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Number of Canadians missing credit card payments soaring: Equifax

By
Mario Toneguzzi
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Photo: Tima Miroshnichenko
Photo: Tima Miroshnichenko

Equifax Canada’s Q3 Market Pulse Quarterly Consumer Credit Trends and Insights shows a renewed rise in missed payments heading into the holidays, with 1.45 million consumers in Canada missing a credit payment in Q3, more than 46,000 higher than in Q2.

The national 90+ non-mortgage balance delinquency rate reached 1.63 per cent, up 14 per cent year-over-year. Total consumer debt climbed to $2.62 trillion (+3.4 per cent year-over-year), while average non-mortgage debt per consumer rose to $22,321, up $511 from a year ago, said the company.

Rebecca Oakes
Rebecca Oakes

“Earlier this year, we saw tentative signs of stabilization, however Q3 data indicated some renewed stress, especially in younger households and homeowners in urban centres,” said Rebecca Oakes, Vice-President, Advanced Analytics at Equifax Canada.

 “The holiday season is a time when credit card spending typically rises $300–$500 per consumer and previous Equifax data shows that missed card payments increase by roughly 7 per cent come January. Spending over the next few weeks will be a decisive moment for many consumers in Canada.”

Financial stress for younger consumers, especially in certain cities
Financial stress remains greatest among younger people (aged 18-35 years old) with 1 in 20 missing a credit payment during Q3. Among 26–35-year-olds, the 90+ days non-mortgage balance delinquency rate reached 2.45 per cent, up 20.51 per cent year-over-year. In addition, the delinquency rate for 18–25-year olds stood at 2.11 per cent, up 16.58 per cent year-over-year, said Equifax, adding that by contrast, older consumers in Canada recorded smaller increases, including 56–65 year olds at +9.95 per cent, and for the 65+ cohort at +4.36 per cent.

“Several large urban centres posted increases in non-mortgage delinquency, including Toronto which reached 2.27 per cent (+19.58 per cent year-over-year); Vancouver at 1.27 per cent (+18.18 per cent); and Ottawa at 1.55 per cent (+17.61 per cent). Smaller increases were seen in Edmonton (+11.23 per cent) and Halifax (+12.51 per cent), as well as cities in the Prairies and Atlantic regions,” it said.

Missed payments
Missed payments were concentrated among non-mortgage households. Of the 1.45 million consumers who missed a payment, 84 per cent (about 1.21 million) did not hold a mortgage. For mortgage holders, roughly 1 in 35 missed a payment compared to 1 in 37 at the end of Q2, noted Equifax.

“The data shows there are still emerging financial challenges for older consumers, especially those with a mortgage in cities such as Toronto,” added Oakes. “Mortgage payment shock is still contributing to rising missed payments on credit cards, personal loans, and even on mortgages themselves.”

Credit use and card behaviour heading into year-end
Non-mortgage debt rose just over 5 per cent year-over-year, and although growth was slower than prior years, pick up in the housing market led to a $31.8 billion increase in mortgage balances versus Q2. Inflation-adjusted card spend increased 1.6 per cent, led by Nunavut (up 5.5 per cent), Quebec (up 4.0 per cent), and New Brunswick (up 2.8 per cent). Overall card payment health improved modestly—fewer consumers paid only the minimum and more consumers paid their balance in full—however those top line numbers mask a growing strain among younger consumers in Canada. Minimum-payer rates increased for consumers under 25, as well as consumers aged 26–35-years old, and those in higher-cost provinces such as Ontario and British Columbia, shared the report.

“Since the pandemic, we’ve seen periods where consumers proactively curb credit use as finances tighten. We observed younger consumers pulling back on card spend last quarter, and it will be important to see whether that discipline holds through the holiday season,” concluded Oakes.

Consumers aged 46+ moved in the opposite direction with average card spending rising to $2,342 in Q3, up $48 year-over-year, said the report.

Auto industry facing new headwinds

Equifax said the auto industry has experienced multiple challenges over recent years with rising vehicle prices and high interest rates curbing consumer demand during 2022 and 2023. In Q3 2025 renewed activity did continue with new auto loan volumes rising 4.8% compared to 12 months prior, however, auto lenders are facing an escalating threat from synthetic ID fraud leading to increasing levels of auto loan stacking losses. This type of fraud accounted for an estimated 1/3 of auto loans (over $10k) opened in Jan 2025 which missed payments in Q3 and is contributing towards an estimated $450 million loss for auto lenders per year.

Age Group Analysis – Debt & Overall Balance Delinquency Rates (excluding mortgages)

 Average
Debt
(Q3 2025)		Average Debt Change
Year-over-Year
(Q3 2025 vs. Q3 2024)		90+ Delinquency
Rate ($)
(Q3 2025)		Delinquency Rate Change
Year-over-Year
(Q3 2025 vs. Q3 2024)
18-25$8,6354.46%2.11%16.58%
26-35$17,6030.68%2.45%20.51%
36-45$27,2631.03%1.97%15.99%
46-55$34,9871.95%1.43%14.13%
56-65$29,7724.80%1.16%9.95%
65+$15,1213.75%1.13%4.36%
Canada$22,3212.34%1.63%14.17%
     

Major City Analysis – Debt & Overall Balance Delinquency Rates (excluding mortgages)

CityAverage
Debt
(Q3 2025)		Average Debt Change
Year-over-Year
(Q3 2025 vs. Q3 2024)		90+ Delinquency
Rate ($)
(Q3 2025)		Delinquency Rate Change
Year-over-Year
(Q3 2025 vs. Q3 2024)
Calgary$24,4511.89%1.81%13.65%
Edmonton$23,8670.52%2.27%11.23%
Halifax$21,7582.32%1.55%12.51%
Montreal$17,3152.49%1.53%13.27%
Ottawa$19,8181.27%1.55%17.61%
Toronto$21,5233.12%2.27%19.58%
Vancouver$24,8083.58%1.27%18.18%
St. John’s$22,7812.34%1.69%13.19%
Fort McMurray$37,830-0.23%2.44%8.32%
     

