Inside a Loblaw Grocery Store (Image: Dustin Fuhs)
Food inflation in Canada climbed again in August, reaching 3.4%, exactly as forecast. Grocery prices rose 3.5%, running a full 1.6 points higher than the general inflation rate. For every month of 2025 so far, food inflation has outpaced overall inflation. The grocery aisle has become a pressure point for households across the country, and it’s not just the market at work—it’s Ottawa.
Government policies have played a central role. The GST holiday, sold as relief, distorted retail pricing signals. More importantly, counter-tariffs against U.S. products—introduced as a political bargaining chip—artificially inflated costs. The federal government claimed to be protecting Canadian interests, but in reality, these measures landed squarely on consumers’ grocery bills.
The impact has varied by region. Prince Edward Island now suffers the highest retail food inflation in Canada at 4.2%, while Manitoba enjoys the lowest at 3.1%. In specific categories, the distortions are glaring: coffee and tea jumped 22.4%, nuts 14.2%, sugar 5.4%, seafood 4.5%, and cookies and crackers 4.4%. With the exception of meat, these increases were fueled directly by counter-tariffs, which finally ended on September 1.
Meat tells a different story. Prices rose 10.5%, not because of Ottawa, but because of nature and economics. Drought conditions and soaring feed costs have pushed many cattle producers to exit the business altogether. With herds shrinking, supply is tightening, and beef prices are unlikely to normalize until early 2027 at the very earliest. That structural reality will keep meat a costly staple for years.
Amid the tariff chaos, however, some small miracles have appeared. Both fresh fruits (-1.1%) and vegetables (-2%) were cheaper this month, offering rare relief in the produce aisle. Rice, a staple for many Canadian households, also fell (-1.9%). These declines, while modest, show that not all categories are moving in lockstep—and that consumers are still finding pockets of affordability despite political and climatic shocks.
The contrast with the United States is stark. Canada’s food-at-home inflation peaked at nearly 4% in April, while American households faced rates closer to 2%. Canada’s grocery aisle is hotter and more volatile, while U.S. prices, though rising, remain steadier. Canadian families are absorbing the cost of political experiments that their American counterparts have been spared.
Yet when the new inflation numbers were released, most media outlets followed a familiar script: report that food prices are rising, but skip the “why.” The uncomfortable truth is that Ottawa’s counter-tariffs, not vague global forces, were responsible for much of the pain. By ignoring the real cause, coverage only shields decision-makers from accountability.
Canadians deserve honesty about what is driving their grocery bills. Policy-induced inflation is a political choice, not an inevitability. The worst is likely behind us—provided Ottawa resists the temptation to play with market conditions again.
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 24 hours.
Rendering of the new Montreal Eaton Centre 'Edo Japon' location. Image: Edo Japan
Later this year, Edo Japan will open a redeveloped flagship restaurant at Montreal Eaton Centre, setting the stage for a significant push into Quebec. The Calgary-based quick-service brand, known for fresh Japanese-inspired meals and its famous teriyaki sauce, plans to build out a network the company believes could exceed 150 locations across the province. In Quebec, the brand will operate as Edo Japon, the French-language entity of Edo.
The opening marks a return for Edo Japan, which previously operated in the Montreal Eaton Centre before its redevelopment of the foodcourt. With the centre’s renovation nearing completion, the re-opening is the first step in a multi-year strategy to introduce Edo Japan to Quebecers at scale, with an emphasis on cultural nuance, franchisee economics, and a menu that has broadened well beyond the grilled teriyaki meals that built the chain’s reputation.
Edo Japan was founded in 1979 in Calgary by Reverend Susumu Ikuta, a Buddhist minister who turned a passion for teppan-style cooking into a small chain that quickly gained traction in Western Canadian shopping centres. Growth continued when Canadian restaurant executive, Tom Donaldson, came on board and expanded its presence. Following the company’s acquisition by Yellow Point Equity Partners, Edo Japan entered a new phase under the leadership of current President & CEO David Minnett, who has driven record growth, elevated franchisee performance, and positioned the company as one of Canada’s leading quick-service restaurant success stories.
The footprint has since doubled over the last decade. Edo Japan now operates more than 200 restaurants nationwide and serves over 12 million meals annually. “We pride ourselves on responsible growth,” said Greg Vogeli, Vice President, Business Development & Corporate Affairs. “We’re mindful of keeping the economic model for our franchisees sound. We do not grow just for the sake of growing.”
