3WIN Corp., founded in 2015 as a distributor for CCELL vaporization equipment, has evolved into a provider of full-service solutions, including hardware, customization stateside, packaging consultation, and logistic support. Founded by Executive Chairman and President Chris Sinacori—a former professional baseball player and coach and 1988 Olympic gold medalist—the company has built its reputation on long-term partnerships, hands-on customer support and a team-first culture.
Eugenio Gárcia, Cannabis Now’s CEO and Founder, read one of Sinacori’s LinkedIn posts about leadership, teamwork and sales. He wanted to know more about 3WIN’s philosophy. Sinacori shares his journey to cannabis and why he encourages customers to focus on sustainable growth rather than chasing home runs. He also explains how this mindset has led him to earn lasting customer loyalty.
Eugenio Garcia: First, tell us a little about yourself. What made you decide to start the vaporizer business?
Chris Sinacori Bella was Isabella’s best friend. She was about five and going to school. Bella and I got to be friends after meeting Bella’s dad Brian. He was in the packaging industry. He used to manufacture the Roku remote control boxes, the Mercedes Benz keys and other things. So, he is always in China. He came back from China one day—and this was 2014—and he’s like, “Chris, man, you got to come to China with me” because at the time I was in real estate. He said, “I was looking at this vape gear. It’s a business opportunity. This is a great business opportunity.”
We flew over to China. It was amazing to see what they were doing. We visited about 10 factories. Smoore was there. As we returned to the states, I was like “You know what, if they can be landed, I will jump in.” “I’m an investor.” We went to China again about three months after that, where we met with CCELL, Smoore, and ultimately landed a distributorship in 2015.
EG: At that time, did CCELL sell cannabis in the U.S. market?
CS: The were not. Us and Jupiter were their first two distributors…So back to my background: I’ve been in baseball my whole life. On a baseball-related scholarship, I attended the University of Tennessee. I was a member of the Olympic Team in 1988. I was drafted by Dodgers. I played seven years in the minor leagues… I spent most of my life in baseball, so when this kind of came about, it was just kind of an entrepreneurial thing.
EG: After playing baseball, you moved into real estate. You were not even aware that cannabis was a growing industry.
CS: I wasn’t aware of it at all…I was going to invest in it. A couple of investors gave me money for the start-up with about a million dollars. Then, four months later I realized that I needed to step in to protect my investment. Then, all of a suddenly, I am running everything.
EG: You’re nothing more than a horse without a jockey, or trainer.
CS: When I founded 3WIN I was looking to create a culture that would be conducive to success. After being a pitching and coaching coach for the majority of my career, I knew I wanted that kind of atmosphere. My pitching staff is the entire team, not just one individual. My leadership style is to lead by example. Our culture here is unique. We don’t seem to lose any employees. I try to treat all employees well and with respect. The environment is one that people want to join, and I believe that if someone creates a particular environment, the environment will sell itself. We take on a large number of people who want to bring their friends or family into the organization.
EG: You have a background in sports. Do you think that this has helped you to better understand the workings of a cannabis team?
CS: 100 percent. What is your biggest strength? This is my biggest strength. It’s amazing how I can find the perfect people to work with and create a great team environment. Â This has really been a wonderful experience. I love helping others and families. It’s so wonderful. This is another reason we thought about going public. I was like “How can I repay my employees?” It’s my hope that these guys will also have an enjoyable retirement.
EG: In cannabis, servant leaders—leaders that care about culture—it’s so rare. Many good leaders exist, but they are few and far between.
CS: Years ago, my dad taught me a valuable lesson. Chris is only as good or bad as your friends and family. Surround yourself with people who are great and you’ll become great. This is something I live by. I work hard to surround myself with people who are supportive and encouraging.
EG: Your sales are in the millions. The responsibility of leading a large company is immense. How can you manage your business and personal lives?
CS: You must have passion. It is my passion to make 3WIN the best. I want everyone to live better. My life has been blessed with some great decisions, hard work and the ability to persevere in difficult situations. It would be a great win for me if I could inspire others to do the same. This is what I do every day.
