Christopher Fevry entered cannabis through a door that did not exist when he first went looking for it. In early 2020, he and Lourdharry Pauyo had returned from Los Angeles with a cafe in mind, inspired by a visit to the OG Cannabis Cafe. Massachusetts had legalized adult use, but the rules for social consumption were still missing. Then the pandemic arrived. Fevry was out of work, the personal-services startup he had built was finished, and convenience had abruptly become less a luxury than an organizing principle of daily life.
His research habit had an unceremonious setting. Between games of Call of Duty, Fevry read about the cannabis industry and found delivery. It offered a path into a market whose ownership, in his view, did not resemble the communities that had borne the punishment of prohibition. He and Pauyo could build a diverse company, improve access and enter through a license category intended for social-equity entrepreneurs.
The opportunity came bundled with a maze. They joined Lantern's delivery incubator, received pro bono legal help, negotiated a host-community agreement, raised a small round and outfitted seven vehicles. In the summer of 2021, Your Green Package received one of the first final marijuana courier licenses issued in Massachusetts. A year after Fevry began researching the opening, a speculative idea had become a fleet with permission to move.
Before packages, there were haircuts
Fevry had already spent years studying the backstage machinery of convenience. At Bentley University, where he studied management with an entrepreneurship concentration alongside Liberal Studies, he created MyBarber. The proposition was crisp: bring a barber to the customer. The company arranged mobile cuts, visited workplaces and experimented with the corporate-perk market. One event took MyBarber to the Boston startup Drizly, where drinks and trims occupied the same office afternoon.
There was useful friction early. Mobile barbering required a change in Massachusetts law before it could operate cleanly. The startup also had to pivot, as Fevry later wrote, for growth and survival. MyBarber did not survive the pandemic, but it left him with a recurring question: how do you make a service arrive where the customer already is without letting the complexity show?
At Bentley he worked for Google, placed second in the university's Business Bowl and was selected as a 2016 Baccalaureate student speaker. Those credentials suggested polish. The next company would test the grittier parts: regulation, vehicles, payroll, customer acquisition and the tender economics of asking two people to sit in every delivery car.
“The biggest thing for us is execution. We want to make sure we're always on time, we're always compliant and that people are always satisfied.”Christopher Fevry, at the July 2021 launch
A launch measured in paperwork
Your Green Package launched with a major retail partner, NETA, and driver training that treated pristine paperwork as part of the product. IDs had to match. Odometer readings had to be logged. Body cameras and vehicle video had to fit inside the customer experience. Fevry and Pauyo were both 27 that summer. Their executive team was all Haitian and majority women, and the company entered as a participant in the state's Social Equity Program.
The operational plan drew notice before the first routes began. A NETA executive described Fevry's plan as unusually organized and praised the team's discipline. Fevry's own language was plainer: execution, timing, compliance, satisfaction. Cannabis may have supplied the novelty. The job still came down to promises made against a clock.
The regulated route, made visible
Expansion produced a sharper lesson. When the company moved into business-to-business transportation, Fevry said it started with two cars and six drivers but no customers. Payroll was real before demand was. He called every person he knew until the first account arrived. This is the sort of founder story usually tidied into destiny. Its native form is closer to a cash-flow emergency with a contact list.
Fevry learned to watch for narrow windows. At industry events, meeting people mattered less than attentive follow-up. He tracked prospective operators as their licenses moved through the state process. If a potential partner received final approval, his aim was to call that day, congratulate them and offer to stand beside the business as it began operating. One target remained on his list for roughly three years before timing turned a transport pitch into a larger relationship involving storage.
“We want to be the company that that same day we're congratulating you, and we want to be by your side.”Christopher Fevry, on the discipline of timing
Equity after the ribbon cutting
The license was a breakthrough and a recurring bill. Early Massachusetts rules required two drivers for consumer delivery, a safety structure that doubled a central labor cost. Price compression, consolidation and the exit of other operators narrowed the market around Your Green Package. Fevry responded with an obsession he repeats in public conversations: unit economics. Customer experience could win loyalty; costs determined whether the company survived long enough to enjoy it.
