Finding the right company to perform a long-distance move can be difficult and time-consuming, especially if you don’t know where to start. Here are some tips that will help you grasp the most important aspects of long-distance moves and help you understand what you should expect from a team of movers.
Verify licensing and insurance
Before you decide to choose a particular team to perform the move for you, make sure that they are licensed and operate legally, so that you know they can be trusted in the first place. Secondly, check if the company offers adequate insurance coverage for your belongings — although transits are generally consistent and safe, some unexpected situations can still happen, and you want to make sure that you won’t be left with nothing in that case.
Check experience with long-distance moves
During your search, you will quickly notice that there are many moving companies to choose from, but only a few boast impressive experience when it comes to long-distance moves. For example, High Stream Moving has performed over 1,000 of them, and it is something that the team always highlights. The reason why this matters is simple — long-distance moves are complex and have different requirements when compared to short-distance transits.
A lot of the time, a company that knows how to manage transportation but lacks cross-border experience will find itself in trouble, having to deal with unexpected delays due to having less experience with these sorts of situations. In short, the longer the road, the more things can go wrong, and an experienced team knows how to mitigate any arising issues without compromising the quality of the service.
When you contact the team, ask them about their logistics, routes, and timelines, and if you feel satisfied with their answer, then it is a good sign.
Read reviews
We are blessed to live in an age where hundreds of people leave reviews for any particular company, highlighting both the good and the bad parts of the service. Although it might take a bit of time to read through reviews on Google, Yelp, or other third-party websites, it is incredibly valuable.
Photo by Esmihel Muhammed / Pexels
If you find that a certain company has a low rating and its clients regularly speak about damaged items or delays, then there is no reason to risk contacting them at all — just look for a different option.
Get transparent quotes
Vague or lowball estimates are unfortunately quite common in the moving industry, and you have to protect yourself beforehand. If you don’t want to overpay, you will have to be proactive. Sometimes it means avoiding a shady company entirely, but even if the team seems reasonable, there are some things you can do to guarantee that everything goes well.
Ask for a binding estimate to avoid surprise charges. Mention what should be included in the quote. This way, you will ensure no wiggle room for unethical practices, and you’ll always know just how much you will have to pay for the work.
Understand their services and policies
Every company operates using its own guidelines, and it’s important to understand which team provides exactly what you need and that you agree with. When you narrow down your search to just a few teams, review their cancellation and refund policies, compare which services they offer, and ask representatives about delivery windows and different scenarios. Remember that staying informed means staying protected.
Let’s face it: pets bring joy, love, and a whole lot of mess. From muddy paw prints to shedding fur, it sometimes feels like your home is in constant cleanup mode. And if you’re also juggling kids, schedules, and a never-ending to-do list, the last thing you want is high-maintenance interiors.
But here’s the good news: it’s possible to create a beautiful, functional home that keeps up with everyday life. Just a few smart design choices will help you protect your space without giving up on style.
And a waterproof blanket for dogs can bring a small but mighty upgrade. Soft, stylish, and easy to wash, it’s a game-changer for busy pet parents. Whether your pup likes to curl up on the couch or sprawl on the bed, this simple layer protects your furniture from fur, drool, and accidents while blending in with your decor.
Read on for more clever ideas to make your living environment beautiful, pet-proof, and low-maintenance.
Choose Washable, Pet-Friendly Textiles
First rule of a home where pets live in: avoid anything that’s dry-clean only. Instead, focus on machine-washable fabrics that don’t trap fur and don’t require a lot of effort for cleaning. Go for furniture covers with stretch that hug your couch or armchair snugly, protecting its every corner, and stay in place, even when pets jump up and down.
Bonus tip: darker colors and textured patterns are great at hiding fur and little stains before washing.
Layer Like a Pro
Protect your space with stylish layers that are super easy to swap and clean. Some favorites:
Throw blankets on sofas or beds, especially a waterproof blanket for dogs in areas where pets sleep or play.
Washable rugs under coffee tables or in entryways where muddy paws land first.
Removable cushion covers that can be tossed in the wash when needed.
Layers make it easier to freshen up your space without deep-cleaning every surface.
Pick Pet-Proof Stuff
When shopping for new furniture, always consider your pets’ needs and habits. Leather is great for wipe cleaning, but some pets may scratch it. Performance fabrics from safe polyester, built to withstand stains and damage, are ideal for sofas and chairs in high-traffic rooms.
Already own a beloved couch? Use a stretch slipcover to give it a new life while protecting it from everyday pet damage.
Make Cleanup Quick & Simple
It doesn’t have to take hours to keep your home tidy and welcoming. Try these habits:
Keep a lint roller or handheld vacuum near common pet zones.
Use a designated waterproof dog blanket on their favorite spots to trap fur and drool.
Wipe paws at the door with a washable mat or towel to prevent dirt from spreading indoors.
And for busy mornings? Have one laundry basket just for pet-related items like blankets and cushion covers, so nothing gets missed.