Province Analysis – Debt & Overall Balance Delinquency Rates (excluding mortgages)

ProvinceAverage
Debt
(Q3 2025)		Average Debt Change
Year-over-Year
(Q3 2025 vs. Q3 2024)		90+ Delinquency
Rate ($)
(Q3 2025)		Delinquency Rate Change
Year-over-Year
(Q3 2025 vs. Q3 2024)
Ontario$22,9382.29%1.80%20.06%
Quebec$19,4962.47%1.10%6.09%
Nova Scotia$21,7832.16%1.66%8.33%
New Brunswick$22,9771.65%1.71%11.28%
PEI$24,3653.84%1.26%16.88%
Newfoundland$25,3852.48%1.60%12.17%
Eastern Region$21,8482.51%1.59%16.11%
Alberta$24,7900.95%2.00%10.86%
Manitoba$18,6353.03%1.73%5.99%
Saskatchewan$23,7331.40%1.73%2.84%
British Columbia$23,0522.74%1.46%14.29%
Western Region$23,3061.97%1.72%10.89%
Canada$22,3212.34%1.63%14.17%

* Based on Equifax data for Q3 2025

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iStore Expands Travel Tech Retail Across Canada and the US

By
Craig Patterson
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iStore Express at Ottawa International Airport. Photo: iStore

iStore is preparing for its next phase of growth in Canada and the United States with a strategic expansion plan that includes new airport stores and a rapidly growing automated retail program. The Montreal-based tech retailer, known for its blend of stylish product curation, airport-focused operations, and high-visibility merchandising, is scaling in response to rising demand for convenient travel tech solutions. CEO Joel Teitelbaum says the company is positioned for a strong year ahead as consumer expectations shift and automated retail gains momentum in airports across North America.

In an interview with Retail Insider, Teitelbaum detailed the company’s current footprint, operational model, and plans for expansion, along with insights on the fast-evolving dynamics of airport retail. The iStore expansion strategy includes new store openings in major US airports beginning in 2026, a rollout of automated machines in Canadian airports including Toronto Pearson International Airport, and future growth into secondary airports, hotels, conference centres, universities, and hospitals.

Joel Teitelbaum

The company now operates nearly forty airport stores, with a network of more than fifty automated retail machines, and plans to reach forty stores early next year. Teitelbaum says the combination of travel retail, automated vending technology, and high-margin private label products is helping the brand scale in a category where margins are traditionally among the most challenging in retail.

A Growing Footprint Across North America

Teitelbaum says the company has reached a new milestone in its physical network. “We are almost at forty retail stores across North America. We will hit thirty eight next month, and we expect to reach forty early next year,” he explained. The newest addition will be iStore’s second location in Detroit, opening in December.

iStore and its diffusion banner, iStore Express, now operate thirty eight stores, with nine Canadian locations in major airports including Montreal, Toronto, Vancouver, Edmonton, and Ottawa. Teitelbaum notes that airports remain iStore’s primary focus, although the retail model continues to evolve due to the unique environment in which airport retail operates.

Airport operations require constant adaptation as terminals redevelop, gates shift, and non-retail uses are reallocated. Teitelbaum says that over the years the company has opened and closed nearly as many stores in Canada as it has launched, due in part to continual airport reconfigurations. Despite this, iStore expansion remains an ongoing priority, particularly as airports continue upgrading their commercial offerings.

iStore at Salt Lak City International Airport. Photo: iStore

Inside the iStore Retail Model

iStore operates under two fascias. The main iStore brand consists of fully built-out larger stores designed for high-traffic areas, while iStore Express locations occupy smaller footprints with lower traffic volumes. The model allows the company to operate efficiently in varied locations while maintaining brand presence in key terminals.

The company does not operate its stores directly. Instead, it partners with major travel retail operators such as Lagardère Travel Retail, a global leader with more than five thousand stores in fifty countries. “These companies are expert in travel retail. We do not actually own or operate any of our retail spaces. Our partners handle operations, and our model fits airport retail because it aligns with the RFP system airports use,” Teitelbaum explained.

The RFP process creates long lead times for new stores. Teitelbaum notes that iStore opened a new store in San Diego last month that was awarded in 2021. This makes long-range planning essential. Despite these constraints, the company expects to open at least six new stores in 2026, including locations in Atlanta, Dallas, Chicago O’Hare, San Antonio, and San Jose, with a potential sixth site still under wraps.

Automated Retail Gains Traction

A defining pillar of the current iStore expansion strategy is automated retail, which Teitelbaum notes has quickly become a core component of the company’s growth. iStore now operates fifty one automated machines, thirty nine in the United States and twelve in Canada.

The program accelerated during the pandemic after Best Buy exited automated vending. iStore saw an opportunity to scale in airports and partnered with the former operator of Best Buy’s vending program to convert the machines and deploy new ones. Between 2022 and 2024, the company established forty machines in US airports alone.

In Canada, the strategy is expanding even more quickly due to manufacturing advantages. “In Canada, the machines themselves are produced here. It is a made-in-Canada concept end to end,” Teitelbaum said. The first two Canadian machines launched in Montreal in May, timed just ahead of Grand Prix weekend. Soon afterward, the company partnered with Toronto Pearson International Airport through a competitive RFP process to deploy ten new machines across the airport.

