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Most Hudson’s Bay Boxes Likely Leased Within Two Years: JLL

By
Craig Patterson
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Former Hudson's Bay store at CF Polo Park in Winnipeg. Photo: Cadillac Fairview

The widespread closure of Hudson’s Bay department stores has raised persistent questions across the Canadian retail and real estate industries about how such a large volume of anchor space will be absorbed. A new national research report from JLL suggests the situation, while complex, is far from unmanageable. According to the January 2026 outlook, approximately 65 percent of vacant Hudson’s Bay retail space across Canada is expected to be committed within two years, signalling that the market is already adapting to one of the most significant retail disruptions in decades.

The report analyzes 96 former Hudson’s Bay locations representing close to 15 million square feet of retail space nationwide. While the scale of the closures is unprecedented in modern Canadian retail, the findings indicate that landlords, leasing teams, and retailers are responding with strategies shaped by current market realities rather than nostalgia for the department store era.

 

The closure of Hudson’s Bay stores marked the end of an institution whose origins date back to 1670 and whose physical footprint helped define shopping patterns in cities and malls across the country. At its peak, Hudson’s Bay occupied some of the most prominent retail real estate in Canada, often in transit-oriented urban locations or as the dominant anchor in regional and super-regional shopping centres.

While the emotional and historical significance of the closures is considerable, the practical implications must be viewed through a contemporary market lens, according to JLL. Canada today has lower retail density than many peer markets, limited new shopping centre development, and a constrained supply of high-quality retail space in major urban centres. These factors are creating the conditions for former Hudson’s Bay boxes to be reabsorbed rather than left dormant.

Former Hudson’s Bay store at Orchard Park Shopping Centre in Kelowna, BC. Image: Apple Maps

Why Retail Is Winning Over Redevelopment

One of the clearest conclusions in the report is that most former Hudson’s Bay space will remain in retail use, at least in the near to medium term. Approximately 78 percent of the vacated square footage is expected to continue operating as retail, with redevelopment playing a more limited role than some observers initially expected.

The reason is not a lack of ambition among property owners, but rather the current economic environment. High construction costs, challenging financing conditions, slow municipal approval processes, and a deeply constrained residential condominium market have collectively reduced the appeal of large-scale mixed-use redevelopment. In response, landlords are prioritizing faster, lower-risk strategies that generate income while preserving long-term optionality.

This has led many owners to pursue interim or phased retail solutions, including short-term leases, while deferring major redevelopment decisions until capital markets and housing fundamentals improve. The approach reflects pragmatism rather than retreat, grounded in the realities of 2026.

Greek retailer JUMBO will enter Canada in 2026, and is a potential tenant for vacant Hudson’s Bay stores. Photo: Proestakis Development
 

The Size Mismatch Driving Strategy

At the core of the challenge is scale. The average Hudson’s Bay store measures approximately 152,000 square feet, compared with the average Canadian shopping centre lease size of roughly 3,700 square feet. In practical terms, one former Hudson’s Bay box can equal the footprint of about 40 average retailers.

This mismatch makes single-tenant backfilling difficult outside a narrow group of operators. Only a limited pool of tenants, such as large grocery chains, mass merchants, automotive services, department stores, and select entertainment or fitness concepts, can realistically absorb an entire Hudson’s Bay box on their own.

As a result, subdivision has emerged as the dominant strategy. Approximately 64 percent of the vacant square footage is expected to be repurposed through multi-tenant configurations. These typically involve breaking former department stores into mid-format units ranging from 15,000 to 40,000 square feet, allowing three to five tenants to occupy a single former box.

An entrance to the former Hudson’s Bay store at CF Richmond Centre in Richmond, BC. Photo: Apple Maps

Multi-Tenanting Becomes the Default Solution

The move toward multi-tenanting reflects broader shifts in retail demand. Mid-format spaces are increasingly attractive to fashion flagships, home furnishings retailers, sporting goods operators, health and wellness brands, dining concepts, and entertainment uses. These tenants benefit from the visibility and infrastructure of former anchor locations without the operational burden of oversized footprints.

Only a small share of former Hudson’s Bay space is expected to be absorbed by single tenants, while a further portion has been earmarked for longer-term redevelopment or alternative uses. This distribution underscores how rare true one-for-one anchor replacements have become in Canada’s retail landscape.

For landlords, the process is rarely simple. Subdividing large, often multi-storey department stores requires significant investment in mechanical, electrical, and structural systems, many of which were originally designed to operate independently from the rest of a shopping centre. Nonetheless, these investments are increasingly justified by demand for well-located, adaptable retail space.

Major Urban Markets Provide a Cushion

Market conditions in Canada’s largest cities are playing a critical role in supporting absorption. Retail availability in Toronto sits at approximately 1.8 percent, while Vancouver’s availability is around 2 percent, placing both among the tightest retail markets in North America.

These low availability rates give landlords leverage, particularly when repositioning former Hudson’s Bay locations that occupy prime, transit-oriented sites. Many of these properties benefit from decades of proven retail performance, making them attractive to expanding tenants despite the complexity of reconfiguration.

Geographically, the majority of Hudson’s Bay boxes are located in Canada’s largest metropolitan markets. Secondary and tertiary markets face longer absorption timelines, particularly for lower-tier locations or multi-floor properties that are more difficult to subdivide efficiently.

Oakville Place in Oakville — National Experience has confirmed that it will occupy the former HBC with a 120,000 square foot grocery/entertainment centre. Image: RioCan

Lessons From Past Retail Vacancies

The Hudson’s Bay closures fit within a broader historical pattern of large-format retail disruption in Canada. Previous exits by Sears, Target, and Nordstrom also raised concerns about long-term vacancy, yet in each case, the retail real estate industry ultimately adapted through a combination of subdivision, re-tenanting, and selective redevelopment.

Experience gained during those earlier transitions has positioned landlords and leasing teams to respond more effectively this time. Brokerage activity, retailer interest, and underlying market fundamentals all point toward a phased but achievable path to re-leasing the majority of Hudson’s Bay retail boxes.

Case Studies Highlight the Range of Viable Outcomes

The JLL report makes clear that there is no single formula for repurposing former Hudson’s Bay retail boxes. Instead, outcomes vary significantly based on market strength, location quality, building configuration, and capital conditions. To illustrate this point, the report highlights a series of Canadian case studies that together demonstrate how landlords are adapting large-format retail assets to meet current and evolving demand.

