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Anne Mulaire Marks 20 Years of Sustainable Canadian Fashion

Winnipeg-based fashion brand Anne Mulaire is marking a major milestone in 2025 — celebrating 20 years in business. Founded by Métis designer Andréanne (Anne) Mulaire Dandeneau, the brand has stayed true to its roots: Canadian-made, sustainable, inclusive, and steeped in Indigenous storytelling.

“I used to be a contemporary dancer, and I grew up very connected to my Métis heritage, said Dandeneau. Our values were all about taking only what you need — living sustainably. That has stayed at the heart of everything I’ve built with Anne Mulaire.”

Andréanne (Anne) Mulaire Dandeneau

Today, as the brand celebrates two decades, it remains proudly manufactured in Winnipeg, using Canadian-knitted and dyed fabrics, while operating its flagship boutique and production facility at 421 Mulvey Avenue.

From Dance to Design: How It All Began

Before becoming a fashion entrepreneur, Dandeneau was immersed in the world of dance — a discipline that first revealed to her the shortcomings of synthetic fabrics.

“The costumes were all polyester, not breathable,” she recalled. “I started making costumes for my fellow dancers. At some point, I had to decide — would I continue dancing professionally or do something different?”

That decision led Dandeneau to Montreal, where she studied fashion design. But sustainability was still a missing conversation.

“During my time in fashion school, no one talked about sustainability,” she said. “I brought my knowledge into the classroom, always pushing against the grain. For my final project, I sourced silk-hemp blends and crocheted lace featuring wolf paw prints. It was my ‘aha’ moment — realizing there was space in fashion for someone championing natural fibres and sustainability.”

Photo: Anne Mulaire

Building a Brand in Winnipeg

After graduating, Dandeneau returned to Winnipeg, launching her brand in 2005. Her first client was a yoga studio that loved her natural-fibre creations. She built momentum, focusing on wholesale before quickly pivoting during the 2008 economic crash.

“Instead of letting stores go bankrupt owing me money, I took my inventory back and pivoted to direct-to-consumer shows like Toronto’s One of a Kind,” she explained. “I built that model for ten years, sometimes doing three shows at once across Canada and the U.S.”

This agility helped the brand survive multiple economic challenges, including the 2008 financial crisis, the COVID-19 pandemic, and now tariff-driven disruptions.

Photo: Anne Mulaire

Thriving Through Crises with Core Values Intact

The decision to manufacture locally has insulated Anne Mulaire from recent international tariff impacts — a move Dandeneau now sees as critical.

“When people ask how tariffs affect me, I say, ‘They don’t.’ Everything is made here. Our fabrics are knitted in Ontario. Our tags, printing, everything is Canadian,” she said proudly.

While U.S. sales have dipped slightly due to cross-border fees, the brand’s Canadian customer base remains strong and loyal — a testament to the lasting resonance of its values.

Reflecting on two decades in business, Dandeneau added: “You have to decide early — do you want to be a CEO who chases profit or a CEO of impact? I chose impact.”

Photo: Anne Mulaire

Commitment to Inclusivity and Circular Fashion

Inclusivity and sustainability are not just buzzwords for Anne Mulaire — they are deeply embedded in its operations.

The brand offers sizes from XXS to 6X, expanded during the pandemic to ensure accessibility for more customers. “True sustainability means it’s available to everyone,” Dandeneau emphasized.

Their Return to Nature program also exemplifies a holistic commitment to circular fashion. It includes repair, refresh, and resale initiatives, helping extend garment lifecycles and diverting textiles from landfills.

“We just did a resale drop,” she said. “Customers bring back pieces they no longer wear, and we resell them. It’s like giving garments a second life — and it’s better for the planet.”

Anne Mulaire showroom in Winnipeg. Photo: Anne Mulaire

A Boutique and Manufacturer in One

The Anne Mulaire boutique is a rare model: a combined retail space and manufacturing facility. Customers visiting the Mulvey Avenue location can witness the craftsmanship firsthand — a rarity in today’s fast fashion-dominated market.

But the boutique wasn’t always part of the plan. After a former manufacturing partner defaulted, Dandeneau seized the opportunity to build her own operation from scratch in 2010, recruiting skilled workers, including some previously employed by Winnipeg-based Nygard.

“My office was in my parents’ basement for eight years to keep costs low,” she laughed. “Slowly, we transformed part of the factory into a boutique. It evolved organically.”

Today, the boutique offers a full expression of the brand: career wear, casual styles, elegant dresses, and heritage pieces featuring intricate embroidery inspired by her Métis ancestry.

Photo: Anne Mulaire

Storytelling Through Fashion

Every garment at Anne Mulaire tells a story — often literally.

“My father, a Métis artist, creates the prints for our collections,” Dandeneau explained. “Behind every design is a story about Indigenous culture in Canada. Clothing should mean something — it shouldn’t just be worn; it should inspire conversation.”

One standout piece is the Mulaire Jacket, featuring embroidery inspired by Dandeneau’s ancestor — one of the first Métis schoolteachers in the Red River region. “She combined Métis beading traditions with European embroidery, and I wanted to keep her spirit alive in my work,” Dandeneau said.

Anne Mulaire manufacturing facility in Winnipeg. Photo: Anne Mulaire

Looking Ahead: Expanding with Purpose

While the boutique continues to thrive in Winnipeg, Dandeneau has her sights set on expansion — but only thoughtfully.

“We’re working towards opening a store in Banff, Alberta,” she revealed. “It’s been a two-year search for the right space. We want to offer customers the full Anne Mulaire experience — something wholesale just can’t replicate.”

Banff would mark a symbolic and strategic next step: a Made-in-Canada, Indigenous-owned brand bringing authentic sustainable fashion to an iconic Canadian destination.

