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Roots Appoints Rosie Pouzar as Chief Commercial Officer

By
Lee Rivett
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Rosie Pouzar
Rosie Pouzar

Toronto-based premium outdoor lifestyle brand Roots has appointed Rosie Pouzar as its new Roots Chief Commercial Officer. The appointment follows Pouzar’s tenure as Head of Omnichannel Growth at Roots, where she played a central role in advancing the company’s commercial performance across channels. The company trades on the Toronto Stock Exchange under the symbol ROOT and continues to position itself as a premium Canadian brand with global reach.

Meghan Roach, President and Chief Executive Officer of Roots, said the appointment supports the company’s broader growth ambitions.

“Rosie’s appointment is an important step in advancing our growth strategy,” said Meghan Roach, President & Chief Executive Officer, Roots. “She is a highly respected leader with a strong track record of driving performance and exceptional strategic clarity. As Chief Commercial Officer, Rosie will help sharpen our enterprise priorities and accelerate decision-making to unlock new areas of growth.”

The creation and formalization of the Roots Chief Commercial Officer role underscores the company’s intent to align commercial strategy, operational execution, and customer insight under a unified leadership structure. In an increasingly competitive retail environment, brands are placing greater emphasis on cross-functional leadership that can drive speed, clarity, and performance across both physical stores and digital platforms.

Background in Scaling National Retail Brands

Prior to joining Roots, Pouzar held senior leadership positions at Sephora Canada, including Senior Vice President, Retail and Chief Operating Officer. During her time there, she helped scale the business through a period of significant expansion, with a focus on operational excellence and strengthening in-store execution.

She is recognized for building high-impact partnerships and translating customer insight into actionable strategy. That capability, according to the company, will be central to her mandate as Roots Chief Commercial Officer as the brand seeks to deepen customer engagement and unlock incremental growth.

Earlier in her career, Pouzar held leadership roles at Cineplex and began her professional career at PwC. Her background includes a strong financial foundation, having earned both the Chartered Professional Accountant and Chartered Business Valuator designations. She holds a Bachelor of Business Administration from Wilfrid Laurier University.

Roots Outpost at 1096 Yonge Street in Toronto. Photo: Craig Patterson

Blending Commercial Discipline with Brand Sensibility

Roots described Pouzar as bringing a blend of commercial rigor and brand sensibility, combining data-driven decision-making with customer-centric thinking. In today’s retail climate, where brands must balance margin discipline with emotional resonance, that combination has become increasingly critical.

The company noted that she is passionate about building resilient, high-performing organizations capable of adapting quickly within an evolving commercial landscape. As Roots continues to operate more than 100 corporate retail stores in Canada, alongside two U.S. locations, an e-commerce platform, and an extensive partner-operated footprint in Asia, enterprise alignment will be key to sustaining performance across markets.

Executive Perspective on the Next Phase

Pouzar expressed enthusiasm about taking on the expanded leadership mandate.

“I am honoured to support this iconic brand in our next phase of growth,” said Rosie Pouzar, Chief Commercial Officer, Roots. “Roots has an incredibly powerful foundation, and I am excited to unlock new opportunities for long-term growth, while strengthening commercial capabilities and deepening our connection with our loyal customer base.”

The Roots Chief Commercial Officer appointment comes at a time when many Canadian retailers are refining their leadership structures to support omnichannel growth, operational efficiency, and brand clarity. For Roots, a company founded in 1973 that has grown from a small cabin in northern Canada into a global lifestyle brand, leadership alignment remains central to its long-term strategy.

Roots flagship store in downtown Vancouver. Photo: Brandon Artis

Corporate Overview

Established in 1973, Roots operates over 100 corporate retail stores in Canada and two stores in the United States. The brand also maintains more than 100 partner-operated stores in Asia and a dedicated Roots-branded storefront on Tmall.com in China, in addition to its e-commerce platform at roots.com.

The company designs, markets, and sells apparel, leather goods, footwear, and accessories across women’s, men’s, children’s, and gender-free categories. It also maintains wholesale relationships and licenses the brand to select partners selling to major retailers.

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Jimmy John’s Opens First Saskatoon Location

By
Craig Patterson
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Photo: Jimmy John's

The first Jimmy John’s Saskatoon restaurant has officially opened, marking the brand’s entry into Saskatchewan and another step in its Canadian expansion. Located at 120-225 Payne Bend, the restaurant began serving guests at 11 a.m. on February 24.

To mark the occasion, the first 100 guests received a complimentary 6-inch sandwich and fountain drink, generating early momentum for the new location.

The move into Saskatchewan reflects the brand’s continued push beyond its initial Ontario base. “Expanding into Saskatchewan is an important step in building Jimmy John’s nationally,” said Mike Warren, Director of Operations at Foodtastic, a Montreal-based restaurant franchisor and the master franchisor of Jimmy John’s in Canada. “We look forward to introducing the brand to a new market and to introducing more Canadians to what makes Jimmy John’s the Sandwich of Sandwiches, from fresh-baked bread and hand-sliced meats to our freaky fast service.”

