Today’s Retail Insider articles, listed below, cover key leadership transitions, store expansion strategies, and changing consumer shopping behaviours ahead of Easter. London Drugs announces a major president retirement and succession plan, highlighting continuity in digital innovation. Meanwhile, Costco accelerates its Business Centres expansion nationwide to serve commercial clients better. Rising food prices are driving Canadian shoppers to adjust traditional Easter meal choices, emphasizing affordability. These stories and others underline how leadership changes and economic pressures are shaping retail strategies in 2026. Following these, Canadian Retail News From Around the Web offers further relevant updates.
A woman shops in a Canadian grocery store for Easter dinner. Image: RI/Google
Easter has long been one of the last holidays where tradition still dictated what landed on the dinner table. Lamb for many. Ham for most. Turkey, occasionally. But in 2026, something has shifted—and not subtly. This year, the Easter menu is being decided less by culture and more by cost.
A simple look at retail pricing tells the story. Looking at the data from Flipp, turkey remains aggressively priced at under $2 per pound, unchanged from last year. Ham, the traditional anchor for most Canadian households, is slightly cheaper than in 2025, hovering between $1.99 and $3.99 per pound. And then there is lamb—now firmly in premium territory, often priced between $5.99 and $19.99 per pound, with some cuts climbing far higher. Compared to last year, lamb prices have risen again, widening the gap between it and other proteins.
This is no longer a normal spread. It is a structural divide.
Retailers are doing what they do best in times of consumer stress: they are leaning heavily on promotional proteins to drive traffic. Turkey, in particular, is functioning as a classic loss leader. It’s cheap, abundant, and highly visible in flyers. Ham, meanwhile, is being positioned as the compromise—still traditional, still accessible, and now more competitively priced than it was a year ago. Together, these two proteins are carrying the burden of affordability.
Chocolate tells a similar story, but for very different reasons. Easter confectionery prices appear noticeably higher than last year, with many products showing increases of 10% to 25% on a per-unit basis, and in some cases more when adjusted for weight. Large-format items—such as branded eggs and multi-packs—are now frequently priced between $6 and $16, compared to more common $4 to $13 ranges in 2025. At the same time, shrinkflation remains widespread, with smaller formats and lighter weights masking some of the inflation. The driver here is not retail strategy, but global commodity pressure. Cocoa prices have surged over the past year due to poor harvests in West Africa, tighter global supply, and speculative pressures, leaving retailers with little room to absorb costs. Unlike turkey or ham, chocolate is not being used as a loss leader this season—consumers are paying closer to the true cost of production.
Lamb, however, tells a very different story. Its pricing reflects deeper realities—import dependence, currency pressures, higher production costs abroad, and a lack of aggressive promotional support at retail. Unlike turkey or ham, lamb is not being used to bring customers into stores. It is being sold to those who can afford it.
What we are witnessing is the quiet emergence of a “K-shaped Easter.” On one side, households are trading down, opting for turkey or discounted ham to manage grocery bills that remain elevated despite easing inflation. On the other, a smaller segment continues to purchase lamb, absorbing the higher costs without changing behavior. The middle—once anchored by tradition—is eroding.
This matters more than it may seem. Food is one of the most resilient expressions of culture. When economic pressure begins to alter holiday meals, it signals a deeper shift in consumer reality. Canadians are not just becoming more price-sensitive; they are becoming more strategic. They are shopping more often, comparing more, and increasingly substituting—even on occasions that were once immune to such decisions.
Some will argue this is simply rational behavior in a high-cost environment. And they would be right. But it also underscores a broader point: affordability is no longer a background concern in Canada’s food system. It is now a defining force.
In 2026, Easter dinner is no longer just a meal. It is a reflection of economic conditions, supply chain realities, and retail strategy. The widening gap between turkey, ham, lamb—and now even chocolate—is not just about price; it is about access.
And for many Canadians this year, tradition will take a back seat to value.
Luxury retail is often discussed in terms of product, brand equity, and real estate. Yet behind every successful maison, flagship, or global expansion is something less visible but equally decisive: leadership.
Leading in luxury demands clarity of vision, talent development, cultural intelligence, and the discipline to build teams that embody the brand at every touchpoint. Douglas Mandel, former VP of Dior who led Canada and a longtime luxury retail executive, offers insight into how teams and culture shape performance at the highest levels of the industry.
For Canadian retailers navigating expansion, succession, or brand evolution, these lessons are especially relevant. The store may be the stage, but leadership sets the script.
