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Joseph Tassoni Builds a Global Canadian Fashion Brand

Joseph Tassoni. Photo: Charlene Arianna

Canadian fashion designer Joseph Tassoni has become a prominent advocate for sustainability, quality craftsmanship, and inclusivity in an increasingly fast-paced industry. Since launching his namesake brand in 2017, Tassoni has worked tirelessly to position Canadian-made fashion as a force on the global stage. His philosophy is rooted in creating garments that combine elegance with functionality while preserving the integrity of local manufacturing.

“Everything we do starts with a commitment to quality, fit, and design,” says Tassoni from his Burlington, Ontario atelier. “Our customers invest in pieces that last a lifetime, support Canadian workers, and reflect their individuality.”

From Montreal Roots to Fashion Industry Experience

Born in Montreal and educated at Toronto Metropolitan University, Tassoni entered the fashion industry at a young age. His early career included roles at Pink Tartan, Joe Fresh, and other major Canadian labels, where he gained comprehensive experience across design, pattern-making, and brand management.

“I started working as a teenager,” he recalls. “I handled roles from junior pattern maker to brand manager because I wanted to understand every position. Knowing the value of everyone’s time makes you a better leader.”

After years in corporate fashion, Tassoni launched a successful consultancy, supporting Canadian and U.S. labels with design and brand development. This diverse experience provided the foundation for his own brand, which debuted during Toronto Women’s Fashion Week in 2017 to critical acclaim.

Tassoni’s early collections established outerwear as a defining symbol of Canadian identity.  His runway presentations have expanded to showcase a full spectrum of product categories, celebrating inclusivity and sustainability while now pioneering the integration of AI into fashion.

The Ethos: Luxury with Purpose

Tassoni’s brand philosophy centres on community-driven luxury. His collections reflect an inclusive design approach, ensuring that pieces suit diverse identities without being restricted by traditional gender norms. Each garment is engineered for versatility, often featuring reversible elements, detachable components, and multiple styling options.

“For me, functionality is everything,” explains Tassoni. “Clients should feel empowered to reinvent their look without compromising quality. If someone loves a piece, I want them to wear it in different ways—maybe a suit that doubles as separates or a veil that transforms into a scarf.”

This practical creativity extends to materials. Tassoni prioritizes sustainable, locally sourced fabrics, allowing clients to make purchases that align with environmental values while supporting Canadian manufacturing.

At age 5 1/2, Joseph Tassoni cut up curtains in his parent’s house to create a dress for his sister — he says his family has been very supportive from the beginning. Image: Tassoni Family.

Canadian Craftsmanship at the Core

Unlike many upscale brands that rely on overseas production, Tassoni insists on creating everything in Canada. His flagship atelier at 390 Pearl Street in downtown Burlington doubles as a boutique and production facility, giving clients a rare behind-the-scenes look at the fashion process.

“When customers visit, they see the cutting tables, the sewing machines, and the craftsmanship in action,” he says. “It’s part gallery, part showroom, and it reminds people why Made in Canada matters.”

The space opened in late 2019 and now operates by appointment only, allowing for highly personalized service. 

“People think that by appointment means you need to spend a certain amount, but that’s not the case,” Tassoni clarifies. “Often, if you add up what you spend on fast fashion, it equals or exceeds the cost of an investment piece made to last.”

Balancing Style and Functionality

Tassoni’s approach challenges the disposable nature of fast fashion. His garments, particularly outerwear, are designed for Canadian weather while maintaining elegance. “Too many coats on the market are expensive but lack substance,” he says. “They look good, but they’re not water or wind resistant. My goal is to combine beauty with performance.”

His collections often feature technical elements such as innovative closures, adjustable lengths, and lightweight packable fabrics. This emphasis on adaptability ensures that clients can maximize the value of their wardrobe while reducing overconsumption.

Community and Mentorship

Beyond design, Tassoni is deeply invested in community engagement and mentorship. He collaborates with local businesses, participates in philanthropic initiatives, and supports emerging talent through partnerships with institutions like Toronto Metropolitan University and George Brown College.

“I want to show the next generation what’s possible,” he says. “Respecting their time and encouraging creativity is crucial. I’ve had interns travel great distances to work here because they know they’ll be challenged and inspired.”

His commitment to mentorship contrasts with his own early experiences in the industry, which sometimes lacked meaningful learning opportunities. “When I was 16, I spent a summer organizing buttons,” Tassoni laughs. “Now, I ensure students see the full scope of what fashion can be.”

Resilience and Adaptability in Challenging Times

Operating a Canadian-made brand is not without challenges. Economic fluctuations, rising costs, and global tariffs have impacted many businesses, but Tassoni’s local production strategy insulated him from supply chain disruptions during the pandemic.

“Being based in Canada and sourcing locally gave us stability,” he explains. During COVID-19, Tassoni repurposed his atelier to produce personal protective equipment, donating proceeds to local healthcare facilities—a gesture that earned him both the Inspire Award from the City of Burlington and the Queen’s Platinum Jubilee Community Hero Award.

A Vision for Global Growth

Looking ahead, Tassoni’s ambitions are clear: he plans to expand across North America and into international markets, focusing on regions with strong trade agreements with Canada. “I want to build long-term relationships with retailers that value craftsmanship,” he says. “It’s about finding partners who share our commitment to quality and sustainability.”

While wholesale and e-commerce are integral to this strategy, Tassoni emphasizes the enduring importance of physical retail. “Bricks and mortar creates human connection,” he notes. “Our Burlington atelier proves that clients crave that personal experience.”

One long-term goal is to establish a presence in Toronto’s Yorkville neighbourhood, Canada’s luxury retail epicentre. “The timing has to be right,” Tassoni says. “My name is on every garment. This isn’t a seasonal project, it’s my life’s work.”