In Vancouver, Metropolis at Metrotown offers an example of a mixed-use anchor redevelopment that extends beyond conventional retail. Formerly occupied by Sears and Toys “R” Us, the approximately 140,000-square-foot site is being demolished to accommodate two residential towers with ground-floor retail integrated into the podium. The redevelopment will also create a new indoor entrance to the shopping centre, reinforcing Metrotown’s role as a dense, transit-oriented retail destination while layering residential density onto an already high-performing asset. This case illustrates how, in select top-tier urban markets, former department store boxes can support ambitious mixed-use redevelopment when long-term fundamentals align.

West Edmonton Mall presents a very different approach, one that prioritizes non-traditional retail uses while maintaining the asset’s role within a retail-driven environment. A former 180,000-square-foot Sears location was redeveloped to house a Toyota dealership on the lower level, including showroom and service operations, while the upper level was converted into a flagship-format The Brick home furnishings store. The strategy demonstrates how large enclosed malls can integrate automotive retail alongside conventional retail, broadening the tenant mix and generating new reasons for customer visits without relying solely on fashion-led anchors.

West Edmonton Mall Toyota (Image: West Edmonton Mall)

In Calgary, Southcentre Mall provides a clear example of how subdivision and tenant diversification can fully stabilize a large vacant box. The former 240,000-square-foot Sears space was reconfigured across multiple levels to accommodate Dollarama, PetSmart, and Winners on the first level, with Earls, Decathlon, and an entertainment concept occupying upper floors. The redevelopment achieved full occupancy by deliberately blending retail, dining, and experiential uses. It also required extensive upgrades to mechanical and electrical systems that had previously operated independently when the space functioned as a single anchor.

Toronto’s CF Toronto Eaton Centre demonstrates how premium urban locations can absorb large-format vacancy through high-profile multi-tenanting. The former Nordstrom space, totaling approximately 220,000 square feet, was strategically subdivided among Eataly, a flagship Nike store, and Simons. The phased openings allowed the centre to preserve its flagship and luxury positioning while replacing a single large tenant with multiple high-traffic brands. The case also reflects a broader evolution of the asset, as floors above the former Nordstrom were converted into office space, further diversifying income streams and strengthening the property’s long-term resilience.

Yonge Street exterior of the former Nordstrom at CF Toronto Eaton Centre in Toronto, now housing La Maison Simons, Nike, and Eataly. Photo: Craig Patterson

Also in Toronto, RioCan Stockyards highlights the growing role of grocery and food-driven anchors in backfilling oversized retail spaces. A former 127,000-square-foot Target location was replaced with Nations Fresh Foods, an Asian grocery concept that incorporates entertainment elements such as a children’s playground and party rooms. The success of the Stockyards location later led Nations to announce plans to replicate the model in a former Hudson’s Bay box at Oakville Place, reinforcing the viability of grocery-led, experience-oriented anchors in large-format retail environments.

In Ottawa, Carlingwood Shopping Centre pursued a more traditional anchor replacement strategy, albeit with a modern execution. The former 179,000-square-foot Sears box was demolished and replaced with a flagship-format Canadian Tire. The new store features a large click-and-collect canopy, a garden centre, and an auto service department with a customer lounge, reflecting the evolution of big-box retail toward omnichannel functionality. The project required several years of planning and development, but ultimately resulted in one of the retailer’s largest and most advanced Canadian locations.

The most ambitious example in the report comes from downtown Montréal, where a nine-storey, 655,000-square-foot Hudson’s Bay building is proposed for full cultural and mixed-use transformation. Plans associated with a $400 million acquisition bid envision a museum dedicated to the fur trade and the historical exchanges between the Cree and the Hudson’s Bay Company, an urban Indigenous cultural centre, experiential retail components, mixed-use facilities, and a hotel complex. Unlike other examples in the report, this project represents a long-term reinvention rather than near-term retail backfilling, illustrating how certain landmark properties may ultimately transition away from pure retail altogether.

Taken together, these case studies reinforce the report’s conclusion that former Hudson’s Bay retail boxes are being repurposed through a wide spectrum of strategies rather than a single dominant model. From subdivision and experiential retail to grocery-led anchors, non-traditional uses, and long-horizon cultural redevelopment, the future of these spaces is being shaped by local market conditions and asset-specific realities rather than a uniform national playbook.

What This Means for the Future of Hudson’s Bay Retail Boxes

While the scale of Hudson’s Bay’s exit is historic, the structural characteristics of the Canadian retail market are helping to absorb the shock, according to JLL. Tight availability in major cities, a shortage of quality large-format space, and retailer demand for flexible mid-sized units are all supporting the reactivation of former department store locations.

Timelines will vary significantly by property, with some locations requiring more than two years to fully stabilize. Even so, the broader outlook suggests that Hudson’s Bay retail boxes will continue to play an active role in Canada’s retail ecosystem, though in forms that look markedly different from the department stores that once defined them.

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Canadian Retail News From Around The Web For January 22, 2026

By
Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 48 hours.

Multiple Toys “R” Us locations closing, landlords say they are owed unpaid rent (Globe & Mail / subscribers)

Increasingly hard to be a Toys ‘R’ Us kid as stores continue to shutter (CTV)

Lululemon pauses online sales of leggings over complaints they’re too sheer (National Post)

Oxfam calls out Loblaws and Save-on-Foods amid price increases (CityNews)

Not ‘luxury’ enough? Toronto’s Yorkdale mall owners fight to keep Fairweather out (CBC)

Downtown Edmonton Manulife Place tower getting a huge $45-million facelift (Daily Hive)

Montreal grocery stores and restaurants may soon be required to donate unsold food to food banks (Cult MTL)

As food gets more expensive, Yukoners struggle with ‘ridiculous’ grocery bills (CBC)

Giant Tiger to close Burlington store in March (Grocery Business)

Iqaluit Northmart unveils new look 4 years in the making (Northern News)

Thieves caught on camera stealing Pokémon cards from Metro Vancouver collectibles shop (CP24)

Well Played Opens Inside Fairgrounds Leaside, Redefining Wellness With Recovery, Movement, and Community

By
Mario Toneguzzi
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Well Played
Well Played

Founded by entrepreneur and certified health coach Tara Davidson, Well Played is a reimagined wellness studio located inside Fairgrounds Leaside pickleball club — designed around a simple but powerful idea: people heal, move, and connect differently when they feel safe, welcomed, and seen.

