The edited transcript of the podcast follows:
HOST: This week on Clearly Cannabis, we were joined by Linus Weber from Nimbus Health GmbH. For the video version, see the Clearly Cannabis YouTube channel.
HOST: I am delighted and honored to have a member of Germany’s cannabis distribution club with us. Linus Weber started his company a couple of years ago and has since become, and I would say, one of the hottest distribution companies in the German landscape. He’s a millennial German, and I thought it would be awesome to have our questions asked to Linus tonight because many issues are going on in the German distribution market.
So, welcome to Clearly Cannabis Linus.
LINUS WEBER: Thank you for the invitation.
HOST: How did you start Nimbus Health, and when?
LINUS WEBER: That’s an excellent question to start with. Thank you very much. My background is in conventional economics. I studied at one of the major universities here in Germany, and one would think pharma is quite a mile away or something like that. Still, I ended up in compliance right before I started my studies and have worked in the field of compliance ever since. Then I moved towards quality because there are common areas there, and once you’re done with the financial part, the pharma industry’s next big thing is compliance. I worked for Fresenius Medical Care, built up the compliance and quality program, and in the end, it was a great experience, and it brought me into cannabis. I met one guy in the US who was very well connected and was also a cannabis patient.
So, he sort of guided me through. I was like, “hang on, what you’re taking cannabis besides your dialysis treatment?” He said, “yes, of course, I’m doing that.” That was the first touchpoint in 2016, basically, and then it never left my head that you can cure certain diseases and make therapies better. So I decided in 2018 with two other guys to found Nimbus Health and create one of the distributors in the German market. That’s already it. So you get caught up in conversations, and simply something great can be developed.
HOST: Without giving any way of your secrets, you have now established yourself as a company that is really on the leading edge in terms of the German distribution market. In the last couple of years, you have gone through a path that is not easy, to begin with, and maybe you can talk about that. In general terms, how do you go about being a German distributor for people who don’t understand the market and the steps you have to go through?
LINUS WEBER: When we dive into Nimbus, that was the baby we developed in 2018. For those who don’t know, in December (2019), we got incorporated. Nimbus is a fully licensed pharmaceutical wholesaler manufacturer. We have our warehouse facility, so every license is directly connected to ourselves. We have everything in-house, an independent sales force, and so on to promote the cannabis-based products of our brands that we are taking care of.
It was quite a rough start in the beginning. You are alone and have a considerable set of licenses to get to step onto the market. It was a setup you don’t usually see when you look at an average retail business. However, since I said in the beginning that I’m already in compliance and quality, I knew how to sort of set up certain things. So I took my balls together basically to say, “okay, Linus. You can crack that”. And with the help of my co-founder and partner Alessandro Rossoni, we set up the company. We got fully licensed, not only as a wholesaler and distributor but also as a manufacturer. We are also licensed under §13 of the pharmaceutical law in Germany and §72, which gives us the ability to import from even outside the European Union.
HOST: That was a good place to stop because I want to sort of underline for people who are listening to this outside of Germany, say the US or Canada, that to be a cannabis distributor here is like being a pharmaceutical distributor. You have to have a special license to handle a narcotic. So it is not like being a distributor anywhere else. So how does that then impact your interaction with cannabis producers outside of Germany or even outside of Europe when you talk to them about what you’re looking for when it comes to product.
LINUS WEBER: It all started with the ICBC in 2018, where I was, and I got the first sort of touchpoints with the industry and the producers. What was a thing for me in the first place was that it wasn’t handled as a real pharmaceutical compared to, for example if you’re talking about opioids. So at the beginning of this ICBC, I want to quote, said you have for every jurisdiction a specialist, and I can tell now you don’t need a specialist for every jurisdiction.
In Germany, it is you need a specialist for every state. That’s comparable to the US; however one state is in the US is as big as Germany or even a couple of times bigger. So, it’s very sort of a particular law you have to look at. There are different regulations from state to state. So, you need to make your producers understand that this market in Germany is very regulated and set up in a way that it’s completely different if you want to import, for example, in Schleswig-Holstein, which is the area surrounding Hamburg compared to for instance Hessen, where we are located near Frankfurt.
HOST: Not many people have talked about the similarities in some ways between the German market and the US market. Linus, are those prerequisites from your perspective driven by state law that is just there, or is it like insurance law in the different German states because that also affects coverage. What are the drivers for those various regulations, and how do they differ?