EG: Is 3WIN still primarily a hardware company, despite diversifying your offerings into branding, packaging, consulting and other services?
CS: Diversification is a good thing, but [CCELL hardware] It’s still the main horse of our company. This is still the engine of our business. In terms of hardware we only sell CCELL, but everyone else wants to buy their products from us because they have a good list of customers. It’s hard to find loyalty in this industry.
EG: It is almost impossible.
CS: This is true. We feel that CCELL is our real partner. We still believe they’re the best…I go to China every year. They are the best. We visit their factories and get a good look at what they’re doing. About five years ago they opened an SDR Lab in Scottsdale Arizona. The product makes it easy to test and perfect oils. Since 2011, they’ve been an excellent partner.
What is the next step after 3WIN’s announcement to become public?
CS: We were doing well enough as a company that we were getting approached by some large MSOs to acquire us, and that’s kind of what started it…We started getting people that said “Hey, if you go public, we will go with you.” We’re looking at everything. You have to ask yourself, “What is the exit for the company here and its employees?” after eleven years.
EG: Yeah, as the gray creeps in…
CS: Exactly. The question is, “What’s the best exit strategy?” Going public is an option. Although we are moving towards this, our company is still private. Our options are being explored. There have been some incredible offers for us to become public. In all of this, we have learned that it is important to be “publicly traded-ready.” The grind is expensive and time-consuming, but we are now “publicly traded ready” if an opportunity arises and we think it will be the best fit.
EG: You’ve seen business owners make some mistakes in the cannabis industry. What have you been able tell them they need to correct to succeed?
CS: Everyone wants to make it big, but I tell everyone that the foundation of their business is what matters most. You can plant many trees if you have a strong base. It’s difficult to get the best growth if your base doesn’t look solid. Let me give you an example.
The customer was in Michigan two week ago and said “Hey we’d like to order a thousand cartridges.” As much as my heart wanted to say, “Great, I’ll send over the PO tomorrow,” I said, “Listen, before we get over our skis and all of a sudden you can’t pay your bills because you just spent a million dollars on cartridges let’s have you do 300,000… I was like, “Go slow, man. Order the 300,000 pieces. You could order more after this.
It’s giving me the chills. The courage it takes to suggest that your client spends less, because you believe the money will be worth it in future.
CS: 100 percent.
It is hard to refuse that one-million dollar order. It’s all based on past experience.
CS: If we take it slow, we will get there. Â We can coach the users and ensure they are using the correct device. Instead of buying a million cartridges let’s try this. We’ll order 700,000. Let’s put 300,000. into an all-in one that we design. It will meet your specifications, have great clouds and be compatible with the oil you use. We’ll get started with a fantastic device. You have now two options for your customers.
What direction do you think the vaporization industry will take in the next 2 to 5 years?
CS: I will say that postless technology is a hot topic right now. Also, “heat-not burn” technology is a major one. We’re moving towards screens, because the innovation is coming from the tobacco industry. [Cannabis users] They want to know the temperature. The battery level, for example. The industry is moving to digital displays for all-in ones, I’d say. Each new client wants to be able to compete with that market.
EG: What impact has the shifting U.S. China trade policy had on 3WIN?
CS: Three years ago, we constructed Indonesia. It was part of our plan, just in case. Instead of hitting grand slams we are trying to protect ourselves. We went to CCELL, and their response was amazing: They built a whole automation factory there because part of the business they do is in Indonesia. The factory was incredible. It was amazing.
EG: Are you seeing 3WIN expand into Terpenes?
CS: We did not want to go overboard. We should stick with what we know. We are an excellent distributor with 3PL, logistics and a good distribution network. We also offer customization. That is the core of our business…Instead of doing five things okay, we want to do three things great.
What would you like to say to our readers in one sentence?
CS: The biggest thing I would say is, I’m so lucky to live in this area. We’re constantly looking at the next step, whether it’s federal legalization, the 280, or safe banking. But sometimes, you have to just sit back and accept that whatever happens, that’s great. It’s all gravy. However, I cannot rely on that. We should just focus on running a successful business. We should continue to produce a quality product which patients enjoy and is a bit safer.