Joe D’Addario, who co-founded Nature’s Emporium and has served as President and more recently its CEO for over 30 years, will transition into the role of Chair of the Board. In this new position, he will continue to provide vision and oversight, supporting the next phase of growth while upholding the company’s mission to inspire healthy and sustainable living, said the company.
Joe D’Addario
“This marks an exciting new chapter for Nature’s Emporium. Steve brings an impressive blend of leadership, vision, and purpose that aligns perfectly with who we are and where we’re headed. I’m excited about the capabilities he brings to our team. As I step into the role of Chair, I look forward to supporting our long-term growth and helping ensure we continuously elevate the value we deliver to our employees, customers and communities.” – Joe D’Addario, Co-Founder & Chair of the Board, Nature’s Emporium LP
Hollingsworth brings over two decades of experience in health and wellness, most recently as President of Genuine Health. Known for his focus on team culture, innovation and consumer trust, Steve is set to lead Nature’s into an exciting new chapter.
Steve Hollingsworth
“It’s an honour and a privilege to be entrusted with leading an organization with such deeply rooted ties to the communities it serves as Nature’s Emporium. I am genuinely excited to help Nature’s push the boundaries on what a health & wellness retailer can do for its customers,” said Hollingsworth.
This leadership transition reflects the company’s continued commitment to operational excellence, community connection, and customer care, while positioning the business for long-term growth in an evolving retail landscape, it stated.
Nature’s Emporium, founded in 1993, believes eating well means living better. It has six locations across Ontario (Newmarket, Woodbridge, Maple, Burlington, Toronto and Oakville).
Outdoor clothing and equipment retailer, Mountain Warehouse, with 45 stores in Canada, has partnered with retail industry charity the Retail Trust to support further the mental health and wellbeing of its global workforce.
With more than 4,500 colleagues in the UK, Europe, New Zealand, Australia and North America, Mountain Warehouse said its teams will now have access to a wide range of wellbeing resources through the Retail Trust. This includes confidential counselling for themselves and their families, manager training to support their teams, a variety of discounts and rewards, and a virtual GP service available to UK-based colleagues.
Mountain Warehouse said it will also benefit from access to the Retail Trust’s happiness dashboard, a generative AI-powered platform designed to track wellbeing trends, identify mental health pressures, and evaluate the effectiveness of support strategies.
Karen Bandoh
“We’re incredibly excited to launch this new partnership and to stand alongside more than 200 of the UK’s leading retailers in a united effort to drive meaningful change. Providing better, free, and confidential support services to our colleagues around the world is a vital step in helping them grow in their careers while caring for their wellbeing and their families. After all, life’s mountains don’t end at the store door,” said Karen Bandoh, people director at the Mountain Group.
“This partnership also gives us a strong platform to advocate for better conditions across the sector and to make a lasting, positive impact. We’re proud to be part of the change the Retail Trust is leading.”
Mountain Warehouse is the UK’s largest outdoor retailer, with over 290 stores nationwide and 400 stores globally. Founded in 1997 by Mark Neale, the retailer now serves over five million outdoor-loving customers yearly.
Photo: Mountain Warehouse
Chris Brook-Carter
“Mountain Warehouse is one of the world’s leading outdoor retailers, so this new partnership will bring the Retail Trust’s support to thousands more retail colleagues both in the UK and internationally. This is an important time for any retail employer to invest in their people’s wellbeing, especially ahead of the increased footfall and sales expected during the autumn and winter months. We’re working closely with Mountain Warehouse to identify those most in need of support and to ensure every colleague understands how to protect and manage their wellbeing,” said Chris Brook-Carter, chief executive of the Retail Trust.
The Retail Trust has been caring for and protecting the lives of people working in retail from 1832 onwards.
DoorDash is expanding its grocery offering through a new partnership with METRO Inc.
The partnership significantly increases same-day access to grocery essentials across Ontario and Quebec, giving consumers a faster, more flexible way to shop the brands they know and trust, said the company in a news release on Tuesday.
Hundreds of Metro, Food Basics and Super C locations are now live on DoorDash, with the same prices and promotions available online and in-store.
Kyra Huntington
“As we continue connecting consumers with more ways to shop their neighbourhood favourites, we’re proud to offer grocery essentials, specialty items and everyday staples from Metro, Food Basics, and Super C – all at in-store prices,” said Kyra Huntington, Head of Strategy and Operations at DoorDash Canada.
“Whether you’re a busy family, a time-crunched student, or an everyday shopper looking for an extra hand, we’re committed to meeting Canadians where they are.”
Metro features a wide selection of fresh products and specialty items, tailored for customers looking for a convenient, high-quality grocery experience.
