Key highlights of the Q3 2025 edition of the Main Street Quarterly report
CFIB’s estimates and forecasts in partnership with AppEco suggest Canadian economy grew by 0.8% in Q3 2025 and will continue growing at a slow pace of 0.2% in Q4. Consumer Price Index (CPI) inflation is expected to remain stable for the rest of the year.
The national private sector job vacancy rate remained steady at 2.8% in Q3 2025. This represents 391,100 unfilled positions.
Amid ongoing uncertainty, private investment estimates point to a 3.7% decline in Q3 and a further contraction of 4.5% in Q4.
Retail sales declined in Q3 by 0.2% and are forecast to grow by 1.8% in Q4, which is far below the historical average.
A special analysis this edition focused on the Buy Canadian movement. Over four in 10 (43%) businesses ran buy-local campaigns, with almost two-thirds (61%) reporting higher sales of Canadian products. However, only 15% saw increases in revenues and even fewer, 9%, saw a boost in profit due to high costs and soft demand.
The quarterly sectoral profile reveals that goods-producing and service-offering businesses have become less optimistic since Q1 2025, but the latter have recovered faster, and their confidence level surpasses the all-industries average.
Simon Gaudreault
“While some of the trade turmoil is easing and inflation is more under control, considerable economic uncertainty remains, along with various headaches for Canadian businesses. These subpar conditions explain why our estimates and forecasts for the second half of 2025 show a weak GDP, retail sales, labour market and investment picture,” said CFIB’s chief economist and vice-president of research, Simon Gaudreault.
“Despite unfavourable signals, small business owners are hoping for a better-than-expected final stretch for 2025 and a solid foundation to enter the new year. Positive signals in the upcoming federal budget coupled with strong holiday sales could certainly help on that front.”
The CFIB is Canada’s largest association of small and medium-sized businesses with 100,000 members across every industry and region.
Jump+ store in Oshawa, Ontario. Photo: Jump+ via Google Maps
Jump+ is pressing ahead with a national growth plan that focuses on Canadian markets where Apple’s own retail footprint is thinner, opening larger-format stores designed to deliver the full Apple experience in a locally attuned way. The newest location at Oshawa Centre serves as the clearest signal yet. It is the company’s largest store to date and the first net new addition since before the pandemic, reflecting what leadership describes as an aggressive but disciplined plan to scale.
“It’s the biggest store we have,” said Tim McGuire, Executive Chairman of Jump+ Stores, in an interview. “It’s the first net new location for the company since pre COVID, which also, by the way, was pre my owning the company.” McGuire acquired Jump+ from its founders on July 1, 2024, and has spent the past 16 months reshaping the roadmap.
Tim McGuire
Before the acquisition, the 17-store network was built between 2012 and 2019. The company paused new builds during COVID and then pursued a change in ownership. McGuire’s group closed the transaction and immediately began to re-invest in growth. “We have a very aggressive growth plan in place,” he said. Since then, Jump+ has completed a significant relocation and format upgrade at Niagara’s Pen Centre and has now added Oshawa. Two more stores are slated to open over the next three months, including Windsor followed by Victoria at Mayfair Centre, with a broader slate in development as sites reach construction.
Oshawa Centre: Largest Store, Full Ecosystem, Local Focus
Located at Oshawa Centre, the new Apple Premium Partner store opened to the public on Saturday, September 27. It offers the complete suite of Apple products and services in a bright, open layout that is markedly larger than prior formats. At approximately 3,100 square feet, it sets the tone for the fleet’s future.
“We will be gravitating more towards that larger size as time goes on.” Early stores a decade ago were as small as 1,200 square feet. That footprint cannot display or support the full Apple ecosystem in the way Jump+ intends. The company’s current Apple Premium Partner format, developed in close collaboration with Apple on design and fixtures, requires more room to properly merchandise devices, accessories, and services, and to run certified repair and business consultations on site.
