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Joseph Tassoni Returns to The Well With ‘Natural Authority’ Fashion Experience

Joseph Tassoni 2025 fashion show

After three consecutive sold-out runway presentations, Canadian designer Joseph Tassoni is returning to Toronto’s The Well this fall with what he describes as his most ambitious production to date.

The NATURAL AUTHORITY SS/FW 2027 Runway Presentation will take place on September 18 at Arcadia Earth, the immersive attraction at The Well, with presentations at 6:30 p.m. and 8:30 p.m. The evening will conclude with an official afterparty at EPOCH Bar & Kitchen Terrace at The Ritz-Carlton, Toronto.

While the runway presentation is the focal point, the evening has become something much broader. Guests can expect immersive environments, hospitality experiences, culinary and beverage partners, a custom art installation and a charitable initiative supporting the Oakville Hospital Foundation.

For Tassoni, continuing to raise the standard has become part of the annual tradition.

“To my knowledge, I don’t know of any independent Canadian fashion designers producing runway presentations of this scale outside traditional fashion week structures,” he said. “Putting together a production like this is a massive undertaking.”

Founded by designer Joseph Tassoni, the namesake brand has built an international clientele through Canadian-made luxury apparel, made-to-measure garments and custom tailoring. Alongside the fashion collections themselves, the annual runway presentations have become an opportunity to showcase what independent Canadian fashion can accomplish when creativity, craftsmanship and community come together.

Joseph Tassoni 2025 fashion show

A Reimagined Experience

Returning to Arcadia Earth for a second consecutive year, Tassoni has redesigned the guest journey instead of simply repeating last year’s production.

Rather than simultaneous presentations, this year’s event will feature two separate runway experiences, allowing guests additional time to explore the venue, enjoy the hospitality programming and immerse themselves in the evening’s atmosphere.
A new custom immersive art installation will also invite guests to explore the relationship between fashion, human presence and technology through an experience built around sound, light, movement and interaction, while intentionally leaving some surprises for opening night.

The event will once again feature a red carpet experience, celebrity photographer George Pimentel, hospitality lounges, culinary tastings, beverage experiences, live entertainment and an official afterparty at EPOCH Bar & Kitchen Terrace.

Although each presentation has grown in production value and scale, Tassoni said the foundation has remained consistent.

“Our runway has always been about fashion, hospitality, community and philanthropy,” he said. “Every year, I ask myself how we can continue raising the bar while giving returning guests a new experience.”

Exploring ‘Natural Authority’

This year’s collection is titled Natural Authority, a concept centred on quiet confidence rather than outward attention.

According to the event materials, the collection explores “the kind of confidence that cannot be manufactured,” presenting Spring/Summer and Fall/Winter 2027 through modern sensuality, elevated craftsmanship and authenticity.

“You don’t need to be the loudest person in the room to be seen or heard,” Tassoni said.

Approximately 50 looks will be presented across both seasonal collections, continuing Tassoni’s practice of combining multiple seasons into a single large-scale production. He said the format allows him to invest more heavily in the overall experience while creating a meaningful platform for the collections themselves.

The collection also continues the brand’s exploration of sustainability through responsibly sourced materials, fabrics designed with end-of-life considerations and new applications of recycled materials.

Building a Canadian Fashion Platform

Joseph Tassoni. Image: Jamo Best Photography

Canada has relatively few independent designer runway productions outside traditional fashion week structures, making Tassoni’s continued investment in annual presentations notable.

His vision extends beyond unveiling new collections.

Instead, the event serves as a platform for bringing together clients, creative partners, hospitality brands and the broader fashion community in a setting designed to encourage conversation and collaboration.

“People are investing in Canadian fashion and supporting their communities when they attend these events,” he said. “They deserve an exceptional experience.”

That philosophy is reflected throughout the evening, from the hospitality programming to the immersive installations and opportunities for guests to connect beyond the runway itself.

Fashion With Purpose

This year’s presentation will also feature a silent auction supporting the Oakville Hospital Foundation, continuing Tassoni’s longstanding commitment to community, inclusivity and mental health initiatives while helping support patients and families before, during and after chemotherapy.

For Tassoni, that charitable component is deeply personal.

“If there’s a way to make things a little easier for patients or their families, that’s what I want to do,” he said.

As preparations continue for September’s presentation, Tassoni hopes the event demonstrates something larger than the unveiling of a new collection.

It is, he says, an example of what can happen when an independent Canadian designer creates his own stage, brings people together, strengthens the community and continues raising the standard year after year.

Tickets and additional event information are available through the event website:

Natural Authority event page and tickets

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Honestly Good Chicken Fingers appoints Naomi Kempkes as President

Honestly Good Chicken Fingers has appointed Naomi Kempkes as President, marking a new chapter for the Canadian-grown brand as it continues its expansion across Canada and the United States.

As Co-Founder and former Vice President of Operations, the company said Kempkes has been instrumental in building the brand’s foundation, overseeing day-to-day operations, developing systems to support consistency and performance and helping shape the company’s overall vision and culture. In her new role as President, it said Kempkes will lead the brand’s next phase of growth, with a focus on expanding its footprint while maintaining the quality and guest experience that have become central to the company.