Smart Storage Keeps Clutter Down
Toys, leashes, grooming brushes, treats—it adds up fast. Use baskets or bins to corral pet essentials in one place. Choose storage that looks like decor: woven baskets, vintage crates, or stylish bins on a shelf. This helps your space look tidy, even when life is anything but.
Blend Style with Practicality
You don’t need to sacrifice beauty for function. Match pet-friendly accessories to your home’s color scheme. Choose neutral or earthy tones that feel cozy and calm. Add personality through texture—think soft velvet pillow covers, chunky knit throws, and woven rugs.
And don’t be afraid to upgrade the little things: swap your old dog blanket for a chic, modern waterproof one that looks as beautiful as a decorative throw, not just a utility item.
Designate Pet Zones
Create special areas where your pet can relax, play, or eat—so they don’t take over the entire house. For example:
A cozy bed in a quiet corner with their favorite toys.
A blanket-lined crate in the bedroom.
A feeding station with a washable mat to catch spills.
When pets have their own space, it’s easier to keep messes contained.
Pet Protection That Still Feels Like You
It’s possible to have both: a home that looks good and works for real life. With a little planning and a few essential items—like stretch covers, washable rugs, and a waterproof blanket for dogs—you’ll spend less time cleaning and more time enjoying your space.
And the best part? These changes don’t have to cost a lot or involve major renovations. A few thoughtful swaps can go a long way in making your home a peaceful, pet-friendly retreat.
Final Thought: Practical Can Be Beautiful
You shouldn’t have to choose between a space that feels like you and one that works for your family and pets. With smart design, functional materials, and easy-to-maintain layers, your home can stay stylish and sane, even on the messiest days.
So go ahead—invite the dog on the couch, let the kids snack during movie night, and relax knowing your home is ready for real life.
The T-shirt remains a cultural staple. It’s worn across all age groups, styles, and professions. But what makes it especially appealing as a business model is the low upfront cost, minimal inventory risk, and endless creative potential.
Here’s why this venture is ideal for new entrepreneurs:
Low startup investment You don’t need a warehouse or expensive equipment. Platforms like Shopify and Etsy let you start selling quickly with minimal overhead.
Mass appeal T-shirts are universally worn, making them perfect for targeting broad or niche audiences.
Highly customizable From bold political statements to funny graphics and personalized family reunion tees—your creativity is the product.
Scalable Start with a few designs and scale up as you learn what works. You can go from side hustle to full-time business with the right strategy.
Step 1: Find Your Niche
One of the biggest mistakes new sellers make is trying to appeal to everyone. Finding a niche allows you to tailor your branding and messaging and makes marketing more effective.
Examples of profitable niches include:
Local city or regional pride (e.g., “H-Town Originals”)
Fitness motivation or gym apparel
Pet lovers and breed-specific designs
Social causes and awareness shirts
Humor and meme-based graphics
Faith-based or spiritual apparel
School spirit and sports team gear
Ask yourself: Who is this shirt for? What message does it send? Start narrow—you can always expand your audience later.
Step 2: Design Your First Line
Designing a shirt doesn’t mean you need to be a pro in Photoshop. Plenty of free and affordable tools (like Canva, Adobe Express, and Placeit) offer design templates, mockups, and downloadable assets.
Design tips:
Keep it simple and bold—avoid overly detailed graphics.
Use high-contrast color combinations for visibility.
Stick to 1–3 colors to keep printing costs low.
Test how it looks on both light and dark fabric backgrounds.
Once you’ve created a few designs, try showing them to friends or post anonymously on forums to get feedback before launching.
Step 3: Choose a Printing Method
The method you choose depends on your budget, order volume, and desired quality.
1. Print-On-Demand (POD)
Great for beginners. Upload your designs, choose a blank shirt, and the platform prints and ships it for you. No need for inventory or shipping logistics.
Pros:
Low risk
No inventory
Easy to scale
Cons:
Smaller profit margins
Less control over quality and packaging
Popular POD platforms: Printful, Printify, Gelato, and Teespring.
2. DIY Printing (At Home or Local Shop)
Ideal for those who want control or plan to sell in person. You can use heat transfer vinyl, screen printing kits, or even outsource to a local print shop.
Pros:
Higher profit margins
Full creative control
Can inspect product before shipping
Cons:
Time-consuming
Requires equipment and learning curve
If you’re going the DIY route, it’s crucial to source quality blank garments that are cost-effective. One great starting point is this resource for affordable custom shirts, which helps minimize production costs without compromising on comfort or print quality.
Step 4: Build Your Online Store
Once you’re ready to sell, choose a platform to set up your storefront.
Options include:
Shopify: Great for those wanting a professional store with lots of integrations.
Etsy: Ideal for handmade and custom items. Built-in audience.
Big Cartel: Simple and free for smaller catalogs.
Instagram/TikTok Shop: Perfect for growing brands using video and influencer marketing.
Add clear product descriptions, sizing charts, and multiple product images—including mockups on different people if possible. SEO matters here—include relevant search terms like “funny gym shirts” or “personalized wedding tees.”