From Founder to Retail Leader
Mandel’s career arc illustrates how leadership in luxury evolves over time.
After years of entrepreneurship, including running his own menswear label and flagship boutique in Old Montreal, he made a deliberate mid-career pivot. In 2009, he enrolled in the MBA in International Luxury Brand Management at ESSEC Business School in Paris. The program, sponsored by LVMH, exposed him to the strategic frameworks behind global houses such as Louis Vuitton, Dior, Hermès, and others.
Douglas Mandel
During that period, a critical insight emerged. The brands with the strongest long-term equity controlled their distribution. They owned their retail environments. They disciplined pricing. They protected experience.
“If I wanted to operate at the highest level, I needed to understand every part of the store experience, from the client journey to staff performance to visual execution,” Mandel said.
If design was the creative engine, retail was the strategic one.
That realization reshaped his trajectory. Rather than remain solely in creative entrepreneurship, Mandel set his sights on retail leadership inside a global maison. An internship at Dior led to a full-time role in London and eventually to senior leadership responsibilities across multiple markets.
The shift from founder to corporate leader underscores a central theme in leading in luxury. Vision must be matched by structure. Creativity must be supported by systems. And leaders must be willing to evolve.
Building a Brand World
Before Dior, Mandel’s experience opening a kamkyl flagship in Old Montreal provided foundational lessons in culture-building.
Retail, he said, was never the original plan. Yet the desire to connect directly with clients and present the full brand universe led him and his wife to purchase and renovate a building on Rue Saint-Pierre. The store was designed internally rather than outsourced to consultants. It became part gallery, part atelier, part showroom.
The basement housed the design studio. Clients could see patterns drafted and fabrics discussed. Transparency around craftsmanship built credibility.
“A brand isn’t just what you sell. It’s how you make people feel when they enter your world,” Mandel says.
Leading in luxury means curating that world intentionally. Layout, scent, music, staffing, and proximity to the maker all contribute to culture. Even a small team can create resonance when alignment is strong.
For Canadian retailers, particularly independent and growth-stage brands, this insight matters. Control of narrative and environment is not reserved for global conglomerates. It begins with leadership choices.
kamkyl flagship in Old Montreal
Seeing What Is Missing
Earlier in his career, Mandel demonstrated another dimension of luxury leadership: identifying gaps and filling them strategically.
After leaving a previous role, he approached Club Monaco with a pointed observation. The women’s assortment was elevated and cohesive. The men’s offer lacked refinement. Rather than critique from a distance, he assembled tailored samples with an Italian manufacturer and presented a solution.
The result was an immediate order and the launch of his own company, supplying tailored product that complemented Club Monaco’s brand identity.
“They didn’t need to be reinvented. They needed someone to see what was missing, build it with integrity, and bring it to market with excellence,” Mandel explains.
The broader leadership lesson is instructive. Strong leaders do not attempt to reinvent a brand unnecessarily. They respect its DNA while identifying what is missing.
In Canadian luxury retail, where legacy brands and emerging labels coexist, this approach is particularly valuable. Leadership is not about ego. It is about augmentation. It is about strengthening what exists rather than diluting it.
Talent as the Strategic Advantage
Luxury brands succeed when teams embody the brand consistently. That requires recruitment, mentorship, and ongoing development.
Mandel’s transition into Dior was not accidental. He deliberately positioned himself for roles at the highest level. Industry mentors advised aiming high and aligning with brands that reflected personal values. By adding academic rigor to practical experience, he expanded credibility and opportunity.
Inside global houses, he observed that retail excellence depended on more than aesthetics. It required training systems, clear KPIs, disciplined clienteling, and leaders who could inspire performance while preserving brand integrity.
Dior and Gucci within Fairmont Hotel Vancouver. Photo: Lee Rivett.
Leading in luxury means understanding that store managers and sales associates are not simply staff. They are brand ambassadors. Their tone, posture, and pacing shape perception as much as visual merchandising.
For Canadian retailers, investing in talent development is no longer optional. As luxury expands in major urban centers, competition for experienced retail professionals intensifies. Brands that build culture intentionally will retain talent more effectively than those that rely solely on compensation.
Fractional Leadership and Modern Agility
The luxury market has evolved. Growth-stage brands often face expansion pressure without the infrastructure of global groups. Hiring a full-time head of retail can be costly and time-consuming.
Mandel highlights the rise of fractional retail leadership as a strategic alternative. Under this model, a senior executive provides strategic oversight, mentorship, and systems development on a part-time basis. The objective is agility without sacrificing expertise.
