The legal psilocybin industry in Oregon was built through collaboration, risk-taking, and persistence. While many people contributed to the early development of this new field, Barron Johnson played a unique role by bringing business strategy and problem-solving into the heart of early efforts. His work helped service centers overcome major obstacles and shaped the financial foundation of Oregon psilocybin services.
Barron came into the psilocybin conversation with a strong background in chiropractic care and business consulting. Having already built and run successful practices, he understood both healthcare and entrepreneurship. That perspective was rare in the early days of Oregon psilocybin, when most people were focused on healing rather than business logistics. Barron saw that for psilocybin retreats, service centers, and facilitators to succeed, they would need more than passion—they would need solid business structures.
The 280E Challenge
One of the most urgent problems for new psilocybin service centers was taxation. Because psilocybin remains federally illegal, normal business deductions are severely limited under IRS Code 280E. This created uncertainty and fear. Early service center owners knew that choosing the wrong accountant could cost them thousands—or even shut their businesses down.
Most accountants refused to even meet with psilocybin business owners, and those who did often charged steep fees while providing little useful guidance. “We were paying people to learn on the job,” one early owner recalled.
That’s when Barron stepped in. Instead of accepting these limitations, he reframed the situation. He reached out to accountants and presented psilocybin not as a liability, but as an opportunity. He asked them to think like entrepreneurs: What if they became leaders in a new, legal psychedelic industry? What if they invested their time now, before the field was fully established, and positioned themselves as the go-to experts for psilocybin treatment centers and facilitators in Oregon?
Creating Relationships
Barron’s approach worked. He convinced multiple accountants to meet with psilocybin entrepreneurs—without charging upfront fees. These meetings became turning points. For the first time, service center owners could hear directly from professionals, compare different levels of risk tolerance, and identify which accountants had the knowledge to handle the complexities of psilocybin Oregon businesses.
Some accountants were overly cautious, unwilling to explore creative solutions. Others were more open, helping owners think through strategies for psilocybin businesses. From these conversations, the industry identified the few accountants who would go on to guide the financial and tax side of psilocybin in Oregon.
A Lasting Contribution
Looking back, Barron’s contribution was pivotal. By asking different questions, he saved early psilocybin service centers money, gave them access to real expertise, and helped prevent financial mistakes that could have derailed the industry. His philosophy was simple: “If you don’t ask, the answer is always no.”
That mindset—questioning assumptions, building bridges, and creating mutually beneficial opportunities—helped the Oregon psilocybin industry survive its fragile beginnings. Today, as psilocybin retreats and legal service centers continue to grow, Barron Johnson’s role in shaping the early history remains a reminder that strategy and vision are as essential as healing.
