Global commercial real estate advisor, Avison Young, has announced the successful purchase of 8.4 acres in Fort McMurray’s Quarry Ridge – earmarked as the new site of Home Depot and its 183rd store in Canada.
Located at the southwest corner of Highway 63 and MacKenzie Boulevard, the 80,000-square-foot building is anticipated to open in Q2/Q3 2026 and will employ approximately 150 associates, said the real estate firm.
Avison Young’s Darren Snider and Ben Snider were the exclusive advisors and agents for the retailer, which purchased from Camgill Developments in May of 2025 for an undisclosed amount.
Ben Snider
“Avison Young could not be more thrilled about The Home Depot selecting Quarry Ridge – and, even more so, for the people of Fort McMurray,” said Ben Snider, Senior Associate, Avison Young.
“This is a very resilient community, committed to rebuilding and growth, and what better place to help and support you in your rebuilding and growth efforts than The Home Depot. I’ve heard so many stories from residents about how the closest Home Depot store is a four-hour drive away so having one so close to home will provide a level of unmatched service and convenience.”
Securing this site is historic in nature, given Avison Young’s existing business relationship as the retailer’s preferred broker for retail locations in Alberta. Ben was brought onto the Avison Young team to investigate the Fort McMurray market for the home improvement chain, culminating in a request for Ben and Darren to provide real estate options. This included several sites, and the retailer landed on Quarry Ridge, said the company.
BeaverTails at Canada's Wonderland (Image: BeaverTails)
BeaverTails is doubling down on its destination-first strategy, with major renovations across Canada and a continued eye on the U.S. market—even as global tensions add complexity to expansion timelines.
“Our community stores, which were more relevant during COVID—those in strip malls or local neighbourhoods—don’t really represent what we are,” said Di Ioia. “We belong in big, bold, beautiful places like Banff, Jasper, Waterton. West Edmonton Mall is still a great example. 17th Avenue (in Calgary) is a decent one too—it’s a main street, but still carries that destination vibe.”
The company has divided its model into two formats: Express and Full Shops. “We now separate them into Express—like Calaway Park (in Calgary) and food trucks—and Full Shops. Those 50 full stores deliver more magic and more brand,” he said. “We call our Express stores ‘embassies.’ So, if you’re at a Ribfest, the Embassy gets you hooked on a BeaverTail. But visiting the Italian Embassy isn’t like visiting Italy, right? To really experience it, you’ve got to go to one of our full stores. That’s where we deliver the full magic.”
The focus now, Di Ioia explains, is on finding more “spectacular places” for flagship locations. “It’s tough—we’ve already done most of the obvious ones. Not much left,” he said.
Recent renovations show the scale of BeaverTails’ commitment. “Canmore went through a big renovation. It was already nice, but now it’s even more beautiful. That was about a year ago,” he said. “Banff is being renovated—both stores. They’re already high-performing, but they’re going to look beautiful by fall. Blue Mountain was just renovated. The big stores are getting the attention they deserve. The brand is 47 years old. Blue Mountain’s been there for 30 or 35 years.”
And that investment is no small number. “We just renovated both flagship stores in Old Montreal. They’re 35—maybe coming up on 40 years old. They got a combined million dollars worth of renovations. For a snack concept, that’s big money.”
On the growth front, Di Ioia says the U.S. remains a priority. “The U.S. is still on the roadmap. The spike in tariffs and the political back-and-forth has slowed things a bit. We’re being cautious, maybe moving more slowly, but it’s still very much in the plan,” he said. “The American Rockies is a priority for us. We’re talking with real estate agents and have been for six months. I expect we’ll have something signed in 2026—if not opened.”
Back at home, the Express format is finding success in the right environments. “We’re still looking at the right Express opportunities. It took us years to get into Calaway. They just weren’t ready to brand. The Calgary Zoo—we’ve talked to them. Good people. Our contact there retired, but we’re in with the next generation now. Eventually, we’ll be ready for the Zoo.”
“Express stores work well for those leisure environments because we have the perfect product for them. But the full store is where you get everything: the ice cream, the savoury items, the poutine, the BeaverDog, merchandise, beverages—it’s an experience. A destination.”
Photo: BeaverTails
New openings continue to roll out this year. “This year we’ve done a couple of mobiles. The Windsor mobile just opened. Amherstburg—across from Detroit—that just opened too. Amherstburg is an old sports town. I think it was one of the battles of 1812. Beautiful new store, new format. That was about six months ago.”
Still, some coveted locations remain elusive.
“We’d love to be in places like Granville Island and the Distillery District, but they don’t take franchises,” he said. “Or at least, they don’t take national chains.”
“But we’d love to be in Granville Island, love to be in the Distillery District. So we keep waiting for the right time.”
In the meantime, BeaverTails is focused on making its best stores better. “We’re renovating our best stores so they look better than ever,” said Di Ioia.
Tony Flanz
In a blog post Tony Flanz, of Think Retail who is working with BeaverTails on its real estate, said the brand is targeting the following markets from coast to coast: Vancouver’s Granville Island and Water Street in St. John’s, as well as several Toronto neighbourhoods-downtown, Distillery District, Queen’s Quay, and Yonge & Dundas Streets. They will also consider other high traffic tourist and pedestrian locations in major centres.
BeaverTails offers several flexible formats and a fresh welcoming store design: Ideal spaces are 300 to 1,000 square feet (ventilation required), explained Flanz. “With an average 14 annual openings for the last six years, this team knows what they’re doing and how to set up for success in a new market. Growth continued, even during the pandemic (its grab-and-go format was ideal for that period),” he said.