The Heart of Canadian Fashion

For Joseph Tassoni, fashion is more than clothing; it’s an ecosystem of creativity, community, and sustainability. His mission is to show that Canadian-made luxury can compete on a global scale without sacrificing ethics or quality.

“When clients choose us, they’re investing in more than a garment,” he says. “They’re supporting Canadian jobs, sustainability, and a vision for what fashion should be—timeless, inclusive, and deeply connected to the people who create it.”

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Jollibee and Global Girl Group KATSEYE partner to create joyful new connections with North American fans

Photo: KATSEYE website
Photo: KATSEYE website

 Jollibee, the global restaurant brand, has announced a new partnership with the internationally-acclaimed girl group, KATSEYE.

This landmark collaboration unites the restaurant brand’s rich heritage of bringing families and communities together through delicious food with the dynamic girl group’s vibrant energy and rapidly growing global fanbase of EYEKONS, said the brand.

“This collaboration is a natural fit, rooted in Jollibee and KATSEYE’s shared ability to spark joy among their global fanbases. Jollibee, with its unique flavors, universally loved offerings like its crispy, juicy Jolly Crispy Chicken, and welcoming service, has cultivated a loyal following across generations and cultures. Its journey from a humble ice cream parlor in the Philippines to a global QSR powerhouse mirrors the aspirational rise of KATSEYE, a group known for its youthful pop sound, diverse talent, and dedication to connecting with devoted fans worldwide,” it said.

“Both Jollibee and KATSEYE are currently taking the world by storm. Recently named the “best fast food fried chicken” by USA TODAY for the second year in a row, Jollibee is always looking for ways to bring joy to its community through next-level food and more. Having just sold out their Beautiful Chaos tour, KATSEYE continues to raise the bar, delivering hit after hit. With each brand at the top of its game, this collaboration is a moment fans won’t want to miss.”

PHOTO: JOLLIBEE

Complex, the media brand known for its sharp pulse on pop culture, will exclusively house the three custom Jollibee x KATSEYE items, which are designed to capture the upbeat and stylish nature of this perfectly fitting partnership. Quantities are extremely limited, so fans are encouraged to act quickly, as items are likely to sell out.

  • Shared Dream Tank Top: With its cosmic flair and clean lines, this tank captures the bold energy of EYEKONS chasing big dreams across galaxies, with a Jollibee twist.
  • Double Drop Denim Tote: Sturdy, stylish, and made to carry happiness, this two-sided denim tote flips between subtle flex and full fan mode.
Luis Velasco
Luis Velasco

“Jollibee always strives to bring people together through the universal language of delicious food and shared moments of joy,” said Luis Velasco, Senior Vice President and Marketing Head at Jollibee North America.

“This is precisely why partnering with KATSEYE, a group that deeply resonates with a diverse, global audience and embodies such positive energy, is a perfect match for our beloved brand. Their passion and vibrant spirit align seamlessly with our distinctive heritage of fostering community and happiness. We’re incredibly excited to join forces with such a talented group of women and create unforgettable experiences for our fans.”

Following the August 15 merch drop, Jollibee and KATSEYE will continue to surprise fans with exclusive, “joy-filled experiences that blend bold flavor and fierce style. From crave-worthy bites to limited-edition collectibles, the partnership is just getting started—so keep your eyes (and taste buds) ready.” More announcements to come.

“We could not be happier to partner with Jollibee, a brand that we’ve been truly obsessed with for a long, long time,” stated KATSEYE. “This collaboration feels incredibly authentic to us, and it’s all about good vibes, bold flavor, and making memories with our EYEKONS. We can’t wait to share this journey with both our fans and Jollibee’s – it’s going to be beautifully chaotic.”

Jollibee is the flagship brand of the Jollibee Group, which is on a mission to become one of the top five restaurant companies in the world.

KATSEYE – comprising Daniela (Cuban/Venezuelan-American, from Atlanta, GA), Lara (Indian, from New York, NY), Manon (Ghanaian-Italian, from Zurich, Switzerland), Megan (Chinese-American, from Honolulu, HI), Sophia (Manila, Philippines), and Yoonchae (Seoul, South Korea) – has quickly risen to international prominence with their captivating performances, unique sound, and dedicated fanbase. A powerhouse of diverse talent, KATSEYE embodies the spirit of modern pop, inspiring millions with their music and message. To learn more, subscribe to updates at katseye.world or follow them at @katseyeworld on InstagramTikTokYouTube, and X.

Jollibee Foods Corporation is the one of the world’s fastest-growing restaurant companies. It manages and operates a portfolio which includes 19 brands with over 10,000 stores and cafés across 33 countries.

The Jollibee Group’s portfolio includes nine wholly owned brands (Jollibee, Chowking, Greenwich, Red Ribbon, Mang Inasal, Yonghe King, Hong Zhuang Yuan, Smashburger and Tim Ho Wan), five franchised brands (Burger King, Panda Express, Yoshinoya, Common Man Coffee Roasters, and Tiong Bahru Bakery in the Philippines), and ownership stakes in other key brands like The Coffee Bean and Tea Leaf (80%), Compose Coffee (70%), SuperFoods Group that operates Highlands Coffee (60%), and bubble tea brand Milksha (51%). The Company also has membership interests in Tortazo, LLC, along with Chef Rick Bayless, for Tortazo in the U.S. and has recently invested in Botrista, a leader in beverage technology.