 

The Saskatoon restaurant is locally owned and operated by franchisee Jenelle Diederichs. The opening brings new jobs to the market while delivering the brand’s in-store prepared sandwiches and rapid service model.

“Today is a proud moment for our team,” said Diederichs. “We are excited to open our doors and start serving Saskatoon officially. We look forward to welcoming guests and becoming part of the community.”

Guests can order from the full Jimmy John’s menu, with sandwiches prepared throughout the day. The Saskatoon location is open daily from 11 a.m. to 10 p.m.

 

From Ontario Debut to Western Canada Push

The opening of Jimmy John’s Saskatoon comes less than two years after the brand’s Canadian debut. The first location opened on November 19, 2024, in Etobicoke at 197 North Queen Street near Sherway Gardens. A second location followed at Fallsview Casino in Niagara Falls on August 27, 2025, expanding the brand’s presence in a high-traffic tourism corridor.

Throughout late 2025, the chain added several Ontario locations, including Vaughan and a flagship at 299 King Street West in Toronto’s Entertainment District. By the end of 2025, roughly 11 to 12 restaurants were operating nationally.

Expansion then shifted west. Manitoba saw the launch of the first Canadian drive-thru on Pembina Highway in Winnipeg. Alberta followed with early openings in Edmonton as part of the Western growth strategy.

This phased rollout aligns with Foodtastic’s clustering approach, which builds density in one region before accelerating into the next.

Adapting the Model for Canadian Consumers

Jimmy John’s Canadian strategy includes adjustments tailored to local preferences. Canadian restaurants launched with the option to toast any sandwich, diverging from the brand’s traditional U.S. focus on cold subs. The shift positions the chain more directly against established players in Canada’s quick-service sandwich segment.

The company has also emphasized its lettuce-wrapped “Unwich” as a low-carb option. In addition, suburban and Western expansion has leaned more heavily into drive-thru formats, reflecting demand for convenience-driven service.

Foodtastic CEO Peter Mammas has outlined a long-term goal of 200 Jimmy John’s locations across Canada over the next decade. With the Saskatchewan opening, that plan continues to advance.

A Brand Built on Operational Focus

Founded in 1983 by Jimmy John Liautaud in Charleston, Illinois, the company began with a $25,000 loan and a one-year deadline to turn a profit. After pivoting from a planned hot dog stand to sandwiches due to lower equipment costs, Liautaud opened the first shop in a converted garage near Eastern Illinois University.

Early growth was driven by direct campus marketing and delivery service, which later became central to the brand’s identity. A limited menu and streamlined operations helped define its “freaky fast” positioning.

The company began franchising in 1994 and expanded rapidly across U.S. college markets. Roark Capital Group acquired a majority stake in 2016, and Inspire Brands completed a full acquisition in 2019. Inspire also owns Arby’s, Dunkin’, and Buffalo Wild Wings.

As of 2026, Jimmy John’s operates more than 2,800 U.S. locations and is expanding internationally into Canada, Latin America, and South Korea.

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Sales at restaurants and bars sector decline in December, but annual sales surpass $100 billion in 2025: Statistics Canada

By
Mario Toneguzzi
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Photo: Mario Toneguzzi
Photo: Mario Toneguzzi

Total sales in the food services and drinking places subsector decreased 0.3% to $8.6 billion in December, according to a report released Wednesday by Statistics Canada.

Non-seasonally adjusted prices for food purchased from restaurants were up 8.5% in December when compared with December 2024. Unadjusted prices for alcoholic beverages served in licensed establishments increased 6.5% over the same period. These were particularly large increases in the year-over-year Consumer Price Index due to the tax break starting December 14, 2024, that lowered the price of food and some alcoholic beverages paid by consumers at restaurants, explained the federal agency.

In December 2025, the largest decrease in dollar terms came from lower sales at full-service restaurants (-0.4%), followed by limited-service eating places (-0.3%). Sales were also down at drinking places (-0.7%). Sales increased at special food services (+0.5%), said Statistics Canada.

In December, eight provinces saw decreased sales, with Quebec (-1.7%) posting the largest decline in dollar terms. Sales also fell across the east coast and the prairies. Ontario (+0.7%) and British Columbia (+0.3%) posted the only increases, it added.

“Annual sales of food services and drinking places totalled $101.4 billion in 2025, up 5.6% from 2024. Sales increased at limited-service eating places (+5.9%), full-service restaurants (+5.8%) and special food services (+5.7%) from 2024 to 2025. In contrast, sales at drinking places (-2.3%) were down in the same period. Sales were up in all provinces, and Ontario (+6.0%) recorded the largest dollar growth. Quebec (+5.1%), British Columbia (+4.8%) and Alberta (+5.9%) also posted significant dollar increases,” said the report.

Photo by Mario Toneguzzi
Photo by Mario Toneguzzi

“Limited-service eating places, also known as fast food or quick-service restaurants, recorded an increase of $2.6 billion from 2024 to total $47.3 billion in 2025. Each province experienced growth in the fast food industry, with the highest increase in dollar terms being in Ontario (+6.3%), followed by Quebec (+6.3%), Alberta (+5.1%) and British Columbia (+4.4%). Sales at limited-service eating places accounted for 46.6% of total sales in the food services and drinking places subsector.