“In today’s environment, flexibility is the ultimate luxury,” Mandel says.
For brands launching first stores, testing pop-ups, or preparing for capital raises, this approach can provide immediate strategic structure. Retail playbooks, performance dashboards, clienteling frameworks, and team culture initiatives can be implemented without the overhead of a permanent executive hire.
In Canada’s entrepreneurial luxury ecosystem, this model has growing relevance. Founders often excel at creative direction but may lack retail operations experience at scale. Fractional leadership bridges that gap while preserving flexibility.
Leading in luxury today requires balancing vision with pragmatism. Agility itself has become a competitive advantage.
A retail worker and an employee in a luxury store. Retail staffing in Canada has its ups and downs says Suzanne Sears. Photo: RI/Google
Culture as the Differentiator
Ultimately, luxury leadership is about culture.
Culture determines how decisions are made, how clients are treated, and how teams collaborate. It shapes resilience during downturns and ambition during growth phases.
Mandel’s career illustrates that leadership in luxury is not linear. It may involve entrepreneurship, corporate pivots, global relocations, and continuous learning. What remains constant is commitment to excellence and alignment between brand values and team behavior.
“What brands want today is something more than a showroom. They want resonance, connection, and meaning,” Mandel says.
For Canadian retailers operating in an increasingly global marketplace, culture will differentiate leaders from followers. Beautiful stores and strong assortments are necessary. They are not sufficient.
Leading in luxury means cultivating teams that understand not only what they sell, but why it matters. It means investing in talent before crisis demands it. It means building systems that support creativity rather than constrain it.
In a sector defined by aspiration and perception, leadership behind the scenes often determines what clients ultimately see on the floor.
The brands that prioritize teams, talent, and culture will not only scale successfully. They will build organizations capable of sustaining excellence across markets and generations.
Made with Local, the Halifax-based snack brand founded by entrepreneur Sheena Russell, has quietly grown into a national retail presence and is now expanding across more than 3,500 retail doors across Canada, all while continuing to manufacture its products in-house in Nova Scotia.
The company has recently doubled down on Canadian retail expansion particularly as it pulls back from U.S. growth amid current geopolitical headwinds including:
Costco Canada: A new sample pack format introducing the brand to Costco shoppers nationwide.
Walmart Canada: Launching a value pack designed specifically for Canadian consumers w/ accessible price points.
Continued growth across key Canadian retailers including Fresh St. Market, Sobeys, Loblaws banners, London Drugs and more
Made with Local sources many of its core ingredients directly from Canadian farmers, including Canadian oats and honey, supporting domestic producers wherever possible. Canada produces roughly four million tonnes of oats annually, much of it grown in the Prairies, and the country is also one of the world’s top honey producers.
The brand originally started at a Halifax farmers’ market in 2012, and that connection to local producers remains central to its growth strategy today.
What’s notable is that Made with Local remains fully vertically integrated, producing its bars in its own Halifax facility. By owning its manufacturing, the company has scaled efficiently.
Russell was born and raised in Prince Edward Island then moved to the Halifax area to go to university.
Sheena Russell
“I grew up in a farming family in PEI, moved to Nova Scotia to do a degree in environmental science at Dalhousie, and then graduated and wanted to have a little passion project that kind of brought together those life experiences and passion of mine for sustainability and food and farming,” explained Russell, who is the company CEO.
“And I had this idea to make snacks and take them to the farmer’s market using ingredients that I was also sourcing from farmers at the farmer’s market. So that was the very earliest days of just kind of trying to test the waters and see if this is something that people would be interested in.
“But I did not have a business background at all, so I kind of learned everything the hard way. It’s been very organic growth over the last decade plus. But it all started with about two years’ worth of weekends at the farmer’s market — that was kind of the earliest days.”
In 2022, Russell said the company made a big move to bring its manufacturing all in-house. Prior to that, it had already been expanding into national retailers in Canada. It was becoming a more mature business.
“But it was all co-packed, and that became an issue because our demand was really exceeding our capacity with those co-packers. So we kind of took a giant leap in 2021, bought a building, got into it in 2022, and brought everything in-house,” she said.
“So now we manufacture six SKUs of our real food bars, which we’re best known for. That’s kind of our origin SKU or product line. And then we also have recently launched protein cookies that are high in protein and fibre and are made with that same very clean and transparent ingredients ethos. They’ve been very on trend at the moment.”
Russell said working with retailers like Walmart and Costco has been a big opportunity.