At Pearson, iStore works with Express Retail Group (ERG), which oversees daily operations, replenishment, and maintenance. The machines are powered by smart vending technology from Mississauga-based Signifi Solutions. As of late August, all ten were installed and active in terminals 1 and 3.

“So far, so great. Customer feedback has been excellent, and performance is exceeding our expectations,” Teitelbaum said. “About half the mix is audio. That category dominates airports. The next most important category is core accessories, including cables, chargers, and power banks.”

Automated iStore Retail at Pearson International Airport in Toronto. Photo: iStore

Product Strategy and the Importance of Margins

iStore’s ability to scale in airports relies heavily on strategic merchandising. Travel retail is one of the most expensive retail environments in North America due to concession rent structures. Fixed rent has all but disappeared after the pandemic, replaced by pure revenue-based concession agreements. In this environment, hardware products create substantial challenges because margins on phones and tablets can be single digits.

“It is all about having the right formula. If you go in and sell only hardware, you are guaranteed to lose money,” Teitelbaum said. “Margin becomes critical, and that is why private label is so important.”

The company has developed more than thirty SKUs under the iStore brand, which serve as high-margin margin “mix balancers” in both stores and automated machines. Accessories, which represent about 85 percent of the assortment, help support profitability while complementing branded offerings like Apple, Beats, and Bose.

The category mix is continually refined. Audio dominates due to travel patterns, while power banks have become increasingly important because of shifting rules around battery storage on flights. Teitelbaum says iStore works closely with TSA and other regulatory bodies to ensure its batteries are fully certified for air travel.

iStore Express at Montreal International Airport. Photo: iStore

Understanding the Airport Customer

Airport retail demographics differ significantly from those in traditional retail environments. Customers are not there to shop. Their journeys are fixed, and their time is limited. This makes merchandising, location, and convenience paramount. Teitelbaum explains that airports analyze passenger flows carefully and allocate space accordingly. Business travelers behave differently than vacation travelers, and domestic passengers differ from international ones.

Despite these variables, iStore benefits from a built-in baseline of high-income, high-intent consumers. “Everyone has been pre-selected in a sense because they are traveling,” he said. “Airport employees also form part of our customer base, and we have programs that target them.”

Airport stores often operate from 6 a.m. to midnight, far exceeding mall hours, which creates staffing challenges. Employees require additional screening, bonding, and transportation accommodations due to airport locations. These operational demands further reinforce the case for automated retail, which requires minimal staffing.

Filling Gaps with Automated Convenience

Automated retail also allows iStore to reach locations where full stores are not viable. iStore expansion plans include additional airports across Canada in 2026, particularly in secondary and tertiary cities where retail offerings are limited. Halifax, Quebec City, Winnipeg, and Victoria are among the prime opportunities.

Teitelbaum says automated retail may eventually extend beyond airports into hotels, universities, conference centres, and hospitals. “We have tested a few non-airport locations in the US. The testing is ongoing. We think automated retail adoption is accelerating faster than in the past,” he noted.

More from Retail Insider:

Canadian Loyalty Programs Enter a New Era of Innovation

By
Craig Patterson
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Shoppers Drug Mart (Image: Dustin Fuhs)

Retail loyalty programs in Canada are entering a period of rapid transformation as both economic pressures and rising consumer expectations reshape how shoppers engage with brands. A new national study from Deloitte Canada, authored by Ridhima Gupta, Director in Deloitte’s Strategy, Risk, and Transactions group, finds that loyalty is becoming one of the most important competitive levers in retail. It also highlights a widening gap between the retailers that excel in loyalty and those that are struggling to keep up.

In an interview with Retail Insider, Gupta said Canadians’ enthusiasm for loyalty has been building for decades and shows no signs of slowing. “We’ve always said Canadians are loyalty obsessed,” she explained. “It started with the big coalitions when you could get Air Miles and the like. Everyone had cards and was swiping their cards. 

Ridhima Gupta

Canadians are also point supporters, so they love points and they love collecting their points and saving them.”

Her comments reinforce Deloitte’s findings that Canada leads the world in loyalty participation, with more than 95 percent of Canadians enrolled in at least one program. As inflation continues to pressure household budgets, loyalty has shifted from a nice-to-have to a central part of how Canadians shop, save, and determine which brands win their business.

A Market Defined by High Expectations

Deloitte’s research found that 70 percent of customers say they will spend more with brands that offer strong loyalty rewards, a trend that becomes even more pronounced during the holiday season. With many shoppers seeking more value for every dollar spent, loyalty programs help determine not only where consumers shop but how much they spend when they are there.

Gupta believes economic conditions are accelerating this shift. “Canadians are hurting and the dollar isn’t going as far as we all want it to,” she said. “Loyalty is more often than not looked at as a way to help and to actually get more value from these organizations that we’re all so highly engaged with.”

This connection between economic pressure and the desire for value helps explain why retail loyalty programs in Canada are evolving so quickly. Consumers expect more than simple earn-and-redeem mechanics. They want personalization, exclusive access, and new ways to engage with their favourite retailers, which in turn requires retailers to sharpen the value proposition of their programs.

Leaders and Laggards in a High-Performance Market

One of the central findings in Deloitte’s report is the significant divide between loyalty leaders and those at the beginning of their loyalty journey. Only 25 percent of Canadian retailers are considered leaders, while 44 percent are considered lagging.

For Gupta, the difference often begins with whether retailers have a program at all. “There were a number of organizations, over 40 percent, where they’re at very early stages in their loyalty journey,” she said. “That is very challenging because all the good things that we know exist for organizations when it comes to having loyalty, business value, and customer value, they’re not able to access that.”

