Toronto Bike and Outdoor Show Relaunches Under StyleDemocracy

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August 26, 2025

image - 2025-08-26T142031.902 — Photo: Toronto Bicycle Show and E-Bike Expo

The Toronto Bicycle Show and E-Bike Expo, one of Canada’s largest consumer cycling events, is entering a new chapter after more than 36 years as a fixture for the biking community. Long organized as an end-of-season clearance showcase, the event will now be managed by StyleDemocracy, marking a significant evolution in both scope and ambition.

Renamed the Toronto Bike and Outdoor Sale, the event will broaden its focus to include not only bicycles and e-bikes but also golf, ski, and snowboard categories. The change signals a deliberate move to capture the growing momentum in multiple outdoor sports industries, while keeping cycling at the heart of the show.

The show began decades ago with a simple model: gather vendors across Southern Ontario to liquidate end-of-season bike inventory in one place. Consumers purchased tickets, vendors paid booth fees, and cyclists benefited from discounted products in a format reminiscent of the classic boat shows.

Over time, it grew into the Toronto Bicycle Show and E-Bike Expo, drawing thousands annually to the International Centre in Mississauga. The event became a signature date on the Canadian cycling calendar, featuring exhibitors, gear demonstrations, travel and tour operators, and, more recently, an expanded e-bike category reflecting surging consumer demand.

With the original organizers stepping back after decades at the helm, StyleDemocracy has stepped in to reimagine the show for today’s market.

StyleDemocracy Steps into Consumer Trade Shows

For StyleDemocracy, best known for its large-scale warehouse sales, the move into consumer trade shows marks a natural next step.

Oliver Berg, Vice President of StyleDemocracy, described the acquisition as both strategic and exciting.

“Our long-term objectives have not just been growth, but diversification, and the Bike Show allows us to do that as we are now entering the consumer trade show business,” said Berg. “Our growth as a business over the last three years has allowed us to build a backend operation that is geared to support a variety of solutions, not just warehouse sales.”

He added, “When the opportunity came our way to take over this show, it was very exciting for us because we felt we had everything in our toolbox to transition into this new business and to take this show and make it bigger and better for both vendors and consumers.”

Berg also emphasized the importance of working more closely with smaller operators: “Historically, our events have been large warehouse sales representing global brands, but this event is different. We will be working with a lot of local, independent retailers, which is very different, but very cool and exciting.”

Cycling and Golf Markets Surge

The timing of the relaunch reflects explosive growth across outdoor sports in North America.

In cycling, demand has been especially strong for e-bikes, which have seen sales climb by 269% since 2019, with more than two million units now sold annually. Market forecasts suggest the North American e-bike category will nearly double by 2029, surpassing $7.5 billion in value. E-bikes now drive more than 60% of all growth in bicycle sales, underscoring their role as a dominant force in the market.

Golf has experienced its own resurgence. In 2024, a record 47.2 million Americans took part in the game, whether on courses or through new entertainment formats such as simulators and driving ranges. That figure represents a 45% increase in participation since 2016. Juniors are embracing the sport at record levels, with more than 3.7 million under 18 playing on-course, a 48% increase since 2019. Meanwhile, millennial golfers are projected to spend nearly $4,600 per person on the sport this year, fueling demand for equipment, lessons, and travel.

By adding golf, ski, and snowboard categories, the Toronto Bike and Outdoor Show positions itself to meet consumer demand across multiple outdoor segments while retaining cycling as the anchor.

Marketing Innovation with 55 Rush

To help drive awareness and attendance, StyleDemocracy will once again work with 55 Rush, the marketing and events agency that has become a close partner. The relaunch will feature an extensive program of targeted marketing, prize giveaways, and consumer activations aimed at making the show more dynamic and exciting.

This partnership reflects StyleDemocracy’s approach to enhancing events through experiential engagement, designed to attract new audiences and build momentum beyond traditional sales-driven trade show models.

Vendor Recruitment Underway

Vendor participation remains central to the show’s success. StyleDemocracy is actively recruiting exhibitors across the expanded categories, and an event page hosted on StyleDemocracy’s website is now live, outlining details and opportunities. The page is currently more B2B-focused, serving as a resource for vendors interested in securing space at the event.

For participating brands and retailers, the relaunch provides a unique opportunity to reach thousands of active, sports-minded consumers in one location. For attendees, the appeal remains strong: access to a broad range of discounted gear, opportunities to interact with brands directly, and exposure to innovations across multiple outdoor categories.

Honouring the Legacy While Moving Forward

While the show is expanding its scope, Berg underscored that its cycling foundation remains intact. “This is about growth, but also about staying true to what made the show special in the first place,” he said. “Cycling remains at the heart of this event, and we are proud to build on that foundation.”

The Toronto Bike and Outdoor Show will maintain its legacy as a community gathering for cycling enthusiasts while evolving into a broader lifestyle showcase that reflects how Canadians are embracing outdoor recreation.

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Modern Ambition Opening Debut Flagship in Winnipeg

By

Craig Patterson

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August 26, 2025

Modern Amibition facade — Facade of the soon-to-open Modern Ambition flagship in Winnipeg. Image supplied

Canadian fashion is entering a new chapter with the launch of Modern Ambition Winnipeg, the debut flagship store from Mondetta Clothing. Scheduled to open in late September at 223 Carlton Street in downtown Winnipeg’s True North Square, the boutique represents both a bold investment in homegrown design and a carefully crafted vision for the future of menswear.

Part of the Mondetta Clothing family, Modern Ambition seeks to carve out a unique space in Canadian fashion by merging luxury tailoring with performance-driven fabrics. The result is a men’s brand positioned to serve professionals who value both aesthetics and functionality in their wardrobes.

“Think of it as Brunello Cucinelli meets Nike,” explained Georgi Gvakharia, Vice President of Retail for Mondetta Clothing, during an interview with Retail Insider. “We are combining old-world craftsmanship and luxury with a modern twist that includes technical details designed for how people live and travel today.”