“Honestly, being able to work with those retailers has allowed us to bring our products to a more mainstream customer base. We went into — or currently are in — Walmart with a four-pack of our bars, which was the first time we ever did a multipack. It’s really great value to the consumer, and that has allowed us to play more into being more of a household brand, moving a little bit outside of — and the product quality is the exact same, obviously — what we’re selling in health food stores and some of the more premium retailers,” she noted. “But just in a more approachable format for the Walmart shopper, which has been really positive.
“And I think, as any brand can say, doing business with Costco is an incredible opportunity for any business. We’ve been fortunate enough to do quite a few rotations with them at this point with different offerings for our bars. We’ve done our protein cookies. There have been several different rotations in the east and west with different offerings. So yeah, we love doing business with Costco. They’re a great partner.
“We are continuing to put opportunities ahead of ourselves in that more value-offering space. We’ve seen the success of our Walmart SKUs — the four-packs — and just really thinking about, okay, if it’s the mission of Made with Local is to source and bring as many Canadian-grown and produced ingredients to Canadians — or honestly anybody who enjoys them — that is achieved by just getting out in front of more customers.
Sheena Russell
“So whether that be in a bigger way through the Walmarts or the Costcos, bringing more offerings to the Loblaws and Sobeys, pushing our Amazon business because it’s still pretty early days for us on Amazon, and then looking into opportunities abroad as well.”
Russell said the brand is also looking at some export opportunities and then looking into expansion in the U.S.
She said the company is not an overnight success story as it has gradually built its business over the years but many people are still finding out about it.
“We’ve been at this for a long time, just kind of putting one foot in front of the other because it’s something that has developed and flourished over the course of almost 14 years now,” she said.
Instacartrecently introduced its approach to Physical AI for grocery.
When a retailer deploys a Caper Cart, it’s not just capturing data – it’s processing what’s happening in the aisle in real time, directly on the cart. That includes what’s in a customer’s basket, and precisely where they are in the store, said the company.
That’s what makes it “Physical AI” – the intelligence runs on the cart itself – so retailers can influence the shop while it’s happening, not after checkout. Mistimed recommendations don’t just fail – they train customers to ignore the next one, added Instacart.
“For example, prompts like, “Got everything you need?” are driving a nearly 1% lift in basket size on average, highlighting the opportunity to use real-time context and location data to drive incremental value for brands and retailers,” it said.
“That in-store activity is then connected to retailers’ e-commerce systems, creating a more complete view of how customers shop across the physical store and online.”
The result:
For retailers: larger baskets, retail media revenue, reduced shrink, and fewer out-of-stocks.
For customers: relevant recommendations, timely savings, fewer missed essentials, and a more fun, intuitive shopping experience.
David McIntosh
David McIntosh, Instacart’s Chief Connected Stores Officer, said Physical AI is intelligence that perceives and responds to the physical world in real time, directly at the point of interaction – in Instacart’s case, on the shopping cart itself.
“We’re deploying a continuous learning system – powered by real-world data, captured and processed on-device at the edge – that builds the best possible understanding of customers, the store, and the shelf as a shop is happening,” he said.
“Brick-and-mortar stores are highly complex environments – from inconsistent Wi-Fi to shelves changing in real-time to people shopping in groups. Serving customers well in this environment requires a fundamentally different approach – one that requires both real-time analysis and low latency.
“Caper Carts address this through sensor fusion – combining basket-facing cameras, a weights-and-measures certified scale, and location-tracking systems – all processed on-device with NVIDIA Jetson. Accurate basket understanding is only part of the picture. What makes our Physical AI system truly differentiated is the combination of signals we’re capturing simultaneously: cart location, what’s on the shelf in front of the customer, what a customer is actively scanning into their basket, and how they’re interacting with the Caper Cart screen.
“Getting all of them right, in real-time, is what enables relevant and timely influence. This is where the in-store experience diverges from traditional analytics: rather than analyzing a shop after the fact, we engage customers in the moment through on-screen recommendations and gamification, shaping decisions as they’re being made. This rich view and ability to influence customers is unparalleled.
“Underpinning all of this is the flywheel, built on our more than 1.6 billion lifetime online grocery orders across more than 100,000 store locations. Our recommendation systems were trained on that scale of online data, and we’re now combining those signals with the millions of real-world sensor inputs from Caper Carts we’re capturing daily to deliver a continuously improving system. In-store data makes online recommendations better, and in turn, online data makes in-store recommendations better.”