“There’s no clothing brand in Banff right now that’s truly made in Canada,” Dandeneau noted. “We would bring something unique — beautiful, sustainable fashion that carries the spirit of Métis culture.”

A Message for the Next Generation of Entrepreneurs

As Anne Mulaire celebrates 20 years, Dandeneau hopes her journey inspires others to stay true to their vision.

“I heard so many no’s along the way: ‘You can’t do both sustainable and Indigenous,’ ‘You have to manufacture overseas.’ But I stayed the course,” she said. “If you believe in your values, you can build something that lasts — something that matters.”

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Odd Burger announces distribution deal with Dot Foods Canada

Image: Odd Burger

Odd Burger Corporation, a leading vegan fast-food restaurant chain and food technology company, announced Wednesday that its manufacturing division, Preposterous Foods Inc. has secured a distribution deal with Dot Foods Canada.

The distribution deal will make Odd Burger’s retail and food service line available to hundreds of distributors across Canada, greatly expanding the accessibility of Odd Burger’s manufactured food products.  Odd Burger manufactures 5 frozen plant-based retail products for grocery stores and 20 plant-based foodservice products designed for restaurant use out of its manufacturing facility in London ON, said the company in a news release.

“The initial launch with Dot will see 5 retail SKUs available for distribution including the Company’s ChickUn Fillet, Smash Burger, Chickpea Burger, ChickUn Pretenders and Breakfast Sausage. The distribution deal with Dot will allow Odd Burger to better service national grocery and restaurant chains, as the Company will now be able to offer a convenient distribution channel and a national pricing program for its product lines,” it said.

James McInnes

“We believe that this is a very significant step forward for Odd Burger,” said James McInnes, CEO and Co-Founder of Odd Burger.  “This distribution deal will allow us to secure listings with national retailers and will greatly increase our ability to grow revenue.  Dot will also simplify our logistics and production process, which will drive efficiency across our manufacturing division.”

Dot Foods Canada is a Canadian business founded in 2016 and is a wholly owned subsidiary of Dot Foods Inc. Dot has distribution centres in Ingersoll ON and Calgary AB where it lists over 3,300 products from over 100 suppliers and services nearly 400 distributors. Dot specializes in Less Than Truckload (LTL) quantities, allowing its customers to order with a single case order minimum making products more accessible and more affordable across the supply chain.

Odd Burger Corporation is a franchised vegan fast-food restaurant chain and food technology company that manufactures a proprietary line of plant-based protein and dairy alternatives. Its manufactured products are distributed to Odd Burger restaurant locations through its foodservice line and sold at grocery retailers through its consumer-packaged goods (CPG) line. Restaurants operate as smart kitchens, which use state-of-the art cooking technology and automation solutions to deliver a delicious food experience to customers craving healthier and more sustainable fast food. With small store footprints optimized for delivery and takeout, advanced cooking technology, competitive pricing, a vertically integrated supply chain along with healthier ingredients, the company is revolutionizing the fast-food industry by creating guilt-free fast food that can be enjoyed at its restaurant locations or at home though its CPG line.

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Canadian health food industry thrives despite economic challenges: Aaron Skelton, CHFA

Source: CHFA
Source: CHFA

The health food industry in Canada continues to demonstrate strong growth despite ongoing economic headwinds, says Aaron Skelton, President and CEO of the Canadian Health Food Association (CHFA).

Based in Toronto, Skelton leads the CHFA, the country’s largest trade association dedicated to natural, organic, and wellness products. 

Aaron Skelton
Aaron Skelton

“We’ve got a mission of getting more healthy living products into the hands of more Canadians,” he said.

Representing the full ecosystem—from retailers to distributors, suppliers, manufacturers, and brokers—the CHFA boasts a membership that spans the entire value chain. “We’ve been around for 61 years now,” he added, “so well steeped in the changes that have happened in the health food industry.”

Recently, the Association hosted CHFA NOW Vancouver, its bi-annual trade show spotlighting hundreds of natural, organic, and wellness (NOW) brands to a key retail audience. While enthusiasm for the “Buy Canadian” movement is strong, early-stage startups are facing significant hurdles, including a decline in seed funding in 2024 and Canada’s lagging behind other developed countries in innovation and productivity.

CHFA is working hard to improve the landscape for NOW brands. A highlight of the trade show was CHFA Launch Pad, where eight passionate entrepreneurs pitched live on stage in a Dragons’ Den-style competition for the coveted Most Innovative Product award. The winner, Vancouver’s Magic Scoop, secured a prize valued at over $60,000 and face time with decision-makers who can help fast-track their success.

Skelton noted the CHFA focuses on three major areas: hosting industry events, federal advocacy, and arming members with data-driven insights. 

“We focus on getting the industry together, and we do that through a multitude of events throughout the year,” he said. “We do a lot on advocacy and lobbying work… and then we’ve established quite a large directive on research and insights.”

When asked how the industry is faring in today’s economic climate, Skelton emphasized its durability.

“It’s been quite resilient over the last couple decades and has seen—even through some tough economic challenges—some really positive growth,” he said. “Health Canada-approved natural health products… continue to see quite strong growth into the double digits year over year.”

However, he acknowledged the challenges that persist. “This sector has not been immune from some of the economic challenges—some of our own creation and some that have been brought to us,” he noted.

Because the industry largely comprises small- and medium-sized businesses, Skelton said anything that stifles innovation and entrepreneurship can be particularly damaging. “Whether that be just the cost of doing business, access to capital, or a general environment that is benefiting innovation—this sector has seen growth for sure, but there are definitely sub-stories in it of challenges imparted on it by the current economic conditions.”

Source- Canadian Health Food Association
Source- Canadian Health Food Association

Looking forward, CHFA’s focus includes continuing to increase awareness, advocate for regulatory improvements, and guide members through a complex retail environment.