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FYihealth group celebrates major milestone: 5 million orders processed at Delta Lab

FYihealth group. Delta, BC. 5 Million Orders Milestone. August 2025. (CNW Group/FYihealth group)

FYihealth group, recognized as one of Canada’s Best Managed Companies from 2020-2025, and one of Canada’s Top Growing Companies for three years in a row, recently reached a significant milestone: the company’s state-of-the-art Delta Laboratory completed over 5 million patient eyewear orders.

As the central hub for eyewear production across FYihealth group’s network — including FYidoctors, Visique, BonLook, and solis optics clinics and stores, totalling over 370 locations — the Delta Lab combines leading-edge technology with expert craftsmanship to deliver high-quality, custom prescription lenses and frames to patients across Canada. From its proprietary premium exactFit® lenses that are crafted with edge-to-edge clarity for sharper and more natural vision, to lenses made to manage Myopia, a growing vision epidemic that impacts about 30% of children aged 11-13, the Delta Lab has provided millions of Canadians with eyewear solutions that ehance their lives, explained the company.

Nancy Morison
Nancy Morison

“This milestone is a reflection of the exceptional work and commitment of our Delta Lab team,” said Nancy Morison, VP of Delta Ophthalmic Laboratories. “From the very first order to our five-millionth, their dedication to precision, innovation, and patient care is unmatched.”

The Delta Lab, located in British Columbia, has long been recognized as one of the most advanced optical laboratories in Canada. In 2022, the Delta Lab made a series of changes to reduce its environmental impact with lens production including changing over its flourescent lights to LED, saving 45% in engergy usage, and using 50% less water to produce its lenses while simultaneously recycling 95% of the water that is used. With a focus on continuous improvement, minimizing it’s environmental footprint and investment in technology, the lab ensures every order meets the highest standards of quality while helping patients see their world more clearly, said FYihealth.

Dr. Alan Ulsifer
Dr. Alan Ulsifer

“This isn’t just about numbers,” said Dr. Alan Ulsifer, CEO & Chair of FYihealth group, “It’s about the lives improved through better vision and the people behind every pair of glasses. We’re proud of what we’ve accomplished and excited for what’s next.”

FYihealth group is Canada’s leading diversified healthcare organization comprised of FYidoctors, Visique, BonLook, and solis optics. Doctor-led, professionally managed, and patient-focused, the organization concentrates on delivering eye care with patient-centric products and services. Recognized as one of Canada’s Best Managed Companies from 2020-2025, the organization operates over 370 locations across the country.

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Lab-Grown Butter Sparks Debate on Future of Food

Image: Savor

Producing butter without cows, pastures, or even crops—using only carbon and hydrogen synthesized in a laboratory—sounds like science fiction. Yet, in the era of climate urgency and resource constraints, it’s increasingly being framed as the next frontier in food innovation. A new generation of philanthropists and investors is betting on disruptive technologies to reimagine how we produce food.

One such player is Savor, a Chicago-based company backed in part by billionaire Bill Gates. The firm claims it has developed a product indistinguishable in taste and texture from traditional butter. Unlike margarine—made from plant-based oils such as soybean or canola—this “butter” is created entirely without animals or crops. Its fat molecules are reconstructed in a lab from carbon dioxide captured from the air and hydrogen extracted from water, processed through heating and oxidation. The result mimics the molecular structure of fats found in beef, cheese, or vegetable oils—without a single acre of farmland.

From an environmental standpoint, the footprint could be dramatically smaller. Commercially, Savor is targeting a market launch within 12 to 18 months but has yet to reveal pricing. It’s reasonable to expect a premium positioning, perhaps in the organic butter range. On nutritional value, however, the company remains silent.

Molecular agriculture—sometimes called synthetic or cellular food production—has gained significant traction in recent years. Meat, coffee, cocoa, seafood—virtually every category is being replicated. These innovations are often marketed as climate saviours. But the variables that truly shape consumer decisions—labelling, price, taste, and nutritional value—are often treated as secondary considerations.

Occasionally, the race for novelty veers into the absurd. In 2023, a UK company announced it could make ice cream from recycled plastic. Yes—plastic. One has to wonder how far we’re willing to go in the name of saving the planet.

Food science also has a history of unintended consequences. Consider trans fats: once hailed for improving texture and shelf life, they were ultimately banned due to their impact on public health.

And here lies the economic and cultural tension: food is not merely a matter of calories produced with minimal resources. It is an expression of culture, heritage, and pride—rooted in centuries-old traditions. According to the Food Sentiment Index published by our lab earlier this year, just 9% of consumers identify the environment as their primary purchase driver.

Cellular and molecular agriculture research certainly has its place, but it must be guided by the right motivations. Projects that attempt to “play God” or adopt eco-authoritarian narratives risk alienating the very consumers they aim to serve. Any credible pathway for these technologies must incorporate the cultural, economic, and sensory dimensions of eating. After all, we don’t just eat to reduce carbon footprints—we eat to support our farmers, our food businesses, and the communities they sustain.

The future of food will not be defined solely by lab breakthroughs or carbon math. Success will hinge on taste, transparency, affordability, and respect for culinary traditions. In the end, not all of us aspire to eat like Greta Thunberg.

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30 Minute Hit expands with focus on community and strategic growth

Photo: 30 Minute Hit
Photo: 30 Minute Hit

Founded in 2004 in North Vancouver, 30 Minute Hit has grown from a single women-only fitness studio into an international franchise with about 90 locations – an expansion rooted in organic growth and a strong sense of community.

“We opened the first location in North Vancouver,” said Deanna Loychuk, co-founder of 30 Minute Hit. “Two years later, one of our clients loved it and opened a location. Then one of her members wanted to open a location, and so on. Locations kept opening like that.”

Deanna Loychuk
Deanna Loychuk

Initially structured through licensing agreements, the model quickly evolved.

