The Hotbox with Dustin Hoxworth isn’t your polished PR interview. It’s me getting stoned and asking people the questions they probably aren’t ready for. These aren’t cold reads or copy-paste Q&As; I sit with my guests, usually multiple times, and I’ve likely met them in person, which gives me a window to learn who they really are before I ever send the questions. By the time the words hit the page, it’s smoke-thick honesty, not surface-level bullshit. These are cannabis conversations that showcase the voices, stories, and truths that won’t show up in the boardroom.
The Hotbox with Marianne Cursetjee
This week in The Hotbox, we sit down with Marianne Cursetjee, the CEO and Co-Founder of Alibi in Oregon. Marianne’s path into cannabis is deeply personal. As a cancer survivor who found relief in cannabis after being prescribed more than ten medications to handle chemo side effects, she saw firsthand the plant’s power to heal. That experience changed her life and ultimately inspired her to buy land in Oregon, start a farm, and dedicate herself to building one of the state’s most respected craft cannabis brands.
At Alibi, Marianne has done far more than cultivate flower. She has cultivated strategy, partnerships, and an identity that stands out in a crowded market. She develops the systems and processes that drive growth, oversees operations from seed to sale, and steers the company through the unpredictable tides of legalization, regulation, and consumer demand. Under her leadership, Alibi has expanded beyond Oregon into New York, establishing itself as a true multi-state craft brand. Along the way, Alibi has earned awards that validate not only the quality of its product but also the strength of its vision.
Marianne is also a connector. Through her active involvement in trade organizations and policy work, she builds bridges across the industry, pushing for better rules, higher quality standards, and stronger collaboration. Her experience founding and scaling multiple businesses, including guiding them to successful exits, gives her a unique perspective on where cannabis is headed and how brands like Alibi can remain resilient.
Hotbox Q&A: 5 Questions with Marianne Cursetjee
Your journey into cannabis started with a very personal experience as a cancer survivor. How did that turning point shape the way you approach leadership and strategy in this industry?
Cannabis has completely changed my life. I was gifted RSO while undergoing cancer treatment, and that introduced me to the generosity of cannabis caregivers. I always try to keep that kindness and compassion at the forefront of what we do. Running a business is difficult; running a cannabis business is almost impossible. Knowing our reason “why” and keeping it forefront in decision-making has helped us adapt during challenging times.
Alibi has become an iconic craft brand in Oregon and now a multi-state presence with your launch in New York. What do you believe has been the key to building a business that not only survives but thrives in competitive markets?
We are a small, family business. This has allowed us to be nimble and adapt to changing market conditions. We try to adapt quickly and strategically. With a focus on quality and our iconic branding, Alibi forged a strong reputation in Oregon. This built a strong foundation for our expansion into New York. We have no outside debt or investors, so decisions are made based on what is right for the business and the customer, not based on outside influences.
Alibi has also created a culture of improvement. When you remove ego and focus on the process and results, then you can actually improve. There are always wrong decisions, mistakes, and things that happen, and instead of blaming someone, we ask the question about what went wrong and how we can learn from that and improve in the future. This eliminates fear-based decisions and creates a culture of learning and empowerment.
You are deeply engaged with industry groups and policy conversations. What changes in rules or laws do you think are most critical for the future of cannabis businesses?
The obvious answer is federal descheduling, but I think the industry is not ready for that yet. The three things that I think are important standards for the cannabis industry are:
- Packaging and labeling standards. Flower and prerolls should not be required to have child-resistant packaging. All other products should have standard doses and consistent packaging rules so that brands can easily launch products in new markets and customers can more easily be informed about the product. Even something so simple as a standard warning label (ASTM has one) should be part of the conversation.
- Standard lab tests. I believe that THC potency should be removed from compliance tests for flower and prerolls. The hyper-focus on potency in flower has caused a ripple effect of testing fraud and reduced genetic diversity, while not actually providing the consumer any useful information. Lab tests should be focused on product safety–heavy metals, pesticides, and microbials. The THC fixation for flower products has no connection to product safety.
- Proper age-gating. Dispensaries in the regulated space are designed to be accessible only to those 21+. I think it’s also important to talk about the intoxicating hemp industry. Regulators and consumers often conflate the two industries. Having intoxicating products shipped door-to-door and available at bodegas and gas stations without proper testing, packaging, and age-gating is an accident waiting to happen. Instead of shutting that down, I think that we should find a path forward together.
You have expertise in building businesses from the ground up and leading them through successful exits. How does that entrepreneurial background influence your vision for Alibi and for cannabis as a whole?
Having business experience has been crucial to our success. Knowing what our cost-of-goods-sold is and managing the business from a financial perspective is extremely important. A lot of people come to the cannabis industry with a dream and a vision. Without the ability to execute, a dream won’t get you very far.
We track and manage data both on the cultivation side and the brand side. Understanding data and trends is crucial to making good decisions and planning for the future.
Alibi has been recognized with product awards while also expanding across state lines. What does that recognition mean to you, and how do you see Alibi positioned as the industry continues to evolve?
Participating in award competitions is fun. The most recent award (the OG Invitational) was a completely blind test comparing flower and prerolls. Judges were not given any information about the genetics, growing style, or farm. The results were 100% based on the smoking experience. Oregon is known for having extremely high-quality flower so I was hoping to place 2nd or 3rd. Our cultivation team was so thrilled when we won first place for both the judges’ award and also the people’s choice.
These awards are recognition of our commitment to quality and a nice recognition of the hard work of everyone on our team.
Marianne Cursetjee’s story is proof that cannabis is more than an industry. It is survival, transformation, and community. From her personal battle with cancer to her work building Alibi into a respected craft brand, she has shown that passion and discipline can coexist with advocacy and innovation. Her leadership has taken Alibi from Oregon to New York, proving that a craft brand can scale while still winning awards and maintaining quality.
As the market continues to mature and national reform draws closer, leaders like Marianne remind us that the cannabis industry is not only about profit margins. It’s about resilience, authenticity, and the power to change lives.
