Apple is introducing the iPhone 17e, an affordable addition to its iPhone 17 lineup, aimed at providing enhanced features for consumers in Canada. With a starting price of $899 CAD, the iPhone 17e offers a range of capabilities including an advanced camera system, faster performance, and increased storage options.
The iPhone 17e is powered by the latest-generation A19 chip, delivering notable improvements in both speed and efficiency. It also features the C1X cellular modem, which is said to be up to twice as fast as its predecessor, C1. The device showcases a 48MP Fusion camera designed for capturing stunning high-resolution photos and videos, including 4K Dolby Vision content. Users can also expect the benefits of MagSafe technology facilitating wireless charging and access to a variety of accessories.
In terms of design, the iPhone 17e is crafted from lightweight aerospace-grade aluminum and boasts an IP68 rating, making it resistant to water and dust. It is available in three colours: black, white, and a new soft pink, and comes with double the storage capacity of its predecessor, starting at 256GB.
Availability and Pricing Details
The iPhone 17e will be available for pre-order starting Wednesday, March 4, and will hit the shelves on March 11, 2026. In addition to the base model price, Apple offers trade-in options allowing customers to receive credit when upgrading from older models like the iPhone 11 or iPhone 13. Customers in over 70 countries, including Canada, are eligible for these offers.
Key Features and Specifications
The device’s display, a 6.1-inch Super Retina XDR, boasts Ceramic Shield 2 for improved durability and scratch resistance. The iPhone 17e also includes a range of new features that enhance user experience, such as an Action button for quick access to chosen functionalities and advanced AI-driven capabilities that simplify daily tasks.
Notably, the camera system supports advanced photography features, allowing users to create portraits with natural background blur. For video, users can capture content in 4K at up to 60 frames per second, supporting cutting-edge audio via Spatial Audio technology.
Environmental Commitment
In line with Apple’s commitment to the environment, the manufacturing process for the iPhone 17e includes 30 percent recycled materials, with the aim of achieving carbon neutrality across their operations by 2030. The company also emphasizes durability and repairability in their product design.
The iPhone 17e presents a promising option for consumers looking to upgrade without significantly increasing their expenses. With a competitive price point and robust feature set, it is positioned to appeal to a wide range of users interested in high-quality mobile technology.
Apple is set to launch its new iPad Air featuring the M4 chip, which offers enhanced performance and greater memory capacity. This device aims to boost productivity and creativity across various user groups, from students to professionals.
The new iPad Air showcases a faster CPU and GPU, marking a significant performance leap compared to its predecessors. It is reported to be up to 30% faster than the previous M3 model and up to 2.3 times quicker than the M1 model. Additionally, the iPad Air is equipped with a powerful 16-core Neural Engine, making it highly effective for AI-related tasks.
Available in two sizes, the 11-inch model starts at CAD $799, while the 13-inch variant is priced at CAD $1,099. Educational pricing is also available, beginning at CAD $729 for the 11-inch model. Pre-orders for the iPad Air will commence on March 4, 2026, with shipments starting March 11.
Enhanced Connectivity Features
The latest iPad Air introduces N1 and C1X connectivity technology, which improves wireless performance significantly. Users can enjoy faster Wi-Fi capabilities, including support for Wi-Fi 7, along with enhanced cellular data performance for mobile users.
Furthermore, the iPad Air is built to support 5G connectivity, ensuring that users remain connected even when away from Wi-Fi networks.
iPadOS 26 Features
This new iteration of the iPad Air runs on iPadOS 26, which comes with a variety of features designed to enhance the overall user experience. The updated windowing system allows for better management of apps, while the Files app has been revamped for easier access to documents and organizational functionality. The Preview app also adds new capabilities for viewing and editing files.
Pricing and Availability
iPad Air models are set to be available in various colours and storage options, accommodating different user needs. Alongside the iPad Air, Apple also offers accessories such as the Magic Keyboard and Apple Pencil, which further enhance the device’s functionality.
Apple continues to work towards sustainability, as the iPad Air uses recycled materials and aims to minimize its carbon footprint. Users can also explore trade-in options for their current devices to receive credits towards new purchases.
The launch of the new iPad Air signifies Apple’s commitment to providing powerful, accessible technology to a diverse range of users, with a notable emphasis on performance and utility.
Amazon Ads Unboxed Toronto event, February 2025. Image: Amazon Canada
For the second consecutive year, Amazon Ads brought its unBoxed event to Toronto, drawing hundreds of advertisers, agencies, and partners to explore its latest innovations. The February 25 gathering positioned Amazon’s advertising business as increasingly focused on unified campaign management, artificial intelligence tools that amplify human expertise, and a streamlined approach to full-funnel advertising at scale.