Food Basics provides a large assortment at low prices, tailored for value-driven Ontarians who want Always More for Less – with three promises: “Always Fresh, Always in Stock, and Always at Great Prices.”
Super C offers a complete grocery experience at low prices for budget-conscious Quebecers looking for fresh and quality products at low prices.
To celebrate the partnership, DoorDash said select customers can enjoy a limited-time promotion from August 5, to August 18, with 40% off their grocery order of $65 or more (up to $30 off) from one METRO Inc. banner using promo code METRO40 at checkout on DoorDash.
“Our business strengthened throughout the quarter, with same-store sales and revenue growth supported by positive same-store transaction growth, supporting raising our overall outlook for the year,” said Richard Maltsbarger, Chief Executive Officer of Pet Valu. “We are also excited to announce we have completed our multi-year distribution centre network transformation, creating an incredibly effective, omnichannel, coast-to-coast supply chain ready to support our long-term growth goal of over 1,200 stores,” said Richard Maltsbarger, Chief Executive Officer of Pet Valu.
Richard Maltsbarger
Pet Valu announced that its Board of Directors unanimously approved the recommendation of Maltsbarger to implement a senior leadership succession plan. Greg Ramier, the company’s current President and Chief Operating Officer, will succeed Maltsbarger as CEO and be appointed to the company’s Board of Directors effective September 21, coinciding with Pet Valu’s annual store manager and franchise conference.
The retailer said Maltsbarger will continue in his role as CEO until September 21, after which he will move into the role of Senior Advisor to assist with the leadership transition until his retirement on April 4, 2026. Maltsbarger will continue to serve as a member of Pet Valu’s Board of Directors until his retirement date.
“It’s been the honour of my career to lead Pet Valu’s evolution since 2018. Thanks to the passion of our ACEs and franchisees, and the support of our Board of Directors, we’ve become Canada’s #1 pet specialty retailer in stores and market share serving Canada’s most devoted pet lovers. Together, we transformed our customer-facing technologies and supply chain, expanded our loyalty and digital platforms, and opened more than 250 new stores — more than doubling revenue and quintupling net income,” said Maltsbarger. “With this incredible momentum, now is the time to hand over the reins to Greg. I have every confidence as he leads Pet Valu’s next chapter of growth, and I look forward to working closely with him as he transitions into the role.”
“On behalf of Pet Valu, I want to thank Richard for his incredible leadership and the lasting impact he has had on our business – from sharpening our strategy to elevating our culture – and his commitment to making this a successful transition. His vision and energy played a huge role in getting us to where we are today,” said Tony Truesdale, Chairman of Pet Valu’s Board of Directors. “Greg has been a driving force in the commercial momentum we have achieved over the past year, and we are excited to see him step into the CEO role.”
Greg Ramier
Ramier joined Pet Valu as President & COO in August 2024 and has led several commercial planning and strategic initiatives that have contributed to the current sales and revenue momentum in the business. Mr. Ramier previously served over 20 years with Loblaw Companies Ltd., including senior executive positions leading the Market Division and Emerging Business segments, as well as experiences in financial services, supply chain, and retail operations.
“It’s a real honour to step into the CEO role and I’m excited to carry the momentum forward as we continue to grow, innovate and deliver great experiences for our devoted pet lovers, our franchisees, and our ACEs,” said Ramier. “I look forward to working with Richard over the coming months as we continue to deliver long-term growth.”
Second Quarter Highlights
System-wide sales were $369.9 million, an increase of 4.6% versus Q2 2024. Same-store sales growth was 2.6%.
Revenue was $280.6 million, up 5.8% versus Q2 2024.
Adjusted EBITDA was $60.2 million, up 4.2% versus Q2 2024, representing 21.4% of revenue. Operating income was $36.7 million, up 8.7% versus Q2 2024.
Net income was $21.8 million, up from $17.8 million in Q2 2024.
Adjusted Net Income was $26.2 million or $0.38 per diluted share, compared to $25.9 million or $0.36 per diluted share, respectively, in Q2 2024.
Opened 3 new stores and ended the quarter with 833 stores across the network.
Repurchased for cancellation 2.3 million common shares for total consideration of $65.5 million. Free cash flow was $27.1 million.
The Board of Directors of the Company declared a dividend of $0.12 per common share.
2025 Outlook
The Company expects revenue between $1.18 and $1.21 billion, Adjusted EBITDA between $257 and $262 million, Adjusted Net Income per Diluted Share between $1.63 and $1.68 and Net Capital Expenditures of approximately $45 million.
Pet Valu is Canada’s leading retailer of pet food and pet-related supplies with over 800 corporate-owned or franchised locations across the country.