Greg Vogeli
Why Quebec and Why Now?
Although the company has expanded through British Columbia and Ontario, and has begun opening in the Maritimes and the United States, Quebec remained a deliberate holdout until now. The reason was strategic. “Quebec has a unique business environment that requires a thoughtful approach to expansion,” said Vogeli. “Having operated here before, we recognize that a one-size-fits-all strategy doesn’t work. Our focus is on adapting to the market and building the right foundation for sustainable growth.”
That approach includes localized branding and French-first marketing in the province under the name Edo Japon, while the broader corporate identity remains Edo Japan. “This isn’t about surface-level adjustments,” Vogeli explained. “It’s about building a strategy that reflects the market and creates a lasting connection with Quebec consumers.” The company’s internal market research suggests the timing is favourable. “Asian cuisine actually over-indexes in Quebec relative to the rest of Canada,” he added. “That gives us confidence in the opportunity here.”
Rendering of the new Montreal Eaton Centre ‘Edo Japon’ location. Image: Edo Japan
Montreal Eaton Centre as a Launchpad
The choice of Montreal Eaton Centre is both symbolic and practical. Edo Japan operated a legacy store in the complex until late 2024. “The former location was a long-running family franchise that lasted almost 30 years,” said Vogeli. “But the brand has evolved so much since then. Re-opening at Montreal Eaton Centre with our new design and menu allows us to relaunch in Quebec with a strong first impression.”
The new flagship will feature a refreshed design, digital menu boards, and an expanded menu that has been rolled out across the chain in recent years. “Food courts are a powerful way to drive trial,” Vogeli noted. “ The sheer traffic through Montreal Eaton Centre allows us to introduce the brand to a large number of guests quickly. And once they’ve experienced our food, we’re confident they’ll return.”
That focus on trial aligns with the brand’s confidence in its core flavour profile. “There is a strong contingent of customers we call Edo addicts,” he said with a laugh. “They just cannot get enough of our teriyaki sauce. It is incredibly craveable.”
Image of a French language-branded ‘Edo Japon’ location. Image: Edo Japan
A Menu Built on Five Pillars
While the teriyaki chicken and sukiyaki beef meals remain the foundation, the brand has diversified. “Alongside our signature grilled meals, we now offer ramen with a new flavourful broth, poke bowls, bubble tea, and sushi,” Vogeli said. “Sushi and bubble tea have become an important part of the offering, particularly in newer markets, but our grilled meals remain the backbone of the business.”
The company does not plan Quebec-specific menu items at launch but will adapt. “Our menu has been embraced across Canada and performed well at Montreal Eaton Centre,” said Vogeli. “We’ll build from that foundation, track what resonates, and listen to customers. If there’s an opportunity to tailor offerings to Quebec tastes, we’ll absolutely explore it.”
Image: Edo Japan
Partnering with Local Operators
The plan for Quebec is to recruit experienced franchisees who understand provincial regulations, labour markets, and consumer preferences. “We are looking for seasoned operators who already have that expertise and can grow with us,” said Vogeli. “Single-unit owner-operators have always been an important part of our growth, but the opportunity in Quebec is significant. Partnering with multi-unit franchisees who can develop clusters of locations in a shorter timespan and build out trade areas will be a key advantage.”
According to Vogeli, approximately 73 per cent of Edo Japan locations are run by multi-unit franchisees. The company has won the Canadian Franchise Association’s Franchisees’ Choice designation 15 years in a row, which he cites as a by-product of that long-term orientation. “We do not want to profit at the expense of franchisees,” he said. “We support them with training, marketing, supply chain, and an economic model that works.”
Edo Japan’s strategy in Quebec will concentrate new restaurants in defined trade areas to establish visibility and repeat exposure. “Ideally, we would open clusters of locations, where multi-unit franchisees can build out trade areas in a meaningful way,” Vogeli explained. “Having three or four locations within a trade area creates strong visibility and brand presence. The more often guests see us, the more likely they are to try the food. Food courts accelerate trial, but we see opportunity in both food courts and street locations.”
Image of a Montreal ‘Edo Japon’ location (noting the distance to Tokyo on the wall). Image: Edo Japan
How Big Can the Market Get?