“One [priority] is ensuring that we create awareness, both through our supplier networks but also with our retail partners on what Canadians are looking for,” Skelton explained. “We’re quite proud on the natural health product side that over 82% of Canadians are now using a natural health product on a regular basis.”

Reducing regulatory burdens is another core part of CHFA’s strategy. 

“Working directly with Health Canada and government officials to ensure that we’ve got the right environment for these really inspiring and necessary small business stories is really important,” he said.

Another challenge for CHFA members is navigating the increasingly costly Canadian retail landscape. “Canadian grocery is quite consolidated, as you would know very well,” Skelton said. “The increase of cost of doing business with most of these larger retailers are notably high… trade spend, promotional spends, distribution expenses have really been going up faster than sales have.”

To support its members, the CHFA prioritizes delivering insights that help brands allocate resources effectively. “We try to work with our supplier partners to give them better research and insights so that they can make better choices, be more efficient and effective with where they’re putting their dollars,” said Skelton. “And sharing that back with our retail partners so they know what Canadian consumers are looking for.”

“I think we’ve been really proud of the work we’ve been able to do to connect the right businesses together,” he said. “Regulatory and lobbying work can get a bit of an echo chamber… so ensuring that we can play an important role in translating that for the audience to ensure our members can make the best decisions is something that we’re quite proud of doing.”

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Canadian Brands Must ‘Walk the Talk’ in Era of Rising National Loyalty

Foodland/Pape Market in Toronto. Photo: Apple Maps

As global tensions and economic pressure mount, Canadian consumers are demanding more than patriotic marketing — they want authenticity, community investment, and proof of values. According to Eve Rémillard-Larose, CEO of TBWA Canada, the stakes have changed, and brands must evolve or risk losing relevance.

“The day after Donald Trump made those comments, our phones started ringing off the hook,” said Rémillard-Larose in an interview. “Brands were panicking — they wanted to tell Canadians they were Canadian or that they’ve always been part of the community.”

Eve Rémillard-Larose, CEO of TBWA Canada

That initial rush, she explained, resulted in a marketing flurry. Maple leaves began appearing in advertising, websites were updated with patriotic copy, and slogans invoked unity. But the tone quickly shifted.

“Consumers began asking, ‘Okay, but what do you do for me?’” she said. “There’s this economic reality. Groceries are more expensive. Housing’s more expensive. People are scrutinizing brands more critically now.”

Authenticity Over Optics

Founded globally in the 1960s and operating in Canada for over 20 years, TBWA — dubbed “The Disruption Company” — has long partnered with major brands to craft creative campaigns that break through the noise. 

Clients like Nissan, Apple, and RBC trust TBWA’s bold approach, with its Canadian arm operating out of Montreal, Toronto, and Edmonton with over 200 employees.

In recent months, however, the agency has focused on helping brands respond to a growing call for authenticity. 

“It’s not enough to say you’re Canadian,” Rémillard-Larose explained. “You need to walk the talk. Consumers want to see tangible ways you’re contributing to their communities.”

Many brands, she noted, have already been doing the work — investing in local partnerships, hiring Canadian workers, sourcing from Canadian suppliers — but had never communicated those actions in a meaningful way.

The Air Transat ‘Canadian Ocean’ Moment

One recent example of TBWA’s approach is its cheeky campaign for Air Transat. Using April Fools’ Day as a launchpad, the agency helped the airline temporarily rebrand the Atlantic Ocean as the “Canadian Ocean.”

“We needed Ontario to understand that Air Transat flies direct to Europe, with over 100 weekly flights,” said Rémillard-Larose. “So we came up with a playful idea: if we’re crossing the ocean so often, let’s name it after ourselves.”

The campaign struck a nerve. “People laughed. They shared. But more importantly, it opened a conversation,” she added. “It was the perfect blend of cultural commentary and brand positioning.”

Spotlight on Foodland: Supporting Local Since Day One

Another campaign close to the CEO’s heart is for Foodland, a grocery banner under Sobeys that emphasizes hyper-local sourcing and deep community ties.

“Foodland has always bought from local farmers and supported regional economies,” said Rémillard-Larose. “It was already walking the walk, so this moment became an opportunity to amplify its values.”

The challenge, she said, was to evolve beyond slogans and show Canadians what brands like Foodland are doing — and have always done — to support people close to home.

Redefining What It Means to Be a Canadian Brand

As conversations around national identity and trade become more nuanced, so too do definitions of Canadian brand loyalty. Can a foreign-owned brand be Canadian if it employs Canadians, gives back locally, and manufactures in Canada?

“There’s complexity,” said Rémillard-Larose. “We’re seeing debates. Some brands were founded elsewhere but do more for Canadians than those that were born here. So the question becomes: what truly matters?”

She believes the focus should be less on where a brand is headquartered and more on its actions.

“I don’t think you need to be founded in Canada to have a meaningful impact,” she said. “If you’re invested here, if you’re giving back, if you’re showing up for communities — that’s what matters.”

Air Transat ads on Dundas Square in Toronto. Photo: Air Transat

The Risk of Superficial Patriotism

In the early days of the nationalist wave, some brands were quick to wrap themselves in the flag — sometimes without the substance to back it up. Rémillard-Larose warns that this kind of opportunistic marketing can backfire.

“Canadians are smart. They’ll call out performative patriotism,” she said. “This is not a ‘buy Canadian’ versus ‘don’t buy American’ issue. It’s more about trust, values, and connection.”

She noted that consumers are increasingly asking, Is this brand for me? Does it align with my values? Does it support my community? These questions now influence purchasing decisions more than ever.

Regional Nuances: Buying Local in a Diverse Country

Although the nationalist sentiment has united Canadians coast-to-coast, regional variations still matter.

“In Quebec, for example, you might see a stronger push for local French-language support. In Alberta, maybe the messaging has to be more fiscally conservative,” said Rémillard-Larose.