Among retailers that are already established in loyalty, Gupta sees common characteristics that define leadership. “The first is being clear on value proposition and the purpose of the program,” she said. “It’s very clear in terms of who the program is trying to touch and what customer segment it serves, where they’re trying to retain customers or acquire customers. Everything that’s part of the program ladders up to that.”

Leaders also make early and ongoing investments in people, processes, and technology. Many high-performing programs, according to Deloitte, are now powered by customer data platforms and artificial intelligence to reduce friction, improve personalization, and deliver tailored experiences at scale. This focus on advanced data capability is one of the defining characteristics of the programs that outperform.

The Push Toward Personalization and AI

Personalization has become one of the most important expectations for consumers, yet the Deloitte study finds that only 45 percent of brands currently offer personalized loyalty experiences. More than 70 percent of customers expect it.

Gupta believes AI will play a key role in elevating the next generation of retail loyalty programs in Canada. “Some of the leaders today are really focused on personalization and AI technology,” she said. “CDPs, customer data platforms, and AI are some of the leading capabilities that we’re seeing those programs really lean into.”

She added that personalization must be balanced carefully with privacy. “Consumer expectations are increasing around personalization, but their awareness of how their data is being used is increasing at almost the same rate,” she noted. She emphasized the importance of consulting AI and privacy experts to ensure that personalization is delivered in an ethical and secure way.

Keeping Loyalty Fresh and Engaging

For Gupta, one of the most important points in the Deloitte report is that loyalty programs must continuously evolve to stay relevant. “The Canadian consumer expects something new and exciting,” she said. “You can’t let your loyalty offering get stale.”

This focus on freshness has driven a wave of experimentation across the sector. Programs are introducing new features, new layers of gamification, and new ways for customers to play within the system. Gupta said the most engaged consumers are actively looking for ways to navigate programs creatively, which puts pressure on retailers to maintain the novelty of their offerings.

The importance of constant innovation has also helped drive the rise in new types of partnerships and business models. As retailers search for ways to expand the value of their programs, they are entering into alliances that improve earn-and-redeem potential or open the door to new experiences.

Partnerships That Resonate With Canadian Shoppers

The Deloitte report highlights three categories of partnerships that continue to resonate most strongly with Canadians. “The ones that provide everyday value to consumers will always be in demand,” Gupta said. She emphasized that customers are particularly excited about partnerships that allow them to earn points more broadly and use them in multiple ways across a larger ecosystem.

The second type centres on exclusive experiences. “When partnerships provide experiences that the consumer would not otherwise have, that is very compelling,” she said. This includes concert tickets, travel experiences, and other high-value offerings that shoppers perceive as special or rare.

The third partnership category is values-based. Gupta has seen a notable rise in collaborations rooted in shared brand or national values. “There has been a movement of Canadian organizations coming together,” she said. “I think we will continue to see more values-based partnerships, whether it’s for causes that we really care about or values we are accustomed to.”

These diverse partnership strategies illustrate how retail loyalty programs in Canada are increasingly built around emotional and experiential value rather than strictly transactional rewards.

Measuring ROI in a Complex Loyalty Landscape

One of the challenges highlighted in Deloitte’s study is the difficulty many retailers face when measuring the return on investment of their loyalty programs. Gupta said leading brands start with clear objectives. “Loyalty can do multiple things for a business. It can improve customer retention. It can improve brand resonance. It can get customers to behave differently,” she explained.

Because these objectives vary, so do the associated KPIs. Strong programs build measurement frameworks at the very beginning, incorporating metrics such as customer lifetime value, channel shift, cost efficiencies, and brand lift. Without a clear objective and dedicated KPIs, retailers struggle to understand the program’s performance.

Gupta said the retailers that excel in measurement are those that know precisely what they want to achieve and design their programs around those goals.

Looking Ahead to 2026 and Beyond

As the interview concluded, Gupta said that activity in the loyalty space continues to ramp up. “There is a tremendous amount of interest from organizations in continuing to put loyalty out there,” she said. “There is a ton of activity taking place around innovation of existing programs and partnerships.”

She expects this momentum to accelerate in the coming year. “The game is continuously evolving,” she said. “A big part of loyalty has always been personalization, and I am excited to see how AI will enable organizations to personalize on a one-to-one level and get even smarter with their promotional spend. There is a huge convergence between loyalty and retail media, and I’m excited to see how those things come together.”

Gupta emphasized that retailers should think about loyalty in the broadest sense. “Loyalty is an outcome,” she said. She added that because Canadians are so deeply engaged with loyalty, some of the most exciting innovation happening globally is emerging in the Canadian market. “I find that inspiring, and I hope retailers continue on their journey so we continue to lead on a global scale.”

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RONA raising awareness about challenges women face in the trades

By
Mario Toneguzzi
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Photo: Kindel Media
Photo: Kindel Media

RONA inc., one of Canada’s leading home improvement retailers, operating and servicing over 425 corporate and affiliated stores, is launching an advertising campaign to raise awareness about gender disparities in trades in the Canadian construction industry. 

This campaign was initially pitched by RONA as part of last year’s IDEA Competition, an annual contest organized by The Institute of Canadian Agencies (ICA) and powered by Bell Media, said the retailer.

Each year, the IDEA Competition invites agencies and brands to propose a new campaign. The most compelling creative concept among all submissions wins a $1M Bell Media package to bring the idea to life. RONA, along with Sid Lee, its creative agency, submitted its Build Boards campaign proposition at last year’s competition, which was held under the theme “gender equity in Canada” to promote inclusivity, diversity and equity in advertising, said RONA.

Now visible across the Greater Toronto Area until December 21, RONA’s campaign features out-of-home billboards near new-build construction sites to support more women getting into trades. Each board leads to the MoreWomeninTrades.ca microsite, which aggregates tailored resources and grassroots initiatives tailored to women and girls, and made possible through RONA’s collaboration with the Canadian Home Builders’ Association (CHBA), the voice of Canada’s residential construction industry. Together, they are driving real change by promoting resources that help enhance the leadership and mentorship skills of women in skilled trades, going beyond raising awareness, it added.