Shake Shack is strengthening its foothold in Canada with an ambitious growth plan that includes six new locations across the Greater Toronto Area over the next year. Following the success of its first three Toronto openings, the popular American burger brand is expanding into high-demand neighbourhoods and shopping destinations, creating over 400 jobs and promising a distinctly Canadian Shack experience.
“The energy we’ve seen from Canadian guests since day one has been incredible,” said Billy Richmond, Business Director of Shake Shack Canada, in an exclusive interview with Retail Insider. “This next chapter is about more than opening doors, it’s about showing up for the communities we serve. Our intention is to deliver high-quality dining experiences that stand the test of time, and this GTA expansion sets the stage for Shake Shack’s long-term success in Canada.”
Billy Richmond
Where Shake Shack is Opening Next
The first of the new locations has already debuted inside Kitchen Hub Castlefield at 1121 Castlefield Avenue in Toronto. The remaining five locations will roll out gradually, starting with Square One Shopping Centre in Mississauga on August 19, 2025. Additional openings are scheduled at:
Yonge & Eglinton (40 Eglinton Ave E, Toronto) – Opening Fall 2025
Vaughan Mills (1 Bass Pro Mills Dr, Vaughan) – Opening Fall 2025
King West (556 King St W, Toronto) – Opening Mid 2026
Square One and Vaughan Mills represent Shake Shack’s first foray into some of Canada’s busiest shopping centres. Square One’s Shack will span about 2,400 square feet, complete with an interior patio to accommodate mall traffic. Vaughan Mills, on the other hand, will be the brand’s first compact food court location at approximately 860 square feet, demonstrating Shake Shack’s ability to adapt to diverse retail formats.
“The Square One site is a great opportunity to create that Shack community feel inside a major mall,” Richmond explained. “And Vaughan Mills, even though it’s a smaller footprint, is an end-cap in the food court, so we maintain strong visibility and guest accessibility.”
King Street West location — Rendering via Shake Shack
Canadian Menu Exclusives and Local Sourcing
Shake Shack has placed a strong emphasis on tailoring its offerings to Canadian tastes while maintaining its global standards of quality. All GTA locations feature 100 percent Canadian beef, chicken, and dairy, along with locally sourced potatoes for its signature crinkle-cut fries. The brand has also created Canadian-exclusive menu items that celebrate local flavours.
“Our guests love the I Heart Butter Tart and Shack Attack concretes, which incorporate local butter tarts, and chocolate from Chocosol,” Richmond noted. “We also have a Maple Salted Pretzel Shake that has become a Canadian favourite. And our beverage program includes beer from Bellwoods Brewery and wine from Rosewood Winery.”
This approach extends beyond the menu to Shake Shack’s community partnerships, reinforcing its commitment to supporting Canadian farmers and local businesses.
40 Eglinton Avenue East. Image: Adgar Canada
A Strong Community and Design Focus
Beyond food, Shake Shack is investing in design and community engagement to make each location unique.
Local artists will play a central role in defining the aesthetic of new GTA Shacks.
At Square One, the brand has partnered with Anishinaabe woodlands artist Blake Angeconeb, whose vibrant works blend Indigenous traditions with contemporary pop culture. Meanwhile, Kirsten McCrea, known for her bold, patterned murals, will bring her signature creativity to the Yonge & Eglinton location.
“Community is at our core,” Richmond emphasized. “Our partnerships with local artists are a way for us to reflect the spirit of the neighbourhoods we serve and make every Shack a destination.”
Future Shake Shack in an historic building at 765 Yonge Street in Toronto. Image: Craig Patterson
Prime Toronto Locations and Iconic Buildings
Two of Shake Shack’s upcoming openings, King West and Yonge & Bloor, highlight the brand’s strategy of securing unique, high-profile spaces in Toronto. The King West Shack, set to open in mid-2026, will occupy the former Majesty’s Pleasure location and feature two outdoor patios. “It’s going to be a fantastic space for gathering and socializing,” Richmond said.
The Yonge & Bloor Shack will take over a historic building once home to the Albert Britnell Bookstore. “We thought this was an iconic site,” Richmond added. “It’s a way for us to respect the history of the building while creating an incredible dining experience.”
Looking towards the intersection of Yonge and Bloor — Future Shake Shack in an historic building at 765 Yonge Street in Toronto. Image: Craig Patterson
Momentum and Long-Term Growth Plans
Shake Shack launched in Canada in June 2024 with its first location at Yonge & Dundas in Toronto. A second opened in December 2024 inside Union Station, featuring a full-service bar—the first ever for the brand worldwide. The third Canadian Shack followed in February 2025 at Yorkdale Shopping Centre.
Early success has validated Shake Shack’s investment in the Canadian market. “The reception from guests has been phenomenal,” Richmond said. “It confirmed what we believed—that there’s a strong appetite for premium fast-casual dining here.”