At Amazon Ads unBoxed Toronto, the company unveiled a series of AI-powered solutions aimed at enabling Canadian advertisers to create, measure, and optimize campaigns with greater speed and efficiency. The overarching message was clear: simplify advertising complexity while improving performance outcomes across channels.
“As advertising grows more complex, we’re focused on making it simpler for Canadian brands,” said Uri Gorodzinsky, Managing Director, Amazon Ads Canada and Mexico. “At unBoxed Toronto, we showcased our new Unified Campaign Manager, and introduced Creative Agent, an AI-powered tool that helps advertisers of all sizes produce professional-quality ads with greater speed and ease. Combined with Amazon’s first-party signals and an expanding Prime Video content slate, these innovations give Canadian advertisers everything they need to drive stronger performance across the full funnel.”
Creative Agent Launches in Canada
A key announcement at Amazon Ads unBoxed Toronto was the Canadian launch of Creative Agent, an agentic AI tool designed to function as both creative partner and strategist. The solution enables advertisers to produce professional-quality ads more quickly, leveraging Amazon’s extensive retail insights.
Creative Agent allows advertisers to use natural language prompts to conduct product and audience research, brainstorm ideas, and develop creative concepts in storyboard format. From there, users can produce video and display ads that resonate with customers. The tool has access to more than 50 capabilities, including the recently launched Video Generator, enabling the creation of ad copy, scripts, voices, music, and video content. Advertisers maintain full control over the final output.
According to Amazon Ads, the goal is to democratize creative capabilities that were once accessible primarily to large brands with significant budgets. By reducing production timelines to hours rather than weeks, Creative Agent aims to increase efficiency without sacrificing quality.
unBoxed Toronto 2026. Photo Amazon Canada
AI Assistants and Data Simplification
In addition to Creative Agent, Amazon Ads showcased Ads Agent within Amazon Marketing Cloud. This AI assistant enables advertisers to use plain-English requests to perform complex advertising tasks. Instead of writing SQL queries or navigating technical documentation, advertisers can ask business questions and build audience segments using conversational prompts.
The tool recommends audiences for upcoming campaigns and provides guidance on which signals and analyses may drive more meaningful outcomes. Beta users saw a median 18 percent reduction in CPM and a 16 percent reduction in CPA, according to the company.
Amazon Ads also highlighted its recently launched MCP Server, built on the Model Context Protocol. The server enables AI agents to connect directly to Amazon Ads systems, translating natural language prompts into structured advertising actions. Together, these developments reflect Amazon’s broader push toward operational simplicity powered by AI.
Unified Campaign Manager Streamlines Execution
A central theme at Amazon Ads unBoxed Toronto was the introduction of the new unified Campaign Manager. The platform brings together Amazon’s advertising console and Amazon DSP into a single ad environment, removing the need for separate accounts and manual metric consolidation.
Advertisers can now manage campaigns across the entire funnel through one global entry point. A centralized reporting hub provides cross-channel insights across multiple campaigns and brands. The addition of AI-powered search capabilities is designed to help advertisers identify and act on campaign insights in seconds.
For agencies and in-house teams alike, this structural integration addresses longstanding workflow inefficiencies. By consolidating buying and reporting into one system, Amazon Ads is positioning itself as a more cohesive full-funnel partner for Canadian marketers.
Amazon Ads demo at unBoxed Toronto 2026. Photo Amazon Canada
Brand+ and Performance+ Drive Full-Funnel Results
Attendees also learned more about Brand+ and Performance+, two AI-powered advertising solutions now available to all Canadian advertisers. These tools leverage Amazon’s first-party insights to optimize campaigns throughout the customer journey.
Performance+ focuses on driving immediate conversions through customer acquisition, remarketing, retention, and consideration strategies. Brand+, meanwhile, is designed to identify and engage future customers through prospecting tactics.
Advertisers using Brand+ saw 71 percent more product detail page views, a 42 percent increase in brand discovery among new customers, and 64 percent more purchases. When combined with Performance+, brands selling in the Amazon store achieved a 34 percent boost in Return on Ad Spend, while brands not selling in the store saw a 68 percent improvement in Cost Per Acquisition.
Together, these tools automate ad group creation and optimization for brands that sell on Amazon and those that do not, reinforcing Amazon’s emphasis on measurable performance at every stage of the funnel.