“At the time, we were starting them as licensing agreements. Then our legal team said, ‘You know, I think you’ve got something here – you should really look at the franchise model.’ That’s when we began franchising,” explained Loychuk. 

The company sold its first franchise in 2006. 

Loychuk credits much of the brand’s Canadian growth to a grassroots, member-driven model.

“In Canada, we don’t have the big broker systems or networks like in the U.S., so you grow very organically,” she said. “Members in B.C. would move to Alberta, want to take it with them, and open one there. Then others would see that and open more. That’s how we grew to Montreal – we now have 16 locations in Quebec. That’s how we got into Halifax, Nova Scotia.”

The approach shifts significantly south of the border.

“In the U.S., it’s a different market. We’re more strategic there, using broker networks to reach more people. So it’s a different ball game.”

When asked about Canada’s broader franchise environment, Loychuk was candid: “Canada just doesn’t have that same franchise network base.”

As a long-time member of the Canadian Franchise Association (CFA), Loychuk acknowledged the organization’s value, especially during challenging times.

“Honestly, we were members of the IFA (International Franchise Association) in the U.S. before joining the CFA (Canadian Franchise Association). We saw the CFA at an IFA conference one year and they asked, ‘When are you joining CFA?’” she recalled. “The CFA has been good for helping us connect with other franchisors.”

Photo: 30 Minute Hit
Photo: 30 Minute Hit

She praised their support during the pandemic. “Through COVID, they were amazing. They gave updates and were our lifeline, working closely with government officials across Canada. That helped a lot because during COVID we were busy trying to figure out how to reopen in Texas, Seattle, Ohio – all with different rules and regulations. It was a lot of work.”

The pandemic proved to be the toughest test of all.

“Going through COVID was really tough. The fitness industry is still feeling the aftermath. Running a business pre-COVID versus post-COVID is completely different,” she said. “What they built pre-COVID was amazing. Then they had to shut down for a year or two, depending on the province or state, and start again from scratch. That was mentally draining.”

Still, there was strength in unity. “Even within the fitness industry, there were perks. We all came together and supported one another because we believed there was enough room for everyone to be successful. And there is. But that hard work, the shift in mentality, it impacted a lot of people.”

At the heart of 30 Minute Hit is a brand with a clear identity.

“One thing that really sets us apart is that we’re women-only. We offer an incredible, effective workout in just half an hour. And our model is very community-based,” said Loychuk. “Our trainers and owners know the members by name and often, their life stories too. That connection is a huge part of what brings women back to fitness.”

Even as home workouts and digital fitness surged, Loychuk believes the value of community can’t be replaced. “A lot of people bought Pelotons or started walking more, but they still wanted community. Through our training, we ensure our owners and trainers build those connections. I think our world needs more of that right now.”

Photo: 30 Minute Hit
Photo: 30 Minute Hit

Looking ahead, she sees a resurgence in fitness.

“I believe the fitness industry will boom again in the next five years. People are realizing that health is wealth. If you don’t have your health, you have nothing,” she said. “We know sitting all day at desks or in front of screens isn’t healthy. People want to move more, but also want fitness with a community aspect. That’s what we offer.”

30 Minute Hit is also expanding globally.

“We opened in Dubai last October. The women there love it. We’re looking to expand further in the Middle East, and of course, the U.S. is still our biggest market.”

For Loychuk and 30 Minute Hit, the path ahead remains firmly rooted in connection and empowerment, one 30-minute session at a time.

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The Time Thief Has Many Faces – Intuit Op-Ed

Photo: Antoni Shkraba Studio
Photo: Antoni Shkraba Studio

By Ciarán Quilty, Senior Vice-President for International at Intuit

Ask any small and mid-sized business owner what they’re short on, and they’ll probably say time. But more than the hours that are missing, it’s focus, clarity, and space to think. What’s stealing that bandwidth isn’t always obvious: an invoice you forgot to chase, a system that doesn’t sync, another tool demanding your attention.

Time is rarely lost to a single catastrophic blocker but a thousand invisible cuts. Less death by one decision and more by constant distraction.

Ciarán Quilty
Ciarán Quilty

The average SMB today operates with more digital tools than ever before. One of our own recent studies found that some will use eight or more tools. These aren’t only high-growth startups but also include solo founders, family firms, side hustlers scaling into storefronts.

Yet more tools haven’t meant more time. In fact, the opposite. When systems don’t talk to each other, the business owner becomes the middleware, chasing files, correcting errors, switching tabs. It becomes harder to notice the time tax until you try to gain focus. Even as 62% of Canadian small businesses now use AI – up from 51% just months ago – many still find themselves doing manual, low-leverage tasks that automation could have solved. And that’s the real problem we’re trying to solve with automation, both speed and focus.

What problem are we really solving?

Fragmentation both steals time and blocks progress. If data is scattered across platforms, AI can’t help you. If customer records don’t sync, your team spends its day fixing workflows instead of building relationships.

On the flip side of the tech transformation is a reality that many SMBs still don’t use basic digital tools. That’s not because they’re lazy or slow, but because what’s on offer is often too complex, too disconnected, or too enterprise-focused to serve them. For example, only 30 per cent of Canadian businesses use HR or payroll software, and just 31 per cent use email marketing or cloud platforms – highlighting how enterprise-grade solutions often don’t scale down.

There’s been a lot of noise about AI doing your work. But the most valuable thing AI might do is help you stop doing the things that don’t matter.

Photo: Fox
Photo: Fox

When we talk about automation, we should be honest: this isn’t about replacing people but clearing the underbrush. The repetitive, low-leverage tasks that keep business leaders from doing what only they can do.