“Sales in full-service restaurants increased by $2.4 billion from one year earlier to $43.6 billion in 2025. Sales were up in each province, driven by increases in Ontario (+5.3%), British Columbia (+6.2%), Quebec (+5.0%) and Alberta (+7.6%). Full-service restaurants represented 43.0% of total sales in the subsector.

“Prices continued to rise in this subsector. The prices for food purchased from restaurants increased 2.6% in 2025 compared with 2024, while the prices for alcoholic beverages served in licensed establishments increased 2.7% over the same period.”

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Patchwork approach threatens Canada’s internal trade progress: CFIB

By
Mario Toneguzzi
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Gustavo Fring photo
Gustavo Fring photo

Canada made unprecedented strides toward freer internal trade in 2025, but without coordinated implementation, expanded scope, and greater transparency, governments risk recreating the same fragmented system that has bogged down businesses for generations, finds the Canadian Federation of Independent Business (CFIB) in its latest State of Internal Trade: Canada’s progress on internal trade in 2025 snapshot.

The CFIB is Canada’s largest association of small and medium-sized businesses with 103,000 members across every industry and region.

“2025 was a breakthrough year for internal trade,” said Keyli Loeppky, CFIB’s director of interprovincial affairs. “For the first time in decades, governments showed a real appetite for reducing barriers and moving toward a more integrated internal market. But to convert momentum into meaningful change, they must now follow through with clear implementation, consistency, and coordination.”

Keyli Loeppky
Keyli Loeppky

The CFIB said its 2025 Internal Trade Report Card, released June 30, 2025, recognized the significant progress made in the first half of 2025 with strong grades across several jurisdictions. Since then, provinces and the federal government have delivered several additional milestones, including additional mutual recognition legislation, eliminating internal trade exceptions and most recently signing the landmark pan-Canadian Mutual Recognition Agreement (CRMA).

While the new snapshot gives kudos to governments across the country for continuing to advance the ball, it also warns them of falling short of the goal line. For instance, mutual recognition legislation represents a promising step toward reducing internal trade barriers, its status varies widely across provinces and territories. Many jurisdictions have introduced legislation that is narrow in scope, excludes major sectors such as labour, food, alcohol, or services, or relies on subjective reciprocation requirements that limit its practical impact, said the CFIB.

Similarly, while Memoranda of Understanding (MOUs) can help signal political intent and encourage collaboration between governments, they rarely result in binding commitments or offer clear guidance for small businesses. Without transparency on timelines, outcomes, or alignment with legislation, MOUs often leave entrepreneurs uncertain about what changes–if any–will meaningfully occur, it said.

SeoRhin Yoo
SeoRhin Yoo

“The next six to 12 months will be critical for determining whether the momentum achieved in 2025 translates into durable, nationwide alignment,” said SeoRhin Yoo, senior policy analyst. “Governments must recognize that true progress is not measured by how many agreements are signed, but whether Canadian businesses and residents actually experience fewer barriers and lower costs when trading across provincial and territorial lines. At a time when Canada is facing an entrepreneurial drought, removing internal trade barriers is essential to encourage more small businesses to start up, scale, and expand across provincial borders.”

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VIDEO: Grocery Shift: Discount expansion, rising food inflation, trade uncertainty reshape market

By
Mario Toneguzzi
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Canada’s grocery industry is rapidly shifting toward discount formats as consumers grapple with persistent food inflation, according to Sylvain Charlebois of the Agri-Food Analytics Lab at Dalhousie University.

Speaking about current grocery trends, Charlebois said major chains are accelerating discount store expansion to meet growing demand from cost-conscious shoppers. He pointed to Metro’s plan to open 12 Super C locations, comparable to No Frills stores operated by Loblaw Companies Limited. Loblaw, he noted, recently announced plans to open 70 stores, convert several others, and retrofit nearly 200 locations. Discount banners anchored by private label products are currently strong performers for large grocers as shoppers seek value.

However, Charlebois’ analysis shows Canada’s grocery store density is declining. The country now has about 19 to 20 stores per 100,000 people, down from more than 22 per 100,000 in 2020 — a roughly six per cent drop. By comparison, the United States has held steady at 19 stores per 100,000 residents for several years. He suggested the shrinking per-capita store count raises competitive concerns.

On food prices, Charlebois said Canada currently has the highest food inflation rate among G7 nations. Even excluding the impact of last year’s GST holiday, he indicated Canada would still lead the group. Consumers are seeing elevated prices at meat counters, in center-store packaged goods, and increasingly in vegetables.

Geopolitical tensions and tariff uncertainty are also complicating food trade. Charlebois said Washington’s approach aims to slow globalization, creating unpredictability at the border despite some exemptions under existing agreements. He emphasized that the upcoming review of CUSMA will be critical for the agri-food sector.