Asked for a target, Vogeli did not hesitate. “We see the potential for more than 150 locations,” he said. “The Greater Montreal area alone represents significant opportunity. Quebecers also over-index on household restaurant spend and have a strong dining-out culture. Even at one location per 50,000 people, the math points to substantial growth.”
He cautioned that adoption curves vary by region. “In Quebec City and in rural communities, growth may accelerate quickly or take longer to build,” he said. “We will expand responsibly and let performance guide the pace.”
This steady, economics-first stance has been consistent across the network. “We have been careful to avoid over developing within existing markets,” said Vogeli. “In cities like Edmonton and Calgary, we already have strong coverage, and we don’t add locations simply to increase the count.”
Image of a French language-branded ‘Edo Japon’ location. Image: Edo Japan
The Role of Marketing and Design
The new Quebec flagship will showcase the brand’s updated aesthetic and contemporary marketing. “We expect a strong impact when we reopen,” said Vogeli. “With digital menu boards, a refreshed design, and compelling social content, the marketing team has positioned us exceptionally well. The brand presentation is on trend and highly appealing.”
While the focus today is Quebec, Edo Japan is also testing growth beyond Canada. The company opened its first U.S. restaurant in Chandler, Arizona, earlier this year. “We have a focused strategy to open a small number of locations in the short term as a proof of concept,” noted Vogeli. “It’s an exciting step, and we look forward to a favourable acceptance of the brand and considering broader expansion.”
He is clear, however, that Quebec represents the most immediate prize. “Ontario represents a major growth market for us and will continue to expand,” he said. “Quebec is the natural next step for Edo Japan, and we’ve taken the time to ensure we approach it the right way.”
For those seeking franchise and real estate opportunites with Edo Japan, please visit: franchising.edojapan.com. To reach Greg Vogeli, Vice President of Business Development & Corporate Affairs at Edo Japan, email: GregV@edojapan.com
Shop Canadian signage at a store. Photo: Craig Patterson
The so-called buy Canadian movement gained momentum when U.S. President Donald Trump suggested, half in jest but with a tone of menace, that Canada could one day become America’s “51st state.” The remark struck a nerve. Canadians reacted with indignation and pride, choosing to affirm their sovereignty not only through political rhetoric but also through their wallets. Many began rejecting U.S. products and looking more deliberately at what it meant to support Canadian ones.
At first glance, it appears that some companies have gained from this wave of patriotism. Liquor boards reported stronger sales of Canadian wines and beers, though these increases were largely the product of institutional bans on U.S. products rather than a broad-based consumer awakening. In grocery retail, NielsenIQ data showed U.S. food product sales falling by 8.5 percent last spring within only a few months. Yet the sales of Canadian products remained largely flat, suggesting that the vacuum left by fewer American imports did not translate into an equivalent rise in domestic demand.
Instead, the gap has invited another phenomenon: “maple washing.” This is where products are branded or marketed as Canadian even though they are not genuinely so. We have seen oranges and almonds sold with a maple leaf logo despite the obvious reality that Canada does not produce these commodities at scale. Packaged foods made almost entirely from imported ingredients but assembled in Canada are now presented as “homegrown.” These cases, and many others circulating on social media, reveal just how quick some companies are to exploit patriotism without delivering on its promise. Canadians have grown impatient with such practices. They expect detail, transparency, and honesty from their grocers, and when those expectations are not met, trust erodes.
The food service sector has joined this race to capture national sentiment, though often with gestures that border on the absurd. Subway’s “Ditch the Inch” campaign, where sandwiches previously sold as six inches are now marketed as 15.24 centimetres, is a case in point. It is clever in a superficial way, tapping into Canada’s use of the metric system, but it hardly amounts to an authentic expression of Canadian identity. Such stunts risk trivializing a movement that, at its best, could reinforce real pride in local food systems.
The deeper question, then, is what it really means to “buy Canadian.” Patriotism in the United States has long been tied to market currency. The flag itself is a sales tool. In Canada, patriotism has always been more understated. It is not something Canadians announce loudly or constantly measure at the cash register. Instead, it lives in ideals of fairness, trust, authenticity, and community. In the food economy, being Canadian is not about draping products in red and white but about behaving in ways that reflect these values. That means being transparent about sourcing, investing in local communities, supporting farmers and processors, respecting Indigenous food systems, and treating sustainability as part of national identity.