The Oshawa store introduces a dedicated Small Business Solutions Centre, Apple Authorized Repairs carried out by Apple-trained technicians using genuine Apple parts, and the full range of Canadian wireless plans. In the words of James Ferguson, the company’s Chief Operating Officer, the mission is to deliver a complete Apple experience, from top-of-line iPhone and Mac models to trusted repairs and tailored business support. For consumers in Durham Region, it brings a level of assortment and service that previously required a longer drive.
Jump+ store in Oshawa, Ontario. Photo: Jump+ via Google Maps
“We’re Apple Where Apple Isn’t”
McGuire’s description of the Jump+ model is straightforward and strategic. “We do this in partnership with Apple,” he said. “They help us with store design, with fixture construction, installation, et cetera, because, you know, we have a very clear partnership with Apple that says they take the big markets. We take the medium markets, where the malls where there’s enough traffic to support a 3000 square foot store, but not to support a 15,000 square foot store.”
In practice, that means Jump+ builds comprehensive Apple experiences in places where a full-scale Apple Store may not be warranted. “We help fill out all of the other markets,” McGuire added. “We’re Apple where Apple isn’t.” It is a model Apple uses globally through premium partners, though it is notably absent in the United States, where Apple’s retail strategy relies more heavily on its own stores and broad third-party chains.
The Canadian variant gives Jump+ exclusive rights to the Apple Premium Partner format in this market. That exclusivity, paired with a focus on mid-sized cities and regional hubs, is a central pillar in the Jump+ expansion in Canada.
Closing Service Gaps With Certified Repair
One piece that resonates with local shoppers is certified repair. “We’re the top rated Apple service organization in Canada,” McGuire said. “Every repair is done with genuine Apple parts, Apple-trained technicians.” Each Jump+ store runs with technicians on duty throughout the day, providing diagnostics and repairs under Apple’s standards. In cities without an Apple Store, this reduces travel time and improves turnaround for issues that affect both personal and business devices.
The Oshawa opening has already changed behaviour across the trade area. “When we opened our store in the Oshawa Centre last month,” McGuire said, “we had managers coming in from the carrier locations from some of the other retailers there saying, thank God you’re here. We were tired of having to tell people who needed an AppleCare repair that they had to drive to Markham.” Early visitors have arrived from Peterborough and other nearby communities.
The Victoria store at Mayfair will produce a similar effect for Vancouver Island, where there is currently no Apple Store and no certified repair option on the island. “If you want to get a certified Apple repair there, you gotta get on a ferry or a plane and go to Vancouver,” McGuire noted. “That’s not a logical solution.”
Jump+ store in Oshawa, Ontario. Photo: Jump+ via Google Maps
Inside the Store: Assortment, Advice, and SMB Expertise
Jump+ leans hard into depth of assortment and guided selling. “Every product Apple sells, we sell,” McGuire said. The contrast with big-box assortments is stark. “If you go to a third party retailer, pick your example of Best Buy, Staples or Costco, they’re gonna have a couple of models of MacBook computers. We’ve got 67. They’re gonna have a handful of models of phones. We’ve got 120.” The broader range pairs with Apple-trained consultants who help customers choose the right configuration.
The company is also formalizing its small and medium business offer through dedicated space and staffing in each store. “We’ve always served small and medium business customers through our stores,” McGuire said, “but frankly, we’ve served them as if they were a big family that just bought a few more devices.” That approach is changing. Specialists help organizations map roles to the right hardware and software, plan deployment, and ensure integration across teams for security, communications, and productivity. “We have a full range of small and medium business products and services, and dedicated trained specialists in the stores in order to be able to explain and provide those,” McGuire said.
Jump+ store in Oshawa, Ontario. Photo: Jump+ via Google Maps
From 18 Stores to 30–35, With Quebec in Focus
Including Oshawa, Jump+ currently operates 18 stores. Over the next two to three years, McGuire expects to grow to “somewhere in the range of 30 to 35 stores,” effectively doubling the network. The near-term pipeline includes Windsor and Victoria. Beyond that, the company plans a meaningful move into Quebec beginning in the second half of 2026 and continuing into 2027. “Today we have no stores in Quebec,” McGuire said. “The Apple store is underpenetrated in Quebec relative to the rest of the country, so that will be our focus for the second half of 2026 and into 2027.”