AI becomes relevant less because it’s shiny and new, but because it helps you recover your attention. One example we’ve seen in practice: an AI agent notices a customer has been late paying six times in a row. Before you even hit send on the invoice, it flags this and suggests adding a late payment fee, a small change that increases your odds of getting paid on time by up to 10x. The cash comes in quicker. Your mental load drops. That’s intelligence in service of the real problem of getting paid faster. And it’s not just about faster cash flow. Canadian businesses using AI reported they are 16 times more likely to report increased revenue and nearly three times more likely to say their workdays are shorter.

The ROI from AI is a secondary question

Here’s the uncomfortable truth: the biggest barrier to AI isn’t cost but chaos. If your data isn’t in one place, structured, connected, and accurate, AI has nothing to work with.

This is not a structural problem. The Intuit QuickBooks Small Business Index shows that many SMBs are incredibly resilient but deeply vulnerable to complexity. They create the majority of jobs yet remain the least equipped to benefit from the AI transformation unless we fix the basics.

We need action that supports better policies, simpler digital adoption, and clearer pathways to automation. Especially when 55 per cent of Canadian small businesses say digital tools improved efficiency and saved time, and 37 per cent say they reduced errors – benefits too valuable to be left on the table due to complexity. But the principle applies far beyond any one initiative: if we want SMBs to thrive, we must stop assuming they’re ready to adopt tools built for enterprises.

AI is not the strategy but a lever. The question I often hear is “what’s the ROI on AI?” The better question is what do I care about, and how can technology help me spend more time on that? Do I care about getting paid faster? Retaining more customers? Spending less time reconciling payments? Then let’s focus on automation there.

Photo: 
Mikhail Nilov
Photo: Mikhail Nilov

Don’t fall in love with the tech. Fall in love with the problem. This is why the next wave of SMB innovation will come from simplifying the technology stack, connecting the dots, and making the right decisions easier to take. Getting back to purpose and prosperity.

We talk about entrepreneurship like it’s a heroic solo journey. In reality, it’s often one person doing five jobs, across ten apps, with twelve hours that should have been eight.

The opportunity here is less technical and more emotional. Imagine logging in and seeing your most urgent tasks already handled. Your insights surfaced for you. Your next move, clearer. That’s a quiet revolution already underway and it’s built on a single principle: Business owners should spend more time being owners, and less time being operators.

In our quest to counter the time thief, let’s stop asking ‘how do we use more AI?’ and instead, ‘how do we help more business owners get back to their purpose?’

Ciarán Quilty, Senior Vice-President for International at Intuit Bio

Ciarán is a technology and business leader with over 25 years’ experience in software, consulting and digital. Following global roles at Meta and Accenture, Ciarán now serves as Senior Vice President at Intuit running the company’s international business. His journey, from software engineer to commercial leader, has been anchored to one goal – empowering small and medium-sized businesses worldwide to thrive through technology. Ciarán is bringing this goal to life at Intuit through the power of AI and development of a platform that small and medium-sized businesses can rely on every day to run and grow their business, driving their revenue and profitability.

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Equifax Canada: Delinquency levels stabilize in Q2, but financial divide widens among Canadians

Photo: Andrea Piacquadio
Photo: Andrea Piacquadio

New insights from Equifax Canada Market Pulse Quarterly Consumer Credit Trends and Insights show early signs of stabilization in consumer credit performance in the second quarter of 2025. The improvements in credit health were more visible for mortgage holders while those with no mortgage, especially younger Canadians, continued to struggle with financial pressures. In Q2 2025, close to 1.4 million Canadians missed a credit payment — 7,000 fewer than last quarter – but still 118,000 more than a year ago, it said.

“While the overall delinquency rate appears to be leveling off, the underlying story is far more complex,” said Rebecca Oakes, Vice President of Advanced Analytics at Equifax Canada. “We continue to see a growing divide between mortgage and non-mortgage consumers — and continued financial strain among younger Canadians, who are facing a slower job market and rising costs.”

Rebecca Oakes
Rebecca Oakes

The percentage of consumers who missed a credit payment during Q2 was nearly double for non-mortgage holders compared to mortgage holders (1 in 19 vs. 1 in 37). This gap has widened in recent years – shifting from non-mortgage holders’ missed payment levels being around 45 per cent higher than mortgage holders in 2019 to more than 96 per cent higher in the second quarter of 2025, said Equifax.  

Total consumer debt climbed to $2.58 trillion, marking a 3.1 per cent year-over-year increase, while average non-mortgage debt per consumer rose to $22,147, as households continue to feel the pressure of rising costs for vehicles, groceries, mortgages, and rent. Consumer spending on credit cards appears to be declining. When adjusted for inflation, the average credit card spend per consumer was over $2,100 in June, a 0.4 per cent decrease from June 2024, according to the report.

However, spending behaviour is different among various consumer groups. For individuals without a mortgage, spending levels have not dropped, but have instead seen a slight 0.14 per cent increase year-over-year. While non-mortgage holders continued to see higher spend levels than last year, mortgage holders saw a drop in credit card spending. This could suggest that financial pressures are impacting consumer groups differently, it said. 

As financial divide grows: Ontario & Alberta stand out with high delinquency levels 

“Regionally, Ontario continues to see the sharpest increases in missed payments on non-mortgage products, with a 90+ day balance delinquency rate of 1.75 per cent in Q2 2025. This is 15.2 basis points higher than the national average and an increase of 29.8 basis points from Q2 2024. These rises were particularly pronounced in Toronto, GTA and Hamilton regions, which saw increases of 36.8, 39.1 and 30.7 basis points, respectively. These areas are heavily impacted by high cost of living, economic uncertainty, and exposure to the auto and steel sectors,” noted Equifax.

