Canadian menswear brand MANMADE has opened its first-ever physical retail store, marking a significant step in the company’s evolution from a fast-growing direct-to-consumer business into a multi-channel retailer. The Montréal-based brand, which has built a customer base of more than one million across North America, debuted its inaugural location at CF Carrefour Laval, one of Québec’s most productive shopping centres.
Early performance has been strong. “Since the opening of the store, it’s been fantastic. It exceeded our expectations,” said co-founder Anthony Ciavirella in an interview. The response provides an early indication that the brand’s transition into physical retail may resonate with customers who have followed it online.
The opening signals a broader strategic shift for a digitally-native brand that has relied on e-commerce to drive rapid growth. As customer acquisition dynamics evolve and competition intensifies online, physical retail is emerging as a complementary channel that supports both growth and brand development.
From Finance Careers to Fast-Growing Consumer Brand
Founded in 2021 by Ciavirella, Philip Santagata, Robert Marzin, and Roberto Rebelo, MANMADE began with a simple premise: address what the founders described as the frustration of “bad underwear days.” The four childhood friends left careers in finance to build the company, launching with a single product and a tightly focused vision around quality, fit, and simplicity.
The brand gained traction through its direct-to-consumer model, emphasizing a limited assortment of core products rather than broad collections. Its flagship boxer briefs, made using Modal fabric derived from beech trees, were designed to offer softness, breathability, and durability, with functional features aimed at improving everyday comfort.
MANMADE has since expanded into additional categories including t-shirts, socks, and personal care items, while maintaining a consistent product philosophy. The company’s growth has been supported by strong repeat purchasing behaviour and a loyal customer base built through digital channels.
Building Momentum Through Media and Marketing
The company’s early momentum was accelerated following an appearance on Dragons’ Den in 2022, which introduced the brand to a national audience.
MANMADE has also leaned into localized marketing strategies to build awareness in its core market, including Super Bowl advertising placements in Québec through regional broadcast buys. The approach allowed the brand to reach a large audience while maintaining a targeted geographic focus.
At the same time, the company has built a strong digital presence through founder-led storytelling and relatable content. “Everything started with an iPhone,” Ciavirella said, noting that the brand’s marketing approach has been developed organically rather than through traditional channels.
A Transition Point for a Digital-First Brand
The move into physical retail adds operational complexity, with costs tied to rent, staffing, and in-store execution. It also creates new opportunities to acquire customers, strengthen retention, and deepen brand engagement.
For MANMADE, the decision to open a store was driven in part by customer behaviour. “There is still fifty percent of people that want to touch and feel product before they purchase it,” Ciavirella said.
That insight is particularly relevant in categories such as underwear and essentials, where fabric, fit, and comfort are central to the purchase decision. A physical location allows customers to interact with the product directly, helping to reduce hesitation and build confidence.
Inside the Store Concept
MANMADE’s retail concept is built around a service-driven, highly curated experience that blends elements of showroom retail, hospitality, and digital integration.
Customers entering the store are greeted by brand ambassadors who assist throughout the journey. For those familiar with the brand, the process can be highly efficient. “You come in and you say, ‘I’d like seven pairs of boxers,’ and someone will come up to you with an iPad… we prepare that in the back and bring you your bag,” Ciavirella explained.
The system connects to customer profiles, allowing returning shoppers to quickly reorder past purchases. Transactions take place anywhere in the store using mobile devices, eliminating the need for a traditional checkout.
At the same time, the environment supports a more exploratory experience. The store features a central display area with minimal inventory, using custom fixtures and floating mannequins to highlight key products. A large-format digital screen showcases the brand’s marketing content and partnerships, reinforcing awareness and credibility.
Hospitality plays a role in the overall experience. Customers may be offered coffee or branded water while they wait for their order, adding a layer of service more commonly associated with higher-end retail environments.
Ciavirella described the concept as combining elements of Apple, Starbucks, and luxury hospitality brands, with a focus on attention to detail and customer comfort.
Rethinking the Fitting Room Experience
One of the most distinctive elements of the store is its approach to fitting rooms. Rather than requiring customers to select items on the floor, each fitting room is designed as a walk-in space stocked with the full product assortment across sizes.
“You walk into a massive changing room that feels like a walk-in closet… you have every single one of our products in different sizes,” Ciavirella said.
The format allows customers to try multiple items without leaving the space, reducing friction and eliminating the need to request additional sizes. It also addresses a common pain point in traditional retail environments, where fit issues can create awkward interactions.
The approach aligns with the brand’s broader emphasis on comfort, ease, and functionality.
A Strategic Location with Broader Implications
The choice of CF Carrefour Laval as the first location is notable. The centre consistently ranks among the top-performing malls in the province and attracts strong regional traffic.
The opening also aligns with broader leasing trends across Canadian shopping centres. Landlords continue to introduce a more diverse mix of tenants, including digitally-native brands with established customer bases and distinct brand identities.
Brands that have built awareness online are increasingly seen as strong candidates for physical retail, particularly when they bring a differentiated concept and a clear brand narrative.
Expansion Plans Take Shape
The company’s retail ambitions are now becoming clearer. MANMADE is targeting between 18 and 20 stores over the next three years, with an initial focus on Québec before expanding into other markets.
The strategy involves building a cluster of locations within a defined geographic radius before scaling further. Potential markets include additional locations in the Montréal area and Québec City, followed by expansion into Ontario.
Ontario already represents the brand’s largest market, accounting for approximately 40 percent of sales, compared to roughly 30 percent in Québec. The Greater Toronto Area is expected to be a key focus in the next phase of growth.
Understanding the Customer
MANMADE’s customer base offers additional insight into its positioning. While the products are designed for men, approximately 50 percent of purchases are made by women buying for partners or family members.
The brand’s core user tends to be older, with Ciavirella noting that the typical wearer is 40 and above, though the broader customer base spans a wide age range.
The focus remains on everyday essentials. “It’s the foundation of a man’s wardrobe,” Ciavirella said, describing products that can be worn across multiple settings, from travel to work to leisure.
Product Discipline and Long-Term Positioning
As the company expands, it continues to emphasize product quality and discipline. Ciavirella pointed to a recent decision to delay the launch of a new polo shirt because it did not meet internal standards.
“We wanted to make sure that product is perfect before going out to market,” he said.
This approach reflects a broader philosophy built around three pillars: product, customer experience, and marketing. The company also backs its offering with a fit and comfort guarantee, reinforcing confidence in the brand.
“If it doesn’t fit right or feel right, it’s backed by people that will make it right,” Ciavirella said.
A Signal of Where Retail Is Headed
MANMADE’s entry into physical retail highlights a broader shift across the industry. Digitally-native brands are increasingly viewing stores as an extension of their online platforms, supporting customer acquisition and long-term engagement.
For MANMADE, the first store represents both an opportunity and a test. It provides a platform to strengthen relationships with customers while introducing new operational demands.
At the same time, the concept offers a glimpse into how retail environments may continue to evolve. By integrating digital tools, service, and product interaction into a single experience, MANMADE is positioning its first store as a model that blends efficiency with personalization.
As the company moves forward, the performance of this location and the rollout of additional stores will offer insight into how effectively a digitally-native brand can translate online momentum into sustained growth within physical retail.