After years spent inside performance-driven environments, Davidson saw how modern wellness had become another checklist — focused on optimization, extremes, and intensity — often leaving people more depleted than restored. As she puts it, “In the pursuit of getting well, most of us were left unwell.” 

Well Played was built as a response to change that.

The studio brings together science-backed recovery — including IV nutrient therapy, red light therapy, and compression — with functional movement classes, all housed within a warm, design-forward social space. The concept intentionally bridges a long-standing gap in the wellness landscape: high-intensity fitness on one end, sterile clinical environments on the other, leaving many people disconnected from what genuinely supports their wellbeing.

Matt Pauderis and Tara Davidson
Matt Pauderis and Tara Davidson

At its core, Well Played is designed to regulate, restore, and reconnect. The environment itself plays a central role — crafted to support nervous system health, encourage sustainable movement, and foster a sense of belonging from the moment guests walk in. Rather than perform or push, visitors are invited to move, recover, linger, and exhale.

As wellness continues to evolve alongside hospitality, retail, and sport-led destinations, Well Played offers a new model — one that’s restorative, social, science-backed, and rooted in joy. Integrated within a pickleball club, the space also reflects how wellness is increasingly becoming part of broader lifestyle ecosystems rather than a standalone destination.

“Fairgrounds is playful, accessible and inherently social, which was exactly the energy we wanted Well Played to live inside. We were not interested in creating another place people had to go out of their way to be well. We wanted to create a destination where you could play pickleball, do some movement, hang out, socialize and do some recovery or get an IV,” said Davidson.

“It becomes an experience rather than a checklist. Being part of a place people already come to for joy and connection allows wellness to feel woven into real life instead of separated from it.”

Well Played
Well Played

Modern wellness has become performance driven and often leaves people depleted. How did that insight shape the design and programming of Well Played?

“That idea influenced everything. We intentionally designed a space that removes pressure. There are no mirrors so people are not comparing themselves to anyone else. They are simply focused on how their own body feels. We used colour, texture and playful elements so the space feels more like a hotel lobby or an event venue than a traditional studio. When you walk in you do not feel like you are about to be evaluated. You feel like you are somewhere social and inviting. That shift alone changes how people move, breathe and relate to their bodies,” explained Davidson.

“People are craving places that help regulate their nervous systems and right now nervous system dysregulation is becoming an epidemic because of how fast, digital and disconnected modern life has become. What resonates about Well Played is that people do not have to rush from appointment to appointment. They can slow down, move, sit, connect and recover in one place. The science gives people confidence but the environment gives them permission to actually relax. That combination is what keeps people coming back.”

Davidson said the brand designed the IV lounge to feel like a living room because the environment around you shapes the environment inside you. 

Well Played
Well Played

“Warmth, comfort and softness matter especially when you are asking someone’s nervous system to settle. IV therapy is powerful but it does not need to feel sterile or intimidating. When people are in a space that feels safe and human their bodies receive the benefits more deeply. The medicine is only part of the experience. The setting is just as important,” she noted.

“Toronto is just the beginning. Well Played was designed from day one as a concept that can grow and evolve by adding new elements, new formats and new ways for people to engage with their wellbeing as it expands. Some locations may lean more into movement, others into recovery, hospitality or social experiences but the through line will always be the same. Spaces that make people feel better, more connected and more at ease in their bodies. That flexibility is what allows the brand to scale while still feeling intentional and human.”

More from Retail Insider:

Well Played
Well Played

Ontario Job Posting Rules Raise the Stakes for Retail

By
Craig Patterson
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Retailer putting a hiring sign in a store window. Retail hiring. Photo: Retail Customer Experience

A blunt LinkedIn warning from recruiter and executive search leader Suzanne Sears is making the rounds in Ontario retail circles, and it is forcing a lot of employers to re-check their templates. “Ontario job posting rules,” Sears wrote, “the fine if caught? $100,000 per ad,” adding that she was “still seeing a lot of retailers NOT posting the salaries.”

In an interview with Retail Insider, Sears, CEO of Best Retail Careers International Inc. said she had posted about the changes in December with little response, then reposted again in mid-January after the rules took effect. “The thing went viral,” she said. “I’m up to about 100,000 views now. And I’m thinking, this seems to be news to everybody, have they been paying attention?”

While the $100,000 figure is widely being repeated online, the actual penalty exposure depends on how enforcement unfolds and what provision is at issue. Still, employment lawyers have been clear about one point: Ontario has now hard-wired new disclosure requirements into the Employment Standards Act, 2000 for publicly advertised job postings, and employers that ignore them are taking on real legal risk. 

What Changed on January 1, 2026

The changes flow from Bill 149, the Working for Workers Four Act, and related amendments and regulations that took effect January 1, 2026. 

At a high level, Ontario’s new framework adds job posting obligations around pay transparency, use of artificial intelligence in screening, and a ban on requiring “Canadian experience.” It also adds a requirement to disclose whether a posting is for an existing vacancy, plus a duty to provide candidates with a status update after an interview, within a prescribed timeline. 

Suzanne Sears

For retailers, the operational reality is simple: if you are posting roles that will be performed in Ontario and you meet the employee threshold, job ads are no longer “just marketing.” They are compliance documents.

Who Must Comply, and What Counts as a Public Posting

The requirements generally apply to Ontario employers with 25 or more employees on the day a publicly advertised job posting is posted. 

The rules are tied to “publicly advertised job postings,” which employment law summaries describe as external postings advertised to the general public. This can include postings on LinkedIn, Indeed, third-party job boards, and recruiting agency listings, which is exactly why Sears’ post struck a nerve. 

There are exclusions. Summaries of the framework note that general recruitment campaigns and general “help wanted” signs that do not advertise a specific position are treated differently than specific role postings, and internal-only postings limited to existing employees fall outside the definition. 

Pay Transparency, and the $50,000 Range Rule

The highest-profile change is compensation disclosure. Covered employers must include either the expected compensation or a range of expected compensation in publicly advertised job postings. 

If an employer uses a range, widely cited guidance notes the range generally cannot exceed $50,000 for positions under the $200,000 threshold, and the disclosure requirement does not apply where the expected compensation is more than $200,000 annually, or where the top of the range is above $200,000. 

