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François Roberge reflects on 44 Years in retail and the rise of la Vie en Rose

By
Mario Toneguzzi
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Image: La Vie en Rose

For François Roberge, President of la Vie en Rose, the retail world is more than a business—it’s a lifelong passion built on grit, instinct, and a drive to finish what he starts.

Earlier this year, the Retail Council of Canada (RCC) honoured Roberge with the Lifetime Achievement Award at the Excellence in Retailing Awards. 

The RCC said this honour is presented to a distinguished industry leader whose vision and impact have reshaped the retail landscape. Roberge was  recognized not only for his outstanding business leadership, but also for his lasting contributions to elevating Quebec’s fashion industry and strengthening Canada’s presence on the global retail stage.

François Roberge
François Roberge

Raised on a farm in Quebec and born into a family of merchants, Roberge began his career in retail behind the wheel of a delivery truck for Boutiques San Francisco. In 1996, he acquired la Vie en Rose and began a thoughtful transformation of the brand, relocating its headquarters to Montreal and charting a course for growth. Under his leadership, la Vie en Rose expanded internationally, entering the Saudi Arabian market in 2004, acquiring Bikini Village in 2015, and launching into the United States in 2024. Today, the brand is recognized as a global leader in intimate apparel, with over 400 stores across 20 countries and a team of more than 5,000 employees

Formative years learning discipline on a farm

Roberge, who was born in Quebec City in 1962, spent his formative years learning discipline on a farm. “When you start something, you must finish it. When you cut grass or care for animals, it’s seven days a week, just like retail. And you live with the seasons, which is similar in retail, too.”

But working the land wasn’t a long-term plan. “My dad never paid me. So I said, ‘If you don’t pay me, I’ll leave.’ And I did.”

That decision launched a 44-year journey in retail. “My first job was as a truck driver delivering goods to retail stores—for my uncle—44 years ago. That’s how I started.”

His uncle, a prominent Quebec retailer, owned Groupe San Francisco and Bikini Village. “He had about 185 stores at the time, before it all went bankrupt. He was one of the top retailers in Quebec.”

Roberge worked with him from 1981 to 1995, before seizing the opportunity to acquire the struggling la Vie en Rose chain.

Taking over the struggling la Vie en Rose chain

“It was a nice company owned by Algo Group. They were a dress manufacturer and also owned la Vie en Rose and One Plus One… la Vie en Rose had 26 stores across five provinces and was losing about $600,000 a year. I decided to buy it and turn the company around.”

The decision was rooted in experience: “My last job with my uncle was turning bad divisions into profitable ones. I’m good at turnarounds. I wanted a new challenge, and the name la Vie en Rose was strong. The store locations were great—Sherway, Yorkdale, Eaton Centre, Robson, Polo Park.”

From 23 stores in 1995, the brand has grown to 426 stores internationally. “We’re close to $650 million in revenue. We’re a good retailer. Not many know that, but we are.”

Asked what draws him to retail, Roberge shared: “My whole family was in retail—my uncle, my grandfather. My dad was a pharmacist but still did some retail.”

“What I love is the customer connection. You give them an experience, you sell goods, and you get paid right away. I love buying, sourcing, the whole process. I feel like a fish in water—comfortable and stress-free. This is my life.”

François Roberge
François Roberge

He leads with a team-first philosophy: “We win together, we lose together—but mostly, we win. It’s all about the team. My most important asset is my people. We’d never have achieved what we did without them.”

With a team of 5,000 employees, Roberge is quick to highlight their role in the company’s success. “That’s why in June we celebrated 40 years of la Vie en Rose. I’ve run it for 30 years . . . I changed the vision, but I’m proud to continue the idea.”

Looking to the future

Recently recognized by RCC, Roberge admitted: “I was very pleased. I’m not someone who chases awards—I just do my job. I hope I can continue to succeed. I said yes to the award, but I hope it’s not a sign I need to retire yet. I still have projects to complete.”

Looking ahead, Roberge sees transition on the horizon. “Hopefully my kids will take over in three to five years. I’ll be 67 or 68. I will be the President of the Board, stop to visit malls, visit factories, do other things. I’ll still be around to share experience, but it’s time to pass on the daily stress.”

“Retail is hard on the body, and the future is in technology—and I’m not a tech guy. My daughter and son, who are 35 and 33, will be ready soon.”

Reflecting on how retail has evolved, he said, “Forty years ago, we had so many Canadian retailers. Today, very few remain. It’s a tough market. New concepts last five to seven years, not 15 anymore. Everything changed—data, CRM, the web, social media.”

“Retail used to be about product, price, place, and promotion—now it’s a whole new game. Cash flow is key, not profit. If you don’t understand your mistakes fast, you’ll be in trouble fast. You need to be smart.”

But one thing hasn’t changed: the customer. “I’m a brick-and-mortar guy. Online is only 9% of my business. I like touching the customer experience directly.”

“Omnichannel is key—web, social, and physical stores all need to work together. The experience must be the same, regardless of the channel. Customers want fast service, good prices, good quality.”

Outside of retail, Roberge finds peace on his maple tree farm and fishing trips. “It’s a maple tree farm with a sugar shack. I make maple syrup.”

“My second passion is my family, and third is fishing. I go to northern Canada, B.C., Panama, the St. Lawrence River. I have a fishing boat.”

“I love it because I can turn off my phone and clear my mind. Same with the farm—cutting trees, working in the forest—it helps me disconnect.”