Catherine Laporte
Catherine Laporte

“Women make up only 5% of tradespeople in Canada, which is why we decided to make them the face of this campaign that puts the spotlight on gender disparities in the trades,” said Catherine Laporte, Chief Digital and Marketing Officer at RONA inc.

“We felt it was important for RONA to leverage its role as a trusted leader in construction and home improvement to highlight this reality and show women they belong in our industry. As the Executive Sponsor of our Pride Business Resource Group and a woman myself, I know just how crucial it is to promote diversity, inclusion and equity, not just within our organization, but in our industry as well.”

Thalie Poulin
Thalie Poulin

“Women in construction deserve visibility and recognition. Through our collaboration with RONA, we hope to help inspire a more inclusive future for the industry,” added Thalie Poulin, Vice President, Account Services at Sid Lee.

RONA inc. is one of Canada’s leading home improvement retailers, headquartered in Boucherville, Quebec. The RONA inc. network operates and services over 425 corporate and affiliated dealer stores under the RONA+, RONA, and Dick’s Lumber banners.

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House of Braids owner on Midtown growth in Saskatoon (Photos)

By
Mario Toneguzzi
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House of Braids, Midtown Plaza, Saskatoon. Photo: Mario Toneguzzi
House of Braids, Midtown Plaza, Saskatoon. Photo: Mario Toneguzzi

The owner of House of Braids says expanding into Midtown Plaza has helped the long-running Saskatoon business grow, despite past challenges with relocation and theft.

Ngone Dione, who founded House of Braids in 1997 after moving from Montreal, said she opened the Midtown location a little over two years ago. It is the newest of her four Saskatoon stores, which include shops on Second Avenue, Confederation Mall and Cloud Nine.

She said she originally operated a small space in Confederation Mall for several years before opening a larger store there, but the expansion brought difficulties.

“We start having problems when we opened that big location. Then, it was a lot of shoplifting coming,” she said. The issues led her to downsize back into a smaller space.

Ngone Dione
Ngone Dione

Dione said she later discovered the vacant Midtown unit she now occupies. 

“I’m like, Oh, let me see if I can rent this place to put my stuff here, and then see how it goes,” she said. After contacting mall management, she opened the location within three weeks.

The move allowed her to expand further. When a neighbouring salon closed, she took over the space, connected it to her existing store and created an area focused on clients experiencing hair loss.

 “We opened that to be like a wig store, you know, for people with cancer, hair problems and stuff like that,” she said.

Although she later returned to a smaller unit when the lease expired, Dione said she remains satisfied with Midtown.

 “So far it is good. I don’t mind. I really like the Midtown location,” she said.

Dione said House of Braids began with braiding and extensions, drawing on her training in Montreal and her observation that Saskatoon needed a specialized service. She said regulatory limits in Saskatchewan initially restricted her to braiding because she had not studied locally. 

“Then I decided to go back to school,” she said, completing her training at MC College in 2007.

“We do everything, everything from extensions to cut to colour,” she said, noting she also works with people who have hair loss.

Ngone Dione
Ngone Dione

Dione said she has considered expanding to other cities, including Calgary, where some clients have encouraged her to open a location. But she said staffing remains a concern. 

“My fear is not having somebody that can run it properly,” she said, adding she once tried operating a store in Prince Albert but found it difficult to manage from afar.

Despite those challenges, she said she is open to future growth. “Oh, yes, for sure,” she said of the idea of more locations, adding she has thought about franchising.

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House of Braids, Midtown Plaza, Saskatoon. Photo: Mario Toneguzzi
House of Braids, Midtown Plaza, Saskatoon. Photo: Mario Toneguzzi
House of Braids, Midtown Plaza, Saskatoon. Photo: Mario Toneguzzi
House of Braids, Midtown Plaza, Saskatoon. Photo: Mario Toneguzzi
House of Braids, Midtown Plaza, Saskatoon. Photo: Mario Toneguzzi
House of Braids, Midtown Plaza, Saskatoon. Photo: Mario Toneguzzi
Ngone Dione
Ngone Dione

Canadians set to paint Black Friday Maple Leaf Red this year

By
Mario Toneguzzi
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A sign encouraging shoppers to buy Canadian products at a liquor store in Vancouver on Feb. 2, 2025. Shoppers have been caught up in the buy Canadian fervour since U.S. President Donald Trump began threatening to apply tariffs on imports from Canada. THE CANADIAN PRESS/Ethan Cairns

Canadians are putting their loonies behind their “glowing hearts” this holiday season. According to a new survey released recently by technology company Square, 62% of Canadians said they plan to go “pro-Canada” this Black Friday – with 62% reporting they’ll allocate more of their holiday budgets to support locally-owned, neighbourhood retailers.

While Black Friday has long been a cross-border shopping moment, that tide is turning, added Square. The majority (61%) of Canadians believe their communities will focus on supporting local businesses this year, compared to previous years when 57% shopped interchangeably from U.S. and Canadian retailers.

Lindsey Irvine
Lindsey Irvine

“This holiday season, we expect Canada’s Main Streets to truly shine,” said Lindsey Irvine, Chief Marketing Officer at Square. 

Of those planning to allocate more of their holiday gifting and entertainment budgets to support Canadian-owned retailers this year, more than half (54%) are willing to pay up to 50% more to buy Canadian, said Square.

