{"id":11067,"date":"2026-04-07T16:26:41","date_gmt":"2026-04-07T16:26:41","guid":{"rendered":"https:\/\/cannabisindustryjournal.com\/?post_type=feature_article&amp;p=38647"},"modified":"2026-04-07T16:26:41","modified_gmt":"2026-04-07T16:26:41","slug":"inventory-is-the-biggest-cash-flow-problem-in-cannabis","status":"publish","type":"post","link":"https:\/\/cannitrol.com\/blog\/inventory-is-the-biggest-cash-flow-problem-in-cannabis\/","title":{"rendered":"Inventory Is the Biggest Cash Flow Problem in\u00a0Cannabis"},"content":{"rendered":"<div id=\"wp_fb_like_button\" style=\"margin:5px 0 5px 5px;float:right;height:100px;\"><script src=\"http:\/\/connect.facebook.net\/en_US\/all.js#xfbml=1\"><\/script><fb:like href=\"https:\/\/cannitrol.com\/blog\/inventory-is-the-biggest-cash-flow-problem-in-cannabis\/\" send=\"true\" layout=\"standard\" width=\"450\" show_faces=\"false\" font=\"arial\" action=\"like\" colorscheme=\"light\"><\/fb:like><\/div><div><img src=\"https:\/\/cannitrol.com\/blog\/wp-content\/uploads\/2026\/04\/inventory-is-the-biggest-cash-flow-problem-in-cannabis.png\" class=\"ff-og-image-inserted\" \/><\/div>\n<p><span data-preserver-spaces=\"true\">All roads in cannabis retail lead back to inventory.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Retail cannabis operators across the country are<\/span> <span data-preserver-spaces=\"true\">being squeezed<\/span> <span data-preserver-spaces=\"true\">by razor-thin margins, declining cash flow, and a growing inability to pay vendors on time. The culprit is often not weak sales or lack of demand. It is mismanaged inventory.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Inventory is the foundation on which the entire business<\/span> <span data-preserver-spaces=\"true\">is built<\/span><span data-preserver-spaces=\"true\">. It is the single biggest driver of cash flow, profitability, and retail performance. Yet many retailers are still carrying too much product, reordering too late or too early, and failing to connect inventory decisions to merchandising, promotions, sell-through, and actual consumer demand. Brands feel the impact too. They cannot accurately forecast production, plan manufacturing schedules, or maintain healthy warehouse levels when retailers are not managing inventory effectively.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Excess inventory locks up cash, slows vendor payments, compresses margins, and creates pressure to discount. Too little inventory creates out-of-stocks, lost sales, frustrated customers, and strained brand relationships. In either scenario, poor inventory management undermines every other part of the business.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Many cannabis retailers are far exceeding the 30-day product turnover goal needed to keep cash flowing and inventory fresh. Some operators are sitting on more than $150,000 in overstock every month, cash that<\/span> <span data-preserver-spaces=\"true\">could otherwise be used<\/span> <span data-preserver-spaces=\"true\">to pay vendors, invest in marketing, open new locations, or strengthen operations.<\/span><\/p>\n<h4><strong><span data-preserver-spaces=\"true\">The Buyer Problem<\/span><\/strong><\/h4>\n<p><span data-preserver-spaces=\"true\">Even seasoned buyers from more mature industries struggle with the unique challenges cannabis brings to retail: adjusting consumer preferences, fast-moving product trends, oversaturated categories, an overwhelming number of SKUs, regulatory complexity, and shelf life concerns. A product that sold well six months ago may suddenly stall. Yet many retailers still make purchasing decisions based on instinct rather than data.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">In alcohol, grocery, beauty, and traditional CPG, Inventory<\/span> <span data-preserver-spaces=\"true\">is managed<\/span> <span data-preserver-spaces=\"true\">by a team. Retailers have buying offices staffed with merchandise planners, category managers, inventory analysts, and purchasing executives, each role designed to optimize assortment, forecast demand, improve margins, and keep inventory moving.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Cannabis rarely operates that way.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">In many cases, retailers hand the buyer role to a senior budtender or owner because \u201cthey know weed.\u201d But knowing cannabis and managing millions of dollars in inventory are two very different skill sets. The buyer is responsible for purchasing, forecasting, menu management, vendor relationships, promotions, cash flow, and category strategy. It is one of the most important roles in the business, yet in cannabis, it<\/span> <span data-preserver-spaces=\"true\">is often treated<\/span> <span data-preserver-spaces=\"true\">like an afterthought.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Without formal inventory training, many buyers reorder based on instinct or a walk through the vault to see what looks low.