“In the third quarter, we continued to execute with discipline and delivered solid profitability metrics. Our gross margin held strong at over 44%, and we reported another quarter of positive Adjusted EBITDA, marking two and half years of positive Adjusted EBITDA performance. These results were driven by our ongoing focus on operational efficiency and product innovation, which also enabled us to return to positive adjusted free cash flow this quarter. Notably, despite the year-over-year decline in net sales, our customers’ average basket size and net sales per active customer reached all-time highs — a testament to the value our customers are placing on our offerings,” said Jonathan Ferrari, Chief Executive Officer of Goodfood.
Jonathan Ferrari
“We are particularly encouraged by the early success of our Heat & Eat meals, which have reached $1 million in run-rate revenue without advertising and are currently available only in Quebec. This performance underscores the early product-market fit and growth potential of this new category. In addition, our Bitcoin treasury strategy continues to show promising momentum, contributing positively to our financial performance and balance sheet flexibility this quarter. Finally, Genuine Tea — our first acquisition — is performing well and expanding our reach within high-quality, next generation consumer brands. Together, these initiatives reinforce our strategy of building a differentiated platform of next-generation food brands for Canadian consumers.”
Key financial results:
● Net sales were $31 million, with gross margin reaching 44.3% for a gross profit of $14 million for this quarter ● Net income of $0.1 million, adjusted EBITDA margin of 8.6% and adjusted EBITDA of $3 million for the quarter ● Cash flows provided by operating activities of $1 million and adjusted free cash flow1 was $0.2 million for the quarter ● Cash balance and marketable securities at $17 million, with Bitcoin Exchange-Traded Fund (BTC) at $3.2 million at quarter-end on initial investment of $3.0 million ● Launch of Heat & Eat meal solutions providing additional delicious options to customers in Quebec; ready for scaling phase in early Fiscal 2026 ● Genuine Tea, Goodfood’s first acquisition, continuing to outperform expectations, with sales displaying strong growth and the lease of a new, bigger facility setting the team for further expansion and success
eBay Canada has announced that the Entrepreneur of the Year Awards have returned, marking their 21st anniversary, offering $25,000 in awards dedicated to supporting and celebrating the innovation of Canadian small businesses.
The Entrepreneur of the Year Awards recognize small business owners who embody the innovation, determination, and passion of its seller community.
The Entrepreneur of the Year Awards are divided into four categories:
Entrepreneur of the Year ($10,000 CAD) is awarded to an outstanding entrepreneurial seller demonstrating exceptional business acumen, growth, and innovation on eBay’s platform.
Micro-Multinational Entrepreneur ($5,000 CAD) recognizes a seller who has successfully expanded their business globally through eBay.
Emerging Ecommerce Entrepreneur “Bricks and Mortar to Global Exporter” ($5,000 CAD) celebrates a seller who has grown their established business by strategically adding eBay as a sales channel.
Hometown Horizons Entrepreneur ($5,000 CAD) honours a seller in a rural or remote community who has used eBay to reach customers beyond their local area.
The 2024 Entrepreneur of the Year Awards celebrated a diverse and dynamic group of winners, each representing a unique sector of the business world. From collectibles to automotive parts, the 2024 winners exemplified excellence and creativity in their fields, said eBay.
Small business owners who are growing their businesses on eBay.ca are encouraged to submit their applications by August 15, 2025, at 11:59 p.m.
Rajani’s professional life is a balancing act between running a family-owned car dealership and leading a growing outerwear fashion brand.
When asked how long she has been General Manager at High River Toyota, she said, “It is about five years now. Just a year pre-COVID, I started working here at High River Toyota. I’ve been on and off. It’s a family business, so I had that flexibility of starting a fashion line along with working here. Then I went specifically to work for the fashion industry, and then I came back here when the family needed me, and I ran the fashion business from here.”
Malika Rajani
Rajani’s history with the dealership dates back to her early days in Canada. “I grew up in India, but when I came from India here, this was the first ever job I did here in Canada. I started off as a receptionist in the dealership and then just learned the ropes around, learned about all the different departments, and here I am now.”
Working as a female in the long dominated by men automotive industry
In an industry long dominated by men, Rajani acknowledges her role is unique: “It’s an anomaly for sure. When I started there were very few. Right now, the industry is growing and accepting a lot of female entrepreneurs, especially in a GM position. Right now, I think it’s an advantage because a woman GM is a lot different from a male GM in terms of thought process, in terms of taking care of their employees.”
She added, “I think there is a softer edge. With male GMs in a car dealership, it’s a lot aggressive. It’s a little bit harsher environment. I bring a softer edge to this position. Also coming from fashion, my thought process is a bit different compared to what a car GM would think. I bring in a different perspective to the business as well.”