“From day one, our goal has been to create a chicken finger brand that delivers an exceptional product while creating an experience that guests genuinely enjoy,” said Kempkes. “Seeing how far Honestly Good Chicken Fingers has come has been incredibly rewarding, and I’m excited to continue building on that momentum as we introduce our brand to more communities across North America.”

With more than 15 years of restaurant industry experience, Kempkes brings extensive expertise in operations, leadership and team development. Prior to her co-founding Honestly Good Chicken Fingers, she held leadership roles with several established restaurant brands, including Recipe Unlimited Corporation, The Burger’s Priest, Fionn MacCool’s and East Side Mario’s, where she developed a deep understanding of building strong teams and delivering consistent guest experiences, said the company.

Under Kempkes’ leadership, Honestly Good Chicken Fingers said it will continue to focus on strategic growth opportunities, operational excellence and strengthening its position within the fast-casual restaurant landscape. The brand’s expansion strategy will prioritize bringing its signature menu and hospitality-driven approach to new markets while preserving the values that have guided its growth.

Naomi Kempkes
Naomi Kempkes

“We’re entering an exciting stage for Honestly Good Chicken Fingers, and our focus remains on thoughtful growth that allows us to deliver the same quality, service and experience at every location,” said Kempkes. “As we expand across Canada and into the United States, we’re committed to building a brand that our guests, team members and communities can be proud to be part of.”

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Honestly Good Chicken Fingers photo
Honestly Good Chicken Fingers photo

Vestis Expands with Max Mara’s Return to Oakridge Park

MaxMara Oakridge Location. Image: Cassidy Chen Photography

Nearly four decades after opening its first Max Mara boutique in Vancouver, Vestis Fashion Group has returned to Oakridge with two new stores and some of the Italian fashion house’s most exclusive collections.

The reopening of Max Mara and Weekend Max Mara at Oakridge Park on May 28 marks a homecoming for one of Vancouver’s longest-established luxury retailers and caps an exceptionally busy period for the family-owned company, which has expanded rapidly over the past two years and now operates eight stores across Metro Vancouver.

Harriet Guadagnuolo, Vice President of Retail at Vestis Fashion Group

For Vestis, the return to Oakridge carries particular significance. The company operated at the original Oakridge Centre for decades before the shopping centre closed for redevelopment.

“We were definitely more of a pioneer at Oakridge with our more elevated stores, and we were in Oakridge for a few decades before the mall was redeveloped and closed,” said Harriet Guadagnuolo, Vice President of Retail at Vestis Fashion Group. “This is more of a return to Oakridge, but in a two-point-O version.”

Exclusive Collections Arrive at Oakridge Park

The new boutiques are bringing some of Max Mara’s most exclusive offerings to Vancouver.

The 3,160-square-foot Max Mara boutique, located in Oakridge Park’s South Galleria, is the exclusive Canadian home of the Max Mara Atelier collection, a line known for its handcrafted outerwear and refined ready-to-wear pieces.

Meanwhile, the 1,836-square-foot Weekend Max Mara boutique in the East Galleria is the only location in North America carrying the brand’s Inserimento collection.

Both stores feature the latest design concepts from Italy. The Max Mara boutique incorporates materials including Ceppo di Grè stone, Calacatta marble, brushed brass and ribbed glass, while the Weekend Max Mara store was designed to evoke the atmosphere of a contemporary Italian home.

The openings further cement Oakridge Park’s position as one of North America’s newest luxury shopping destinations, where an increasingly impressive collection of international fashion houses are betting on Vancouver’s affluent and growing customer base.

“We’re excited to be a part of it,” said Guadagnuolo. “It’s very interesting and awesome to see these incredible international peers as well.”

Max Mara store at Oakridge Park in Vancouver. Photo: Cassidy Chen Photography

A Vancouver Company Builds a Luxury Retail Portfolio

Founded in 1985 by Catherine Guadagnuolo, Vestis Fashion Group has spent four decades introducing Italian luxury fashion to the Vancouver market.

The company opened its first Max Mara boutique in Vancouver in 1989 and today operates Max Mara, Weekend Max Mara, Marella and MAX&Co. stores throughout Metro Vancouver. The company says it operates the largest concentration of Max Mara and Weekend Max Mara boutiques in North America.

The past two years have been especially active. In early 2025, Vestis opened North America’s first standalone Marella and MAX&Co. boutiques at CF Pacific Centre. The reopening of Max Mara and Weekend Max Mara at Oakridge Park further expands the company’s presence in the region.

“We’ve experienced a big shift in the way we do things,” said Guadagnuolo. “We’re a total of eight stores now right now.”

Despite the recent growth, she says the company’s immediate priority is to focus on its new stores and continue strengthening its existing business.

“We don’t want or need to grow too quickly and add anything more to the table until we’re ready to do that,” she said.

Max Mara store at Oakridge Park in Vancouver. Photo: Cassidy Chen Photography

Different Stores for Different Customers

One of Vestis’ strengths has been tailoring each location to the community it serves.

The South Granville Max Mara boutique caters to a loyal neighbourhood clientele and hosts styling appointments and private events. The long-standing Max Mara store at CF Pacific Centre attracts a more urban customer and a fashion-forward audience, while the Weekend Max Mara boutique at Metropolis at Metrotown serves shoppers from Burnaby and the North Shore.

Oakridge Park, however, is drawing from an especially broad trade area.