<\/span> <span data-preserver-spaces=\"true\">The result is overstock in some stores,<\/span> <span data-preserver-spaces=\"true\">out-of-stocks<\/span> <span data-preserver-spaces=\"true\">in others, and cash trapped in products that are<\/span> <span data-preserver-spaces=\"true\">not<\/span> <span data-preserver-spaces=\"true\">moving.<\/span><\/p>\n<h4><strong><span data-preserver-spaces=\"true\">Inventory Is Frozen Cash<\/span><\/strong><\/h4>\n<p><span data-preserver-spaces=\"true\">Every product sitting in a vault, warehouse, or on a shelf is money that<\/span> <span data-preserver-spaces=\"true\">cannot be used<\/span> <span data-preserver-spaces=\"true\">elsewhere. Overstock creates a domino effect: vendors get paid more slowly, retailers face pressure to discount, margins shrink, and products age on the shelf.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">The fix starts with insights around sell-through. Buyers need to define the sell-through rate for every category and use that data to guide purchasing cadence decisions. Track daily, weekly, and monthly changes in consumer demand, then connect that sell-through data to reorder timing, manufacturing timelines, warehouse inventory, and future promotions.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">The goal is to maintain the right amount of inventory, at the right time, in the right store, in the right category.<\/span><\/p>\n<h4><strong><span data-preserver-spaces=\"true\">Don\u2019t Fall for the Discount Trap<\/span><\/strong><\/h4>\n<p><span data-preserver-spaces=\"true\">When retailers or brands are overloaded with inventory, the first instinct is often to discount. That instinct is expensive.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">A product that is<\/span> <span data-preserver-spaces=\"true\">not<\/span> <span data-preserver-spaces=\"true\">moving<\/span> <span data-preserver-spaces=\"true\">gets<\/span> <span data-preserver-spaces=\"true\">marked down.<\/span> <span data-preserver-spaces=\"true\">The retailer then spends money to promote the sale. Loyalty rewards or additional discounts get layered on top. By the end, the business has sacrificed margin in three different ways: the discount itself, the cost of marketing the promotion, and the cost of loyalty incentives. Repeated discounting also trains customers to wait for deals and lowers the perceived value of the product.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">In many cases, the product may not have needed a discount<\/span> <span data-preserver-spaces=\"true\">at all<\/span><span data-preserver-spaces=\"true\">. It may have<\/span> <span data-preserver-spaces=\"true\">been priced<\/span> <span data-preserver-spaces=\"true\">incorrectly, merchandised poorly, buried on the menu, or placed in the wrong store. Without understanding why a product is not moving, retailers often reach for cutting the price.<\/span><\/p>\n<h4><strong><span data-preserver-spaces=\"true\">Diagnosing Slow-Moving Inventory<\/span><\/strong><\/h4>\n<p><span data-preserver-spaces=\"true\">Before cutting the price or discontinuing an item, retailers and brands need a framework for diagnosing why the product stalled.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Start with the purchasing decision. Was the category already overcrowded before the product arrived? Many retailers continue adding nearly identical products to saturated categories without asking whether there is room for another option. Take sleep gummies: how many SKUs making the same promise does one store really need? The issue may not be that the product is bad. The issue may be that too many similar products are competing for the same customer.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Next, examine merchandising. Was the product placed where shoppers could actually see it? Did it have the right shelf placement, signage, and number of facings? A quality product can easily disappear if it is buried in the vault, hidden on a bottom shelf, or missing from the online menu.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Pricing is another common culprit. A product priced too high relative to competitors loses ground in saturated categories. A product priced too low may unintentionally signal lower quality or leave no room for future promotions.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Education also matters. Budtenders remain one of the strongest influences on purchasing decisions in cannabis. If staff do not know the product, do not understand its differentiation, or are not confident recommending it, the product will not move.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Before taking action, retailers and brands should ask:<\/span><\/p>\n<ul>\n<li><span data-preserver-spaces=\"true\">Is the product priced correctly?<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Is it merchandised properly and visible on the shelf and menu?<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Is it consistently in stock?<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Are budtenders recommending it?