Meanwhile, ethnic grocers and urban formats are expanding, offering competitive pricing and alternative supply chains that resonate with today’s value-driven consumers.

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Loblaw retail revenue surpasses $16 billion in 2025

By
Mario Toneguzzi
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Image: Loblaws

Loblaw Companies Limited, Canada’s food and pharmacy leader, and the nation’s largest retailerannounced Wednesday its unaudited financial results for the fourth quarter ended January 3, 2026, as retail revenue grew to $16.382 billion in 2025.

Loblaw said it delivered solid fourth quarter results, demonstrating strong execution against its strategic plan.

“Customer visits increased in the fourth quarter as Canadians recognized the differentiated value, quality, service, and convenience the Company offers across its nationwide network. This increased traffic resulted in continued market share gains across its banners. E-commerce sales experienced robust growth, as omnichannel convenience remained a customer priority,” said Loblaw.

“The Company continued to expand its offering, catering to customer demand for rapid delivery, prepared meals, and favourite PC® products. The Company continued to focus on providing value to Canadians by expanding its Hard Discount network this quarter, opening 15 No Frills® and Maxi® stores, providing convenient access to nutritious food at great prices for more Canadian families,” it said.

“The Company’s Super Market banners, including high-performing Fortinos and T&T® Supermarkets, attracted shoppers seeking full-service shopping with a focus on Canadian products, multicultural offerings, and innovative PC® Insider ReportTM products, enhanced by personalized PC OptimumTM loyalty offers and competitive prices. Food Retail same-store sales growth steadily improved through the quarter. Across Shoppers Drug Mart and Pharmaprix(MD), the Company continued to demonstrate momentum in front store, driven by strong beauty and over-the-counter (“OTC”) sales. Pharmacy and healthcare services was again led by strong growth in specialty prescriptions and healthcare services.”

Photo- Per Bank LinkedIn
Photo- Per Bank LinkedIn

Loblaw said its performance in the fourth quarter capped a successful 2025 as it continued to invest in its future growth by opening 77 new stores across its banners, and successfully ramping the first of two automated, one million square foot distribution centres.

“The previously announced sale of PC Financial to EQ Bank will streamline the Company’s operations, and the associated long-term strategic relationship as the exclusive financial partner of the PC Optimum loyalty program is expected to result in expanded growth of high-value, loyalty-based financial services customers. 2025 also marked significant growth rates in the Company’s margin accretive logistics as a service, retail media and Lifemark businesses. Loblaw is confident that its best-in-class assets, resilient business model and investments for the future position it well to meet the evolving needs of Canadians, creating a foundation for consistent and sustainable growth,” it said.

“We are pleased to deliver another year of consistent operational and financial performance, reflecting our continuous focus on retail excellence, strategic execution, leading digital engagement and adoption of Agentic AI,” said Per Bank, President and Chief Executive Officer, Loblaw Companies Limited. “Our success reflects our commitment to being where our customers need us most, delivering unparalleled value and convenience across our many banners, combined with exceptional service from our dedicated colleagues coast-to-coast.” 

2025 FOURTH QUARTER HIGHLIGHTS

  • Retail revenue was $16,382 million, an increase of $1,657 million, or 11.3%.
    • On a 12-week comparable basis, revenue increased by 3.5%.
    • Food Retail (Loblaw) same-store sales increased by 1.5%.
    • Drug Retail (Shoppers Drug Mart) same-store sales increased by 3.9%, with pharmacy and healthcare services same-store sales growth of 5.6% and front store same-store sales growth of 2.2%.
    • E-commerce sales increased by 19.6%.
  • Retail gross profit percentage was 30.8%, a decrease of 10 basis points.
    • On a 12-week comparable basis, gross profit percentage was 31.0%, an increase of 10 basis points.
  • Retail operating income was $1,134 million, an increase of $341 million, or 43.0%.
  • Retail adjusted EBITDA was $1,775 million, an increase of $180 million, or 11.3%.
    • Selling, general and administrative expenses (“SG&A”) as a percentage of sales was 20.0%, a decrease of 10 basis points. On a 12-week comparable basis, SG&A as a percentage of sales was flat at 20.1%.
  • Net earnings available to common shareholders of the Company were $656 million, an increase of $194 million or 42.0%. Diluted net earnings per common share were $0.55, an increase of $0.17, or 44.7%.
  • Adjusted net earnings available to common shareholders of the Company were $794 million, an increase of $125 million, or 18.7%. Adjusted diluted net earnings per common share were $0.67, an increase of $0.12 or 21.8%.
    • On a 12-week comparable basis, adjusted diluted net earnings per common share increased by 10.9%.
  • Net capital investments were $677 million, which reflects gross capital investments of $722 million, net of proceeds from property disposals of $45 million.
  • Repurchased for cancellation 9.8 million common shares at a cost of $592 million. Free cash flow from Retail (continuing) operations was $1,239 million. 