An Intimate “Living Room” Experience

At just 1,200 square feet, the new boutique is smaller than many contemporary flagships, yet its scale is intentional. “We want to create a very intimate environment,” said Gvakharia. “Our CEO called it the ‘living room’ at Modern Ambition. Customers should feel like they are at home, relaxed, enjoying the space, and not in a commercial retail environment.”

To achieve this atmosphere, Mondetta is investing more than $1 million into the store’s design. The interior features muted tones of off-white and beige, with plush carpets and custom furniture that create a sense of understated luxury. A bar serving espresso and refreshments further enhances the experience, underscoring the brand’s emphasis on leisure and hospitality.

“We don’t want people to feel rushed or pressured,” Gvakharia noted. “This is about concierge service, one-on-one styling, on-the-spot tailoring, and a retail experience that feels personal.”

Rendering of the Modern Ambition flagship store in Winnipeg. Image: Modern Ambition

True North Square: Winnipeg’s Growing Cultural Hub

The decision to open the first Modern Ambition flagship in Winnipeg carries both strategic and symbolic weight. True North Square, located at Carlton and Graham Avenue, is a mixed-use development that has become a focal point for investment and revitalization in the city’s downtown.

“True North Square is becoming a hub,” Gvakharia said. “You’ve got the Winnipeg Jets’ offices there, SkipTheDishes’ headquarters, and new high-end developments like the Sutton Place Hotel coming. Restaurants and shops are growing around it, and we felt this would be a great location to introduce Modern Ambition Winnipeg.”

By choosing Winnipeg as the brand’s launchpad rather than a larger market like Toronto or Vancouver, Mondetta reinforces its commitment to its Manitoba roots. The company has been headquartered in Winnipeg since its founding in 1986, and Modern Ambition’s flagship further establishes the city as a player in Canada’s evolving fashion retail landscape.

A Fusion of Tailoring and Technical Innovation

Modern Ambition is positioned within the luxury space, yet with a price point more accessible than traditional European houses. Suits will range between $900 and $1,400, crafted from Italian fabrics but designed in Manitoba and manufactured primarily in Indonesia.

The garments integrate technical details such as wrinkle resistance, hidden zippered pockets, and stretch fabrics that allow for ease of movement and travel convenience. “You don’t need to iron these suits. They travel well, they move with you, and they are designed for a modern lifestyle,” explained Gvakharia.

The collection will include suits, outerwear, blazers, and select elevated casualwear. By combining fine materials with technical innovation, Modern Ambition aims to serve millennial and Gen Z consumers seeking quality, functionality, and style without the prohibitive prices of legacy luxury brands.

“There’s a gap in the market,” Gvakharia emphasized. “Not everyone can afford a $5,000 or $6,000 suit, but there is demand for a luxury experience and product at a more approachable level. That’s the customer we want to serve.”

Expansion Plans Across Canada

The Winnipeg flagship is just the beginning of a broader retail strategy. Mondetta plans to open 10 to 12 Modern Ambition stores across Canada over the next five years, with Toronto, Vancouver, Calgary, Edmonton, and Montreal identified as key markets.

At the same time, Mondetta is preparing to launch a separate retail concept under the broader company brand, focused on a younger demographic and a more accessible price point. That division, still in development, is being positioned as a modern, fashion-forward counterpart to Mondetta Originals and MPG (Mondetta Performance Gear).

“We have a roadmap for 24 to 25 stores within the next five years, across different divisions,” Gvakharia confirmed. “Modern Ambition will be the premium tier, while our other concept will be more commodity-driven, with a younger audience in mind.”

Beyond Bricks and Mortar: Omnichannel and Experiential Retail

Modern Ambition’s retail strategy extends beyond its physical stores. The brand is launching its online store simultaneously with the Winnipeg flagship, ensuring a full omnichannel presence from day one.

The company is also innovating with mobile and experiential retail. A luxury motorhome is being retrofitted as a travelling showroom, complete with high-end finishes and a curated collection. This mobile boutique will host trunk shows and brand activations across Canadian cities, allowing Modern Ambition to engage directly with customers outside major retail centres.

“We’re not just building stores,” Gvakharia explained. “We’re building touchpoints. The mobile showroom, the online store, even concepts like a Modern Ambition café in Winnipeg—these are ways to immerse customers in the brand and create lasting connections.”

Rooted in Mondetta’s Legacy

Modern Ambition represents the latest evolution for Mondetta Clothing, which will celebrate its 40th anniversary next year. Founded in Winnipeg in 1986, Mondetta first rose to prominence with its iconic flag sweatshirts, which became symbols of global unity. Over the years, the company has diversified into activewear (through MPG), heritage collections (Mondetta Originals), and now luxury menswear.

In 2021, Mondetta became a Certified B Corporation, committing itself to stringent environmental and social standards. Sustainability, ethical sourcing, and community engagement remain central to the company’s mission, reflected in its continued support for the Mondetta Charity Foundation, which funds schools in Africa and contributes to causes in Kenya and North America.

“Modern Ambition is part of that legacy,” said Gvakharia. “It’s about showing that a Canadian company can innovate in the luxury space while staying true to values of sustainability and community impact.”

A Canadian Brand With Global Aspirations

While the immediate focus is on establishing Modern Ambition in Canada, the long-term vision is international.

“We want to solidify the brand within Canada first,” Gvakharia said, “but once we have that foundation, global expansion will follow.”

The Winnipeg flagship is both a symbolic statement and a test case. Success here could lay the groundwork for Modern Ambition to compete on a larger stage, positioning Canadian menswear alongside international luxury players.

For Gvakharia, who previously worked with global luxury brands including Hugo Boss and Ralph Lauren, bringing that expertise to a Canadian label is deeply meaningful. “After many years in the luxury and premium market, it’s exciting to use that experience to help a Canadian brand evolve. We’re opening opportunities and creating jobs in Canada, and that’s something I’m very proud of.”