The goal is not only to add locations but also to raise productivity per store through expanded services and deeper offer sets. “If we double the store network, we expect to at least triple the overall revenue of the company in the next three years,” McGuire said. Newer stores will trend larger, typically between 2,200 and 3,000 square feet, with a greater share in the 3,100 square foot range introduced at Oshawa.
This plan, the company says, will advance the Jump+ expansion in Canada while reinforcing its role as a local Apple expert in communities that have long requested more complete coverage.
Leadership Track Record and Operating Discipline
McGuire’s background blends top-tier consulting and hands-on specialty retail growth. He spent more than 30 years at McKinsey and Company, leading the firm’s global retail practice across the Americas. After retiring in 2017, he joined Mobile Klinik, the device repair chain, first as chairman then as CEO, and expanded it from an early base to over 100 stores before a sale to Telus. He stayed through integration and further growth beyond 150 stores before stepping back. When Jump+ came to market, he assembled an investor group that had backed previous ventures and completed the acquisition.
The operating playbook at Jump+ extends beyond new stores. The company is building out trade-in, buy-and-sell of certified used devices, wireless plan activations, and an expanded services stack, while keeping the core focus on Apple products, authorized repair, and small business solutions. “We’re creating opportunities for lots of people in the organization to grow,” McGuire said. “We’re hitting a bunch of communities that have been waiting for the chance to not have to have a two hour drive to meet their needs.”
Jump+ store in Oshawa, Ontario. Photo: Jump+ via Google Maps
What the Oshawa Flagship Means for Landlords and Shoppers
For landlords, the Oshawa store is a category anchor that drives repeat visits, device upgrades, and traffic linked to services. The unit’s larger footprint gives space for interactive demos, training conversations, and on-site repairs. For shoppers, it simplifies access to the full Apple lineup and expert support. “If you’re in a market where we have a store,” McGuire said, “we can get you an appointment in the next couple of days and fix whatever’s required. Or just drop in.”
The model also provides a useful pressure valve for Apple Stores in larger centres, where Genius Bar appointments can be scarce. While Jump+ is an independent, Canadian-owned company, the store experience aligns closely with Apple’s standards across assortment, fixtures, training, and service.
As McGuire put it, “We’re the Apple store with every Apple product, every Apple service, every Apple certification. Everyone trained by Apple, but we’re not Apple, we’re Jump+.”
Luxury retail consultant and former Dior executive Douglas Mandel has launched a new thought leadership series on LinkedIn, offering twice-weekly posts that examine how brands can balance heritage with innovation while deepening human connection in stores and online. Titled Luxury That Connects, the series will run for at least ten weeks through autumn, with each article designed as a concise, standalone insight grounded in Mandel’s two decades in global luxury.
“This autumn, I’ve launched Luxury That Connects: A 10+ Week Journey Through Stories, Strategy & Service,” said Mandel in an interview. “Each piece blends story with strategy, lessons in brand, people, and performance that I now apply as a consultant helping brands navigate the shifting realities of modern luxury.”
Douglas Mandel
Mandel’s career includes extensive leadership experience in Canada, where he played a transformative role in redefining Dior’s retail presence and client experience across the country.
A Career That Spans Continents — and Reshaped Dior Canada
Mandel’s perspective has been shaped by a career that spans Europe, North America, and Russia, including senior roles at Christian Dior Couture and work with Assouline Publishing. He began as a tailor and menswear designer after studying fashion design at Sheridan College, later earning an MBA in International Luxury Brand Management at ESSEC Business School near Paris.
As Regional Vice President overseeing Dior Canada, Mandel was instrumental in transforming the brand’s Canadian retail footprint. When he began his tenure, Dior operated primarily through concessions at Holt Renfrew and a standalone store inside the Fairmont Hotel Vancouver. Mandel led a period of significant expansion that changed how Dior engaged with Canadian clients.
He opened the Dior flagship at The Colonnade in Toronto, introduced Dior Men to the Canadian market, and expanded the Holt Renfrew partnership from leather goods-only concessions to full-line boutiques offering ready-to-wear, footwear, and accessories. These developments helped establish Dior’s modern retail presence in Canada and set a new benchmark for how international luxury brands operate in the country.