What is crucial to understand is that Canadians do not want to be sold patriotism. They want it to be celebrated and honoured. When companies exploit patriotic symbols only as a marketing shortcut, they betray the very sentiment they are trying to capture. By contrast, when businesses celebrate Canadian values authentically—by supporting local supply chains, paying respect to diverse food traditions, and operating with integrity—consumers respond with loyalty and pride.
In this sense, Canadian patriotism is a mindset rather than a marketing tactic. It is about building trust over time, not securing a quick sale with a maple leaf sticker. A grocery store or restaurant can look like it is celebrating Canada Day every day of the year, but without grounding its practices in honesty and responsibility, consumers will see through the façade. Patriotism in Canada, unlike in the United States, is not about spectacle but about substance.
The risk is that, if companies continue to push the maple leaf too aggressively without delivering the integrity behind it, the buy-Canadian movement will lose credibility and collapse under its own weight. Canadians have little tolerance for hollow gestures, especially when tied to something as sensitive as food. What they want is not the performance of patriotism but the experience of authenticity. To be Canadian in the food economy is to be grounded, real, and committed to values that extend beyond the marketplace. That is the standard against which companies will be judged, and it is the only way the buy-Canadian sentiment will endure.
Gasoline prices fell to a lesser extent year over year in August (-12.7%) than in July (-16.1%), leading to faster growth in headline inflation. Excluding gasoline, the CPI rose 2.4% in August, after increasing 2.5% in each of the previous three months. Moderating the acceleration in the all-items CPI were lower prices for travel tours and fresh fruit compared with July, said the federal agency.
The CPI decreased 0.1% month over month in August. On a seasonally adjusted monthly basis, the CPI was up 0.2%.
Gasoline prices continue to fall
“On a yearly basis, prices for gasoline fell 12.7% in August, compared with a 16.1% decline in July. The smaller year-over-year decrease was partially a result of a base-year effect. In August 2024, prices declined 2.6% month over month, as concerns about slower economic growth began to emerge. In August 2025, prices rose 1.4% on a monthly basis due in part to higher refining margins, offsetting lower crude oil costs,” explained Statistics Canada.
“In August, prices for meat rose 7.2% year over year, following a 4.7% increase in July. Higher prices for fresh or frozen beef (+12.7%) and processed meat (+5.3%) put upward pressure on the index in August. Growth in prices for ground beef and multiple processed meat categories contributed the most to the upward movement.
Fresh fruit prices decline
“Year over year, prices for fresh fruit fell 1.1% in August, after increasing 3.9% in July. Price declines for grapes, other fresh fruit, and berries (including cherries) contributed the most to the yearly price decrease for fresh fruit in August.”
In August, prices for clothing and footwear rose 1.7% year over year compared with a 0.8% increase in July. The increase in August was mainly the result of a base-year effect as prices declined by 0.6% in August 2024. On a monthly basis, prices for clothing and footwear rose 0.3% in August, noted Statistics Canada.
Ksenia Bushmeneva
Ksenia Bushmeneva, Economist, TD Bank, said: “Consumer spending has lost momentum. Inflation-adjusted consumption has been flat since December and growth is expected to remain sub-par through the middle of next year amid heightened economic uncertainty, a slowing labor market, higher inflation and other headwinds.
“Indeed, labor market conditions have weakened noticeably, as hiring slowed to a crawl and job gains have become concentrated in a handful of sectors.
“The full impact of tariffs on consumer prices is taking longer to materialize. However, tariff-driven inflation is still set to build, with core goods prices projected to rise and keeping core inflation slightly north of 3% through mid-2026.
“In addition, broader structural headwinds—including resurgent student loan burdens, tighter immigration policy, and a stagnant housing market—are further constraining consumer activity, reinforcing a cautious outlook through the first half of 2026.”
DAVIDsTEA Inc., a leading North American tea merchant, announced Tuesday its financial results for the second quarter of fiscal 2025 ended August 2, 2025. Sales reached $11.1 million, up 0.5% year-over-year. Gross profit margin attained 47.2%, down marginally by 0.1%. Net loss remained stable at $1.6 million. Adjusted EBITDA was negative $0.2 million compared to negative $0.3 million in Q2 2024.
