Boutique fitness is booming in Canada, with more people trading traditional gyms for personalized, community-driven workout experiences. Leading the charge is STRONG Pilates Canada, the Australian-born workout concept that launched in Canada in 2024.
It’s known for its innovative, low-impact, performance-driven approach that’s quickly expanding nationwide.
Since opening its first Canadian flagship studio in Toronto’s Little Italy, STRONG Pilates Canada has gained incredible momentum:
6 new studios now open(Yorkville (the most recent), Liberty Village, The Beaches, Ottawa, Kelowna, and, Coal Harbour in Vancouver)
5 more set to launch within the year (in Oakville, Kingston, St. Catherines, Surrey, and Calgary)
And even more new studios already in the pipeline.
Alyce Luczak
The demand speaks volumes: Canadians are craving efficient, results-driven workouts that prioritize longevity over burnout, all with an elevated, boutique studio experience. As the boutique fitness market continues to boom, STRONG Pilates Canada is carving out a powerful space and continues to stand out in a crowded market, appealing to Canadians who want a smarter, more efficient way to sweat.
“Since launching our first Canadian studio in 2024, STRONG Pilates Canada has filled a major gap in the market – meeting the growing demand for efficient, results-driven workouts that prioritize longevity over burnout. Canadians are increasingly looking for ways to train smarter, not harder, and our unique workout model combined with an elevated boutique studio experience delivers exactly that,” said Alyce Luczak, Director of Operations & Onboarding at STRONG Pilates Canada.
“Rapid expansion has been fueled by a growth strategy that focuses not only on markets where an appetite for innovative, low-impact fitness exists, but that also supports our franchisees with a proven business model and operational support. We’re seeing incredible enthusiasm not only across the country, but globally.”
Luczak said innovation is at the company’s core.
“STRONG provides members with such a unique workout experience that fuses Pilates, cardio, and strength training into one high-intensity, low-impact session – a combination not offered at any other studio or franchise in Canada. Members can choose the way they want to move, Row, Ride or Reform, on our custom built patented Rowformers ensuring that the experience is never repetitive,” she said.
“Beyond the workout itself, community is at the heart of STRONG. Every class is scalable for all fitness levels, and our highly trained instructors ensure each STRONG human feels supported, challenged, and confident. We are so much more than Pilates.”
Luczak said the concept’smethod is designed to push limits without punishing the body.
Photo: STRONG Pilates
“STRONG Pilates omits high-impact movements like plyometrics and running which can increase risk of injury – and replaces them with a low-impact, high-intensity format that builds strength, endurance, and Mobility,” she said.
“By combining reformer Pilates with cardio and resistance training on our Rowformer machines, we help anyone who visits our studios to train sustainably for the long term. It’s about creating a workout that people can love – and stick with – for life.”
Luczak said the company takes pride in empowering local entrepreneurs to bring STRONG Pilates to their neighbourhood.
“Our franchise model is built off proven systems that have been developed from 100+ global studio launches. Franchisees joining our network benefit from comprehensive onboarding and pre-launch support from finding a suitable space, to build out, marketing, sales, trainer certification and beyond. We ensure every franchisee has the tools and training needed to succeed and continue to support once operational.”
“Our focus right now is on responsible and strategic growth, continuing to expand our footprint in Ontario, whilst nurturing the B.C and Alberta markets with a network of high-quality franchise partners. STRONG Pilates members have come to expect consistent innovations and 2026 will be no different with equipment, tech and merchandise all under the spotlight.”
Tahini’s Restaurants has opened a new Toronto location at 890 Bloor Street West, continuing the Mediterranean fusion chain’s expansion across the Greater Toronto Area.
“Toronto continues to be a key growth market for Tahini’s, and we’re excited to expand our footprint in such a vibrant neighbourhood,” said Omar Hamam, founder and CEO of Tahini’s. “This new opening reflects the passion of our franchise partners and the strong demand for bold, globally inspired flavours in Canada’s biggest city.”
Omar Hamam
The restaurant’s menu features a mix of Mediterranean dishes and international flavours, including Korean BBQ Shawarma, Jamaican Jerk Shawarma and Habanero Chicken Shawarma. Vegetarian options such as the Greek Halloumi Bowl and Falafel Shawarma are also available. Each dish is prepared daily with house-made sauces and fresh ingredients, according to the company.
Franchise partner Mohammad Sheikh will lead the new location. Sheikh, who has a professional background in engineering and several years of community volunteer work in Markham, said his passion for food and service inspired the move into the restaurant industry.
“While I’ve spent decades building my career in engineering, food has always been close to my heart,” Sheikh said. “Opening a Tahini’s at Ossington and Bloor is a way to bring that passion to life while building connections in a neighbourhood I’m proud to serve.”
Tahini’s operates more than 70 restaurants across Canada and plans to continue its international expansion. The company said it is seeking new franchise partners and area representatives to help bring its Mediterranean fusion concept to additional communities.
Ruby Liu in the Tesla store at Yorkdale Shopping Centre in Toronto. Photo: Craig Patterson
When the Ontario Superior Court closed the door on Ruby (Weihong) Liu’s attempt to take over 25 former Hudson’s Bay leases on October 24, it did more than halt a headline-grabbing bid. It revealed the gap between a compelling vision for anchor-box renewal and the disciplined proof landlords and lenders expect in 2025. The former Hudson’s Bay estate, already under creditor protection and weighed down by about $1.1 billion in secured obligations, became the stage where those expectations played out in public filings and a rapid series of hearings.