Dior at The Colonnade, 131 Bloor Street West in Toronto (Image: SAJO)
Mandel’s global leadership also extended to major markets including Selfridges in London, and he oversaw flagship openings in Moscow and Las Vegas. Each experience informed his understanding of how local culture, team engagement, and brand storytelling intersect to shape the luxury experience.
“I started putting my experience and history down on paper,” he said. “It led me to realize there may be content here that can help people, inspire them, and give an insight into the luxury world. The luxury world is quite different than typical retail, and I want to use these stories to share, create exposure, and connect.”
Why Now: A Market at an Inflection Point
Mandel frames the series around a luxury sector that is reassessing fundamentals. He references widespread changes in creative leadership at European fashion houses, a slower global growth backdrop, and what he calls “price fatigue” among shoppers who are more selective than they were during the pandemic period.
“The industry is at a crossroads,” he said. “Technology is reshaping retail. Culture is redefining value. Clients today expect intimacy, not intimidation, meaning, not just marketing. It is a moment to ask what is next and whether there is a different way to build these businesses.”
A central theme is the enduring paradox of luxury. Brands must remain rooted in craft and history while engaging modern audiences who live across digital channels and expect seamless service.
“The paradox of luxury is to be anchored in history and heritage while also being modern,” said Mandel. “The best brands continually play with modernity but stay rooted in their anchor. Now technology is everywhere, so the question is how to embrace it, and what to embrace, without losing the soul of the brand.”
He argues that the most valuable applications of technology in luxury are those that equip associates with context and clarity when a client walks in. “There is so much data online, yet in a store the sales associate often does not know a client’s recent journey. That is a missed opportunity. Tech should enhance the human connection, not replace it.”
Dior at The Colonnade, 131 Bloor St West in Toronto (Image: SAJO)
From Intimidation to Intimacy
Mandel’s store leadership background informs his view of clienteling and service. The traditional aura of exclusivity still matters, yet the experience must feel welcoming and personal once a client steps inside.
“Luxury stores can feel intimidating, and that mystique is part of the brand,” he said. “But once a client is inside, the best sales associates know how to connect. They build relationships and understand their clients deeply. That is where true luxury happens.”
He trained teams with a simple premise. “If someone walks into a Dior store, there is a high chance they intend to buy,” he said. “The job is to meet them where they are, without assumptions, and make them feel known.”
Mandel observes that post-pandemic discretionary spending has rotated toward travel, hospitality, and experiences. Luxury brands, he says, are now competing with hotels and restaurants for the same share of wallet and attention. The implication for retailers is clear: the store must deliver an experience that can stand alongside an unforgettable trip or a special dinner.
“People are spending on experiences,” he said. “Travel is luxury, dining is luxury. The challenge for brands is to create emotional resonance equal to those experiences.”
Storytelling as a Strategic Asset
Each installment in the series draws from lived experience, including the production of a major fashion show in Moscow’s Red Square. For Mandel, storytelling and strategy are inseparable. Compelling narratives give context to craftsmanship, translate heritage for new audiences, and create the desire that drives long-term loyalty.
“Storytelling is how luxury builds dreams,” he said. “Luxury is not about need, it is about desire and the invitation to enter a world. The fashion show, the boutique experience, and the daily work of associates all serve that story.”
As luxury has shifted further toward direct-to-consumer models, runway shows have evolved as well. “In the past, shows were for buyers,” he said. “Now they serve the client and the world, and they create an emotional connection that drives loyalty.”
Mandel cautions against chasing one demographic at the expense of another. While brands court Gen Z with content and collaborations, the highest spending often remains with older clients who hold significant wealth. The task for leaders is to balance relevance to new audiences with respect for core clientele.
“There is a lot of talk about Gen Z, but baby boomers still hold enormous wealth,” he said. “The key is balance, appeal to the next generation without alienating the clients who are spending today.”