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Interac summer spending snapshot reveals how global pressures are reshaping Canadians’ purchase habits

By

Mario Toneguzzi

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August 26, 2025

Global pressures are reshaping how Canadians shop — and the shift is showing up on their receipts. New survey data from Interac reveals that 78% of Canadians have redirected at least one monthly purchase from a big-box or international retailer to a local Canadian business since tariffs were first announced, with a quarter of Canadians shifting three to five purchases a month, and a fifth of Canadians pivoting six or more.

Interac Debit transaction data reflects the purchase pivot: for the first time in recent years, small and medium sized businesses (SMBs) consistently outpaced larger merchants in year-over-year volume growth between April-July 2025. During this period, SMBs saw an incremental 15 million Interac Debit transactions, compared with the same months in 2024, it said.

“Earlier this year, consumers told us they intended to shop more locally in light of tariffs — and they’ve followed through. While larger merchants have traditionally led in Interac Debit volume growth, small and medium businesses are now growing their volume at a faster rate,” said Debbie Gamble, Group Head, Chief Strategy & Marketing Officer, Interac. “Our summer data snapshot shows Canadians are using their spending power with great intention — responding to global pressures through where they shop, what they buy and how they choose to pay.”

The new Interac data reveals five standout ways Canadians are spending this summer:

Small restaurants win big. Following tariff announcements, restaurants saw the most dramatic change. Within the April-July 2025 time period, volume growth for SMB restaurants was twice as large as their chain counterparts. Convenience stores and tourism-related SMBs also saw a boost.
Little treats, big comfort. At a time of heightened global economic uncertainty, many Canadians are turning to small indulgences — especially food — for comfort and connection. Nearly two-thirds (64 per cent) say affordable treats help lift their mood, and 59 per cent say it feels even better when those purchases support local businesses. When asked to compare their spending this summer versus last:
- 42 per cent of Canadians are spending more on fresh produce from farmers’ markets
- 30 per cent are spending more on baked goods from local bakeries
- 21 per cent are spending more on premium jams, sauces and honeys
Essential luxuries. Interac also asked Canadians what non-essential purchases they would never cut from their budget – even when feeling financially squeezed.
- More than a third (35 per cent) of Boomers and 27 per cent of Millennials say purchases toward their health and wellness is the category they are least likely to eliminate from their budgets.
- Three in 10 (30 per cent) of Gen Z and 23 per cent of Gen X report that streaming services are their number one spending priority they would not discontinue.
- A quarter of Gen Zs (26 per cent) would not forgo skincare or personal care products.
Made in Canada — or not made in the U.S. The preference for Canadian-made goods remains strong, with 70 per cent of Canadians checking product labels for Canadian origin before buying. If a Canadian option isn’t available, two-thirds (65 per cent) say they prioritize goods made outside the U.S.
Tap Canadian. Supporting local isn’t just about where Canadians shop — it’s also about how they pay. Four in 10 Canadians (42 per cent) were unaware that using Interac Debit can help small businesses save on transaction fees and keep more money in Canada. Choosing this 100 per cent Canadian payment method helps dollars stay local, can support small businesses in their growth and hire and reinvest in their communities. Nearly six in 10 Gen Zs (57 per cent) say knowing the benefits makes them more likely to pay with Interac Debit.

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WeCook launches ‘WeCook for Business’ to meet evolving workplace meal needs

By

Mario Toneguzzi

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August 26, 2025

WeCook, Canada’s largest ready-to-eat meal delivery service, has launched WeCook For Business, a new B2B program designed to bring fresh, chef-prepared meals into the workplace, and help employers modernize how they support employee wellness and productivity.

With traditional office perks like pizza lunches and snacks falling short of today’s expectations, WeCook For Business offers a streamlined, scalable solution:

Weekly deliveries of ready-to-eat, health-conscious meals
A digital platform where employees select meals themselves
A wide variety of menu options to suit dietary needs and performance goals

It’s the latest growth step for a 12-year-old Canadian company already delivering 90,000 meals per week and employing nearly 400 people. The move reflects a broader trend in which Canadian companies are evolving their business models to meet shifting consumer habits — and in this case, bringing DTC efficiencies into the B2B space.

The new program can be found at: https://www.wecookmeals.ca/en/business. Availability is anywhere WeCook currently delivers (Ontario, Quebec, New Brunswick, Halifax area).

From Gym-Focused Startup to D2C Meal Leader

Founded in 2012, WeCook began under a different name with a niche focus.

“They started to serve gyms at the beginning — like meal prep-type of product,” explained Michel Gagné, President and CEO of WeCook. “Protein, sweet potatoes, veggies.”

Originally called Nutrition Fit Plus, the company targeted athletes with performance-based nutrition. Over time, it evolved into a broader prepared meal provider. That pivot was cemented when the company was acquired by a new ownership group.

“The business was sold to a private equity family office named Claridge — the Bronfman family,” said Gagné. “It’s been four years now, sold to a group that includes Desjardins Capital, Investment Quebec, and Claridge Food Group as the majority holder.”

Following the acquisition, the founding team stepped away — one remained on the board — and Gagné was brought in as CEO.

Dominating Eastern Canada’s Prepared Meal Market

“We deliver home-prepared meals every week,” Gagné said. “A menu that is changing every week — 15 different recipes.”

The company differentiates itself with a commitment to freshness and nutrition.

“Healthy, balanced, fresh ingredients — no ultra-processed ingredients at all,” he said. “It’s the same thing that if you would make the dish in your house with good nutritional values, but always really delicious.”

Their culinary quality is backed by an executive chef from Montreal’s celebrated restaurant Joe Beef.

“Our focus is to have a broad audience. It’s not just athletes anymore. You can have pasta, vegan, salad.”

This broader appeal is what led to the natural evolution toward workplace offerings.

The Birth of WeCook for Business

Gagné said the new business unit was inspired by real demand.

“We started to receive more cold calls — businesses were calling us,” he said.

Although WeCook had a corporate ordering option on its website, it wasn’t a priority — until now. With employees returning to offices part-time, companies began looking for ways to encourage in-person work. Providing food emerged as a top perk.

“To offer meals is a way, it’s a good perk, to bring back people at the office,” said Gagné. “But we didn’t have the right system to do that.”