Sears said the point is to reduce what she views as bait-and-switch behaviour, particularly in commission-heavy environments. “Part of the problem has been,” she said, “companies with high commission structures will post a job of $150,000 a year, and then people go apply to it only to find out it’s minimum wage and if you sell enough it could be that much. So it’s deceptive.”

She also argues pay disclosure is a fairness issue. “The wage is the wage,” she said, describing how transparency can reduce the ability to pay different rates for the same job depending on who is hired.

AI Screening Must Be Disclosed

Another change that will matter to larger retailers, especially those using applicant tracking systems and automated screening, is the AI disclosure requirement. Under the ESA job postings provisions, an employer that uses artificial intelligence to screen, assess, or select applicants must disclose that use in the posting. 

Sears framed the broader intent as cleaning up an increasingly impersonal hiring funnel. “The internet has made the whole process very impersonal,” she said, “and as a result, very obtuse.”

“Canadian Experience” Can No Longer Be Required

Ontario’s new job postings rules also prohibit employers from including requirements related to “Canadian experience” in publicly advertised job postings and associated application forms, a change intended to reduce barriers for internationally trained workers. 

Sears called the requirement “very disheartening” for newcomers. “It’s very disheartening to move to this country, go through all the hoops, and see that in an ad,” she said. “At least someone gets to apply.”

Vacancy Disclosure, Interview Follow-Up, and Record Keeping

The rules go beyond pay and hiring language. Amendments to the ESA also require employers to include a statement disclosing whether the posting is for an existing vacancy. 

For candidates who reach a real interview stage, Ontario now requires employers to provide an update within a prescribed period. Multiple legal summaries describe the requirement as notifying interviewed applicants whether a hiring decision has been made, within 45 days of the interview, or the final interview if there were several. 

There is also a retention obligation. Employers must retain copies of publicly advertised job postings and associated application forms for three years after the posting is taken down or access is removed. 

Sears said these changes respond to what many candidates describe as a black hole process. “How many companies let it slide in 90, 120 days with no reply?” she asked. “You have to actually reply now.”

Penalties, Enforcement, and Why Retailers Should Not Treat This as Optional

Sears’ viral framing of “$100,000 per ad” captured attention because it spoke to fear, but the legal reality is more nuanced. The ESA includes offence provisions and fines, and employment law commentary has highlighted increased maximum fines, including up to $100,000 for individuals on conviction, with higher maximums for corporations depending on prior convictions. 

At the same time, commentary around the new job posting rules has emphasized that enforcement is likely to be complaint-driven, and that reputational pressure may be just as powerful as formal enforcement. 

Sears believes transparency expectations will spread even beyond employers that technically fall outside the 25-employee threshold. “Once people expect that, they have that expectation that the salary will be posted, and you’re not doing it, you’ll become a less preferred employer,” she said.

Practical Implications for Ontario Retail

For large retailers, the immediate work is operational: audit every Ontario posting template, ensure pay disclosure is present and compliant, add AI screening language if applicable, remove “Canadian experience” language, and add a vacancy statement. Then build an internal process to ensure interviewees receive a status update within the required period, and that postings and application materials are retained for three years. 

For recruiting agencies and third-party posters, Sears’ point is that “it applies to recruiting agencies, LinkedIn ads, Indeed ads, etc.” Even when a retailer is not posting directly, it still needs to ensure anyone posting on its behalf is aligned with Ontario’s new expectations. 

And for retail employers tempted to treat this as bureaucratic noise, Sears said the public reaction to her post shows the mood is shifting. “It’s a hot issue,” she said. “It’s the hottest thing I’ve posted in the last 12 months.”

More from Retail Insider:

Good Protein sees rapid growth through Costco relationship

By
Mario Toneguzzi
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Good Protein
Good Protein

 Good Protein is a Canadian-founded wellness brand disrupting one of the most saturated markets with unheard-of growth and strong consumer demand.

After launching a new format at select Costco warehouses earlier in 2025, the brand is entering all Costco warehouses in Canada. Most recently, Good Protein embarked on its first Costco Roadshow in the fourth quarter of 2025 where they visited 10 Costco locations over a period of two months. Now, the brand embarked on a new Costco roadshow, visiting five Costco warehouses at a time for 13 days each over the course of six months. 

In Good Protein’s first year in retail, they  expanded from zero to over 3500 stores, including Costco, generating eight-figure retail revenue. Retailers were eager to stock the brand, having seen its strong presence and following online, a testament to its rapid traction and market impact.

Edward Lalonde
Edward Lalonde

Good Protein’s founder Edward Lalonde said the brand entered the retail market quickly but strategically, by choosing its first retail partners wisely. 

“We initially launched in natural and independent stores to dip our toes in the retail world, then expanded into conventional grocery and pharmacy. At first, it may have seemed tempting to launch everywhere all at once, but as a young business entering retail for the first time, we knew we needed to take it step by step. By doing this, we were able to focus on placing our products where they fit most naturally first and build key relationships–including with Costco, which was our dream retailer,” he said.

“To make this happen, we quickly realized we needed to expand our production capabilities, and now partner with four large manufacturers across Canada, which was no small feat.”

When Costco first reached out to Good Protein in 2022, the brand had to make the most heartbreaking decision in the company’s history and say no. 

“We knew we had significant work to do before being able to make it happen (including upping production capacity) and wanted to make sure a Costco launch would be a success. We also focused on building brand awareness and community, so that customers would recognize us and be excited once we were available at Costco,” explained Lalonde. 

“In March 2025, our hard work paid off —we launched in our first rotation across 70 Costco locations, and it ended up being one of their top launches of the year. We sold three months’ worth of forecasted inventory in just six weeks, proving that the product and format were the right fit and that Costco shoppers were just as excited as we were. They definitely value data and are extremely selective, but to secure more than one rotation, you also need to be a trustable and collaborative partner; which is something we’ve built (and are still building) with them over time.”

Lalonde said the company’s community and brand awareness is a strong part of who it is, and it believes it helped drive its success within Costco, especially since the category is very saturated within retail. 

“By the time we launched in Costco in March 2025, we had built brand credibility and reputation, which meant customers knew us and were more likely to pick up our product on their next Costco run,” said Lalonde.

“Our key differentiator is the taste and texture of our products. Our customers consistently purchase Good Protein not only because it’s packed with high-quality ingredients and is approachable from a brand standpoint, but also because it tastes delicious and is genuinely enjoyable to drink. 