The biggest player in lingerie and swimwear in Canada

Pride in his company’s performance is unmistakable. “One thing you should know—I’m very proud of our team. We made 55 deals in Canada and five in the U.S. last year. The company has zero debt. We operate entirely with cash flow. That’s freedom.”

“I don’t spend money recklessly, but I have a clear vision, and that freedom is an incredible feeling.”

And for anyone who’s underestimated la Vie en Rose, Roberge has a final reminder: “La Vie en Rose is the biggest player in lingerie and swimwear in Canada. Close to 330 stores across the country—we’re bigger than Winners and everyone else in that space.”

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Beyond the Hospital: A Provider’s Guide to Provincial Home Care Funding in Canada

By
Retail Insider
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As Canada’s aging population continues to grow, so too does the demand for high-quality, accessible home care services. Yet for providers, one of the most complex challenges lies not in delivering care but in navigating Canada’s fragmented home care funding systems. With each province and territory responsible for managing its own healthcare budgets and priorities, funding programs can vary widely in eligibility, reimbursement models, and documentation requirements.

This guide breaks down the essentials for providers looking to scale or launch operations in multiple provinces, and how modern tools like ShiftCare and dedicated care management software can help streamline compliance, billing, and reporting.

How Home Care Funding Varies Across Provinces

Unlike hospital care, which is largely publicly insured through the Canada Health Act, home and community care fall under provincial jurisdiction meaning services are governed and funded differently depending on where you operate.

  • Ontario: Funded through Home and Community Care Support Services (HCCSS). Care is coordinated centrally but delivered by contracted service providers. Providers must meet specific reporting and staffing standards.
  • British Columbia: Overseen by regional health authorities. Funding covers services like nursing, rehabilitation, and palliative care. Wait times and eligibility vary regionally.
  • Québec: Delivered by the Integrated Health and Social Services Centres (CISSS/CIUSSS). There are strict reporting rules under Law 25, especially regarding patient data handling and language requirements.
  • Alberta: Offers publicly funded home care through Alberta Health Services (AHS). Private providers may also deliver services through contracts or client-paid models.
  • Nova Scotia: Contracts with agencies to deliver home support and nursing services. Providers must meet government service agreements and quality metrics.


Each province has its own criteria for what’s funded, who qualifies, and how providers are reimbursed creating a significant administrative burden for those delivering care across jurisdictions.

Navigating Provincial Health Authorities and Requirements

Home care agencies need to navigate complex bureaucracies that include health authorities, licensing boards, and funding agencies—all with unique expectations around:

  • Staff credentials and continuing education
  • Service documentation (e.g., care plans, visit logs, outcome reports)
  • Compliance audits
  • Language accessibility laws (particularly in Québec)
    Data privacy rules, including adherence to PIPEDA or provincial equivalents


For example, British Columbia’s Fraser Health Authority may require different documentation than Ontario’s HCCSS or Québec’s CIUSSS. Failing to meet one region’s requirements can delay payments—or worse, risk loss of contracts.

This is where a unified, cross-provincial strategy becomes crucial.

How Care Management Software Helps Providers Stay Funded and Compliant

One of the smartest investments for multi-region providers is purpose-built care management software that centralizes operations while adapting to regional needs.

With ShiftCare, providers can:

  • Track province-specific billing rules and service units
  • Automate visit logs and care notes to meet regulatory requirements
  • Streamline rostering and scheduling for multiple regions
  • Attach client documentation directly to care plans for audit readiness
  • Maintain secure, PIPEDA-compliant data across provinces
  • Monitor outcomes and staffing metrics to satisfy funding bodies


For example, providers operating in both Alberta and Québec can use ShiftCare’s flexible tools to build care workflows that reflect local policy while sharing a single, encrypted system backend.

Preparing for Growth Beyond Your Province

With the national focus shifting toward aging-in-place strategies, the demand for home and community care services will only rise. Providers that learn to navigate provincial health funding structures and implement scalable tech to support them—will be best positioned to expand and secure long-term sustainability.

Key success factors include:

  • Maintaining accurate documentation aligned with provincial expectations
  • Investing in bilingual capabilities for Québec and other French-speaking regions
  • Staying up to date on provincial budget changes, incentives, and care mandates
  • Using software that can flex to support regional compliance requirements


Conclusion: Tech-Enabled Success Across Provinces

While funding models may differ, the need for streamlined operations, compliant care delivery, and efficient scheduling is universal. With the right care management software, providers can not only survive the complexity—but thrive in Canada’s growing and diversifying home care market.

Home-Improvement Spending Surges: How Boutique Renovators Win Canadian Consumers

By
Retail Insider
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The Canadian home improvement landscape is experiencing a fascinating retail metamorphosis that would make any seasoned retail analyst take notice. As bathroom renovation contractor services surge across the country, a new breed of specialized bathroom renovation contractor businesses is capturing market share from traditional big-box retailers through personalized service and premium experiences that mirror the boutique retail revolution we’ve witnessed in fashion and hospitality.

Like the artisanal coffee shops that successfully challenged Starbucks by offering curated experiences, boutique renovation contractors are discovering that Canadian consumers increasingly value expertise and relationship-building over simple transactional encounters. This shift represents more than just a trend; it’s a fundamental reimagining of how home improvement services are delivered and consumed in the retail ecosystem. The industry’s evolution particularly resonates with innovative bathroom renovation solutions that transform compact spaces into luxury retreats, proving that smart design can maximize both function and value.