That led the company to spend nearly a year developing a dedicated corporate ordering platform.

Solving Common Workplace Lunch Problems

WeCook for Business aims to address the shortcomings of traditional lunch options for employees.

“What are your options?” Gagné asked. “Bring a lunch. Go out to a restaurant, which takes time. Use Uber Eats or DoorDash, super costly, $25 or $30. And it’s difficult to find healthy options.”

Traditional catering, while an option, is often inefficient and small-scale.

“It can be a nightmare,” he said. “You need to have one person take everybody’s order on a notepad, call the company, not really efficient.”

In-house cafeterias, once common in large corporate offices, are increasingly out of favour.

“Even big businesses don’t want to go that route anymore. It’s super expensive, and people are hybrid. So do you really invest in the cafeteria?”

Gagné believes WeCook offers a smarter solution.

“We have a changing menu, 15 different meals every week, suited for lunch. Fresh salad, well-balanced,” he said. “And the price point of a meal at WeCook is not like $20–25 as in catering. It’s $11.75-ish when you order through our platform.”

How the Platform Works

The new platform was custom-built for employers and is highly flexible.

“You have the sub-user and you have the main account,” Gagné explained. “The company has the platform and internally, all the employees can go order for next week, or for the next two or four weeks in advance.”

Companies can customize their contribution from fully subsidized meals to partial discounts.

“The company can decide to contribute $1 per meal, or 100%,” he said. “The main user can change that like December, during the holidays, free meals for everybody.”

Orders are prepared centrally and shipped to companies once or twice a week, depending on volume.

Scalable for Businesses of All Sizes

WeCook for Business is designed to serve a broad range of companies from small offices to large enterprises.

“It can work for a company that has 20 employees or 500 employees,” said Gagné. “It can be a car dealership, a law office, or a big manufacturing company.”

For larger companies, WeCook can even provide dedicated fridges for on-site storage.

“We’re ready to be really flexible depending on the type of company, quantity of deliveries per week, and type of service.”

WeCook for Business arrives at a time when employers are seeking innovative, cost-effective ways to support hybrid teams and promote in-office engagement. With a tested infrastructure, culinary credibility, and a thoughtful digital platform, WeCook may have cooked up the perfect recipe for the future of workplace meals.

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Simons gears up for major expansion in Toronto as malls face a retail evolution: Gensler’s Andrew Gallici weighs in

By

Mario Toneguzzi

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August 26, 2025

Mall entrance to La Maison Simons at Toronto's Yorkdale Shopping Centre, August 14, 2025. Photo: Craig Patterson

As Simons launches two new major stores in Toronto, its ninth and tenth with long-time design partner Andrew Gallici of global design firm Gensler, as the brand stakes a deeper claim in English-speaking Canada amid a changing retail landscape.

He is Senior Associate, Design Director at Gensler.

Gallici, who has worked with the Simons family for over two decades, told Retail Insider the new stores represent more than just another retail rollout.

“I have a 25-year history with the Simons family,” he said. “These two stores represent number nine and ten that I’ve designed with them. Had that not been the case, my answer might be different.”

That relationship has given Gallici unique insight and a long-standing appreciation for the Simons brand.

“I’ve had a client-designer courtship with this client for a very long time,” he said. “I did not design the Square One store, and I have been in the retail scene in Toronto specifically for my whole career. This is like year 32 or something of that.”

“I worked in Eaton’s in the Toronto Eaton Centre. That’s how I fell in love with retail, and then studied design from there.”

For Gallici, the connection to the Simons brand is deeply personal.

“I’ve been a lover of the Simons brand for many years since I first met them. I understand their point of differentiation. I think many people in English-speaking Canada have still yet to learn who they are.”

With that in mind, the goal behind the new store designs is much more ambitious than simply aesthetics.

“I think the goals were far deeper than just a great designer opening a great store in a mall in 2025,” he said. “There was a lot of personal investment in this. For me, I was never going to be thrilled with my career if I couldn’t help manifest these two locations.” The Yorkdale Shopping Centre and CF Toronto Eaton Centre.

The new stores are positioned in some of the country’s highest-performing retail centres.

“I really wanted to make sure that their introduction to the urban Toronto market was as successful as it could be,” Gallici added. “And I think I understand them as a client very well and knew which buttons I could push to stretch them more than perhaps in the past.”

Simons’ expansion into Toronto comes as the broader department store sector contracts.

“I’ve had my suspicions around the Bay and the lesser Canadian brands that are no longer Canadian over the years,” Gallici said.

“For me it was always a matter of time. I think the Bay became a real estate play probably 20-plus years ago.”

In contrast, Gallici said Simons remains true to its core values.

“At their core, they’re about delivering premium product and premium service in a very democratic way.”

Men’s accessories on the second floor of La Maison Simons at Toronto’s Yorkdale Shopping Centre, August 14, 2025. Photo: Craig Patterson

The new stores will also make use of former Nordstrom spaces, and that comes with both opportunity and responsibility.

“When Nordstrom vacated, they left a great bone structure. So how could we then slide in our environmental responsibility and say what of this can we salvage and reuse while creating a whole new experience?”

The Yorkdale location has opened with the Eaton Centre store following closely behind.

Looking beyond Simons, Gallici also weighed in on the future of shopping malls, many of which are dealing with vacated anchor tenant space. In Calgary, for instance, CF Chinook Centre’s former Nordstrom remains largely empty, while Southcentre Mall only recently redeveloped its old Sears footprint.

“I firmly believe that in 2025, no one is really going turn around and build a single-use space,” Gallici said. “A shopping mall by virtue of the way it was designed back in the 50’s and 60’s was intended for shopping . . . Its prime focus is still pretty singular. And I think today we’re much more about mixed-use environments.”

Malls are slowly shifting in that direction, Gallici noted.

“What you can see the shopping malls doing in many cases is starting to look at redeveloping their parking lots to say, how can we put in office towers and residential towers to support you build in a bit more of an everyday audience.”