The outcome is now clear. Three British Columbia leases at properties Liu already owns were approved earlier in the process. The remaining 25 were rejected after landlords argued the plan lacked tested operations, sufficient capital clarity, and a viable near-term execution path. For Canadian retail, the case offers a look at how anchor real estate will be placed, priced, and policed in the next cycle.
Inside the room: a candid meeting and an early warning
In late May, retail strategist Carl Boutet met with Ruby Liu and two members of her team at a café near Toronto’s Financial District to hear the concept firsthand. The meeting was arranged following a request from Central Walk representatives to discuss Liu’s retail vision, and this author also attended, bringing Boutet along for his expertise in evaluating large-format retail concepts.
“It was all experimental,” Boutet recalled. “I think that was the least of the challenges. It didn’t convey the credibility that helps a project come across as really professional. It signalled a lack of polish, which is not unheard of when entrepreneurs build the plane as they fly it.”
Carl Boutet with Ruby Liu in May 2025. Photo: Linda Qin
He noted that the plan itself wasn’t inherently flawed. In fact, many of the ideas, including public gathering areas, children’s play zones, cafés, and small cultural spaces, aligned with how forward-looking retail environments are evolving globally. “What she wanted to do made sense conceptually,” he said. “It was just missing the support structure and the operational roadmap to make landlords feel comfortable.”
Boutet emphasized that Liu’s presentation materials lacked the detailed financial modeling and brand-level tenant mix data typically needed to convince major landlords. “You need to show them that every square foot is accounted for, not just in vision but in numbers,” he explained. “That means demonstrating how each element, from food to fashion to play, contributes to the economics of the box. That wasn’t fully there yet.”
He was also struck by Liu’s determination. “She was passionate and completely committed to the idea,” Boutet said. “You could see that she believed in the concept as something that would bring people together, something that went beyond just shopping. The problem wasn’t belief, it was execution.”
In hindsight, Boutet sees that meeting as a telling moment in the saga. “It was the first signal that there was a disconnect between a strong vision and the institutional structure needed to deliver it,” he reflected. “Landlords wanted confidence in operational depth and financing certainty, but what they got was creativity and aspiration. That’s a hard sell in a court-supervised process.”
Ultimately, the meeting left him with mixed feelings that included admiration for the ambition, but concern about the feasibility. “Ruby had a community-driven idea that could have been transformative if it were backed by the right partners,” he said. “It wasn’t the wrong vision. It was just the wrong timing, and maybe the wrong execution model for how Canada’s largest landlords work.”
An initial document from Central Walk setting out plans for a ‘New Bay’ department store, May 2025. Photo: Carl Boutet
What the court looked for, and why landlords dug in
To understand how we got here, it helps to recall the environment. Hudson’s Bay filed for CCAA protection in March. The Monitor’s first report put outstanding secured obligations at roughly $1.1 billion, a figure that shaped every subsequent argument about lease value, cure costs, and timing. As the lease transfer motions advanced, landlords and receivers were assessing major capital needs such as roof repairs, escalator replacements, and HVAC upgrades that would have to be addressed before any new tenant could begin operations.
Boutet’s view is that lease-rate dynamics were just as decisive as operational concerns. “The landlords’ main tool was the leases,” he said. “Letting large boxes go at very low legacy rates with very long terms was the biggest concern. It is easier to keep a tenant out than to push one out once they are in.” Add in later-stage discovery on financing and access to capital, and opposition hardened.
The court ultimately approved three British Columbia leases at properties Liu already owns, while blocking the rest. That split spoke volumes. Where a landlord could influence the entire site plan over time, a novel department store concept might get room to prove itself. In other landlords’ premier malls, with complicated co-tenancies and brand adjacency to protect, the threshold was higher.
Rendering of a Ruby Liu department store. Image: Ruby Liu Investment Corp./Central Walk
The vision that almost fit the moment
It is worth saying out loud that several elements of Liu’s concept match where consumers are going. Canada’s most successful malls are already leaning into hospitality, fresh food, family experiences, health, and services. In the May meeting, the plan sounded less like an old-model department store and more like a curated “mini-mall” within a box, intentionally carved into zones and programmed to keep families on site. “That was pretty much everything you would want in 2025 to launch a larger-scale initiative,” Boutet said.
Supply chains for private label take months to stand up, and large-scale staffing adds another layer of complexity. While Liu’s team organized two job fairs in Toronto to begin recruiting prospective employees, the process of onboarding and training retail staff across dozens of locations would still have required significant coordination. Many people had pinned real hopes of employment to those plans, a reminder that behind every retail restructuring are workers waiting for a second chance. When those human realities intersect with the financial discipline of landlords and lenders, vision alone is not enough.
What Could Have Changed the Outcome?
Boutet reflected on that question directly. What, in practical terms, might have altered the result for the 25 leases that were ultimately denied?
“She could have been a silent partner,” he said, even if that is not her style. “Back a more seasoned team. If she came in with a proven operator such as Bonnie Brooks and stayed behind the scenes, it might have eased concerns.” He also pointed to the signalling power of heavyweight partners. “If she had shown up with a Brookfield, a Central Group, or another global partner to handle supply chain, store fitting, and concept development, she might have made landlords more comfortable.”
He acknowledged there were moments when credible partners appeared on the periphery, from experienced Canadian department store executives to specialty operators. But the centre of gravity remained with Liu. Vision, for her, is not an asset you farm out. In this case, that preference carried a cost.