Looking ahead, the company has committed to opening at least 35 Canadian locations over the next decade, with plans to expand beyond Ontario into markets like British Columbia and Alberta. “The GTA is just the beginning,” Richmond shared. “We’re excited to bring the Shack experience to more cities across Canada in the near future.”
Hospitality as a Growth Driver
While food and design are key pillars of Shake Shack’s brand, Richmond stressed that hospitality is equally critical to its success. “Guests appreciate quality, not just in the food but in the way they’re treated,” he said. “People aren’t just coming in for a quick meal, they’re looking for connection and consistency. That’s what Shake Shack is all about.”
From the way guests are greeted to the curated design elements and local collaborations, every touchpoint is designed to create a welcoming and memorable experience. “We’ve been listening to our Canadian guests, and their feedback has shaped everything we do,” Richmond concluded.
Shake Shack partnered with with Osmington Inc. and Harlo Entertainment Inc. for its Canadian entry. Osmington is a Toronto-based private investment company owned by David Thomson. Beauleigh Retail Consultants works with Shake Shack on real estate selection and lease negotiations.
New Arc'teryx store at 1001 Robson Street in Vancouver. Photo: Chris Pelyk
Arc’teryx has opened its new flagship store at 1001 Robson Street in downtown Vancouver. The 6,430-square-foot location occupies the prominent northwest corner of Robson and Burrard streets in a 1911-built commercial building that once housed the longtime Roots flagship.
The new store replaces Arc’teryx’s previous 4,060-square-foot location at 813 Burrard Street, increasing its downtown footprint by more than 50 per cent. The move underscores Arc’teryx’s commitment to creating a more immersive and elevated retail experience in the city where it was founded in 1989.
The expanded flagship provides space for a broader showcase of Arc’teryx’s technical offerings, including its latest performance outerwear, climbing harnesses, and lifestyle collections. The assortment is curated with Vancouver’s mountain culture in mind, complemented by dedicated areas for footwear, accessories, and gear designed for outdoor pursuits such as hiking and alpine climbing.
Inside, a striking illuminated map of Southwestern B.C. trails serves as a focal point, alongside a tribute to local mountain athletes that reinforces the brand’s strong connection to place and community. These design elements highlight Arc’teryx’s focus on blending technical innovation with authentic regional storytelling.
New Arc’teryx store at 1001 Robson Street in Vancouver. Photo: Kristiana Banden
A Key Corner in Vancouver’s Retail Landscape
The relocation to 1001 Robson consolidates the spaces previously occupied by Roots and La Vie en Rose, following extensive tenant improvements earlier this year. Roots closed its flagship store at this intersection in early 2025 before reopening a new concept location a block away near Robson Square.
Robson Street continues to evolve as a premier shopping destination, with several major openings over the past year. Adidas and JD Sports both introduced flagship locations nearby, while Alberni Street just to the north has welcomed Canada’s second full-line Ralph Lauren store and is preparing for the debut of the country’s first BAPE retail location.
New Arc’teryx store at 1001 Robson Street in Vancouver. Photo: Kristiana Banden
Transition from Burrard Street and Future Plans
Arc’teryx’s original downtown Vancouver flagship at 813 Burrard Street opened in 2017 in a former Le Château space. That store has now closed and will soon become home to Peak Performance, another outdoor-focused brand under the Amer Sports umbrella, which also owns Arc’teryx.
The new Robson Street flagship is part of a broader growth strategy that emphasizes larger, experience-driven stores in key urban and regional markets across Canada. In May 2024, Arc’teryx introduced its largest global store on Toronto’s Bloor Street West. The 9,274-square-foot Alpha-format flagship features the world’s biggest ReBIRD™ Service Centre, providing on-site repairs and sustainability-focused services.
New Arc’teryx store at 1001 Robson Street in Vancouver. Photo: Kristiana Banden
Earlier this year, the brand opened a 4,100-square-foot store in Banff, Alberta, designed to reflect the local alpine environment and offer community-focused experiences. In May 2025, Arc’teryx launched its first Atlantic Canada location on Spring Garden Road in Halifax, marking an important step in its coast-to-coast expansion.
Looking ahead, a fully renovated Arc’teryx Factory Outlet at Toronto Premium Outlets will reopen this fall, offering a refreshed environment with a broader product mix. These openings highlight a strategy that combines flagship destinations in major urban centres with stores in mountain communities and emerging retail markets.
New Arc’teryx store at 1001 Robson Street in Vancouver. Photo: Kristiana Banden
About Arc’teryx: A Canadian Success Story
Founded in North Vancouver in 1989 as Rock Solid, Arc’teryx earned its reputation through innovation in climbing gear and apparel. Its early adoption of advanced materials such as GORE-TEX® technology and the introduction of the Alpha SV jacket in 1998 set new industry benchmarks for performance outerwear.