DIOR’S CONCESSION AT SAKS FIFTH AVENUE IN TORONTO, 2021. PHOTO: DIOR
Giving Back to the Industry
Mandel positions the series as a contribution to an industry that shaped his career, and as a practical resource for leaders and teams across retail categories, not only luxury.
“Whether you are a retail executive, an emerging brand founder, or a clienteling specialist, I hope these stories help you think differently and act with more clarity,” he said. “Sales associates are the brand ambassadors. They bring the brand to life every day. If the series helps organizations train and support them better, the client experience improves immediately.”
Published twice per week on LinkedIn, the posts are short, direct, and designed to stand on their own while building a broader narrative over the season. Early entries preview the blend of field stories and practical frameworks that Mandel now applies through his consultancy. Topics range from launching immersive pop-ups, to training teams in client-first mindsets, to building brand strategies rooted in clarity and consistency.
“Each post is meant to provoke, inspire, and help you think more clearly about the business of luxury,” said Mandel. “Not every story has a neat ending, but every moment helped shape the consulting frameworks I use today.”
How to Follow the Series
Luxury That Connects publishes twice weekly on LinkedIn and will continue through the autumn season, with additional entries planned beyond the first ten posts. Readers can follow along to explore how heritage, people, and technology intersect in the modern luxury landscape.
In addition to the written pieces, a video component will accompany the series. Retail Insider’s Craig Patterson will host video discussions with Douglas Mandel on various topics covered in Luxury That Connects. Patterson will also interview Mandel and produce accompanying feature articles for Retail Insider, offering readers and viewers deeper insights into the ideas shaping modern luxury and the evolving business of client connection.
“I want the series to connect the brand, the people behind it, and the performance that leaders are chasing,” Mandel said. “If it sparks new ideas or better training on the shop floor, it has done its job.”
Scene+ is launching its first-ever Scene+ Points Days, a limited-time event running Nov. 7 to 9, that offers members in Ontario and Quebec the opportunity to earn bonus points across several partner retailers.
During the three-day promotion, all Scene+ members can earn double points on everyday purchases when they scan their card at participating locations, which include Sobeys, Foodland, FreshCo, IGA, Les Marchés Tradition, Rachelle Béry, Cineplex, Home Hardware and others.
Scotiabank cardholders can increase their rewards even further — earning up to seven times the points — by registering an eligible credit or debit card by Oct. 24 through the event’s dedicated website.
Members can earn 1,000 points when spending $100 at participating grocery stores, including Sobeys, IGA and Foodland. Additional offers include 10 points per $1 spent on movie concessions, two points for every $3 spent on dining, and 100 points for every $50 spent at Home Hardware.
Candice Troupe
“At Scene+, our priority is delivering exceptional value and a more personalized experience to our members,” said Candice Troupe, senior vice-president of marketing and partnerships at Scene+. “Scene+ Points Days underscores the strength of our program by rewarding members in ways that matter most to them. With the added advantage of a Scotiabank Scene+ credit or debit card, members can unlock even greater points earning potential, reinforcing the strong connection between everyday spending and meaningful rewards.”
The offers are available to eligible Scene+ members in Ontario and Quebec only. Canadians who are not yet members can sign up and begin earning rewards immediately by visiting sceneplus.ca. Terms and conditions apply.
Hospitality group Gray Collection is expanding its Montreal portfolio with the opening of a new boutique hotel and restaurant in the city’s downtown core.
The company announced recently that Metcalfe Montreal is set to open in 2026. It will be the second property under the Metcalfe name, following the success of Metcalfe Ottawa.
The upcoming hotel is described as a space that will “embody quiet luxury, balancing classic elegance with modern minimalism.” According to Gray Collection, guest rooms will feature “refined finishes, and serene interiors defined by clean lines, rich textures, and an earthy, neutral palette.”
“Every element has been carefully considered to provide guests with an intimate escape that reflects Montreal’s dynamic energy while expressing the warmth, refinement, and timeless sophistication central to the Metcalfe boutique hotel experience,” the company stated in a press release.