Step 5: Promote Like a Pro
Marketing your shirts is just as important as designing them. You don’t need a massive ad budget to build awareness—you just need consistency and authenticity.
Try these marketing ideas:
Launch with a giveaway Encourage tagging, sharing, and signing up for your email list.
Use content marketing Create videos showing your design process, packaging orders, or styling tips.
Leverage UGC (User-Generated Content) Ask customers to share photos wearing your shirts. Repost with permission.
Email & SMS campaigns Offer a discount on the next purchase or notify customers of new drops.
Collaborate with micro-influencers People with small but loyal followings often convert better than mega influencers.
Step 6: Scale Smart
Once you’ve built some momentum, focus on scaling. Look at your sales data: which designs are selling best? Which sizes or colors are most popular?
Starting your own T-shirt brand is one of the most accessible paths to entrepreneurship today. Whether you’re focused on creating socially conscious apparel, niche humor graphics, or event-specific merchandise, the steps are the same: find your niche, design with intention, and promote smart.
The key is to start lean. You don’t need to go all in from day one—just start where you are, test your ideas, and keep refining. With access to affordable printing, powerful design tools, and platforms that handle logistics, you’re only a few steps away from turning your creativity into a profitable business.
In addition to the acquisition, Recipe has entered into a comprehensive development agreement with Darden to significantly expand the Olive Garden brand across Canada, it said.
“The acquisition of the existing Canadian Olive Garden locations, situated in key markets across British Columbia, Alberta, Saskatchewan, and Manitoba, marks a strategic move for Recipe to integrate a highly popular and well-established casual dining concept into its extensive portfolio,” explained the company.
“Furthermore, the development agreement with Darden Restaurants grants Recipe the exclusive rights to develop and operate new Olive Garden restaurants throughout Canada. This partnership underscores Recipe’s commitment to growth and diversification, bringing Olive Garden’s beloved Italian-inspired cuisine and family-friendly dining experience to more communities nationwide.”
“Olive Garden is a brand with a strong legacy of success and a loyal following, and we see immense potential for growth across Canada. This acquisition and subsequent development agreement align perfectly with our strategy to expand our presence in the casual dining segment with leading brands that resonate with Canadian consumers.”
The acquisition of the existing restaurants is effective immediately, and Recipe said it will begin integrating these operations into its robust infrastructure. Recipe added that it will leverage its extensive operational expertise, supply chain efficiencies, and strong marketing capabilities to further enhance the Olive Garden experience in Canada.
Brad Smith
“Our partnership with Recipe marks the beginning of an exciting new chapter for Olive Garden in Canada,” said Brad Smith, president of Darden International & Franchising.“Their proven track record in operating beloved restaurants throughout the country will help us better serve our Canadian guests and team members, while unlocking new opportunities for growth.”
More information on the timing of new locations will be announced in due course as development plans take shape, noted Recipe.
Photo: Olive Garden
Recipe Unlimited is Canada’s largest full-service restaurant company. Home to leading casual dining, quick service, and fast casual brands, Recipe has more than 1,200 restaurants located across Canada, and an international presence in the United States and the Middle East. The company’s portfolio of brands includes Swiss Chalet, The Keg, St-Hubert, Harvey’s, Montana’s, New York Fries, Kelseys, East Side Mario’s, Original Joe’s, State & Main, Anejo, The Burger’s Priest, The Landing Group, Elephant & Castle, Fresh Kitchen + Juice Bar, The Pickle Barrel, Blanco Cantina, and now Olive Garden.
Darden’s family of restaurants features some of the most recognizable and successful brands in full-service dining — Olive Garden, LongHorn Steakhouse, Yard House, Ruth’s Chris Steak House, Cheddar’s Scratch Kitchen, The Capital Grille, Chuy’s, Seasons 52, Eddie V’s and Bahama Breeze.
Signage outside the former Hudson's Bay flagship store in downtown Toronto, May 2025. Photo: Craig Patterson
The Hudson’s Bay Company is forcefully rejecting calls from a key lender to expand court oversight of its operations, arguing in new court documents that many of the problems cited by the lender were in fact caused by the lender itself.
In an affidavit filed Sunday with the Ontario Superior Court of Justice, Michael Culhane, chief financial officer and chief operating officer of the defunct retailer, accused Hilco Global of “intentional inaccuracies and mischaracterizations” in its push to have Alvarez & Marsal’s court-appointed oversight powers enhanced. He described the criticisms as an effort to deflect blame for the very liquidation failures Hilco helped engineer.
“It is neither fair nor credible for Hilco to criticize the retailer for matters that were foreseeable, inevitable and/or, in many instances, driven by or contributed to by Hilco’s own conduct and commercial decisions,” Culhane said.
The dispute has become the central battle in the Hudson’s Bay liquidation dispute, one that may shape the outcome of the company’s restructuring under Canada’s Companies’ Creditors Arrangement Act. Hilco, through its affiliate Restore Capital, is a major lender and also owns Hilco Merchant, the lead liquidator in charge of shutting down Hudson’s Bay’s remaining department stores.