“But overwhelmingly, people want to support what’s in their backyard. We saw a strong shift toward ‘buy local,’ not just ‘buy Canadian,’” she added.

Campaigns that Drive Conversation — Not Division

Navigating patriotism in a divided global landscape isn’t easy. Brands must tread carefully, avoiding political landmines while staying relevant.

That’s where TBWA excels. “With Transat, we walked the line beautifully. It was clever without being divisive,” said Rémillard-Larose. “It got people talking — but in a positive way.”

That balance, she explained, is key. “You can be culturally relevant and funny without being polarizing. That’s the challenge creative agencies need to embrace right now.”

Data-Driven Decisions With a Human Touch

TBWA doesn’t rely on gut instinct alone. The agency begins every campaign with research into Canadian sentiment, values, and community concerns. Then it maps those insights against the brand’s core DNA to find alignment.

“We ask: what matters to Canadians, and how can this brand show up in that space authentically?” said Rémillard-Larose.

Success is measured not just in sales, but in trust, perception, and sentiment.

“We’re not looking for flash-in-the-pan virality,” she said. “We want to build long-term loyalty.”

Advice for Canadian Retailers: Be Real and Give Back

For Canadian retailers wondering how to navigate the current climate, Rémillard-Larose offers a simple yet powerful piece of advice: authenticity above all.

“If you want to stand tall and say you’re Canadian, then back it up,” she said. “What are you doing to earn that trust? Are you giving back? Are you helping Canadians stretch their dollars?”

She also urged retailers to think long-term. “This may be a moment, but there will be others. If you’ve built goodwill now, you’ll be better prepared next time.”

A Global Opportunity for Canadian Identity

Beyond domestic impact, Rémillard-Larose sees opportunities for Canadian brands on the global stage — especially those who lean into the country’s core values.

“We’re known internationally as nice, fair, welcoming — and those qualities are more valuable than ever,” she said. “Brands like Roots or Lululemon could do even more to reflect that image abroad.”

With the right mix of substance, storytelling, and pride, she believes more Canadian companies can become international icons.

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Toronto condo retail market sees 53% drop in sales dollar volume: JLL Report

The Condo Retail Sales Report: Trends and Insights 2019-2024 by JLL examined the condo retail real estate market trends in Toronto, analyzing transaction data to provide insights into market performance and dynamics. 

“The condo retail real estate market has experienced notable shifts during this period, influenced by macroeconomic conditions such as interest rate changes and evolving investor sentiments,” it said.

“The data reveals a market that has navigated fluctuations in pricing and capitalization rates with 2023 and 2024 marking a decline in total transaction volume while maintaining relatively stable PPSF levels.”

The analysis concentrates exclusively on ground level retail space at the base of residential developments (those with condominium and stratified freehold ownership titles – both of which, for the purposes of this report, are referred to as ‘condo retail’’) located from Jane Street to the west, St. Clair Avenue West and Lawrence Avenue West to the north, and the Don Valley Parkway to the east (plus Leslieville) and Lake Ontario to the south.

Source: JLL
Source: JLL
Source: JLL
Source: JLL

“The total dollar volume of retail transactions over the six-year period was $484.5 million, peaking in 2019 at $116.6 million, followed by a consistent decline through to 2024, where volume dropped to $54.8 million – a 53% decrease over six years. The decrease is likely attributable to a combination of factors, including higher borrowing costs, cautious investor sentiment, and diminished property valuations resulting from increasing capitalization rates,” said the report.

“The total number of condo retail sales completed from 2019 through to the end of 2024 is 106. Transaction volume remained relatively stable in terms of deal count, with the number of transactions per annum ranging from 16 to 19. The years 2020, 2021, and 2022 saw the highest number of transactions at 19 each, while 2019 and 2023 had the lowest at 16. This stability in transaction count suggests a consistent level of market activity despite fluctuations in total dollar volume.

Source: JLL
Source: JLL
Source: JLL
Source: JLL

The report said the average price per square foot (PPSF) has fluctuated significantly over the six-year period, with no clear upward or downward trend. It reached its peak of $1,201 in 2020, following a rise from its lowest point of $946 in 2019, representing a 27% increase. These fluctuations might reflect changes in the mix of property types being sold, location variations within the study area, and overall market volatility influenced by broader economic factors. Subsequent years have seen various shifts in PPSF, indicating a dynamic and unpredictable market environment. 

“Cap rates have shown notable variation over the study period, ranging from a low of 4.32% in 2021 to a high of 5.50% in 2024. There is an upward trend in recent years, with 2023 hitting a 5-year high of 5.45% before reaching 5.50% in 2024. The lowest average cap rate was recorded in 2021 at 4.32%, indicating peak investor confidence during a period of historically low interest rates. Conversely, the highest average cap rates were observed in 2024 (5.50%) and 2023 (5.45%), reflecting softening market conditions and a shift towards buyer-favourable pricing. This upward trend in cap rates aligns with the broader economic context of rising interest rates and increased market uncertainty,” explained JLL. 

A significant shift towards end-user transactions has been observed from 2019 to 2024. In 2019, only 25% of sales were to end-users, but by 2024, this proportion had risen dramatically to 88.2%. This trend clearly demonstrates a growing preference for owner-occupied properties, particularly among professional services such as dentists, who are increasingly focused on purchasing their own real estate, noted the report. 

Several factors have prompted this shift towards owner-occupier purchases:

1. Lower sales velocity for income-producing assets
2. Rising interest rates, making ownership potentially more attractive than leasing
3. The desire for greater control over property use and potential for long-term appreciation

“This trend has implications for both the market dynamics and the future composition of condo retail space ownership, potentially leading to a more diverse and stable tenant mix in these properties,” it said.