New Shopping Innovations on the Amazon Store
Amazon Ads also presented shopping innovations aimed at increasing brand visibility at key moments in the customer journey. With one in five Amazon searches including a brand name, Sponsored Brands Reserve Share of Voice allows advertisers to pre-purchase top-of-search placements for branded keywords at a fixed upfront price.
Early pilots drove a 143 percent increase in click-attributed sales, according to the company. Sponsored Brand collections, powered by AI, curate related product combinations to make it easier for customers to browse styles, compare features, and make decisions within a single ad experience. Beta tests showed that AI-powered Sponsored Brand collections drove 2.5 times more unique products purchased compared to manually curated collections.
The reimagined homepage hero placement now offers flexible share-of-voice packages and year-round targeting options. Amazon Ads framed this move as democratizing access to its most visible advertising real estate for brands of varying sizes.
unBoxed Toronto 2026. Photo Amazon Canada
Prime Video Expands Entertainment and Sports Reach
Entertainment inventory formed another major pillar of the event. Amazon Ads showcased Prime Video’s expanding content portfolio, including Canadian originals and global titles such as Elle, The Boys, Carrie, Off Campus, Jack Ryan, Spider Noir, and Cross. Since 2015, Amazon has produced more than 50 titles in Canada, creating localized advertising opportunities.
Live sports programming continues to expand as well. Prime Video currently delivers Prime Monday Night Hockey, NHL Coast to Coast, 19 exclusive PWHL regular season games plus a semi-final playoff series, and 30 WNBA regular season games including the Commissioners Cup and a third of all playoff games annually.
Looking ahead, Prime Video will bring NBA matchups to Canadian viewers beginning in Fall 2026. The offering will include 67 weekly regular season games, the Emirates NBA Cup mid-season tournament knockout rounds, and extensive playoff coverage.
Advertisers will be able to access NBA packages starting May 2026, providing a new channel to reach engaged sports audiences.
Amazon Ads also emphasized access to premium publishers through direct integrations with Netflix and Spotify via Amazon DSP. This extended inventory gives advertisers broader reach across streaming environments popular with Canadian audiences.
The second annual Amazon Ads unBoxed Toronto event showcased the company’s strategic direction in Canada. Across AI tools, campaign unification, shopping innovation, and expanded entertainment inventory, the emphasis was on simplification without sacrificing performance.
As financial pressures persist, five years of national tracking data compiled by Ipsos on behalf of MNP LTD show that debt concern remains elevated, financial preparedness has declined, and debt literacy lags.
More than two in five Canadians (44%, +2 pts 2025 vs. 2020) say they are concerned about their current level of debt, and nearly half (47%, +2 pts 2025 vs. 2020) regret the amount of debt they have taken on over their lifetime. Confidence in long-term financial stability remains fragile, with only half of Canadians (51%, -2 pts 2025 vs. 2020) believing they will be debt-free in retirement. Debt anxiety is especially pronounced among younger generations. Concern about current debt is highest among Gen Z (55%, +13 pts 2025 vs. 2020) and Millennials (55%, unchanged 2025 vs. 2020), while three in five Millennials (59%, +2 pts 2025 vs. 2020) say they regret the amount of debt they have taken on in life, the highest of any age group, said MNP in a news release on Monday.
Source: Ipsos on behalf of MNP LTD
From 2022 onward, measures of debt concern, debt regret, and confidence in being debt-free in retirement among Canadians show greater quarter-to-quarter variation, consistent with a period of economic adjustment. In 2024–2025, the three measures move within a narrower range than in prior years, suggesting less separation between Canadians’ views of their past, present, and future debt.
MNP said a debt literacy gap persists. While borrowing has become more common amid cost-of-living pressures, many Canadians remain unclear on how interest works in practice and how rate changes affect their own financial position. One in five Canadians (20%, -5 pts 2025 vs. 2020) still say they do not have a solid understanding of how interest rate increases impact their financial situation, indicating that although there has been modest improvement over five years, significant knowledge gaps remain, it explained.
Grant Bazian
“The data underscores the need for stronger debt literacy across the country. Awareness of balances owed is not enough. A practical understanding of compounding interest, rate sensitivity, and contingency planning is increasingly important in today’s environment,” said Grant Bazian, president of MNP LTD, the country’s largest insolvency firm. “The compounding effect of interest can carry significant long-term consequences. Over a five-year period, for example, debt can behave like financial quicksand: borrowing costs compound quietly, and even small rate increases can deepen the burden over time. What begins as manageable can gradually extend repayment timelines and inflate total interest paid.”