Boutet raised another missed opportunity. “Move gradually,” he said. “There was a window to demonstrate capability by quickly opening at one property she already controlled and letting that success do the talking while the court process unfolded. That would have been a powerful proof point.”
Ruby Liu holds an historic document from the Hudson’s Bay Company at a restaurant, June 2025. Photo: Craig Patterson
The RioCan-HBC Aftershock and Why Yorkdale Matters
The court’s rejection of Ruby Liu’s broader lease acquisition coincided with another significant story reshaping Canadian retail real estate: the unwinding of the RioCan-Hudson’s Bay joint venture, and the resulting battles over anchor spaces in some of Canada’s most valuable malls.
In 2015, RioCan partnered with Hudson’s Bay Company to form a joint venture that included major retail properties such as Yorkdale Shopping Centre, Square One, and Scarborough Town Centre. The partnership was designed to unlock real estate value by separating property ownership from store operations. When Hudson’s Bay entered creditor protection in 2025, that arrangement quickly became one of the most complex pieces of the restructuring puzzle. RioCan, which had a financial interest in a dozen former Bay properties, disclosed a $209 million write-down on the venture earlier this year, later seeking a court-appointed receiver to manage the assets and recover value for creditors.
At the heart of the dispute lies Yorkdale Shopping Centre, arguably Canada’s most prestigious retail property. The former Hudson’s Bay store there represents both a financial liability and a strategic battleground. RioCan is pressing Oxford Properties, Yorkdale’s landlord, to buy out its interest for $75 million, otherwise threatening to lease the large anchor space to discount fashion retailer Les Ailes de la Mode for just $1 million a year, a stark contrast to the luxury positioning that Yorkdale has cultivated over the past decade. Industry insiders say that Les Ails could convert the space to Zellers, a banner it owns.
Shuttered Hudson’s Bay store at Toronto’s Yorkdale Shopping Centre on the evening of June 1, 2025. The Yorkdale store is part of the RioCan JV. Photo: Craig Patterson
That move has intensified tensions. Oxford, which manages a carefully curated luxury mix that includes Cartier, Dior, Louis Vuitton, Tiffany & Co., and Holt Renfrew, is unwilling to compromise the mall’s brand identity. Boutet called the situation “a fascinating test case in how far landlords will go to protect positioning versus monetize space.” He added that it also highlights “the unintended consequences of joint ventures, where one partner’s financial goals may diverge sharply from another’s brand strategy.”
Oxford’s internal assessments reportedly show that the former Bay site requires over $9 million in immediate repairs, including roofing, escalators, and HVAC modernization. A full retrofit could reach nearly $17 million over three years. These figures reinforce why landlords are reluctant to move quickly. Even a misstep in tenant selection could undermine years of investment and tenant alignment across adjoining luxury corridors.
“Yorkdale is the crown jewel,” said Boutet. “If you put the wrong use in that box, you affect the entire ecosystem. The adjacency risk is enormous. One wrong anchor can pull down the perceived value of 30 neighbouring stores.”
Boutet said the standoff at Yorkdale also forces a bigger question about the evolution of retail real estate in Canada. “We’ve witnessed the end of the department store in Canada. Does that also extend to the end of mall anchor stores?” he asked. “It’s hard to imagine landlords willing to give low rents and large boxes to a single tenant in an increasingly volatile retail industry.”
What the bid got right, and why intent still matters
It would be easy to paint the saga in black and white, but Boutet urges nuance. “I hope we do not make her the villain,” he said. “As much as people were critical about the ability to back the vision, we still need to recognize the boldness. She was one of the only parties to actually pay to buy back certain leases, and she came forward with a plan when others were defaulting back.”
That matters. Emerging operators rarely get everything right the first time. Many are told to show, not tell. Liu showed up, wrote cheques, and argued for a new approach to anchor boxes. The court still said no to most of it. Both things can be true.
Carl Boutet’s Lessons for Future Retailers and Anchor Operators
Drawing from his experience advising retailers and observing the Hudson’s Bay proceedings, Boutet outlined several lessons that others can take from the Ruby Liu case. These principles, he said, apply to any retailer or investor hoping to fill the large anchor boxes now sitting vacant across Canada.
Build a coalition, not a logo. Ambitious concepts need institutional scaffolding. The fastest way to calm landlord risk is to arrive with an A-to-Z team that includes a seasoned operator, a store construction partner with Canadian credentials, a supply chain partner with committed capacity, and a financing partner with conditions already met. When the focus keyphrase is Ruby Liu Hudson’s Bay leases, the subtext landlords listen for is who, precisely, will execute on day thirty, day ninety, and day two hundred.
Front-load proof. In a receivership context, ideas lose to evidence. Get one flagship open in a site you control and publish the data. Traffic, dwell time, conversion, staffing, ticket. Invite the receiver, the monitor, and the landlord to see it. Make the case in store rather than on paper.
Price the box like an engineer, not a dreamer. Replace the roof on paper. Replace the escalators on paper. Budget the hazmat. Budget the HVAC. If you are asking a landlord to tolerate temporary pain in a prime mall, you have to show that every dollar of remediation is recognized, funded, and timed. Negotiations move faster when the landlord believes you understand the building better than anyone else.