“For this reason, we invest heavily in product demos across all Costco locations, and are about to launch our second roadshow, which will span over six months and run five locations at a time, coast to coast. We know that Costco consumers are strongly driven by product trial, and our product stands out that way.

Edward Lalonde
Edward Lalonde

Lalonde said the best part of roadshows is getting to meet its customers face to face and getting their feedback in real time. 

“Over time, we’ve noticed which of their questions come up the most and are using these insights to inform brand ambassador training and develop marketing materials to support product demos better. For example, frequently asked questions revolve around basic product education, like how to make a shake or smoothie, which liquid to use, or what time of day they should consume our product. This led us to reshaping how we educate consumers on our product, and to explore different formats (like ready-to-drink shakes or individually wrapped sachets),” he said.

“Building a strong in-house supply chain team is a key part of our retail expansion strategy; as it wouldn’t be possible without their expertise. 

Good Protein
Good Protein

Being available in big-box retail represents a major opportunity for us, but we always keep profitability in mind. Why sell millions of dollars’ worth of products if it results in a negative bottom line? It’s very important for us to ensure that every new retailer deal remains profitable for all parties and allows us to support additional initiatives that help leverage our sales within the retail channel.”

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Zucora offers AI powered training platform for Retailers

By
Retail Insider
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Image: Zucora

Zucora, Canada’s leader in product protection solutions for the home furnishings industry, today announced it is now offering Champions to all of its Market Partners at no cost. Champions is a powerful new incentive-driven training platform helping Retail Sales Associates (RSAs) build selling skills while enhancing their product knowledge. 

Retailers using Champions have reported improved sales performance, increased RSA engagement and exceptional customer experiences. The new mobile platform offers a fresh, practical approach to sales training that fits the realities of today’s retail environment.

“Retailers have reported how confident and well-trained Sales Associates make a measurable difference,” said David Cohn, Vice-President Sales at Zucora. “We are now offering our market partners free access to the Champions system. We’re helping RSA teams benefit from quality training that is modern, effective, and enjoyable to use.”

A Modern Approach to RSA Training

Champions provides a learning experience that resonates with today’s RSAs:

  • Bite-sized training modules that are easily accessible on the sales floor
  • Adaptable technology using any mobile device 
  • Gamified environment that encourages progress and friendly competition
  • Virtual webinars are held frequently to support and help guide RSAs
  • Powerful Incentives that deliver valuable rewards – just for learning
  • RSA Surveys that help Retailers maintain a pulse on the industry

SellPoints

With Champions, RSAs are rewarded SellPoints when they complete short courses and correctly answer skill-testing questions that aid in knowledge retention. SellPoints can be accumulated and redeemed for valuable gift cards and merchandise. The more RSAs learn the more they earn.

Designed for Retailer Growth

Through rapid adoption and easy training of RSAs, Retailers have also discovered that Champions is also growing their business and driving improved sales results with:

  • Increased transaction conversion rates
  • Easily accessible product knowledge
  • Engaged and motivated RSAs 
  • Increased product protection attachment rates
  • Seamless customer experience

Convenience for SmartOne Customers

Retailers offering SmartOne product protection plans are also able to use the Champions platform to immediately activate plans for their customers. The easy-to-use plan activation feature also increases attachment rates as RSAs earn additional SellPoints with each plan. Retailers have also found  the elimination of the administrative and registration burden is one of the key benefits of SmartOne plans.

Free Access for SmartOne Partners

As part of its commitment to creating value for home furnishing retailers, Zucora is providing SmartOne Partners with unlimited free access to the Champions platform. Easy RSA onboarding and ongoing support is provided by Zucora. 

“Free use of the Champions solution is one more way we’re helping our market partners elevate their financial performance with improved sales results,” added Cohn.

Retailers not offering the SmartOne program are able to use Champions with a 90-day free trial or subscribe at a low monthly cost. To learn more, retailers can schedule a demonstration by visiting rsachampions.com  or contact their Zucora representative.

About Zucora

For more than 45 years, Zucora has partnered with Canada’s leading home furnishing and appliance retailers to deliver innovative protection plans that add value and help Canadians protect the home investments they’ve worked hard for.

For more information, visit zucora.com.

Sales Contact

Our Vice-President of Sales will be present at Las Vegas Market. Reach out in person. 

sales@zucora.com 

Northland Properties acquires full Canadian rights to Denny’s brand

By
Mario Toneguzzi
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Northland Properties has acquired the trademarks, intellectual property and exclusive rights to the Denny’s brand in Canada, consolidating full control of the restaurant chain after more than three decades as its master franchisor.

The privately held Vancouver-based hospitality company said the transaction also includes an equity position in Denny’s Inc., a move it described as strengthening its long-term alignment with the brand while allowing it to make decisions tailored to the Canadian market.

Deal consolidates long-standing relationship

Northland has operated Denny’s in Canada since 1990 and previously held the role of master franchisor. Under the new arrangement, it now owns the brand outright in Canada, giving it authority over strategy, development and brand direction domestically.

In announcing the acquisition, the company framed the deal as a continuation of its existing relationship with Denny’s rather than a change in day-to-day operations. Denny’s Canada currently operates 85 restaurants nationwide, including 57 owned by Northland Properties and 28 franchised locations.

The Canadian network employs more than 3,500 people across the country, according to the company.

National footprint and employment base

Denny’s Canada has locations in multiple provinces and positions itself as a full-service diner brand. Northland said the acquisition reinforces its commitment to maintaining and expanding that presence while providing continuity for franchisees and employees.

The company also said the transaction is intended to support long-term growth and stability, though it did not disclose financial terms of the deal or outline a specific expansion timeline.

Northland chief executive Tom Gaglardi said the company views the acquisition as a strategic step that formalizes its long-standing involvement with the brand.

“Northland has been passionate about the Denny’s brand for decades, and this acquisition reflects our confidence in its future. By securing full rights in Canada, we have the flexibility to make decisions that best serve Canadian guests and ensure the brand continues to thrive in communities across the country,” Gaglardi said.

Focus on growth and brand control

Northland said full ownership of the Canadian rights will allow it to pursue Canadian-specific strategies while remaining connected to Denny’s global operations through its equity stake in Denny’s Inc.