A new restaurant, Benjamin, is also scheduled to open in November 2025 as part of the same development. Gray Collection said the restaurant will “immerse” guests in “the timeless traditions of the classic steakhouse, elevated by French-inspired design and cuisine.”
“The restaurant will blend nostalgia with modernity, offering a refined dining experience that reflects both heritage and contemporary style for discerning travelers,” the release said.
Looking further ahead, Gray Collection plans to launch what it describes as its most luxurious property to date by late 2027. The project will include a new restaurant, a rooftop terrace, and “elegantly appointed rooms.”
Dimitri Antonopoulos
“These new openings represent a bold new chapter for Gray Collection, not only in terms of scale, but in the depth of experience we’re creating,” said Dimitri Antonopoulos, president of Gray Collection. “We’ve always believed in the power of thoughtful design, exceptional service, and creating lasting memories. With our upcoming expansions of properties, we are continuing to advance that vision—bringing something truly remarkable to our hometown and beyond.”
The announcement follows recent accolades for the hospitality group. In the 2025 Condé Nast Traveler Readers’ Choice Awards, all Gray Collection hotels were ranked among the top five in Eastern Canada. Auberge du Vieux-Port placed second, Metcalfe Ottawa third, Le Petit Hôtel fourth, and William Gray fifth.
Gray Collection describes itself as a group of authentically local hotels and restaurants offering “friendly luxury,” focused on community, design, and service. Its full portfolio can be found at graycollection.com.
The new location, situated at 6 Maritime Ontario Blvd., marks the entry of the U.S.-based franchise into the Canadian market. A grand opening is planned for November.
Christian Tjia
“Our team has been working hard behind the scenes to bring the very first Tommy’s Express Car Wash to Canada,” said Christian Tjia, operations manager at OpenShine. “We’re proud to bring a new upscale car wash service to Canada, one that is trusted by millions across the globe. We can’t wait to welcome drivers for their first wash and shine at Tommy’s Express Brampton.”
Tommy’s Express Car Wash operates more than 250 locations worldwide and was ranked No. 7 on the 2024 Professional Car Wash and Detailing Magazine Top 50 Conveyor Carwashes brands list. The company’s facilities are known for their belt conveyor systems, free vacuums, mat washers, and a tunnel design built for speed and efficiency.
The Brampton location includes a first-to-market moulded mat washer and automatic entry through license plate scanning for monthly TommyClub members. Vehicles up to 84 inches in height and 96 inches wide can be accommodated.
TommyClub members can manage payments and vehicle information through a proprietary mobile app and choose between unlimited or pay-per-wash plans.
Photo: Tommy’s Express Car Wash
Ryan Essenburg
“It’s an exciting milestone to see Tommy’s Express Car Wash officially opening in Canada,” said Ryan Essenburg, president and chief innovation officer of Tommy Car Wash Systems. “Together with OpenShine, we’re bringing a new car wash experience to Canadian drivers, featuring our industry-leading belt conveyors and high-capacity tunnel design that delivers an efficient and easy wash every time.”
Wash packages range from the basic Quality Wash to the Works Wash, which includes conditioner, deep cleaning foam, hot carnauba wax, rain and UV protection, among other features. Customers can also purchase interior Detail Kits.
A mural of the city of Brampton is featured at the entrance to the wash tunnel.
The Tommy’s Express mobile app is available for download.
Il Cappello Enoteca (6011 Hastings Street) is the flagship (and first) full-service restaurant from husband-and-wife duo Giancarlo and Daniela Cusano.
The 2,000-square-foot restaurant offers seating for 100 people across an intimate dining room and an enclosed, year-round patio. The space is designed to feel refined yet relaxed, where guests are invited to, in true Italian fashion, metti giù il cappello, sei a casa — lay down your hat, you’re home, said the company.
“Il Cappello is truly the ‘hat’ of Dolce Amore, the finishing touch, and we couldn’t be more excited to finally to host guests in our restaurant space,” explained Giancarlo and Daniela. “Just like our gelato shop and caffetteria, this restaurant is a reflection of our family’s love for authentic and warm Italian hospitality. We want the community to bring their friends, loved ones, and families to dine with us.”