<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Is the category already overcrowded?<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Is the product in the wrong store or market?<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Does the consumer understand why this product is different?<\/span><\/li>\n<\/ul>\n<p><span data-preserver-spaces=\"true\">Only after answering those questions should a retailer decide whether the product deserves less shelf space, a new strategy, or removal from the assortment.<\/span><\/p>\n<h4><strong><span data-preserver-spaces=\"true\">Fewer SKUs, Better Performance<\/span><\/strong><\/h4>\n<p><span data-preserver-spaces=\"true\">More products<\/span> <span data-preserver-spaces=\"true\">appear to<\/span> <span data-preserver-spaces=\"true\">create more choice and more opportunity.<\/span> <span data-preserver-spaces=\"true\">In practice, too many SKUs make inventory harder to manage, confuse the consumer, and weaken overall performance.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">As the assortment expands, inventory becomes fragmented across dozens of products. Retailers place smaller orders for each SKU, slowing sell-through and increasing the likelihood that products sit on shelves too long. Cash gets spread across too many items while budtenders struggle to stay knowledgeable about an ever-growing menu.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">The strongest operators regularly review their assortment and make difficult decisions about what deserves to stay. At least once a month, retailers should evaluate:<\/span><\/p>\n<ul>\n<li><span data-preserver-spaces=\"true\">The top 20 percent of SKUs driving the majority of revenue and margin<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">The bottom 20 percent of products that are not moving<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Redundant products in oversaturated categories<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Products that no longer reflect consumer demand<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Items that consistently require heavy discounts or promotions to sell<\/span><\/li>\n<\/ul>\n<p><span data-preserver-spaces=\"true\">The goal is not to carry fewer products for the sake of simplicity. It is to build a more intentional assortment that supports stronger sell-through, healthier margins, and better cash flow.<\/span><\/p>\n<h4><span data-preserver-spaces=\"true\">I<strong>nventory Should Match the Store, Not the State<\/strong><\/span><\/h4>\n<p><span data-preserver-spaces=\"true\">One of the biggest mistakes cannabis companies make is pushing the same assortment into every location. Even stores a few miles apart can perform very differently.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">One store may attract price-sensitive shoppers looking for value<\/span> <span data-preserver-spaces=\"true\">flower<\/span><span data-preserver-spaces=\"true\">, high-potency products, and lower-priced concentrates. Another may cater to consumers seeking wellness-oriented products, premium edibles, beverages, or topicals. Tourist-heavy markets often support<\/span> <span data-preserver-spaces=\"true\">more novelty products and a wider assortment<\/span><span data-preserver-spaces=\"true\">. Neighborhood stores typically perform better with a smaller, more focused selection.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Yet many operators still purchase inventory at the state or company level and push it out uniformly. This approach will leave one store overloaded with products that are not moving, while another runs out of what its customers actually want.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">The best retailers build inventory plans at the store level. They look at what is selling in each location, which categories are gaining momentum, what price points resonate, and how quickly products move in that specific market. Inventory planning should reflect the realities of each store, not a one-size-fits-all strategy.<\/span><\/p>\n<h4><strong><span data-preserver-spaces=\"true\">The Metrics Every Retailer and Brand Should Track<\/span><\/strong><\/h4>\n<p><span data-preserver-spaces=\"true\">Inventory management cannot rely on a buyer\u2019s gut instinct. Retailers and brands need a consistent set of metrics to understand what is moving, what is slowing down, and when to reorder.<\/span><\/p>\n<p><strong><span data-preserver-spaces=\"true\">Days of supply on hand<\/span><\/strong> <span data-preserver-spaces=\"true\">measures how long the current inventory will last based on the current rate of sales. Carrying 60 days of inventory in a category that only needs 30 ties up cash unnecessarily. Carrying less than a week\u2019s worth risks stockouts before the next delivery.<\/span><\/p>\n<p><strong><span data-preserver-spaces=\"true\">Sell-through rate<\/span><\/strong> <span data-preserver-spaces=\"true\">tracks how quickly products move after arriving in the store.