Lesley Conway has been named Head of Walmart Connect, effective May 5. In her new role, she will oversee the Walmart Connect business and is responsible for the Canadian strategic direction, operations and growth projects.
Conway brings over 25 years of experience spanning media, marketing and advertising and has a proven track record of executing highly effective strategies and driving innovation and growth, said the company.
Lesley Conway
Conway previously served as CEO of Mindshare Canada, leading the agency through a transformative period, adopting a full-funnel approach to media and digital-first mentality. Conway also previously served as President of Hatch64 – a performance marketing agency – and Senior Vice President of Sales for Bell Media. Her expertise will be instrumental in enhancing Walmart Connect’s advertising solutions, strengthening partnerships and delivering exceptional value to Walmart Connect clients, added the retailer.
“I’m thrilled to join the team and be a part of Walmart Connect’s journey of connecting brands and customers in meaningful ways,” said Conway. “Retail is a dynamic and ever-evolving space, and I couldn’t imagine a more exciting time to step into the world of retail media. I look forward to building strong partnerships with our brand and agency partners and collaborating with our talented team to create unique solutions for customers, fostering innovation and growth.”
Conway has held numerous positions across industry boards including the Canadian Media Director’s Council, the Board of Directors for the Radio Marketing Bureau, the Canadian Outdoor Bureau of Measurement and the Broadcast Bureau of Measurement’s Portable People Meter Committee.
In Canada, we find ourselves in a peculiar situation. Our largest trading partner is not happy with us. As the US has implemented numerous tariffs on Canadian made goods, Canada has responded with counter-tariffs on US made goods to try and inflict as much pain as possible on the States while minimizing the impact to Canadians.
Sort of a tit for tat approach. But as much as the Canadian government has tried to shield The Great White North from tariff trouble, we are about to feel it across the economy.
Bruce Winder
Retailers like Canadian Tire, Walmart, Costco and others have the size and capability to direct imports from countries such as China and somewhat avoid this situation. However, smaller retailers without scale often buy from US distributors who are facing a 30% duty, in the case of China. Some or all of the incremental duty impacting US importers will be passed onto Canadian sellers, who will in turn need to pass some portion of this increase to end consumers or other businesses.
Even the large retailers operating in Canada have some exposure as they buy from US firms who import raw materials, components, sub-assemblies or parts from China and other duty impacted countries. For these items, some inflation will follow.
In the grocery sector, although the Canadian government has given a six-month reprieve on counter- duties from US packaging, ingredients and food related raw materials, numerous items found in the grocery store are still subject to 25% duty coming into this country. Products like rice, pasta, produce, orange juice, coffee and consumer packaged goods such as cosmetics, shampoo, soap and more. Grocer Loblaw recently communicated that about 6,000 items could be negatively impacted by US targeted counter-tariffs in the weeks to come.
What level of price inflation will consumers see on shelf and online? It will of course vary based on the size of the retailer and their negotiating leverage with suppliers, the ability to substitute effected items with either Canadian or non-US sources and the characteristics of each item in terms of price point, brand and channel of distribution.
Overall, the retail business has thin margins and there is no room for retailers to eat the incremental tariffs. Full stop. Canada’s inflation rate is already running a little hot, when you take out energy and the reduction of the carbon tax. The next few months will be challenging and our hope is that Prime Minister Carney and team negotiate a deal with President Trump sooner rather than later or we may be facing another tough holiday season.
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 24 hours.
Courtney Watkins in front of the new Calgary Holt Renfrew boutique. Image: Mine & Yours
The luxury resale market is thriving in Calgary—at least if early results from Mine & Yours’ pop-up at Holt Renfrew are any indication. The Vancouver-based company launched the short-term space in April and, according to founder Courtney Watkins, sales have already surpassed expectations for the entire two-and-a-half-month run.
“We pretty much hit the full sales projections for the entire pop-up in just the first month,” Watkins said in an interview. “It’s been incredible. Holt’s staff told us they’re happy to have us here because we’re bringing traffic and energy into the store.”
Courtney Watkins, founder of Mine & Yours
The pop-up, located on the second floor of Holt Renfrew at Calgary’s CORE Shopping Centre, is scheduled to run through June 15. But given the response, Watkins says she’s asked about a possible extension. So far, no decision has been made.
