Dollarama Inc. reported on Wednesday its financial results for the second quarter ended August 3, indicating continued sales growth.
Fiscal 2026 Second Quarter Results Highlights Compared to Fiscal 2025 Second Quarter
Sales increased by 10.3% to $1,723.8 million, compared to $1,563.4 million
Comparable store sales in Canada increased by 4.9%, over and above 4.7% growth in the corresponding period of the previous year, and 27 net new stores opened in Canada, compared to 14 net new stores
EBITDA increased by 12.2% to $588.5 million, representing an EBITDA margin of 34.1%, compared to 33.5%
Operating income increased by 14.3% to $483.5 million, representing an operating margin of 28.0%, compared to 27.0%
Net earnings increased by 12.4% to $321.5 million, resulting in a 13.7% increase in diluted net earnings per common share to $1.16, compared to $1.02
932,046 common shares repurchased for cancellation for $174.8 million
“The second quarter of fiscal 2026 marked a significant milestone in our international expansion, with entries into two new markets. We completed our acquisition of Australia’s largest discount retailer, and we celebrated the opening of Dollarcity’s first store in Mexico,” said Neil Rossy, President and CEO of Dollarama.
“Our complementary international platforms strengthen and diversify our long-term growth strategy, with our successful Canadian business serving as the foundation that fuels our broader ambitions. Strong Comparable store sales growth in Canada, both in the second quarter and year to date, highlights the strength of our business model, the relevance of our value proposition for Canadian consumers and the team’s impeccable execution.
Sales for the second quarter of fiscal 2026 increased by 10.3% to $1,723.8 million, compared to $1,563.4 million in the corresponding period of the prior fiscal year. This increase was driven by growth in the total number of stores over the past 12 months (from 1,583 on July 28, 2024 to 2,060 on August 3, 2025), including the contribution since the acquisition of TRS of 395 stores in Australia, which generated $25.7 million of sales for the Australian segment during the Post-Acquisition Period, and Comparable store sales growth in Canada, said Dollarama.
It said comparable store sales in Canada for the second quarter of fiscal 2026 increased by 4.9%, consisting of a 3.9% increase in the number of transactions and a 0.9% increase in average transaction size, over and above Comparable store sales growth in Canada of 4.7% for the second quarter of fiscal 2025. The increase was primarily driven by strong demand for consumables.
Founded in 1992 and headquartered in Montréal, Quebec, Canada, Dollarama is a leading Canadian value retailer with international reach with 2,718 conveniently located stores and over 41,000 people serving customers in seven countries on three continents. In Canada, Dollarama operates 1,665 stores with a presence in all 10 provinces and two territories. In Australia, Dollarama operates the country’s largest discount retail chain, The Reject Shop, with a national network of 395 stores. Dollarama is also the majority shareholder, through its equity-accounted investment, in Latin American value retailer Dollarcity which has 658 stores located in Colombia, El Salvador, Guatemala, Mexico and Peru.
Canada-US border crossing. Image: Maple Syrup from Canada
On August 29, the United States will close the door on a long-standing trade convenience: the de minimis exemption. For decades, this rule allowed small shipments valued at US $800 or less to cross the border duty-free, bypassing the cumbersome customs procedures that normally apply to imports.
For Canadian food producers—especially the small and mid-sized ones—the implications are significant. While the headlines have focused on tariffs on steel, cars, or lumber, this quieter policy change risks undermining a vibrant ecosystem of specialty and artisanal foods that have found eager consumers south of the border.
The Hidden Artery of Food Trade
The exemption was never about giant grain shipments or truckloads of beef. Those flows already move through established commercial channels, covered by USMCA rules that keep most tariffs at zero. Instead, the de minimis threshold acted as a hidden artery for small players: the Nova Scotia jam maker shipping gift boxes to Vermont, the B.C. chocolatier sending truffle assortments to Seattle, or the Ontario pet treat company tapping into the booming U.S. specialty market.
Specialty food stores have also benefited from this trade mechanism. Independent retailers in New York, Chicago, and Los Angeles often relied on small, frequent Canadian shipments to diversify their offerings. Now, they too face higher prices, longer waits, and more red tape, which could limit the range of Canadian products on their shelves.
Why Small Doesn’t Mean Insignificant
At first glance, the overall economic impact may look minor. Bulk food exports—Canada’s wheat, beef, canola oil, or pulses—will continue to flow unaffected. But focusing on aggregate trade numbers misses the point.
Estimates suggest that between $500 million and $1 billion worth of Canadian food exports to the U.S. move each year under the $800 threshold—everything from craft condiments and gourmet snacks to specialty beverages, frozen goods and shipments for trade shows and customer samples. This may be a fraction of Canada’s $40+ billion agri-food trade with the U.S., but for the companies involved, it often represents their entire U.S. market entry strategy.