LINUS WEBER: It’s the people behind it, and that’s good. We all have very abstract law or GMP guidelines in front of us, and every state, every person in the local authorities, of course, can shift around that. So, of course, there are differences in, e.g., packaging, but that’s nothing new to the pharma industry. If you’re connected to it, if you knew how certain things are set up, of course, they give you sort of guidelines, but those guidelines can be extended in both ways. So, one local authority might accept one thing, and the other might take it another way. We had a discussion, and I want to state an example.
With Bedrocan, for instance, Bedrocan was first imported with a respective label. The label was some critical points were in were in German some others were completely in the Dutch language, so some states had to relabel them, others wouldn’t have to do that, so there is specific sort of differences. But by now, of course, since it’s new, it’s a new product on the market it just needs to develop. So by now, we have a Bedrocan now labeled in nearly all states, which is just a reason for the local authorities to step together, have their summits, sit together, and try to figure out the perfect law.
In the beginning, of course, it helps that it’s regulated but a little bit unstructured so you can work within the guidelines. Then, more and more, it moves into a very standardized setup, which is good, which is a step forward. But still, in certain things, such as primary packaging, there are different ideas between the various states. Also, when it comes to importation. Importation even inside the European Union.
It’s always tricky to understand what your respective local authority wants, and I just realized by looking at various brands we are working with and also our competitors, which we, of course, exchange information with, we see that these kinds of importation procedures do differ from state to state. But I’m sure that this will get aligned over time in the next five to ten years.
HOST: Are you operating only in Germany at this point?
LINUS WEBER: We are operating only in Germany, but you need to understand where it starts. So, where does the operation start? Does the process begin if I qualify, for example, a company producing flowers in New Zealand or a company I look at in Canada? Is that already starting where I’m working? If yes, then I’m working, of course, outside because I’m doing consulting on one end to receive the GMP certification or even to get the product in because that’s one crucial point. It’s not about the big tons in this market, and I’m fed up about talking about tons and hundreds of thousands of kilograms and so on. Let’s first bring one gram in, and then we’re okay because that’s what’s needed. We need to have a respective supply chain.
But sorry that I’m now moving in a different direction. Of course, we are focused on Germany. We have partnerships in Poland, France, and Italy, where we are directly connected to other distributors who can serve the market. However, we see ourselves as a player in Germany with very sort of a regulated market, a stringent market, and a strict monograph so Germany can display the entry gate into Europe for all companies producing cannabis outside the European Union.
HOST: So, is your expectation that you would move into other countries then?
LINUS WEBER: We are already doing so. We have contracts in place, where we can sort of also shift the products outside Germany. We do hold an exportation license within the European Union and two states outside the European Union. So, of course, we see ourselves moving to other countries, which is our goal. But let’s be honest; Germany is an exciting market. We try to develop our whole market first and then move into other jurisdictions in the next couple of years.
HOST: What are the drivers to select the product you will be willing to distribute into the German market? What things do you consider?
LINUS WEBER: Exactly, and that’s what’s took a lot of time away last year developing a relationship with a producer that is sort of next level. Of course, there are great existing producers on the German market they’re able to serve. One thing that is the most important is that they have the patient that the pharma market needs. So we are not giving ourselves unachievable deadlines, and that’s what I’ve seen in the past. Let’s face it; a GMP certification takes two to three years. So, it merely takes a process to develop – a healthy relationship between like-minded people. The second thing is really to care about the patients. That’s one crucial point because we don’t need products named the same but have different strains in there now and then. So, what we are looking at is consistency.
Consistency would be the second point, so do you consistently supply the market in a sort of ongoing and growing way in terms of volume. So that would be the second point. Thirdly, in the end, the essential point is that they create a product that has a specific value to it.
Of course, we do have producers out there who grow cannabis because it has a certain stigma. It is merely a lifestyle product in some instances because it is consumed even and as a non-pharmaceutical. Still, it urges a lot of attention, which means that we want to have a value-add product. A product with specific observations was used in little patient observations and had particular value to it.
Of course, I’m not talking about clinical trials that are carried out like for a Finnish pharmaceutical. Still, a patient has used anything of value that we can use to show that this product is working in a certain way or has been tested. So those three key things are what we are looking at if we are talking to a producer. As you’ve probably followed the news, we do have a set of producers in our team, in our Nimbus family, how we call it to sort of really facilitate those goals. Those people are very like-minded. Looking at the market, how we are doing, not talking about tons, the consistent supply, a growing consistency in the respective sort of way, how they cultivate products, and how they bring them into the market.