MNP said it is marking Debt Literacy Month this March with a focus on ‘debt blind spots,’ helping Canadians better understand where their financial vulnerabilities lie, how quickly circumstances can change, and why planning for life’s ‘what ifs’ matters.
“Financial shocks are often what push people into debt, or deepen existing debt, and debt literacy is what helps Canadians recognize the warning signs early, understand the trade-offs of relying on credit, and know their options before a situation escalates,” said Bazian.
Compared with five years ago, Canadians report feeling less equipped to handle unexpected life events, as unresolved debt blind spots leave households more vulnerable when unexpected income loss or expenses arise. The most recent data shows that Canadians recorded negative confidence scores (those who are confident minus those who are not confident) for every unexpected life event tested — and those scores have all worsened since 2020, underscoring that many of the same risk-readiness blind spots persist today, said the company.
Source: Ipsos on behalf of MNP LTD
In a side-by-side comparison of 2020 and 2025, Canadians’ net confidence in coping financially with unexpected life events is lower across all categories, and all measures now fall in negative territory.
Unexpected financial shocks such as education costs (-13%, -5 pts 2025 vs. 2020), job loss (-8%, -4 pts 2025 vs. 2020), death of an immediate family member (-8%, -1 pt 2025 vs. 2020), and an illness preventing work for at least three months (-7%, -8 pts 2025 vs. 2020) showed the greatest vulnerability. Relationship changes such as divorce or separation (-1%, -5 pts 2025 vs. 2020) and unexpected auto repairs or vehicle purchase (-2%, -8 pts 2025 vs. 2020) also remained in negative territory, though to a lesser degree, according to the report.
Source: Ipsos on behalf of MNP LTD
Starting in 2022, Canadians’ confidence in handling unexpected life events exhibits greater quarter-to-quarter fluctuation, reflecting a period of economic adjustment, and in 2024–2025, the measures remain firmly in negative territory, underscoring that many Canadians report low confidence in their ability to cope with major financial shocks.
“Sudden changes in circumstances can strain household finances quickly, particularly for individuals who are already relying on credit to manage everyday expenses,” explained Bazian. “The most common triggers that push people into unmanageable debt are relationship breakdowns and job loss or reduced income. Seeking qualified advice early can help individuals understand their options and make informed decisions before financial pressures escalate.
“Misunderstanding interest can lead people to underestimate how quickly balances grow, rely too heavily on minimum payments, or delay seeking debt help until their situation becomes more difficult to manage,” says Bazian. “Making only minimum payments can mean carrying debt for decades and paying several times the original purchase price in interest. As compounding interest builds over time, it’s easy to misjudge how serious their situation is becoming. That’s why having access to clear, impartial guidance about their financial situation is so important.”
Closing debt blind spots and finding the right support, MNP suggestions
Calculate the true cost of your debt, not just the balance. Do not focus only on what you owe today. Use an amortization calculator to determine how much interest you will pay over time, especially if you are making only minimum payments.
Stop relying on minimum payments as a strategy. Minimum payments often extend repayment for years or even decades. Paying more than the minimum whenever possible helps reduce the long-term impact of compounding interest.
Build a financial buffer, even if it is modest. Start with a goal of one month of essential expenses. Even small emergency savings can reduce reliance on high-interest credit during unexpected events.
Review your repayment timelines, interest rate type and exposure. Revisit your debt plan each year to ensure you remain on track and are not drifting further from repayment due to compounding interest. Know which debts are variable, fixed, promotional, or nearing the end of an introductory period. Blind spots often arise when low rates expire.
Use free assessment tools to benchmark your situation. If you are hesitant to seek in-person advice, start with objective tools to evaluate whether your current repayment path is sustainable. Free online Do-It-Yourself debt assessment tools allow users to better understand their situation.
Separate lifestyle normalization from financial reality. Borrowing may feel common, but that does not make it low risk. Normalize reviewing your debt regularly rather than carrying it indefinitely.
Create a written ‘what if’ plan. Outline how you would respond to job loss, illness, or a major expense. Having a plan in place reduces reactionary borrowing decisions.
Seek guidance from a Licensed Insolvency Trustee, the only federally regulated debt professional. Licensed Insolvency Trustees are the only federally regulated debt professionals who can provide a full range of solutions for Canadians facing financial difficulty, including consumer proposals, bankruptcy, debt consolidation options, and guidance on budgeting and repayment strategies. In many cases, they help indebted individuals explore alternatives to bankruptcy and regain stability. This often includes clarifying how interest compounds over time, how minimum payments affect overall balances, and what realistic timelines for becoming debt-free actually look like.