The report said the average size of transactions has fluctuated significantly over the study period. 2019 stands out with the largest average transaction size of 7,780 square feet. Subsequent years saw a shift towards smaller average transaction sizes, ranging from 3,514 to 4,953 square feet. This trend aligns with the increasing proportion of end-user transactions, which historically have resulted in smaller unit sizes. This is exemplified in 2024, where 15 end-user transactions averaged just 2,902 square feet, significantly below the overall average for the period. This shift in transaction size reflects the changing nature of demand in the condo retail market, with smaller, owner-occupied units becoming increasingly prevalent. 

“The retail real estate market from 2019 to 2024 reflects a period of significant transition. While total transaction dollar volume has declined substantially, pricing metrics such as price per square foot (PPSF) have shown resilience. Simultaneously, cap rates suggest a recalibration of investor expectations in response to changing market conditions,” said the report.

Source: JLL
Source: JLL

Looking ahead, investors should closely monitor several key factors, it added:

1. Interest rate movements and their impact on financing costs
2. Consumer spending patterns and their effect on retail performance
3. Evolving retail fundamentals, including the shift towards end-user ownership

“These factors will be crucial in identifying opportunities in a market that is adjusting to new economic realities. The increasing trend of end-user purchases, particularly among professional services, may continue to shape the landscape of condo retail real estate in the coming years,” said JLL.

The condo retail sales market for 2025 is expected to stabilize, with several key trends emerging, added the report: 

  1. End-user interest is projected to remain strong, driven by consistent lending environments and more affordable debt. However, we anticipate user transactions as a percentage of the overall market to decrease from the record high of 88.2% seen in 2024;
  2. Economic uncertainties in the United States are fostering caution among Toronto investors. Nevertheless, the cap rate precedents set in 2024, averaging 5.50%, may provide sellers with confidence in asset values;
  3. We expect more high-profile assets to trade in 2025, potentially leading to an increase in both overall dollar volume and number of transactions from the $54.8 million and 17 transactions recorded in 2024;
  4. Price per square foot figures are expected to remain stable, continuing the trend observed in recent years. Vacant condo retail assets are expected to trade within a consistent value band, similar to the $972 per square foot average seen in 2024. 

“The stabilization of the market may attract a more diverse range of investors, balancing the recent dominance of end-users. This could lead to a more dynamic and competitive market environment.”

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Hudson’s Bay Buyer Decision Expected by Mid-June

Former exterior entrance to the Hudson's Bay store at Toronto's Yorkdale Shopping Centre on Monday, May 12, 2025. Photo: Craig Patterson

The Hudson’s Bay Company is expected to decide on a buyer—or group of buyers—for its assets and leases by early to mid-June, marking a significant milestone in one of the most high-profile retail restructurings in Canadian history. The announcement was made during a court appearance on Tuesday by Ashley Taylor of Stikeman Elliott LLP, legal counsel for the department store chain.

Taylor confirmed that Hudson’s Bay will return to court within two to three weeks to seek approval of one or more transactions related to its intellectual property, retail leases, and other business assets. The timeline sets the stage for a potential transformation or partial resurrection of Canada’s oldest retailer, which filed for protection under the Companies’ Creditors Arrangement Act (CCAA) on March 7, 2025.

According to court documents, Hudson’s Bay has received 17 formal bids for various components of its operations. These include offers for its well-known intellectual property—such as the Hudson’s Bay name, its signature multicoloured stripes, and private label brands like GlucksteinHome and Hudson North—as well as its customer databases and historic artifacts.

In a parallel bidding process, 12 parties have submitted offers for 39 of the company’s 96 store leases, which span the Hudson’s Bay, Saks OFF 5TH, and Saks Fifth Avenue banners in Canada. Many of the lease bids overlap, suggesting competition for prime retail locations. Several bidders also submitted joint offers for both assets and leases, hinting at interest in restarting retail operations using select components of the company.

Ontario Court Approves Extension to July 31 Amid Restructuring Efforts

Ontario Superior Court Justice Peter Osborne has granted Hudson’s Bay an extension of court protection under the CCAA until July 31, 2025. The previous deadline had been set for May 15. The extension will provide additional time to complete liquidation sales, select buyers, and finalize asset transfers.

“We are asking for an extension so we can have some breathing room to see what can be done,” Taylor told the court, emphasizing the need to complete the complex sale process and asset monetization.

The extension comes at a time when Hudson’s Bay is nearing the end of its liquidation process, with most stores expected to be vacated by the end of June. Liquidation sales began in late March at 74 Hudson’s Bay stores, two Saks Fifth Avenue stores, and 13 Saks OFF 5TH locations. By April 25, the company added six final Bay stores and a Saks to the liquidation list after a last-ditch effort to revive a scaled-down version of the chain fell through.

Hudson’s Bay store at Toronto’s Yorkdale Shopping Centre on Monday, May 12, 2025. Photo: Craig Patterson

Liquidation Sales Generate Higher-Than-Expected Cashflow

Court filings show that the company’s liquidation strategy has yielded significantly more cash than anticipated. According to an affidavit sworn by Hudson’s Bay Chief Financial Officer Jennifer Bewley on May 7, sales from April 19 to May 2 totaled $129.5 million—approximately 40% higher than earlier forecasts. As of May 2, the company held $194 million in cash, or $70.3 million more than it had projected.

Hudson’s Bay is now preparing to use this surplus cash to begin paying off portions of its senior debt. Justice Osborne approved a motion that allows the company to repay up to $165 million under two credit facilities.

Initial payments include $25 million to retire a revolving credit facility managed by Bank of America and $40 to $46 million to Restore Capital LLC, a lender involved in recent emergency financing. The motion also permits further repayments as cashflow allows.

Pushback from Landlord Stakeholders Over Debt Repayments

The motion to repay senior debt was not without controversy. Lawyers representing key landlords, including RioCan REIT, opposed the move. Joseph Pasquariello of Goodmans LLP, counsel for RioCan, argued that repaying lenders before determining the future of the leases and assets could be premature.