Luxury Resale Resonates in Calgary
Mine & Yours’ concept—authentic, high-end resale fashion presented in a chic, boutique setting—is not entirely new, but it is still relatively novel within a department store environment in Canada. Holt Renfrew’s partnership with Mine & Yours marks the first time the resale brand has set up shop in Alberta. The reception, said Watkins, has been overwhelming.
“We already had a strong online customer base in Calgary. Those clients were thrilled to be able to shop us in person,” said Watkins. “But beyond that, I think Holt’s may have underestimated their own clientele’s appetite for resale.”
That appetite seems to include not just shopping, but also selling. The partnership includes a trade-in program where clients can sell their designer goods in exchange for Holt Renfrew store credit—an offering Watkins says has been especially popular.
“There’s been a great mix,” she noted. “Some customers are selling to us, others are shopping. And a lot are doing both—trading in items and using that credit to shop the Holt store. It’s been a win-win.”
Calgary Holt Renfrew pop-up. Image: Mine & Yours
Beyond Luxury: Contemporary Designers Shine
While luxury handbags remain a draw—especially via the store’s signature “bag wall”—Watkins said that ready-to-wear pieces from contemporary designers like Ulla Johnson and Isabel Marant have also seen strong sell-through.
“There’s definitely a market here for mid-tier contemporary designers,” she said. “We’ve priced some of those dresses in the $250–$300 range, which is accessible for people looking for designer fashion without the full-price commitment. And they’re not finding these styles anywhere else in the city.”
With just 500 square feet of space, inventory is tightly curated. But that hasn’t slowed shoppers.
“Our clients are very fashion-savvy and excited about the hunt. We’ve designed the space to feel boutique and elevated, even though it’s compact,” said Watkins.
Holt Renfrew in downtown Calgary. Photo: Holt Renfrew
A Strategic Sustainability Partnership
Holt Renfrew’s decision to host Mine & Yours was not driven by revenue projections, but rather by values. According to Watkins, the department store saw the pop-up as part of its commitment to sustainability and the circular economy.
“Holt Renfrew didn’t bring us in because they thought they’d make a big commission,” said Watkins. “This was about aligning with one of their pillars—sustainability. They wanted to offer clients a meaningful resale experience that encourages reuse and reduces fashion waste.”
That positioning appears to be resonating with shoppers. In addition to the store credit program, clients can simply sell items for cash or shop the curated selection of second-hand goods, which includes many rare and one-of-a-kind pieces.
“We’re showing people that resale doesn’t have to feel second-hand,” Watkins added. “It can be beautiful, fashion-forward, and aspirational.”
Calgary Holt Renfrew pop-up. Image: Mine & Yours
Looking Ahead: Calgary and Beyond
The success of the Calgary pop-up has spurred interest in establishing a more permanent presence in the city. While no lease has been signed, Watkins confirmed she is actively exploring opportunities.
“We would love to have a retail footprint in Calgary long-term—either with Holt Renfrew or elsewhere,” she said. “There’s clearly demand here. And we’ve laid the groundwork with this pop-up.”
Meanwhile, Mine & Yours is preparing to expand further in Toronto, with a second location expected to be announced soon. The brand currently operates a store in the Yorkville area, one of the country’s most prestigious luxury shopping districts.
“We’re finalizing details on a new Toronto space,” Watkins said. “We’re excited to grow our presence there. It’s an important market for us.”
Building a National Resale Brand
Founded in 2013, Mine & Yours has grown from a small boutique in Vancouver into one of Canada’s leading resale retailers. With three existing locations and a growing e-commerce platform, the brand is positioning itself as a national player in the luxury circular economy.
By blending high-end fashion with flexible selling options and curated shopping experiences, the company is helping to redefine what resale can look like in Canada.
“Our goal has always been to make resale feel as polished and elevated as shopping new,” said Watkins. “And to make sustainability something that feels exciting—not like a compromise.”
Mountain Equipment Company (MEC)—Canada’s leading outdoor specialty retailer since 1971—is returning to its roots under new Canadian ownership. The company has been acquired by a group of private Canadian investors who bring deep industry experience and a vision of reshoring some of MEC’s manufacturing back to Canada.
The investor group is led by Tim Gu, a veteran in Canadian retail, manufacturing, and investment. Gu is Chairman of Unisync Corp. (TSX: UNI), a publicly traded Canadian uniform and workwear company, and an investor in iconic Canadian heritage brands including Tilley and Roots.