Do not wait until the situation feels urgent. Many people delay seeking help until financial pressure feels overwhelming. Speaking with a Licensed Insolvency Trustee early typically means more available options and greater flexibility. Because life shocks such as job loss, illness, or relationship changes can occur without warning, having that conversation sooner can help prevent a temporary setback from becoming a long-term financial crisis.
A Quebec barbershop brand that began as a single location in 2014 has grown to eight outlets across the province and is now expanding its retail footprint through a partnership aimed at reaching the mass market.
Maxime Bellemare, founder and chief executive of KRWN, said the company has steadily built a network of seven barbershops and one tattoo shop while developing its own line of hair products designed by barbers rather than laboratory technicians.
“We officially started in 2014,” Bellemare said in an interview, noting the concept had been in development for up to a year before opening. “We have seven barbershops and one tattoo shop.”
The company’s locations stretch from Beauce–Saint-Georges near the Maine border to Quebec City, where the business began, as well as Trois-Rivières and Montreal. In addition, KRWN supports what it calls a certified partner salon in Gaspé operating under a different name Au 55. The entrepreneur there approached the company seeking guidance after seeing its model, Bellemare said.
“He said, ‘I saw what you guys are doing. I want to do the same. There’s a market here,’” Bellemare recalled. The company provides ongoing coaching and training to the salon and its staff.
Maxime Bellemare
KRWN’s growth has also included an expansion into branded hair-care products. Bellemare said the line was developed “behind the chair,” with barbers working directly with chemists to create formulas tailored to practical needs in the shop.
“One of the main differentiators for us is that instead of having a bunch of lab guys building formulas, we really depended on and based it on the behind-the-chair aspect of it,” he said. The company began with four products and now offers between 10 and 12.
Initially, distribution focused on professional channels. The products are sold in KRWN’s own locations and in other barbershops and hair salons, including female-only salons. Bellemare said the line was designed to be inclusive, with scents and formulations suitable for a broad clientele.
“We wanted to be the barbers for the barbers in making products for them,” he said.
More recently, the company adjusted its strategy to pursue broader retail distribution. Bellemare said KRWN partnered with a large Quebec-based company, Eleganza, which operates in the professional hair-product retail sector.
“Along with them, we worked on a project, and then we were able to open accounts with all of the retailers in the province,” he said.
Bellemare described the shift as consistent with the brand’s positioning. While emphasizing product quality, he said the company does not intend to target the luxury segment.
“We have high-quality products, but we don’t want to reach a market of luxury or anything. We want to make it for the people,” he said.
That philosophy extends to the barbershop model itself. Bellemare said KRWN aims to be a “traditional modern barbershop” serving a wide cross-section of clients.
“We have people who are millionaires coming to get a haircut, and we also have people from all kinds of trades,” he said. “We have people coming out of jail and judges sitting next to each other in the chair. Once they have that cape, they’re equal.”
The company’s name reflects both branding ambitions and trade terminology. KRWN stands for “Crown,” referencing the crown of a king as well as the crown of the head, which Bellemare described as a technical foundation point for haircuts.
KRWN photo
As the company launched, Bellemare said he deliberately chose a stylized spelling as part of a broader branding strategy.
“We wanted to write history our own way and do things our own way,” he said.
The name was developed with his brother, Pierre Alexander, an artist who had worked in graffiti and tattooing. Bellemare said his brother selected the letters K, R, W and N because they were his preferred characters to tag and design in graphic art, while Bellemare focused on articulating the business’s values and vision.
“It was kind of a joint venture between the two brothers — one very creative, very artistic, and the other one more visionary and value-oriented,” he said.
KRWN photo
While Bellemare did not outline specific financial targets, he framed the retail push and provincial footprint as steps in building a brand rooted in accessibility rather than exclusivity.
“We always saw KRWN, our brand and our ethos, as a brand for the people, as a company for the people,” he said.
From a single opening in Quebec City in 2014, the company has expanded across multiple regions of the province, added a tattoo operation and built a growing product line now reaching retailers provincewide. Bellemare said the strategy has evolved, but the underlying focus remains constant.
“That’s the base value for everything that we do,” he said.
Nutrius, a Canadian company specializing in personal care items, says ongoing tariff and trade uncertainty has had no effect on its business, with its chief executive arguing that existing North American trade rules continue to shield the company’s operations.
Charles Wachsberg, CEO of Nutrius, said the company’s products are fully compliant under the Canada-United States-Mexico Agreement and therefore carved out from tariff exposure.