Food economics isn’t just about tonnage; it’s about market access, competition, and consumer choice. When small firms lose their ability to compete, entire product categories shrink. American specialty retailers will see fewer Canadian craft brands on their shelves. And in Canada, entrepreneurs may think twice before scaling up if the first step into the U.S. market is suddenly cost-prohibitive.
Ottawa’s Blind Spot
One option Ottawa does have is to revisit its own de minimis threshold. Currently, goods entering Canada from the U.S. are duty-free only up to C$150—a fraction of the former U.S. level. Matching the American threshold would not only benefit Canadian consumers by lowering cross-border costs, it would also give Ottawa stronger footing to argue for reciprocity in Washington.
Instead of treating de minimis as a technical issue, Canadian policymakers should see it as a strategic lever: a way to protect small exporters, rebalance trade irritants, and keep cross-border commerce flowing for the businesses least able to absorb new costs.
A Tale of Two Trade Systems
The timing also exposes a paradox. On one hand, USMCA protects large-scale trade flows; on the other, Washington is dismantling a system that supported the very businesses USMCA was supposed to empower. For Canadian food exporters, the message is contradictory: scale up or stay home.
This policy shift also reveals how vulnerable small businesses are in a tariff war not of their making. While policymakers spar over billion-dollar industries, the fallout is felt most acutely by the companies shipping a few hundred dollars’ worth of goods at a time. It is the micro-entrepreneurs, not the multinationals, who risk being collateral damage.
The Bigger Picture
Trade policy often looks like a chess game of billion-dollar pieces. Yet the board is also populated by pawns—the small shipments, the craft producers, the specialty stores—that give life to Canada’s food economy. Dismissing their struggles as marginal ignores their role in shaping competition, culture, and innovation.
The end of the de minimis exemption is more than a technical rule change. It is a reminder that when protectionism rises, it is usually the smallest who pay the highest price. For Canadian food exporters and the retailers that depend on them, this fall may prove to be one of the toughest harvests in years—not in the fields, but at the border.
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 48 hours.
Birks Group Inc., a leading designer of fine jewelry and an operator of luxury jewelry, timepieces and gifts retail stores in Canada, has announced that Jean-Christophe Bédos, the company’s President and CEO and Director, is stepping down from his role, effective August 29.
He will continue to support the company in an advisory capacity during the leadership transition. The decision comes as the company repositions itself for stability and long-term growth, it said.
Image: Jean-Christophe Bédos
Birks said an executive search for a new President and CEO will take place in due course. In the interim, Niccolò Rossi di Montelera, in addition to being the company’s Executive Chairman of the Board, was appointed as Interim CEO. Montelera was elected to the company’s Board of Directors in September 2010 and has served as Vice-Chairman of the company’s Board of Directors from June 2015 until being appointed Executive Chairman of the Board in January 2017.
Niccolò Rossi di Montelera
Davide Barberis Canonico, a member of the company’s Board of Directors, was appointed Interim President and Chief Operating Officer. With 12 years of service on the company’s Board of Directors, Canonico brings extensive leadership experience, having held CEO roles at several companies. He will assume day-to-day leadership responsibilities, explained Birks.
“On behalf of the entire Board, I would like to thank Jean-Christophe for his leadership and dedication during his 13 years with Birks Group. Under Jean-Christophe’s leadership, the Company developed the Birks product brand, developed partnerships with renowned global brands and was able to navigate through some difficult times, including the Covid-19 pandemic,” said Rossi di Montelera.
Davide Barberis Canonico
“We are grateful for Jean-Christophe’s dedication throughout his 13-year tenure. A leadership transition is an important step as we refocus the company’s priorities. I would also like to thank Jean-Christophe for deciding to stay on as an advisor. This continuity will help ensure a smooth transition and allow the company to move forward with confidence and clarity.”
Birks operates 17 stores under the Maison Birks brand in most major metropolitan markets in Canada, one retail location in Montreal under the Birks brand, one retail location in Montreal under the TimeVallée brand, one retail location in Calgary under the Brinkhaus brand, one retail location in Vancouver under the Graff brand, one retail location in Vancouver under the Patek Philippe brand, four retail locations in Laval, Ottawa and Toronto under the Breitling brand, four retail locations in Toronto under the European Boutique brand, one retail location in Toronto under the Omega brand and one retail location in Toronto under the Montblanc brand. Birks was founded in 1879 and has become Canada’s premier designer and retailer of fine jewelry, timepieces and gifts.
“It has been an honour to serve as President and CEO of Birks Group. I would like to thank the Rossi di Montelera family, as well as the Board of Directors and every employee of the Company for their trust and their support over the last 13 years,” said Bédos. “Leading Birks Group through both successes and challenges has been a deeply meaningful experience. I am proud of the team’s commitment and resilience and what the team has accomplished over the last 13 years, including during some challenging periods. I remain confident in the team’s ability to steer the Company toward a stronger future.” Mr. Bédos continued, “While Birks Group has faced important industry challenges and softer-than-expected performance in recent years, the Company remains committed to operational discipline, excellent client service and value creation for its shareholders. After careful reflection, I believe the time is right for a leadership transition and I look forward to continuing to support the Company in an advisory role as it enters a new phase.”