However, he believes developers need to think beyond the usual mixed-use strategy.

“I am excited for the day when the retail developers start to rewrite some of their business formula to acknowledge that maybe some of the large spaces you’re talking about get assigned to other things like cultural centres,” Gallici said. “Could we have an art gallery in the mall? Can we have live theatre venues in the mall?”

He adds that there are examples already emerging.

“At the corner of Dundas and Yonge in downtown Toronto, TMU — Toronto Metropolitan University — took a piece of that real estate that used to be a parking garage and actually erected an outpost campus there.”

The possibilities, he said, are wide open — whether educational, medical, or cultural.

“It reinvents the business equation for developers,” he said. “Until which point they really dig hard and start to look at some of those metrics, I don’t know that we’re going to see a lot of really revolutionary things.”

Gallici cited his own work at the Toronto Eaton Centre as an example of adaptive reuse in action.

“Before Simons in Toronto Eaton Centre, it was Nordstrom. Before Nordstrom, it was Sears. Before Sears, it was Eaton,” he explained. “That Eaton store was seven storeys. When Sears took it over, Sears put their offices up on level seven down through five.”

“When Sears shut down and Nordstrom took it over, Gensler worked with Cadillac Fairview to convert a bunch of that upper floor level into what is now a BMO office.”

He noted that Simons now occupies floors three, two, and one in that location.

Busy day at CF Toronto Eaton Centre. Photo: Cadillac Fairview

But retrofitting these legacy retail spaces, like the standalone Bay stores, comes with complications.

“Those floor plates are massive,” Gallici said. “You don’t have a huge amount of light spill into the space. So how you start to slice and dice those floor plates for new future uses. I just don’t see the sustainability (in filling them all with retail).”

Despite challenges, he remains optimistic.

“I think we’re at a very fascinating time in the reinvention of retail and shopping malls altogether, and I do not think they will go away.”

“We’re at this really fascinating time where I think business equations have to get rewritten. We have to really assess what we can do with these spaces for reinvention. And I think the world’s our oyster.”

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Money anxiety surges in Canada as households drain savings to stay afloat: Harris & Partners

By

Mario Toneguzzi

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August 26, 2025

A new nationwide survey shows a sharp deterioration in financial resilience across Canada. Most households say they are dipping into savings more often than before, and a large majority report higher money anxiety compared with 2020.

The survey, conducted by Harris & Partners, a Licensed Insolvency Trustee firm, asked more than 1,200 Canadians about their savings habits and financial stress. The results are stark:

78.7% have had to dip into their savings more frequently than before
84.5% worry more about money now than they did in 2020

“These are not marginal changes. They point to a real erosion of the financial safety net,” said Joshua Harris, CEO of Harris & Partners. “When nearly four in five people are drawing down savings more often, it means emergency funds are being used for everyday costs. That is not sustainable for households or for the wider economy.”

Savings are being used to cover ordinary life expenses

For many, savings are no longer reserved for emergencies. Respondents said they were setting aside funds to pay for rent, food, utilities, childcare, transport, and unexpected bills. This shift has several knock-on effects. It reduces the cushion that protects families from job loss or illness. It increases the likelihood that a surprise expense will lead to overdue payments. It also makes people more vulnerable to interest rate changes and economic shocks, said the report.

“Canadians tell us they are doing everything they can to stay afloat. They are cutting back, working extra hours, and still needing to dip into savings to make the numbers work,” explained Harris. “Once that buffer is gone, any setback can turn into a crisis very quickly.”

Money worries are rising, and it is taking a toll

More than four in five respondents say they worry more about money today than they did in 2020. Persistent anxiety about bills and balances can impact sleep, relationships, and work performance. It can also lead people to delay important decisions about health, education, and retirement, added the report.

“Financial stress does not stay in a spreadsheet,” said Harris. “It shows up as burnout, loss of focus, and strain at home. We are hearing from people who feel they are always one bill away from trouble. That kind of constant pressure is exhausting.”

Who is most exposed?

While the strain is widespread, certain groups are often the most exposed. Renters who face frequent increases in housing costs. Families with children whose expenses rise as they grow. Single-income households with less capacity to absorb shocks. Workers with variable hours or seasonal income who cannot rely on a steady paycheque. Homeowners with higher payments have seen costs increase more quickly than income. Each of these groups may reach for savings more often simply to cover the basics, according to the report.

Practical steps that can help right now

Harris & Partners recommends a few quick actions for anyone who is drawing down savings more often than before:

List priority bills first, and contact providers early if you need a payment plan
Map your month by writing down every regular cost and the typical date it leaves your account
Ring fence a small emergency buffer in a separate account, so it is not spent accidentally
Avoid high-interest credit for essentials where possible and get advice before consolidating debt
Speak to a Licensed Insolvency Trustee early to understand all your options without obligation

“Reaching out for advice is not a sign of failure,” noted Harris. “A short conversation can reveal options that people do not realise they have. The sooner that happens, the more choices are available.”

A call for broader support

Harris & Partners is calling for a clear focus on affordability, fair wage growth, and accessible financial education so Canadians can rebuild savings and reduce reliance on credit.

“People are doing their best. They are budgeting, working harder, and making difficult choices,” said Harris. “We need to make sure that effort is rewarded with stability. Canadians should be able to save for the future rather than spend every month worrying about the next bill.”

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L.L.Bean Expands in Canada with New Bloor Street Store

By

Craig Patterson

-

August 26, 2025

L.L.Bean at Manulife Centre in Toronto. Image: Craig Patterson

L.L.Bean has opened a downtown Toronto location, marking a milestone for the American outdoor retailer’s Canadian expansion. The 9,500-square-foot store is located on the concourse level of Manulife Centre at 55 Bloor Street West, a busy hub in the Bloor-Yorkville neighbourhood.

The new store reinforces L.L.Bean’s strategy of targeting high-traffic urban centres. Its opening underscores the brand’s confidence in the Canadian market, where it has steadily expanded since 2019.