“There has not been one sale, one transfer of a lease put before this court for an approval,” said Pasquariello, calling the debt repayment process “very hurried.” He also raised concerns about transparency around how much debt remains with the Canadian entity after a separate $2.65 billion U.S. transaction involving the acquisition of Neiman Marcus by Hudson’s Bay’s parent company.

That transaction, completed in December 2024, resulted in the formation of Saks Global, which now holds all U.S. retail operations and real estate assets formerly under HBC. The Canadian operations were separated from those U.S. assets as part of that deal.

Taylor responded in court that the Neiman Marcus acquisition reduced Canadian indebtedness by approximately $1.36 billion and that the current repayments apply only to debt secured after the split. The U.S. entity, he noted, is no longer a guarantor of Canadian debt.

Despite the objections, Justice Osborne ruled in favour of Hudson’s Bay, stating that “distribution is appropriate” given the liquidity generated through asset sales.

Bidding Landscape: Known Buyers and Strategic Intentions

Of the 17 bids received, a few parties have made their intentions public. Notably, Weihong Liu, the entrepreneur behind Central Walk, has submitted a proposal to acquire approximately 25 Hudson’s Bay store locations across British Columbia, Alberta, and Ontario. Liu’s vision includes transforming stores into experience-driven retail hubs.

Liu’s bid is believed to include Hudson’s Bay trademarks, 25 stores, and potentially its customer database. Her real estate firm, Central Walk, already owns several major malls in Canada, including Mayfair Shopping Centre in Victoria, Woodgrove Centre in Nanaimo and Tssawwassen Mills near Vancouver.

Another confirmed bidder is Toronto-based Urbana Corporation, which is seeking to acquire Hudson’s Bay’s intellectual property portfolio. This includes historic brand assets such as Zellers, GlucksteinHome, and the company’s 1670 Royal Charter.

Canadian Tire Corporation has also expressed interest in select brand assets but has publicly ruled out acquiring the entire chain. The company’s bid is expected to focus on individual brands that could complement its existing product and private label strategy.

No bids were received from insiders, including Executive Chairman Richard Baker, according to court documents.

An entrance to the Hudson’s Bay store at Toronto’s Yorkdale Shopping Centre on Monday, May 12, 2025. Photo: Craig Patterson

Background: Canada’s Oldest Retailer Faces a Pivotal Moment

Founded in 1670, Hudson’s Bay Company is the oldest corporation in North America and an enduring symbol of Canadian retail history. However, decades of shifting consumer habits, growing e-commerce competition, and an overbuilt store network gradually eroded its market position.

The situation reached a breaking point earlier this year. On March 7, 2025, Hudson’s Bay filed for creditor protection under the CCAA, citing over $1.1 billion in debt. The company owed money to approximately 400 stakeholders, including landlords, vendors, suppliers, and tax authorities.

Alvarez & Marsal Canada Inc. was appointed as the court monitor, overseeing the restructuring process and coordinating the asset sale. Initially, Hudson’s Bay aimed to restructure around a smaller core of stores, but by late April, the company pivoted to full liquidation after failing to secure necessary financing.

Store Closures, Asset Sales, and the Road Ahead

All Hudson’s Bay, Saks Fifth Avenue, and Saks OFF 5TH stores in Canada are set to close by June 15. After June 1, furniture and fixtures will be cleared out, and the company will vacate all properties by month’s end. The lease disposal process includes a mix of direct transfers and auctions where bids overlap.

The company is also preparing to auction a collection of 4,400 historical artifacts, pending court approval. These include items of national significance tied to the company’s 355-year history.

The Ontario court is expected to reconvene in late May or early June to approve selected bids and provide direction on next steps. The outcome could see parts of the Hudson’s Bay brand continue under new ownership, either as retail operations or as licensed intellectual property.

Impact on Employees and Canadian Retail

The closure of Hudson’s Bay has far-reaching implications. Roughly 9,400 employees will be affected by the store closures, alongside thousands of retirees. Legal and financial advisors are actively working to ensure their interests are considered as the process unfolds.

The disappearance of Hudson’s Bay from Canadian shopping centres also raises questions about the future of department store retail in the country. As landlords weigh their next moves, interest from global and domestic players—like Central Walk and Canadian Tire—suggests the story of Hudson’s Bay may not end entirely.

For now, the fate of this storied brand rests with the Ontario courts, competing bidders, and the court-appointed monitor overseeing the process. A clearer picture of Hudson’s Bay’s future is expected to emerge by mid-June.

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Retail Management Degrees: Preparing Students for a Career in a Dynamic Industry

Retail is an industry that, despite the emеrgence of more and more new ones that meet the needs of modern people, remains one of the most dynamic and comрetitivе. Constant changes in consumer preferences in our fast-paced world, systematic improvement of e-commerce and the rise of technologiсal innovations create a need for highly qualified personnel. Those who can effectively and confidently manage retail enterprises. In this regard, diplomas and degrees in retail management do not lose their popularity among students who dream of a career in this exciting and always promising industry.

Unique Career Learning

Retail managers need to have a wide range of skills and knowledge. Their manаgement will determine the success of the business and its competitiveness. And therefore, profitability. Such specialists should:

  • have a deep understanding of procurement and sales processes,
  • be able to manage inventory,
  • know how to analyze the market,
  • be able to predict consumer needs.

Preparing students to manage retail, they are taught in-depth the following processes:

  • product assortment,
  • purchasing,
  • marketing,
  • and personnel management.

All this makes them competitive in the labor market.

Practical Experience Comes First

An equally important component is practical training, where students can apply their knowledge in practice by cooperating with leading companies and participating in professional projects. This makes students ready for the real challenges of the market and gives them confidence in their abilities for their future careers. Training programs may include internships at leading retail chains in various positions. In this way, young professionals learn this “kitchen” from the inside and gain the experience that every ordinary employee should have in order to manage such employees wisely.