Founded in 1971, MEC has built a legacy of expert staff, community connection, and a passion for the outdoors. The company’s mission is simple but enduring: to equip Canadians for a lifetime outdoors. With 24 stores and over 6 million members across the country, MEC is more than just a retailer—it’s a national community for outdoor enthusiasts.
Chris Speyer
“It really was the place that Canadian customers went for great advice, great product, a sense of community,” said Speyer, who joined MEC as Chief Merchandising Officer in July 2024 and is now part of the new ownership group.
Speyer, a seasoned industry executive who previously spent seven years at REI Co-op, the largest specialty outdoor retailer in the U.S., watched MEC’s journey closely—especially after it filed for court protection from creditors and was acquired in 2020 by U.S.-based Kingswood Capital Management, ending its 49-year run as a member-owned co-operative.
“I had a lot of questions around whether or not the model would continue to exist under American ownership,” Speyer said. “I was really pleased to see that it continued to serve the outdoor specialty business and remain relevant.”
What began as informal conversations with CEO Peter Hlynsky in early 2024 soon became a deeper commitment. “The more time I spent around MEC, the more I thought that it had a really important purpose in Canada,” he said.
With that belief in MEC’s unique Canadian role, Speyer committed to helping lead the company forward—and investing in its future. “If there was an opportunity to be part of the investment group, that was something I wanted as well—so I wasn’t just talking the talk, I was investing in what I believed in.”
The new ownership plans to deepen MEC’s local manufacturing footprint. “Tim brings this extraordinary background in Canadian manufacturing,” Speyer said. “He builds a lot of product for Canada Goose and others domestically. You’re going to see us lean into how we can, with our own MEC label, grow a higher penetration of made-in-Canada products.”
Source: Mountain Equipment Company
This marks a strategic shift from the short-term mindset often seen in private equity. “They tend to operate with a relatively short time frame—invest and exit,” said Speyer. “We’re coming in with a long-term mindset. We’re investing in value—not just for today, but for the future.”
That long-term value will be built around four core pillars: in-store expertise, activity-specific assortments, community connection, and values-based retailing centered on sustainability and access to nature.
“How do we show up through the people working the floor and double down on their expertise?” Speyer said. “How do we curate meaningful assortments for camping, hiking, climbing, backpacking? How do we act as a gathering place for the outdoor community and demonstrate our values in protecting outdoor spaces?”
Local relevance will also be key to MEC’s strategy. “There are very different ways people recreate in Quebec, in Vancouver, in Halifax,” said Speyer. “We want to double down on that local relevancy—so we can show up in a way that makes sense for each community.”
Source: Mountain Equipment Company
According to Speyer, customers are already responding to the return to Canadian ownership. “This weekend, we really heard from Canadians that, at this juncture in history, MEC being a Canadian-owned company matters a lot,” he said. “Canadians want to buy Canadian. They want to support Canadian companies. This shift in ownership really matters.”
While expansion is still on the table, Speyer says it’s not the immediate focus. “We’re always looking at opportunities,” he said, “but our focus right now is on doing things right—with purpose, patience, and a Canadian lens.”
For Speyer, the company’s mission to get Canadians outside is also personal. “In moments of stress, getting outdoors for a walk, bike ride, paddle or backpacking trip really matters,” he said. “Hopefully we all get a chance to enjoy some fresh air instead of just reading the newspapers and whatever the latest challenge is.”
So too is MEC’s journey—from co-operative to corporate to now Canadian again. Under its new ownership and leadership, the company is set to reforge its identity with a focus on homegrown values, local production, and a renewed connection with the customers who made it a national institution.
Odd Burger Corporation is making a significant leap in the Canadian retail landscape, announcing that its consumer-packaged goods (CPG) line will be available at more than 500 7-Eleven Canada locations starting mid-June.
The agreement includes a six-month exclusive distribution deal in the convenience-store vertical, with 7-Eleven set to carry four products: the Crispy ChickUn Fillet, Chickpea Burger, Smash Burger, and Breakfast Sausage.
James McInnes
“This is without a doubt one of those game-changing moments for our company,” said James McInnes, CEO and Co-Founder of Odd Burger. “We see incredible potential with this partnership, not only to grow our brand, but also to create truly accessible plant-based food options available to the masses. We believe that we can create huge change with this partnership, and we are ready to embark on this next chapter of innovation and growth.”
The product line is manufactured by Preposterous Foods, a wholly owned subsidiary of the Corporation. The company anticipates the new listing will substantially boost production at Preposterous Foods and further diversify its revenue streams.