Canonico commented: “I am honoured and grateful to the Board of Directors for the opportunity to lead the Company. I would also like to thank Jean-Christophe for his dedication over the past 13 years. I look forward to working closely with our teams to drive improved performance through a disciplined focus on operational excellence and delivering exceptional value to our clients.”
The Toronto Bicycle Show and E-Bike Expo, one of Canada’s largest consumer cycling events, is entering a new chapter after more than 36 years as a fixture for the biking community. Long organized as an end-of-season clearance showcase, the event will now be managed by StyleDemocracy, marking a significant evolution in both scope and ambition.
Renamed the Toronto Bike and Outdoor Sale, the event will broaden its focus to include not only bicycles and e-bikes but also golf, ski, and snowboard categories. The change signals a deliberate move to capture the growing momentum in multiple outdoor sports industries, while keeping cycling at the heart of the show.
The show began decades ago with a simple model: gather vendors across Southern Ontario to liquidate end-of-season bike inventory in one place. Consumers purchased tickets, vendors paid booth fees, and cyclists benefited from discounted products in a format reminiscent of the classic boat shows.
Over time, it grew into the Toronto Bicycle Show and E-Bike Expo, drawing thousands annually to the International Centre in Mississauga. The event became a signature date on the Canadian cycling calendar, featuring exhibitors, gear demonstrations, travel and tour operators, and, more recently, an expanded e-bike category reflecting surging consumer demand.
With the original organizers stepping back after decades at the helm, StyleDemocracy has stepped in to reimagine the show for today’s market.
StyleDemocracy Steps into Consumer Trade Shows
For StyleDemocracy, best known for its large-scale warehouse sales, the move into consumer trade shows marks a natural next step.
Oliver Berg, Vice President of StyleDemocracy, described the acquisition as both strategic and exciting.
Oliver Berg
“Our long-term objectives have not just been growth, but diversification, and the Bike Show allows us to do that as we are now entering the consumer trade show business,” said Berg. “Our growth as a business over the last three years has allowed us to build a backend operation that is geared to support a variety of solutions, not just warehouse sales.”
He added, “When the opportunity came our way to take over this show, it was very exciting for us because we felt we had everything in our toolbox to transition into this new business and to take this show and make it bigger and better for both vendors and consumers.”
Berg also emphasized the importance of working more closely with smaller operators: “Historically, our events have been large warehouse sales representing global brands, but this event is different. We will be working with a lot of local, independent retailers, which is very different, but very cool and exciting.”
Cycling and Golf Markets Surge
The timing of the relaunch reflects explosive growth across outdoor sports in North America.
In cycling, demand has been especially strong for e-bikes, which have seen sales climb by 269% since 2019, with more than two million units now sold annually. Market forecasts suggest the North American e-bike category will nearly double by 2029, surpassing $7.5 billion in value. E-bikes now drive more than 60% of all growth in bicycle sales, underscoring their role as a dominant force in the market.
Golf has experienced its own resurgence. In 2024, a record 47.2 million Americans took part in the game, whether on courses or through new entertainment formats such as simulators and driving ranges. That figure represents a 45% increase in participation since 2016. Juniors are embracing the sport at record levels, with more than 3.7 million under 18 playing on-course, a 48% increase since 2019. Meanwhile, millennial golfers are projected to spend nearly $4,600 per person on the sport this year, fueling demand for equipment, lessons, and travel.
By adding golf, ski, and snowboard categories, the Toronto Bike and Outdoor Show positions itself to meet consumer demand across multiple outdoor segments while retaining cycling as the anchor.
Marketing Innovation with 55 Rush
To help drive awareness and attendance, StyleDemocracy will once again work with 55 Rush, the marketing and events agency that has become a close partner. The relaunch will feature an extensive program of targeted marketing, prize giveaways, and consumer activations aimed at making the show more dynamic and exciting.
This partnership reflects StyleDemocracy’s approach to enhancing events through experiential engagement, designed to attract new audiences and build momentum beyond traditional sales-driven trade show models.
Vendor Recruitment Underway
Vendor participation remains central to the show’s success. StyleDemocracy is actively recruiting exhibitors across the expanded categories, and an event page hosted on StyleDemocracy’s website is now live, outlining details and opportunities. The page is currently more B2B-focused, serving as a resource for vendors interested in securing space at the event.
For participating brands and retailers, the relaunch provides a unique opportunity to reach thousands of active, sports-minded consumers in one location. For attendees, the appeal remains strong: access to a broad range of discounted gear, opportunities to interact with brands directly, and exposure to innovations across multiple outdoor categories.
Honouring the Legacy While Moving Forward
While the show is expanding its scope, Berg underscored that its cycling foundation remains intact. “This is about growth, but also about staying true to what made the show special in the first place,” he said. “Cycling remains at the heart of this event, and we are proud to build on that foundation.”