All of the above should be combined with theoretical training in various subjects, which often requires writing academic papers of varying complexity. In particular, it can be both specialized essays and research papers on connected learning. Given the simultaneous intensive study and practical experience, students often look for additional help and support when preparing to write essays or other academic papers. Online essay writing services provide such an opportunity. Namely, you can get online help that allows you to save time and get a high-quality paper. Professional writers can provide not only a well-written and meaningful text, but also valuable tips and advice on preparing academic papers. Such services are a useful tool for students who want to get online help with their studies.

Technologies in Management: Information Systems, Analytical Tools, E-Commerce Platforms

The widespread use of modern technologies creates new requirements for specialists in the industry. Students should be fluent in both modern information systems and analytical tools and e-commerce platforms.

  • Students should have in-depth knowledge of modern information systems, in particular,

ERP – Enterprise Resource Planning,

CRM – Customer Relationship Management.

They allow for effective management of business processes and interaction with customers.

  • Analytical tools include big data analytics and predictive analytics.

They allow analyzing large amounts of data and identifying cоnsumer market trends, as well as predicting future demand. Students must know not only how to collect and process data, but also how to interpret it correctly to make strategic decisions.

  • The popularity of e-commerce requires retail management professionals to know e-commerce platforms. It can be Shopify, Magento, or WooCommerce. Understanding these platforms and their capabilities allows businesses to effectively use online resources to attract customers and increase sales.
  • AI Tools in Management: The emergence of artificial intelligence (AI) tools has revolutionized decision-making processes in management. For instance, GPT essay helper exemplifies how AI can assist in generating content, enhancing communication strategies, and automating routine tasks. These tools not only streamline operations but also provide critical insights into business trends, improving the accuracy of predictions and the efficiency of resource allocation. Managers need to be adept at leveraging AI to maintain competitive advantage in rapidly evolving markets.

Specific Retail Management Degrees and Study Locations

There are a variety of retail management programs and degrees available today. Some of the most popular include:

  • Bachelor’s degree program in retail management provides students with in-depth knowledge in all aspects, including marketing, finance, data analysis, and operational management.

Places of study may include universities and business schools. For example, Harvаrd Business School, Stanford Graduate School of Business, or London Business School.

  • Masters in Retail Management program is usually aimed at graduates of undergraduate management or business programs who wish to further deepen their knowledge of the industry. Study locations may include business schools such as Columbia Business School or INSEАD.
  • Many universities and online platforms offer short courses and certified programs in retail management. They are useful for those looking for a quick way to improve their skills. Some popular platforms include Coursera, edX, or Udemy.

Conclusion

Therefore, students studying retail management need to have a wide range of both theoretical and practical as well as technological knowledge to be competitive in the job market and to manage wisely and intellіgently in today’s retail environment. Diplomas and degrees in retail management play a significant role in preparing students for a career in this dynamic industry. Through a combination of practical experience and technology, programs provide students with the necessary knowledge and resources to pursue a suсcessful career.

Scott Roberts

He is the author of a blog about promising areas for students in today’s competitive labor market. Scott writes essays on marketing and business strategies.  He researches the role of innovations in modern retail and big business.

Pita Pit launches 8th annual fundraising campaign in support of Make-A-Wish Canada

Emma (left), age 5, wishes to go to the ocean. Alyanah (right), age 10, wishes for a home entertainment centre. Pita Pit’s fundraising campaign supports Make-A-Wish Canada in granting wishes like theirs from May 12 to June 8, 2025.
Emma (left), age 5, wishes to go to the ocean. Alyanah (right), age 10, wishes for a home entertainment centre. Pita Pit’s fundraising campaign supports Make-A-Wish Canada in granting wishes like theirs from May 12 to June 8, 2025.

Pita Pit, a Canadian-owned quick-service restaurant brand known for its fresh, customizable pita sandwiches, has announced the return of its national campaign in support of Make-A-Wish Canada, now in its eighth year.

The company said customers can support the initiative from May 12 to June 8 by donating $2 to get a Make-A-Wish star in-store. Pita Pit will also hold a one-day national promotion on Wednesday, June 4, during which participating stores will donate $1 from every pita, bowl, and salad sold. This special event allows customers to turn their meals into meaningful moments for Canadian children with critical illnesses.

Chris Cann
Chris Cann

“We’re happy to embark on another year of our ongoing partnership with Make-A-Wish Canada,” said Chris Cann, Brand Leader at Pita Pit. “Each year, our franchisees, team members, and loyal customers come together to support this cause, and the impact is truly inspiring. We’re hopeful this year’s campaign will help grant even more wishes for very special children and their families.”

The month-long campaign aims to raise funds to help grant life-changing wishes for children facing critical illnesses, with customer engagement and store-level promotions taking place in more than 100 locations nationwide. Each donation directly contributes to bringing joy, strength, and hope to children in their communities.

Meaghan Stovel McKnight
Meaghan Stovel McKnight

“We’re grateful to Pita Pit for their longstanding commitment to our mission,” said Meaghan Stovel McKnight, Chief Executive Officer of Make-A-Wish Canada. “Their support helps us bring hope and joy to children when they need it most. Wishes have the power to be transformative for a wish child on their medical journey, and partners like Pita Pit help make that possible.”

Since 2017, Pita Pit and its community have raised over $229,000 for Make-A-Wish Canada, helping to grant wishes from coast to coast. Through in-store efforts, customer generosity, and franchisee contributions, the campaign continues to grow in impact each year.

Pita Pit, which was founded in 1995, is owned by Foodtastic, one of Canada’s largest restaurant franchisors, operating more than 1,200 locations across the country. Its diverse portfolio includes Freshii, Quesada, Pita Pit, Second Cup, Milestones, and over 22 other banners. Committed to quality, innovation, and growth, Foodtastic continues to expand its presence across North America.