McIntosh said the results retailers are reporting are well beyond the one per cent figure that’s gotten attention: retailers are reporting double-digit percentage basket lift from Caper Carts.
“It’s worth clarifying what that one percent actually refers to – that’s the lift driven specifically by the “Got everything you need?” prompt, a single feature that uses real-time cart location and basket context to surface a timely reminder. On top of that, another recent ranking improvement leveraging our online data signals and systems drove more than 1% in basket lift. Caper Carts are driving meaningful impact for retailers,” he said.
Instacart image
“What makes that additionally compelling is the flywheel behind it. Everyday, Caper Carts are capturing millions of sensor inputs daily – what’s going in and out of the basket, how customers move through the store, how they interact with the screen – and that data is continuously improving our models. We’re unlocking the power of combining cart location, omnichannel purchase history, and a live digital screen inside the store. The system gets better everyday.
“We’re also seeing ads on Caper Carts perform at engagement rates similar to online. This is a meaningful signal for CPGs who have historically had limited ability to reach and influence customers at the shelf. Brands are excited because this is a brand new surface: a digital screen in the hands of a customer, in the moment they’re making purchase decisions, informed by what’s actually in their basket and where they are in the store. Ads on Caper Carts are already live at retailers like Wakefern Food Corp – which currently has the carts live across nearly 20% of their co-op member stores.
“On out-of-stocks: the side-facing cameras on Caper Carts give us a near real-time view of the shelf – what’s there, what’s not, all while not having to rely on outdated planograms. That alone is a step-change for retailers who’ve historically relied on manual audits or stale data. We recently introduced AI Solutions, where agents don’t just detect out-of-stocks, it acts on them. For example, we might identify that a brand of sourdough bread consistently sells out across six locations in a store. An AI agent could automatically surface that demand signal, negotiate with the vendor on the retailer’s behalf, and coordinate setting up a seventh placement to capture that unmet demand. Stores become not just observable, but optimizable.”
McIntosh said Caper Carts are designed to fit into a retailer’s existing ecosystem rather than require them to rebuild around us. That means native integration with a retailer’s POS system and loyalty programs, so customers can seamlessly access their deals, coupons, and personalized offers as they shop.
Instacart image
“Additionally, Caper connects seamlessly to retailers’ e-commerce sites via an integration with Instacart’s Storefront Pro, which powers e-commerce for more than [380+] retailers. Caper and Storefront Pro are designed to work seamlessly together as a unified platform that spans in-store and online, sharing signals in both directions.. For example, users can sync their shopping list they create online to Caper, and will be reminded if they forgot something. We recently announced that we’ll be introducing Cart Assistant, our omnichannel chatbot shopping companion. This is rolling out initially with Sprouts and Kroger, and will be available across Storefront Pro and Caper Carts to create a continuous, personalized experience no matter how a customer chooses to shop,” he explained.
“Caper Carts can also drive adoption of a retailer’s ecommerce platform from within the store. Customers can access items they’ve purchased in-store while shopping online and retailers can promote offers to sign-up for online grocery delivery directly on Caper’s digital screen – ultimately driving customer acquisition across both channels.
“On the operational side, we’ve been deliberate about designing Caper Carts to be easy for store teams, not just customers. Cart Manager gives associates a real-time view of basket activity to support audits and reviews without disrupting the customer experience. Beyond Cart Manager, we’ve designed Caper to be operationalized as easily as possible – for example, Caper supports stackable charging, enabling carts to be charged while nested together in a row, which eliminates the need for associates to individually charge dozens of carts every day. The goal is a system that modularly integrates into existing store operations and is genuinely easy to run.”
McIntosh said Caper Carts were built with privacy in mind. Caper Cart’s cameras are focused solely on recognizing products. Instacart also helps retailers use their data to improve the customer experience and make grocery shopping more personalized.
McIntosh said there are only a handful of moments to gain a customer’s attention and influence what goes into their basket. Timing is incredibly important – if recommendations are served too late or are irrelevant, customers will start to ignore the prompt.
“This is precisely why Physical AI is so important. Delivering a relevant recommendation requires knowing where the customer is in the store, what’s actually on the shelf in front of them, and what’s already in their basket. If any one of those signals is wrong or missing, the recommendation breaks down. A prompt for an item that’s out of stock, that the customer already has, or that’s in a different aisle entirely isn’t helpful – it’s noise,” he said.