The Toronto Bike and Outdoor Show will maintain its legacy as a community gathering for cycling enthusiasts while evolving into a broader lifestyle showcase that reflects how Canadians are embracing outdoor recreation.
Facade of the soon-to-open Modern Ambition flagship in Winnipeg. Image supplied
Canadian fashion is entering a new chapter with the launch of Modern Ambition Winnipeg, the debut flagship store from Mondetta Clothing. Scheduled to open in late September at 223 Carlton Street in downtown Winnipeg’s True North Square, the boutique represents both a bold investment in homegrown design and a carefully crafted vision for the future of menswear.
Part of the Mondetta Clothing family, Modern Ambition seeks to carve out a unique space in Canadian fashion by merging luxury tailoring with performance-driven fabrics. The result is a men’s brand positioned to serve professionals who value both aesthetics and functionality in their wardrobes.
“Think of it as Brunello Cucinelli meets Nike,” explained Georgi Gvakharia, Vice President of Retail for Mondetta Clothing, during an interview with Retail Insider. “We are combining old-world craftsmanship and luxury with a modern twist that includes technical details designed for how people live and travel today.”
Georgi Gvakharia
An Intimate “Living Room” Experience
At just 1,200 square feet, the new boutique is smaller than many contemporary flagships, yet its scale is intentional. “We want to create a very intimate environment,” said Gvakharia. “Our CEO called it the ‘living room’ at Modern Ambition. Customers should feel like they are at home, relaxed, enjoying the space, and not in a commercial retail environment.”
To achieve this atmosphere, Mondetta is investing more than $1 million into the store’s design. The interior features muted tones of off-white and beige, with plush carpets and custom furniture that create a sense of understated luxury. A bar serving espresso and refreshments further enhances the experience, underscoring the brand’s emphasis on leisure and hospitality.
“We don’t want people to feel rushed or pressured,” Gvakharia noted. “This is about concierge service, one-on-one styling, on-the-spot tailoring, and a retail experience that feels personal.”
Rendering of the Modern Ambition flagship store in Winnipeg. Image: Modern Ambition
True North Square: Winnipeg’s Growing Cultural Hub
The decision to open the first Modern Ambition flagship in Winnipeg carries both strategic and symbolic weight. True North Square, located at Carlton and Graham Avenue, is a mixed-use development that has become a focal point for investment and revitalization in the city’s downtown.
“True North Square is becoming a hub,” Gvakharia said. “You’ve got the Winnipeg Jets’ offices there, SkipTheDishes’ headquarters, and new high-end developments like the Sutton Place Hotel coming. Restaurants and shops are growing around it, and we felt this would be a great location to introduce Modern Ambition Winnipeg.”
By choosing Winnipeg as the brand’s launchpad rather than a larger market like Toronto or Vancouver, Mondetta reinforces its commitment to its Manitoba roots. The company has been headquartered in Winnipeg since its founding in 1986, and Modern Ambition’s flagship further establishes the city as a player in Canada’s evolving fashion retail landscape.
Rendering of the Modern Ambition flagship store in Winnipeg. Image: Modern Ambition
A Fusion of Tailoring and Technical Innovation
Modern Ambition is positioned within the luxury space, yet with a price point more accessible than traditional European houses. Suits will range between $900 and $1,400, crafted from Italian fabrics but designed in Manitoba and manufactured primarily in Indonesia.
The garments integrate technical details such as wrinkle resistance, hidden zippered pockets, and stretch fabrics that allow for ease of movement and travel convenience. “You don’t need to iron these suits. They travel well, they move with you, and they are designed for a modern lifestyle,” explained Gvakharia.
The collection will include suits, outerwear, blazers, and select elevated casualwear. By combining fine materials with technical innovation, Modern Ambition aims to serve millennial and Gen Z consumers seeking quality, functionality, and style without the prohibitive prices of legacy luxury brands.
“There’s a gap in the market,” Gvakharia emphasized. “Not everyone can afford a $5,000 or $6,000 suit, but there is demand for a luxury experience and product at a more approachable level. That’s the customer we want to serve.”
Rendering of the Modern Ambition flagship store in Winnipeg. Image: Modern Ambition
Expansion Plans Across Canada
The Winnipeg flagship is just the beginning of a broader retail strategy. Mondetta plans to open 10 to 12 Modern Ambition stores across Canada over the next five years, with Toronto, Vancouver, Calgary, Edmonton, and Montreal identified as key markets.
At the same time, Mondetta is preparing to launch a separate retail concept under the broader company brand, focused on a younger demographic and a more accessible price point. That division, still in development, is being positioned as a modern, fashion-forward counterpart to Mondetta Originals and MPG (Mondetta Performance Gear).
“We have a roadmap for 24 to 25 stores within the next five years, across different divisions,” Gvakharia confirmed. “Modern Ambition will be the premium tier, while our other concept will be more commodity-driven, with a younger audience in mind.”