“Nothing at all,” Wachsberg said when asked about the impact of tariff and trade uncertainty. “We are and have always been CUSMA-compliant, or USMCA-compliant, depending on which side of the border we’re on and what your vernacular is. All of our products tuck into that compliance.”
He said those products are “completely domestic to the American experience” and fall “completely outside of any tariff impact.”
Wachsberg acknowledged broader political and legal developments around tariffs but said he expects the core structure of the North American trade agreement to endure.
He noted that while a recent Supreme Court ruling has gone against tariffs, that does not eliminate the risk of new measures. Still, he argued that sweeping changes would be economically disruptive.
Charles Wachsberg
“This is too disruptive. It’s too impossible to contemplate unraveling,” he said. “There’s no product that is uniquely Canadian or uniquely American.”
Wachsberg said sector-specific tariffs have existed historically and may continue, but he does not see a wholesale dismantling of current trade arrangements as workable.
“I believe that CUSMA, by and large, will probably, as it should, for the benefit of both countries, exist largely in the same way it is now,” he said.
The company’s confidence in the trade framework underpins its broader growth plans, which centre on innovation and speed to market.
Wachsberg said current political rhetoric in the United States has influenced consumer sentiment in Canada, creating what he described as a “gravitas toward Canadian content.”
“Canadians obviously appreciate Americans. They appreciate the American way of life. They just don’t appreciate the current narrative,” he said, citing references to Canada as a potential 51st state or talk of annexation as examples that “cross the line.”
Support for Canadian brands
He said that shift has encouraged support for Canadian brands, particularly in categories where consumers do not have to sacrifice quality or selection.
In some sectors, he said, supporting domestic production may require trade-offs. “If you like bourbon, you’re not going to drink bourbon if you’re supporting Canada, because there is no bourbon in Canada,” he said.
Nutrius
By contrast, he argued that Nutrius products allow consumers to buy Canadian without compromise. The company operates with 650 employees producing goods through Apollo Health and Beauty Care, with Nutrius positioned as a core house brand.
“Canadians get to benefit from a true Canadian success story and be purchasing Canadian product, which is already recognized as being the best on a global stage,” he said.
An ecosystem of products
Wachsberg described Nutrius as an ecosystem of products offered at what he called a unique value point, supported by innovation and a 35-year corporate history.
Beyond Canada, Wachsberg said the company sees opportunity in international markets, citing preferential duty rates and Canada’s political positioning.
“We are the American lifestyle without the American politics at present,” he said.
As some countries face heightened trade barriers with the United States, he said Canada has not imposed similar restrictions, creating what he described as both a technical and social advantage for Canadian exports.
“Canadian products have always been well received. They’ve always been highly regarded and respected for their quality,” he said.
He added that Canada’s perceived neutrality on the political stage contributes to the appeal of its goods abroad.
Wachsberg framed this as an opportunity to deliver North American-style products without what he called the “overhang” of current U.S. trade realities.
Nutrius
Large and continuous product development pipeline
Central to the company’s growth strategy is a large and continuous product development pipeline.
Wachsberg said the company commercializes roughly 800 products a year, while experimenting with thousands of different formulations that may or may not reach market.
Products that are not immediately commercialized are stored in a library for potential future use in retail or distribution channels when market conditions shift.
“There’s always an innovation engine. There’s always a fleet-footedness to our operations,” he said.
That approach is particularly pronounced at Nutrius, which he described as an aspirational brand built on “innovation and newness and sensorial advantage.”
Speed to market and resonance with consumers are critical, he said.
“We’re always launching new. We’re always first. We’re always appreciating that speed to market and resonating with the customer public is the secret sauce in our space and perhaps in any sector class,” Wachsberg said.
He characterized that focus on rapid commercialization and responsiveness as the company’s operating ethos.
“That is the ethos of our company and, of course, the Nutrius brand,” he said.
Due to the long and rigid lead times that come with seasonal goods, it often forces retailers to place orders months in advance. In some cases, inventory arrives earlier than anticipated, especially for holidays like Easter that have a very short selling window.
Georgianna Ma, Partner, EY Canada, said when people talk about seasonal in retail, it’s a natural theme that they’re creeping in earlier.
“It’s not necessarily a new thing because the actual cycle starts way before the actual holiday hits. The ordering, the inventory, and even a lot of the planning starts months ahead. So what we typically see as consumers as too early is usually in the final steps of that process,” said Ma.
“Why does seasonal merchandise and even décor come earlier? Most of the time they’re designed, manufactured, and ordered probably six to nine months in advance. A lot of them are obviously imported from other countries, especially in Asia. So now we have to build in production time, freight time, and unexpected delays as well.