“By leveraging real-time location, basket data, and our online grocery data, we’re able to deliver precise recommendations that feel useful to customers instead of acting as a distraction. For example, we’re seeing simple prompts make a difference – “Got everything you need?” right before checkout is driving nearly a one percentage point lift in basket size on average. Using real-time context can create a win/win/win for retailers, brands, and customers.”
Royalty Pool of restaurants for 2025 increased by 20 net restaurants on January 1, 2025
“While we delivered positive sales in a very tough environment, it is clear that momentum has softened as customers become more deliberate in how they spend. That said, we will leverage our strong everyday value leadership position, backed by ongoing enhancements to our menu, restaurants and digital customer experience to continue to grow successfully,” said Paul Goddard, President and CEO of Pizza Pizza Limited.
“Royalty Pool System Sales for the Quarter increased 2.2% to $164.0 million from $160.5 million in the same quarter last year. By brand, sales from the 694 Pizza Pizza restaurants in the Royalty Pool increased 2.0% to $140.4 million for the Quarter compared to $137.7 million in the same quarter last year. Sales from the 100 Pizza 73 restaurants increased 3.3% to $23.6 million for the Quarter compared to $22.8 million in the same quarter last year,” said the company.
“Royalty Pool System Sales for the Year increased 2.4% to $635.5 million from $620.6 million in the same Year last year. By brand, sales from the 694 Pizza Pizza restaurants in the Royalty Pool increased 2.4% to $547.6 million for the Year compared to $534.8 million in the same Year last year. Sales from the 100 Pizza 73 restaurants increased 2.5% to $87.9 million for the Year compared to $85.8 million in 2024.”
The company said the number of restaurants in the Royalty Pool increased by 20 net locations to 794 on the January 1, 2025 Adjustment Date, and consists of 694 Pizza Pizza restaurants and 100 Pizza 73 restaurants. The number of restaurants in the Royalty Pool remained unchanged through 2025.
During the Quarter, Pizza Pizza Limited opened three traditional and three non-traditional Pizza Pizza restaurants. Additionally, at the Pizza 73 brand, PPL opened one traditional restaurants and closed three traditional restaurants.
During the Year, PPL opened 12 traditional and 20 non-traditional Pizza Pizza restaurants, and closed three traditional and 11 non-traditional Pizza Pizza restaurants. PPL also opened five traditional Pizza 73 restaurants, and closed five Pizza 73 traditional restaurants. Four of the five traditional Pizza 73 closures, had their delivery territory fully assigned to their neighbouring restaurant, to minimize the impact on sales.
PPL management expects to grow its traditional restaurant network by 2% to 3% and continue its renovation program through 2026.
Gas prices continue to rise in Canada, increasing costs for Dashers who use their own motor vehicles for deliveries. To help ease prices at the pump, DoorDash is introducing a temporary emergency relief program for eligible Canadian Dashers, the company announced recently.
The initiative includes:
Simple Distance-Based Relief Program: Dashers will receive an additional $1.50 per 50 kilometres driven from March 23 to April 26, up to $36 per week. This is based on estimated distance travelled while actively completing deliveries on DoorDash. Participation in the program is automatic – no enrolment is required.
Meaningful Per-Litre Savings: This equates to approximately $0.36 per litre in savings for Dashers, based on average vehicle gas efficiency of 12 kilometres per litre. The program is designed to provide immediate and targeted support.
Clint Mahlman in front of a London Drugs store. Photo: London Drugs/RI/Google
A significant London Drugs leadership transition is underway as longtime president and chief operating officer Clint Mahlman prepares to retire on May 29, 2026, following a 41-year career with one of Western Canada’s most established retailers.
Mahlman’s departure marks the end of an era for the Richmond, British Columbia-based company, which operates 78 stores across more than 35 markets in British Columbia, Alberta, Saskatchewan, and Manitoba. The business is owned by H.Y. Louie Co. Limited and remains one of the country’s most distinctive retail formats, combining pharmacy, electronics, cosmetics, and general merchandise under one roof.
From Stockroom to President: A Four-Decade Career
Mahlman’s career trajectory reflects a rare, fully internal rise through the organization. He joined London Drugs in 1984 as a part-time stock boy at its Kingsway location in Vancouver while studying at the British Columbia Institute of Technology.
Within a year, he moved into a sales supervisor role and became a store manager by 1990. Over the following decades, he progressed through regional and corporate leadership positions, including Director of Human Resources in 1997 and Vice-President of Human Resources and Distribution in 1998. He joined the executive committee in 2000, became Senior Vice-President in 2007, and was appointed Chief Operating Officer in 2012.