Beyond Bricks and Mortar: Omnichannel and Experiential Retail
Modern Ambition’s retail strategy extends beyond its physical stores. The brand is launching its online store simultaneously with the Winnipeg flagship, ensuring a full omnichannel presence from day one.
The company is also innovating with mobile and experiential retail. A luxury motorhome is being retrofitted as a travelling showroom, complete with high-end finishes and a curated collection. This mobile boutique will host trunk shows and brand activations across Canadian cities, allowing Modern Ambition to engage directly with customers outside major retail centres.
“We’re not just building stores,” Gvakharia explained. “We’re building touchpoints. The mobile showroom, the online store, even concepts like a Modern Ambition café in Winnipeg—these are ways to immerse customers in the brand and create lasting connections.”
Rendering of the Modern Ambition flagship store in Winnipeg. Image: Modern Ambition
Rooted in Mondetta’s Legacy
Modern Ambition represents the latest evolution for Mondetta Clothing, which will celebrate its 40th anniversary next year. Founded in Winnipeg in 1986, Mondetta first rose to prominence with its iconic flag sweatshirts, which became symbols of global unity. Over the years, the company has diversified into activewear (through MPG), heritage collections (Mondetta Originals), and now luxury menswear.
In 2021, Mondetta became a Certified B Corporation, committing itself to stringent environmental and social standards. Sustainability, ethical sourcing, and community engagement remain central to the company’s mission, reflected in its continued support for the Mondetta Charity Foundation, which funds schools in Africa and contributes to causes in Kenya and North America.
“Modern Ambition is part of that legacy,” said Gvakharia. “It’s about showing that a Canadian company can innovate in the luxury space while staying true to values of sustainability and community impact.”
A Canadian Brand With Global Aspirations
While the immediate focus is on establishing Modern Ambition in Canada, the long-term vision is international.
“We want to solidify the brand within Canada first,” Gvakharia said, “but once we have that foundation, global expansion will follow.”
The Winnipeg flagship is both a symbolic statement and a test case. Success here could lay the groundwork for Modern Ambition to compete on a larger stage, positioning Canadian menswear alongside international luxury players.
For Gvakharia, who previously worked with global luxury brands including Hugo Boss and Ralph Lauren, bringing that expertise to a Canadian label is deeply meaningful. “After many years in the luxury and premium market, it’s exciting to use that experience to help a Canadian brand evolve. We’re opening opportunities and creating jobs in Canada, and that’s something I’m very proud of.”
Global pressures are reshaping how Canadians shop — and the shift is showing up on their receipts. New survey data from Interac reveals that 78% of Canadians have redirected at least one monthly purchase from a big-box or international retailer to a local Canadian business since tariffs were first announced, with a quarter of Canadians shifting three to five purchases a month, and a fifth of Canadians pivoting six or more.
Interac Debit transaction data reflects the purchase pivot: for the first time in recent years, small and medium sized businesses (SMBs) consistently outpaced larger merchants in year-over-year volume growth between April-July 2025. During this period, SMBs saw an incremental 15 million Interac Debit transactions, compared with the same months in 2024, it said.
“Earlier this year, consumers told us they intended to shop more locally in light of tariffs — and they’ve followed through. While larger merchants have traditionally led in Interac Debit volume growth, small and medium businesses are now growing their volume at a faster rate,” said Debbie Gamble, Group Head, Chief Strategy & Marketing Officer, Interac. “Our summer data snapshot shows Canadians are using their spending power with great intention — responding to global pressures through where they shop, what they buy and how they choose to pay.”
The new Interac data reveals five standout ways Canadians are spending this summer:
Small restaurants win big. Following tariff announcements, restaurants saw the most dramatic change. Within the April-July 2025 time period, volume growth for SMB restaurants was twice as large as their chain counterparts. Convenience stores and tourism-related SMBs also saw a boost.
Little treats, big comfort. At a time of heightened global economic uncertainty, many Canadians are turning to small indulgences — especially food — for comfort and connection. Nearly two-thirds (64 per cent) say affordable treats help lift their mood, and 59 per cent say it feels even better when those purchases support local businesses. When asked to compare their spending this summer versus last:
42 per cent of Canadians are spending more on fresh produce from farmers’ markets
30 per cent are spending more on baked goods from local bakeries
21 per cent are spending more on premium jams, sauces and honeys
Essential luxuries. Interac also asked Canadians what non-essential purchases they would never cut from their budget – even when feeling financially squeezed.
More than a third (35 per cent) of Boomers and 27 per cent of Millennials say purchases toward their health and wellness is the category they are least likely to eliminate from their budgets.
Three in 10 (30 per cent) of Gen Z and 23 per cent of Gen X report that streaming services are their number one spending priority they would not discontinue.
A quarter of Gen Zs (26 per cent) would not forgo skincare or personal care products.