“While our online sales growth is not where it should be, we are encouraged by the halo effect of our retail locations, which continue to drive brand awareness and customer engagement. As we expand our store footprint, we are intensifying our community and brand marketing efforts—across both digital and physical media—to ensure we remain top of mind with consumers heading into our peak selling season. We expect these initiatives to generate a strong return on investment and contribute to profitable growth.”
DAVIDsTEA offers a specialty branded selection of high-quality proprietary loose-leaf teas, pre-packaged teas, tea sachets, tea-related accessories and gifts through its e-commerce platform at www.davidstea.com and the Amazon Marketplace, its wholesale customers which include over 4,000 grocery stores and pharmacies, over 1,500 convenience stores in Canada and over 900 grocery stores in the United States, as well as 20 company-owned stores across Canada. The company offers primarily proprietary tea blends that are exclusive to the company, as well as traditional single-origin teas and herbs.
Frank Zitella
“We fully intend to make retail stores the focal point of our omnichannel growth strategy,” said Frank Zitella, President, Chief Financial and Operating Officer, DAVIDsTEA. “After all, the best billboard for DAVIDsTEA is a new store, especially considering the deep expertise of our tea guides in driving exploration across a wide assortment of products. We believe this positive in-store consumer experience, in turn, will convert non-tea drinkers or casual tea drinkers into devoted tea lovers.
“We are currently renovating our flagship store in Montreal’s South Shore and remain on track to reopen in midNovember. At the same time, we will be celebrating the opening of a brand-new store at Laurier Quebec Mall in Quebec City—two important milestones in our renewed retail expansion. A third new location will follow at Square One Mall in Mississauga—one of Canada’s premier shopping destinations—in July 2026. We look forward to expanding our store footprint and strengthening our presence in communities across Canada.”
Canadian small businesses faced continued financial pressures in the second quarter of 2025, driven by a complex mix of macroeconomic factors and uncertain trade relations, as well as shifts in consumer and household spending, according to the latest Equifax Canada Market Pulse – Quarterly Business Credit Trends Report. Real GDP fell by 0.4%, impacting the overall business outlook.
The Canadian Small Business Health Index — a joint initiative between Equifax Canada and Business Development Bank of Canada that provides a quarterly snapshot of the health of Canadian Small and Medium Businesses — declined by 1.6% in Q2, driven by shifts in trade tensions and Canada’s widening trade deficit. At the same time, lower inflation and interest rate cuts offered some relief, helping certain businesses strengthen their overall credit performance, explained Equifax.
Jeff Brown
“Small businesses are navigating a complex environment,” said Jeff Brown, Head of Commercial Solutions, Equifax Canada. “We’re seeing sectors under stress, particularly those that represent industries tied to international trade and discretionary spending, while others businesses are holding steady or even improving. It’s a reminder that depending on your industry, the circumstances seem to be quite different across sectors.”
Over 286K businesses missed at least one credit payment in Q2 2025, 5.6% higher than a year ago. However, at a trade level, credit stress splits, financial credit delinquencies rose 13.5% in Q2, reaching a rate of 3.48%, while industrial trade (B2B) delinquencies declined by 1.7% to 5.55%. This suggests many businesses are keeping up with supplier payments but falling behind on loans and financial obligations — a pattern consistent with firms prioritizing supplier relationships to keep operations moving, noted Equifax.
Pullback in consumer spending seemed to affect businesses that rely on discretionary spending. In consumer-sensitive industries, delinquency levels remain sharply higher year-over-year, with delinquencies in Accommodation and Food Services businesses up 29.5%, Retail Trade up 13.3%, and Arts, Entertainment and Recreation up 7.5%, according to Equifax.
“Despite headline inflation easing, cost of essentials like grocery and rent continued to climb, impacting household budgets which could potentially leave less room for discretionary spending,” said Brown. “This shift in consumer spending toward essentials could be causing financial strain and delinquency in businesses that provide non-essential goods and services.
“The true economic impact of today’s trade tensions and rising unemployment will not be felt all at once. For many regions and sectors, the full effects may only materialize as the year’s economic headwinds continue to unfold.”