According to Square’s survey, the “Buy Canadian” movement is also playing out strongly in neighbourhood-based restaurants, cafés and bars:

  • 66% of Canadians say they’re supporting more neighbourhood-owned restaurants than they did a year ago, and agree it “feels like a lasting, long-term change.”;
  • 57% are making a special effort to meet friends and family at locally owned restaurants — a trend strongest among women (61%) and adults 35+ (59%);
  • 82% say it simply “feels good” to support their neighbours and community-owned businesses;
  • 7 in 10 Canadians report that local restaurants have a more homely feel (72%), are more likely to champion their communities (70%) and have friendlier staff (64%) who are “more likely to know my name” (53%).

Canadians will be able to see the power of local spending in real time beginning November 28 through Cyber Monday. Square and Afterpay will track Black Friday weekend transactions across its Canadian network, highlighting how communities nationwide support neighbourhood economies. To follow along, visit block.xyz.

Irvine said the momentum of consumers choosing to spend more of their holiday budgets at locally-owned, neighbourhood retailers “reflects a deep pride in supporting neighbourhood businesses and a growing recognition that every local purchase strengthens Canada’s economic backbone — its Main Streets.”

“Neighbourhoods are our North Star. When sellers thrive, neighbourhoods come alive and that’s the economy we’re excited to help build not just in Canada but around the world,” she said. 

“Globally, we’re seeing a renewed movement toward neighbourhood commerce. Neighbourhood sellers want the same powerful tools as big enterprises — and Square’s role is to give them that competitive edge. From payments and payroll to marketing and analytics, we’re helping local entrepreneurs not just survive, but truly succeed by connecting them with their customers, staff and the community around them.

“This vision is shaping Square’s next chapter: deeper local investment in cities and neighbourhoods — ensuring every business, no matter their size, can compete on a global stage while staying rooted in their community.”

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EMERGE Commerce reports significant revenue growth in its Q3

By
Mario Toneguzzi
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PHOTO: TRULOCAL VIA FACEBOOK

EMERGE Commerce Ltd., a portfolio of premium brands, announced Wednesday its financial results for the three months ended September 30, 2025, reporting that revenue grew significantly from a year ago.

EMERGE is an e-commerce / omni-channel portfolio of premium brands. Its subscription, marketplace, and retail businesses provide members with access to offerings across its grocery and golf verticals. truLOCAL is its flagship Canadian meat and seafood subscription service, connecting local farmers with a health-conscious audience. Its golf vertical includes its discounted tee-times/ experiences brand, UnderPar, and its discounted golf apparel and equipment brands, JustGolfStuff and Tee 2 Green.

“Q3 was another statement quarter for EMERGE. We delivered 58% year-over-year revenue growth, our third consecutive quarter of positive Adjusted EBITDA, and most importantly, exceptional cash flow generation, even in what is typically a more seasonal quarter for some of our brands,” said Ghassan Halazon, Founder and CEO, EMERGE.

Ghassan Halazon
Ghassan Halazon

“Both our grocery and golf verticals exhibited positive organic growth once again, and our cash position continued to strengthen, fueled by our overall sales growth as well as T2G’s cash-flow friendly deal structure. These results reflect the continued discipline of our team, Board, and partners. As we enter the peak Q4 holiday season, we remain focused on operational efficiency, profitable growth, and prudent capital management.”

Q3 2025 Financial Highlights compared to Q3 2024:

  • Revenue grew to $7.0M vs. $4.4M, an increase of 58% YoY, marking the 6th consecutive quarter of revenue growth. Both grocery and golf verticals achieved positive organic growth;
  • Gross profit grew to $2.4M vs. $1.8M. Excluding $167K fair value of inventory adjustment related to T2G, a non-cash item, gross margin would be approximately 37% vs. 40%;
  • Adj. EBITDA improved to $261K vs. Adj. EBITDA loss of $254K, an increase of $514K YoY, marking the 3rd consecutive quarter of positive Adj. EBITDA;
  • Net Income improved to $26K vs. net loss of $730K. Excluding $167K fair value of inventory adjustment related to T2G, a non-cash item, net income would be $193K;
  • Cash flow from operations of $919K vs. ($411K) in Q3 2024, an increase of $1.3M YoY;
  • Cash position grew to $4.1M (September 30, 2025) vs. $1.6M (September 30, 2024), a $2.5M increase YoY.

For Q4 2025, EMERGE said its management expects to achieve another quarter of strong YoY revenue growth, and positive Adjusted EBITDA.

“The Q4 holiday season is generally a high sales volume quarter, particularly at truLOCAL, including for B2B/ corporate gifting orders, as well as at UnderPar as golf courses introduce discounted pre-season (2026) offers,” said the company.

“EMERGE is now on track to achieve its full-year objectives of strong revenue growth, positive Adjusted EBITDA and positive cash flow for 2025.

“Building off our success in acquiring and accelerating T2G, which continued to perform exceptionally in Q3, EMERGE is selectively advancing accretive acquisition opportunities, specifically in grocery and golf verticals, as well as in adjacent B2B / e-commerce enablement technologies that can help super-charge the overall portfolio. EMERGE’s focus is exclusively on profitable acquisition candidates with $750K-$2M in Adj. EBITDA, with a long-standing track record of revenue stability and cash flow generation.”

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Voilà launches major public awareness campaign

By
Mario Toneguzzi
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Photo: Voilà
Photo: Voilà

Voilà, Sobeys’ online grocery home delivery service, recently launched its largest awareness campaign of the year, one that redefines what “value” means to Canadians in the grocery delivery space. 

Rooted in deep consumer research, the campaign highlights Voilà’s most unique differentiator as the only online destination that brings together several of Canada’s most beloved grocery banners, including Sobeys, Farm Boy, and Longo’s in Ontario, and IGA in Quebec, under one seamless experience. 