Make-A-Wish creates life-changing wishes for children with critical illnesses.

“We are on a quest to bring every eligible child’s wish to life because a wish is an integral part of a child’s treatment journey. Research shows children who have wishes granted can build the physical and emotional strength they need to fight a critical illness. As an independently operating affiliate of Make-A-Wish International, Make-A-Wish Canada is part of the network of the world’s leading children’s wish-granting organization. We serve children in every community in Canada, and in 50 countries worldwide. Make-A-Wish Canada has granted more than 40,000 wishes over the past 40 years with 2,011 of them last year alone. Make-A-Wish Canada has been recognized as a Great Place to Work® for the second year in a row, and was also named one of the Best Workplaces™ Led by Women in 2025 and one of the Top 100 Best Workplaces for Giving Back in 2024,” says the organization.

Mezza Lebanese Kitchen expands to Calgary 

Peter and Tony Nahas
Peter and Tony Nahas

Mezza Lebanese Kitchen has expanded into Alberta with the opening of its first restaurant in Calgary. 

Mezza is introducing its renowned East Coast donairs, shawarmas, and authentic Middle Eastern flavours to Western Canada. 

As part of Mezza’s national growth strategy, this new location marks a significant milestone in its 35-year journey to bring healthy, delicious Lebanese cuisine all the way from Halifax to Calgary. 

“Over the years, and as we expand across Canada, we’ve prioritized keeping authenticity at the core of our offerings,” said Peter Nahas, Co-Founder and Chief Concept Officer of Mezza Lebanese Kitchen. “From using generations-old family recipes and seasonings to focusing on high-quality ingredients, we remain committed to this principle.

“We believe that consumers can taste the difference in our quality, and we can’t wait to share that with the people of Alberta. Bringing Mezza to this vibrant province is more than just expanding our footprint—it’s about sharing the warmth, tradition, and authentic flavors of our Lebanese heritage with a new community.”

Tony and Peter Nahas
Tony and Peter Nahas

Last year saw another major development for the company with the opening of a 15,000-square-foot production facility in Halifax dedicated to maintaining the quality of Mezza’s dishes, including its creamy hummus, famous pickled turnips, and signature garlic sauce. All items are prepared fresh daily and used across all Mezza locations throughout the country. 

Mezza traces its origins back to 1990 when the Nahas family emigrated from Lebanon to open their first restaurant in Halifax, which quickly became a popular dining destination within the city and its surrounding areas. With history rooted in family traditions and culinary excellence, Mezza has evolved from a beloved local brand into an award-winning franchise, remaining a favourite among locals.

The quick-service restaurant, which is run by co-founders brothers Peter and Tony Nahas, has 23 locations in Canada.

Peter Nahas said 22 of those locations are in all four Atlantic provinces.

Alberta is very strategic for us. There’s a significant number of East Coast transplants—people with Atlantic Canadian roots—who’ve moved West. There’s a strong community of East Coasters here, and part of our goal is to share that East Coast connection—our food, our Nova Scotia products—with them,” he said.

“What makes us unique is our family’s generations-old recipes. We want to share those with East Coasters as a taste of home, and also introduce them to those who aren’t from the East Coast. As an Atlantic Canadian-led Lebanese restaurant group, we’re excited to bring that to the Calgary and Edmonton markets.

“And honestly, I don’t think the market here is much different than in Atlantic Canada. Canadians coast to coast appreciate healthy, fresh, delicious food. Once they try it, they’re going to love it.”

The first one was opened by their parents when they immigrated to Halifax in 1990. And this month—May—actually marks its 35th anniversary.

They opened their first location in the Halifax Shopping Centre. It was under a different brand at the time, but the concept was the same. It started with my parents. My brother and I grew up in the business and took over in 2012. That’s when we rebranded and reformulated into Mezza Lebanese Kitchen, which is what you see today. But it’s been a family-run business since day one in 1990,” said Nahas.

Mezza Lebanese Kitchen (Image: Fathom Studio)

“Our menu from 1990 had our core items that are still on the menu today: donair, shawarma, souvlaki and falafel. Those are our staples. We serve them as wraps, bowls, plates, poutines—modern formats, essentially.

“But if you look at old photos from back then, the core items haven’t changed. Donair has been on the menu for 35 years. Souvlaki, too—it’s always been served the same way: with Greek salad, your choice of rice or French fries, and either tzatziki sauce with the souvlaki or sweet donair sauce with the donair.

“Shawarma came a bit later—in the late ’90s, around 1997 or 1998. That’s when we started getting more into traditional Lebanese food.

“As you’d expect with any immigrant family starting out, they had everything on the menu—fish and chips, clubhouses, you name it—whatever they could cook to put food on the table.

“But donair and souvlaki have always been there. The more traditional Lebanese dishes like hummus, tabbouleh, shawarma—they came later in the ’90s. And in 2012, when my brother Tony and I took over, we focused on simplifying the menu. We leaned into our core Lebanese offerings and phased out the clubhouses, fish and chips, and so on. We focused on what makes us special and unique.”

Nahas said he would love to reach over 200 locations across the country eventually.

“I think in our QSR model, if you look at the strategic markets across Canada, 200+ is definitely within reach. You see similar growth with other brands in the ethnic food space,” he explained. “We’re aiming for that kind of scale, rolled out strategically across each province.

The market has definitely shifted over the last 10 years—from sit-down restaurants to fast casual and quick-serve. But the key focus now is on quality and freshness. That’s what’s going to survive in this space, regardless of format.

“Consumers today prioritize good food. They want fresh ingredients. They want to know where their food comes from and what’s in it. They’re looking for clean food.

“I think if you’ve got a good product, at a good price, with great flavours—that never goes out of style. That’s not something that can get saturated.”

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