Stage the ambition. Anchor portfolios are marathons. Winning three stores you can control, opening them on time, and exceeding plan will put you in a better position to discuss the fourth and fifth than a first-bid sweep of twenty-plus sites. This was the heart of Boutet’s advice. “There was a chance to show capability quickly and use that momentum,” he said. “It did not happen.”
Rendering of a beauty department inside of a Ruby Liu department store. Image: Ruby Liu Investment Corp./Central Walk
How Canadian landlords are redefining “fit”
The case also clarifies how large Canadian landlords are thinking about fit in 2025. In super-regional assets with luxury clusters, the gate is narrow. Any operator seeking to replace a historical department store must demonstrate brand adjacency discipline, traffic quality, and design coherence. At strong regional centres, the gate widens, but the financial bar remains high because carrying costs for dark boxes are real. Across the country, receivers and pension-fund owners are signalling that patience is cheaper than a mis-set anchor.
That is why Yorkdale, Square One, and Scarborough Town Centre attract so much attention. These assets sit at the intersection of brand mix, redevelopment options, and co-tenancy obligations that ripple through dozens of leases at once. It is also why the RioCan JV’s move into receivership drew scrutiny. The proceeding created a formal framework to stabilize the portfolio and maximize value, but it also reminded everyone that the clock landlords hear is not the same one would-be operators hear.
What comes next for Liu and the boxes she can still shape
The appeal path appears limited, and industry attention has moved to execution at the three British Columbia locations that cleared. If Liu can deliver a profitable, differentiated retail-hospitality hybrid in those boxes, momentum could build. That would be the most convincing response to critics of the broader plan and the most credible way to revisit other opportunities later.
Boutet remains cautiously hopeful. “I am still holding out some hope that eventually a day will come where she wants to land the vision,” he told me. “If she has empty boxes in her own malls to backfill, maybe she will do that. The question is the ability to execute the vision and get to profit.”
In other words, the most important chapter for the focus keyphrase Ruby Liu Hudson’s Bay leases will likely be written far from the Commercial List. It will be written at a construction hoarding in Victoria, Nanaimo, or Tsawwassen. If those doors open on time, if families stay to eat and play, and if the P&L works, then partners who passed this time will pay attention next time.
Walmart Canada confirmed on Tuesday it will be the first major anchor tenant of the landmark Taza Park West, 1,200-acre development, led in partnership between Tsuut’ina Nation and Canderel, just outside of Calgary.
The new Taza Walmart Supercentre is expected to open in 2027 and will serve as the primary grocery and general merchandise retailer in Taza Park, expanding access to fresh food, household essentials, and everyday convenience for surrounding communities. As Taza Park’s first large-format retail offering, this development signals growing momentum in the region’s transformation into a vibrant urban hub.
James Robertson
“The arrival of Walmart Canada represents a major milestone in the realization of our shared vision for Taza,” said James Robertson, President of Taza Development Corporation. “It affirms the strength of our partnership with Tsuut’ina Nation and the momentum we’ve built together. More than just a retailer, our collaboration with Walmart Canada is a foundational piece in shaping a connected, accessible, and economically diverse community that welcomes everyone.”
“As we expand our footprint across the country through our landmark $6.5 billion investment in Canada over the next five years, we’re proud to be part of this historic development in Tsuut’ina Nation,” said Paula Bonner, VP Format Development, Walmart Canada. “We’re looking forward to bringing local jobs and everyday low prices to this community.”
Paula Bonner
Taza will begin work on-site this fall, with Walmart Canada construction beginning in 2026. In addition to serving as a retail anchor, the project will contribute to job creation during both construction and ongoing operations—bringing employment opportunities to residents of Tsuut’ina Nation, the surrounding Calgary area, and beyond.
This announcement adds to a series of recent milestones. More than 50 businesses have already opened in Taza Park and Buffalo Run, with more announcements to come. Residential construction is also underway, with homes from Brookfield Residential, Crystal Creek Homes, and Homes by Avi.
Taza is described as one of the largest and most influential First Nation developments. Consisting of three unique, but related community villages—Taza Park, Buffalo Run and The Crossing, Taza is integrated through a comprehensive framework of Tsuut’ina and City of Calgary infrastructure. The villages are physically connected via Tsuut’ina Trail, which is part of the Southwest Calgary Ring Road, a critical piece of transportation infrastructure for the Calgary and Southern Alberta regions. Each community village has a distinct character built around a guiding philosophy and distinct design principles. Led by Taza Development Corporation, Taza will create a unique sense of place, drawing on the history, culture and stories of the Tsuut’ina Nation, it said.
IKEA Canada has launched a new marketing campaign titled Making Space, featuring BIPOC photographers and a diverse creative team to promote its revitalized IKEA Kitchens experience.
According to the company, the campaign is designed to celebrate inclusive creative production while showcasing the diversity of Canada both in front of and behind the camera.
“We’re bringing our Equality, Diversity & Inclusion strategy to life by showcasing the BIPOC creatives behind our campaigns, creating visibility, opening doors, and helping shape a more inclusive creative industry.”
The retailer said the campaign features three photographers from historically underrepresented communities who captured images of kitchen showrooms at its Ottawa store. The company said it selected its creative team intentionally to demonstrate a commitment to inclusion and belonging.
Home furnishing retailers produce thousands of images annually, yet only 21 per cent of photographers in Canada are BIPOC, according to the company. The company said representation behind the lens is just as important as in front of it, noting that it hopes to inspire broader diversity within the creative industry.
