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There is much more to come

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After almost thirty years, Alfred Boot will leave Herkuplast, currently part of the Bachmann Group, and the horticulture sector. His career has paralleled a period of profound change in the industry: from manual and seasonal production to year-round automated supply chains with high demands for uniformity, hygiene and circularity. His successor, Kasper Rietvelt, is now ready to take Bachmann-Herku to the next stage.

© Arlette Sijmonsma | MMJDaily.comAlfred Boot and Kasper Rietveld

From 26 models to customized automation solutions
“I fell into it by accident,” says Boot, reflecting on 1987, when he got into horticulture after finishing trade school. “At Rover, I immediately found myself in a world where technology and practice go hand in hand.” In the mid-1990s he was asked to set up the export operation of Herkuplast, a German manufacturer of thermoformed trays that had already been operating for several years.

“We started with 26 models. All on one A4 sheet,” he recalled. At that time, most of Herkuplast’s range consisted of multi-purpose trays, while other tray manufacturers in the Dutch market had already switched to a wider range of single-use thin models. Boot saw the place to mark his career. “We had a thin-walled model, but more was required. I was given carte blanche to develop thin models. Mr. Kubern’s collaboration with the owner Herkuplast focused on exactly that: if you have a good idea, we make it happen.”

The rise of automation in the sector placed new demands on the trays. Accuracy became critical for shot plates and automated processing lines. “Centered drain holes, exact dimensions, everything had to be right. Otherwise the line would get stuck. We always prioritized that, and it got us recognition in the market.”

Alfred Boot from HerkuPlast has a new hydroponic lettuce propagation tray. 2013 at the OFA Short Course in Columbus, Ohio, the predecessor to Cultivate.

Internationalization and hygiene conditions
Along with the Dutch market, Boot also moved into international markets from the start, in France, Spain, the United Kingdom, the United States and beyond. The reasoning was largely practical: in the 1990s, the sector still had a clearly defined summer break. “Production was closed for three or four weeks. The demand simply dropped. But we wanted to produce all year round, so we looked for markets that demanded it: soft fruit and cuttings propagation, for example.”

The demand for trays used in strawberry, raspberry and blueberry production enabled year-round manufacturing and became a growing market segment. “Retailers and consumers expect that. That’s reflected in volumes and specifications.”

At the same time, hygiene requirements in breeding increased with increasing virus pressure and a smaller range of approved crop protection products. “Multi-use trays are easy to clean, cheaper than injection-molded alternatives, and are pocketable. And because thermoformed trays are thinner, if something goes wrong on an automated line, you lose the tray, not the robot arm,” explains Boot.

That said, the priority has always been to maximize the use of plastic through reuse. This has also changed significantly over the decades. “When I started, plastic was treated as waste. It was thrown away or burned. That is completely out of the question today.” Herkuplast, working with partners like Van Krimpen, has invested heavily in circular solutions. “Our breeding and growing trays do not enter the consumer market. They go from the dealer to the packaging operation. In the Netherlands, the used trays are collected, shredded and reprocessed as raw material for new trays or other applications. We close the loop: our trays are made from recycled materials from day one, both multi-use HerkuPaks and single-use HerkuPaks.” What started as a personal conviction became a marketing asset and has since become a retail requirement.

Alfred Boot of Herkuplast could have taken 1,000 photos at IPM, but this time, under the Bachmann Herku banner, will be the last time - he is saying goodbye soon.© Arlette Sijmonsma | MMJDaily.comAlfred Boot at IPM 2026

Internationalization and family businesses
Boot emphasizes the importance of strong chain partners. “We believe in collaboration.” In Europe, the company has always worked with operators from “Portugal to Finland”. Outside of Europe, the company markets directly, which has taken it as far as New Zealand, trips Boot describes as memorable.

North America has also been a rewarding market. There has been significant growth. “With our reusable QuickPot trays and our expertise, we can really add value there.” Is that his favorite market? He is reluctant to pick one. “I enjoyed going there, because we could make a real difference. But the Netherlands remains, perhaps, my first place. Not only because it is our biggest market, but because a lot of it originates here, seeds, ornamental gardens, plant breeding, greenhouse construction. That is the focus of knowledge and quality. Growing with minimal waste, with biological inputs, under constant price pressure. That is not always highly appreciated by the external role. The sector requires a pragmatic mentality, but the achievements are extraordinary. are”.