The Numbers Tell a Compelling Story

Recent data reveals that Canadian homeowners are expected to invest over $19,000 on average in home improvements throughout 2025, with bathroom renovations commanding a particularly strong position in spending priorities. This represents a fascinating parallel to the retail industry’s premium segment growth, where consumers gravitate toward quality experiences despite economic uncertainties.

What makes this trend particularly intriguing from a retail perspective is how it mirrors the success of specialized retailers who’ve thrived by focusing on specific customer segments. Just as Lululemon carved out premium athleisure market share by understanding their target demographic intimately, boutique renovation contractors are winning by becoming true specialists in their craft rather than generalists competing on price alone.

The spending surge isn’t happening in isolation either. Statistics Canada reports that 94% of homeowners undertook indoor renovations during recent years, with bathroom projects representing 24% of all renovation activities. This level of market penetration would be enviable in any retail category and signals a mature, sustainable demand pattern rather than a temporary spike.

Understanding the Boutique Advantage

Think of boutique renovators as the specialty retailers of the construction world. Where Home Depot and Lowe’s function like department stores offering everything under one roof, boutique contractors operate more like curated specialty shops that excel in specific areas. This positioning allows them to charge premium prices while delivering experiences that mass-market players simply cannot replicate.

The parallels to successful retail strategies are striking. These contractors understand that today’s consumers, particularly those with significant disposable income, prioritize experience over pure cost savings. They’re willing to pay more for contractors who demonstrate deep expertise, provide detailed consultations, and offer design services that rival high-end retail experiences.

Consider how luxury bathroom renovations have evolved beyond simple fixture replacements to encompass wellness-focused design, smart technology integration, and aging-in-place solutions that maintain style while improving safety. This sophistication requires the kind of specialized knowledge that boutique contractors excel at providing.

The Customer Experience Revolution

The most successful boutique renovation contractors have borrowed heavily from luxury retail playbooks. They understand that the customer journey begins long before construction starts and extends well beyond project completion. This holistic approach creates the kind of customer loyalty that drives sustainable business growth in competitive markets.

Many now offer design studios that rival high-end furniture showrooms, complete with material libraries, 3D visualization technology, and consultation spaces designed to make clients feel valued and understood. This investment in customer experience infrastructure represents the same strategic thinking that successful retailers use to differentiate themselves in crowded marketplaces.

The consultation process itself has become increasingly sophisticated. Rather than simply providing quotes, these contractors offer comprehensive design services that help homeowners envision possibilities they might never have considered. This consultative selling approach creates higher project values while building deeper client relationships.

Technology as a Differentiator

Smart boutique contractors are leveraging technology not just in their renovation work but in their business operations. Project management software, real-time communication platforms, and detailed progress documentation have become standard offerings that distinguish them from traditional contractors who still rely on phone calls and paper estimates.

The integration of smart home technology into bathroom renovations represents another area where specialists excel. Features like programmable shower systems, smart mirrors, motion-activated lighting, and leak detection systems require technical expertise that general contractors often lack. This specialization creates natural barriers to entry while justifying premium pricing.

Digital marketing has also become crucial for boutique contractors, much like it has for specialty retailers. Social media showcases, virtual consultations, and online portfolio presentations help these businesses reach their target demographics more effectively than traditional advertising methods.

Market Positioning and Pricing Strategies

The most successful boutique renovation contractors position themselves similarly to luxury service providers in other industries. They emphasize quality, expertise, and exclusive attention rather than competing primarily on price. This positioning allows them to maintain healthy margins while building sustainable businesses.

Many have adopted transparent pricing models that include detailed breakdowns of materials, labor, and design services. This transparency builds trust while justifying higher prices through demonstrated value. The approach mirrors successful retail strategies where customers pay premium prices in exchange for clear understanding of what they’re receiving.

Project timelines have also become a competitive advantage. While larger contractors often juggle multiple projects simultaneously, boutique specialists can offer more predictable schedules and dedicated attention. This reliability commands premium pricing in a market where time and convenience are increasingly valued.

The Sustainability Factor

Environmental consciousness represents another area where boutique contractors can differentiate themselves from mass-market competitors. Many specialize in sustainable materials, energy-efficient fixtures, and waste reduction practices that appeal to environmentally conscious consumers.

This focus on sustainability aligns with broader retail trends toward conscious consumption. Just as consumers increasingly choose brands that align with their values, homeowners are selecting contractors who demonstrate environmental responsibility. This values-based selection process supports premium pricing while building long-term customer loyalty.

Water conservation features, energy-efficient lighting, and sustainable materials are becoming standard offerings rather than optional upgrades. Contractors who understand these trends and can educate clients about long-term benefits create additional value propositions beyond aesthetic improvements.

Geographic Considerations and Market Penetration

Boutique renovation contractors often succeed by becoming deeply embedded in specific geographic markets. This local expertise allows them to understand regional preferences, building codes, and supplier networks in ways that larger, more distributed competitors cannot match.

Ontario leads the country in renovation spending, making it particularly attractive for specialized contractors. However, opportunities exist across all provinces as homeowners increasingly prioritize quality and expertise over simple cost considerations. The key lies in understanding local market dynamics and positioning services accordingly.

Urban markets tend to favor boutique contractors due to higher property values and more sophisticated consumer expectations. However, suburban and even rural markets present opportunities for contractors who can demonstrate unique value propositions and build strong local reputations.