“Inclusion and belonging are essential to the success of our business as it enables us to attract and retain top talent, serve a diverse customer base, and contribute to positive change in society. Our latest campaign, Making Space, is one of the many ways we activate our Equality, Diversity & Inclusion strategy.”
IKEA Canada said its approach to inclusion extends beyond marketing efforts. The company supports the Canadian Centre for Diversity and Inclusion and operates four co-worker resource groups to encourage allyship and inclusive change. These include The CREW, which supports multicultural diversity and anti-Black racism; Rainbow Connections, which advocates for 2SLGBTQ+ employees and allies; GROW, which promotes health and well-being; and BEAM, which encourages gender balance across all functions.
The retailer is encouraging other brands to partner with diverse photographers and creative professionals to help foster greater representation across the industry.
The Making Space campaign runs from Oct. 28 to Nov. 30. More information is available at www.IKEA.ca/MakingSpace
Script Runner, an AI-powered medication logistics platform, has partnered with Uber Direct to launch smarter prescription delivery in Canada. The new service allows pharmacies to organize multiple orders into optimized routes, making deliveries faster, more reliable, and less costly. By integrating Uber Direct’s software into Script Runner’s platform, pharmacies can now schedule and dispatch routes more efficiently, even with limited staff and time.
The companies say the approach improves speed and predictability for patients while lowering the cost for pharmacies, a pressure point as operators juggle growing clinical responsibilities and rising labor constraints. Script Runner frames the initiative as part of a broader push to modernize the infrastructure for medication delivery across the country.
“In rural Alberta, delivery workforce shortages are a constant challenge for pharmacies,” said Fayaz Rajabali, franchise owner of three pharmacies and past President of the Alberta College of Pharmacy. “By ensuring it’s done properly and within the right regulatory framework, Script Runner’s innovative approach with Uber helps us deliver more prescriptions in fewer trips. That means saving time, lowering costs, and ensuring patients receive their medications quickly and reliably, even when resources are stretched.”
“Pharmacy delivery has traditionally relied on manual processes and individual trips. Script Runner’s platform helps modernize this approach. Through the Script Runner interface, staff can organize prescriptions into optimized delivery routes, which are then fulfilled through Uber Direct’s courier network”.
“We’re excited to partner with Script Runner to bring more options to Canadian pharmacies. With Script Runner’s logistics platform, pharmacies can serve patients faster and more efficiently while reducing strain on their operations. This is an example of technology improving access to care,” said Kiran Vinta, Head of Uber Direct for US and Canada.
Field Use Cases and Early Impact
In an interview, Script Runner founder and Chairman Suresh Bhat described the Script Runner Uber Direct partnership as a practical fix for a persistent bottleneck in pharmacy operations. He said the platform allows a store to request a courier through the Uber Direct network, collect signatures, and complete more drops in fewer trips , which reduces errors and redirects hours back to patient care.
Suresh Bhat
“Pharmacies are incredibly busy, and delivery has been handled in an archaic way for years,” Bhat said. “With our platform connected to Uber Direct, a store can request a courier through the Uber Direct network, capture required signatures, and focus on efficiency gains by using Uber’s order tracking and organizing software. It saves time and reduces errors, which leads to better patient outcomes.”
Bhat cited off-hours scenarios as a clear advantage. “A pharmacist can dispatch an urgent medication to the airport at midnight, and the patient still makes the flight,” he said. “That was almost impossible before.” The companies note that Uber Direct’s network can be especially valuable in rural areas where pharmacies struggle to find consistent driver staff, while urban sites benefit from improved route density and predictability.
Compliance and Patient Safety
Medication delivery requires controls that are distinct from food and parcel services. Script Runner’s software includes identity verification, signature capture, and photo proof at the door, and supports pharmacies’ procedures for handling sensitive medications. Uber Direct provides a courier network and each stop generates a record to maintain compliance and chain of custody, reducing the risks associated with mis-deliveries.
The goal, according to both companies, is to meet professional and regulatory expectations while giving community pharmacies a way to compete on speed and consistency.
AI Efficiencies Behind the Counter
Script Runner has built AI tools to reduce wasted trips and repetitive tasks. One example is automated outreach to confirm whether a patient will be home during a delivery window. If the patient is not available, the order can be rescheduled before a driver leaves the store. Bhat said this can reclaim hours of staff time each day.
“We have seen scenarios where a pharmacist spends several hours phoning patients about deliveries,” he noted. “Automation brings that down dramatically, which lets teams focus on clinical care.”
Rajabali’s experience highlights benefits across market types. In remote settings, consolidating multiple orders into optimized routes can be the difference between same-day and next-week delivery. In cities, optimized sequencing of drops reduces late-day rushes, overtime, and failed attempts that trigger re-deliveries.
Script Runner says the capability is already live in stores that previously struggled to staff deliveries. By using Uber Direct through the Script Runner platform, those pharmacies can now deliver, regardless of fluctuating volumes, while retaining proof-of-delivery safeguards.
Track Record and Growth Outlook
The Script Runner Uber Direct partnership builds on a series of innovations from the software company. In 2024, Script Runner completed what it describes as Canada’s first long-distance autonomous drone delivery of insulin, a 60-kilometer flight near Thunder Bay, as a proof of concept for reaching remote communities. Since launching last year, Script Runner says it has been battle-tested in more than 150 deployments across Canada and has supported over one million deliveries.