“Technically, a lot of the products actually reach the store months in advance. Most retailers are looking to either sprinkle the inventory throughout earlier and earlier, especially the ones that don’t take up a lot of space, and then really let the floodgate open by putting a lot of the bigger items on the shelves earlier.
Georgianna Ma
“Part of it also helps with not storing it for a longer period of time. We don’t want overflowing warehouse spaces and in-store space, especially for bulky items. They want to make sure they don’t have to store it for a longer period of time. Sometimes they introduce smaller seasonal items earlier, and then the bigger items gradually expand as it gets closer.”
Ma said there are definitely benefits of being first to shelf.
“There’s the first-to-market advantage and a competitive element to it. When you get it on the shelf first, that early placement makes sure that you get that advantage,” she explained.
“A lot of the time you’re putting the holiday in the consumer’s mind before it even comes. It signals to them that the season is coming and that you kind of need to act on it. More and more retailers move earlier, and once competitors see others putting it on the shelf, they follow because they don’t want to lose that share.
“There’s a natural tendency where people are just pulling it forward and having that inventory earlier. They also face a cost because if you don’t put it out, there’s a cost of storing it. So they want to sell it earlier and put it on the shelf earlier. That way, you capture the revenue sooner as well.”
Ma said the longer holidays get planned and retailers have a little bit more buffer room to play with. But when you’re talking about Easter or Valentine’s Day, which are one-day holidays or only a few days, there’s even more urgency to get it out sooner. If you don’t sell it for that day, you actually have to heavily discount the product afterward.
From a merchandising perspective, getting that timing right is quite crucial. If you’re not capturing the sale before the holiday or before that couple of days, then you have to do some pretty deep markdowns afterward if you didn’t get the demand right properly, she added.
“Most of the time, when it comes to merchandising and inventory planning, depending on the specific retailer or even the subset of retail, some have a pretty good idea of what they’re going to sell anyway. Some SKUs are maybe not as replaceable,” said Ma.
Los Muertos Crew photo
“Sometimes they might have very specific SKUs where it’s less about the timeline, they have to get those specific products in. Versus others that are more interchangeable, that’s where the timeline will come into play.
“At the end of the day, they usually plan these calendars in retail months in advance. Like we said, it’s a pretty fixed calendar. Most of the time it’s a repeat. They literally have that plan and just turn it on every year at that time. So I would say it’s quite predictable.
“The only unpredictable part is the disruption that we’ve been getting. For example, the pandemic, port congestion, shipping delays, or unexpected supplier shutdowns. That’s where they would have more of what we call a just-in-case model, where we have buffer stock. If those are critical items, then you will order earlier in advance to make sure you don’t miss the window.”
A partnership between Loblaw and Flashfood has been successful in reducing food waste across Canada. Through the program, quality food nearing its best-before date ends up on tables instead of going to waste – creating value for customers and reducing environmental impact across hundreds of Loblaw banner stores nationwide, said the company on Monday.
In 2025, the partnership saw more than 21 million pounds of food diverted from landfill and saved customers more than $58 million on groceries. The partnership also continued to expand its reach, welcoming more than 92,000 new Flashfood shoppers nationwide, it said.
Through Flashfood, customers can save up to 50 per cent on everyday essentials. Deals span a wide range of categories, including meat, dairy, seafood, fresh produce, prepared foods and more. Purchases are completed directly in the app, with orders picked up from the designated Flashfood Zone inside participating Loblaw stores.
Since launching in 2019, the partnership has diverted more than 105 million pounds of potential food waste from landfill supporting the goal of Loblaw to send zero food to landfill by 2030.
“Loblaw has been an exceptional collaborator from the beginning of our partnership together,” said Jordan Schenck, CEO of Flashfood. “They have consistently demonstrated industry leadership by embracing innovation that improves the lives of their shoppers. Their commitment to our shared mission has brought Flashfood to every province across the country and helped thousands of Canadians put fresh, affordable food on the table.”
First launched at Maxi grocery stores in 2019, Flashfood is available in over 900 Loblaw grocery stores and franchise locations across Canada, including select No Frills, Maxi, Real Canadian Superstore, Real Atlantic Superstore, Loblaws, Real Canadian Wholesale Club, Zehrs, Your Independent Grocer, Provigo and Dominion stores in Newfoundland and Labrador.
Vanessa and her son Henri (CNW Group/Henri Nutrition)
Henri Nutrition, the project of a mother and her 9-year-old son, has grown from a local startup to a national player in the healthy snack sector. The Quebec-based company now has products in 1,300 retail locations across Canada, up from just 40 this time last year. The result: two million bars sold and a tenfold increase in production capacity to meet the needs of families.