Looking Forward: Sustained Growth Opportunities

The convergence of demographic trends, spending patterns, and consumer preferences suggests sustained opportunities for boutique renovation contractors. An aging population increasingly values accessible design features, while younger homeowners prioritize smart technology integration and sustainable practices.

The trend toward remote work has also increased the importance of home environments, driving continued investment in renovation projects. This sustained demand creates stable market conditions for specialized contractors who can adapt to evolving consumer needs.

As the retail industry has shown repeatedly, businesses that successfully combine specialized expertise with exceptional customer experience can thrive even in competitive markets. The home improvement sector appears poised for similar differentiation, with boutique contractors leading the charge toward more sophisticated, service-oriented business models.

The Canadian home improvement market’s evolution reflects broader retail trends toward specialization, experience-driven purchasing, and values-based consumption. Boutique renovation contractors who understand these dynamics and position themselves accordingly are well-positioned to capture significant market share while building sustainable, profitable businesses that serve increasingly sophisticated consumer demands.

RH Opens Experiential Showroom at Royalmount in Montreal

By
Craig Patterson
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RH Gallery at Royalmount in Montreal. Image: RH

RH (formerly Restoration Hardware) has opened its second large-format Canadian gallery, bringing its immersive lifestyle concept to Quebec for the first time. Located at Royalmount in Montreal, the newly unveiled RH Royalmount Montreal store spans more than 50,000 square feet across multiple levels and introduces the brand’s full design, retail, and hospitality experience to the province.

This marks RH’s continued Canadian expansion following the 2017 opening of its approximately 65,000-square-foot gallery at Yorkdale Shopping Centre in Toronto. The Royalmount opening affirms RH’s commitment to positioning itself as a global luxury lifestyle brand, offering elevated experiences that blur the lines between retail, residential, and hospitality.

The RH Royalmount Montreal location serves as both a flagship showroom and an aspirational destination. Designed under the direction of RH Chairman and CEO Gary Friedman, the building is a striking, contemporary structure integrating natural materials and light to evoke a sense of openness and luxury.

The three-level space includes the RH Interiors and RH Modern collections, RH Outdoor installations, and the RH Interior Design studio. Topping the experience is a rooftop RH Restaurant & Terrace, which features a skylit garden, cascading limestone water walls, and views overlooking the Royalmount complex.

Inside, shoppers are welcomed by grand architectural features, including floor-to-ceiling columns and a double floating staircase illuminated by a cast-glass chandelier installation beneath a multi-story skylight. The gallery showcases curated room settings, custom-designed courtyards inspired by classical European gardens, and RH’s signature outdoor lounge environments.

RH Gallery at Royalmount in Montreal. Image: RH

RH Royalmount Montreal Offers Full Lifestyle Immersion

The ground level of RH Royalmount Montreal houses RH Interiors and RH Modern, with rooms arranged to highlight heritage design and 20th-century modernism. Exterior courtyards bookend the building, offering lush outdoor vignettes.

On the second level, RH expands its interior assortment and showcases its professional services through the RH Interior Design studio. This interactive workspace spans 1,400 square feet and features floor-to-ceiling glass, custom millwork, and two private client rooms. A large selection of rugs, upholstery samples, and design libraries support clients seeking personalized home planning services.

The rooftop level elevates the brand’s hospitality ambitions with the RH Restaurant & Terrace. Set beneath a glass atrium, the restaurant offers a curated menu focused on timeless dishes and seafood, surrounded by olive trees, a central fountain, and plush seating. The outdoor terrace further extends the experience with limestone fire tables, trellised trees, and panoramic views of the area.

Royalmount in Montreal on Thursday, July 17, 2025. Photo: Maxime Frechette

Royalmount Becomes Home to RH’s Quebec Expansion

The RH Royalmount Montreal opening is the latest milestone in the development of Royalmount, the ambitious luxury retail and lifestyle district developed by Carbonleo. Opened to the public in September 2024, Royalmount brings over 824,000 square feet of retail space to a former industrial site at the junction of Décarie and Metropolitan Highways.

The centre is home to more than 170 stores and 60 food and beverage concepts, with nearly half debuting in the Quebec market for the first time. The retail offering is anchored by international luxury boutiques including Louis Vuitton, Gucci, Saint Laurent, Versace, and Moncler. Additional luxury openings this year include Rolex (which will house the largest boutique in Canada) and Tiffany & Co., expected later in 2025. Last week, Balenciaga opened at Royalmount. 

Royalmount’s emphasis on design, sustainability, and elevated experiences mirrors RH’s brand ethos. The retail complex is set within an LEED Gold-certified and carbon-neutral environment, complete with a large central park, public art installations, and transit connectivity via the De la Savane metro station.

Roof terrace at the RH Gallery at Royalmount in Montreal. Image: RH

RH Royalmount Montreal Reflects Brand’s Global Strategy

RH Royalmount Montreal reflects the evolution of the RH brand from its origins as a hardware store into a luxury lifestyle platform. The company’s RH Gallery concept, developed under CEO Gary Friedman’s leadership, merges high-end home furnishings with immersive architectural settings and integrated hospitality.

As part of this global repositioning, RH has launched notable galleries in major urban centres such as RH Chicago, RH San Francisco, and RH England at Aynho Park. These spaces go beyond traditional retail to deliver a full sensory brand experience, often set in repurposed heritage buildings or landmark custom constructions.