According to Guadagnuolo, the customer base includes long-time West Side and Shaughnessy residents, significant traffic from Richmond, and a growing number of shoppers from Surrey and South Surrey who are visiting the development as a destination.

“Our biggest demographic client for that location right now is definitely our Richmond client just over the bridge,” she said.

The company has also seen increasing interest from customers eager to experience the transformed Oakridge development and its growing luxury retail offering.

Weekend by Max Mara store at Oakridge Park in Vancouver. Photo: Cassidy Chen Photography

Why Stores Still Matter in Luxury Retail

Even as e-commerce continues to evolve, luxury shopping remains highly personal.

Customers want to touch fabrics, try on garments and work with experienced sales associates who understand their preferences.

“People want that experience. They want the service. They want to feel the fabric. They want to try the fabric on,” said Guadagnuolo. “They’re making an investment, and they want to have the experience that comes with that.”

The philosophy aligns closely with Max Mara’s approach to fashion. The Italian brand has built its reputation on timeless pieces designed to remain in wardrobes for years, sometimes generations.

“I actually have a coat in my wardrobe from the ’80s that I inherited from my grandmother that I wear now,” said Guadagnuolo. “It’s still part of the core collection of some of the Max Mara outerwear offerings.”

Weekend by Max Mara store at Oakridge Park in Vancouver. Photo: Cassidy Chen Photography

Looking Ahead to Oakridge’s Future

The return to Oakridge is also a long-term bet on what the neighbourhood is becoming.

As thousands of new residents move into Oakridge Park and nearby communities continue to densify, the customer base surrounding the project is expected to broaden considerably. New housing is reshaping areas including the Cambie Corridor, Kerrisdale and even parts of Shaughnessy, creating new opportunities for retailers across Vancouver’s west side.

“It allows people to live in these areas and not have to invest in an entire property,” said Guadagnuolo. “People still need to have great places to go and eat and shop.”

For Vestis Fashion Group, the reopening of Max Mara and Weekend Max Mara at Oakridge Park is both a return to familiar ground and an investment in Vancouver’s future. For the city’s luxury retail sector, it is another sign that international brands and local operators alike see significant opportunity in a market that continues to evolve and attract increasingly sophisticated consumers.

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Beyond Store Growth: What’s Next for Dollarama?

Dollarama at Midtown (Image: Midtown)

Dollarama has already accomplished what many retailers spend decades pursuing: national scale, broad household reach and consistent traffic growth.

The Montreal-based value retailer now operates more than 1,700 stores across Canada, reaches nearly every Canadian household, and continues to post strong sales and transaction growth. The company has set a long-term target of 2,200 Canadian stores by 2034, but industry research and commentary suggest the next phase of Dollarama’s growth may be measured by more than store count alone.

The larger question is what happens after a retailer becomes this widely used.

According to Jeff Doucette, General Manager of Field Agent Canada, Dollarama’s current store target may not represent the long-term ceiling for the chain.

“I think the 2,200 number is conservative,” he said. “I don’t think that’s the stopping point.”

Doucette’s comments follow the release of a Field Agent Canada study examining Dollarama’s role in Canadian retail and consumer packaged goods. The research points to several future growth levers for the retailer, including convenience-led store placement, deeper market penetration, consumables, food-adjacent categories and continued logistics investment.

Jeff Doucette
Jeff Doucette

Growth Beyond Store Expansion

Dollarama’s stated goal of 2,200 stores remains an important part of its long-term plan, but the company’s future may not be defined solely by how many locations it opens.

Field Agent Canada’s analysis suggests the retailer may still have room to expand, particularly when comparing Canada’s population per Dollarama store with the store density achieved by dollar-store chains in the United States.

Doucette said Western Canada remains a significant opportunity, especially as the company develops additional logistics capacity to support future expansion.

“Western Canada’s obviously a big opportunity,” he said. “They’re investing in the distribution centre in Calgary, which will drive their store growth here and beyond.”

Smaller regional markets could also support additional locations, particularly in communities that may not have the population base to support larger-format retailers.

“There’s lots of little towns in Western Canada that don’t have a Walmart, but could definitely support a Dollarama,” Doucette said.

For landlords and retail developers, that makes Dollarama increasingly relevant beyond major urban markets. The chain’s size, assortment and operating model allow it to enter communities and retail nodes where many larger retailers cannot easily fit.

Convenience Has Become a Growth Engine

One of Dollarama’s most important growth advantages may be convenience. The retailer’s compact format allows it to operate in dense urban neighbourhoods, suburban plazas, enclosed malls, strip centres and smaller communities. That flexibility has helped Dollarama become part of daily shopping routines for many consumers.

Doucette said the chain’s store network gives it an advantage that is different from traditional e-commerce and different from big-box retail.

Many shoppers are not making a special trip to Dollarama. They are stopping in because a store is close to home, close to work, near a grocery store, in a mall, or along a regular travel route.

That proximity matters. Dollarama can open locations close to one another and still capture different shopping patterns based on traffic flow, access, parking, walkability and surrounding retail.

Doucette compared the approach to situations where gas stations or coffee shops operate near each other because each captures a slightly different customer path.

“It could just be across the street from traffic flow,” he said.

That real estate flexibility gives Dollarama a growth advantage even in markets where it already appears to have a strong presence. The company does not always need to enter a new city to grow. It can deepen its relevance within markets where consumers already know and use the brand.