The company characterized the move as a way to balance global brand alignment with local decision-making, particularly in areas such as menu development, restaurant investment and workforce development.

Alan Howie, president and chief operating officer of Northland Restaurant Group, said the company plans to use its expanded authority to support growth initiatives while maintaining continuity for customers.

“This acquisition represents an exciting opportunity for Northland to accelerate growth and strengthen Denny’s relevance with Canadian guests,” Howie said. “With full brand control in Canada, we can invest meaningfully in menu innovation, restaurant development, and our people, while preserving the heritage that Canadians know and love.”

Source: Northland Properties
Source: Northland Properties

Franchise stability and Canadian focus

Northland said its intent is to grow Denny’s presence responsibly across Canada, emphasizing stability for existing franchisees, employees and guests. The company said having greater latitude over Canadian operations positions it to respond to local market needs without compromising brand consistency.

The release did not specify whether the acquisition would result in immediate changes to franchising agreements, restaurant operations or staffing levels.

Northland also did not indicate whether additional restaurant openings are planned in the near term, but said the transaction supports long-term development of the brand in Canada.

Source: Northland Properties
Source: Northland Properties

Part of a broader hospitality portfolio

Denny’s Canada is one of several hospitality brands operated by Northland Properties, a Canadian family-owned company headquartered in Vancouver. The company’s portfolio includes restaurant, hotel and resort businesses across the country.

Northland Properties Corp. does business as Denny’s Canada and is responsible for operating and franchising all 85 Canadian locations. The company describes the diner chain as a long-standing part of its hospitality offerings.

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Collective Arts Carves Out a New Space in Clean, Functional Energy with Botany

By
Mario Toneguzzi
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Collective Arts
Collective Arts

Collective Arts, the Canadian craft beverage company known for pushing the boundaries of creativity and innovation, has launched Botany Energy, a new line of clean energy drinks. The introduction of Botany Energy marks Collective Arts’ continued expansion beyond craft beer and into the fast-growing functional beverage market.

The company said Botany brings a fresh perspective to the energy drink category, blending thoughtful formulation with signature eye-catching design. Each product is crafted to fit the way people want to feel today: focused but not wired, energized but still grounded, supported throughout the day without the extremes. 

Energy is no longer a one-size-fits-all category. Consumers are driving rapid growth in new sub-segments like clean energy, functional energy, and adaptogenic blends, it said.

Toni Shelton
Toni Shelton

“Consumers, especially Gen Z and Millennial women, are reimagining energy,” said Toni Shelton, VP Brand and Strategy at Collective Arts. “They’re done with the ‘slam a can and brace yourself’ mentality. They want steady, supportive energy that fits into a balanced, wellness-focused lifestyle. Botany brings that to life with clean, adaptogenic formulations built for daily energy that fits women’s lives, not the other way around.”

The company said Botany Energy is part of the Botany lineup of beverages that champion the nourishment that nature intended. Botany Energy has two sister portfolios: Botany Elixirs and Botany Waters – already in market – both derived from the same values as Botany Energy but with a different set of features and functions. 

Botany Energy is now available in 7-Eleven stores across Canada, with expanded distribution rolling out in 2026. Botany’s Elixirs and Waters can be found at select quality grocery retailers including Whole Foods, Healthy Planet, Sobey’s, Fortinos and Well.ca. All Botany beverages can also be purchased in Ontario at Collective Arts Hamilton and Toronto spaces and online shop.

Fusing innovative beverages with talents of emerging artists

Founded in 2013, Collective Arts fuses innovative beverages with the talents of emerging artists from around the world. Their goal is to create a locally relevant, globally iconic lifestyle brand, focused on providing artists with a platform to be discovered and amplified. 

Collective Arts
Collective Arts

The company is based in Hamilton with its main facility. It also has a taproom and event space in Toronto on Dundas and Bathurst. 

“We sell everything you can imagine. We started as a craft brewery  . .  . The typical craft brewery model is to root yourself in a local neighbourhood and become really geographically loved by your local community. Collective Arts kind of tried to look at the craft beer model and how do you create a globally relevant craft beer company, when there’s thousands of them everywhere in pockets of neighbourhoods,” said Shelton.

“And so really the impetus behind it was coming from the design space, is how do you take all of this amazing art that’s out in the world and bring it closer to consumers. A lot of the time, artists find their work gets stuck on gallery walls where they don’t make a ton of money, they don’t get nearly enough eyeballs on it, and it’s hard as an artist. They’re kind of stuck talking to the same people in their own little echo chamber.

“So Collective Arts created a brand platform, and really that’s what we are and why we have so many different categories that we play in.

“We have a call for art that anyone from around the world can submit art to at any time in the year. We don’t own the art. We licence it for a period of time. And that way the artists can go and do what they want with their art. They can go sell it to Nike if they need to, or give us their scrapbooks, is kind of what we always say.”

Grassroots artist community created

Shelton said the company has created this grassroots artist community from around the world. 

“We have folks submit art from Iran and Korea and Spain, and 40 different countries. We’ve had, I think, 30,000 submissions of art over the years, and we’ve really created this creative community and brand for us,” she explained.

“So then we go look at the products we make. We started in craft beer, a really highly experiential consumer category. People want new, they want innovative, constantly rotating products. Then we looked into what other categories we can play in. Cider was the next one, being able to use local juice and local fruit and play around with different flavour profiles. We’ve got two of the top-selling ciders, Ontario ciders, in the LCBO.

“Then we look at spirits. We make a lot of gins, some of the really, really well-awarded gins. The reason we get into gin is because it’s one of the spirits you can actually have fun with and play with when it comes to flavours and botanicals. Whereas vodka, there’s only so much creativity you can apply. For our gins, we were really able to have a little bit of fun there.

“And then the RTD (Ready to Drink) market. Beer starts to decline. People are minding their waist a little bit more. And then we start to get into the craft cocktail, ready-to-drink market. We’ve been doing that for probably seven years, more now.”

Collective Arts
Collective Arts

It’s all about creativity and quality.

“Whatever category we’re in, the reason a consumer picks us off the shelf is because they know they can trust that there’s been integrity and authenticity that’s gone into creating the liquid. But they also know there’s going to be a unique experience when it comes to seeing what art is being featured on the label,” said Shelton.