“7-Eleven is excited to partner with Odd Burger for this national product launch,” said Jeff Monachello, Senior Director of Merchandising at 7-Eleven Canada. “7-Eleven is committed to increasing its vegetarian options and being a leader in sustainability and Odd Burger is well positioned to help us push these initiatives forward.”
Odd Burger operates as a vertically integrated food technology company and vegan fast-food chain, with smart kitchens and a proprietary line of plant-based protein and dairy alternatives. Its dual-channel approach—serving foodservice and retail—positions the brand to capitalize on growing consumer demand for sustainable and healthier food choices.
The Retail Council of Canada (RCC) is raising alarms over the potential for a second Canada Post work stoppage in just six months — a move the association warns could be catastrophic for retailers and their customers across the country.
“This kind of disruption could be disastrous,” said Diane J. Brisebois, President and CEO of Retail Council of Canada. “Retailers are already facing significant pressure due to ongoing global trade tensions. Another Canada Post shutdown would hit businesses hard, just as they are trying to recover from the last disruption and prepare for the critical summer and back-to-school retail seasons.”
Diane J. Brisebois. Image: Retail Council of Canada
The potential work stoppage comes at a delicate time for the Canadian retail sector, which is still dealing with the lingering impacts of the last postal disruption and contending with a shifting global economic landscape. Inflation, cross-border trade challenges, and supply chain instability continue to affect retailers’ bottom lines.
Canada Post: A Lifeline for Small Retailers
At the centre of the concern is Canada Post’s essential role in the day-to-day operations of both small and large retailers. For independent merchants, particularly those operating online, Canada Post is often the only cost-effective and reliable option for shipping products across the country.
“Retailers of all sizes rely heavily on Canada Post,” Brisebois explained. “For small and independent retailers, particularly those in the e-commerce space, Canada Post is often the only affordable and reliable delivery option to reach customers across the country.”
Smaller merchants, many of which launched or expanded e-commerce operations in the wake of the pandemic, do not have access to the volume discounts and integrated logistics networks that benefit larger corporations. Without Canada Post, they face steep surcharges or may be cut off from national markets altogether.
“Alternative delivery providers are often not economical,” Brisebois noted, “and as the last disruption showed, they quickly reach capacity and cannot absorb the overflow.”
Larger Retailers Also at Risk
While independent businesses stand to suffer the most, large national retailers are not immune to the impact of postal labour unrest. In particular, the distribution of marketing materials such as flyers and promotional catalogues has proven vulnerable during postal disruptions.
“In the previous work stoppage, millions of dollars’ worth of printed flyers never reached consumers, dealing a significant blow to retailers’ sales and customer outreach,” Brisebois said. “All this happened during the critical holiday shopping season.”
Flyers remain a key promotional tool for Canadian retailers, particularly grocery chains and general merchandise stores, many of which still rely on physical mail to reach consumers — especially in rural and remote areas where digital access may be limited.
Rural Communities Would Feel the Sharpest Impact
Beyond the direct business implications, RCC emphasized the broader social consequences of another service halt, particularly for rural and northern communities where Canada Post remains a vital link to essential goods, services, and communications.
“A postal service disruption would deeply affect Canadians, especially those living in rural and northern communities where Canada Post is often the only link to essential goods and services,” said Brisebois.
In many remote regions, Canada Post is the only delivery channel that reliably serves the area — including for items like prescription medications, health products, and government correspondence. Losing access even temporarily could create unnecessary hardship for vulnerable populations.
The Broader Economic Ripple Effect
With 2.3 million Canadians employed in the retail sector, any threat to operational continuity — such as a postal strike — has economic repercussions well beyond the storefront.
“The ripple effect of a Canada Post disruption goes well beyond delayed packages — it affects people’s livelihoods,” Brisebois warned. “The health of the retail sector depends on predictable, reliable infrastructure, and Canada Post plays a vital role in that ecosystem.”
RCC members collectively account for more than two-thirds of Canada’s core retail sales and 95 percent of the grocery market. These businesses operate over 54,000 storefronts, representing a vast and diverse cross-section of the economy. A disruption in mail delivery services could result in delayed orders, lost sales, and damaged consumer trust during a crucial seasonal window.
Call to Action: Collaboration or Intervention
As tensions rise, RCC is urging all parties — including Canada Post management and labour unions — to return to the bargaining table and find a resolution that ensures continuity of service. But the organization also signalled that, if necessary, government intervention should not be ruled out.