Dollarama at The Tenor in Toronto (Image: Dustin Fuhs)

Consumables Are Becoming Central

Another major growth lever is consumables. According to Field Agent Canada’s research, consumables now represent approximately 49 per cent of Dollarama’s sales, making the category nearly half of the retailer’s business.

That marks a significant evolution for a chain long associated with seasonal items, party supplies, gift wrap, greeting cards and general merchandise.

Consumables create repeat visits. They also position Dollarama to capture a larger share of routine household spending through snacks, pantry items, cleaning products, hygiene products, household supplies and other everyday needs.

Doucette said categories such as health and beauty, hygiene, cleaning products and confectionery may present additional room for growth.

Dollarama has already become especially strong in confectionery, where recognizable brands and low entry prices help reinforce the retailer’s value image.

“They know that those items are the traffic drivers that are going to get people in the door or leave that lasting price impression,” Doucette said.

The more Dollarama becomes associated with routine consumable purchases, the more its growth becomes tied to shopping frequency rather than occasional bargain hunting.

Food-Adjacent Categories Could Offer Opportunity

One of the more notable findings in the Field Agent Canada study was consumer interest in expanded food offerings.

The research found that 48 per cent of respondents would like to see Dollarama offer refrigerated or frozen grocery products. In Atlantic Canada, that figure rose to 61 per cent.

That does not mean Dollarama is preparing to add refrigerated or frozen departments. The move would introduce added complexity, including equipment, store layout, logistics, shrink, labour and space considerations.

Doucette said the idea may not apply to every store, but it could become relevant in larger locations or specific markets over time.

“Would they enter into frozen and refrigerated? Maybe not in all stores, but maybe in some bigger stores,” he said.

For now, the finding is best viewed as a signal of consumer openness. Shoppers already use Dollarama for snacks, pantry items and household consumables. Some appear willing to see the retailer take a larger role in grocery-adjacent purchases.

Dollarama on Front Street in Toronto (Image: Dustin Fuhs)

Logistics Investment Supports the Next Phase

Dollarama’s future growth is also being supported by infrastructure investment. The company has been progressing its Western Canada logistics hub project, which is expected to complement its existing distribution operations and support further expansion.

For a retailer built on value, logistics capacity is critical. More stores, broader assortments and deeper market penetration require a supply chain that can move product efficiently while protecting margins and price points.

Doucette said the Calgary-area distribution capacity should help Dollarama grow in Western Canada and smaller regional markets where the chain may still be underrepresented.

The investment also suggests Dollarama is planning for a longer growth runway than its current footprint alone might imply.

The Next Phase of Dollarama’s Growth

Dollarama’s future will almost certainly include more stores. But the next phase of its growth may be defined by several factors working together: deeper market penetration, higher shopping frequency, convenience-driven locations, stronger consumables performance, broader participation in everyday categories and improved logistics capacity.

For a retailer that already reaches most Canadian households, growth becomes less about awareness and more about share of routine spending.

For decades, Dollarama’s success was measured largely by how many stores it opened and how efficiently it operated them.

The next phase may be measured by how often Canadians shop there, how many everyday purchases flow through the chain, and how deeply Dollarama becomes embedded in routine consumer behaviour.

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Tim Hortons’ Camp Day returns July 15 with coffee sales supporting youth charity

Tim Hortons Camp Day is back on July 15 with 100% of all hot and iced coffee proceeds donated* to Tim Hortons Foundation Camps! (CNW Group/Tim Hortons)

Tim Hortons says its annual Camp Day fundraising campaign will return July 15, with all proceeds from hot and iced coffee sales at participating restaurants across Canada and the United States going to Tim Hortons Foundation Camps.

The restaurant chain said the one-day fundraising initiative has raised more than $275 million since expanding nationally in 1991 to support the foundation’s youth development programs. The company said Camp Day raised more than $13 million in 2025.

The campaign is one of Tim Hortons’ largest annual charitable initiatives and supports Tim Hortons Foundation Camps, which provides programming for youth from underserved communities. In addition to coffee sales on Camp Day, the company said guests in Canada can support the foundation before the event by purchasing a $2 donation badge, a $3 Camp Day bracelet or a $2 Camp Day donut, with proceeds directed to the foundation as outlined by the company.

Axel Schwan
Axel Schwan

“For nearly four decades, Camp Day has been a powerful reminder of what the Tim Hortons community can accomplish together. Every hot and iced coffee sold on July 15 goes directly toward helping youth from underserved communities discover their full potential – and last year, that led to an incredible $13 million raised,” said Axel Schwan, president of Tim Hortons.

“I want to thank our incredible restaurant owners, their members, and guests for their generosity year after year, and I encourage everyone to join us on Camp Day to help make a difference in the lives of young people who deserve every opportunity to succeed.”

The company said the first Camp Day was held in 1987 when 58 restaurant owners in Atlantic Canada donated 24 hours of sales to build the Tim Horton Children’s Camp in Tatamagouche, N.S. The initiative expanded to restaurants across Canada in 1991.

According to the company, Tim Hortons Foundation Camps has supported nearly 350,000 youth through its camp programming and the Tims Classrooms Program, which launched in 2024. The organization said its programs focus on developing confidence, resilience and other skills through camp experiences and school-based leadership and social-emotional learning initiatives.