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Business and consumer confidence remain subdued: Bank of Canada surveys

By
Mario Toneguzzi
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The Bank of Canada’s Business Outlook Survey, released on Monday, said tariffs and related uncertainty, along with spillover effects on the Canadian and global economies, continue to have major impacts on businesses’ outlooks.

“However, the worst-case scenarios that firms envisioned last quarter are now seen as less likely to occur,” it said.

Key findings from the Bank of Canada survey:

  • Sales outlooks remain pessimistic overall due to widespread concerns about the broader effects of a slowing economy. But recent monthly survey results suggest some improvement in firms’ outlooks—particularly among exporters—because few have been directly affected by the current tariffs.
  • Uncertainty continues to drive cautiousness in outlooks for hiring and investment. Most firms expect to maintain current staffing levels and limit investment to regular maintenance over the next 12 months.
  • For some, cost increases due to tariffs and trade uncertainty have materialized. Affected firms see weak demand and competition as constraining their ability to pass cost increases on to their customers, although most still plan for some pass-through.
  • Businesses’ expectations for short-term inflation have returned to levels reported at the end of 2024.

The Bank’s Canadian Survey of Consumer Expectations, also released on Monday, said consumers continued to see the labour market as soft.

“Fears of job loss remain elevated but have declined slightly since last quarter,” it said.

Other key findings of the Bank of Canada survey:

  • The trade conflict is leading consumers to become increasingly cautious about their spending plans and to change their spending behaviour. Many respondents expressed a desire to prioritize spending on Canadian goods and vacations in Canada.
  • Consumers’ short-term inflation expectations have changed little since increasing markedly in the first quarter of 2025. While consumers expect large increases in motor vehicle prices over the next 12 months, their inflation expectations for essential goods and services declined this quarter. More consumers cited tariffs as the most important factor affecting the Bank of Canada’s ability to control inflation.
Maria Solovieva
Maria Solovieva

Maria Solovieva, Economist, TD Economics, said business and consumer optimism remains subdued compared to late 2024, with firms anticipating weaker sales and consumers planning to cut back spending.

“In this defensive environment, we maintain our view for a weak Q2. Looking ahead, any easing of trade tensions, or at least more clarity around the scope and level of tariffs, could help prevent Q2 weakness from bleeding into Q3,” she said.

“One development that will not escape the Bank of Canada’s attention is the stickiness in inflation expectations. After rising last quarter, the sustained uptick in long-term views of both businesses and consumers, coupled with strong core inflation prints, likely seals off the path to a July rate cut.”

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Skip partnering with Dollarama

By
Mario Toneguzzi
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SKIP THE DISHES

 Skip, Canada’s homegrown delivery network, and Dollarama are coming together “to highlight what value and convenience truly mean to consumers across the country, amid growing economic pressures”, the companies announced on Monday.

Starting today, Canadians can shop Dollarama with delivery straight to their doorstop. This partnership brings together two iconic Canadian brands with Dollarama’s unbeatable product offering and Skip’s fast, reliable delivery, making everyday convenience more accessible than ever, said the companies in a news release. 

Paul Sudarsan
Paul Sudarsan

“Finding the sweet spot between convenience and value isn’t always easy, and it’s often a daily challenge for Canadians,” said Paul Sudarsan, SVP, Partnerships at Skip.

“By bringing Dollarama to Skip, we’re eliminating that compromise. This partnership strengthens Skip’s role as the go-to destination for convenience and value, helping Canadians get what they need, when they need it.”

“This launch is a major milestone for both brands, expanding Skip’s retail footprint with over 1,300 Dollarama locations now live on the network across all provinces and territories where Skip operates. The coming together of Skip and Dollarama also underscores the shared mission of both companies: to deliver trusted, affordable convenience to Canadians,” they said.

“Just in time for peak Canadian summer, the thrill of uncovering unexpected Dollarama gems is now more convenient than ever. From backyard barbecues and birthday parties, baby showers and camp prep, to the early back-to-school scrambles, the two beloved Canadian brands are joining forces to make scoring a deal easier and more exciting than ever. Together, they’re bringing Canadians fast, budget-friendly access to a wide range of must haves, wherever and whenever they need them.”

Dollarama (Image: Barrhaven BIA)

Skip said the partnership marks another exciting milestone in its ongoing retail expansion, with more national retail partnerships slated to launch throughout the summer, fall and beyond.

Skip is Canada’s homegrown delivery network. What started in 2012 as a local start-up in the Prairies has grown into a Canadian technology success story, connecting millions of Canadians in over 450 cities and towns with more than 50,000 local restaurant, grocery, convenience and retail partners.

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Nearly 2 in 3 small businesses may permanently drop Canada Post if strike resumes following vote: CFIB

By
Mario Toneguzzi
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Photo: Canada Post

As Canada Post workers start to vote on the final employer offer today, new data from the Canadian Federation of Independent Business (CFIB) finds that a postal strike could push 63% of businesses to walk away from Canada Post permanently.

Dan Kelly

“Yo-yoing in and out of strike mandates is causing Canada’s small businesses – one of Canada Post’s last groups of profitable customers – to leave for good,” said Dan Kelly, CFIB president.

“Small business owners and other consumers need certainty. 13% of small businesses permanently dropped usage of Canada Post during the 2024 strike and every time Canada Post goes on strike, more and more businesses leave forever.”