Province Analysis – 60+ days Delinquency Rates (Account Level)
Province
Delinquency Rate : Financial Trades(Q2 2025)
Delinquency Rate Change: Financial Trades(Q2 2025 vs. Q2 2024)
Delinquency Rate: Industrial Trades(Q2 2025)
Delinquency Rate Change: Industrial Trades(Q2 2025 vs. Q2 2024)
Photo: Universal Concept Mental Arithmetic System (UCMAS)
Megha Karia arrived in Canada from India in 2004 and was quickly confronted with a challenge many newcomers face: she couldn’t find work without Canadian work experience. So, she created her own path through franchising by bringing the internationally renowned Universal Concept Mental Arithmetic System (UCMAS) to Canada.
Megha Karia
UCMAS offers child development programs for kids aged 5 to 13 using mental math and abacus skills. The program has flourished in over 6,000 centres across more than 80 countries.
“I remember watching a demonstration at the UCMAS headquarters in Malaysia and being completely amazed by how students could perform high-speed, accurate math calculations with ease,” says Karia, CEO at UCMAS North America. “I immediately realized the potential of this ‘Math-magical’ program and the value it would bring to children in Canada. Since day one, my vision has been to build something that not only empowers children but transforms communities and creates opportunities for other entrepreneurs.”
Fast forward two decades, what began with just one location in Toronto in 2004 has grown to nearly 100 UCMAS centres across Canada, with locations in (Ontario, Alberta, British Columbia, Quebec, Saskatchewan and Manitoba). Almost all UCMAS Canadian franchisees are immigrants, hailing from over 20 different countries, and nearly 70 per cent of them are women. Half of the UCMAS Canada head office team are also women, and close to 700 women have served as course instructors.
When asked what advice she has for newcomers considering franchising as a career path, Karia says: “My advice would be to choose a proven franchise and make it your own. There are no shortcuts. The key is to be consistent, and success will follow.”
According to the Canadian Franchise Association (CFA), franchising is an ideal path for newcomers to Canada. It offers a proven business model, ongoing training and support, and opportunities in over 60 different industries, allowing immigrants to choose a business that aligns with their background or passion. UCMAS is an active member of the CFA community and is committed to the Association’s purpose of helping everyday Canadians achieve their dream of business ownership through the power of franchising.
Photo: Universal Concept Mental Arithmetic System (UCMAS)
Megha’s story is a powerful example of how newcomers to Canada are using franchising to achieve their entrepreneurial dreams.
“When we came here, we did not have any business plan or anything in mind that we would exactly do,” says Karia. “Typically, like new immigrants, we started to look for jobs, and that’s what we tried for a few months, realizing that we had the expertise in education business and we knew how to do it best.”
Before moving to Canada, Karia ran an after-school software education business in India for nine years.
The decision to immigrate was driven by opportunity. “While we were doing that business, there were a lot of opportunities that were coming abroad. And we wanted to think of options where we could stay current, where we could keep our doors open for opportunities around the globe.”
Karia and her husband, an IT professional, were accepted quickly into Canada. But they soon found the familiar challenge many newcomers face: employers asking for Canadian experience.
“That’s when we thought that let’s incorporate a company. Let’s not just think about ourselves. Let’s create opportunities for other people like us in this part of the world.”
The couple had earlier come across the UCMAS program while working in Malaysia, where they witnessed children demonstrating astonishing math capabilities. “We’d seen a few children doing some miraculous math calculations, some magical math calculations. And when we looked at them, we were like, what are they really doing?”
That curiosity led them to UCMAS—Universal Concept of Mental Arithmetic Systems—a global education franchise, and eventually to bringing it to Canada.
“We spoke with the Malaysian office that we would like to bring UCMAS to Canada, and they agreed. So that’s where our journey started in Canada.”
Headquartered in Mississauga, UCMAS Canada has grown rapidly since those early days. “We have close to a hundred locations all over Canada,” says Karia. “We are obviously in every, almost every city of GTA, and even in other parts of Ontario like Windsor, London, Ottawa, everywhere.”
Quebec has also become a strong market for the company. “Very soon in the first few early years, we started to get some traction in Quebec, so we have a great presence in Quebec as well—all parts of Montreal. And so about 15 locations in Quebec.”
UCMAS has expanded into Alberta with 14 locations and more recently, British Columbia. “This year, in fact, British Columbia has had the highest expansion and we’ve opened about six locations in British Columbia,” she adds. “So we now are at nine locations in British Columbia.”
Growth has also reached Saskatchewan and Manitoba. “Just before COVID, we got an opportunity to expand in Saskatchewan. So we opened a few locations in Regina, then Saskatoon, and, just a year and a half ago we opened in Winnipeg and now we are coming up to our fourth location in Winnipeg.”
