it” will get them the rest of the way.

 The confidence quickly dwindles when they find they are effectively spinning round and round in the middle of the ocean until someone else comes along to commandeer the ship. Mutiny, reverse takeover, and the same processes occur on repeat and, unfortunately, there is no one with innovative thoughts left aboard to help the situation. The sharks the poor souls encounter while treading water looking for a new ship to board are the next round of employers who may be up to the same exact activity. The sharks will undoubtedly want to speak to the captain of the previous ship to verify their qualifications. But because technical experts can be strong-willed, they will absolutely swim back ashore and try again. 

However, due to the activities described, it becomes a never-ending cycle promoting distinct lies and more thought-out misrepresentation. This unfortunately leaves SMEs with genuine talent, specialised degrees, and a plethora of qualifications in a position to explain why they are no longer with the previous ship. Who in their right mind jumps off a perfectly good ship in the middle of the ocean to swim back ashore? No one unless you are Aquaman! Also, do you really believe the geniuses who pulled all the wrong ropes, read the wind incorrectly and burned the charts are willing to tell the next company your marvelous accolades of building every inch of their vessel? No of course not! A pseudo captain is not going to reveal that they are in reality… just a pirate. 

Now the metaphorical point has been made, let us disembark from all the creative ship talk. The real shame about the cannabis industry in the way that it exists at the moment is how criminal and rather pathetic some of the start-up practices appear to be. Along with fraudulent misrepresentation and equity flashing, there are many stoner scientists doing a chemist’s job, banking executives leading product development decisions and grill cooks converted to “master growers” overnight because the industry titles suggest that is what they are. It literally is that ridiculous! 

On the other hand, it is not every cannabis company and if you are not the target audience of this article, do not take offence. There are genuine people with great talents working at amazing companies holding the appropriate roles. It should not be a surprise that those companies and their staff members are sailing right into success within the sector.

What should start-up cannabis companies set out to do in accordance with healthy business practices? 

For starters, having a broad understanding of the deployment of funds just will not cut it anymore. You need to specifically invest seed funding and even pre-seed funding into the right value-adding activities. 

In my opinion, your most valuable assets are your team/staff, your equipment platform and your compliance infrastructure. Most often in the cannabis sector, you see investment going into marketing and branding, cultivar genetics and packaging. 

I am not saying those activities do not also add value to building your company and consequently the brand, I am saying to clearly evaluate and prioritise investing in the interests that will generate the most effective ROI. Another point to reference is the overuse and misunderstanding of building an appropriate company culture. Most cannabis companies claim that company culture and the preservation of it is most important to the success of the business. 

I concur with this notion; however, toxicity in a workplace due to a culture built upon prejudice, hierarchy and the clique mentality will not cut it either. Best business practices are to build a company culture rooted in diverse backgrounds, collaboration, and human understanding. This type of company culture will drive innovation, inclusion, and excellence in any business. 

It will also drive revenue, production and promote an overall positive moral for all stakeholders. Until then there will be a lot of sinking ships and displaced sailors which is currently the “grass tax”.

Christopher Ratliff
Victus Consulting Ventures

Christopher Ratliff

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