To bring this to life, an eye-catching creative concept was developed: where the Voilà delivery van acts as a digital portal, and an animated “delivery crew” representing each grocer jumps out alongside the driver, visually expressing the collaboration between brands in a fresh, engaging way – far beyond a traditional logo lineup. The message is simple yet powerful: Many of the most trusted grocery brands Canadians love live together in one seamless experience with Voilà, explained the company. 

The comprehensive campaign rolled out across TV, online video, social, display, and OOH in the GTA and Montreal, and will run through the holiday season and into the New Year.  

In addition to its creative storytelling, the company said the campaign reinforces Voilà’s leadership position in the market, ranked #1 for best overall value among all major Canadian grocery retailers in a 2024 price perception study. 

This initiative was brought to life through close collaboration between Voilà’s in-house creative team, Sid Lee (creative production), and SHED (animation and character design), it said. 

Mohit Grocer, SVP of e-commerce, Empire Company Limited, said the company’s research shows that Canadians define value as much more than just price, it’s about transparency, quality, and the overall shopping experience. 

“At Sobeys, we’re committed to delivering that value by offering the same prices online as in-store, with no hidden fees and guaranteed freshness. This campaign reflects how Voilà continues to deliver on those priorities. By uniting trusted grocery brands like Sobeys, Farm Boy, Longo’s, and IGA under one seamless online experience, we’re offering Canadians a convenient, reliable way to shop their favourites without compromise,” he said.

Grover said what makes Voilà truly unique is its ability to bring multiple grocery banners together in a single, integrated platform, through close collaboration between brand teams and advanced technology. 

“This is powered by a commitment to the same service standards

Canadians expect from each banner. Whether you’re shopping for Farm Boy’s fresh produce, Longo’s prepared meals, or Sobeys’ broad selection, Voilà delivers it all together, accurately, on time, and with the same pricing as in-store,” he said.

Grover added that the creative idea stemmed from wanting to visually capture what makes Voilà different, which is multiple trusted grocery brands working together in one place.

“The Voilà van became our “digital portal” that brings this to life in a fun and human way, with an animated delivery crew representing each grocer. The concept was developed by our in-house marketing and creative teams in collaboration with Sid Lee, who led production, and SHED, who brought the animation and character design to life,” he said.

“The end result is a fun, eye-catching campaign that celebrates how Voilà connects Canadians to all their favourite grocery brands in one seamless experience.”

Photo: Voilà
Photo: Voilà

Grover said the company is incredibly proud of its #1 ranking for best overall value among major Canadian grocery retailers, based on a recent 2024 price perception study. 

“This campaign builds on that momentum by reinforcing the service attributes our customers value most – transparency, freshness, and convenience. The grocery delivery space is constantly evolving, but that also presents opportunities. Our focus remains on consistency and trust and ensuring that every order lives up to the same high standards our customers expect,” he said.

“Voilà has become an integral part of the Empire family of brands, helping extend each banner’s experience into customers’ homes. As consumer expectations around delivery continue to evolve, our role is about deepening that connection – delivering the same trusted quality, freshness, and service Canadians expect from our stores, now through a seamless online experience.”

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JLL Canada Holiday Retail Survey: Less on gifts, more on experiences, self-treats, and shopping centre visits

By
Mario Toneguzzi
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Photo: Đan Thy Nguyễn Mai
Photo: Đan Thy Nguyễn Mai

JLL, a global leader in real estate services, has released its annual Canada Retail Holiday Survey unveiling shopping preferences and trends across the country.

Canadian shoppers are planning to spend an average of $1,646 this holiday season across gifts, experiences, and non-gift items such as food and decorations. This represents an 8% increase from last year, amounting to roughly an additional $122 in holiday spending. Notably, the entire increase is driven by higher spending on experiences and non-gift items, underscoring a clear shift in how Canadians are choosing to celebrate, explained JLL.

When it comes to where they’re headed for holiday shopping and experiences, Canadians are turning to shopping centres, with 90% saying they’ll visit at least once this season, it said.

Paul Ferreira
Paul Ferreira

“Holiday errands are turning into holiday outings with shopping centres being the focal point,” said Paul Ferreira, Senior Vice President, Retail, JLL Canada. “With experience budgets rising and gift spending tightening, shoppers are engaging with centres more intentionally, combining shopping, dining and entertainment in each visit.”

Here’s some highlights from the JLL survey:

Holiday spending shifts as self-gifting rises

  • Self-gifting is on the rise this season, with 56% of Canadians planning to treat themselves to clothing and shoes. Self-gifting has increased by 7% from last year, while gift-giving to others has fallen by 3%.
  • Experiences now account for 39% of holiday budgets, with spending in this category up 17% from last year as Canadians shift more spending toward dining out, entertainment and seasonal activities.
  • Spending on non-gift goods such as decorations and food has increased by 19% from last year, marking the largest rise among holiday spending categories.

How Canadians will shop and experience the holidays

  • Nearly two-thirds (64%) of Canadians are planning to shop in a shopping centre.
  • 87% of Canadians are planning to dine at a restaurant over the holidays, with 47% dining out 2–4 times.
  • 60% of Canadians are planning to go to the movies, and 45% are planning to travel and stay at a hotel.

Black Friday’s grip on holiday spending

  • Black Friday remains the top holiday purchasing period, with 78% of Canadians planning to shop and 31% saying it will be their biggest spending day.

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ROYALMOUNT recipient of numerous interior design awards (Photos)

By
Mario Toneguzzi
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Credit: Lemay – Photographer: Frederic Bouchard
Credit: Lemay – Photographer: Frederic Bouchard

ROYALMOUNT, which bills itself as Montreal’s premier lifestyle destination, has just been recognized as a leader in design excellence, taking home the most awards of any nominee at the 2025 Interior Design Awards. 