The lease agreement was facilitated by Andrew Laudenbach of Oberfeld Snowcap on behalf of L.L.Bean. Representing the landlord, Manulife, were Arlin Markowitz and Alex Edmison of CBRE’s Toronto Urban Retail Team.

The addition of L.L.Bean supports Manulife Centre’s ongoing transformation into a premium retail destination. The shopping complex has actively curated a tenant mix that balances fashion, lifestyle, and dining, appealing to both local residents and visitors.

L.L.Bean at Manulife Centre, 55 Bloor St. W. in Toronto. Photo: Craig Patterson

What Shoppers Will Find at the Bloor Street Store

The new L.L.Bean store at Manulife Centre brings a wide assortment of the brand’s most recognized product categories to the downtown Toronto market. Shoppers will find the company’s well-known apparel collections for men, women, and children, including seasonal outerwear, knitwear, and casual clothing designed for both urban and outdoor lifestyles.

Footwear plays a central role, anchored by the brand’s iconic Bean Boots, alongside hiking shoes, slippers, and winter-ready boots suited for Canadian climates. The store also features L.L.Bean’s popular line of bags and accessories, with its Boat and Tote bags and backpacks prominently displayed.

Outdoor enthusiasts will find a selection of gear, including camping and hiking equipment, packs, and small essentials curated for urban shoppers with a love for the outdoors. Home goods, another hallmark of the brand, are represented through flannel bedding, blankets, and lifestyle items that reflect L.L.Bean’s rustic New England heritage.

The assortment has been tailored for the urban customer while still staying true to the brand’s roots, balancing performance products with lifestyle-driven offerings. The result is a downtown store that appeals equally to outdoor adventurers, commuters, and households living in Toronto’s core.

L.L.Bean’s Canadian Growth Story

L.L.Bean entered the Canadian market in 2018 through e-commerce, partnering with Toronto-based Jaytex Group, which has operated in Canada since 1978 and holds the brand’s exclusive wholesale and retail license. Building on its online success, the company opened its first Canadian store in Oakville, Ontario, in 2019.

From there, the retailer embarked on a steady rollout of physical stores across the country. In 2020, new locations opened at Ottawa Train Yards and Georgian Mall in Barrie, strengthening its Ontario presence. The following year saw further expansion into both urban and suburban markets, including Toronto’s Shops at Don Mills, Dartmouth Crossing in Halifax, Deerfoot Meadows in Calgary, and two British Columbia stores at Victoria’s Mayfair Mall and Burnaby’s The Amazing Brentwood.

Growth continued in 2022 with additional locations in Kitchener’s The Boardwalk, Cataraqui Mall in Kingston, Champlain Place in Moncton, Canada One in Niagara Falls, and West Edmonton Mall in Alberta. By 2023, the brand entered Quebec with stores at CF Promenades St-Bruno and Faubourg Boisbriand.

As of August 2025, L.L.Bean operates 15 stores nationwide, strategically positioned in high-traffic shopping centres and retail hubs across Ontario, Quebec, Alberta, British Columbia, Nova Scotia, and New Brunswick. The opening of the new Toronto store at Manulife Centre represents its first foray into a downtown urban retail setting.

Bloor-Yorkville’s Growing Foot Traffic

L.L.Bean’s location is strategic. The Bloor-Yorkville neighbourhood continues to evolve as one of Toronto’s most dynamic retail and residential districts. The area has experienced rapid densification in recent years with the construction of multiple high-rise condominiums. This has brought thousands of new residents, many from affluent demographics, further increasing demand for retail and lifestyle services.

The Manulife Centre is also directly connected to Toronto’s subway system, adding to its accessibility and daily foot traffic from commuters, office workers, and shoppers alike.

Originally built in the 1970s, Manulife Centre underwent a substantial redevelopment completed in 2019. The $100 million project modernized the retail podium with a sleek glass façade, improved streetscape, and new retail units. The transformation enhanced the property’s visibility and reinforced its position as a downtown shopping destination.

One of the most notable additions during the redevelopment was Eataly, the 50,000-square-foot Italian food marketplace, which marked its Canadian debut at the site. Eataly’s success has significantly boosted visitor traffic, creating a halo effect for other retailers.

Other major tenants include Birks, which reopened its flagship jewellery store in 2019 after extensive renovations, Over the Rainbow Jeans, and Loblaw City Market. Restaurant chain Earls opened in October 2023, further strengthening the centre’s mix of offerings.

It was also during this period that the LCBO relocated to a prominent street-level corner at Bloor Street and Balmuto Street in November 2021, paving the way for L.L.Bean’s arrival on the concourse level.

L.L.Bean: A Century of Outdoor Retail Heritage

Founded in 1912 in Freeport, Maine, by Leon Leonwood Bean, the company began with the Maine Hunting Shoe, a waterproof boot that revolutionized outdoor footwear. Despite early setbacks with manufacturing flaws, Bean’s insistence on a money-back guarantee and commitment to quality built enduring customer loyalty.

Over the decades, the company has expanded its product line to include outdoor apparel, footwear, camping equipment, and home goods. Today, L.L.Bean is recognized internationally for its durable products and customer service, with its flagship store in Freeport famously open 24 hours a day, 365 days a year.

The brand continues to emphasize outdoor enjoyment, environmental stewardship, and quality craftsmanship, maintaining its privately held structure and strong brand identity.

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Happy Belly Food Group announces 13th consecutive record quarter, increased positive net income from operations

By

Mario Toneguzzi

-

August 26, 2025

Photo courtesy of Happy Belly Food Group

Happy Belly Food Group , a leader in acquiring and scaling emerging food brands across Canada, has announced its unaudited financial results and corporate update for the fiscal quarter ended June 30.

“In Q2 2025, Happy Belly Food Group achieved its 13th consecutive record quarter and increased positive net income from operations. This milestone reinforces our reputation as a disciplined, high-growth multi-brand restaurant operator with a predictable growth model. It highlights our ongoing mission to become Canada’s leading acquirer and scaler of emerging food brands while driving long-term shareholder value. We more than doubled our system sales, driving a 114% increase versus the same quarter last year. We successfully opened 12 new restaurant locations in Q2, with another 11 restaurant locations added through our continued focus on organic growth and accretive acquisitions so far in Q3,” said Sean Black, CEO of Happy Belly.