Pino Posteraro (culinary director), Joyce Mak (pastry chef), and Daniela & Giancarlo Cusano of Dolce Amore
Led by acclaimed culinary director Chef Pino Posteraro (previously Cioppino’s Mediterranean Grill), and Sicilian-born head chef Daniele Navarria, who has previously worked at some of the UK’s most prestigious restaurants, such as The Clove Club and Le Gavroche, the menu is guided by a classic progression of Italian dining – antipasti, primi piatti (first course / pasta and risotto), pizza, piatti principali (main course), and dolce (dessert), said the company.
The front-of-house is led by general manager and sommelier Vincent Massiot (previously Cioppino’s). The wine program features largely Italian wines, with some from B.C. and other select regions. Highlights include Poggio Torselli, a historic vineyard in Tuscany, and wines from Indigenous grape varieties that have been brought back to life in recent years.
Originally founded in 2002 by the Grippo family on Vancouver’s beloved Commercial Drive, Dolce Amore began as a neighbourhood gelateria known for its handcrafted, small-batch gelato. In 2017, daughter Daniela and her husband Giancarlo Cusano reimagined the business as The Gelato Mafia, bringing new energy and personality to the brand with their signature slogan, “Naturally Made, Criminally Good.”
Under La Famiglia Dolce Amore, the family has opened LoLo Lounge in North Vancouver, home to Canada’s first affogato bar, and a new culinary HQ in North Burnaby, featuring TGM Terrazza, Dolce Amore Bar & Caffetteria, and Il Cappello Enoteca.
The Chinese Restaurant Awards (CRA) has unveiled its Top 50 Honourees, finalists for its inaugural Elite 30 Canada Awards, which will be announced live at a special awards ceremony in Vancouver at The Vancouver Club on October 29. This is the CRA’s 16th Annual Awards, but its first to rank Chinese restaurants across Canada and Asia.
Founded in Vancouver in 2008, the Chinese Restaurant Awards have become the definitive guide for Chinese cuisine in Metro Vancouver for discerning diners. For years, a diverse panel of judges have visited restaurants of all sizes anonymously to seek out their favourite dishes, eateries, hole-in-the-walls, and undiscovered talent, says the organization.
“We are excited to announce our Top 50 Honourees, and soon, our ranked Elite 30 later this month,” saidRae Kung, Managing Director of the Chinese Restaurant Awards. “It truly brings me so much joy that we are able to celebrate the cuisine of my heritage across Canada this year. This list is dedicated exclusively to Chinese cuisine, of which there are many diverse options in Canada – from Cantonese dim sum, upscale banquet spots, to contemporary Chinese and Sichuan cooking. Our mission has never changed. We still aim to uncover the finest signature dishes and to highlight the talent behind them.”
The Elite 30 Canada Awards is curated by the newly established Canada Taste Advisors Panel, chaired by founding judge Lee Man, regarded as one of the most influential voices in Vancouver’s Chinese dining scene. The panel brings together 15 people with diverse backgrounds (including food writers, healthcare professionals, finance professionals, and frequent diners), united by the belief that Chinese dining is not defined by restaurants alone, but by the signature dishes that capture their essence through flavour – creating enduring experiences.
“What sets our taste advisors apart from other accolades is these are individuals who have intimate knowledge of what Chinese cuisine is – they know its flavour, the history, and nuances because they have been eating it all their life,” said Lee Man. “They are familiar with both the regional traditions and modern applications. Every recognition decided by our panel reflects genuine care in selecting our award winners.”