Bhat previously co-founded a payments startup that was acquired by Interac, experience he credits with shaping Script Runner’s focus on compliance and transaction integrity. He said the company is speaking with large chains and health networks. “We believe we have the best solution in the market, and our focus now is scale,” he said.
Competitive Context in Last-Mile Health
Last-mile health logistics is drawing attention from technology platforms and retailers. The differentiator for this rollout is its focus on pharmacy realities in Canada, from identity checks to handling time-critical therapies, combined with a national on-demand delivery network. By integrating Uber Direct’s software into a purpose-built pharmacy logistics stack, Script Runner positions community pharmacies to compete on speed without sacrificing clinical standards.
For patients, the near-term benefits are improved reliability and access. For pharmacies, the operating model promises reclaimed staff time, lower costs, and a more consistent delivery experience.
Adoption will turn on evidence that Script Runner’s approach to delivery cuts cost per order, reduces failed attempts, and raises patient satisfaction. Early anecdotes point to gains in emergency and after-hours use cases. The next phase is scale, where route density and repeatable processes across many pharmacies can turn promising pilots into daily operating norms.
“Every year, new technology becomes more accessible,” Bhat said. “Our job is to bring the best of logistics and AI to pharmacy workflows so that medications arrive on time, every time.”
MUD Australia at Hopson Grace in Toronto. Photo: Hopson Grace
Mud Australia, the iconic Sydney-based ceramics brand, has opened its first Canadian retail showcase inside Toronto’s Hopson Grace. The 200-square-foot installation, which launched in mid-October, brings the brand’s minimalist aesthetic and expanded home collection to Canadian customers for the first time.
Located within Hopson Grace’s 4,000-square-foot flagship at 200 Dupont Street, the new concept space presents Mud Australia’s full line of handcrafted porcelain pieces, from tableware to lighting, in a setting that reflects both the brand’s refined design ethos and Hopson Grace’s curated approach to home living.
“We’re honoured to host Mud Australia’s first holistic retail presence in Canada,” said Andrea Hopson, co-founder of Hopson Grace. “Their thoughtful approach to design and colour aligns perfectly with our aesthetic and community of design-conscious customers.”
MUD Australia founder Shelley Simpson, centre, with Martha Grace McKimm and Andrea Hopson. Photo: Hopson Grace
A Collaboration Rooted in Craftsmanship and Shared Values
Founded in 1994 by designer Shelley Simpson, Mud Australia began as a small studio in Sydney with a mission to create timeless, functional ceramics that elevate everyday living. The company has since grown into a global design leader with standalone stores in Sydney, Melbourne, Brisbane, London, New York, and Los Angeles.
Each piece is handmade from Limoges porcelain, sourced from France and tinted with the brand’s distinctive pigments. The result is a collection that blends simplicity, durability, and refined beauty.
“This is a new concept for us,” said Simpson during an interview with Retail Insider at the Toronto showcase. “We’ve only ever done our own retail stores. Partnering with Hopson Grace gives us the opportunity to bring the full Mud experience to Canada in a space that truly represents who we are.”
The new Mud Australia Toronto showcase mirrors the calm and considered spirit of the brand’s international flagships. Visitors can explore all 19 of Mud’s signature colours and over 100 product profiles, ranging from muted neutrals to vibrant architectural tones such as red, yellow, and charcoal.
“We’ve long admired what Hopson Grace has built in Canada,” Simpson added. “Their commitment to quality and storytelling makes this the right home for Mud in North America.”
MUD Australia shop-in-store at Hopson Grace in Toronto. Photo: Hopson Grace
Hopson Grace Marks Its 10th Anniversary with Global Expansion
The arrival of Mud Australia Toronto also marks a milestone year for Hopson Grace. Founded in 2015 by Andrea Hopson and Martha Grace McKimm, the Toronto-based brand was built around a philosophy of intentional living, global design, and timeless craftsmanship.
From its beginnings as a tableware boutique, Hopson Grace has evolved into a comprehensive home destination featuring furniture, home décor, and exclusive collaborations with luxury brands including Ginori 1735, Richard Brendon, Sabre Paris, and David Mellor.
“We built Hopson Grace around the idea that conscious consumption and quiet luxury — choosing fewer, better things — naturally leads to more sustainable living,” said McKimm. “Mud Australia not only shares our philosophy, they bring it to life in the objects they create that are refined, functional, and made to last.”
Hopson Grace in Toronto. Photo: Industryous Photography
Beyond Tableware: Expanding the Home Collection
At the Toronto showcase, Mud’s expanded collection includes more than its signature tableware. Customers can browse sculptural pendant lighting, hand-cast house numbers, vases, and scented candles, each designed to merge beauty with everyday function.
“We specialize in dinnerware, but we’ve expanded into bakeware and home lighting,” explained Simpson. “Every piece is designed to be elegant yet practical. Fine enough to feel special, durable enough for daily use.”
Each porcelain item is fired at 1,280°C, giving it strength and a delicate texture. “We keep things very fine because it makes them more comfortable to use,” said Simpson. “You feel the difference when you hold it in your hand or bring it to your mouth.”
Simpson describes Mud’s aesthetic as informed by global influences. “People often say it looks Scandinavian, but it also carries Asian sensibilities,” she said. “Sydney is multicultural, just like Toronto. The collection reflects that diversity and how people eat and live today.”
MUD Australia at Hopson Grace in Toronto. Photo: Hopson Grace
The Registry: Hopson Grace’s Next Digital Chapter
Alongside the new in-store installation, Hopson Grace is preparing to launch The Registry, a proprietary digital platform for modern couples that merges technology with curation.