Caroline Barham
Caroline Barham

Caroline Barham, a Tim Hortons restaurant owner and president of Tim Hortons Foundation Camps, said the annual campaign continues to rely on support from franchisees, employees and customers.

“Camp Day is a powerful reminder of what makes the Tim Hortons community so special. Each year, restaurant owners, team members, and guests come together to create opportunities for youth who need them most. Every coffee purchased on Camp Day helps young people build confidence, develop new skills, and discover what’s possible for their future. It’s inspiring to see how small acts of generosity can lead to extraordinary outcomes,” said Barham.

The company said customers can support the campaign in several ways on July 15, including purchasing hot or iced coffee, ordering a Take 12 coffee package or making purchases of eligible Camp Day products in advance of the event. It also said customers can contribute year-round by rounding up purchases through the Tim Hortons mobile app or by making one-time or monthly donations online.

Tim Hortons Foundation Camps, established in 1974, is a non-profit organization that provides youth development programming across North America. The organization said participation is provided at no cost to young people or their families and is funded through contributions from restaurant owners, guests, corporate sponsors, donors and community partners.

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KITS Eyecare reports preliminary second quarter 2026 results with record revenue of $58.2 million

KITS Eyecare photo
KITS Eyecare photo

Kits Eyecare Ltd., a leading vertically integrated eyecare provider, released on Thursday selected preliminary unaudited results for its second quarter ended June 30, saying total revenue increased 17.3% year-over-year to approximately $58.2 million.

Other results released include:

  • Adjusted EBITDA exceeded $2.6 Million, or exceeding 4.5% of Revenue
  • Adjusted EBITDA to exceed 4.5% of Revenue, or exceeding $2.6 million.
  • Glasses Revenue expanded approximately 50.6% year-over-year to $10.8 million.
  • Strong cash generation in the quarter drove the Company’s cash balance to exceed $27.3 million at the end of the quarter, and no debt.

The company said it will report its full second quarter 2026 results in early August.

In May, KITS reported that revenue in its first quarter increased by 23.3% to a record $57.5 million compared to $46.6 million. In constant currency, revenue increased by 27.0%. Gross profit increased by 37.5% to $23.5 million, or 40.9% of revenue, compared to $17.1 million, or 36.7% of revenue. Adjusted EBITDA margin was 7.2% at $4.1 million of Adjusted EBITDA, compared to 7.4% at $3.5 million of Adjusted EBITDA. Record Q1 glasses revenue of $10.8 million, increased 60.5% year-over-year; over 156,000 units delivered, increased by 50.0% year-over-year. Net Income increased by 23.2% to $2.0 million or $0.06 per share, compared to $1.6 million or $0.05 per share

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D Spot Dessert Café opens first American location in Dallas

D‑Spot Dessert Café photo
D‑Spot Dessert Café photo

D Spot Dessert Café, a Canadian leading dessert café brand, is embarking on its international expansion plans with its first location in the United States. The new café, located in Dallas, Texas at 3432 E Hebron Parkway, Suite 100, has opened and the company has its sights on more U.S. openings as it continues to expand through franchising.

“This opening marks a significant step in D‑Spot’s growth strategy as we expand into the U.S. market,” said Kaan Sayiner, CEO and President, D Spot Dessert Café. “With a strong Canadian footprint, we’re excited to bring our dessert experience to new communities as part of our broader U.S. expansion.” 

The brand was founded in 2014 and has more than 55 locations across Canada.

In an interview with Retail Insider, Sayiner spoke about the company’s growth and its plans for the future.

Question: Why did D Spot choose Dallas for its first U.S. location, and what factors made the city the right launch market?

Kaan Sayiner
Kaan Sayiner

Answer: Dallas was a very deliberate choice for our first U.S. location. We were looking for a market with scale, strong consumer energy, demographic diversity, a sophisticated dining culture, and room for a premium dessert café concept that is experiential rather than transactional.

The Dallas–Fort Worth market checks those boxes. It is one of the largest and fastest-growing metropolitan areas in the United States, with the City of Dallas reporting the DFW MSA at just under 8 million residents, and the U.S. Census Bureau reporting that Dallas–Fort Worth–Arlington added nearly 178,000 residents between 2023 and 2024, making it the third-largest gaining metro area in the country. That matters because our model performs best where there is density, family traffic, evening traffic, multicultural demand, and a customer base that is open to bold, highly shareable food experiences.

Dallas is also an excellent bridgehead for the broader U.S. market. It is a major business, travel, and lifestyle hub, with DFW Airport serving more than 87.8 million passengers in 2024 and offering service to more than 260 destinations. For a Canadian brand entering the United States, that combination of local demand and national connectivity made Dallas the right place to prove the concept.

Most importantly, Dallas has a serious food culture. Consumers there understand quality, they are adventurous, and they respond to brands that deliver both substance and experience. That is exactly where D Spot is positioned.

D‑Spot Dessert Café photo
D‑Spot Dessert Café photo

Q: The U.S. dessert café market is highly competitive. What differentiates D Spot from established American chains and independent dessert concepts?

A: The U.S. market is competitive, but that is precisely why differentiation matters. D Spot is not a single-product dessert shop, and it is not a traditional café with desserts added on. We are a full premium dessert experience built around choice, indulgence, hospitality, and visual impact.