<\/span> <span data-preserver-spaces=\"true\">A product may sell well<\/span> <span data-preserver-spaces=\"true\">eventually<\/span><span data-preserver-spaces=\"true\">, but if it takes too long to move, it still creates a cash flow problem.<\/span><\/p>\n<p><strong><span data-preserver-spaces=\"true\">Velocity<\/span><\/strong> <span data-preserver-spaces=\"true\">shows how many units of a specific product sell over a given period, daily, weekly, or monthly. Tracking velocity by SKU identifies which products deserve additional inventory and which should<\/span> <span data-preserver-spaces=\"true\">be reconsidered<\/span><span data-preserver-spaces=\"true\">.<\/span><\/p>\n<p><strong><span data-preserver-spaces=\"true\">Reorder cadence<\/span><\/strong> <span data-preserver-spaces=\"true\">reveals patterns in purchasing behavior. Understanding how frequently products<\/span> <span data-preserver-spaces=\"true\">are reordered<\/span> <span data-preserver-spaces=\"true\">makes it easier to forecast demand, avoid stockouts, and plan more accurately.<\/span><\/p>\n<p><strong><span data-preserver-spaces=\"true\">Out-of-stock frequency<\/span><\/strong> <span data-preserver-spaces=\"true\">flags when high-performing products repeatedly sell out, signaling lost revenue and potential customer churn to competing brands.<\/span><\/p>\n<p><strong><span data-preserver-spaces=\"true\">Aging inventory<\/span><\/strong> <span data-preserver-spaces=\"true\">should be monitored closely. Products that sit too long become harder to sell and<\/span> <span data-preserver-spaces=\"true\">typically end up<\/span> <span data-preserver-spaces=\"true\">discounted.<\/span><\/p>\n<p><strong><span data-preserver-spaces=\"true\">Gross margin by product<\/span><\/strong> <span data-preserver-spaces=\"true\">is often overlooked. Some products generate strong sales but deliver weak margins once discounts, promotions, and loyalty rewards are<\/span> <span data-preserver-spaces=\"true\">factored in<\/span><span data-preserver-spaces=\"true\">. Others sell more slowly but are significantly more profitable.<\/span><\/p>\n<p><strong><span data-preserver-spaces=\"true\">Promotional lift<\/span><\/strong> <span data-preserver-spaces=\"true\">measures whether a sale or campaign actually increased sell-through or<\/span> <span data-preserver-spaces=\"true\">simply<\/span> <span data-preserver-spaces=\"true\">subsidized purchases that would have happened anyway.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">These metrics should be tracked by individual store, by category, by SKU, and before and after promotions. That is how operators begin to understand what is really driving performance and where inventory decisions need to change.<\/span><\/p>\n<h4><strong><span data-preserver-spaces=\"true\">AI, Forecasting, and Predictive Inventory Management<\/span><\/strong><\/h4>\n<p><span data-preserver-spaces=\"true\">Advanced analytics and AI tools are helping cannabis companies move from reactive inventory management to predictive planning. Instead of<\/span> <span data-preserver-spaces=\"true\">only looking at<\/span> <span data-preserver-spaces=\"true\">what sold last month, these systems identify patterns and forecast what is likely to happen next.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">AI can help retailers and brands:<\/span><\/p>\n<ul>\n<li><span data-preserver-spaces=\"true\">Predict which products are beginning to lose momentum<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Forecast future demand by store and category<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Flag stores that consistently order too late or overbuy<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Detect accounts most at risk of going out of stock<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Recognize shifts in consumer preferences before they become obvious<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Determine which promotions are actually driving profitable sales<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Improve delivery routes and distribution planning<\/span><\/li>\n<\/ul>\n<p><span data-preserver-spaces=\"true\">For example, a product may still appear healthy on the surface, but its weekly velocity may have started declining across several stores. Predictive tools can flag that slowdown early, giving the retailer time to adjust pricing, merchandising, or purchasing before the product becomes dead inventory.<\/span><\/p>\n<h4><strong><span data-preserver-spaces=\"true\">The Retailer-Brand Relationship: Stop Operating in Silos<\/span><\/strong><\/h4>\n<p><span data-preserver-spaces=\"true\">Many inventory problems<\/span> <span data-preserver-spaces=\"true\">happen<\/span> <span data-preserver-spaces=\"true\">because retailers and brands<\/span> <span data-preserver-spaces=\"true\">are<\/span> <span data-preserver-spaces=\"true\">not<\/span> <span data-preserver-spaces=\"true\">sharing<\/span> <span data-preserver-spaces=\"true\">enough information.