“We think The Registry is going to be game-changing for Canadian couples,” said McKimm. “It merges the digital tools people expect, like group gifts, cash funds, and travel experiences, with the curated, premium selection Hopson Grace is known for.” Calgary-based eCommerce Canada has been working behind the scenes to set it up.
The platform, launching later this year, will serve customers across North America, allowing them to register for gifts, experiences, and curated home items. “We realized we had to build it ourselves,” McKimm added. “The existing platforms were frustrating for couples and retailers alike. The Registry combines functionality with taste. It’s modern, personal, and built for how people actually live.”
MUD Australia shop-in-store at Hopson Grace in Toronto. Photo: Hopson Grace
A Shared Vision for Conscious Retail
Hopson Grace’s collaboration with Mud Australia reflects a shared belief in meaningful design and the value of storytelling in retail. Both brands have cultivated reputations for sustainability, craftsmanship, and longevity — qualities increasingly sought by consumers looking for authenticity and connection in what they buy.
“We ship mainly by sea because it’s better for the environment,” said Simpson. “It doesn’t add much to the cost, and it’s aligned with how we think about longevity and care.”
Hopson Grace takes a similar approach to curation. “We partner with brands that share our values,” said McKimm. “Our customers want to know where products come from and why they matter. That transparency builds trust.”
The two brands have worked together for seven years, with Hopson Grace previously carrying select Mud pieces. The new shop-in-shop marks the first time the complete Mud Australia collection is available in Canada.
“When it comes to storytelling and growing our brand, we don’t just curate products, we curate partnerships,” said McKimm. “Mud was the natural choice for us. Our customers were already asking for more of it.”
Calgary’s retail market continues to demonstrate strength and resilience, according to a new report by Barclay Street Real Estate.
Availability has steadily trended downward since the start of 2025, reaching 3.8% in the third quarter – a decrease of 20 basis points quarter-over-quarter and 90 basis points year-over-year, said the report.
“With less than 2 million square feet available citywide, Calgary remains below what is typically considered a balanced market. Limited supply is fueling upward pressure on rental rates, with occupancy climbing to 96.2%,” explained the report.
“The city’s retail landscape remains stable, supported by strong tenant demand. The narrow gap between availability and vacancy reflects a stable market with little excess space set to return, underscoring the steady absorption of existing inventory.
“Retailer confidence is especially evident in suburban nodes, where service-oriented and food-based retailers remain highly active. Calgary’s retail inventory now totals 45.6 million square feet, representing an increase of approximately 300,000 square feet since the start of the year as new projects were delivered.”
CF Chinook Centre. Photo: Mario Toneguzzi
Barclay Street said the quarter saw the completion of Fourth Street Lofts in the Beltline, adding 3,500 square feet, along with the Junction at Market and Main (Blocks 88 and C) in Seton, bringing additional street front retail supply. Despite this growth in inventory, overall availability has decreased by 70 basis points since January, highlighting strong absorption across the market.
“Suburban submarkets are leading performance, with vacancy in northern Calgary at 2.2%, demonstrating particularly strong tenant demand. Downtown vacancy, by contrast, remains elevated, driven by higher operating costs, shifts in consumer patterns, and ongoing changes in the office market,” said Barclay.
“By format, community shopping centres and street front retail continue to perform steadily while activity in the beltline has strengthened – dropping vacancy 60 basis points to 7.6%. Southpoint Plaza in Calgary’s southeast has entered the construction pipeline and is now actively pre-leasing. Once complete, it will add meaningful supply to an already thriving suburban hub.
“Anthem and Harbour Equity also broke ground on a new open-air retail centre in Belmont. The project will deliver 145,000 square feet across 14 buildings, anchored by grocery, drug, and liquor stores, alongside quick-service and full-service restaurants. Construction began in August 2025, with completion targeted for Summer 2027.”
The report said service-based retail continues to lead leasing activity, extending the momentum seen earlier this year.
Image: Wingstop Canada
“Food and beverage operators remain especially active. Local favourite, Pie Junkie expanded with its fifth shop, while national brands like Dave’s Hot Chicken and Wingstop continue to enter Calgary’s strongest trade areas. These new openings reinforce confidence in the city’s consumer base and its ability to attract both local entrepreneurs and international investment,” said Barclay.
“As Calgary’s retail market enters the final quarter of 2025, record-low availability fuels upward pressure on rents, while suburban nodes are capturing strong tenant demand. National brands are expanding, local concepts are scaling, and major redevelopment projects are re-shaping urban nodes. Together, these dynamics position Calgary for a strong finish to 2025 and sustained momentum into 2026.“
Angelcare Group has opened a new 130,000-square-foot logistics and packaging centre in Milton, Ont., marking a more than $20-million investment in its Canadian operations.
The company, a global manufacturer of baby and pet care products, said the new facility will strengthen its North American supply chain, support sustainable growth and create local employment opportunities.
Rahul Sharda
“This strategic investment reflects our confidence in Canada as the cornerstone of Angelcare’s global operations,” said Rahul Sharda, CEO of Angelcare Group. “The new Packaging and Distribution Centre in Milton represents more than just an expansion of our footprint—it is a bold step forward in strengthening our supply chain, creating new opportunities for our people, and ensuring we deliver the quality, service, and innovation our customers expect.”