The CFIB is Canada’s largest association of small and medium-sized businesses with 100,000 members across every industry and region.

According to CFIB research, four in five businesses still use Canada Post. Nearly three-quarters (73%) of those businesses use it for sending cheques, while 61% send other letter mail. Over half (58%) like to use Canada Post for its low cost and convenience (50%), while reliability (25%) and customer service (9%) ranked much lower.

CFIB said it estimates the 2024 strike cost small businesses between 75 million to $100 million each day. Most businesses (71%) responded to the disruptions by encouraging customers to use digital options, nearly half (45%) turned to private couriers, while 27% delayed mail. 

“In its most recent annual report, Canada Post reported having only 24% of the market share in parcel delivery compared to 62% in 2019. CFIB recent data shows small businesses (73%) mostly rely on private couriers for package delivery. If Canada Post doesn’t change its business model, it will continue losing critical market share making it impossible for the corporation to turn around its losses currently measured at $10 million per day,” explained the national organization.

Corinne Pohlmann

“The current model at Canada Post is in dire need of massive reform. It’s long overdue for the federal government to implement the well-studied changes that have been required for over a decade,” said Corinne Pohlmann, Executive Vice-President of Advocacy at CFIB.

“Small business owners deserve a long-term plan and a postal service they can count on.”

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Balenciaga Opens 1st Quebec Store at Royalmount in Montreal

By
Craig Patterson
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Balenciaga at Royalmount in Montreal. Image: Balenciaga

Luxury fashion house Balenciaga has opened its first standalone location in Quebec at the Royalmount retail complex in Montreal. The new 4,000-square-foot boutique marks the brand’s fifth standalone store in Canada, strengthening its presence in the country’s fast-growing luxury market.

The Balenciaga store at Royalmount offers Quebec shoppers access to the brand’s complete selection of men’s and women’s ready-to-wear collections, footwear, bags, jewelry, eyewear, and accessories. The space reflects the brand’s avant-garde approach to fashion and design, incorporating its distinct ‘Raw Architecture’ retail concept.

The store design follows Balenciaga’s experimental Raw Architecture concept, a design philosophy that reimagines traditional luxury retail environments. By celebrating the raw structural components of the space and prioritizing the reuse of existing materials, the store reflects the brand’s ongoing commitment to sustainability and environmental responsibility.

Balenciaga’s storefront is marked by a minimalist white-lit logo set against a bare concrete façade. Inside, the interior blends contrasting materials and finishes. Polished concrete flooring, smoked-glass partitions, and exposed steel clothing racks create a utilitarian aesthetic, softened by beige carpeting, leather seating, and flowing ecru curtains. Elements such as raw metal tables, extruded aluminum shelving, and an exposed ceiling grid reinforce the store’s industrial tone.

A Strategic Move into Quebec’s Luxury Market

The arrival of the Balenciaga store at Royalmount represents a milestone for the brand in Quebec. Until now, Balenciaga’s Montreal presence had been limited to Holt Renfrew Ogilvy concessions for both men’s and women’s collections. This new standalone store allows the brand to fully showcase its creative identity while gaining greater control over the customer experience.

The store was built by Montreal-based Elevate Build Inc..

Royalmount, a major new luxury destination in the city, provides a fitting backdrop for Balenciaga’s Quebec debut. The brand joins other high-end names such as Louis Vuitton, Gucci, Versace, and Golden Goose, further positioning Royalmount as a leading centre for luxury retail in the province.

Balenciaga’s Canadian Expansion Strategy

Balenciaga’s entry into Quebec with its fifth standalone location underscores the brand’s commitment to the Canadian luxury market. The brand, which is owned by French luxury conglomerate Kering, has grown its Canadian footprint steadily over the past several years.

Balenciaga’s first direct-to-consumer Canadian venture launched in 2018 with a concession at Holt Renfrew in Vancouver. In 2019, it opened its first flagship location at Yorkdale Shopping Centre in Toronto, followed by a significant expansion in the Bloor-Yorkville area, including a 7,000-square-foot flagship on Yorkville Avenue in 2022 — its largest store in North America.

Other major openings include a 3,900-square-foot boutique at West Edmonton Mall in late 2023 and a 4,800-square-foot storefront at 1095 Alberni Street in Vancouver soon after. These locations reflect Balenciaga’s strategy of blending flagship locations with curated department store concessions to create brand consistency while reaching diverse consumer bases across Canada.

Thurlow Street facade of the new Balenciaga in Vancouver. Photo: Martin Moriarty

Royalmount: A New Epicentre of Luxury in Montreal

The Balenciaga store at Royalmount is part of a broader effort by luxury brands to tap into the opportunities presented by Carbonleo’s $7-billion mixed-use development in Montreal. Opened in September 2024, Royalmount has quickly become one of Canada’s most ambitious retail projects, transforming a 2.5 million square foot former industrial site into a modern urban village.

The 824,000-square-foot shopping precinct houses more than 170 retail stores and 60 restaurants. Nearly half of the dining and retail options represent first-time entries into the Quebec market. The development features a strong lineup of international luxury brands including Tiffany & Co., Saint Laurent, Moncler, Jimmy Choo, and Rolex, which will open its largest Canadian boutique on the site in September 2025.

Beyond retail, Royalmount offers immersive amenities such as the Le Fou Fou food hall, a multi-brand beauty space called Rennaï, a VIP cinema, and a curated public art trail. The centre is also connected to the Montreal Metro via a skybridge, adding a layer of convenience for both local and tourist shoppers.