Top 50 Honourees — Elite 30 Canada Awards (alphabetic order)
A BENTO — Vancouver ｜ Taiwanese
aKin — Toronto ｜ Modern Asian
Bamboo Grove Restaurant — Richmond ｜ Cantonese
Ban Bu Xian — Vancouver & Richmond ｜ Sichuan
Car’s Dessert — Richmond ｜ Hong Kong Style Dessert
Casa Victoria Fine Dining and Banquet — Markham ｜ Cantonese
Cha Kee — Richmond ｜ Hong Kong Style Cafe Food
Chang’ An — Vancouver ｜ Shaanxi / Northern Chinese
Chengdu Street Food — Richmond & Toronto ｜ Sichuan
Chinatown BBQ — Vancouver ｜ Cantonese BBQ
Din Tai Fung — Vancouver ｜ Taiwanese / Shanghainese Dim Sum
Dynasty Seafood Restaurant — Vancouver ｜ Cantonese Seafood
The Fish Man — Richmond ｜ Sichuan / Cantonese Seafood
The Jade Seafood Restaurant — Richmond ｜ Cantonese
Uno Beef Noodle — Richmond ｜ Taiwanese
Wonton Hut — Markham ｜ Cantonese Noodle House
Xi’An Flavour — Richmond ｜ Shaanxi / Xi’an
Yu Seafood — Richmond Hill & Yorkdale ｜ Cantonese
The Elite 30 Canada Awards will be presented alongside the Asia distinctions, including the Elite 15 Asia and a slate of individual awards. These honours include Rising Star Chef of the Year, Dim Sum Chef of the Year, and Master Chef of the Year, each conferred separately in the Asia and Canada regions.
The United States and President Trump are clearly frustrated with Canada’s handling of trade negotiations involving softwood lumber, automotive parts, oil, aluminum, and steel. Whether Ontario’s anti-tariff advertising campaign—funded by the Ford government—is the direct reason Washington raised tariffs from 35% to 45% on non-CUSMA imports is beside the point. What matters is that the escalation reflects a deteriorating diplomatic climate that will have very real consequences for Canadian agri-food exporters.
Some analysts argue that a 10-percentage-point increase is inconsequential. It is not. The issue isn’t simply what is being tariffed or by how much—it is the tone of the relationship. Canada is increasingly perceived as erratic and reactive, a country negotiating from emotion rather than strategy.
Premier Doug Ford’s “stand up to America” messaging—complete with a nostalgic Ronald Reagan cameo—may have been rooted in genuine conviction. Ford likely believes, as many Canadians do, that defending the country’s interests with bold language is the right thing to do. But again, that doesn’t matter. In diplomacy, tone often outweighs intent. What plays well domestically can sound defiant or even antagonistic abroad, and the consequences are already being felt across industries.
Over the past year, Ford has gone on public tirades against foreign-owned companies such as Crown Royal, accusing them of abandoning Ontario, and Stellantis, for seeking federal and provincial support for their electric vehicle plant. These theatrics may score short-term political points, but they have long-term costs. They reinforce the impression that Canada is hostile to international investors at a time when collaboration—not confrontation—is what’s needed most.
Such rhetoric fuels uncertainty on both sides of the border. The results speak for themselves: higher tariffs, weaker investor confidence, and American partners quietly pivoting away from Canadian suppliers. Tariffs or no tariffs, many Canadian food exporters are already losing American accounts — not because of trade rules, but because of eroding trust and poor diplomacy.
Premier Ford’s political campaigns and threats of lawsuits may be popular talking points at home, but they are costly for the country as a whole. Washington’s retaliatory measures do not distinguish between provinces. They affect all exporters, including Canada’s food manufacturers that rely heavily on the U.S. market.
Those who believe the new 45% rate will have little effect on trade are mistaken. Canadian food companies are already losing U.S. contracts — not because of the tariffs themselves, but because Canada is now viewed as a business risk. Some Canadian importers now face steeper duties than competitors in Vietnam, Laos, or even Myanmar. The problem is not the tariff schedule—it’s perception. And right now, the optics for Canada’s agri-food sector are poor.
While many Canadians dismiss President Trump as unpredictable or combative, the deeper question is what happened to Canada’s once-cohesive “Team Canada” approach to trade. The agri-food industry in particular depends on cross-border stability and predictability. Alienating our largest customer — one that represents 34 percent of the global consumer market — is not a sustainable strategy.
There is no trade war. There are no sides. What we are witnessing is an American recalibration of domestic fiscal policy with global consequences. Canada must adapt to this new reality with prudence, not posturing.
Results to date suggest one clear lesson: Canada needs a new approach—especially from Queen’s Park.
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past weekend.