Our differentiation starts with the menu architecture. The brand is known for a broad dessert platform, including Belgian waffles, crepes, sundaes, milkshakes, milk cakes, croffles, skillet desserts, and build-your-own options. That gives guests a level of customization and discovery that is difficult for narrower concepts to match.

Quality is also central to the brand. D Spot’s own brand positioning emphasizes homemade ice creams, fresh-daily batters, Belgian chocolate, and made-from-scratch cakes. That matters because consumers are not just looking for something sweet; they are looking for premium indulgence that feels worth the occasion.

The other major differentiator is that D Spot is built as a social destination. The products are visually expressive and highly shareable, but the concept is not dependent on novelty alone. It has the operational foundation of a scalable franchise system, with multiple concept formats, a recognizable brand, and a flexible operating model. That combination — premium dessert, savory breadth, operational discipline, and a highly social guest experience — is what separates us from both established chains and independent dessert operators.

Q: With more than 55 locations across Canada, what lessons from Canadian growth are shaping your U.S. expansion strategy, and how quickly do you expect to grow south of the border?

A: The biggest lesson from Canada is that disciplined growth matters more than simply adding units. D Spot has grown from a Canadian concept into a national brand with more than 55 locations, and that growth has taught us that the right operator, the right real estate, and the right market sequencing are non-negotiable.

In Canada, we have learned how important it is to build around demand clusters: strong suburban communities, family-oriented trade areas, student and young professional traffic, multicultural neighbourhoods, and high-visibility retail corridors. That experience will directly shape how we grow in the U.S.

Our intention is to scale aggressively, but not recklessly. The first priority is to establish Dallas properly, support the franchise partners, validate the operating model in the U.S., and then expand in a sequenced way through strong regional markets. Our location pipeline already includes Houston, Atlanta, Chicago, and Nashville. Those are the types of cities that align well with our brand: large, diverse, high-growth, food-forward markets where consumers are actively looking for new dining experiences.

In parallel, we will continue building Canada with strategic infill and new-market development. That includes deepening our presence in British Columbia and pursuing Atlantic Canada, while ensuring our existing markets continue to mature. The ambition is to become the leading premium dessert café brand in North America, and over time, to take the concept into select international markets where the demand profile is strong.

D‑Spot Dessert Café photo
D‑Spot Dessert Café photo

Q: Your menu combines desserts with a substantial savory offering. How important is that all-day dining approach to the brand’s success, and do you expect to adapt the menu to suit American tastes?

A: The savory offering is very important because it expands the role D Spot plays in a guest’s day. We are not limited to the after-dinner dessert occasion. Guests can come in for a meal, stay for dessert, celebrate, meet friends, bring family, or visit late in the evening. That gives the brand more daypart flexibility and more reasons for repeat visits.

D Spot’s full-concept locations include savory items such as smashburgers, sliders, grilled sandwiches, poutine, and loaded fries alongside waffles, crepes, sundaes, milkshakes, and other signature desserts. Nation’s Restaurant News also noted savory items such as burgers, pizza, pasta, wings, and poutine in the U.S. opening coverage. That is a meaningful advantage because it broadens the guest base beyond the pure dessert occasion.

In the U.S., we will protect the core of the brand while being thoughtful about local adaptation. The heart of D Spot is premium indulgence, generous choice, and an experience that feels memorable. That will not change. But we will listen carefully to American guests and franchise partners on flavor preferences, portion strategy, beverage innovation, savory mix, and local-market relevance.

The goal is not to become a different brand in the U.S. The goal is to make D Spot feel immediately relevant to U.S. consumers while preserving what made the brand successful in Canada.

D‑Spot Dessert Café photo
D‑Spot Dessert Café photo

Q: What are your long-term ambitions for the U.S. market, and which regions or cities are priorities after the Dallas opening?

A: Our long-term ambition is clear: we believe D Spot can become the leading premium dessert café platform in the U.S. The market is large, fragmented, and still underdeveloped when it comes to scaled experiential dessert cafés. There are strong chains and excellent independents, but there is significant white space for a brand that combines premium desserts, savory food, late-day occasions, social energy, and franchise scalability.

The broader restaurant market remains substantial. The National Restaurant Association projects U.S. restaurant industry sales of $1.55 trillion in 2026, with operators continuing to focus on guest connection, value, productivity, and technology. Within desserts specifically, publicly available market research also points to continued growth in frozen desserts and premium/artisanal categories. Future Market Insights reports the global ice cream and frozen dessert market at approximately $148.7 billion in 2025, projected to grow at a 7.5% CAGR from 2026 to 2036; Global Market Insights reports the artisanal ice cream market at $8.9 billion in 2025, projected to reach $18.7 billion by 2035 at a 7.6% CAGR. Those trends support what we are seeing directly from consumers: demand for indulgence, quality, customization, and experience remains strong.

After Dallas, the priority is to build regional momentum in markets where the demographics and real estate fundamentals align with our model. Houston is a natural next step in Texas, and D Spot’s public location pipeline also identifies Atlanta, Chicago, and Nashville as upcoming U.S. markets. Beyond those, we see strong potential in major Sun Belt markets, select Midwest cities, and dense suburban trade areas around large metros.

Internationally, the opportunity is also meaningful, but the U.S. is the immediate growth priority. Canada gave us the platform. Dallas is the first step in proving the U.S. opportunity. From here, the focus is disciplined execution, strong franchise partners, and building D Spot into a category-defining brand.