Today, Arc’teryx is celebrated for its minimalist design, durability, and functionality, appealing to both professional athletes and urban consumers. The brand’s name and fossil-inspired logo, drawn from Archaeopteryx, symbolize its philosophy of evolutionary progression.
Now owned by Anta Sports through its parent company Amer Sports, Arc’teryx continues to prioritize sustainability and product longevity. Initiatives like the ReBIRD™ program encourage gear repair and recycling, reflecting growing consumer demand for responsible manufacturing and circular fashion.
New Arc’teryx store at 1001 Robson Street in Vancouver. Photo: Kristiana Banden
StyleDemocracy warehouse sale. Image: StyleDemocracy
Toronto-based StyleDemocracy, North America’s leading warehouse sale and retail event company, has entered into a strategic partnership with 55 Rush, a Canadian performance marketing agency known for its extensive digital reach and expertise in audience engagement. The collaboration is aimed at redefining how brands connect with Canadian consumers, combining in-person shopping experiences with data-driven marketing strategies.
The partnership will focus on customer acquisition, immersive brand engagement, and scalable marketing solutions for retailers across Canada. This joint approach will leverage both companies’ strengths to deliver campaigns that resonate with consumers and drive measurable results.
Innovative Campaign to Boost Lead Generation
At the heart of the partnership is a co-branded initiative called Win Your Wardrobe, designed to help retail brands attract new customers through high-impact contests and promotions. Participating brands will offer prizing and exclusive offers, while customers can opt in through promotional channels operated by both StyleDemocracy and 55 Rush.
Through this model, brands will gain first-party customer data, enabling targeted marketing beyond the campaign itself. With a combined digital network that spans email, social media, and online platforms, the collaboration provides access to an audience of over 5.5 million Canadians. This audience includes members of 55 Rush’s popular communities such as Student Life Network, Parent Life Network, Canadian Newcomers Network, Fanpass, and yconic.
Win Your Wardrobe — image via 55 Rush
Enhancing Warehouse Sales and Customer Experiences
StyleDemocracy has long been recognized as Canada’s leader in warehouse and sample sale events, having organized over 600 sales and having sold millions of units of merchandise. Its client list features major names including Nike, Adidas, PUMA, Ted Baker, and Steve Madden, OVO, and many other global brands with events often spanning up to 50,000 square feet in cities across Canada and the United States.
In addition to hosting these large-scale events, StyleDemocracy expanded into e-commerce during the pandemic, introducing high-energy digital sales that replicate the excitement of physical shopping. This diversification has allowed the company to support brands of all sizes while maintaining a strong focus on brand integrity, ensuring events align with each client’s image rather than relying on deep discounting.
With this new partnership, StyleDemocracy will incorporate 55 Rush’s experiential marketing expertise into future events, creating interactive activations that elevate the customer experience. “This partnership marks a pivotal moment for StyleDemocracy as we continue to improve and diversify the various solutions we provide to our clients,” said Oliver Berg, Executive Vice President of StyleDemocracy. “With 55 Rush, we’re building something that will offer our brand partners more creativity, more scale, and more measurable success.”
StyleDemocracy warehouse sale. Image: StyleDemocracy
Who is 55 Rush?
Founded in 2009 and headquartered in Toronto, 55 Rush has built its reputation on connecting brands with highly targeted audiences through performance-driven campaigns. The agency operates several large-scale online communities, including Student Life Network with over 2.5 million members, Parent Life Network with more than 2 million members, and Canadian Newcomers Network, which serves newcomers as they establish roots in Canada. These communities allow 55 Rush to deliver campaigns during pivotal life stages, making marketing efforts both timely and impactful.
The company’s client list includes Amazon, CIBC, JEEP, Tangerine, Embark, and dozens more, reflecting its ability to partner with some of the most recognized brands in the market. “We’re excited to expand our business into the retail space,” said Stephen Sills, Co-Founder of 55 Rush. “We’ve been collaborating with SD behind the scenes for almost a year, having already executed a number of projects, and we’re excited to officially announce our partnership.”
Why This Matters for Canadian Retail
By combining StyleDemocracy’s event management capabilities with 55 Rush’s digital-first approach, this partnership offers a comprehensive solution for retailers navigating a competitive market. The initiative addresses a growing need for strategies that merge physical retail experiences with digital engagement, delivering results both in-store and online.
For brands, the value lies in measurable outcomes: lead generation, increased traffic, and meaningful customer interactions. For consumers, the collaboration promises unique shopping experiences backed by targeted, relevant offers.