“I would like to personally congratulate all brand leaders, franchisees, team members and cross functional teams for a truly great quarter. The team continues to execute on our aggressive growth and strategic plan, which has led to yet another positive step forward with significant growth during Q2 2025. System sales reached $16.2M (+114%), and total revenues of $5.7M (+155%) both doubled versus the same quarter last year. Adjusted EBITDA reached 9.9% in Q2 while achieving our second consecutive quarter of positive net income from operations. Our core principles have been the 3P’s: People, Product and Process, while staying operationally and financially disciplined throughout our execution plan. As at the end of Q2 2025, we have 62 operating restaurants, up 36 or 138% versus the same quarter last year. We continue to drive both organic and inorganic growth through accretive acquisitions, improving sales and customer traffic, net restaurant openings, as well as overall profitability at restaurant level. Such positive tailwinds are already evident in Q3 2025, while we head towards the fall season.

“These strong results are a testament to the team-oriented culture we have built at Happy Belly. Our management team and brand partners are working together to support our franchisees as we accelerate national expansion. With a clear focus on growth throughout 2025–2026, we believe our best chapters are still to come. We are just getting started.”

Q2 2025 Financial Highlights

● System-wide sales across Quick Service Restaurants (QSR) totalled $16.2M in the second quarter of fiscal 2025, up 114% versus the same quarter last year (2024 – $7.6M). The increase is attributed to organic baseline restaurant growth, alongside increased restaurant count, which reached 62 operating restaurants at the end of Q2 2025, up 138% versus 26 in the prior year.

● Total operating revenues, vendor rebates and interest income totalled $5.7M in Q2 2025, up 155% versus the same quarter last year (2024 – $2.2M), and for the six months ended June 30, 2025, $9.3M up 127% from 2024 (2024-$4.1M). Consecutive quarter growth increased by 56% when comparing $5.7M in Q2 2025 to $3.7M in Q1 2025.

Year-over-year growth was driven by continued sales growth in both the QSR and Consumer Product Goods (CPG) segments, accretive business acquisitions in the past twelve months, and new net restaurants (12 during Q2 2025).

● Realized product sales of $4.8M in the second quarter of 2025, up 153% versus the same quarter last year (2024 – $1.9M). In addition, royalties and franchise fee revenues reached $0.65M during the quarter, up 132% from the prior year (2024 – $0.28M), which was driven by an increase in royalties collected from 44 franchised restaurants in the system.

● Adjusted EBITDA reached $0.6M or 9.9% in the second quarter of fiscal 2025, up from a negative $(0.1)M in the same quarter last year. During the second quarter of fiscal 2025, net income from operations was positive $0.11M versus a loss of $(0.22)M in the prior year.

● Net working capital remains healthy at $2.7M as of June 30, 2025 (December 31, 2024 – $3.3M). Total cash and cash equivalents were $3.0M as of June 30, 2025. Furthermore, cash flow from operations before non-cash working capital was positive $0.5M in Q2 2025 versus negative ($0.3M) in the same quarter last year.

● In the second quarter, the Company generated $0.7M in cash flow from operating activities and deployed $1.1 million on property and equipment as part of our growth in our corporate restaurant locations.

● During Q2 2025, Happy Belly added 12 new restaurants to its growing portfolio. Heal Wellness opened six new locations in Alberta Block, Grand Bend, University of Calgary, Kingston, Bolton, and Shops at Don Mills. Via Cibo launched in Barrhaven, iQ Food opened at Shops at Don Mills, and Rosie’s Burgers debuted in Burlington, Hamilton, Shops at Don Mills, and Avenue Road. Following the close of Q2, Happy Belly further expanded by opening two additional Heal Wellness locations in Aurora and Kensington, and by acquiring nine existing restaurants through the accretive purchase of Salus Fresh Foods. These additions bring the total number of restaurants in the Happy Belly portfolio to 73.

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The Canadian Retail Industry: Trends, Challenges, and Future Opportunities

By

Retail Insider

-

August 25, 2025

The retail sector in Canada is very much a dynamic and transformable space. In Toronto people see large luxury shopping centers and in Vancouver small independent boutiques which are indicative of the global and local flavors which play out in the retail space. Over the past 10 years retail has seen very rapid change due to technology, different demographic groups, and also changes in what consumers want. To understand the present state of the Canadian retail industry one must look at its trends, issues, and what the future holds.

The Current State of Retail in Canada

Retail is a key player in Canada’s economy. Based on Statistics Canada reports it is seen that retail trade plays a large role in employment and in consumer spending across the country. International brands are still coming into the Canadian market at large, at the same time home grown retailers are adapting to what the consumer wants. In the large urban centers which are Toronto, Montreal and Vancouver observers see key hubs of retail innovation, with flagship stores and shopping centers which attract both domestic and international customers.

The retail sector in fact profits from Canada’s diverse population which puts out a variety of product and service choices. Retailers are to an ever greater degree catering to a wide range of tastes which range from eco friendly and sustainable goods to high end luxury products.

Key Trends Shaping the Industry

Several key trends are shaping the direction of Canadian retail:

1. E-Commerce and Omni channel Growth

Online shopping has become a key element of the retail experience in Canada. Before 2020 e-commerce was growing at a steady rate which the pandemic saw an unusual growth. Today in Canada it is seen that consumers expect a smooth transition between physical stores and online presentation. Those retailers which put forth convenient options like “buy online, pick up in store” or same day deliveries are seeing a competitive advantage.

2. Experiential Retail

In the age of digital shopping physical retail is still very much a factor. Many retailers are putting out put forward experiential concepts which are to say they are creating in store experiences which go beyond the sale of products. This is seen in flag ship stores, in interactive displays and in event based marketing which in turn is hoped will create memorable interactions for the consumer.