This has motivated him throughout his career. “This sector is essential. You are either in food or greening the world. Is ornamental horticulture necessary? Yes, I think so.”

That’s why Herkuplast, a family business at heart, chose during the pandemic to do everything in its power to continue serving its customers. After a short stoppage, the factory was opened as soon as possible, adapted to the strict requirements of Germany. “It was a huge peak for horticulture, but the prices of raw materials also rose a lot. We took the risk of buying at high prices and continued to deliver, even though it cost us the margin. But we wanted to continue to supply our customers. The importance of continuity is too great, for our customers, for our people and for our sector.”

After the pandemic, Herkuplast entered an important period of transition. Mr. Kubern had reached his seventieth birthday, and there was no succession in the family. A sale was the expected result, and in 2024 Herkuplast was bought by the Swiss company Bachmann Group. “I’m glad it was Bachmann. Our big priority was to have a private company that understood the European market, understood horticulture and would keep the factory in Germany.” With international expansion and a motivated team launching the new Bachmann-Herku brand, ambitions are high. “And when you look at how the sector is changing, automation, robotization, AI in plant selection, it’s moving at an incredible speed. It’s fascinating.”

Luckily we still have the pictures - the Bachmann Group shows off the new Bachmann Herku brand© Arlette Sijmonsma | MMJDaily.com And with the new colleagues from Bachmann Herku, IPM 2026

goodbye
But Boot is also honest: from a professional point of view, he won’t be around to see it unfold. The end of March will be his last working day at Herkuplast. “It’s a purely personal choice. I’m not tired of work, and I’m not tired of the sector. But you only live once, and life has a lot to offer.” The caravan is ready. Together with his wife Astrid (known to many in the industry) and their dog, the couple embarks on a long-distance trek. “I’ve been abroad about 100 days a year. We definitely have triplets when the kids were little, so balancing work and family was a constant juggling act. Now we go together.”

He adds: “If I had a long horizon ahead of me at 45, I would love to do again what we did with Herku in 1997. But now I feel too old for that.” He laughs. “And over the years I have become a clone of Herkuplast myself, while the product range has changed with the acquisition. Now we are Bachmann-Herku, and the portfolio is being integrated quickly. Kasper has been working in the new company since his first day. That is also a natural process. It feels good.”

For more information:
Bachmann Herkuplast

Alfred Boot
(email protected)
Kasper Rietveld
(email protected)
+31 653 215 514

Tel.: +41 41 914 72 00
(email protected)
www.bachmann.ch

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Third cannabis business approved by Jefferson Town Council

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20 hours ago

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May 15, 2026

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The Jefferson City Council unanimously approved “Green Leevs” as the city’s first cannabis micro-farm at its May 6 meeting. This is the third cannabis business approved by the municipality in order to bring income to the municipality. Retail dispensaries “Greenlight Apothecary” and “Gas and Grass” were previously approved.

Green Leevs are owned by Bill Comeford, Elliot McClendon and Josh Moskowitz. All three are from the local area, Comeford grew up in Jefferson. In New Jersey, a micro-enterprise is a facility with 2,500 square feet of growing space. A micro-farm relies on the craftsmanship of cannabis rather than mass production.

“We have more control, we have more hands, the smaller grow rooms make it easier to inspect each plant,” Comeford said. “If you’re careful, it makes for a better product at the end of the day.”

Green Leeves understands that there are mixed feelings about the Council’s approval of the cannabis industry and hopes that this will ease over time.

Read more at Press Jefferson










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Virginia Governor Signs Marijuana Resentencing Bill After Lawmakers Rejected Her Amendments

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20 hours ago

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May 15, 2026

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Virginia’s governor has signed legislation to grant sentence relief to people with past marijuana convictions, even as lawmakers have refused to accept proposed amendments to the legislation that would significantly narrow the scope of reform.

Gov. Abigail Spanberger (D) gave final approval to the bills, Rozia Henson Jr.’s HB 26 (D) and Senate President Pro Tem Louise Lucas’ SB 62 (D), on Thursday.

Separately, lawmakers and advocates are waiting the governor’s action on separate legislation to legalize the sale of recreational marijuana after amendments to his proposal were similarly rejected by the House and Senate last month. The changes suggested in that legislation included delaying the start of sales by six months, increasing taxes and introducing new criminal penalties for cannabis users.