Made in Canada — or not made in the U.S. The preference for Canadian-made goods remains strong, with 70 per cent of Canadians checking product labels for Canadian origin before buying. If a Canadian option isn’t available, two-thirds (65 per cent) say they prioritize goods made outside the U.S.
Tap Canadian. Supporting local isn’t just about where Canadians shop — it’s also about how they pay. Four in 10 Canadians (42 per cent) were unaware that using Interac Debit can help small businesses save on transaction fees and keep more money in Canada. Choosing this 100 per cent Canadian payment method helps dollars stay local, can support small businesses in their growth and hire and reinvest in their communities. Nearly six in 10 Gen Zs (57 per cent) say knowing the benefits makes them more likely to pay with Interac Debit.
WeCook, Canada’s largest ready-to-eat meal delivery service, has launched WeCook For Business, a new B2B program designed to bring fresh, chef-prepared meals into the workplace, and help employers modernize how they support employee wellness and productivity.
With traditional office perks like pizza lunches and snacks falling short of today’s expectations, WeCook For Business offers a streamlined, scalable solution:
Weekly deliveries of ready-to-eat, health-conscious meals
A digital platform where employees select meals themselves
A wide variety of menu options to suit dietary needs and performance goals
It’s the latest growth step for a 12-year-old Canadian company already delivering 90,000 meals per week and employing nearly 400 people. The move reflects a broader trend in which Canadian companies are evolving their business models to meet shifting consumer habits — and in this case, bringing DTC efficiencies into the B2B space.
The new program can be found at: https://www.wecookmeals.ca/en/business. Availability is anywhere WeCook currently delivers (Ontario, Quebec, New Brunswick, Halifax area).
From Gym-Focused Startup to D2C Meal Leader
Founded in 2012, WeCook began under a different name with a niche focus.
Michel Gagné
“They started to serve gyms at the beginning — like meal prep-type of product,” explained Michel Gagné, President and CEO of WeCook. “Protein, sweet potatoes, veggies.”
Originally called Nutrition Fit Plus, the company targeted athletes with performance-based nutrition. Over time, it evolved into a broader prepared meal provider. That pivot was cemented when the company was acquired by a new ownership group.
“The business was sold to a private equity family office named Claridge — the Bronfman family,” said Gagné. “It’s been four years now, sold to a group that includes Desjardins Capital, Investment Quebec, and Claridge Food Group as the majority holder.”
Following the acquisition, the founding team stepped away — one remained on the board — and Gagné was brought in as CEO.
Photo: WeCook
Dominating Eastern Canada’s Prepared Meal Market
“We deliver home-prepared meals every week,” Gagné said. “A menu that is changing every week — 15 different recipes.”
The company differentiates itself with a commitment to freshness and nutrition.
“Healthy, balanced, fresh ingredients — no ultra-processed ingredients at all,” he said. “It’s the same thing that if you would make the dish in your house with good nutritional values, but always really delicious.”
Their culinary quality is backed by an executive chef from Montreal’s celebrated restaurant Joe Beef.
“Our focus is to have a broad audience. It’s not just athletes anymore. You can have pasta, vegan, salad.”
This broader appeal is what led to the natural evolution toward workplace offerings.
The Birth of WeCook for Business
Gagné said the new business unit was inspired by real demand.
“We started to receive more cold calls — businesses were calling us,” he said.
Although WeCook had a corporate ordering option on its website, it wasn’t a priority — until now. With employees returning to offices part-time, companies began looking for ways to encourage in-person work. Providing food emerged as a top perk.
“To offer meals is a way, it’s a good perk, to bring back people at the office,” said Gagné. “But we didn’t have the right system to do that.”
That led the company to spend nearly a year developing a dedicated corporate ordering platform.
Photo: WeCook
Solving Common Workplace Lunch Problems
WeCook for Business aims to address the shortcomings of traditional lunch options for employees.
“What are your options?” Gagné asked. “Bring a lunch. Go out to a restaurant, which takes time. Use Uber Eats or DoorDash, super costly, $25 or $30. And it’s difficult to find healthy options.”
Traditional catering, while an option, is often inefficient and small-scale.
“It can be a nightmare,” he said. “You need to have one person take everybody’s order on a notepad, call the company, not really efficient.”
In-house cafeterias, once common in large corporate offices, are increasingly out of favour.
“Even big businesses don’t want to go that route anymore. It’s super expensive, and people are hybrid. So do you really invest in the cafeteria?”
Gagné believes WeCook offers a smarter solution.
“We have a changing menu, 15 different meals every week, suited for lunch. Fresh salad, well-balanced,” he said. “And the price point of a meal at WeCook is not like $20–25 as in catering. It’s $11.75-ish when you order through our platform.”
How the Platform Works
The new platform was custom-built for employers and is highly flexible.
“You have the sub-user and you have the main account,” Gagné explained. “The company has the platform and internally, all the employees can go order for next week, or for the next two or four weeks in advance.”