“Retail Council of Canada is urging Canada Post and its labour representatives to work collaboratively and expediently to find a resolution that avoids further disruptions and ensures Canadians and businesses can count on a stable postal system,” Brisebois said. “If they cannot, we urge the Federal Government to intervene immediately to resolve this issue once and for all.”
Previous strikes have often involved back-to-work legislation or mediated settlements — costly processes with significant political and economic implications. With consumer confidence already shaken and many retailers still recovering from pandemic-era losses, RCC says action is needed now to prevent further damage.
Retail’s Role in Canada’s Economic Engine
The stakes are high not only for the retail industry, but for the broader Canadian economy. According to RCC, retail is the country’s largest private-sector employer, generating over $93 billion annually in wages and employee benefits. In 2024, core retail sales — excluding vehicles and gasoline — exceeded $508 billion.
Retail Council of Canada, a not-for-profit and industry-funded organization, represents businesses of all sizes across every region. Its advocacy reflects the views of national chains and small independents alike, spanning grocery, department, specialty, discount, and online retailers.
As the industry braces for a summer marked by economic uncertainty and critical seasonal sales, RCC’s message is clear: the future of Canadian retail cannot afford another blow to its delivery infrastructure.
Canada’s pharmacy sector is undergoing a fundamental transformation, driven by technology, shifting patient expectations, and the growing demand for accessible healthcare. TELUS Health’s inaugural Pharmacy Trends Report: The Future of Pharmacy in Canada outlines five major trends shaping the nation’s healthcare landscape in 2025—and highlights the critical role pharmacists are playing in bridging gaps in primary care.
“We’re witnessing a seismic shift in Canadian healthcare delivery,” said Ratcho Batchvarov, Vice-president, Provider Solutions, TELUS Health. “Our first Pharmacy Trends report reveals that pharmacies are rapidly evolving into comprehensive healthcare hubs, bridging critical gaps in primary care access. With the specialty pharmacy market set to surge beyond $20 billion and automation driving a $1.9 billion revolution in central fill services, we’re not just talking about incremental change – this is a fundamental reimagining of community healthcare. Pharmacists have been advancing their role as frontline care providers, leveraging cutting-edge technology to offer more accessible, efficient and personalized care. This transformation is creating a more resilient and responsive healthcare ecosystem for all Canadians.”
Ratcho Batchvarov
Released in conjunction with TELUS Health’s Annual Conference in Toronto on April 29, the report sparked industry-wide discussion among leaders from healthcare, pharmacy, insurance, and benefits sectors. With the automated central fill pharmacy market projected to reach $1.9 billion by 2030 and the specialty pharmacy market expected to exceed $20 billion, the stakes for innovation have never been higher.
Pharmacies Filling Primary Care Gaps
The report reveals that as millions of people in Canada face challenges finding a family doctor, the country’s network of more than 10,000 licensed pharmacies is stepping in to deliver essential medical services—from vaccinations to prescribing medications for minor ailments. Patients are now seeing their pharmacists 1.5 to 10 times more often than their primary care physicians.
Streamlining Pharmacy Operations with Technology
Automation and advanced Pharmacy Management Systems are reducing administrative burdens and medication errors, freeing up pharmacists to focus on patient care. “Over a quarter of community pharmacists in one survey noted their dissatisfaction with the daily volume of prescriptions to be processed,” the report noted, underscoring the pressure pharmacists face and the potential relief offered by centralized prescription fulfillment.
These systems also support better collaboration with other healthcare providers, ensuring Canadians receive consistent, coordinated care across the healthcare continuum.
Meanwhile, the role of pharmacists continues to evolve alongside the rise in specialty drug claims—which have more than tripled over the past 15 years, growing from 10.4 per cent to 32.8 per cent of total pharmacy claims. This shift means pharmacists must now manage more complex medication regimens while guiding patients through increasingly specialized treatments.
Source: TELUS Health
Digital Tools Empower Patient Engagement
Digital health tools are also empowering patients to take charge of their healthcare journeys. Modern pharmacy apps enable users to manage prescriptions and track health data securely. These connections allow pharmacists to identify health trends earlier and deliver more personalized care.
“A recent survey found that 82 per cent of people in Canada reported being interested in virtual care appointments, showing yet again how patients are looking for more control of their healthcare journey,” explained Batchvarov. “Embracing this type of patient engagement, while providing a platform that keeps personal medical information confidential with the highest data security protocols, is a key way forward in securing the trust of patients.”