Retrial reform, on the other hand, creates a process by which people incarcerated or on community custody for certain crimes involving the possession, manufacture, sale or distribution of marijuana will consider changing their sentences to receive an automatic trial.

Spanberger sent proposed amendments to lawmakers last month They had to proactively submit requests for assistance to affected people instead of the courts proceeding automatically. The Senate and House of Representatives, however, rejected the proposal, effectively rejecting it and sending the original legislation to Spanberger’s desk.

Henson, the sponsor of the House version of the bill, said it was ready to accept the governor’s changes, even if he is concerned this would mean that some people with cannabis convictions would fall through the cracks because they “didn’t have a lawyer or didn’t know how to ask.”

The whole parliament did not agree with the change, however, and now HB 26 and SB 62 The laws that were originally approved have been implemented.

The relief will apply to people with convictions or convictions for conduct that occurred before July 1, 2021, when a state law that legalized personal possession and home cultivation of marijuana went into effect. State and local corrections officials should identify and notify eligible individuals of their rights to provide notice of relief and then work with courts to automatically schedule hearings.

Henson said last month that the resentencing legislation was “built for people who are still paying the price for something that Virginia has made legal.”

“If the commonwealth were to change the law, it still has the duty to review the consequences of the people punished according to the old one,” he said.

The governor’s office said in a press release when he proposed his amendments that they “clarify that there will be no tolerance for violent crimes in Virginia, from armed robbery to possession of firearms to distribute fentanyl, heroin and other dangerous drugs.”

But Henson said he shares the “governor’s commitment” to making sure violent offenders are not eligible for this relief; and that commitment is reflected in the bill itself, which excluded people convicted of violent acts under Virginia law.

Spanberger’s release last month made no mention of the actual major changes to the bill, which was the removal of automatic leniency provisions for people with cannabis convictions.

The governor’s amendment also proposed removing the deadline for court filings on the retrial.

In the previous session, members of parliament approved similar legislation, but the then government vetoed it. Glenn Young (R).

Separately, Spanberger signed several other reform bills last month, including measures protecting the parental rights of marijuana users and giving patients access to medical cannabis in hospitals.

Cannabis policy reform organizations, on the other hand, sent a letter earlier this month asking the governor to enact the adult-use marijuana sales bill.

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Cannabis operators report mixed results as rescheduling reshapes the financial outlook

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May 14, 2026

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The rescheduling came mid-quarter and rewrote the tax math for each medical sales operator, but the underlying revenue picture remained uneven in early 2026, with acquisitions driven at one end of the scale and continued top-line compression at the other.

Vireo Growth: Back on $106 million deal
Vireo Growth Inc. reported Q1 GAAP revenue of $106.2 million, up 333.5% year-over-year, driven almost entirely by recent acquisitions rather than organic growth. The company completed the Schwazze acquisition in March, adding 45 dispensaries and two manufacturing facilities in Colorado and New Mexico. At the end of the quarter, it closed Eaze and Hawthorne Gardening, FLUENT Corp. announced an acquisition agreement and executed a California dispensary joint venture with Glass House Brands. Treating all acquisitions as closed on January 1, 2025 on a pro forma basis, revenue was $210.2 million and adjusted EBITDA was $42.2 million. The company ended the quarter with $137.8 million in cash.

John Mazarakis, CEO of Vireo, said: “Performance in the first quarter met our expectations and we are excited to welcome Schwazze, Eaze and Hawthorne to Vireo. We are focused on integration and optimization across the platform, while remaining opportunistic regarding growth opportunities associated with further acquisitions.”

Cresco Labs: $151 million, 280E relief and Texas license
Cresco Labs reported Q1 revenue of $151 million, down from $165.8 million in Q1 2025. Adjusted gross margin was 50.7% and adjusted EBITDA margin of $33 million was 21.7%. Cash at the end of the quarter was $67 million against a $310 million secured term loan. The company was conditionally granted a Texas Compassionate Use Program license after the quarter ended and opened two new dispensaries in Ohio.

Management said, “Moving the state’s legal medical cannabis from Schedule I to Schedule III is the most impactful reform this industry has seen, and it validates the work we’ve been executing for years. We’ve built the operational foundation and balance sheet discipline to reap the immediate benefits of rescheduling, and position Cresco to take advantage of the broader path to normalization.”