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D‑Spot Dessert Café photo
D‑Spot Dessert Café photo

Appliance industry innovating against its own customer

Vitaly Gariev photo
Vitaly Gariev photo

New consumer research from Curion, a leading consumer insights and product testing firm, says there is a widening disconnect between where the appliance industry is placing its biggest innovation bets and what consumers actually buy on. While manufacturers continue to invest heavily in smart, connected, and feature-rich products, consumers overwhelmingly make purchase decisions based on long-term reliability and value — and they rank smart features near the very bottom of what matters, it said.

“The contrast is hard to miss. In a Curion poll of 5,610 U.S. consumers, long-term reliability (45%) and price/value (27%) together accounted for nearly three of every four purchase decisions. Smart features, by comparison, were the primary driver for just 2.7% of consumers — ranking 8th out of 11 options, behind brand trust, energy efficiency, ease of use, and even warranty and service support. More consumers chose “none of the above” (2.9%) than chose smart features at all,” explained Curion.

“The most striking finding cuts against a core industry assumption: that younger, digitally native consumers will drive smart-appliance adoption. In fact, they don’t. Consumers aged 18–34 chose smart features at just 3.0% — statistically indistinguishable from the 1.9% of those 65 and older. The generation that grew up on smartphones and connected everything wants it in their appliances at essentially the same near-zero rate as their grandparents.”

When forced to name a single primary driver, those same younger consumers chose reliability (51%) and price/value (25%) — the same priorities as every other age group, said the report.

Notably, “fear of complexity” ranked dead last (0.9%) among barriers to upgrading — not because complexity isn’t a concern, but because many consumers appear to have already dismissed complicated products from consideration entirely, said the report.

Tomás Gilbert
Tomás Gilbert

Energy efficiency, another major industry talking point, was named by only 3.0% of consumers as their primary driver, further suggesting that for all the messaging around sustainability and efficiency ratings, the feature functions as table stakes rather than a reason to buy, it added.

“The innovation narrative and the consumer reality are running in opposite directions,” said Tomás Gilbert, director of strategic market insights, Curion. “Brands are spending enormous R&D dollars on features consumers didn’t ask for and, in some cases, actively don’t want — while the things that actually earn a purchase and a repurchase, durability, value, and human support, get treated as afterthoughts. The lesson isn’t that consumers reject technology. It’s that a feature only matters if it does a real job better than what they already own. When it doesn’t, it reads as one more thing that can break.”

Keren Novack
Keren Novack

“This is where the homework matters,” added Keren Novack, president of Curion. “Before a brand brings a product to market, it has to know what need it fills and whether that’s genuinely worth a consumer replacing what’s already in their home. The brands that win the next chapter of this category won’t be the ones with the smartest appliances. They’ll be the ones consumers feel most confident bringing through the door.”

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Retail Insider “Apparel & Fashion Report”: Market Polarization Reshapes Canadian Apparel Retail

Retail Insider has released its Q2 2026 Canadian Apparel Retail: Market Polarization Reshapes the Sector report, authored by Craig Patterson, as part of Retail Insider Reports.

Retail Insider Reports are designed to deliver executive-level insights across major retail sectors and can be accessed through the Retail Insider Report Hub.

The report examines Canadian apparel and fashion retail, including clothing, footwear, accessories, department store fashion, specialty apparel retailers, merchandising strategies, consumer demand, expansion and competitive developments. It uses Retail Insider coverage, company disclosures and broader market research to assess the commercial forces shaping the sector in Q2 2026.

General Themes

  • Market polarization is accelerating: Consumers are increasingly gravitating toward premium and differentiated brands or value-focused offerings, leaving generalized mid-market apparel chains under pressure.
  • Apparel demand remains resilient but uneven: The report notes that April 2026 sales for clothing, accessories, shoes, jewellery, luggage and leather goods retailers were up year over year, despite month-over-month softness.
  • Specialists are outperforming generalists: Brands with clear positioning, focused assortments and distinct customer propositions are showing stronger relevance than broad-based apparel chains.
  • Premium brands remain active in physical retail: Aritzia, Canada Goose, Tilley, Alo Yoga and other differentiated brands continue to invest selectively in flagship stores and high-quality locations.
  • Value and resale continue to gain share: Off-price, discount and resale operators are benefiting from affordability concerns, shifting attitudes toward second-hand shopping and the appeal of treasure-hunt retail.
  • Real estate quality is becoming more decisive: Apparel investment is concentrating in top-performing shopping centres, mixed-use destinations and urban retail nodes that deliver productivity, tourism and affluent consumers.
  • Inventory discipline remains critical: Retailers with stronger operational flexibility, supply chain control and margin discipline are better positioned in an uncertain demand environment.

Retail Insider Coverage

Retail Insider’s reporting during the quarter helped frame one of the report’s central findings: Canadian apparel retail is not weakening evenly. Instead, the market is splitting between premium brands, value-oriented retailers, resale operators and focused specialists, while more generalized mid-market apparel chains face heavier pressure.

The report draws on Retail Insider coverage of Aritzia’s expanded flagship at CF Toronto Eaton Centre, Groupe Dynamite’s growth through a top-tier mall strategy, Canada Goose’s push beyond parkas and Tilley’s continued evolution into a broader outdoor lifestyle brand. These examples show how stronger apparel operators are using selective store investment, clearer positioning and better real estate to reinforce their brands rather than simply add more locations.