3. Sustainability and Ethical Shopping

Canadian consumers are at a point where they pay attention to environmental and ethical issues. That in turn is a force which makes retailers adopt sustainable practices from using eco friendly materials to reduce plastic packaging. Also what is being seen is that brands which put forward corporate responsibility and transparent supply chains are very well received by the younger generation.

4. Technology Integration

Artificial intelligence (AI), augmented reality (AR) and data analytics are transforming what is seen in retail. Personalized recommendations, virtual fitting rooms, and targeted marketing campaigns are very common. In Canada it is noted that retailers are putting large investments into tech in an effort to better connect with customers and improve supply chain management.

Challenges Facing Canadian Retailers

In many ways at this time which is very positive for the Canadian retail industry at the same time it is also true that they face several issues:

High Operating Costs: In Canada which includes large metropolitan areas retailers report that rent, labor, and logistics are the greatest issues.
Competition from Global Giants: International reports that Amazon, Walmart, and what may be termed the big box stores and also the fast fashion players are for the most part what is still left standing which in turn leaves little room for the small local players.
Changing Consumer Behavior: Today’s consumers are better informed and more demanding. Retailers have to transform constantly to meet that which is expected of them in terms of speed, convenience and value.
Economic Uncertainty: Fluctuating interest rates, inflation, and global supply chain issues may impact retail sales and profit.

Opportunities for Growth

Through these challenges the Canadian retail industry still presents great opportunity:.

Digital Transformation: Retailers that adopt e-commerce solutions put themselves in position to grow beyond the scope of their physical stores into national and international markets.
Niche Markets: Special in segments like sustainable fashion, organic foods, or local artisanal products which in turn helps retailers with strong brand loyalty.
Cross-Border Shopping: Canada’s location near the U.S. promotes cross border retail partnerships and tourism based sales.
Diversity and Inclusion: In Canada’s diverse cultural environment retailers are to put forth a wide range of products which cater to various cultural groups and individual needs.

The Future of Retail in Canada

In the future the Canadian retail industry is expected to transform even more. It is put forth that which will dominate is the hybrid shop which is a mix of digital and in store elements. Also to note is that artificial intelligence and automation will play key roles in improving efficiency, personalizing the shopping experience for the customer, and in fine tuning inventory management.

Sustainability is also set to play a key role in how consumers behave. As people become more conscious of their impact, even their financial decisions are changing, with many choosing to buy BTC and other digital assets from Moonpay platforms committed to renewable energy. Retailers that adopt green practices and prove their social responsibility will see their reputation grow and also will secure them long term customers.

Canada also sees to it that its population growth and urbanization will fuel the demand for innovative retail concepts. In terms of smart stores, pop up shops, or integrated online elements the future of Canadian retail is to be at once competitive and customer focused.

Conclusion

The Canadian retail industry is a dynamic and ever changing element of the economy. As consumer expectations grow and technology advances retailers must become more flexible to overcome issues and also to present themselves as a solution to new problems. Through innovation, sustainability and inclusivity which are the tools in their toolkit, Canadian retail is set to do well in the years to come.

M&M Food Market Cuts Prices Amid Inflation

By

Lee Rivett

-

August 25, 2025

MM Food Market Westmount. PHOTO: M&M FOOD MARKET

As the cost of living continues to squeeze household budgets, M&M Food Market has announced one of its largest affordability initiatives to date. The company is lowering prices on more than 150 products, with the goal of easing the pressure Canadians face at the checkout counter.

A recent survey indicates that three-quarters of Canadians view food affordability as a top concern. Against that backdrop, the company says its move is designed to give customers access to dependable, high-quality frozen meals at lower costs.

Tammy Sadinsky, Vice President of Marketing and Innovation at M&M Food Market, described the reductions as “real, meaningful” savings. “We know Canadians are looking for ways to stretch their grocery budgets without sacrificing quality, and this initiative ensures they can do exactly that,” she said.

The breadth of the reductions covers crowd favourites ranging from prepared meals to appetizers. Among the highlighted examples is M&M’s signature lasagna, now at its lowest everyday price in years. The oven-ready two-pound size serves up to four people for under $10, while the four-pound family size, designed for larger households, serves up to eight for under $20.

The company emphasized that while lasagna is a leading example, the initiative extends storewide, with M&M Food Market price reductions visible across categories. The strategy, executives say, is to help Canadians continue enjoying familiar, quality meals without stretching their wallets as far.

Delivering Value Without Compromise

The company stressed that its affordability initiative does not signal a compromise in quality. The retailer continues to promote its “Real Food Promise,” an internal commitment to meals made without artificial flavours, colours or sweeteners.

The promise also includes convenience, with oven- and microwave-ready meals that cater to busy households, and personalized service through Meal Advisors, many of whom are local owner-operators. These staff, the company says, remain an integral part of the shopping experience by offering advice and recommendations to customers seeking meal solutions.

A Canadian Brand Reinforcing Its Roots

Founded in 1980, M&M Food Market has long positioned itself as a Canadian alternative to mass grocery chains. More than 80 percent of its products are made in Canada, using a mix of domestic and imported ingredients to maintain consistency.

Today, the company operates more than 300 stores nationwide, from coast to coast and in the Yukon. By implementing broad price cuts at this scale, executives say the retailer is reinforcing its identity as both a Canadian and community-minded company.

Sadinsky added that the savings initiative underscores the brand’s broader mission. “While we have lowered prices across our store, our commitment to Helping Make Real Food for Real Life remains unshakable,” she said.

“This promise embodies our dedication to delivering affordable, high-quality meals and a personalized shopping experience that Canadian families can rely on today and for generations to come.”

The initiative arrives at a time when Canadian families are adjusting their shopping habits in response to higher inflation and rising interest rates. Grocers and food retailers have come under scrutiny for pricing strategies, and affordability has become a dominant theme in consumer-facing campaigns.

By announcing widespread M&M Food Market price reductions, the company has positioned itself as responsive to the financial pressures shaping household food decisions. Analysts note that food retailers seeking to maintain customer loyalty may increasingly lean on similar strategies, balancing affordability with brand trust.

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