And there’s no plan to slow down.
Photo: Universal Concept Mental Arithmetic System (UCMAS)
“There is a lot of scope still to expand, obviously. Even in places like Kingston, there are a lot of areas even in Toronto region, downtown Toronto, a lot of areas in Ontario left,” says Karia. “Our biggest push now is going to be for Nova Scotia and New Brunswick. Those are the two provinces we feel have a tremendous amount of scope, and in the next couple of years we are going to actually enter those provinces.”
Karia says her experience as a newcomer has helped shape the business model into one that creates opportunity for others. She offers advice for new immigrants looking to explore franchising as a path forward.
“There will be a lot of hurdles that would come your way. There would be a lot of sustainability issues that would come your way. But if you can find a franchise model that is also making a difference in the community… Our biggest advantage is we do impact-driven work,” she says.
Karia stresses the importance of helping children build critical thinking skills, particularly in an era dominated by technology. “In today’s day and age when children are becoming extremely dependent on apps and new platforms and AI tools, it’s become much more important for children to actually focus on critical thinking,” she said.
“A franchise, proven franchise model, which is present in 80 countries, and it’s trial and tested, that can work in your favour, can also make an impact and can also be future proof.”
She encourages newcomers to consider franchises that are “safe, yet can actually give you a great amount of money if you work the way right, if you give quality education.”
Ultimately, Karia believes combining purpose with profit is key.
“It’s important for anyone to make money, to actually live their lives in a country like Canada and enjoy their lives. But at the same time, if you have been given an opportunity and you can make a change—and bring the change through education—I think there is a huge impact that you’re making to the world,” she said.
Photo: Universal Concept Mental Arithmetic System (UCMAS)
“Find a business or a work or franchise through which you can make a difference and also make money.”
Referencing a recent article, she adds: “Jamie Dimon, who’s the CEO of JP Morgan Chase mentioned that the two most important things that the children will need in future would be physics, math, and critical thinking. And we work on all of this for children through the program that we have.”
“So math skills, critical thinking skills are becoming more and more important. And if you can stay in a business that can actually support that, you will have a bright future.”
Here are some stats from the CFA:
Newcomers Are More Likely to Be Entrepreneurs – According to Statistics Canada, immigrants are more likely to own businesses than individuals born in Canada.
1 in 4 Businesses in Canada Is Immigrant-Owned – A 2024 StatsCan survey revealed that 23.7% of private sector businesses in Canada are owned by immigrants.
Canada’s Immigrant Population Is Growing Rapidly – Over 8.3 million immigrants live in Canada – 23% of the total population, the highest proportion among G7 countries. This number is expected to grow to almost 32% by 2041.
Franchising Offers a Smoother Path to Entrepreneurship – For newcomers navigating a new legal system, unfamiliar markets, and limited local networks, franchising offers structured support, from training and location scouting to vendor access and marketing.
Business Ownership Supports Integration and Citizenship – Research by IRCC and Statistics Canada shows that immigrants who become Canadian citizens have higher employment rates and earnings, and business ownership can be a key pathway to citizenship.
Insights from CFA on why franchising is ideal for newcomers:
It offers a proven business model with training and ongoing support
It helps entrepreneurs navigate challenges like leasing, legal requirements, and vendor relationships
Franchises exist across almost every business category, in 60+ different industries, so newcomers can choose something that matches their background or passion
It provides a built-in network of fellow franchisees and community support
It presents a business opportunity where the franchisee lives, allowing them to engage with and give back to their local community
In many cases, it’s more affordable than starting from scratch
Veneto Bath, the Canadian-based luxury bathroom brand known for its Italian-inspired design, has opened its first flagship showroom in Canada, marking a milestone for the company. The new location, at 5434 Royalmount Avenue in Mont-Royal, represents the brand’s entry into the Canadian retail market after operating primarily online since its founding in 2007.
The debut space introduces Montrealers to Veneto Bath’s design philosophy, which blends sophisticated European aesthetics with practical functionality. The company has built a reputation over nearly two decades for delivering high-quality vanities, fixtures, and accessories to homeowners, architects, and designers. The new showroom now brings that offering into an immersive, physical experience.