In 2014, following the retirement of former president Wynne Powell, Mahlman assumed the role of Executive Vice-President while continuing as COO. He was formally named President in 2018 by CEO Brandt Louie, solidifying his position as the company’s top operational leader.
His path to leadership was unconventional. Growing up in Gibsons, British Columbia, Mahlman worked in fishing, logging, and pulp mill operations before entering retail. He originally aspired to become a national park warden, but pursued business studies in Vancouver when federal hiring slowed in the 1980s.
London Drugs at Brentwood Village Mall in Calgary. Photo by Mario Toneguzzi
Leadership Approach and Strategic Initiatives
Mahlman’s leadership has often been defined by a long-term approach to customer relationships and employee engagement. He has described his philosophy as “servant leadership,” with a focus on the lifetime value of customers rather than short-term transactions.
During his tenure, London Drugs expanded its reputation as a differentiated retailer. The company invested heavily in e-commerce, positioning its online platform as a “virtual store” to compete with larger global players. At the same time, it continued to emphasize high-touch in-store services, including pharmacy consultations and technology support.
Mahlman also led sustainability efforts through initiatives such as the “What’s the Green Deal?” program, which established London Drugs as an early leader in retail recycling and environmental stewardship. More recently, he oversaw the rollout of new “DaVinci” store formats designed to create more intuitive, human-centered retail environments, including a prominent location at CF Polo Park in Winnipeg.
Navigating Crisis and Industry Challenges
The final chapter of Mahlman’s leadership included significant operational and industry challenges. In 2024, London Drugs experienced a major cybersecurity incident that forced the temporary closure of all stores for over a week. Mahlman led the company’s response and recovery efforts during that period.
He also became an outspoken advocate for retail safety, particularly in British Columbia. As organized retail crime and in-store incidents increased, Mahlman participated in advocacy efforts calling for stronger government action. His involvement included highlighting the need for enhanced protections for frontline retail staff.
These efforts reflected a broader shift in industry discussions, moving beyond financial losses toward concerns about employee safety and store environments.
Nick Curalli Named Successor
Nick Curalli
As part of this London Drugs leadership transition, the company has appointed Nick Curalli as President and Chief Operating Officer, effective May 29, 2026.
Curalli brings more than 30 years of experience with London Drugs, having started his career as General Manager for Information Technology. Most recently, he served as Vice-President of Technology Solutions and has also held the role of Chief Privacy Officer.
His appointment signals a continued focus on technology and cybersecurity within the organization. Curalli has been involved in several innovation initiatives, including in-store digital tools to support product comparison and operational technology projects aimed at improving efficiency and customer experience.
The decision to name a successor immediately also represents a shift from past practice. Following Wynne Powell’s retirement in 2014, the company operated without a formal president until Mahlman was elevated to the role in 2018.
A Culture of Internal Promotion
The leadership change underscores a longstanding cultural characteristic within London Drugs and its parent organization, H.Y. Louie Co. Limited. Both Mahlman and Curalli built their careers entirely within the company, representing a combined tenure of more than 70 years.
This approach aligns with the broader leadership philosophy of the Louie family, whose retail roots date back to 1903 when Hok Yat Louie founded a general store in Vancouver’s Chinatown. The family later expanded the business significantly, including the acquisition of London Drugs in 1976 under Tong Louie.
The group’s holdings also include grocery operations through Georgia Main Food Group, which manages banners such as IGA Marketplace and Fresh St. Market in British Columbia.
Starbucks recently marked a milestone, announcing that 100 million coffee trees have now been provided to farmers across Latin America, developed to better withstand increasingly unpredictable growing conditions driven by climate change.
With Latin American countries like Colombia, Brazil, Honduras, Guatemala, Mexico, and Peru making up the vast majority of Canada’s coffee imports, according to StatsCan, this investment by Starbucks will help to protect the future of coffee enjoyed by millions on a daily basis across the country, it noted.
“This milestone reflects a long-term effort to help stabilize the future of coffee, supporting farmers in adapting while helping to protect the consistency and quality Canadians expect from their daily cup,” said Starbucks.
“At a time when more Canadians are paying attention to where their food and beverages come from, it also offers a tangible example of how global agricultural challenges are directly tied to everyday routines at home.”
Starbucks announced it has reached a major milestone in its work to support the future of high-quality arabica coffee: donating 100 million coffee trees grown from varieties selected for their performance in climate-adverse conditions.