2025 SELECT ANNUAL HIGHLIGHTS

  • Retail revenue was $63,903 million, an increase of $3,780 million, or 6.3%.
    • On a 52-week comparable basis, revenue increased by 4.4%.
    • Food Retail same-store sales increased by 2.3% and Drug Retail same-store sales increased by 3.9%.
    • E-commerce sales were approximately $4.6 billion, an increase of 18.1%.
  • Retail gross profit percentage was flat at 31.3%
    • On a 52-week comparable basis, gross profit percentage increased by 10 basis points.
  • Net earnings available to common shareholders of the Company were $2,667 million, an increase of $512 million or 23.8%. Diluted net earnings per common share were $2.22, an increase of $0.47, or 26.9%. The increase was primarily driven by the impact of lower costs related to certain intangible assets associated with the 2014 acquisition of Shoppers Drug Mart Corporation (“Shoppers Drug Mart”) and the favourable impact of lapping prior year charges.
  • Adjusted net earnings available to common shareholders of the Company were $2,913 million, an increase of $276 million, or 10.5%. Adjusted diluted net earnings per common share were $2.43, an increase of $0.29, or 13.6%.
    • On a 52-week comparable basis, adjusted diluted net earnings per common share increased by 10.7%.
  • Net capital investments were $1,789 million, which reflects gross capital investments of $2,062 million, net of proceeds from property disposals of $273 million.
  • Repurchased for cancellation, 34.8 million common shares at a cost of $1,875 million. Free cash flow from Retail (continuing) operations was $1,910 million.
  • In the third quarter of 2025, the Company completed a four-for-one stock split of its outstanding common shares. The stock split was implemented by way of a stock dividend, with shareholders receiving three additional common shares for each common share held. The stock split was effective at the close of business on August 18, 2025, for shareholders of record as of the close of business on August 14, 2025. All share and per share amounts presented herein have been retrospectively adjusted to reflect the stock split.

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Amazon Launches AI-Powered Creative Agent in Canada

By
Craig Patterson
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Amazon Creative Agent. Photo: Amazon

Amazon Ads has introduced a new AI-powered advertising tool for the Canadian market, marking a notable shift in how brands can develop creative campaigns. The launch of Creative Agent within Creative Studio gives advertisers access to a conversational, agentic AI partner capable of producing professional-quality ads in a matter of hours.

The arrival of Amazon Creative Agent in Canada signals a broader push to lower creative barriers for businesses of all sizes. By embedding the tool directly into Creative Studio, Amazon Ads enables advertisers to move from concept to finished video or display ads without relying on external production teams.

According to the company, Creative Agent supports the entire creative workflow. This includes product and audience research, brainstorming, storyboard development, scriptwriting, image generation, animation, voiceovers, music integration, and final ad delivery across multiple Amazon ad formats.

Amazon Creative Agent. Photo: Amazon

AI-Powered Creative Built on Retail Insights

Creative Agent is powered by Amazon’s retail insights, combining customer shopping signals with information drawn from an advertiser’s product pages, brand store, and website. The tool analyzes product features and brand positioning to generate concepts designed to resonate with specific target audiences.

Within Creative Studio, advertisers can access the tool through a “chat” interface. The system asks for relevant product pages, Amazon detail pages, brand guidelines, past creative assets, and intended audiences. From there, it produces multiple ad concepts and taglines, outlining how each idea was conceived and how it will appear visually to shoppers.

Advertisers can select a preferred concept or request additional variations. Once a direction is confirmed, Creative Agent generates detailed storyboards with scene-level scripts and visuals that can be edited and refined before final production.

This approach reflects Amazon’s emphasis on collaborative AI. The tool explains its reasoning at each stage, allowing advertisers to provide granular feedback and retain full creative control.

Amazon Creative Agent. Photo: Amazon

Reducing Cost and Time Barriers

Developing sophisticated advertising creative has traditionally required significant investment. Production budgets can reach tens of thousands of dollars, with timelines stretching over several weeks. Amazon positions Creative Agent as an alternative that compresses both cost and time.

The company states that advertisers can produce polished campaigns in just hours and at no additional cost. By automating elements such as scriptwriting, animation, and voiceover creation, the tool enables faster campaign launches and quicker response to market conditions.

“It’s not just about efficiency, it’s about democratizing access to premium creative capabilities that weren’t previously available to all brands,” explains Uri Gorodzinsky, Managing Director, Amazon Ads Canada and Mexico. “Creative Agent empowers businesses to test innovative concepts, work collaboratively in the moment, and produce polished advertising content, with no additional fees.”

For small and medium-sized retailers, the implications are significant. Shorter production cycles allow brands to respond quickly to seasonal shifts, emerging trends, or inventory changes. At the same time, the elimination of production costs lowers the barrier to experimentation.

Amazon Creative Agent. Photo: Amazon

Multi-Format Campaign Support

Creative Agent produces assets tailored for use across Amazon’s advertising ecosystem. These include Amazon DSP, Sponsored Display, Sponsored Brands, Sponsored Brands Video, and Streaming TV placements.

After finalizing storyboards and scripts, the tool generates complete multi-scene video ads and display creatives, including animations, music, and voiceovers. This multi-format support enables advertisers to maintain consistency across channels while optimizing for each placement type.