“Alberta also experienced an annual increase in missed payments, with delinquency rates reaching 1.98 per cent in Q2 2025, which is 38.5 basis points above the national average and a 25.5 basis point increase from the previous year. Within Alberta, Edmonton, Fort McMurray, and Calgary all saw rises in delinquency rates (29.4, 37.1, and 26.3 basis points, respectively), each surpassing the provincial average. This trend is likely due to a recent population surge from inter-provincial migration, ongoing economic challenges, and Alberta’s high unemployment rate increase in July.

Photo: Mikhail Nilov
Photo: Mikhail Nilov

“Ontario and British Columbia continue to be the primary drivers of mortgage delinquency rates, which remain elevated despite a slight deceleration in their rate of increase. Conversely, mortgage missed payments in other Canadian regions are still below pre-pandemic levels. As of Q2 2025, Ontario’s mortgage 90+ day balance delinquency rate was 0.27 per cent and British Columbia’s was 0.19 per cent, reflecting year-over-year increases of 11 and 5 basis points, respectively. The rest of Canada experienced a modest 0.09 basis point year-over-year rise in the mortgage delinquency rate, with levels largely consistent with the previous year.”

“There is a difference in the financial stress that mortgage and non-mortgage consumers are experiencing, along with regional differences. In areas like Alberta, the gap between the two groups is much wider, with non-mortgage holders showing greater financial stress than their neighbours with mortgages. Conversely, in regions such as Ontario, both mortgage and non-mortgage consumers are experiencing substantial financial strain,” stated Oakes. 

Gen Z and Late Millennials are Feeling the Pinch

Consumers under the age of 36 are facing increasing financial difficulties. Their average non-mortgage debt has climbed to $14,304, marking a 2 per cent increase from Q2 2024. This group’s 90+ day non-mortgage balance delinquency rate has also risen to 2.35 per cent, representing a 19.7 per cent jump year-over-year and a 1.3 per cent increase from the previous quarter. This demographic is currently reporting some of the highest delinquency levels for both credit cards and auto loans, explained the report.

In contrast, the rest of the consumer population shows a different trend. Their delinquency rate saw a slight quarter-over-quarter decrease of 0.1per cent from Q1 2025. However, this is set against a larger trend of increased financial pressure, with delinquency rates up by 12.4 per cent year-over-year, it said.

“The affordability crisis seems to be hitting younger consumers the hardest,” added Oakes. “Between rising costs, employment uncertainty, and limited access to affordable credit, many are struggling just to stay afloat.”

Credit Demand Slows Despite Q2 Seasonality

Despite the typical increase in credit activity during Q2, new credit trades decreased, likely due to slower population growth and more cautious behavior from both consumers and lenders. New credit card originations fell 4.5 per cent year-over-year. The only growth was among super-prime consumers (those with a credit score of 750 or higher), suggesting tighter lending criteria, said Equifax.

“The mortgage market remains heavily influenced by renewals, with new originations rising 15.3 per cent year-over-year. This growth is largely a result of homeowners renewing or refinancing pandemic-era, low-rate mortgages, a trend that has surged by 27 per cent compared to the previous year,” it said.

“While overall first-time homebuyer activity increased by 1.8 per cent year-over-year, this growth was not uniform across the country. In major markets such as Ontario, British Columbia, and Alberta, the number of first-time buyers was lower than in 2024. This suggests a combination of a slow market and underlying financial strain for many consumers. Additionally, loan sizes are once again on the rise, further intensifying affordability pressures for borrowers. Average loan amount for first time home buyers was up 4 per cent from Q2 2024 and now sits close to $430K.”

Photo: Kaboompics.com
Photo: Kaboompics.com

Auto Loans Under Pressure as Prices Rise and Lending Tightens

Equifax said auto loan originations in Q2 2025 went up by 2.9 per cent year over year, largely limited to low-risk consumers, as lenders continue to tighten approval criteria standards. Nearly one in five applications (21 per cent) underwent multiple rounds of review — a sharp rise from just 10.5 per cent pre-pandemic. At the same time, the average loan amount of new auto loans climbed to $35,586, up $1,567 year-over-year, reflecting a renewed rise in vehicle prices due to uncertainty in the market. 

“Delinquency rates may be plateauing, but we’re not out of the woods yet,” added Oakes. “High vehicle costs, food inflation, and regional economic pressures — especially in Ontario and Alberta — continue to weigh on Canadian households. As younger consumers struggle with job market challenges and rising debt, we expect credit performance to remain a key issue for younger consumers well into the second half of the year.”

Age Group Analysis – Debt & Delinquency Rates (excluding mortgages)

AverageDebt(Q2 2025)Average Debt ChangeYear-over-Year(Q2 2025 vs. Q2 2024)Delinquency Rate ($)(Q2 2025)Delinquency Rate ($) ChangeYear-over-Year(Q2 2025 vs. Q2 2024)
18-25$8,4454.62%2.21%18.71%
26-35$17,5130.76%2.39%20.01%
36-45$27,1051.01%1.92%17.33%
46-55$34,7492.11%1.39%15.23%
56-65$29,3494.62%1.13%8.98%
65+$14,9343.47%1.11%1.56%
Canada$22,1472.30%1.60%14.31%

Major City Analysis – Debt & Delinquency Rates (excluding mortgages)