Shuttered Hudson’s Bay store at Toronto’s Yorkdale Shopping Centre on the evening of June 1, 2025. The Yorkdale store is part of the RioCan JV. Photo: Craig Patterson
Restore Capital and its co-lenders advanced $151.4 million to Hudson’s Bay in December. They now argue that the retailer has wasted that money through poor decisions, including a contentious deal to sell 25 leases to B.C.-based billionaire Ruby Liu. Restore is seeking a court order to terminate the sale and install either a more powerful monitor or a third-party receiver to oversee what remains of the business.
But Culhane contends that the liquidation sale was run directly by a syndicate of five firms, with Hilco in the lead. That group included Gordon Brothers, Tiger, the GA Group and SB360 Capital. According to Culhane, Hilco controlled pricing and timing decisions and had supervisory staff in every store.
Hilco’s own projections anticipated roughly $17 million in sales from furniture, fixtures and equipment (FF&E). Instead, only $10.7 million was recovered, a shortfall Culhane attributed to missteps made by the liquidators, including delayed start times, poor discounting, and failure to secure bulk buyers.
“These were matters Hilco knew or should have known could occur when it agreed to and participated in the various processes that it now criticizes,” Culhane wrote in his affidavit.
The retailer now faces accusations that the FF&E abandonment is costing millions in removal fees. Yet Culhane insists that Hilco chose to vacate all stores by June 7 and left behind unsold items, despite Hudson’s Bay’s warnings. He argues it is disingenuous for the company’s lender and liquidation partner to now seek greater control over the wind-down.
Weihong (Ruby) Liu in front of the Court House at 330 University Avenue in Toronto on June 23, 2025. Photo: Craig Patterson
At the centre of the broader Hudson’s Bay liquidation dispute is the proposed sale of 25 store leases to Ruby Liu, a mall owner who plans to relaunch the department store model under her own name. Liu has already acquired three leases for $6 million and made a $9.4 million deposit toward the remaining 25, suggesting a purchase price of approximately $94 million.
Restore Capital calls the Liu deal “illusory” and a “misadventure,” citing landlord resistance and a lack of a convincing business plan. In a filing over the weekend, the lender warned that the transaction’s delay is costing lenders millions in ongoing rent and legal fees. “If the transaction fails, no proceeds will be realized and the astounding costs incurred, and to be incurred, in its pursuit, will never be recouped,” Restore stated.
Culhane defended the lease sale, saying it represents the best chance to realize value for creditors. He also revealed the company intends to seek court approval for an additional lease sale later this month and plans to auction off its corporate art collection to raise further funds. Hudson’s Bay is also pursuing a claim for access to a pension surplus, which Culhane says could allow lenders to be repaid in full.
Rendering of a Ruby Liu store. Image: Ruby Liu/Central Walk
In seeking to block Restore’s push for expanded oversight, Culhane warned that appointing a “super monitor” or outside receiver would introduce unnecessary costs and delays. He emphasized that Alvarez & Marsal, the current monitor, has not raised concerns about cash flow or mismanagement and continues to support the company’s conduct in the proceedings.
Hudson’s Bay, once Canada’s oldest retailer and a cultural institution, filed for creditor protection in March after years of declining sales, neglect, and mounting debt. As the liquidation winds down, tensions between lenders and management have intensified, with the fate of the Liu transaction likely to be a deciding factor in what, if anything, remains for creditors.
The court is set to hear arguments Tuesday on whether to terminate the Liu deal or let it proceed. The outcome will mark a pivotal moment in the Hudson’s Bay liquidation dispute, as stakeholders await a ruling that could determine the future of the company’s remaining assets.
Lauren Bentley pop-up at Yorkville Village. Image: Yorkville Village
Canadian luxury swimwear label Lauren Bentley Swimwear is gaining momentum as one of the country’s most promising emerging fashion brands. Known for its refined aesthetic and strong focus on craftsmanship and sustainability, the brand has officially opened a new pop-up retail experience at Yorkville Village in Toronto, July 9-25. The boutique-style location brings founder and CEO Lauren Bentley’s vision of elevated, timeless swimwear directly to consumers in a bright, resort-inspired setting.
Located in the high-traffic Oval space under a dramatic skylight, the new store is described by Bentley as a “poolside escape minus the pool”, a retail experience that goes beyond product and into lifestyle. “We’re bringing in all the fixtures, our vision coming to life,” said Bentley in an exclusive interview. “This one is all us. It’s been a lot of planning, but that makes it exciting. I’ve always loved creating experiences, and I see this as an extension of that.”
Lauren Bentley
Creating a Swimwear Moment in Canada
Now open for the summer, the Yorkville Village pop-up has been designed to reflect the brand’s sophisticated yet approachable identity. Inspired by warm-weather leisure, the space includes loungers, social seating, and elegant product displays that nod to Mediterranean luxury.
“We felt like having that sunlight coming in through the skylight is going to be really helpful,” Bentley said. “Selling bathing suits in Canada, especially outside of summer, can be tricky. Our customers often need to see the sun, or have a trip booked, before they even consider buying swimwear.”