Jushi Holdings: 4% growth, 460 basis point margin expansion
Jushi Holdings reported first-quarter revenue of $66.4 million, up 4% year-over-year, with gross profit margin up 460 basis points to 45%. Adjusted EBITDA was $11.4 million, up 17.2%. The margin improvement was driven by higher production volumes in Ohio, Massachusetts and Pennsylvania and the performance of grower processors. Jushi brand products accounted for 58% of retail revenue in vertical markets. The company refinanced $132.3 million in debt during the quarter, providing $160 million in new debt through 2029.

Jim Cacioppo, president and CEO, said: “The recent scheduling of state-licensed medical marijuana for Schedule III is an important milestone for the industry, eliminating 280E tax limitations for medical operations and supporting a more favorable long-term operating environment.” Medical sales accounted for about 60% of Jushi’s 2025 revenue, making this material relief.

iAnthus Capital: Revenue falls to $33.5 million
iAnthus Capital reported first-quarter revenue of $33.5 million, down $4.6 million from 2025’s first quarter. Gross margin was 47.5%, up 477 basis points from the 2025 quarter. The company did not provide a management comment in the press release.

Country farms: international export record, fourth consecutive quarter of net income
Village Farms International reported first quarter consolidated net sales of $50.2 million, up 27% year-over-year, with net income of $2.9 million and adjusted EBITDA of $9.9 million, up 118% year-over-year. International export sales increased 171% to a record $14.6 million, driven by demand for EU-GMP compliant products in Germany. Pure Sunfarms had the top Canadian market share in dried flowers for the 15th consecutive month. The company started planting the first half of its Delta 2 greenhouse expansion and expects its Phase II facility in the Netherlands to reach full capacity by the end of 2026, which would quadruple Dutch production.

Michael DeGiglio, President and CEO, said: “Our first quarter results reflect a strong start to the year and continued momentum in our largest markets, with adjusted EBITDA growth of 118% year-over-year, significantly outpacing revenue growth of 27%, driven by our international business and continued leadership in Canada.

Cronos Group: Record revenue, $822 million in cash
Cronos Group reported Q1 net income of $45.2 million, up 40% year-over-year and a record quarter, with net income of $15.7 million and adjusted EBITDA of $5.1 million. Israel led growth PEACE NATURALS grew 53% for ninth consecutive record quarter. In Canada, the Spinach brand took first place in vapes with a 9.8% share of the national market, and maintained its top spot in edibles at 20.8%. The company ended the quarter with $821.9 million in cash and authorized a new $50 million stock repurchase program. The deadline to close the acquisition of CanAdelaar, one of the ten licensed growers in the Dutch Controlled Cannabis Supply Chain Experiment, has been extended to September 9, 2026 to allow time for regulatory approvals.

Mike Gorenstein, chairman, president and CEO, said, “Cronos achieved net earnings and gross profit in the first quarter as we continue to execute against our unlimited product strategy and the additional supply from Cronos GrowCo’s expansion fuels the next phase of our growth.”

Org chart: Revenue down 9%, Sanity Group acquisition closes after quarter
Organigram Global reported fiscal second quarter net income of $59.8 million, down 9% year-over-year, with adjusted EBITDA of $0.9 million, down 82%. Lower vape and pre-infusion sales drove the decline, along with a $5.8 billion dent in the U.S. hemp business. The company achieved a record quarterly harvest of over 32,000kg at its Moncton facility, up 56% year-on-year, and launched 10 SKUs in Australia targeting over 4,000 pharmacies. At the end of the quarter, Organigram acquired Sanity Group, one of Germany’s leading cannabis companies, and updated its 2026 guidance to net revenue of more than $350 million.

James Yamanaka, CEO, said: “Q2 reflected our poor performance in vaporizers and temporary challenges in pre-infusion production, compounded by slower industry growth. We have acted quickly to address these issues, and the operational changes and product improvements we have implemented are already beginning to stabilize performance.”

Greg Guyatt, Chief Financial Officer, said: “The financial impact of the competitive and operational challenges encountered earlier in fiscal 2026 is believed to have materialized in the first half of the year, and we are now beginning to stabilize performance. We expect to resume a trajectory of margin expansion and improved profitability during the second half of the year, supported by positive revenue and international sales growth. The Sanity Group.”

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