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Rawcology Launches at Costco in Western Canada

By
Craig Patterson
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Photo: Rawcology

Toronto-based Rawcology is reaching a major milestone with the launch of its organic grain-free granola at 38 Costco warehouse locations across Western Canada, beginning Monday, July 21. The launch introduces an exclusive 600-gram club-size bag of the brand’s best-selling Blueberry Grain-Free Granola, signaling a strategic expansion for the family-run food company that emphasizes healthy, inclusive snacking.

“This is a significant step for our company,” said Megan Loach Tomulka, co-founder of Rawcology. “We’ve been in business for eight years, and while we’ve had major launches in the past including a big one in the U.S. with Sprouts, this Costco rollout feels incredibly special. It’s a meaningful order and a new regional opportunity for our brand in Canada.”

Founded in 2017 by holistic nutritionist Tara Tomulka, alongside her sister Laura Powadiuk and sister-in-law Megan Loach Tomulka, Rawcology has built a national and international presence through a mission to make organic, allergen-friendly snacks accessible to a broad consumer base. The Costco launch marks the brand’s first entry into the club channel, with a product that has been sized and priced specifically for the warehouse format.

A Canadian-Made Exclusive for Costco Members

Rawcology co-owners and sisters. Left-to-right: Megan Loach Tomulka, Tara Tomulka, Laura Powadiuk. Photo: Rawcology

The product debuting at Costco features an exclusive 600-gram bag of Rawcology’s blueberry granola, made with wild blueberry powder sourced from Nova Scotia. “This is our first time producing a format of this size,” said Loach Tomulka. “It’s tailored for Costco members, who will enjoy about a 38 percent discount compared to the typical per-gram retail price.”

As part of the launch strategy, Rawcology will be conducting in-store demos across all 38 participating Costco warehouses during the first two weeks of rollout, particularly targeting the opening weekend. The brand’s co-founders will be visiting stores in the Vancouver area to support the initiative firsthand.

“There’s a strong health-conscious consumer base on the West Coast,” added Loach Tomulka. “We believe our grain-free, organic, and nut-free product fits perfectly with what shoppers in the region are looking for. It’s not just breakfast. It’s a snackable, versatile food that can be enjoyed post-workout, on top of yogurt, or even as a treat over ice cream.”

Manufacturing at Scale and Distribution Readiness

In preparation for the launch, Rawcology completed its largest production run to date. “We filled 72 pallets of product and shipped them out on three full trucks earlier this week,” said Loach Tomulka. “The final checklist was completed at midnight Monday, and the trucks left on Tuesday.”

The exclusive product is not only sizable, but represents the company’s ability to scale. “This rollout demonstrates to retailers that we have the manufacturing infrastructure to support high-volume orders,” she said. “It’s a significant growth point for our business.”

The current launch covers warehouses in British Columbia, Alberta, Saskatchewan, and Manitoba. Rawcology is optimistic that a strong performance will pave the way for future rollouts in Costco warehouses across other Canadian regions, and possibly internationally.

Photo: Rawcology

Engaging New Customers and Expanding Reach

In addition to demos, Rawcology is working with influencers to generate buzz around the launch. “We’re putting on some purple suits and hitting the streets in Vancouver,” said Loach Tomulka, referring to the brand’s signature purple packaging. “It’s important to get the product in front of people, let them taste it, and create memorable moments.”

The unique blend of wild blueberries, organic ingredients, and lack of grains, nuts, and seed oils makes the product highly distinctive on the shelf. “We’re proud to be offering something different. Our granola is not only delicious but also aligns with many dietary preferences, from gluten-free to school-safe,” she said.

While the focus is currently on Costco, the company has already lined up additional retail expansions for the fall. “We’re launching in Fortinos, part of the Loblaws group, in September, and targeting other retailers we haven’t been in before,” she noted. “We’re especially concentrating on the West Coast, where there’s strong demand for clean-label snacks.”

Staying True to Canadian Roots

What sets this launch apart is not just the product size or retail scale, but the brand’s strong Canadian identity. “Our blueberry powder comes from a farm in Nova Scotia, and we’re proud to highlight that Canadian ingredient,” said Tomulka. “It’s a premium addition that brings both health benefits and a taste of homegrown quality.”

Founded and based in Toronto, Rawcology has always prioritized Canadian sourcing where possible. The brand uses oats from the Prairies and maintains a zero-waste manufacturing facility, where leftover production crumbs are either donated or repurposed. Even the packaging is recyclable, reflecting Rawcology’s broader commitment to sustainability.

“Costco’s global reputation for organic products makes this partnership especially meaningful,” said Loach Tomulka. “They’re the largest retailer of organic food in the world, and that aligns so well with our mission.”

Building on a Grassroots Foundation

From its origins at farmers’ markets and local health food stores, Rawcology has grown to be carried in over 1,500 retail locations across Canada, the U.S., and select international markets. In Canada, its products can be found at retailers including Loblaws, Sobeys, Whole Foods, Metro, and Farm Boy. The brand also has an active e-commerce presence through Amazon, Well.ca, and its own website.

In the United States, Rawcology partnered with Sprouts Farmers Market, and the brand continues to gain traction in the natural and specialty food channels.

“We’ve always taken a grassroots approach,” said Loach Tomulka. “We built strong relationships with local retailers and grew from there. This Costco launch is a leap forward and a validation of all that foundational work.”