His view of social equity hardened with experience. In 2023, the state treasurer appointed him to the five-member Cannabis Social Equity Advisory Board. The group advises the state on a trust fund meant to encourage participation by entrepreneurs from communities harmed by cannabis prohibition. Fevry said he hoped to lower barriers to entry and have an impact. He brought the perspective of someone who had crossed the threshold and discovered more thresholds waiting behind it.
In 2024, he publicly argued that the commission had over-regulated social-equity licenses until their value was hollowed out. A later court record gives the complaint physical dimensions. Dris examined nearly 100 properties while looking for a compliant retail site in Malden, made more than 40 calls to owners, spent 37 months in the process and incurred $80,000. The search became an education in how a policy designed to open doors can meet zoning rules that leave few actual rooms.
The cost of waiting
There is an important distinction in that experience. Access is permission to attempt the work. Endurance requires capital, workable rules and enough time to learn. Fevry has sat at both ends of the equation, as the applicant assembling a fleet with scarce resources and as an adviser helping shape how public money can reduce barriers for the next group of operators.
When operations become software
By 2026, Your Green Package was describing itself less as a courier and more as a transportation partner. The difference sits in all the moments around the drive: notifications, package scans, electronic manifests, certificates of analysis, historical records and a portal through which manufacturers, cultivators and retailers can see what is moving. Fevry said the company built its own system because existing software did not handle the workflow it had learned in the field.
The product roadmap grew from repetition. Partners entered the same lab pickups or internal store transfers week after week. One missed request could delay testing or leave a store without a critical resupply. The team added recurring requests, then began inviting retailers to test arrival alerts, inbound-transfer visibility, custom intake hours, manifest downloads and electronic signatures. Each feature sounds modest. Together they turn a fleet into a record of what happened, what is approaching and what must happen next.
This was service work functioning as product research. Every pickup revealed an edge case. Every phone call marked information the portal did not yet show. Every audit requirement supplied a retention rule. Fevry had lived the workflow before automating it, which gave the software the particularity that whiteboards tend to miss.
“We don't want to just be a transporter, we want to really be your partner in the transportation experience.”Christopher Fevry, on the B2B model
The home-delivery business, branded Dris, followed its own path. It retained third-party retail and routing tools while Your Green Package concentrated its custom software on the business-to-business side. When Massachusetts moved consumer delivery from two drivers to one, Fevry's verdict was immediate: the cost structure changed. The rule cut a defining expense and made delivery economically credible in a way it had struggled to be before.
Perseverance with a manifest
On the fifth anniversary in July 2026, Fevry offered a candid inventory. The company had tried a pre-roll brand and pursued manufacturing; neither worked as hoped. It had moved from courier service to third-party transport, added a delivery-operator license and built an internal logistics platform. The market had changed around it as wholesale flower prices fell and competitors came and went. Your Green Package and Dris kept operating.
Adaptability is easy to admire in retrospect because the discarded ideas vanish from view. Fevry kept them in the anniversary account. Failed experiments made the surviving company more legible: transportation, delivery, storage and software, tied together by a preference for compliance and response time. The founder who once brought barbers into offices now helps packages cross a highly regulated state supply chain without losing their paperwork along the way.
His career offers a compact operating manual. Follow the constraint that is real today. Call when the window opens. Keep the cost sheet close. Ask customers where the process hurts. Build technology only after the workflow has introduced itself. And when a promising idea fails, preserve the lesson rather than the mythology.
Five years after the first license, Fevry's business is still about getting something from one place to another. The more interesting movement may be his own: from convenience entrepreneur to regulated operator, from applicant to policy adviser, from using logistics tools to designing one. The road supplied the education. He has been taking notes in the manifest.