HOST: Do you do the market segmentation, and then you go out and look for the producer that will supply that unmet need, or the producers come to you? What’s the dynamic there?
LINUS WEBER: Very, very good question. Thank you very much, Alejandro. What we are looking at when we look at the market. Of course, we have the market knowledge. For me, it’s about collaboration. We need to work together in this market. Nobody will win when he’s sort of at the forefront thinking that cannabis is consumed like water, building huge facilities to grow grow grow. That’s not the thing that we are looking at. We need to invest money to help the patients. Invest in clinical studies. So, I don’t understand why certain competing companies (don’t invest in clinical trials). I mean, that’s the crucial point. I mean, we as a young company, of course, can’t invest.
We are a distributor. We are the market makers in Germany. We understand the market, know which product is needed, and, of course, select a certain kind of product with our producers. What the current market landscape looks like, I don’t need to deep dive into that.
Everybody knows that high THC products are the one thing that is sort of, at least on the flower market, urged for the most. But, if we’re looking on, in three and five years, we are not talking about the high THC values; we are talking about additional evidence with it. And this is, of course, something that we develop together with the respective producers to create a product that is needed and is taken up rather than a product that simply looks at high THC. These certain other terpenes are even increasing a high or something like that. We want to create unique products. But, of course, every producer is different, and I know where this question is probably going. How can you handle those? Of course, to convince the doctor, that’s the crucial part. However, we found strategies to help the respective brands to develop a marketing plan that allows them to convince the doctors in the right way.
HOST: What do you see as the most significant challenges right now? What areas would you need help in, or what are the most important areas you’re working on right now? What are the roadblocks right now?
LINUS WEBER: I wouldn’t say it’s a roadblock; it’s something you simply need to build a bridge. We have a lot of subscribers currently in Germany. I think the one most challenging thing is convincing the doctors on a large scale. We had a similar setup when opioids first came to the market. Everyone said, “we can’t give out opioids; it’s harming the patient.” And at the moment, if you look at how many opioids are prescribed, it’s massive, So there is a similarity even though the product is entirely different from one another. In my view, it’s the product’s acceptance and getting rid of the stigma in the market.
That’s one of the significant challenges. Because only with doctors will we achieve acceptance on the one hand and the knowledge on the product. If we don’t collect this knowledge or if we cannot, we will not meet the goal we all have in our minds and (won’t be) replacing specific therapies with cannabinoid add-on therapies.
I even thought about changing the name of cannabis, but I think nobody will believe it. We are looking now for cannabinoid therapies, but still, it has cannabis in the title. Somehow this always has an ample red light in every head, where they say, “no, it’s a drug, it’s an illegal drug.” Unfortunately, in Germany, we don’t have the difference between drugs and drugs anymore, so drugs are more the negative part, even though drugs have always been sold in pharmacies, even in the former.
HOST: On top of all of the other things you have to do, namely, select the product, find the producers, get your paperwork in order, get all of the export/import together, but you also have a role in educating doctors. How are you as a distributor doing that kind of thing?
LINUS WEBER: Exactly, education is a huge thing. There are so many education programs now out there. Everyone is trying to educate the market in a way; however, what I believe, and the problem is that none of the real education is independent. For example, we have institutes in Germany, which are owned by a group of Canadian companies or so on, so there is no real independent education.
What we are trying to achieve is, since we have different brands we represent, to make in an independent way of educating the doctors, because that’s what it’s needed. It’s not required that we have an education platform where we are online and giving advice because, let’s be honest, after a 10-12 hour working day, how doctors are dealing with, who is going online afterward and then checking something. That’s not what we need. We need education in a way that we, of course, have key opinion leaders, who stand behind the products, that’s the first place, but then, in the end, go on their respective, interesting sort of education platforms, which are out there, e.g., “Deutsche Schmerzliga” (pain association) or other significant events of the pain therapists.
It’s not another cannabis conference we need to go on; we need to interact with society. We don’t have to communicate because we always move into the idea that we all need an owned education program. There needs to be an education program that is simply free for everyone (where) we can provide our information to educate the market more and more. There are companies out there already. Ambus is just one of them, where education is independently available, and there is the possibility of sharing this knowledge.