“Founded in 2007 in Montréal, a UNESCO City of Design, the GRANDS PRIX DU DESIGN Awards celebrate excellence, creativity, and innovation in design, architecture, and the built environment. Organized by Agence PID and presented on the INT.design platform, the competition was originally created to highlight the talent and exceptional achievements of Québec designers and architects. Over time, it has evolved into a prestigious international program, now open to professionals and firms from around the world,” according to officials.

Among ROYALMOUNT’s multiple wins, most notably, the property took home the “Award of the Year” for Inclusive Bathrooms (By: Borrallo Interiors + Chrome Design + Lemay). Focused on lived experience, Carbonleo, the developer behind ROYALMOUNT, considers green spaces and inclusivity as essential and relevant elements in contemporary Canadian society. This experience of inclusivity is extended as the main concept for the design of the public bathroom in ROYALMOUNT.

In addition to this top honour, several ROYALMOUNT tenants and collaborators were also recognized across categories, highlighting the site’s collective design excellence:

  • Birks (Aedifica Architectes) – Gold, Retail ≤ 1,600 sq. ft.
  • Dynamite (GDI Design) – Multiple Gold and Silver awards including Retail > 5,400 sq. ft., Lighting, Integration of Art, Collaboration, and Product Design.
  • Le Fou Fou (Lemay Michaud Architectes) – Gold, Food Court Design, Branding & Signage, Art Installation.
  • Qwelli (Huma Design) – Silver, Café & Counter Service.
  • Rennaï (Borallo Interiors, Chrome Design) – Gold and Silver across Beauty Retail, Lighting, Colour, and Materials.
  • Sports Experts (Conrath Architecte, INDESIGN) – Gold, Retail > 5,400 sq. ft.

Together, these wins reinforce ROYALMOUNT’s position as a destination where art and design intersect to create a truly one-of-a-kind experience for visitors.

Eve Larochelle
Eve Larochelle

Eve Larochelle, Principal Director of Design and 3D Studio at Carbonleo, said at ROYALMOUNT, Carbonleo set out to create more than a retail destination. 

“The goal was to design a truly inclusive, human-centred environment that reflects the diversity, creativity, and sophistication of Montreal. Guided by principles of accessibility, connection, and timeless elegance, the design transforms every visitor touchpoint into an elevated experience that is both welcoming and inspiring,” she explained.

“This philosophy is exemplified in ROYALMOUNT’s award-winning all-gender washrooms, which received the Award of the Year at the INT Design Awards. Developed in close collaboration with Ana Borrallo, Chrome Design, and Lemay, these spaces redefine public amenity design by merging functionality, artistry, and emotion.

“At the heart of the space, a hand-themed art video installation by artist Cristina Mejías serves as a powerful metaphor for connection, empathy, and inclusivity reminding visitors that every gesture and interaction can bridge differences. This immersive piece, paired with the space’s carefully choreographed lighting, signature scent, and ambient soundtrack, transforms the washroom into a multisensory experience of calm and belonging.

“The design encourages privacy and comfort through individual enclosed stalls and a communal vanity island, while the materials, finishes, and acoustics evoke a sense of serenity and refinement. The result is a space that goes beyond function: a celebration of inclusivity, artistry, and human connection.”

Larochelle said Carbonleo’s emphasis on green spaces and inclusivity extends beyond the architecture to shape the entire visitor experience. 

“The space was built with the intention of creating spaces for the community to enjoy. With over 77,000 square feet of landscaped public areas ROYALMOUNT stands as a true urban oasis – inviting guests to slow down, connect, and enjoy nature within a vibrant metropolitan setting. Featuring tree-lined promenades, abundant natural light, and a unique skybridge connecting the property to public transit, ensures the site remains welcoming, sustainable, and easily accessible,” she said.

Photo: ROYALMOUNT
Credit: Lemay – Photographer: Frederic Bouchard

“These international design recognitions reinforce ROYALMOUNT’s position as a world-class retail and lifestyle destination and elevate Montreal’s profile on the global design stage. Winning the INT Design Award of the Year for inclusive spaces underscores the project’s ability to blend innovation, empathy, and architectural sophistication – setting a new benchmark for inclusive, people-focused design in commercial environments.”

Behind this success lies a highly collaborative process between Carbonleo and its partners: including numerous talented design firms, architects, and tenant stakeholders, added Larochelle. 

“From the earliest concept phase, Carbonleo’s internal design, tenant delivery, and construction teams worked hand in hand with these partners to translate the ROYALMOUNT’s vision into reality,” she noted.

Photo: ROYALMOUNT
Credit: Lemay – Photographer: Frederic Bouchard

“Through open dialogue, shared creative intent, and rigorous coordination, every element: from public spaces and façades to brand environments and interior details was carefully orchestrated to ensure design cohesion, technical precision, and experiential quality across the entire development.

“This seamless integration of vision and execution is what defines ROYALMOUNT: a project where collaboration, craftsmanship, and purpose converge to create a truly immersive and inclusive destination that reflects the best of Montreal’s design excellence.

“Looking ahead, these design recognitions both set the standard and inspire for the next phases of ROYALMOUNT and future Carbonleo projects. They reaffirm the company’s commitment to innovation, inclusivity, and environmental stewardship as essential pillars of modern urban development, ensuring that each new addition continues to celebrate design as a catalyst for connection, sustainability, and meaningful human experience.”

Here are all the links to the Interior Design Award winners from ROYALMOUNT:

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Photo: ROYALMOUNT
Credit: Lemay – Photographer: Frederic Bouchard
Photo: ROYALMOUNT
By: Borrallo Interiors + Lemay + Chrome Design
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