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Retailers often know exactly which products are slowing down, which stores are running low, and which categories are overperforming. Brands may know when production capacity is tightening, when a new product launch is coming, or when a supply issue could affect future inventory. Too often, those insights stay separate. Reorders happen too late, overstock builds in one location while another store runs short, and both sides end up reacting instead of planning.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">The strongest operators are moving toward a more collaborative approach. Instead of communicating only when there is a problem, retailers and brands should regularly review:<\/span><\/p>\n<ul>\n<li><span data-preserver-spaces=\"true\">Sell-through by product and location<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Reorder timing before inventory becomes critical<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Upcoming promotions, seasonality, and new product launches<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Which stores or accounts are likely to need additional support<\/span><\/li>\n<\/ul>\n<p><span data-preserver-spaces=\"true\">A retailer may see that a particular product is suddenly accelerating in one region. A brand may know that a production delay could create shortages in the coming weeks. Sharing that information earlier allows both sides to make better decisions.<\/span><\/p>\n<h4><strong><span data-preserver-spaces=\"true\">What Best-in-Class Inventory Management Looks Like<\/span><\/strong><\/h4>\n<p><span data-preserver-spaces=\"true\">The most sophisticated cannabis operators treat inventory as a strategic function, not a back-office task.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">A best-in-class retailer or brand:<\/span><\/p>\n<ul>\n<li><span data-preserver-spaces=\"true\">Reviews inventory performance every week<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Removes or reduces slow-moving SKUs every month<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Maintains leaner inventory levels instead of stockpiling product<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Forecasts demand by individual store, not just by state or region<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Aligns purchasing, merchandising, and promotions<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Uses sell-through and velocity data to guide decisions<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Works closely with key retail or brand partners<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Identifies problems before they become costly<\/span><\/li>\n<li><span data-preserver-spaces=\"true\">Treats inventory management as a leadership responsibility<\/span><\/li>\n<\/ul>\n<p><span data-preserver-spaces=\"true\">The goal is not simply to keep shelves full. It is to keep the right products in the right stores at the right time, while using as little working capital as possible.<\/span><\/p>\n<p><span data-preserver-spaces=\"true\">Inventory is one of the biggest levers cannabis companies have to improve cash flow, margins, and overall performance. The tried-and-true systems from more mature industries exist and are ready to be adopted. Operators that put them to work to right-size costs and protect margins will be the ones best positioned to survive and grow.<\/span><\/p>\n<div class=\"sharedaddy sd-sharing-enabled\">\n<div class=\"robots-nocontent sd-block sd-social sd-social-icon-text sd-sharing\">\n<h3 class=\"sd-title\">Share this:<\/h3>\n<\/p><\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>All roads in cannabis retail lead back to inventory. Retail cannabis operators across the country are being squeezed by razor-thin margins, declining cash flow, and a growing inability to pay vendors on time. The culprit is often not weak sales or lack of demand. It is mismanaged inventory. Inventory is the foundation on which the [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[10934,5062,10910,9290,10851,11049,8568,9,8504,6845,1,3,8734,61,1736],"tags":[10935,5063,10914,9295,10852,11050,8590,8530,6846,8739],"_links":{"self":[{"href":"https:\/\/cannitrol.com\/blog\/wp-json\/wp\/v2\/posts\/11067"}],"collection":[{"href":"https:\/\/cannitrol.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/cannitrol.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/cannitrol.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/cannitrol.com\/blog\/wp-json\/wp\/v2\/comments?post=11067"}],"version-history":[{"count":0,"href":"https:\/\/cannitrol.com\/blog\/wp-json\/wp\/v2\/posts\/11067\/revisions"}],"wp:attachment":[{"href":"https:\/\/cannitrol.com\/blog\/wp-json\/wp\/v2\/media?parent=11067"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/cannitrol.com\/blog\/wp-json\/wp\/v2\/categories?post=11067"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/cannitrol.com\/blog\/wp-json\/wp\/v2\/tags?post=11067"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}