A Future-Focused Vision
The 2025 Pharmacy Trends Report not only highlights how the pharmacy sector is shifting but also offers a clear roadmap for pharmacy managers and healthcare stakeholders to adapt and thrive in a rapidly evolving environment.
As Batchvarov emphasized, this is not just evolution—it’s a transformation. From technology to trust, pharmacies are being reimagined as core pillars of community healthcare in Canada.
Ali Haider Couture studio opening party, May 2025 at 276 Carlaw Ave. in Toronto. Photo supplied
Canadian-Pakistani designer Ali Haider, founder of the globally recognized fashion brand Ali Haider Couture, has opened a new studio showroom in Toronto, marking a significant evolution for the label known for its rich fusion of Eastern and Western couture. Located at 276 Carlaw Avenue in Toronto’s east end, the 1,300-square-foot studio serves as the brand’s Canadian flagship and offers a personalized, immersive fashion experience for clients seeking custom bridal and occasion wear.
“This is the most intentional space I’ve ever designed,” said Haider in an interview with Retail Insider. “It was an empty shell, and I had to build my world inside it—one that reflects my aesthetic, heritage, and vision. It’s inspired by Mughal architecture and the Taj Mahal, but with a clean, modern twist.”
From Graphic Design to Global Runways
Haider’s journey to becoming a fashion designer is as unexpected as it is inspiring. After graduating from OCAD University in 2016 with a degree in graphic design, he quickly realized that the field didn’t ignite his passion.
Instead, a six-week sewing course—surrounded by ‘grandmothers stitching pillowcases’—set him on a path to the fashion world.
“I told the class I wanted to be like Alexander McQueen,” he recalled, laughing. “Everyone else was there to sew for their grandkids.”
Within a year, Haider had launched his namesake brand, debuting in Toronto in 2017 before making rapid strides to showcase at New York Fashion Week and Paris Fashion Week by 2019. “Things moved fast,” said Haider. “I felt like I was climbing the right ladder.”
Ali Haider in his new studio. Photo supplied
Pandemic Pivot: Embracing Heritage and Launching in Pakistan
However, the COVID-19 pandemic disrupted Haider’s upward trajectory. “My show was ready—everything was set—and then, two weeks before, the world shut down,” he said. “I spiraled a bit. I felt lost.”
It was a suggestion from his mother that shifted his perspective. “She said, ‘Why don’t you explore your Pakistani heritage and try something more Eastern?’” Haider explained. “I’d always loved embellishment and hand embroidery, so it made sense.”
In 2022, Haider traveled to Pakistan and opened a showroom, offering bridal and party wear to a growing clientele of overseas Pakistanis. “It took off quickly,” he said. “But logistically, it was tough living in Canada while running operations over there.”
The experience convinced him that his next move should be opening a permanent, full-service studio in Toronto.
Ali Haider Couture studio at 276 Carlaw Ave. in Toronto. Photo supplied
Couture with a Personal Touch
Haider’s Toronto studio emphasizes custom design over off-the-rack purchases. “Everything is still made to your size,” he noted. “We do two tiers: one is couture, with intricate hand embroidery that takes months to complete. The other is more accessible party wear, which can be ready in about two weeks.”
While the couture pieces for brides start at around $3,000, Haider emphasized accessibility. “My goal is to dress as many people as possible,” he said. “I keep prices reasonable without compromising quality. Some simpler pieces start at $300.”
The studio, which will operate largely by appointment, reflects this personalized approach. “It’s more than a store—it’s an experience,” he said. “Clients can see the fabrics, touch the garments, and discuss their vision. That kind of intimacy is key in custom fashion.”
Ali Haider Couture studio opening party, May 2025 at 276 Carlaw Ave. in Toronto. Photo supplied
Supporting Craftsmanship and Global Sourcing
Haider’s materials are sourced from around the world, with a focus on excellence and ethical production. “I buy the best I can find,” he said. “Korean silks are phenomenal, but I also rely heavily on local manufacturers in Pakistan.”
He noted that Pakistan remains a global textile hub, often behind-the-scenes for major brands. “People don’t realize how much of what you see at Zara or H&M starts in South Asia,” he said. “So for me, supporting the local economy is part of giving back.”