To expand that question, we shouldn’t get rid of education on a specific product. That is urgently needed as well. However, the overall training should be independently set up, and by now, we don’t have this independent organ yet. So we’re trying to facilitate that, but at the moment, we’re working with our brands to educate the doctors in a very particular way.
HOST: To engage doctors, what they want is they want evidence-based, right? Do you know what the doctors wish to? They don’t want education. They want evidence, and evidence has to come from a clinical trial. So how do we resolve that problem?
LINUS WEBER: You’re right, and that’s precisely why we are working with partners. I can assure you that all partners we have in the Nimbus family are directly working either with general practitioners in the field of medicine or specific neurologist or oncologist to sort of bring that observation up. But, of course, clinical tries would be much better in the end. However, everyone in this conversation knows how much money is spent on clinical trials. So, we need to sort of take the money that is still available because, in my view, a lot of money in this industry has simply been burned and start with specific observations. Then, we need to leverage the revenue we make now to invest in those clinical trials.
But clinical trials are mainly not needed for medicinal preparations, which cannabis is at the moment. Once we’re moving along the development of cannabis-based medicines, I think in 10 years, we will look back and say, look, we simply sent out specific flower material and extracts. In the end, we will have that one pill, which will help. But to get to that point, we need the evidence, and I know in which direction you’re going, but simply we need to sort of develop that. So we are very, very much at the beginning.
I always compare it to a lifetime of a human being, so we were crawling all the time since we were born in 2005 already, and the legislative change in 2017 in Germany got us making our first steps. We can now stand on our own feet, but we are only about to go to kindergarten. So, there are huge developments until we have our university degree in our hands, and if we have our university degree, we can move forward with the clinical trials and so on.
Cannabis is a preparation drug, so we don’t bring OTC products to the respective pharmacies. The pharmacies will test it again. They will repackage it. In the end, it’s like a respective tincture or a respective topical they produce with, for example, a different kind of flower material. In the end, cannabis com can be compared to that; however, we are still under the narcotic law; that’s the difference.
HOST: Without this evidence, can they be reimbursed, i.e., if you buy this product at the pharmacy, will your payer cover this?
LINUS WEBER: That’s what I said in the beginning. Thank you for the question. A large portion of the market is currently high THC. Why is that? It’s about that getting that respective product. We have mainly pain patients where THC is needed.
But to do a really deep dive on what you’ve said before, how is it changing with the doctors, how is it changing with the pharmacist? The first thing I realized when I stopped and looked at the market is that pharmacists came up to me and told me that interacting with doctors is increasingly better when they exchange information on cannabis compared to other products. So there is an exchange between the two parties.
In my view, cannabis is a drug that needs to be understood and understood until the end, and we are not at the end. We are now talking about THC and CBD because we can’t say how they are working simply the other products. So that’s why I’m saying we are still somewhere just before entering kindergarten. But doctors have changed.
When I talked to doctors when looking back in 2018, they said, “okay, please stay away. I don’t want cannabis. I don’t want to prescribe it, and so on “. Now it’s different. “Oh, that’s interesting. I’ve just talked with my pharmacist about that. How does it work? What can we do?” Of course, there are still those who say “no, no, no,” but they are getting more open-minded. This is a development, which is just normal.
Let’s be honest. There is more and more in the media. More and more examples work, and in the end, the examples help. So, if a doctor ever tried cannabis and has a very positive experience, he will do it again. He will try it with the next patient. And correctly developing these examples that’s crucial for this industry. We don’t need that example, that there is this guy who has pancreatic cancer and has two weeks to live, smokes a joint, and is healed again. Those are not the examples that we need.
Those examples are out there, those fantastic stories. But what we need is this one patient who has pain in his foot, for example. Maybe it’s a placebo pain or something like that for the last four years, and he tried a different kind of opioid medication. And he can now use cannabis to reduce that pain as an add-on medicine. So really, those examples are the ones that are needed. Or if we’re talking about normal rheumatic patients or somebody who’s simply had back pain throughout a couple of years and is taking ibuprofen, aspirin, paracetamol or even opioids, fentanyl, or anything like that and is moving towards medicinal cannabis just as an add-on medicine to reduce the synthetic drugs.
We see this, and there is one pharmacy where we’re very closely connected, and Gustav will know that I’m talking about him now. He’s a very open-minded pharmacist. He was very interactive with a lot of companies, really deep dive into the market. When he now sees a patient, where he’s giving out ibuprofen for three months in a row, in large quantities, he simply says, “okay, don’t you want to try cannabis?”.