The brand is also collaborating with other Yorkville Village tenants for cross-promotional initiatives and product integrations. “There’s a strong community feel here,” Bentley added. “Everyone’s been incredibly supportive. It’s the right place for us to engage customers directly.”
Lauren Bentley pop-up at Yorkville Village. Image: Yorkville Village
From Nova Scotia to Toronto Luxury
Bentley’s journey to founding her namesake brand began in Nova Scotia, where a childhood by the ocean inspired her passion for swimwear. After studying Fashion Business Management at Seneca College, she entered the fashion wholesale industry, eventually becoming swimwear brand director at Jaytex Group.
“One day I got a call that I was flying to Miami Swim Week the next day,” she recalled. “It was my dream come true. I had to learn fast and sell swimwear to North American buyers in a weekend.”
Bentley spent several years refining her concept before launching Lauren Bentley Swimwear in October 2023 under the parent company LSEB Creative Corp. “This brand was years in the making,” she said. “And now it feels like it’s unfolding exactly the way it was meant to.”
Lauren Bentley pop-up at Yorkville Village. Image: Yorkville Village
A Brand Rooted in Craftsmanship and Intention
At the core of Lauren Bentley Swimwear is a design philosophy that favours timelessness over trends. Each piece is carefully created to be both elegant and enduring.
“Our trims and fabrics are sourced individually, and with great care,” Bentley explained. “We consider every detail to ensure each component meets our high standards and ultimately, our customer’s expectations.”
Most trims and materials are sourced from Europe, while all production is done in Portugal, a country with a storied tradition of textile excellence. “Portugal is one of the strongest textile regions in Europe,” she said. “Their level of craftsmanship aligns beautifully with our values.”
This dedication is visible in the brand’s elevated silhouettes, which are inspired by Mediterranean swimwear and designed to flatter and last. “We want our pieces to feel refined, effortless, and above all, made to endure,” she said.
Image: Lauren Bentley Swimwear
Responsibility at the Core
From day one, environmental and social responsibility has been embedded into every facet of the brand. “We view sustainability as a necessity when building a brand in today’s world,” said Bentley. “We still have a long way to go, but our commitment is serious and ongoing.”
The company has aligned with manufacturers who carry respected certifications, including the Global Organic Textile Standard (GOTS), Global Recycled Standard (GRS), and Recycled Claim Standard (RCS). Bentley emphasized that ethical partnerships are non-negotiable. “We only work with those who share our values,” she said.
This ethos also drives the brand’s design direction: creating garments that last both in quality and style. “We don’t want to contribute to throwaway fashion,” she explained. “Every product is meant to be timeless and durable.”
Climate Commitment Built In
In addition to responsible manufacturing, Lauren Bentley Swimwear also takes direct action to address its shipping footprint. “For every order we ship, we calculate estimated emissions and allocate a portion of our revenue to verified carbon removal projects,” Bentley noted.
Those projects are selected based on scientific vetting by experts at Carbon Direct. “We believe in supporting climate innovation while offsetting our own impact,” she said. “It’s not perfect, but it’s purposeful.”
This transparency and forward-thinking approach are part of what sets the brand apart in a competitive luxury space. “Fashion isn’t always clean,” Bentley added. “But we can hold ourselves accountable and always strive to do better.”
Image: Lauren Bentley Swimwear
A Strong Start in Luxury Hospitality
Despite being under two years old, Lauren Bentley Swimwear has already secured premium partnerships that reflect its upscale positioning. The brand is stocked at Four Seasons Hotels in Toronto, Nashville, and New Orleans.
“I love the luxury hospitality world,” said Bentley. “It’s where our clients are already comfortable, relaxed, and open to discovering something beautiful. These partnerships are such a natural fit.”
The brand also completed a successful trunk show with Holt Renfrew’s Bloor Street flagship, giving it a strong introduction to Toronto’s luxury retail audience.
“That event gave us credibility and visibility,” she said. “Holt Renfrew has a phenomenal team—we’re hoping to work with them again in the future.”
Building a Beachwear Lifestyle Brand
While swimwear remains the foundation, the long-term vision for Lauren Bentley Swimwear includes product expansion into beachwear, accessories, and even resort-inspired lifestyle categories.
“We’re starting with men’s and women’s swimwear, but the next step is beachwear cover-ups, then daywear, then accessories,” Bentley explained. “Eventually, I’d love to get into homewares and even lingerie.”
Permanent flagship stores could also be in the future, ideally in destinations where swimwear shopping is relevant year-round. “It has to be intentional,” she said. “We’re not interested in quick wins — only thoughtful, long-term growth.”
She’s also open to shop-in-shop concepts and further wholesale partnerships, provided they align with the brand’s ethos. “Every relationship we pursue has to reflect our core values,” she added.
Lauren Bentley pop-up at Yorkville Village. Image: Yorkville Village
A Brand With Purpose
Ultimately, Bentley sees her namesake brand not just as a business, but a long-term platform to build something meaningful, both creatively and ethically.