With a combined reach of over 5.5 million engaged Canadians, the alliance between StyleDemocracy and 55 Rush signals a shift toward integrated retail marketing that blends community-driven engagement with experiential commerce.
Launched in 2023, Ryde began with a small footprint in Circle K Ontario downtown and has since added Rabba and several independent retailers. “The first six months were really to understand how consumers behave and how retailers accept the brand. So we wanted a dry run on the retail side. We also launched on Amazon. It’s been quite a fun couple of months since we launched,” said Diaz.
Kervy Diaz
The idea behind Ryde stems from a desire to make a real difference in the wellbeing industry. “We felt, and still feel, there are a lot of products out there that claim to be efficacious or clean but don’t necessarily deliver to consumer standards. We saw an opportunity.”
Ryde simultaneously launched in three markets: Australia, the US, and Canada. “The objective is really to solve a consumer problem — looking for specific benefits that can help them in day-to-day life, making it simpler,” Diaz explained.
Currently, Ryde offers three SKUs in Canada: Energy, Focus, and Relax. “We have Energy, which is basically a tropical flavour, kind of a boost when you need it but with less jitter. Then Focus, which is an orange taste, really for when you need fuel in your mind, when you need to concentrate and elevate. Then Relax, for when you want to unwind, which is a raspberry taste,” Diaz detailed. All are sold in a convenient 60 ml shot format with transparent ingredient labeling aimed at today’s knowledgeable consumers.
The formulation of Ryde’s drinks is done entirely in-house through Water Street Collective Company. “We started by identifying a mood we believe the market needs. We look at different stacks of ingredients available globally — the science from the US, London, anywhere — and how those ingredients behave together, not just individually. Then we create our own recipe, which we call our stack or replenishment. After the recipe is set, we do our own human effect study to make sure it works. That’s basically how we approach building Ryde and its variants,” Diaz said.
Distribution is currently split between digital channels, including Amazon, and brick-and-mortar retail. “We are in over 3,000 points of sale including Circle K Ontario, Parkland, Petro-Canada, Rabba, Farmboy, and others. We will expand rapidly in the next few months. We are finalizing some negotiations now and expect to reach 7,000 stores before the end of the year. We have a very ambitious plan ahead,” Diaz confirmed.
Retailers have responded positively to the product. “Not only because of the format and the space it takes, or the revenue it brings, but most importantly because consumers drawn to the wellbeing section are increasing,” he said.
Photo: Ryde
When asked about the types of partners Ryde is targeting, Diaz noted, “For now, we are very concentrated and will remain so in CNG and grocery. Eventually, we’ll develop specialty channels. Those are the three main channels we aim to grow in the next 12 months.”
He added, “From a partner perspective, we want people interested in the wellbeing area who want to work the brand as they grow and as we grow. We believe we are aligned with where the retail industry is heading.”
With a clear focus on consumer benefits and retailer alignment, Ryde Canada is positioning itself for strong growth in a competitive market.
Morris, who is based in Toronto, emphasized the evolving strategies retailers are deploying in a dynamic market shaped by inflation, shifting consumer values, and increasing competition from private labels and upstart brands.
Elliot Morris
“Retailers and CPGs are all trying to do the same thing, which is they are trying to create growth,” said Morris. “And the way retailers have been creating growth in particular of late over the last 18 months is to enhance both their private label or own brands where they’re going after… the cost conscious consumer.”
He explained that the value proposition has shifted, especially in the past four to five years, and innovation on the shelf is increasingly being driven by smaller niche consumer packaged goods (CPG) providers.
“That’s really focused on consumers who are looking for something novel, something different, and frankly are able to innovate at a rate that we aren’t seeing right now from many of the major consumer products players,” Morris noted.
35% of consumers no longer consider brands a significant factor in purchases;
42% of consumers view “innovation” as a cost-cutting effort.;
78% of retailers believe only one mass market brand will remain on store shelves.
“For decades, scale brought success to Consumer Products (CP) companies. They built mass-market brands that people trusted, believed in and even loved. They became part of the fabric of our daily lives. And they did it globally. But the world has changed – and many big CP companies are facing a relentless drift toward irrelevance,” said the report.
“We believe CP companies can thrive again, and this report explores what that will take. At its heart is a simple but urgent choice: continue defending what’s slipping away, or act boldly to rebuild relevance with the three audiences that matter – consumers, customers (Retailers) and capital markets. That means restoring belief in your brands, your strategy, and your ability to lead, so you can shape your future with confidence because in this environment, an optimistic belief in the continuing value of mega-brands is not a by-product of success; it’s the starting point.”
Buy Local Movement Creating Opportunities
The growing “buy local” and “buy Canadian” movement is also contributing to these shifts in shelf space allocation.