Veneto Bath’s decision to open a flagship in Montreal signals its commitment to building a direct-to-consumer presence in Canada. The company, which has historically relied on e-commerce and wholesale distribution, is using this store to establish a destination that highlights the full spectrum of its luxury bathroom products.
“Montreal was the perfect choice for our flagship store in Canada,” the company stated at the September launch event. “The city’s cultural heritage, design-savvy community, and appreciation for high-end home solutions align beautifully with our brand. We’re excited to create a destination where customers can be inspired and experience the very best of Veneto Bath.”
5434 Royalmount Avenue in Mont-Royal. Image: Apple Maps
Inside the Showroom Experience
The showroom spans a curated selection of bathroom solutions, ranging from sleek vanities and minimalist faucets to premium bathtubs, mirrors, and tiles. Veneto Bath is particularly known for its prefabricated vanities, which balance design-forward styling with functionality.
The space has been designed as an immersive environment, featuring staged bathroom vignettes that allow visitors to visualize complete design solutions. Interactive product displays invite customers to engage with finishes, materials, and configurations, while in-house design specialists are on hand to offer tailored project consultations.
In addition to showcasing its in-house collections, Veneto Bath Montreal carries a selection of products from some of the most respected names in the industry. These include House of ROHL, Kohler, Brizo, Duravit, Toto, Rubi, Blanco, Franke, Phylrich, Rubinet, and Zomodo. The partnerships reinforce Veneto Bath’s position as a comprehensive destination for luxury bathroom design, catering to both residential and commercial projects.
The flagship is envisioned as a community hub for Quebec’s design and construction industries. Veneto Bath plans to host product launches, collaborative workshops, and networking events in the space, offering opportunities for designers, architects, and contractors to engage with the brand and with each other.
“Our goal is to go beyond retail,” the company noted. “This store is not just about selling products—it’s about inspiring people to reimagine what their homes can be.”
Founded in Ontario in 2007, Veneto Bath has drawn inspiration from Italian design fairs and European trends to create products that balance timeless aesthetics with modern function. The company focuses on durable finishes, eco-conscious materials, and storage-forward solutions that reflect the evolving needs of urban living.
Tahini’s Restaurants, Canada’s fastest-growing Mediterranean fusion brand, is officially crossing the border and firing up its grills in the United States.
Located at 1521 E Riverside Blvd, in Loves Park, Illinois, the restaurant officially opened last week, introducing Tahini’s bold Mediterranean fusion flavours, globally inspired dishes and signature hospitality to the U.S. dining scene.
Omar Hamam
“Expanding into the United States is an exciting milestone for Tahini’s,” said Omar Hamam, Founder and CEO of Tahini’s. “We’ve built incredible momentum in Canada, and now it’s time to share our fresh, innovative menu with U.S. guests. Loves Park is the perfect community to start our American journey.”
Tahini’s is not your typical Mediterranean spot, he explained. The menu combines traditional Middle Eastern staples with global flavour fusions like Korean BBQ Shawarma, Jamaican Jerk Shawarma and Butter Chicken Shawarma. For plant-based foodies, creations such as the Falafel Shawarma and Greek Halloumi Bowl hit the spot. Each dish is crafted with fresh, high-quality ingredients and house-made sauces.
At the helm of the new Illinois location is Minesh Patel, a seasoned entrepreneur who has been active in business since the age of 16. Patel and his wife will both play hands-on roles in the restaurant’s daily operations, ensuring every guest enjoys the full Tahini’s experience.
“It’s an honour to open the very first U.S. Tahini’s location here in Loves Park,” says Patel. “I can’t wait for guests here in Illinois to experience the fusion menu that has made the brand such a success in Canada.”
With steady growth across Canada, Tahini’s is projected to reach more than 80 locations in North America by the end of 2025, with plans for continued international expansion.
The company is actively seeking franchise partners and area representatives to help bring its unique Mediterranean fusion to even more communities. Interested parties can learn more at www.tahinis.com/franchise or contact Shawn Saraga at shawn@tahinis.com.
Tahini’s is a unique, category leading quick service restaurant group founded in 2012 and currently operating more than 60 locations across Canada, in addition to operating Tahini’s Kitchen within select FreshCo locations, a Sobey’s banner, and offering a selection of Tahini’s retail packaged products through select grocers. The brand has been fueled by nearly 2 billion views across all of its social media channels and is preparing for rapid growth across Canada and internationally.