“This is my baby and my name is on it for a reason,” she said. “I want to be around for decades, not just a few seasons. I’m building something with integrity.”
The new Yorkville Village pop-up marks an important step in that journey: a chance to meet customers face-to-face, share the brand’s story, and build community.
“We’ve built something beautiful,” Bentley said. “Now we get to invite people into the experience.”
In a shifting media landscape amid policy changes and platform-specific risks, brands are reconsidering where to allocate and diversify their ad spend. New research from Pinterest and MAGNA reveals there’s one thing that many businesses have been overlooking to drive real impact: positive ad environments.
Pinterest commissioned MAGNA for research to help understand which ad environment attributes can impact a brand’s performance goals. The research reveals a clear takeaway for brands: It pays to be positive.
Because when people experience a positive environment, marketers see positive results – from increasing audience engagement to boosting sales.
According to Pinterest, the top findings for marketers include:
People are more engaged when they’re in a positive space. The study found that people were 20% more emotionally engaged with content they saw on platforms they perceived as positive. They were more leaned in as well, spending an average of 15% more time looking at the ads.
Ads in positive environments work harder. When the same exact ad was shown on different platforms, users responded that an ad seen on a platform they viewed as positive is perceived as twice as trustworthy, twice as interesting and 1.5x more likeable. Put another way: Your customer’s experiences are crucial, and can make the same piece of creative work harder.
People are more likely to take action in positive ad environments. Positive environments don’t just help brands improve perception, they also make people more likely to act. Compared to non-positive spaces, positively viewed platforms can be up to 94% more impactful in driving purchase intent.
Brands see better results when they account for viewability and positivity in their media buying strategy. In the MMM simulations, the same creative and same finite budget generated up to 24% more sales when brands incorporated viewability and positivity in their media buying strategy.
Soniya Monga
“In partnership with MAGNA, this research shows that safe and positive platforms aren’t just preferred by users, they perform for advertisers,” said Soniya Monga, VP of Global Agency Sales. “We were able to quantify the impact on metrics like engagement, trustworthiness, intent and even results to demonstrate that brands don’t have to choose between positivity and performance.”
Pinterest said it is continuing to build a more positive internet—one that brings out the best in humanity and supports advertisers in reaching audiences with intent.
Pinterest is ranked the #1 social media platform for instilling feelings of self-worth and purpose, as measured by a global wellbeing metric.
Kara Manatt
“We understand advertisers are all seeking a competitive edge in today’s marketplace, and we believe this research represents a fresh opportunity for where to find it,” said Kara Manatt, EVP, Intelligence Solutions, MAGNA. “This ambitious study shows what audiences experience whenever they log on to social media, how that impacts brands, and why prioritizing this could benefit both.”
Following two consecutive interest rate pauses, the MNP Consumer Debt Index – conducted quarterly by Ipsos – is holding steady at 88 points this quarter.
Still, nearly two-thirds of Canadians say they desperately need interest rates to go down, relatively consistent since last quarter (64%, +1pt). Despite the Index stabilizing, ongoing economic uncertainty and the cost of living continue to weigh on households. More than one-third (36%) of Canadians report feeling anxious or stressed about their financial situation, while one-quarter say they feel like they’re having to put their life on hold (26%) or are constantly putting out financial fires, facing one unexpected cost after another (24%), said the report.
Grant Bazian
“Canadians have not witnessed such economic uncertainty since the pandemic. We see some stability in financial perception, but many households feel like their lives are on hold, stuck in a financial holding pattern as they wait for the proverbial dust to settle,” said Grant Bazian, president of MNP LTD, the country’s largest insolvency firm.
“Given the persistent economic pressures and a backdrop of global volatility, many are hesitant to make major financial or life decisions, unsure of what lies ahead.
“Even after two interest rate pauses, those making careful choices and delaying major decisions may be struggling to get ahead amid the current uncertainty around costs and income. For many vulnerable households–particularly younger adults and lower-income Canadians–it may feel like they’re constantly putting out financial fires.”
Younger adults and lower-income households are consistently among the most likely to report financial strain and feeling stalled. One-third (33%) of Canadians aged 18-34 say they feel stalled–having to put their lives on hold–while those with household incomes under $40K (30%) are also the most likely to feel stalled. Young Canadians aged 18-34 (45%) and those with household incomes less than $40K (44%) are the most likely to report feeling anxious or stressed about their financial situation. One-third (32%) of Canadians feel stuck living paycheque to paycheque, with those aged 18-34 (37%) and 35-54 (39%), and those earning less than $40K (45%), being the most likely to feel this way. However, younger Canadians aged 18-34 (32%) are also the least likely to say they are feeling cautious with how they manage their money due to current financial pressures, compared to 37% of Canadians overall, said MNP.
“In response to current financial pressures, two in five Canadians (41%) have reduced discretionary spending, one-third (33%) are increasing savings or building emergency funds, and more than one-quarter (27%) are prioritizing debt repayment. Nearly one-quarter (23%) of Canadians are putting important life goals–such as buying a home, starting a family or changing careers–on hold. Younger Canadians aged 18-34 are the most likely to delay these types of milestones (33%),” said the MNP report.