Amazon Ads notes that the conversational interface requires no specialized design training. Business owners or marketing teams can manage campaign development directly through the chat-based system, reducing reliance on external agencies.

Early beta testers reported that the workflow enhanced their own creative capabilities and accelerated campaign deployment.

“As a tech-focused partner, Xnurta is always seeking ways to drive more value and more easily create campaigns that scale countries,” said Kashif Zafar, CEO, Xnurta. “We are big believers in the power of GenAI creative to drive more brand engagement and sales for our clients and are excited to see Creative Agent expand to Canada – we are already mobilizing our creative team to utilize these tools on behalf of our Canadian clients,” he added.

Amazon Creative Agent. Photo: Amazon

Built on Amazon Bedrock Foundation Models

Creative Agent is built using AWS technology and foundation models available on Amazon Bedrock, including Amazon Nova and Anthropic Claude. Amazon says these models work together to support specialized AI agents while maintaining cohesive ad development.

In addition to Creative Agent, Amazon Ads offers other AI-powered creative tools such as Video Generator and Image Generator. These tools are designed to further streamline content production and enhance shopper engagement.

“AI is evolving at a remarkable rate,” notes Gorodzkinsky. “Creative Studio eliminates traditional obstacles around budget and timeline, democratizing access to the sophisticated, premium creative resources that were historically available only to major corporations. This marks just the start, the tools will evolve and improve continuously.”

Strategic Implications for Canadian Retail

The launch of Amazon Creative Agent Canada comes at a time when retailers are under growing pressure to stand out online. Digital advertising has become more complicated, and competition for consumer attention is increasing across e-commerce platforms and streaming services.

By combining AI-driven creative tools with Amazon’s retail data, the company is positioning its advertising platform as both a place to buy media and a tool to build ads. For Canadian retailers, this could help level the playing field by giving smaller brands access to creative production tools that were once limited to larger companies.

As generative AI becomes more common in retail marketing, the lines between strategy, creative work, and execution are becoming less distinct. Creative Agent moves toward a more integrated approach, allowing advertisers to create data-informed ads through a simple conversational interface.

For brands that advertise within Amazon’s ecosystem, Creative Agent adds another layer of automation to campaign development. Its long-term impact on agencies, in-house teams, and overall marketing strategies will become clearer as more Canadian advertisers begin using the tool.

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Veg ER for Pets opens Etobicoke emergency hospital as part of North American expansion

By
Mario Toneguzzi
-
Veg ER for Pets photo
Veg ER for Pets photo

Veg ER for Pets has opened a 5,000-square-foot, 24/7 veterinary emergency hospital in Etobicoke, marking what it says is the first location of its kind in the Toronto area and part of a broader North American network that now spans 121 hospitals.

Dr. Annie Kwok, medical director of the Etobicoke facility, said the new site reflects the company’s focus on accessibility, visibility and an open-concept model designed to differentiate it within the veterinary emergency market.

“We’re a completely open concept, so our pet parents can stay alongside their pets for every phase of treatment, including surgery and overnight hospitalization,” Kwok said in an interview.

The hospital is located next to CF Sherway Gardens, in the same plaza as Best Buy, Winners and Home Depot, with direct access from the Gardiner Expressway. Kwok said the site was chosen deliberately.

“Accessibility and visibility,” she said when asked about the location decision. “The area is definitely high traffic and our goal is to be available, 24/7, to pet parents from virtually anywhere within the GTA. So we wanted to make it where the location was easy to find, easy to see and easy to access.”

Annie Kwok
Annie Kwok

Expansion milestone

The Etobicoke hospital is part of a chain founded in 2014 by emergency veterinarian Dr. David Bessler and co-founder David Glattstein. Kwok said the company has grown to 121 hospitals, most of them in the United States.

“About 10 years ago, he looked at what we were doing in emergency medicine and thought to himself that something needed to change,” Kwok said of Bessler. “So he tried to enact that change.”

Roughly 12 years after that initial push for reform, the company has reached what Kwok described as “location number 121,” with Toronto representing its first entry into this market.

While the broader network is U.S.-based, Kwok emphasized that the Etobicoke hospital is staffed locally.

“Everyone here at this hospital is Canadian,” she said. “We want to focus on being in the community and we find community outreach really important.”

The company is currently concentrating its Canadian strategy on Toronto, with possible further expansion under consideration.

“We’re focusing on Toronto now. Hopefully in the future we can continue looking at bringing this to other areas of need in Canada,” Kwok said.

Operational model and services

The Etobicoke hospital offers emergency care, urgent care, hospitalization, surgery, blood transfusions, X-rays, ultrasounds and endoscopy. Kwok said the facility treats “anything that walks in through the front door except for venomous animals and primates.”

At approximately 5,000 square feet, the hospital is designed to be larger and more open than some traditional veterinary emergency clinics, Kwok said.

“For a veterinary emergency hospital, we’re probably pretty nice and spacious,” she said. “And that’s intentional. We want it nice and big and open so we can have comfortable arrangements for our pet parents to stay and really give that transparency to have people see everything going on.”