So, they are trying now to leverage what they’ve learned from other patients to put it to a real patient. To a daily patient, who is out there, who needs the pain relief and not these examples, where we have, of course, great examples out there, Charlotte’s Web, and so on. There are incredible examples out there, but we will need more mainstream examples. So, that’s what we are doing with our producers, creating those observations. They are not these clinical trials we are looking at.
Because we are not creating something for a finished medicine, which is sort of in the end has a respective document, where they’re saying you in the morning you take two tablets, take three pills in the afternoon and another one just before you go to sleep. We are not there yet. We are going, and that was the first thing I learned when I stepped onto the cannabis market, start low go slow. We need to have individual therapies for the respective patients because it really depends if somebody inhales fast somebody, inhales slow and inhales often, inhales less.
There are so many different factors out there that we really can’t compare patient A to patient B and need to be very individual. So that’s something that causes a lot of work on the doctor’s side, but we see the development that doctors are now realizing and seeing examples where it works, and they’re trying it again.
Sometimes it doesn’t work. It’s not something for everyone. It is something for specific patients, and if you try to use it as a doctor, you’re at the first step to creating new advanced therapies for your patient, with the lower amount of synthetic opioids and a sort of small amount of add-on therapy with cannabis either extracts or cannabis flower.
HOST: How much of this discussion is being driven by the patient?
LINUS WEBER: I don’t want to talk about percentages here, but of course, in the beginning, it’s a very pa. It was a very patient-driven market. We had a thousand cannabis patients before the legislation started, and now we are looking at a way more substantial number. A number has increased over time, and I still count most patients to a very patient-driven market. They ask for that product because they read something about it, they heard something from a friend or a friend of a friend. Usually, those questions, which you see online, “I’m asking this question for a friend of a friend,” because there’s still this stigma with cannabis itself. That was the first wave of patients, the early adopters, where we are pleased that these groups of patients do exist. But now it comes to, let’s say, the second wave or even the third wave of patients, where we are turning around, and that’s how the market develops.
We need precisely the doctors for this third or second wave because those patients would never ask for cannabis. Instead, they would get the therapy and listen to the doctors, as they know what they are doing and want to have the treatment that heals or even reduces the pain.
That’s the first start of a useful therapy in my view that we’re reducing the pain and reducing the side effects of other medications with medicinal cannabis. But that’s it, and that’s where we need the doctors and where we need a broad understanding of how cannabis can be used. Then, of course, it would be best if we have a table; we have patient A, for example, pain therapy, specific kind of pain factor, he takes three drops of an extract in the morning, four drops in the evening, and then he’s good to go.
But at the moment, since we cannot make these clinical trials because of the respective money that we are missing to fulfill that, we need to make small and observations. And now, I’m opening the question about what is the evidence? I’m sorry that I’m moving in that direction again. For me, the evidence is everything that we are we can look at.
Everything that is recorded so that it can be taken to create a therapy or even understand why that respective therapy has worked. So, it can be one patient; of course, it’s better to have more in the end and look at, for example, a group of 25-150 patients in a respective disease, but we are not there yet. So, we, of course, are keeping our heads out of them out of the water to create little observations, but that’s already a huge step forward that we have and collect this information and use that. We need more evidence and more clinical trials to have the full-blown doctors behind you and develop to market, to maybe have even a fourth or fifth wave of patients.
But let’s do it one step at a time. Let’s focus on the second wave or call that third wave first before diving into the fourth and final wave.
HOST: Let me follow up on this wave analogy. There is a considerable need for consumer-facing education in this market, and some of that will have to come from the industry, including people like yourselves. How are you addressing that?
LINUS WEBER: Of course, we are a pharmaceutical manufacturer in wholesale, and we are not by the narcotic law to interact with patients. To be honest, Marguerite, we are not able to facilitate on the patient side, unfortunately. But we do have programs. We’re looking at the different kinds of hotlines that are out there now. A good friend of mine, Lisa Hack, provides a lot of education for the patients on the one hand and guides them through the post process. It is urgently needed, of course, and they must be informed about their rights, what they are allowed to do, how they speak to the doctor, to which doctor I go, and so on, but that’s something that we can take up.
What we can do, however, we can move along like informants, like we are talking about. Do education on the side, that there are these programs, that these are followed, and we also have a substantial patient-based group and association, which they can sort of now link to educate.