Future Plans: A Lifestyle Brand in the Making
While the new Toronto studio marks a major milestone, Haider is already envisioning a broader future for his brand. “I definitely see more locations—maybe one in the U.S., one in Pakistan,” he said. “But I don’t want to grow too fast or lose the integrity of the custom process.”
In addition to clothing, Ali Haider Couture has started offering men’s footwear, women’s jewelry, and handbags. But Haider sees even more potential: “I’m very interested in homeware. The South Asian aesthetic is a lifestyle, not just fashion.”
He imagines textiles, cushion covers, and wallpaper—all designed with the same attention to detail as his garments. “It would complete the world I’m building,” he said.
Ali Haider Couture studio at 276 Carlaw Ave. in Toronto. Photo supplied
Strategic Timing with Fashion Art Toronto
Haider is timing the launch of his studio to align with a high-profile show at Fashion Art Toronto (FAT), the city’s leading alternative fashion week. He will headline the event’s closing night on June 1 for FAT’s 20th anniversary.
“They asked me to do something special, so I thought why not tie everything together?” said Haider. “This studio is a big step in my career, and sharing that energy with a live audience makes it all the more meaningful.”
Fashion Art Toronto will also be sending a media team to capture content at the studio. “We’re creating a lot of visuals, and I’ll be sharing everything,” he added.
Ali Haider Couture studio at 276 Carlaw Ave. in Toronto. Photo supplied
Building a Brand Beyond Borders
Haider’s brand may have been born in Toronto, but it now speaks to a global audience. “I serve a diaspora,” he said. “My clients are Pakistani-Canadians, Pakistani-Americans, and others who want something rooted in tradition but reimagined with modern flair.”
By combining intricate craftsmanship, contemporary silhouettes, and a deeply personal approach to fashion, Ali Haider Couture is carving out a niche in the luxury market—one built not on mass production but on meaning.
“In this industry, people want to feel something,” said Haider. “I want my clients to feel transformed, empowered, and truly seen. That’s what couture should be.”
Temu, the global online marketplace, has taken a significant step in bolstering its intellectual property protection efforts, signing a Memorandum of Understanding (MoU) with the International AntiCounterfeiting Coalition (IACC).
The MoU, signed during the IACC’s 2025 Annual Conference in San Diego recently, marks the beginning of a deeper collaboration between the two organizations aimed at cracking down on the sale of counterfeit goods online. As part of the agreement, Temu has also joined the IACC’s newly launched Marketplace Advisory Council (MAC) as an inaugural member.
“We’re pleased to welcome Temu as an inaugural member of the Marketplace Advisory Council and as a key partner in our shared fight against counterfeiting,” said Bob Barchiesi, President of the International AntiCounterfeiting Coalition. “This MoU reflects a meaningful step forward in our collaboration, grounded in transparency, accountability, and a joint commitment to consumer protection. The IACC created the MAC to bring stakeholders together in a way that drives real, sustained impact—and Temu’s participation helps strengthen that vision.”
Temu’s IP Compliance Lead for the U.S., Christine Casaceli, joined Barchiesi in signing the agreement, underscoring the company’s growing focus on protecting brand integrity within its rapidly expanding platform.
The MAC serves as a collaborative forum where e-commerce platforms, payment companies, and global brands can work together, share insights, and forge stronger partnerships in addressing the persistent issue of counterfeit goods online. Members of the MAC include high-profile names such as Amazon, eBay, Mastercard, PayPal, Visa, Apple, Chanel, Colgate-Palmolive, Disney, Ford, Johnson & Johnson, and Nike.
“Joining this coalition underscores Temu’s commitment to building a trustworthy online marketplace,” said a Temu spokesperson. “We look forward to collaborating with other industry leaders to create a powerful, collective force against the sale of illegal goods online.”
Since its launch in 2022, Temu has placed a strong emphasis on intellectual property enforcement. Its efforts include comprehensive seller vetting and compliance training, 24/7 algorithmic monitoring backed by manual review, a dedicated IP protection portal and brand registry for streamlined takedown submissions, and an internal enforcement team known for handling claims with speed and precision.
Temu’s entry into the MAC aligns with its broader mission to provide a secure and reliable shopping experience. Operating in more than 90 markets worldwide, Temu connects consumers with millions of manufacturers, brands, and business partners while maintaining a focus on affordability and quality.
With the MoU in place and its role in the MAC established, Temu is positioning itself as a key player in the global effort to curb counterfeiting and safeguard consumer trust.