The open-concept layout allows pet owners to remain with their animals during treatment, including surgery and overnight stays, an approach Kwok said aligns with the company’s founding philosophy of changing how emergency veterinary medicine is delivered.

“Our hope and goal is to be that place in the community that people can feel safe going to and can trust us,” she said.

Veg ER for Pets photo
Veg ER for Pets photo

Community focus and charitable component

In addition to clinical services, the Etobicoke location participates in an initiative called Veg Cares, described by Kwok as a nonprofit donation fund used to assist pets in need.

Kwok said the Toronto operation is focused on serving what she characterized as a niche need for this type of emergency care model in the area.

Veg ER for Pets photo
Veg ER for Pets photo

While the company’s long-term Canadian footprint remains undefined, Kwok indicated that further growth would depend on identifying additional areas of demand.

“Hopefully in the future, we can continue looking at bringing this to other areas of need in Canada,” she said.

BUILD IT led the construction of the first VEG ER for Pets location in Canada. Leveraging its experience in healthcare and specialized commercial construction, the firm delivered another successful project as part of its growing veterinary and healthcare portfolio.

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Veg ER for Pets photo
Veg ER for Pets photo
Veg ER for Pets photo
Veg ER for Pets photo

Pilgrim grows retail presence with store opening in CF Masonville Place, London

By
Mario Toneguzzi
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Pilgrim photo
Pilgrim photo

Pilgrim, the modern Scandinavian-Canadian jewellery brand, as it continues to expand its retail presence across the country. 

With the opening of its new boutique at CF Masonville Place in London, Ontario, Pilgrim continues to extend its presence across Canada, building on a strong foundation in Quebec and Ontario.  The company has seven stores currently in Quebec.

This milestone coincides with the brand’s 10-year journey in the Canadian market and marks the opening of Pilgrim’s 10th boutique nationwide.

“London has been part of my life for a long time because of my family, so opening a store here feels personal. The Forest City has this grounded, welcoming energy that matches what Pilgrim is all about – thoughtful, Hand & Heart Made design, sustainability, and jewellery people can truly live in, including our waterproof pieces. We’re excited to become part of the community,” said Robert P. Hayes, CEO of Pilgrim North America.

ROBERT P. HAYES
ROBERT P. HAYES

Founded in 1983 in Denmark by Annemette Markvad Pilgrim is rooted in Scandinavian design principles, with a focus on thoughtful craftsmanship, sustainability, and everyday elegance. The brand was introduced to the Canadian market under the leadership of Hayes, with collections and retail experiences adapted to Canadian sensibilities.

At the heart of Pilgrim is a simple ethos: Extraordinary Everyday. Each piece is hand and heart-made, designed for every soul with clean, simple lines and a subtle edge, bringing a touch of the extraordinary to everyday life. Sustainability is central to this approach, with 70% of the collection made from at least 75% recycled materials, reflecting Pilgrim’s commitment to mindful design and effortless everyday wearability.

“We are a Danish jewelry and sunglasses brand, and our claim to fame is that Annemette actually produced jewelry to get money to be able to go into music festivals. So she would produce outside of the festival, sell the pieces, get money, and then be able to go in. She did this all around Scandinavia. It became kind of a cult classic where people were really impressed with her jewelry. She named it Pilgrim because a music festival is like a pilgrimage. You have everybody from all over coming in together, being able to connect,” said Hayes.

“One of the things that’s really important to Annemette has always been sustainability, even before it was kind of cool, not greenwash, but something that’s always been super important to her in terms of producing things in an ethical way. She’s one of the founding members of the UN Global Compact. She’s also been really big in terms of storytelling and creating, and also working with Doctors Without Borders.

“My story kind of comes in where my cousin was working with Doctors Without Borders and she came to visit me while I was living in Denmark. That’s how I discovered the brand, because they do a necklace or an earring or a bracelet for Doctors Without Borders every season. We had to buy about 50 of them so she could bring them back to her colleagues. I discovered the brand and thought, this is so cool, and it’s ageless, and there’s nothing really like this on the Canadian market.

“I asked Annemette to bring the brand here, and she constantly said no. There were a bunch of people here that wanted it. So what I did is I asked her if I could borrow some samples, went and saw Simons, and walked out with a huge PO. The rest is kind of history. I went back with the PO and said, are we doing this or not? And that’s how the brand was established.”

Hayes said in the first year it did about $700,000 in business and opened about 100 wholesale doors, including Simons. During the pandemic, it pivoted from wholesale into retail. Within four days, it opened its first retail store. Today, 56% of its business is in retail, but it still has a huge connection with wholesale partners, selling in over 400 doors across the country, with 287 independent wholesale customers.

Pilgrim photo
Pilgrim photo

“We decided to build in London because it’s like a test town. It’s a bellwether, a little bit like Quebec City. For us, it’s a way of trying to enter into the Ontario market. We’ve opened Toronto Eaton Centre, but that’s a lot of tourists. Rideau Centre is the same thing. This would be the first real store in everyday Ontario to try to pivot the brand and expand,” explained Hayes.