The centre will serve as Angelcare’s national warehouse and distribution hub and includes the company’s first dedicated packaging facility for Litter Genie® Light, a “Product of Canada” cat litter made from natural Canadian bentonite clay. The product is additive-free, 99 per cent dust-free and 20 per cent lighter than leading national brands, offering odour control and clumping performance at an affordable price.
The company said the new facility will initially create 15 full-time jobs, with plans to double that number as production and exports expand. The automated packaging line can produce up to 4.6 million boxes annually, and the facility is designed to accommodate two additional lines in the future.
“Milton offered far more than logistical advantages — it represents a community aligned with our values of innovation, sustainability, and responsible growth. The region has a robust manufacturing ecosystem, access to highly skilled talent, and proximity to key partners, making it a natural choice for long-term investment. The upcoming CN Rail Milton Logistics Hub will further enhance our transportation efficiency and export capabilities,” said Sharda.
“Most importantly, Milton reflects what Angelcare stands for: local production, Canadian expertise, and a deep commitment to the communities we serve.”
Photo: Elaine Fancy
Angelcare said the site was developed with sustainability in mind, targeting BOMA BEST or LEED certification for energy efficiency, waste reduction and environmentally responsible construction. Features include advanced lighting and HVAC systems and optimized logistics to reduce transportation emissions.
The company plans to expand the Milton facility into an innovation hub, adding a research and development lab, demo space and training centre to support product development across its brand portfolio.
Founded in 1997 and headquartered in Canada, Angelcare Group’s family of brands includes Angelcare®, Diaper Genie®, Litter Genie®, Pet Genie®, Compost Genie®, LitterLocker®, Pabobo® and Kids’Sleep®.
“The pandemic underscored the importance of building resilient and agile supply chains. Our investment in Milton is very much part of that global reshoring trend — bringing production closer to consumers and reinforcing our commitment to manufacturing in Canada,” explained Sharda.
“By producing here at home, we’re reducing reliance on overseas operations, improving quality control, and enhancing our ability to respond quickly to market needs. It is also a meaningful way for Angelcare to invest back into the Canadian economy and workforce while strengthening our position as a North American manufacturing leader.
“Beyond supporting local production and talent, Milton provides a strong foundation for expanding our global footprint, reinforcing our North American network, and opening new export opportunities — particularly in high-growth Latin American markets.”
He said sustainability was built into the facility from day one — not as an afterthought, but as a core design principle.
Rahul Sharda. Photo: Elaine Fancy
“We’re targeting BOMA BEST or LEED certification, which ensures our performance is independently verified and transparent. The facility incorporates high-efficiency lighting, HVAC systems, and logistics design to minimize energy consumption and reduce emissions,”noted Sharda.
“We’re also working toward becoming a zero-waste facility, implementing circular practices that prioritize material recovery, recycling, and reuse across operations. This is a key step in reducing our environmental footprint and aligning our production processes with Angelcare’s long-term sustainability goals.
“We’ll continue to share our progress publicly as each milestone is achieved. For Angelcare, sustainability isn’t a target to check off — it’s a continuous commitment to doing business responsibly.”
Sharda said its R&D lab and innovation hub will focus on advancing packaging efficiency, sustainable materials, and product performance across all Angelcare categories.
“This dedicated space will allow us to accelerate development cycles, test more effectively, and launch new innovations faster than ever before. Bringing our R&D and innovation teams together under one roof in Canada will foster deeper collaboration, enable rapid prototyping, and strengthen our leadership in product excellence and environmental stewardship,” he said.
“This facility gives us the scale and efficiency we need to stay competitive across North America and LATAM markets. The new automated litter packaging line can produce over 4 million boxes a year, which allows us to export directly to the U.S. market.
“The facility also consolidates our entire product portfolio under one roof, strategically located near our U.S. distribution center in Ohio — ensuring faster cross-border fulfillment, improved cost efficiency, and greater reliability for our retail partners. Together, these two facilities strengthen our supply chain on both sides of the border — ensuring faster delivery, better cost efficiency, and the reliability our retail partners expect.”
RONA inc. is expanding its support for Canadian hockey through renewed and enhanced partnerships with two National Hockey League teams and the return of its youth sponsorship program.
In a news release, the company announced the second season of its RONA Rookies program, which will sponsor 150 minor hockey teams made up of employees’ children and grandchildren. Each team will receive about $4,000 to help cover equipment costs, tournament participation and activity fees — nearly double the number of teams supported last year.
“Whether it’s with local or professional teams, RONA is committed to the sport and to families because we believe in the importance of creating living environments where everyone can thrive and fully enjoy what they’re passionate about.”
The company also announced it has renewed its partnership with the Montreal Canadiens and strengthened its collaboration with the Edmonton Oilers, following the Oilers’ run to the Stanley Cup final last season.
This season, RONA will continue as a major partner of the Canadiens and co-presenter of games on RDS. The company will also present Bobblehead Nights in both cities and serve as the official sponsor of the second period during Oilers games.
“Hockey is much more than just a sport. It brings communities together, creates bonds between generations and inspires our youth,” Laporte said. “That’s why we are proud to invest in initiatives that encourage participation in sport and help young people pursue their dreams.”
RONA, headquartered in Boucherville, Que., operates or services more than 425 stores across Canada under the RONA+, RONA and Dick’s Lumber banners. Founded in 1939, the company employs about 21,000 people and has been recognized as one of Canada’s Greenest Employers.