Companies can customize their contribution from fully subsidized meals to partial discounts.
“The company can decide to contribute $1 per meal, or 100%,” he said. “The main user can change that like December, during the holidays, free meals for everybody.”
Orders are prepared centrally and shipped to companies once or twice a week, depending on volume.
Photo: WeCook
Scalable for Businesses of All Sizes
WeCook for Business is designed to serve a broad range of companies from small offices to large enterprises.
“It can work for a company that has 20 employees or 500 employees,” said Gagné. “It can be a car dealership, a law office, or a big manufacturing company.”
For larger companies, WeCook can even provide dedicated fridges for on-site storage.
“We’re ready to be really flexible depending on the type of company, quantity of deliveries per week, and type of service.”
WeCook for Business arrives at a time when employers are seeking innovative, cost-effective ways to support hybrid teams and promote in-office engagement. With a tested infrastructure, culinary credibility, and a thoughtful digital platform, WeCook may have cooked up the perfect recipe for the future of workplace meals.
Mall entrance to La Maison Simons at Toronto's Yorkdale Shopping Centre, August 14, 2025. Photo: Craig Patterson
As Simons launches two new major stores in Toronto, its ninth and tenth with long-time design partner Andrew Gallici of global design firm Gensler, as the brand stakes a deeper claim in English-speaking Canada amid a changing retail landscape.
He is Senior Associate, Design Director at Gensler.
Gallici, who has worked with the Simons family for over two decades, told Retail Insider the new stores represent more than just another retail rollout.
“I have a 25-year history with the Simons family,” he said. “These two stores represent number nine and ten that I’ve designed with them. Had that not been the case, my answer might be different.”
Andrew Gallici
That relationship has given Gallici unique insight and a long-standing appreciation for the Simons brand.
“I’ve had a client-designer courtship with this client for a very long time,” he said. “I did not design the Square One store, and I have been in the retail scene in Toronto specifically for my whole career. This is like year 32 or something of that.”
“I worked in Eaton’s in the Toronto Eaton Centre. That’s how I fell in love with retail, and then studied design from there.”
For Gallici, the connection to the Simons brand is deeply personal.
“I’ve been a lover of the Simons brand for many years since I first met them. I understand their point of differentiation. I think many people in English-speaking Canada have still yet to learn who they are.”
With that in mind, the goal behind the new store designs is much more ambitious than simply aesthetics.
“I think the goals were far deeper than just a great designer opening a great store in a mall in 2025,” he said. “There was a lot of personal investment in this. For me, I was never going to be thrilled with my career if I couldn’t help manifest these two locations.” The Yorkdale Shopping Centre and CF Toronto Eaton Centre.
The new stores are positioned in some of the country’s highest-performing retail centres.
“I really wanted to make sure that their introduction to the urban Toronto market was as successful as it could be,” Gallici added. “And I think I understand them as a client very well and knew which buttons I could push to stretch them more than perhaps in the past.”
Simons’ expansion into Toronto comes as the broader department store sector contracts.
“I’ve had my suspicions around the Bay and the lesser Canadian brands that are no longer Canadian over the years,” Gallici said.
“For me it was always a matter of time. I think the Bay became a real estate play probably 20-plus years ago.”
In contrast, Gallici said Simons remains true to its core values.
“At their core, they’re about delivering premium product and premium service in a very democratic way.”
Men’s accessories on the second floor of La Maison Simons at Toronto’s Yorkdale Shopping Centre, August 14, 2025. Photo: Craig Patterson
The new stores will also make use of former Nordstrom spaces, and that comes with both opportunity and responsibility.
“When Nordstrom vacated, they left a great bone structure. So how could we then slide in our environmental responsibility and say what of this can we salvage and reuse while creating a whole new experience?”
The Yorkdale location has opened with the Eaton Centre store following closely behind.
Looking beyond Simons, Gallici also weighed in on the future of shopping malls, many of which are dealing with vacated anchor tenant space. In Calgary, for instance, CF Chinook Centre’s former Nordstrom remains largely empty, while Southcentre Mall only recently redeveloped its old Sears footprint.
“I firmly believe that in 2025, no one is really going turn around and build a single-use space,” Gallici said. “A shopping mall by virtue of the way it was designed back in the 50’s and 60’s was intended for shopping . . . Its prime focus is still pretty singular. And I think today we’re much more about mixed-use environments.”
Malls are slowly shifting in that direction, Gallici noted.
“What you can see the shopping malls doing in many cases is starting to look at redeveloping their parking lots to say, how can we put in office towers and residential towers to support you build in a bit more of an everyday audience.”
However, he believes developers need to think beyond the usual mixed-use strategy.
“I am excited for the day when the retail developers start to rewrite some of their business formula to acknowledge that maybe some of the large spaces you’re talking about get assigned to other things like cultural centres,” Gallici said. “Could we have an art gallery in the mall? Can we have live theatre venues in the mall?”