“We’ve gone through a lot of different market challenges over the years, whether it’s the pandemic or the sober curious movement. And as we know, a lot of challenges make for a lot of opportunities. And now we are taking non-alcoholic seriously. We know our consumers are millennials and the up-and-coming Gen Z consumer. We know they like creating authentic, unique experiences. They like to disdain the status quo. And so we’ve created a lineup of alcohol alternatives. We have our non-alcoholic beer . . . and then we have some zero-proof cocktails, which is a bit of a strange category, because we hold ourselves really high to the standards that we put into making products. It’s a zero-proof cocktail without the booze, but we’ve spent a lot of time crafting that experience so that you get real juices, real flavours of tequila, and you don’t have to compromise on what a well-balanced cocktail tastes like, whether it’s got the real thing in it or not.

Consumers not shopping in silos

“We started in beer. We own that. We methodically go through categories. We don’t just jump into a category for the sake of it. What really drives us is knowing our consumers. And we know our consumers don’t shop in silos. You don’t just drink beer. You don’t just drink cocktails. You drink water. You drink energy drinks. You drink better-for-you things.

“And so when we look at the trends in beverage, there’s a lot of moderation. It’s less about abstinence and more about mindful consumption and having options. That’s the driving force behind why we’re in those categories.”

But the reason the company believes it belongs in those categories goes back to its brand platform, because it is truly trying to bring more art into the everyday.

“We disrupted the craft beer industry with our art model, we think we can do that in these other categories.”

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RONA’s Value Strategy: Where Brand, Retail Media, and Vendors Connect

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Retail Insider
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Being successful with RONA today is about more than a strong product. It’s about how your brand connects with customers to create a unique experience and bring them value. Brand strategy, retail media, and digital experience work together to shape where shoppers start, what they trust, and what they choose. Knowing how these elements connect within this retail ecosystem is essential to being a stronger partner.

That’s what makes the In Conversation with Retailer Leaders breakfast featuring the RONA leadership team on January 27, 2026, at the Toronto Airport Marriott Hotel so valuable.

This session goes inside how one of Canada’s most influential home improvement retailers builds its ecosystem. In a discussion led by Kim Furlong, President and CEO of Retail Council of Canada, with Catherine Laporte, Chief Digital and Marketing Officer, RONA, and Doug Young, Chief Merchandising Officer, RONA, you’ll hear how this retailer’s evolving private brands deliver both value and exclusivity, giving customers a clear reason to choose RONA. You’ll also see how national brands drive credibility and traffic, while differentiation increasingly comes from the experience that surrounds them.

You’ll learn how this approach to brand repositioning, sustained media investment, and breakthrough creative shapes which vendor brands gain visibility and momentum. Understanding how RONA builds emotional connection through cultural campaigns like Mike chez RONA and Homes of Hockey, and how strong brands unlock earned media and high-impact partnerships, shows where real commercial value is created and how vendors can align with it.

Retail media is where this becomes actionable. In this environment, media works when it reinforces brand and experience—not when it runs in isolation. Vendors who understand how RONA connects retail media to category strategy and customer experience can build programs that perform better, spend smarter, and deliver clearer ROI. Add in the power of digital touchpoints shaping decisions before shoppers reach the shelf, and this becomes a roadmap for stronger launches and sharper campaigns.

All vendors are invited to attend the In Conversation with Retailer Leaders breakfast on January 27, 2026, from 7:30 a.m. to 9:15 a.m., at the Toronto Airport Marriott Hotel. Start the day with practical insight, high-value networking, a great breakfast, plenty of coffee, and easy parking.

Get your tickets at: retailcouncil.org/event

Heartland Town Centre adds first-to-Canada concept as leasing surges

By
Craig Patterson
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Heartland Town Centre in Mississauga. Image supplied

Heartland Town Centre in Mississauga is entering another year of active growth as a slate of new retailers, restaurants, and services join the 2.2-million-square-foot, open-air complex at Highway 401 and Mavis Road. Orlando Corporation, which owns and manages the property, has advanced a program of targeted leasing that builds on already strong sales performance across the site, while shaping a fuller mix that serves everyday needs and destination-driven visits.

Matthew Kaplan, Senior Leasing Manager at Orlando Corporation, described 2025 as a busy year of deal-making, with a mix of national brands, category leaders and experience-oriented uses either now open or underway. “It’s fun, it’s busy, there’s a lot of growth and changes,” he said from onsite at the centre. “We’ve been quite active and the goal is to deliver a well-rounded experience that keeps Heartland top of mind for shoppers across the region.”

Matthew Kaplan

The Heartland Town Centre leasing program is anchored by tenants that increase frequency, broaden the dining offer, and add family-friendly entertainment. One new announcement is Kids Empire, an indoor playground brand with roughly 200 locations across the United States and Europe, which has selected Heartland for its first Canadian site. “They ran the demographics for what was required to be successful, and we have around three times the number of children in the trade area that would have satisfied their metrics,” said Kaplan. Kids Empire took possession of the roughly 12,000-square-foot premises in late September, with an opening planned for early 2026. Kenzie Kohl of Retail Ventures CDN is representing Kids Empire (kenzie@retailcnd.com).

A first to Canada strengthens Heartland’s regional draw

First-to-market concepts have been a feature of Heartland’s leasing in recent years, from fast-growing food brands to specialty retail and recreation. Kids Empire adds a high-visibility family attraction that naturally lengthens visits and creates reasons to return. “It adds another attraction for people to spend more time in the centre and draws more families,” said Kaplan. “It is part of rounding out the overall experience and giving customers more reasons to visit the centre”

The new concept complements an entertainment cluster that has been performing well. “Activate Games has been very successful,” Kaplan noted, adding that experiential uses continue to benefit from the centre’s scale, parking supply, access and visibility from major routes. Heartland’s critical mass of more than 220 stores, restaurants and grocery in over 2.2m sq ft of retail space makes it a logical node for multi-purpose trips, which supports both planned visits and impulse cross-shopping.

Activate Games is another popular attraction at Heartland Town Centre. Photo: Activate Games

Food and beverage keeps building, led by nationally scaled winners

Food service remains a pillar of the leasing story. Chick-fil-A opened a 5,000-square-foot restaurant at the end of August 2025, joining a roster that includes strong QSR performers like Wingstop and McDonald’s and Krispy Kreme at a key intersection on site. “We basically have all the major fast food operators,” said Kaplan. “There is no reason for them not to look at Heartland, especially given how busy we are, how close we are to the 401 and surrounding established residential and employment lands.”