Starbucks photo
“Beginning in 2017, Starbucks began donating trees to farmers in El Salvador, Guatemala and Mexico. Starbucks is also committing to donating an additional 50 million to farms in strategic origins such as Ethiopia, Rwanda, Tanzania and Colombia, among others, while continuing to support farmers in El Salvador, Guatemala and Mexico,” it said.
“Starbucks set the goal in 2017 to donate 100 million trees to help smallholder coffee farmers renovate aging or disease-prone plots and improve the productivity of their farms. Many of the trees donated draw on research advanced at Hacienda Alsacia, Starbucks global research and development farm in Costa Rica. There, agronomists study hundreds of hybrids and varieties along with soil health, plant nutrition and disease tolerance to help farmers adapt to the realities of a changing climate.”
An additional 50 million trees will be donated in the next phase.
“Healthy coffee trees can help support a family’s livelihood for decades when matched to the growing conditions of its region. Many farmers still rely on trees that struggle under climate pressure or are susceptible to diseases like coffee leaf rust. Replanting with stronger varieties can give farmers a foundation for more stable production over time, especially when tree replanting is paired with agronomy support and access to financing,” said the company.
“One of the ways Starbucks expands access to financing is through the Global Farmer Fund. Last year, the company reached its 2025 goal to provide $100 million in financing to smallholder farmers around the world.
Starbucks photo
“The fund partners with non-governmental organizations, fund managers and financial institutions to help farmers access capital for farm renovation, infrastructure improvements and greater financial stability. Many loan recipients also receive technical assistance in agronomy best practices business planning and price risk management. They may also receive training in management skills and understanding climate risks, followed by support to adapt to the impacts of a changing climate. These advisory services aim to benefit farmers long after the loan is paid.”
SHEIN Canada is returning to Vancouver, debuting its Spring/Summer 2026 collection with a four-day pop-up, transforming Metropolis at Metrotown into a fully immersive fashion destination.
Following the success of previous coast-to-coast activations, the Vancouver shopping edition serves as the official debut of SHEIN Spring/Summer 2026 (SS2026) collection. The pop-up is open to the public from April 9–12.
Designed to bridge the gap between digital inspiration and physical discovery, the pop-up will feature an ever-evolving floor set with collections refreshed daily, making every visit a unique style journey.
The pop-up showcases SHEIN’s top selections for SS2026, bringing the season’s style forecast to life through seven curated trend installations showcasing the key aesthetics shaping the months ahead. From Mermaidcore to the tech-inspired edge of Y3K and the understated elegance of Quiet Luxe, the range will have something for every shopper, said the company.
Each installation is designed as a boutique-style environment where shoppers can touch, feel, and fully immerse themselves in the fashion experience. Every trend is brought to life through curated in-store displays, transforming the space into a dynamic, multi-sensory style experience, it said.
The seven featured trend spaces include:
Boho Chic: A free-spirited style built around fringe, lace, and loose silhouettes in neutral tones. Layering is key, paired with bold handcrafted accessories; think shell jewelry, wide-brim hats, and woven bags.
Mermaidcore: A fantasy-driven aesthetic channeling ocean vibes. The silhouettes meet ethereal, aquatic textures.
Y3K: A hyper-futuristic style defined by reflective liquid-metal fabrics, cool-toned gradients, and exaggerated architectural silhouettes.
Poetcore: A soft, literary aesthetic drawing from Victorian influences; think romantic and vintage storytelling. Attire features ruffles, lace, puff sleeves, and natural fabrics.
Preppy Rebel: A bold, punk-inspired twist on classic collegiate staples. It’s a collision of college prep and rebellious edge, mixing pleated mini skirts, polo collars, and school uniform.
Elevated Athleisure: SHEIN’s take on sportswear that combines high-performance functionality and relaxed athletic silhouettes like joggers and oversized sweatshirts.
Quiet Luxe: Understated elegance that lets premium fabrics do the talking. The quiet style emphasizes minimalist tailoring and classic silhouettes. Accessories convey subtle, confident sophistication.
The SS26 pop-up invites guests to step inside the season’s defining trends and the experience will bring the season’s style forecast to life through seven curated trend installations, showcasing the key aesthetics shaping the months ahead – from Mermaidcore to the tech-inspired edge of Y3K and the understated elegance of Quiet Luxe, said SHEIN.
Alongside these trend displays, guests will also be able to shop a broader mix of Spring/Summer picks across SHEIN’s multi-category assortment, highlighting the brand’s evolution into a one-stop shop spanning women’s & men’s apparel, women’s curve, accessories, beauty, home, and pet products, it said.