He adds that there are examples already emerging.
“At the corner of Dundas and Yonge in downtown Toronto, TMU — Toronto Metropolitan University — took a piece of that real estate that used to be a parking garage and actually erected an outpost campus there.”
The possibilities, he said, are wide open — whether educational, medical, or cultural.
“It reinvents the business equation for developers,” he said. “Until which point they really dig hard and start to look at some of those metrics, I don’t know that we’re going to see a lot of really revolutionary things.”
Gallici cited his own work at the Toronto Eaton Centre as an example of adaptive reuse in action.
“Before Simons in Toronto Eaton Centre, it was Nordstrom. Before Nordstrom, it was Sears. Before Sears, it was Eaton,” he explained. “That Eaton store was seven storeys. When Sears took it over, Sears put their offices up on level seven down through five.”
“When Sears shut down and Nordstrom took it over, Gensler worked with Cadillac Fairview to convert a bunch of that upper floor level into what is now a BMO office.”
He noted that Simons now occupies floors three, two, and one in that location.
Busy day at CF Toronto Eaton Centre. Photo: Cadillac Fairview
But retrofitting these legacy retail spaces, like the standalone Bay stores, comes with complications.
“Those floor plates are massive,” Gallici said. “You don’t have a huge amount of light spill into the space. So how you start to slice and dice those floor plates for new future uses. I just don’t see the sustainability (in filling them all with retail).”
Despite challenges, he remains optimistic.
“I think we’re at a very fascinating time in the reinvention of retail and shopping malls altogether, and I do not think they will go away.”
“We’re at this really fascinating time where I think business equations have to get rewritten. We have to really assess what we can do with these spaces for reinvention. And I think the world’s our oyster.”
A new nationwide survey shows a sharp deterioration in financial resilience across Canada. Most households say they are dipping into savings more often than before, and a large majority report higher money anxiety compared with 2020.
The survey, conducted by Harris & Partners, a Licensed Insolvency Trustee firm, asked more than 1,200 Canadians about their savings habits and financial stress. The results are stark:
78.7% have had to dip into their savings more frequently than before
84.5% worry more about money now than they did in 2020
Joshua Harris
“These are not marginal changes. They point to a real erosion of the financial safety net,” said Joshua Harris, CEO of Harris & Partners.“When nearly four in five people are drawing down savings more often, it means emergency funds are being used for everyday costs. That is not sustainable for households or for the wider economy.”
Savings are being used to cover ordinary life expenses
For many, savings are no longer reserved for emergencies. Respondents said they were setting aside funds to pay for rent, food, utilities, childcare, transport, and unexpected bills. This shift has several knock-on effects. It reduces the cushion that protects families from job loss or illness. It increases the likelihood that a surprise expense will lead to overdue payments. It also makes people more vulnerable to interest rate changes and economic shocks, said the report.
“Canadians tell us they are doing everything they can to stay afloat. They are cutting back, working extra hours, and still needing to dip into savings to make the numbers work,” explained Harris. “Once that buffer is gone, any setback can turn into a crisis very quickly.”
Money worries are rising, and it is taking a toll
More than four in five respondents say they worry more about money today than they did in 2020. Persistent anxiety about bills and balances can impact sleep, relationships, and work performance. It can also lead people to delay important decisions about health, education, and retirement, added the report.
“Financial stress does not stay in a spreadsheet,” said Harris. “It shows up as burnout, loss of focus, and strain at home. We are hearing from people who feel they are always one bill away from trouble. That kind of constant pressure is exhausting.”
Who is most exposed?
While the strain is widespread, certain groups are often the most exposed. Renters who face frequent increases in housing costs. Families with children whose expenses rise as they grow. Single-income households with less capacity to absorb shocks. Workers with variable hours or seasonal income who cannot rely on a steady paycheque. Homeowners with higher payments have seen costs increase more quickly than income. Each of these groups may reach for savings more often simply to cover the basics, according to the report.
Practical steps that can help right now
Harris & Partners recommends a few quick actions for anyone who is drawing down savings more often than before:
List priority bills first, and contact providers early if you need a payment plan
Map your month by writing down every regular cost and the typical date it leaves your account
Ring fence a small emergency buffer in a separate account, so it is not spent accidentally
Avoid high-interest credit for essentials where possible and get advice before consolidating debt
Speak to a Licensed Insolvency Trustee early to understand all your options without obligation
“Reaching out for advice is not a sign of failure,” noted Harris. “A short conversation can reveal options that people do not realise they have. The sooner that happens, the more choices are available.”
A call for broader support
Harris & Partners is calling for a clear focus on affordability, fair wage growth, and accessible financial education so Canadians can rebuild savings and reduce reliance on credit.
“People are doing their best. They are budgeting, working harder, and making difficult choices,” said Harris. “We need to make sure that effort is rewarded with stability. Canadians should be able to save for the future rather than spend every month worrying about the next bill.”