“Some of the buy local, buy Canadian movement certainly does play into this. It opens up opportunity for some of the upstarts,” said Morris. “In the Canadian retail market, I think own brands in particular are seen as being closer to local or very least Canadian.”
He added that this trend erodes market share from some of the larger consumer players. But Morris was clear that the roots of this disruption run deeper than recent policy concerns.
“This has been going on for longer… certainly the roots of this have been seeded well before the tariff threat of the last six or eight months,” he said.
Between inflation and a focus on cost, major players have scaled back on innovation. “It’s been a real combination of factors which have eroded the major players’ ability to either hit cost points to maintain shelf space and/or for innovation to keep shelf space.”
This, Morris explained, “has really opened up the opportunity for the other players we described, both in the private label side, but also the upstart brands.”
Photo:
Ninthgrid
Winning Over Value-Driven Consumers
With today’s consumers more value-conscious than ever, large brands must rethink how they remain relevant.
“I think there’s a handful of things for the big players to be doing,” said Morris. “One is… there’s a view that the future is going to be more retailer dominated, and so enhancing your partnerships with the retailers is absolutely critical.”
He noted that large brands are currently better positioned in terms of these partnerships, giving them a key advantage over smaller and private label competitors.
“Finding ways to enhance those partnerships, either through digital and e-comm capabilities or improving logistics or through sharing operational data I think is a place where the bigger brands can stand and fight in a way in which they’re advantaged.”
Morris also pointed to a noticeable pullback in innovation by major brands as a key area for concern — and opportunity.
“In order to be able to beat and save a lot of their shelf space, they need to be able to innovate at a rate that they haven’t been able to over the past four or five years.”
He attributes this to a combination of reduced investment and structural limitations due to scale. “If you think about the impact of something like COVID and then inflation and then tariffs — all of those impact scale players in some ways more than maybe some of the more nimble, smaller players.”
Innovation, he said, is not an area where large brands can afford to lose ground.
Retail Media Presents New Potential
“The only other one I was going to mention was retail media,” added Morris. “Which is a flavour of the enhanced retailer partnerships.”
He explained that retail media holds promise for big brands that can offer scale and simplify the ecosystem for retailers.
“Although the retailers are going to be in a privileged position of being able to have access to and ownership over some of the customer data, some of the bigger players can simplify, frankly, the retail media environment for the retailers by being scaled and having more volume.”
Despite the potential, retail media has had a bumpier start than expected.
“To date, while retail media I think has high potential, it has been a more challenged space than I think many people from two or three years ago would’ve thought it was going to be.”
A Case for Optimism
While some may view the EY report as bearish on legacy brands, Morris sees reasons for optimism.
“To me, there’s a couple reasons to be optimistic,” he said. “One is around — we know that innovation still builds traffic and loyalty. We see that in the marketplace and it’s up to consumer product companies to be able to adapt.”
He pointed to AI as a key enabler of smarter, faster innovation, stating that “data and analytics is a place where scaled investments still make a big difference.”
Finally, those all-important relationships with retailers could be the edge big brands need to reclaim momentum.
“The closer relationships with retailers is the third place that we think can be advantageous for some of the scaled consumer players,” said Morris. “And all of them are in a strong position to be able to leverage that, to be able to grow and become more profitable.”
Retail and beauty brands are increasingly using ESG (environmental, social, and governance) data not just for compliance but as a business driver, particularly in today’s landscape of climate scrutiny and shifting regulation. Sweep, the sustainability data platform behind brands like L’Oréal, Caudalie, QVC, and Lacoste, to track and act on carbon and emission data, is hearing from retail and beauty brands that they can’t afford to waste four years of ESG infrastructure, and instead, they’re using it to build more resilient, low-carbon supply chains.
Sweep CEO and co-founder Rachel Delacour said the company works with many leading retail and beauty brands, who are telling it that ESG data is no longer just about reporting, it’s about unlocking value for their business.
Rachel Delacour
“They’re using their data to rewire how they operate: which suppliers to prioritize, where to cut emissions — and often as a consequence, costs, and how to build resilient sourcing strategies,” she said.
“Beauty and retail brands like Wella, Lacoste, and The Kooples are all telling us that they have invested years in understanding their footprint and they can’t afford to throw that away. At the same time, they’re using this data to speak credibly to investors, boards, and consumers. In this new landscape, sustainability is not a side effort. It’s becoming a lever for transformation, one that helps break silos and tie sustainability directly to growth and competitiveness.
“For example: L’Oréal is an example of a company that is working on Product Carbon Footprints (PCFs). This means, a specific carbon footprint for each individual beauty product, incorporating the emissions relating to its ingredients, manufacturing, transportation, packaging — the whole value chain. Many companies are starting to move towards PCFs, and those which get there first will reap significant advantages, including achieving greater cost efficiency and enhancing their brand reputation.”