Photo: Rawcology

Looking Ahead: Innovation and Expansion

Rawcology is not slowing down. A new sub-brand is in the works, and the company continues to explore product innovation, particularly in the snack and breakfast categories. The goal is to expand further across Canada and into new global markets, including Australia and the U.S. West Coast.

“Being part of the Costco family opens doors,” said Loach Tomulka. “Buyers in different regions are watching to see how the product performs. Success in Western Canada could lead to opportunities in other international Costco markets.”

For now, all eyes are on the July 21 launch. “We’re incredibly thankful for the support we’ve received from the Costco team and from our community,” she said. “It’s a big week for us, and we’re excited to share our story with more Canadians than ever before.”

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Choice Properties REIT releases financial results

By
Mario Toneguzzi
-
Photo: Choice Properties website
Photo: Choice Properties website

Choice Properties Real Estate Investment Trust recently announced its consolidated financial results for the three and six months ended June 30.

Rael Diamond
Rael Diamond

“Choice Properties delivered another solid quarter, reflecting the strength of our portfolio and disciplined financial strategy,” said Rael Diamond, President and Chief Executive Officer of the Trust. “Robust demand for our grocery-anchored retail and well-located industrial assets supported our performance, and we advanced our strategic priorities through $427 million in transactions that further strengthened our position.”

2025 Second Quarter Highlights

  • Reported a net loss for the quarter of $154.2 million compared to net income of $513.2 million in the same prior year period. The loss in the current quarter is primarily due to an unfavourable fair value adjustment in the Trust’s Exchangeable Units.
  • Reported FFO per unit diluted of $0.265, an increase of 3.9% compared to the same prior year period.
  • Period end occupancy remained strong at 97.8%: Retail at 97.8%, Industrial at 98.0%, and Mixed-Use & Residential at 95.4%.
  • Achieved leasing spreads on long-term renewals of 13.2% and 38.9% in the Retail and Industrial portfolios, respectively.
  • Same-Asset NOI on a cash basis increased by 1.4% compared to the same prior year period.
    • Retail increased by 1.7%;
    • Industrial increased by 0.2%. Growth in the industrial segment was impacted by a bad debt provision reversal in the prior year following the resolution of a tenant dispute. Excluding bad debt expense, industrial increased by 4.2%;
    • Mixed-Use & Residential increased by 1.6%.
  • Completed $427.1 million of transactions in the quarter:
    • Acquired an industrial distribution centre in Ajax, ON from Loblaw for a purchase price of $182.9 million. Concurrent with the transaction, the property was leased back to Loblaw.
    • Acquired eight industrial outdoor storage sites located across Canada for a purchase price of $162.0 million.
    • Disposed of nine industrial sites located in Calgary, AB for proceeds of $73.4 million.
    • Acquired a mixed-use parcel in Toronto, ON for $6.0 million and disposed of a retail property in Halifax, NS for $2.8 million.
  • Transferred $13.9 million of properties under development to income producing status, delivering approximately 30,900 square feet of new commercial GLA (including 6,900 square feet associated with a ground lease) on a proportionate share basis through retail intensifications.
  • Invested $34.2 million of capital in development projects on a proportionate share basis.
  • Maintained healthy and stable debt metrics with Adjusted Debt to EBITDAFV of 7.2x, Adjusted Debt to Total Assets at 40.8%, and Interest Coverage ratio of 3.3x.
  • Maintained a strong liquidity position with approximately $1.3 billion of available credit and a $13.5 billion pool of unencumbered properties.

“Subsequent to quarter end, Choice Properties and Loblaw renewed 39 of a tranche of 41 leases expiring in 2026, comprising 2.52 million of 2.62 million square feet, at a weighted average spread of 8.6% and a weighted average extension term of 5.0 years,” said Choice.

Year-to-Date Results

Choice Properties reported a net loss of $250.5 million for the six months ended June 30, 2025 compared to net income of $655.5 million in the same prior year period. The decrease of $906.0 million was primarily due to changes in certain non-cash adjustments to fair value including: a $1,040.9 million unfavourable change in the adjustment to fair value of the Trust’s Exchangeable Units due to the increase in the Trust’s unit price; partially offset by a $96.8 million favourable change in the adjustment to fair value of investment properties; and a $57.6 million favourable change in the adjustment to fair value of the investment in real estate securities of Allied, driven by the change in Allied’s unit price in the quarter.

Photo: Choice Properties website
Photo: Choice Properties website

Outlook

“We are focused on capital preservation, delivering stable and growing cash flows and net asset value appreciation. Our high-quality portfolio is primarily leased to necessity-based tenants and logistics providers, who are less sensitive to economic volatility and therefore provide stability to our overall portfolio. We will continue to advance our development program, with a focus on commercial developments, which provides us with the best opportunity to add high-quality real estate to our portfolio at a reasonable cost and drive net asset value appreciation over time,” said Choice.

“We are confident that our business model, stable tenant base, strong balance sheet, and disciplined approach to financial management will continue to benefit us.”

In 2025, Choice Properties said it is targeting:

  • Stable occupancy across the portfolio, resulting in approximately 2%-3% year-over-year growth in Same-Asset NOI, Cash Basis;
  • Annual FFO per unit diluted in a range of $1.05 to $1.06, reflecting approximately 2%-3% year-over-year growth; and
  • Strong leverage metrics, targeting Adjusted Debt to EBITDAFV below 7.5x.

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