Every module. What it does. Why it matters.

The register your budtender actually rings on, built for a cannabis floor. Vertical-ID is caught at the cart — not on a poster, not in a training deck. Manager-PIN gates voids, returns, manual price changes, and discount overrides so the floor can move without giving away the store. Cash-first by design with a customer display on the second screen, barcode scanner, QZ Tray receipt printing, SMS receipt fallback, and age-verification logged into audit. Soft-confirm thresholds catch double-tap mistakes on $200+ carts before they post.

Cannabis is cash-heavy and cash is where the shrink hides. Slang ties every till session to the budtender who rang it: open, ring, drop, payout, close, count. Variances climb a defined ladder — $0–$10 logs and moves on, $10–$50 manager review, $50+ unoffset two days pulls camera footage. Drops to safe and ATM-bank set-asides are tracked separately so your Saturday Loomis pickup reconciles cleanly. Stale opens (drawer left open across days) surface on the health board the next morning, not three weeks later in a quarterly review.

Receive trucks, count cases, set pars, dispose product — all on the same database your register reads from. Cycle counts schedule themselves so your end-of-month physical isn’t a fire drill. The waste log requires a second employee to sign off on the destruction or the disposal can’t close — our control, not a state mandate. Receiving auto-matches POs to invoices, and vendor license expiry is on the vendor page and the /compliance board — so the lapse is on a screen your purchaser already reads, not in a notice two months later. Par-levels and low-stock alerts tie back to velocity — when the system suggests a reorder, it’s reading the same shelf the budtender is.

Vendors stop emailing your purchaser at 7am asking ‘did the PO go through?’ The /vmi portal lets every brand log in to their own slice — open POs, payment status, fill-rate scorecard, 1099 pull, sample-cap usage (WAC 314-55-096), suggest-product form, asset library, calendar of upcoming menu plans. Every vendor row carries its WSLCB license number and expiry — the list flags anything inside 60 days and turns red the day it lapses, and /compliance shows only the expired vendors you still carry active product from. Pausing one is a switch on the vendor page, with a name and a timestamp on it. Your purchaser stops being the inbox; the portal is the inbox.

The reorder model reads the same shelf your budtender does and drafts a PO before your purchaser opens email. Inputs: 30/60/90-day velocity, vendor reliability score (✓ 92% / ⚠ 78% surface on the row), fill-rate across your resolved POs with that brand, Friday-rush patterns, and the Menu Builder’s zone constraints. Output: a draft PO with quantity-per-SKU chips your purchaser approves, edits, or kills. The Menu Builder ranks top 365-day sellers, capacity-checks them against your case zones, and flags phase-out candidates so you stop carrying dead stock.

Most shops rent their menu screens from a third-party signage company, then watch the board drift from what’s actually on the shelf. CannAgent runs the screens from the same admin that runs the till, off the same inventory: the category boards read the same in-stock query the customer menu does, so a sold-out eighth leaves the wall when it leaves the shelf, and a weight tier with no SKU behind it shows a dash instead of a price nobody can honour. Boards can be dayparted and scheduled by weekday in store time, they play the ad videos you already own, and they keep showing the last good board if the network drops. A heartbeat badge sits in the corner of the board itself and a matching dot sits on the /admin/tv list — green under two minutes, amber to ten, red past ten. A screen that has never checked in reads red rather than blank, and the same counts are published on /api/health, so you can wire a stuck screen into whatever you already page with. One login for the till, the books, and the wall.

Phone number is the loyalty key — no cards to print, no QR codes to lose. Tiers earn through visits and basket size, not punch cards. RFM segments, lapsed customers, at-risk-LTV, and birthdays all live in the same system the register reads from, so the next-message-to-send is one click from the customer record. Outbound respects WSLCB advertising rules (WAC 314-55-155): an advertising text is not outdoor advertising, so subsection (7) applies in full and every send carries the 21+ statement plus all four warning statements — 341 characters, three segments, before your own copy. Naming a product is not the problem; omitting the warnings is.

Compliance is a workflow, not a PDF. Vertical-ID stops the cart at the register. Vendor-license status, second-signature disposal and trade-sample quarterly caps are enforced where the work happens — in the cart, in the disposal, in the receive — not on a poster. Every state change writes to an immutable audit log, and we keep records indefinitely. In Washington: the waste log requires a second employee’s sign-off or the disposal can’t close — our workflow, not a state mandate; vendor license numbers and expiry dates sit on the vendor record and on /compliance, so the purchaser sees a lapse before cutting the next PO; trade samples cap at 30 units per employee per quarter (314-55-096) — the POS warns before the cap and blocks at 31; and WAC 314-55-087 requires records kept for a five-year period, which is the floor we build to.