Delacour said one of the main challenges is visibility. A large proportion of a business’s emissions occur deep in the supply chain, beyond first-tier suppliers, where data can be hard to access and standardize.
“Without clear insight into where emissions are coming from, it’s difficult to know where to focus efforts or how to track progress. This is inefficient, it’s wasteful of time and human resources, and ultimately, of money,” she explained.
“That’s where technology comes in. Platforms like Sweep help brands centralize and organize complex supply chain data, making it possible to map emissions, assess supplier performance, and identify where reductions are most feasible. We also help them build transition plans that are tied to business objectives, not just compliance deadlines. Digital technologies help to connect the dots in so many ways – and turns the complex into the manageable.”
Delacour said one great example of how software like Sweep’s can help with supply chain decarbonization, is the beauty brand Caudalie. Caudalie has more than 1,000 employees spread across 37 countries, and an extensive global value chain. Its products are sold at more than 20,000 points of sale worldwide, while Caudalie’s eCommerce site ships to more than 20 countries.
“Previously, all of Caudalie’s sustainability data was collected manually, in silos across the company, making the task of collating it difficult enough, before anyone even started analyzing it to find emissions hotspots and areas for efficiencies. Now, Caudalie is able to aggregate its data on one single platform. Ultimately every employee will be able to use and engage with it, see where hotspots are, and take action to reduce them,” she added.
Holding firm on ESG infrastructure
Even in this period of global uncertainty, leading brands are holding firm on their ESG infrastructure. In fact, some are accelerating investments in their data systems, recognizing that sustainability is now tied directly to business resilience, added Delacour.
“At VivaTech this year, I heard from multiple fashion clients who told us that they can’t afford to waste four years of data collection. For these companies, ESG platforms are becoming critical infrastructure, much like financial systems. They help brands future-proof their supply chains and communicate progress with confidence, regardless of whether policies shift again. Which they will, that’s how politics works. What’s most encouraging is that many companies now view these tools not only as a shield against future risks, but also as a lever for growth and transformation,” she noted.
“The ROI on these sustainability investments is becoming increasingly clear. They positively impact both the top line and the bottom line. We see brands realize cost savings from operational efficiencies, reduced waste, and optimized supply chains. Additionally, companies that can demonstrate measurable returns from their ESG initiatives are finding it easier to secure continued investment and board support.”
Credibility is everything
Delacour said credibility is everything right now. Companies can no longer rely on vague targets or generic claims. Stakeholders want specificity, and they want proof.
“Sweep is helping brands gather audit-grade data, tie emissions to specific activities, and document changes over time. That means their claims about everything from reductions to supply chain improvements to progress toward targets are transparently rooted in structured, verifiable evidence. This will only become more valuable over time, as consumers increasingly seek evidence of environmental claims,” she said.
“A 2025 surveyshows that while almost half of American consumers are prepared to spend more on “sustainable” products, only 20% believe sustainability claims. Clearly, brands which can show their workings will reap the benefits.
“We also support engagement with suppliers at a large scale, helping brands collect data from across their value chains while maintaining consistency and trust. Ultimately, we help the companies we work with tell a more honest story, one that withstands scrutiny and builds lasting confidence with customers, investors, and regulators.”
Rachel Delacour
There is a shift from “ESG as a reporting function” to “ESG as a business decision-making lens.”
“From boardroom decisions to supply chain management, sustainability data is becoming more embedded in how companies operate. That means brands are using data not just to tick boxes, but to evaluate risk, shape strategy, and prioritize investments,” said Delacour.
Next evolution about integration
“The next evolution will be about integration: embedding ESG insights directly into product development, sourcing, logistics, and financial planning. This is already underway for the most forward-looking companies across Europe and North America.
“Especially with state-level regulations coming into force, consumer industries need digital systems that go beyond simply enabling compliance.
“They need tools that are flexible, scalable, and capable of generating business insights from sustainability data.
“Brands should be preparing for an AI-accelerated sustainability landscape where speed and benchmarking will be critical differentiators. AI will enable companies of all kinds, including consumer brands, to rapidly identify and implement the most effective sustainability initiatives by benchmarking against industry champions and accessing proven playbooks for their specific vertical. The key is consolidating all sustainability data and insights into a single platform that can deliver both the figures and the strategic roadmap needed to transition faster than competitors – and gain that all-important competitive edge.”
Sweep is recognized by leading analysts including IDC MarketScape and Verdantix as a leading sustainability data platform that helps businesses measure, manage, and reduce their carbon and ESG impact.
Delacour co-founded the company in 2020 after exiting her previous Business Intelligence software venture, which was acquired by Zendesk.