“Quebec City and London have so many similarities in terms of their e-commerce presence for us, as well as a lot of our wholesale presence. So we thought this would be a really good test market to open in.

“We’re opening Oshawa in about three months from now, which we’ve signed. We’re also in the process of opening a third location this year, but I’m trying to find the right kind of deal.”

Pilgrim photo
Pilgrim photo

Hayes said the brand is also launching its demi-fine collection called xDea.

“We’re getting into the demi-fine jewelry business . . . There are two economies happening right now. There are the high-end people that are doing very well, and then there’s another portion of the economy that’s struggling.

“We’re seeing that within our wholesale customers as well. With the introduction of Dia, we’ll be able to fulfill a segment that was not currently being fulfilled within Pilgrim.”

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Pilgrim photo
Pilgrim photo

Montreal Eaton Centre Opens Les Terrasses Food Court

By
Lee Rivett
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Les Terrasses (CNW Group/Le Centre Eaton de Montréal) Montreal Eaton Centre

The Montreal Eaton Centre has opened Les Terrasses, Espace Restos, a new culinary destination in the heart of downtown Montréal. Located within the Tunnel level of the complex at 705 Sainte-Catherine Street West, the project pays tribute to the iconic shopping complex that once stood on the site. Positioned as a reimagined communal dining space, Les Terrasses is designed to offer an accessible, urban experience that complements the broader retail and hospitality transformation underway at the property.

The launch of Montreal Eaton Centre Les Terrasses forms part of the centre’s ongoing evolution as a mixed-use retail and lifestyle hub. In recent years, the property underwent a major transformation, including a $200 million renovation that merged the former Complexe Les Ailes with the existing centre under a unified brand. The redevelopment strengthened its position as a central node in Montréal’s Underground City network and a key gateway to McGill metro station and the REM McGill station.

A Reimagined Food Court Concept

Les Terrasses introduces a 12-vendor food hall concept that blends established quick-service brands with globally inspired offerings. The first phase includes Thai Express, Subway, A&W, Poke Monstre, Jugo Juice, Bento Sushi, and Edo Japan. A second phase, scheduled for fall 2026, will add Hurry Curry, Basha, Shanghai 360, and Grillades Torino.

“The Tunnel level, now home to Les Terrasses – Espaces Restos, has been completely reimagined and redesigned. The food hall features 12 carefully curated vendors while maintaining ample seating capacity to accommodate busy lunch-hour crowds,” said Laurence Duhamel, Senior Leasing Director, Centre Eaton de Montréal, JLL.

The food court complements existing dining destinations within the complex, including Time Out Market Montréal and the 9th floor restaurants Île de France and Le French Line. Together, these concepts broaden the centre’s food and beverage strategy, which has become an increasingly important driver of foot traffic in urban retail environments.

Design Inspired by Heritage

Les Terrasses draws inspiration from the original Les Terrasses complex, which operated between 1976 and 1987 and was known for its distinctive architectural design. The new space reinterprets that legacy through contemporary materials, improved lighting, and an emphasis on sustainability.

The design was led by LemayMichaud, which sought to create a modern gathering place while acknowledging the site’s past.

“We wanted to create a lively and welcoming destination–both an urban oasis and an animated gathering space where light and greenery interact with the vibrant energy of the Centre Eaton de Montréal and downtown Montréal. The friendly atmosphere offers a nod to the former Les Terrasses while reimagining them for today’s visitors,” said Anne-Marie Bouliane, Partner Architect, LemayMichaud.

The concept aligns with broader trends in urban retail redevelopment, where food halls and shared dining spaces serve as anchors that extend dwell time and enhance the experiential dimension of shopping centres.

The Ste-Catherine Street-facing exterior of Sephora’s store at the Montreal Eaton Centre, March 2024. Photo: Craig Patterson

Retail Expansion Alongside Culinary Growth

Coinciding with the opening of Montreal Eaton Centre Les Terrasses, Bath & Body Works has reopened near the new food hall with an expanded footprint of 5,048 square feet. The store offers a broad assortment of body care and home fragrance products, including shower gels, lotions, body mists, hand soaps, candles, and diffusers across seasonal and exclusive collections.

The adjacency of retail and food uses reflects a strategy designed to maximize cross-traffic between dining and shopping audiences. As consumer behaviour continues to evolve, landlords increasingly integrate hospitality elements directly into retail corridors to support visitation and engagement.

A Downtown Retail Anchor

Located on Sainte-Catherine Street, Montréal’s primary commercial artery, the Montreal Eaton Centre remains the largest and most visited shopping destination in the downtown core. The property welcomes nearly 22 million visitors annually and serves as a central hub within the RÉSO underground pedestrian network.

The centre is home to more than 125 stores and restaurants, including Uniqlo, Decathlon Montréal, Sephora, Samsung, Nike, Lululemon, and Aritzia. The restoration and reopening of Le 9e, one of the world’s most recognized Art Deco dining rooms, further reinforced the centre’s cultural and architectural significance in 2024.

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