Despite interest rates holding steady twice this year, more Canadians this quarter say they are concerned rising interest rates could drive them toward bankruptcy (41%, +3pts). Furthermore, even if rates were to decline, a significant proportion of Canadians (45%, +2pts) remains concerned about their ability to repay debt, said MNP.
“There are some persistent fears around interest rates,” added Bazian. “For some households, the damage has already been done. After years of rising costs, high interest rates, and depleted savings, there may be some deep anxieties about what could still be to come.”
As Canadians look to the future, one-third (33%, +3pts) expect their debt situation to improve one year from now, and a larger proportion (40%, +1pt) believe it will improve in five years. However, 13% say they expect their debt to worsen over both horizons. Fewer this quarter believe they will be able to cover all living expenses in the next year without needing more debt (54%, -4pts), explained MNP.
Millions Remain Close to Insolvency
While some households are managing to set a little more aside, a significant proportion of Canadians remain on precarious financial footing.
“About 14 million Canadians say they are close to financial insolvency, with little to no room to absorb an unexpected expense or income disruption,” said Bazian.
“Two in five Canadians (42%, -1pt) report they are $200 or less away from financial insolvency each month. That includes more than a quarter (27%, +1pt) who say they already don’t make enough to cover their bills and debt payments,” noted the report.
Hudson's Bay at CF Market Mall in Calgary. Photo: Mario Toneguzzi
Toronto-based inventory liquidator Alex Hennick says business is booming as companies across North America and Europe face mounting challenges tied to unsold goods, warehousing costs, and shifting consumer behaviour.
“We started in 2009,” said Hennick of A.D. Hennick & Associates. “So we’ve been around for 16 years. We are primarily buying and selling large quantities of excess inventory, canceled orders, and distressed assets. So we’re working with manufacturers, with distributors, with bankruptcy trustees, and a variety of different avenues where we’re purchasing volume of inventory.”
Alex Hennick
The liquidator resells that merchandise through a number of channels. “Depending on what we’re buying, we’re selling to discount retailers, we’re selling in auctions, and we’re selling in wholesale. And then occasionally we’ll do store closing sales if we’re doing, say, a bankruptcy of a retailer.”
Hennick says that in recent years, the flow of deals has grown substantially. “There’s so much more inventory on the market right now and there’s so many factors that are affecting it,” he said. “COVID, tariffs—there’s a lot of decisions that companies made in the moment that they look back at a couple years later and the economy has changed significantly.”
He confirmed his company was involved with the Hudson’s Bay Company liquidation. “We were involved a bit with the Bay,” he said. “We work closely with the people who ran the liquidation sale—some of the largest U.S. liquidation firms. And what a lot of these liquidators do in the sale is they’re able to augment or supplement the sale. So the liquidation companies purchase a lot of inventory and they sell them in the store closing sales, because the stores are packed, there’s so much traffic.”
“When the judge gave them approval, we had a lot of inventory in stock that we were able to sell. That was then sold in the store closing sale.”
According to Hennick, many companies in trouble wait too long before making key decisions. “We see a lot of companies doing too much,” he said. “So for example, a clothing company—they might have a lot of different styles, a lot of different colours. Sometimes less is more.”
He added: “Shoe companies—there’s so many different sizes. When you make different styles, you have to have different sizes. So it’s less about how much you’re selling, it’s more about how much you’re buying.”
He noted that poor inventory decisions can cascade into major financial trouble. “You get 50,000 items… if you sell over 48,000 of them, you could be in good shape. But if you sell 30,000, you probably won’t even break even. Then you have warehouse costs and you have overhead, you have so many additional fees that go into it—cash flow and affecting other products.”
Another issue is companies failing to diversify sales channels or evolve. “A lot of companies, if they don’t evolve, sometimes their eggs are in so many baskets. Talking about HBC—obviously for years people thought there might be problems, but a lot of companies are very leveraged because HBC is one of their biggest customers.”
“They’ve now manufactured quite a bit of inventory for HBC which is not going to be bought. So they’re sitting on that and they’ve lost a large customer for years to come. So the impact this will have on manufacturers and brands will be enormous.”
Third-party logistics (3PL) warehousing is another challenge, he added. “The cost to warehouse your inventory is so much these days that we continue to see brands fail because they have these big items that they’re storing in warehouses, and the fees and the cost to store them there—unless it’s turning over quickly—it’s going to outweigh itself,” said Hennick. “The 3PL is the only one making money.”
The liquidator now operates globally. “Some of our biggest customers are in Europe. We’re in Canada, U.S., and Europe. Those are the main markets that we’re selling into.”
Hennick said certain retail segments are especially vulnerable right now. “Besides real estate… obviously the cannabis industry for years grew very quickly. The amount of bankruptcies in cannabis is huge,” he said.