Retail Insider’s coverage also captured the growing importance of specialist retail. Vessi’s measured retail expansion reflects demand for in-person shopping around a clearly defined footwear proposition, while Uniqlo, Alo Yoga and Mango are cited in the report as examples of international brands continuing to view Canada as an attractive expansion market, particularly in major urban centres and high-performing shopping centres.

At the other end of the market, the report points to continued momentum for value and resale. Savers Value Village, Winners, Marshalls, Costco, Walmart, Shein and Temu are all part of the broader competitive picture, with consumers continuing to seek affordability, speed, assortment and treasure-hunt shopping experiences. Angels Wear Preloved’s resale event coverage also reflects the growing relevance of second-hand apparel in Canada.

The pressure on the middle of the market is illustrated through Retail Insider’s reporting on Warehouse One and Bootlegger, which moved to liquidate all stores under CCAA. The report places that collapse within a broader structural shift affecting apparel chains that lack the pricing power of premium brands, the cost advantage of value players or the distinct identity of category specialists.

Editor’s Take

The central conclusion of the report is that Canadian apparel retail is becoming a market of specialists. Brands with clear identities, disciplined expansion strategies and compelling value propositions are still finding growth, whether at the premium end, in activewear, in resale, in functional basics or in outdoor lifestyle categories. The hardest position is now the undifferentiated middle, where broad apparel chains face competition from stronger brands above them, cheaper options below them and faster digital platforms around them.

Readers can access the full Q2 2026 Canadian Apparel Retail: Market Polarization Reshapes the Sector report, along with other sector reports, through the Retail Insider Report Hub.

Faubourg Contrecœur retail lineup now complete as Harden and Crombie sign Dollarama and McDonald’s

Aerial view of the new commercial development Faubourg Contrecœur in Montréal’s Mercier–Hochelaga-Maisonneuve borough. With the addition of Dollarama and McDonald's alongside anchor tenant IGA, the retail centre has now reached full occupancy ahead of its planned summer 2026 opening.
Aerial view of the new commercial development Faubourg Contrecœur in Montréal’s Mercier–Hochelaga-Maisonneuve borough. With the addition of Dollarama and McDonald's alongside anchor tenant IGA, the retail centre has now reached full occupancy ahead of its planned summer 2026 opening.

Harden and Crombie have announced Dollarama and McDonald’s as two new tenants of Faubourg Contrecœur, their newest commercial development in Mercier–Hochelaga-Maisonneuve, Quebec.

The commercial development has reached a major milestone with the signing of these clients, bringing the project to 100 per cent occupancy, the companies said in a news release.

Developed in partnership with Harden and Crombie, they said Faubourg Contrecœur is now firmly in the development phase, with construction advancing steadily across the site. With all commercial spaces now leased, the project will eventually bring long-awaited services to the neighbourhood.

Dollarama will occupy approximately 9,726 square feet and McDonald’s approximately 3,046-square-feet. Construction is underway for both with a targeted opening end of summer and early fall. A cornerstone tenant, the new IGA grocery store is scheduled to open on August 13. The store will span approximately 40,020 square feet and serve as a cornerstone of the commercial centre.

“We are proud to bring this project to life in partnership with Crombie and deliver a quality, necessity-based retail offering that supports the everyday needs and affordability of local residents while creating long-term value for the community”, said Tyler Harden, Co-CEO of Harden. “We look forward to welcoming customers this summer.”

Tyler Harden
Tyler Harden

“Once completed, Faubourg Contrecœur will provide residents a well-rounded retail environment, supporting the continued growth of the surrounding neighbourhood. The project is expected to become a central shopping hub for daily necessities, while responding to a long-standing demand from many local residents for new businesses and commercial development in the area. Faubourg Contrecœur is located at 3553 rue de Contrecœur, Montreal, QC, the intersection of rue Sherbrooke Est and rue de Contrecœur,” said the companies.

Established in 1985, Harden is a second generation, family-owned real estate company whose primary focus is owning, developing and operating commercial, residential, and industrial properties in many communities throughout the provinces of Quebec and Ontario. Vertically integrated, Harden specializes in all facets of the real estate development process, including development, construction, leasing, and asset management.

Site plan of Faubourg Contrecœur, the new commercial development by Harden and Crombie REIT in Montréal’s Mercier–Hochelaga-Maisonneuve borough. With the addition of Dollarama and McDonald's alongside anchor tenant IGA, the retail centre has now reached full occupancy ahead of its planned summer 2026 opening.
Site plan of Faubourg Contrecœur, the new commercial development by Harden and Crombie REIT in Montréal’s Mercier–Hochelaga-Maisonneuve borough. With the addition of Dollarama and McDonald’s alongside anchor tenant IGA, the retail centre has now reached full occupancy ahead of its planned summer 2026 opening.

Crombie invests in real estate with a vision of enriching communities together by building spaces and value today that leave a positive impact on tomorrow. As one of the country’s leading owners, operators, and developers of quality real estate assets, Crombie’s portfolio primarily includes grocery-anchored retail, retail-related industrial, and mixed-use residential properties. As of June 30, 2025, the portfolio contained 306 properties comprising approximately 18.8 million square feet, inclusive of joint ventures at Crombie’s share, and a significant pipeline of future development projects.

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