That creative perspective stems from her deep passion for fashion — a passion that was always present but initially kept on the back burner. “As a daughter of an Indian parent, my dad was always of the opinion that fashion can be a hobby and I need to go out and get a degree. So I did my bachelor’s in commerce and then I went out to do masters in business management with finance and marketing as my background.”
But once she moved to Canada, Rajani decided it was time to pursue that passion. “I went to New York to study fashion at that point.” She enrolled at the Parsons School of Design.
Malika Rajani
Graduating into the 2008 recession wasn’t ideal. “I interned there with John Varvatos and Ralph Lauren, but it was hard to find jobs. So I came back home. I met someone from CrossIron Mills, which was the new mall that was just starting up, and I decided to open a store there — not with my designs, just a store that carried different brands.”
Eventually, the pull to design her own line became too strong to ignore. “I studied to be a fashion designer. I need to create my own designs.”
Rajani’s fashion business evolved from silk dresses to leather jackets — sparked by a personal need. “I myself wanted a leather jacket, couldn’t find anything different in the market. Everything seemed pretty similar. So I just went out, created a leather jacket for myself, and every time I wore it, people asked me where it was from and they wanted to buy it. That just triggered me into creating a couple other jackets. I did really good with them and I just diverted into that segment eventually.”
Malika Rajani
Today, her outerwear line is gaining increased visibility, including a pop-up location at The CORE Shopping Centre in downtown Calgary. “Yes, it’s a popup for a couple months, just to give visibility to my brand. I do really good online sales and I pop up here and there for a day or two, but this came up as a good opportunity to just have more visibility to the brand. So I decided to do that around Stampede, especially where people love leather fringes, and that’s what I’ve been offering right now.”
When asked if a permanent store is in the works, Rajani said, “It depends how these couple months go. The shopping habits of people have transitioned towards online shopping a lot. I don’t mind having this business concept of popping up in different malls for three to four months at once… but if the store does really good here, then I don’t mind extending the contract and just staying there — if that’s allowable or feasible.”
Juggling two demanding businesses
Juggling two demanding businesses isn’t easy, but Rajani makes it work. “My biggest advantage is it’s a family business. High River Toyota is a family business, so I have some leeway. Also, most of the time when I’m designing, when I’m connecting with my factories — because they are in Asia — my time difference is I have to sacrifice on my sleep while I do that and get to work in the morning here. Right now I have really dedicated employees running the store, but once in a while, I take a day off and just head to the store and tell everybody, ‘I’ll be in the store this day, so come see me if you want to see me.’”
Operating in both the auto and fashion sectors gives Rajani a front-row seat to shifting consumer behaviour. “People are uncertain about the future. Some people want to make their shopping decisions sooner because they’re not sure about what is to come… and some people just don’t want to pull that plug yet.”
“In the car business right now, if the tariff comes along, then the pricing goes up quite a bit. So you see two different kinds of customers — some want to pull the plug right away, some want to wait it out. Meanwhile, they miss out on the opportunity to buy the vehicle they like because of the colour, because of the availability.”
In fashion, the story is different. “People buy for occasions, people buy for events. Right now during the Calgary Stampede, which is huge — this year I think Stampede came back much bigger than previous years — people have the occasion and they want different outfits. So I find that consumers buying for events want instant gratification and they’re pulling the plug quicker.”
Despite conflicting economic signals, Rajani emphasizes that the key to staying ahead is agility. “Consumer behaviour is changing more frequently than we used to be able to predict. Every single month, we have to change our strategy.”
And while discounting may work in some sectors, she believes in differentiating based on experience. “At High River Toyota, we are a rural store. Our pull is more towards customer service. Some people are driven by customer service rather than discount.”
On the fashion side, she sees trends toward sustainability and resale. “A lot of people are gearing towards secondhand fashion. Different segments of people are behaving differently. You have to really categorize people into different segments and cater and market towards those segments separately.”
Malika Rajani
The joy of being an entrepreneur
Asked what she enjoys most about entrepreneurship, Rajani answered simply: “That I have the control. It’s not easy, yet it is satisfying at the end of the day. I like the final outcome — when I see the results, that’s satisfying.”
Her advice for young entrepreneurs? “It’s not easy. There’s a lot of challenges, a lot of sleepless nights. But after all of that, it is gratifying. It’s like a child that you’ve raised. Even if somebody fails, you learn from it. I feel like it’s not just about the end product, but also about the journey.”
With a business load that could tire even the most seasoned entrepreneur, Rajani said she finds balance through travel. “Sometimes it’s hard to balance, but I travel quite a bit. I try to get out of the city where I’m not accessible. That just gives me a good break. Wherever I travel, I also come back inspired to create more. I come back with a force — that’s what keeps me going.”
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.
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
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
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.”
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.
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 withinnovative 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, andaging-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 (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.
The Bank of Canada’sBusiness 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.
“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, 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.”
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
“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.
“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.”