And the struggling housing market has sent ripples through adjacent industries. “Because homes aren’t selling as much and the housing market’s bad, people aren’t doing renovations. So because of that, flooring companies, lighting companies, furniture companies are in really big trouble. They’re sitting on stock and it’s not a price thing.
“Consumers don’t have money. They don’t have money for a big-ticket purchase. And if you’re not doing a renovation, you’re almost never going to be buying flooring and lighting and furniture because it’s kind of situational.”
That economic pressure is fueling a surge in discount retail, Hennick noted. “There’s a tremendous amount of inventory on the market, which allows a lot of these discount retailers and places to get opportunities—great deals.
“If the retailers are buying right and they’re able to get the right deals on the floor, it’s only going to make a better name for themselves and grow their customer base.”
Display window at Saks Fifth Avenue in the Hudson’s Bay building on Queen Street in Toronto, May 28 2025. Photo: Craig Patterson
He cited one notable example from last year: “We bought the assets of the world’s largest barbecue store. That was a store located in Toronto—50,000 square feet.”
“Why was it not located in Texas versus Toronto with our five- or six-month barbecue season? Doesn’t make sense to me.”
“During COVID, they couldn’t keep things in stock. Everyone was at home, everyone needed a new barbecue. All of a sudden in June—barbecue season of 2022—their phones stopped ringing. Because if you buy a barbecue, chances are you don’t need one for another 10 years.”
“They way over-inventoried because they thought, ‘Wow, 2020, our sales went like this. In 2021, 2022, it’s just going to continue.’ But they went and bought that much more inventory.”
“A lot of companies did this—2020 and 2021 were record years. People were at home, interest rates were low, they had disposable income, they couldn’t travel. Then these companies get stuck with huge facilities, massive rent, big overhead, and inventory. And it’s hard. It’s not sustainable.”
Freightzy, a Canadian startup modernizing shipping and making freight easy for small and mid-sized businesses, recently announced the launch of Canada’s most comprehensive Reefer LTL (Less Than Truckload Refrigerated) Program for SMEs to remove high minimums that typically hold smaller companies back.
Now, growing food and beverage businesses have unprecedented access to cold chain logistics across Canada, the U.S., and Mexico. Freightzy’s tech-enabled, people-first approach connects clients with 70 pre-vetted temperature-controlled carriers and provides personalized quotes from real experts in 10 minutes or less, supported by a custom-built mobile portal for real-time tracking and shipment visibility. With 24/7 human-led support, Freightzy is leveling the playing field for SMEs ready to scale, it said.
“Freightzy exists to help small and mid-sized businesses grow. Our new Reefer LTL program is the next step in leveling the playing field.”
Launched at the onset of the pandemic, the company has achieved rapid growth, doubling its revenue in the last three years, and boasting a 95% on-time delivery and client retention rate, it said.
Freightzy said it sets itself apart through its commitment to real human support, a tech-driven approach that empowers SMEs to ship with confidence.
“In addition to Reefer LTL, Freightzy offers a full suite of solutions, including LTL, FTL, expedited, and intermodal freight, empowering businesses to ship with confidence,” added the company.
“Canada is home to 1.22 million employer businesses. In the food and beverage processing sector alone, there are over 8,800 businesses with 91% of these small or medium-sized businesses, underscoring the critical role SMEs play in both the national economy and Canada’s food industry.
“Furthermore, many SMEs still find it easier to ship products across the U.S. border than to neighboring provinces for reasons that include longstanding interprovincial trade barriers. Freightzy’s expansion comes as Canada works to reduce these barriers and foster growth. As the North American logistics market expands from $1.478 trillion in 2024 to a projected $1.768 trillion by 2033, Freightzy’s new program helps companies overcome logistical barriers and compete more effectively across Canada, the U.S., and Mexico.”
Freightzy Key Features:
Accessible Cold Chain Logistics: Reefer shipping without the high-volume requirements typically demanded by traditional carriers.
Rapid, Human-Powered Support: Personalized quotes in under 10 minutes, available 24/7.
Custom-Built Client Portal: Real-time tracking, instant quotes for LTL, FTL, expedited, and intermodal shipments, full shipment visibility, and access to thousands of vetted carriers across Canada, the U.S., and Mexico.
Scalable Savings: Volume-based pricing advantages and smarter rate negotiations as clients grow.
“I’ve always been in freight. My first job out of school, in my early twenties, was in transportation. I worked for a big firm in Toronto and got let go during the financial recession—2007–2008. That’s when I wanted to start my own freight brokerage, which I own today—Freightzy. I went to RBC, my bank then and still now, and pitched the idea. They basically laughed me out of the office and suggested I open a Subway franchise instead,” said Freedman.
“I had no interest in food service—I’d be a terrible operator—so that didn’t go anywhere. But I didn’t forget my vision. I pivoted and eventually opened the Canadian sales branch of a major U.S. freight company. I ran that for about 10 years.
“Then in 2019, that company was being acquired, and it wasn’t clear what my future there would be. So I decided to finally pursue the dream I had back in 2007–2008. I bootstrapped Freightzy from the ground up.”