Your people stack lives where your registers do — hiring, write-ups, reviews, and training on the same database the floor rings on, not four disconnected tools. The hiring pipeline runs an FCRA-aligned background-check flow — disclosure, authorization, provider, result, adverse action — so a manager makes each call deliberately, not silently. Washington's WSLCB rule that reaches an employee is the WAC 314-55-083(1) identification badge, held on the staff record; WAC 314-55-035 carries TWO criminal-background provisions and neither reaches a hire: the board MAY conduct an investigation of a true party of interest who exercises control (discretionary), and WILL conduct a financial and criminal background investigation on all financiers (mandatory). Employees appear in neither. AI drafts proportionate-response options for write-ups against WA labor and WSLCB rules; a manager decides. Performance reviews use a five-dimension rubric with an acknowledgement-required workflow. Onboarding training runs ${TRAINING_CLAIM_LONG} so a new hire’s first week is a checklist, not a dropped baton.

Your bookkeeper works where your closer does, instead of re-keying hours into a separate payroll portal. Hours flow from the time-clock straight into the pay run with an hours-override audit trail — including the hours-worked count that hours-based filings need (Washington L&I, Oregon’s WBF) — and tips track to W-2 box 7 separately from sample units (WAC 314-55-096) so they don’t get crossed at year-end. The form stack stages what a cannabis shop owes: the federal set (Form 941, W-2, W-3, 940 FUTA) plus the state stack for the markets you operate in — Washington’s ESD trio (PFML + WA Cares, SUI, L&I), Colorado FAMLI + DR 1094, California’s EDD DE 9 family (SDI/PFL), Oregon’s combined Form OQ (withholding + Paid Leave + transit + WBF), Arizona A1-QRT + UC-018. The year-end dashboard tracks what’s filed, what’s due, and what’s open. We stage and track it; your bookkeeper files it.

Most shops keep their books in a tool that has never seen a single sale. Yours runs on the same database as the register, so the numbers your bookkeeper reconciles are the numbers your closer rang. QuickBooks Online syncs both directions, the bank feed imports and auto-matches with an unmatched-transaction queue for the stragglers, and trial balance, profit-and-loss, and a guided month-close are one click off the same login. A nightly anomaly sweep flags the entries that don’t look right before your CPA does. And because this is cannabis, cost lines are classified for IRC §280E — what counts as cost of goods sold versus what isn’t deductible — so the file you hand your accountant is already framed the way the return needs it.

In Washington, CCRS reporting is a weekly chore that bites you at audit time if a week is missing or a number doesn’t tie out. Here the file builds itself from the sales, inventory, and disposal you already recorded, then reconciles against what the state has on record and flags any missing or mismatched weeks before you file. An accuracy pass and a dry-run anomaly scan catch the rows that would bounce. The CSV export is ready to upload today; direct integrator submission is in process — the LCB third-party integrator application is filed, and direct submission goes live once the Board grants us access to upload. Either way, the week is built and checked, not reconstructed from memory.

Switching POS is the thing every operator puts off because the horror story is always the same: loyalty balances vanish and the first day’s numbers don’t tie out. This is the cutover workspace built to move a shop off its existing POS in phases. A readiness board tells you what isn’t ready yet, a loyalty-balance snapshot preserves every customer’s points before the flip, and a reconciliation dry-run proves the numbers match before you commit. A drill harness lets you rehearse the switch, and a retry queue catches anything that stalls mid-migration. You move in phases — shadow first, then flip — instead of all at once on a Friday night and hoping.

Single-pane-of-glass for the operator. Manager+ sees what’s green, what’s yellow, what needs attention right now: stale-open till sessions, overdue write-up follow-ups, vendor-license lapses, waste-log signatures still pending, cron jobs that didn’t run last night, integrations that drifted (METRC, SMS, email, push), feature-flag flips with the actor’s name attached. The audit log links from every row, so ‘why did this go yellow?’ is one click, not a ticket. The health board is what Doug checks before he opens email, and it’s the page a new manager learns the system from.