CityAverageDebt(Q2 2025)Average Debt ChangeYear-over-Year(Q2 2025 vs. Q2 2024)Delinquency Rate ($)(Q2 2025)Delinquency Rate ($) ChangeYear-over-Year(Q2 2025 vs. Q2 2024)
Calgary$24,2541.14%1.76%17.57%
Edmonton$23,7840.20%2.27%14.91%
Halifax$21,5461.97%1.96%14.29%
Montreal$17,2292.88%1.51%11.47%
Ottawa$19,7680.87%1.49%15.59%
Toronto$21,3503.08%2.20%20.08%
Vancouver$23,6183.51%1.30%11.95%
St. John’s$24,3531.78%1.50%3.80%
Fort McMurray$37,6090.75%2.59%16.69%

Province Analysis – Debt & Delinquency Rates (excluding mortgages)

ProvinceAverageDebt(Q2 2025)Average Debt ChangeYear-over-Year(Q2 2025 vs. Q2 2024)Delinquency Rate ($)(Q2 2025)Delinquency Rate ($) ChangeYear-over-Year(Q2 2025 vs. Q2 2024)
Ontario$22,8022.38%1.75%20.52%
Quebec$19,3112.41%1.10%6.81%
Nova Scotia$21,5812.32%1.65%4.98%
New Brunswick$21,8962.86%1.76%10.63%
PEI$24,0833.57%1.19%9.28%
Newfoundland$25,1743.32%1.59%5.82%
Eastern Region$22,5692.79%1.64%7.19%
Alberta$24,6590.78%1.98%14.77%
Manitoba$18,4873.48%1.71%3.81%
Saskatchewan$23,4781.34%1.75%5.69%
British Columbia$22,9232.83%1.40%10.47%
Western Region$23,1621.98%1.68%11.33%
Canada$22,1472.30%1.60%14.31%

* Based on Equifax data for Q2 2025

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Whole Foods to Anchor Landmark King Toronto Project

King Toronto. Rendering: King Toronto

Whole Foods Market will open a full-service grocery store at the base of the highly anticipated King Toronto development, bringing a major grocer to one of downtown Toronto’s fastest-growing neighbourhoods. The store will anchor the retail podium of the landmark mixed-use project, marking a first for the King West district, which has seen dramatic residential growth in recent years.

Situated on King Street West between Spadina Avenue and Portland Street, King Toronto is designed by internationally acclaimed Bjarke Ingels Group (BIG) and developed by Westbank and Allied Properties REIT, with construction by EllisDon. The development’s striking, pixelated green façade has already drawn global attention for its distinctive architecture and strong sustainability credentials.

Whole Foods King Toronto represents a pivotal retail moment for the neighbourhood. Until now, King West has lacked a full-service grocer, despite having one of the densest and most affluent residential populations in the city. The area is known for its vibrant dining, boutique retail, and proximity to major downtown districts, making it a sought-after urban address.

King Toronto. Rendering: King Toronto

Details of the Whole Foods Lease

The new store will span approximately 30,000 square feet, with 5,000 square feet at street level, and 25,000 square feet on the lower level for the main grocery operations. This configuration aligns with Whole Foods’ urban concept strategy, integrating community-oriented features alongside its core food offering.

The store will front directly onto King Street, with strong pedestrian visibility and a connection to The Well, a major mixed-use project to the south. Whole Foods is expected to take possession of the space later this year, with a grand opening targeted for February 2027. This is the company’s first new Canadian lease in more than six years and comes as part of a broader strategic plan under parent company Amazon.

Sam Winberg and Justin Pearlstein of Retail Ventures CND represent Whole Foods in lease deals. King Toronto’s retail, owned by Allied Properties REIT, is being handled by Carmen Siegel and associate Hannah Kinney of Cushman & Wakefield, according to marketing materials.

King Toronto. Rendering: King Toronto
King Toronto, August 2025. Photo: Dustin Fuhs/6ix Reail

Limited Grocery Competition

Despite significant residential growth in King West, the area has been underserved by grocery options. The nearest full-service stores include a Loblaws at Queen and Portland Streets and a Farm Boy at Bathurst and Front Streets, both a considerable walk from the heart of King Street West. Fresh & Wild on Spadina Avenue offers a smaller-scale selection but is not positioned as a full-service alternative.

Whole Foods King Toronto will fill a long-standing gap, catering to a demographic that includes young professionals, creatives, and affluent households, many of whom have invested in high-value properties in the area.

King Toronto. Rendering: King Toronto

King Toronto: A Visionary Urban Community

King Toronto spans nearly an entire city block, blending residential, retail, and public spaces. The project will feature around 500 condominium units, many with expansive terraces and city views. Several heritage buildings along King Street West have been preserved and integrated into the retail base, adding architectural character.

A central 21,000-square-foot public courtyard will anchor the site, offering seasonal markets, art installations, and public gatherings to encourage year-round community engagement. Retail space at King Toronto will total up to 180,000 square feet, with a mix of dining, wellness, boutique shopping, and cultural attractions. Additional tenant announcements are expected later this year.

Residential units at King Toronto. Rendering: King Toronto
King Toronto, August 2025. Photo: Dustin Fuhs/6ix Reail

Celebrity Residents and Luxury Living

The development has attracted global attention not only for its design but also for its residents. Music icon Elton John has purchased a penthouse in King Toronto, adding to his collection of homes worldwide. Canadian singer Shawn Mendes is also known to reside in the area. Their presence underscores King West’s growing reputation as a hub for high-profile residents.

Nearby, luxury real estate continues to push boundaries. Large loft units on Wellington Street reach approximately 5,000 square feet, and a penthouse two blocks from the site is currently listed for nearly $25 million.

King Toronto. Rendering: King Toronto

A Strategic Retail Vision

Whole Foods King Toronto will serve as a cornerstone in the retail mix for the project, signalling the type of high-quality tenants expected to follow. Leasing is focused on curating a selection of wellness, hospitality, and boutique offerings to complement the grocery anchor.