Daniela Joachim is, for example, the responsible person for the VidaCann, which is the cannabis patient association. That’s very interesting; that’s where you can approach as a patient because we are not allowed to do, and we are not allowed to interact and engage with patients. Luckily, we do have a cannabis patient on our team, somebody who has been very sick because of the intake of synthetic medicines and is now even creating a certain kind of step back from all that is synthetic. Cannabis is the only way to treat her, and she tells me, for example, that no, I’m not interested in using that cannabis. Still, it’s the only thing that helps, and I’m the first person who gets rid of cannabis if my therapy is sufficient.
So now, we do have that experience in our team, but of course, we are not allowed to move out with that information directly to patients, unfortunately. But that’s also good. It should be a company’s interest to interact with available information towards doctors but not convince patients with a particular advertisement in a direction where they may not need it. In the end, it should be the doctor’s experience that decides. So an ideal market, the doctor knows exactly what to prescribe, when and how and simply interacts with the respect of pharmacists on the information he has added to those kinds of products, and we, in the end, provide them with new products, new trials, new observations and so on That would be the ideal world. Still, we are simply a couple of years away from that.
HOST: What you just said is an interesting point: you cannot promote your product directly to patients in other parts of the world. Linus has learned his market and is swimming along like a duck in water. Then there are all of these other people coming in with the product and wondering, well, why can’t you do this? Interestingly, what Linus and I’ve seen his team do is like they’re trying to chart this way. You’re not breaking any laws; you’re staying within the regulatory guidelines, but at the same time, you’re trying to advance the entire issue. That’s why I love watching you guys go out there and succeed because it’s an exciting and hard-to-walk path that seems to be changing daily, right?
LINUS WEBER: We’re all standing at the same hill. We all need to push hard, and only if we push that stone together over the hill, it works out. That’s why we are interacting with a group of competitors bi-monthly and developing strategies and how we can develop this market even further because it only goes with credibility, in my view. We don’t need to, and that’s the thing, we don’t need to talk about EU GMP, we don’t need to speak about GACP; this should be a standard. It should be understood that we are looking at a specific pharmaceutical, and for pharmaceuticals, certain things are normal. Same as if I compare that to Fresenius. If we were creating a new product at Fresenius, we would be the producer.
We are, of course, heavily engaged in bringing our brand to the market. So all the sales organization is with forward-facing, doctor facing is was within Fresenius. Of course, we use different kinds of people out there and additional sales teams, which we could work with, but in the end, it’s the producer, the brand, who needs to create the market demand. The distributors are used because they are very well at what they are good at, so it’s distribution on the one hand. In the cannabis industry, that’s slightly different. So, you need to interact. You don’t need managers. You need people to do something that takes up what is there and develop a strategy to move forward.
That’s what I’ve seen in the past; I’ve seen many managers in this market, a lot of people with great ideas, and just that mix makes it so exciting in my view. So, of course, they are out there; we are sitting together and developing new ideas and strategies together. In the end, we are all competitors, but we try to develop this market together, and that’s very, very interesting to see. It is not yet that elbow-pharma-thing. It is at the moment the market which it’s fun to be in.
Of course, we have tremendous struggles if there is no product coming or if something takes longer, but if you compare that to when I first looked into the market in 2015 to now or even in 2016 with the legislative change in 2017, I think we’ve made a huge step forwards and can say that we are developing quite right in the pace a healthy pharmaceutical market develops.
HOST: We appreciate your time and for coming to speak with us and sharing your insights.
LINUS WEBER: Thank you very much.
HOST: Thank you again to everybody for making this possible. We will also be posting this on our YouTube channel, Clearly Cannabis, and we will have an exciting guest in two weeks, the Undersecretary of Agriculture for Ecuador.
LINUS WEBER: Thank you very much for having me. Thank you a lot for the questions, and it was a pleasure, and for the YouTubers; I’ve just checked the chat, and I think we’ve answered all of the questions that were in there. If there are any questions, feel free to post us a message. We are on every sort of social media channel; LinkedIn, Facebook, Instagram, and Twitter. Just post us a message or even via email. Contact us at Nimbus Health. We are more than happy to interact with you and help you guide your way through the German market. Thank you very much, and to all, a good night.
Don’t miss the next edition of Clearly Cannabis on July 31, with Andres Luques, Undersecretary of Agriculture for Ecuador.