This rapid growth is driven by perfect market timing: Henri Nutrition arrives as consumers are actively seeking alternatives to ultra-processed products, with ingredients they can understand. Henri will be the first Canadian company to obtain the NON-UFP (Non-Ultraprocessed) certification, a new standard to help consumers make better choices, said the company.
Henri said its bars rely on a simple formula: a maximum of seven ingredients, no added sugar, and no priority allergens. This simplicity meets a real need in people’s daily lives, whether for lunchboxes that comply with school food policies, post-workout snacks, or busy mornings. One thing all Henri customers have in common: a refusal of ultra-processed foods without sacrificing convenience.
Vanessa Grondin
“Every week, we receive several messages saying our bars make daily life easier, whether for those looking for simple, allergen-free solutions or those wanting a source of protein on the go. Our bars were highly anticipated, and a year later, we can confirm they truly meet a market need. The repeat purchases speak for themselves,” said Vanessa Grondin, founder of Henri Nutrition.
For 2026, Henri Nutrition said it aims to double its number of retail locations and revenue.
“To achieve this, a move to larger premises allowing for greater automation and increased production will be necessary. The company, whose factory is based in Quebec City, will continue its expansion mainly in the rest of Canada, with a strong presence already established in several provinces. Currently, 20% of Henri Nutrition’s retail locations are outside Quebec,” it said.
In Quebec, the company added it wants to strengthen its presence in existing banners while targeting new networks, such as pharmacies, and by launching new flavours. Henri bars are available at IGA, Metro, Avril, Maxi, Marchés Tau, many independent markets, online.
Henri Nutrition has donated 22,000 bars to Moisson Québec and developed a partnership with the Pointe-de-l’Île School Board to distribute snacks in 20 underprivileged schools in Montreal. The company was born from a mother’s desire to provide her son, Henri, with a healthy and balanced snack. It is based in Quebec City.
AI fraud is quickly emerging as a major threat to Canadian organizations, with nearly three-quarters (72 per cent) losing as much as five per cent of their annual profits to AI-driven scams last year, new research from KPMG Canada shows.
The findings underscore an increasingly complex fraud landscape as 81 per cent of businesses that experienced fraud in the past year say they faced an AI-enabled attack with seven in 10 being targeted more than once. As a result, nine in 10 (94 per cent) business leaders say they are concerned about encountering AI-powered attacks in the year ahead. Yet despite the risks, only 26 per cent have a comprehensive and tested response plan to defend against AI–enabled attacks such as deepfakes and voice clones, said the company in a report released on Monday.
“Beyond the immediate financial hit, the reputational fallout from a fraud attack can be devastating. A single scam can shatter customer confidence, result in lost business, and leave lasting damage to a company’s brand. Now, with rise in AI-powered attacks that can mimic legitimate business interactions with alarming accuracy, the margin for error becomes razor-thin and having strong fraud defences is even more essential.”
The most common attacks they encountered were AI-generated phishing emails/chats (60 per cent), deepfake documents (39 per cent) and voice–clone executive impersonation calls (24 per cent), said the report.
Key poll highlights:
72 per cent say they lost between one and five per cent of their business profits to AI-powered fraud attacks in the past 12 months
81 per cent of 251 Canadian business leaders surveyed by KPMG who experienced fraud in the past 12 months say the attack was AI-enabled
72 per cent of organizations which experienced AI-enabled fraud attacks last year say they were targeted more than once
94 per cent say they are concerned about the risk of AI-powered attacks targeting their organization in the next 12 months
26 per cent say they have a formal, comprehensive and tested fraud incident response plan that explicitly covers AI-enabled attacks
As AI–enabled fraud becomes more frequent and difficult to detect, Canadian businesses are increasingly deploying AI as a defensive tool, with over half (52 per cent) saying they are directly “fighting AI with AI” by leveraging the technology to identify anomalies, authenticate users, and detect manipulated content. Recognizing the need to bolster their defences, six in 10 respondents plan to increase their fraud prevention and detection budgets by up to seven per cent this year. Further, 81 per cent of companies conduct employee fraud awareness training every six-to-12 months. Key investment areas include detection technology, employee training and transaction controls, added KPMG.
“The good news is that organizations are no longer standing still – they’re starting to invest, adapt, and treat AI–enabled fraud as a strategic business risk. While momentum is building, many organizations still have significant work ahead to fully modernize and strengthen their defences against rapidly evolving AI–enabled fraud.”