Jersey Mike’s Subs debuted in June and is “exceeding expectations,” according to Kaplan, and Pokeworks opened in November. Orlando has finalized a lease with Chipotle for a prime corner that would open in mid-2026. While specific unit transitions are sensitive during negotiations, the intent is clear. “That sets a new standard for us,” Kaplan said, noting that a top-tier fast-casual brand can both raise rents on benchmark corners and lift the surrounding trade.

Chick-fil-A at Heartland Town Centre. Photo: Chick-fil-A

The dining push builds on previous openings that have tallied notable results. Paris Baguette, for example, was on pace for sales to exceed $1000 per sq in first-year sales, and Crumbl Cookies has achieved similar volume.

“We are constantly trying to improve the tenant mix for the centre, bringing a better experience for consumers,” Kaplan said. “It is exciting to consistently raise the overall bar for retailers and restaurants in HTC.”

Convenience and care: Shoppers Drug Mart arrives at last

One of the most meaningful additions from a day-to-day perspective is Shoppers Drug Mart, which is now under construction and slated to open before the end of the year. Adding Shopper’s Drug Mart may not make a huge splash with such an established national tenant, but it is very important for us. It adds another industry leader with touch of convenience and another reason for people to come to the site on a regular basis.”

For a large format, open-air property, the arrival of an institutional drugstore cements a core errand function that supports repeat visits throughout the week. Coupled with grocers, general merchandise anchors and specialty health and beauty tenants, the centre’s essentials mix is poised to benefit from the residential growth surrounding north Mississauga and the site’s regional accessibility.

Heartland Town Centre in Mississauga. Image supplied

Specialty retail: lifestyle, outdoor and wellness

On the specialty side, outdoor retailer Mountain Warehouse has taken a 7,300-square-foot former International Clothiers space and opened ahead of this past Black Friday. The Kind Matter Company, an eco-focused lifestyle and home goods concept now backed by Terra Greenhouses, joined Heartland with a store opened on Black Friday. Kaplan pointed to the brand’s competitive price points and natural ingredients as differentiators that resonate with families. “The pricing is very competitive with a grocery store. Incredible natural products at prices competitive with the ubiquitous harsh chemicals for the home is a compelling offering,” he said.

The additions add traction in categories that encourage browsing and gifting, while reinforcing the centre’s reputation as a hub for home, lifestyle and outdoor gear. The Heartland Town Centre expansion in these categories reflects the property’s dual role as both a regional power centre and a neighbourhood shopping node.

Heartland’s large footprint and flexible buildings allow for service and auto uses that can be hard to place in enclosed malls or dense main streets. Kal Tire opened in March, adding to a growing cluster that captures routine maintenance trips along with seasonal tire change traffic. Orlando continues to evaluate service concepts that fit the site’s traffic patterns and access that generate reliable frequency and create opportunities for incidental cross-shop with adjacent retailers.

Heartland Town Centre in Mississauga. Image supplied

Sales performance remains a bright spot

While Orlando does not publicly disclose tenant-by-tenant sales on a regular basis, Kaplan pointed to a track record of strong performance across several categories. In jewellery, Malabar recorded exceptional sales in its first year, reaching sales figures more commonly associated with top-performing luxury centres. Bread bakery café Paris Baguette and cookie bakery Crumbl have both produced first-year sales far surpassing budgets, validating the depth of the market for indulgent treats and everyday gifting.

Discount variety continues to show remarkable resilience, to the point where Heartland will soon host three Dollarama locations across different nodes on the site. “There is definitely a market for it as consumers continue seeking value,” Kaplan said, noting that proximity to anchors like Loblaws creates natural cross-traffic. The performance profile is not limited to value players, however. Uniqlo, which opened last year, “is happy with their business, and has been a popular addition to the site” and experiential operators have also given positive feedback.

As a landlord, Orlando measures success as much by tenant mix and visit frequency as by base rent and percentage rent. “We want the Crumbls and the Wingstops of the world that can do sales in excess of $1,500 per sq ft out of two thousand square feet. That is how you keep customers interested in the centre and stay top of mind for visitors and tenants alike.”

Malabar Gold and Diamonds at Heartland Town Centre. Photo: Orlando Corporation

Site enhancement and careful curation

Beyond leasing, Orlando continues to invest in the physical plant of the centre. On Latimer Drive, façades are being refreshed to modernize the look and strengthen restaurant visibility. The work is part of routine lifecycle improvement across a mature site, with the aim of keeping curb appeal high for both first-time visitors and longtime regulars. “We are refreshing the exterior and looking to add exciting restaurants,” Kaplan said, framing the work as long-term asset stewardship.

Turnover is a fact of life in open-air power centres where tenancies often run in five- to ten-year cycles. Orlando’s approach is to manage that churn so it yields a better mix over time. Over the last 3 years the centre has seen incredible changes adding over 50 new stores and restaurants. The overarching strategy is to keep Heartland relevant for how people shop today, while setting the stage for the next cycle of growth. Additional tenants added in 2025 include Geox, Magnotta and Walking on a Cloud. New store openings for 2026 include Jack and Jones and Danier Leather.

Why Heartland keeps Succeeding

Several fundamentals support Heartland’s continued strength. The location, spanning all four corners through to Matheson and Boyer Boulevards, is visible and easy to navigate, and the centre’s parking capacity remains a practical advantage for big-box trips, bulky purchases and family outings. The trade area’s demographics combine established neighbourhoods with ongoing intensification in Mississauga and Brampton, producing a wide base of weekly needs and discretionary spend. The merchandising plan, which now blends outlet, full-price and specialty retail with services and entertainment, creates many reasons to visit and to linger.

Kaplan also credits the centre’s flexibility. Freestanding buildings and pad opportunities enable quick-service and fast-casual brands to secure drive-throughs or dedicated patios, while mid-box floorplates can be adapted for categories from outdoor gear to fashion and beauty. “With a mature site like Heartland, we are constantly evolving and responding to the needs of the consumer,” Kaplan said, referring to the puzzle of working within existing covenants and building layouts. “But that is our responsibility with this incredible asset. We are adapting and working it so we can keep adding the right tenants to make Heartland Town Centre an everyday stop as well as destination shopping.”

For more information on Heartland Town Centre, contact Matthew Kaplan kaplanm@orlandocorp.com

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