King Toronto’s location ensures strong connectivity to surrounding districts. The Well, just to the south, brings over one million square feet of commercial space and hundreds of residential units. To the north, Waterworks Food Hall adds further dining and retail choice. A new Equinox fitness club is also opening on Bathurst Street within another mixed-use development.

With increasing density, investment, and interest from global brands, King West is becoming a self-contained hub within downtown Toronto. The arrival of Whole Foods King Toronto marks a major step in shaping the neighbourhood’s next chapter.

King Street Toronto, August 2025. Photo: Dustin Fuhs/6ix Reail

Whole Foods to Close Two Toronto Locations

While the new King Toronto store signals growth for the brand in the downtown core, Whole Foods is also scaling back elsewhere in the city. The company recently announced that it will close its Yonge & Sheppard Centre and Leaside locations in Toronto.

The Yonge & Sheppard store is reportedly shutting down due to high rent costs, while the Leaside location has been described as underperforming. Both closures will take place this summer. Staff at the affected stores were informed shortly before the public announcement, marking a swift transition for the retailer.

At the same time, Whole Foods is said to have a broader Canadian expansion strategy that includes opening new store locations in major markets. More details on these planned openings are expected to be announced in the months ahead.

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ChatGPT Outsold My Entire Sales Team – Here’s the Prompt That Did It

It started as an experiment. I wanted to see if ChatGPT software could build a sales email sequence better than my top reps. What I didn’t expect was that it would close more deals – and do it in half the time. One prompt later, my inbox was full of warm leads, and my sales team was asking for the exact template.

ChatGPT for high-converting outreach

The advantage isn’t that ChatGPT writes faster – it writes with context. It analyzes target profiles, recent industry news, and product value propositions, then crafts emails that read like they were written by someone who’s done months of research.

Prompt that changed everything:

“Write a 5-part cold email sequence for [target audience] selling [product]. Each email should reference a specific pain point in [industry], build urgency without hype, and end with a clear, low-friction call-to-action.”

This sequence outperformed my best-performing template by 46% in reply rate.

ChatGPT for follow-ups that don’t feel automated

The key to closing is follow-up – and most CRMs send messages that scream “automation.” ChatGPT software personalizes them based on the recipient’s last reply, their company’s latest news, or even a recent LinkedIn post.

Prompt to try:

“Write a follow-up email for a prospect who opened but didn’t reply to my last message. Reference their recent [event/product/news], and position our solution as directly relevant.”

These follow-ups feel like genuine check-ins, not scheduled reminders.

Perplexity AI for spotting sales opportunities

Finding prospects is one thing – knowing which ones are ready to buy is another. Perplexity AI company scans industry announcements, hiring trends, funding news, and competitor moves to identify accounts likely to be in-market.

Prompt to try:

“Find 15 companies in [industry] that have recently raised funding, launched new products, or expanded into new markets. Summarize the trigger event and suggest a sales angle for each.”

This pre-qualified list means every outbound email lands with relevance – and the conversion rate proves it.

Combining both inside Chatronix

Running ChatGPT software and Perplexity AI inside Chatronix turns prospecting and outreach into one seamless workflow. I feed Perplexity’s research into ChatGPT, generate a custom sequence for each segment, and have everything ready to send in minutes.

Chatronix lets me run this in parallel with other top models like Claude language model, Gemini, and Grok chatbot. I can compare outputs, merge the best ideas, and skip the tab-switching chaos. With 10 free requests, turbo mode, and side-by-side comparisons, it’s the only setup I’ve found that actually speeds up both thinking and execution. See it here: multi-model AI sales hub.

ChatGPT and Perplexity AI prompts for sales dominance

Lead warming

“Create a personalized intro email for [prospect] that references their company’s recent [achievement/news] and frames our product as a solution to [pain point].”

Trigger-based pitch

“Write a short pitch for [product] aimed at companies that have recently [hiring/funding/product launch]. Keep it under 100 words, with a soft close.”

Competitive switch

“Draft an email targeting customers of [competitor], focusing on our unique differentiators and offering a migration incentive.”

<blockquote class=”twitter-tweet”><p lang=”en” dir=”ltr”>6.92 billion people are about to have access to ChatGPT through their phones.<br><br>But yet, the average person still has no clue how to prompt ChatGPT properly.<br><br>The top 12 ChatGPT prompts that will save 100 hours &amp; make cash money <a href=”https://t.co/GwUZBqWoWi”>pic.twitter.com/GwUZBqWoWi</a></p>&mdash; Tulsi Soni (@shedntcare_) <a href=”https://twitter.com/shedntcare_/status/1931657354170536143?ref_src=twsrc%5Etfw”>June 8, 2025</a></blockquote> <script async src=”https://platform.twitter.com/widgets.js” charset=”utf-8″></script>

Table: How ChatGPT software + Perplexity AI company beat the old process

TaskOld Process TimeAI-Powered TimeConversion Lift
Prospect list building2–3 days1–2 hours+30% qualified
Email sequence creation1 day20–30 min+46% replies
Follow-up personalization4–5 hours/week30–40 min/week+22% closes

Why this works better than a traditional sales stack

Sales tools are built to manage volume, not quality. The combination of Perplexity AI company’s predictive targeting and ChatGPT software’s tailored messaging flips that script. Instead of blasting 1,000 generic emails, you send 100 that feel hand-crafted – and get more deals with less noise.

The playbook is simple:

  1. Use Perplexity AI company to spot accounts with real buying signals
  2. Feed that context to ChatGPT software
  3. Generate personalized, multi-step sequences in minutes
  4. Review, send, and track – with human oversight where it counts

With this setup, you’re not replacing your sales team – you’re giving them superpowers.