Founded in 2001 by her father Sam Osmow, the brand has grown significantly in recent years. “I worked for 10 years in the restaurants, then sought employment elsewhere, and came back in 2017—at that point, we had 31 restaurants,” said Bernadette Osmow. “We’re at 202 locations,” she added, noting she’s served as President and COO for about the last four years.
Bernadette Osmow
The company isn’t slowing down.
“We expect to reach about 235 by the end of the year,” she said. “We’re definitely continuing to grow. Within Canada, we believe the market can support up to 500 restaurants. In the U.S., we currently have six restaurants, and we’re looking to expand that reach. Both countries are being operated independently.”
Osmow attributes the brand’s success and growth potential to the strength and clarity of its concept. “The concept of Osmow’s is a shawarma chain that provides convenience—you can get it near your work or home, and it’s always accessible. We believe we’ve helped pioneer what shawarma is today,” said Osmow.
“In North America, it wasn’t really mainstream—it used to be more of a ‘hole-in-the-wall’ option,” she explained. “We’ve elevated it into something more like a McDonald’s for convenience, a Chick-fil-A for quality and customer experience, and a Chipotle in terms of customization and freshness. We want customers to get our healthy offerings, easily and consistently, anywhere, anytime.”
Beyond its rapid expansion, Osmow is also leaving a strong imprint through its charitable work.
“We officially launched the Osmow Hope Fund charity in 2020, though we had always been involved in community work. We’ve volunteered in shelters, and we regularly donate food from our production plant to food banks,” said Osmow.
“Starting the charity was something we’d always wanted to do to have an even greater impact—both locally and internationally. After researching several countries, we chose Zambia for our first international initiative, partnering with Mary’s Meals. They have boots on the ground and ensure that 100% of the funds we contribute go directly to the cause.”
The charity’s work has included school feeding programs and infrastructure projects aimed at long-term sustainability.
“Through the program, children receive a meal every day at school, which has increased both attendance and learning. In many cases, it gives parents the option to send their kids to school rather than work in tobacco farms.”
“But we also wanted a sustainable solution because relying on daily funding is tough.”
Image: Osmow’s
Osmow said their original plan to build crops shifted due to climate constraints. “Now, we’re building clean water wells. Last year, we built four water wells in communities without access to clean water, as well as four school kitchens in schools that didn’t yet have feeding programs. This year, we’re doubling that—eight new water wells and eight kitchens.”
At the heart of this charitable drive is a personal legacy.
“It really comes from my dad—it’s in his DNA. When I worked in the restaurants, people would tell me about things he had done for them. He never bragged about it; it was just who he is,” said Osmow.
“He always taught us that the more you make, the more you have to give. He’s the most generous person I know, and that principle has shaped how we operate.”
And it’s had a ripple effect. “When we created the Osmow Hope Fund, we wanted to give—and talk about it. Not to brag, but to inspire others to contribute or take similar action. And we’ve seen that happen—some of our competitors are starting to give back in their own ways. That’s one type of copying we’re proud to see.”
Craig Patterson and Tony Flanz, founder and CEO of Montreal-based brokerage Think Retail, discuss the 20-year journey of Think Retail, the Montreal-based brokerage firm founded by Flanz in 2005. Flanz shares the inspiration behind launching his business—a desire to provide a more personalized, white-glove service to clients—and reflects on his first client, Bizou, a relationship that blossomed into a deeply personal, multi-generational collaboration. His unwavering passion and client-first approach remain at the heart of Think Retail’s success, which continues to grow through long-term partnerships and strategic leasing across Canada.
They explore milestone moments, including the pivotal Fossil mandate, early deals like American Apparel at Yorkdale, and the emotional story of Flanz’s philanthropic work with Autism Speaks. While building his firm, Flanz faced immense personal challenges—supporting a son diagnosed with autism and caring for a terminally ill wife—yet he continued to grow the business with resilience and optimism. He credits the brokerage as both a professional outlet and emotional anchor during these years.
They also discuss how Think Retail is shaping the future of Canadian retail, from introducing international brands like Adopt, Kmart 24, and Morgan de Toi, to helping Crocs expand across Canada. Flanz emphasizes the enduring value of integrity, relationships, and local market insight in an industry increasingly shaped by online retail, entertainment-focused malls, and digital tools. Looking ahead, he sees vast opportunity for global brands in Canada, thanks to low market saturation, high-performing malls, and a strong national identity.
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Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 48 hours.
Founded in 2005 by industry veteran Tony Flanz, Montreal-based Think Retail has spent the past two decades helping national and international retailers navigate the Canadian market. The firm, known for its boutique, client-first approach, has become one of the country’s most respected commercial real estate brokerages. Now marking its 20th anniversary, Think Retail is doubling down on its growth strategy and expanding its influence.
In an in-depth interview with Retail Insider, Flanz opened up about the company’s founding, milestones, and challenges, offering both professional insights and deeply personal stories that have shaped the trajectory of Think Retail.
Founding of Think Retail: The Pursuit of Excellence
Flanz launched Think Retail in 2005 after working with another brokerage. He saw a gap in the market for a firm that offered “white glove” service, deeper expertise, and closer collaboration.
Tony Flanz
“I had several clients who were pushing me for more resources, more time, and more expertise,” said Flanz. “I was highly motivated to provide that for them, and that was the impetus and the inspiration for starting Think Retail.”
The vision from the beginning was to differentiate Think Retail from its competitors by providing hands-on service and strategic insight. “I was very passionate and creative. I threw a lot of ideas at the wall, and most of them stuck,” he said.
Early Clients and Enduring Relationships
Flanz still remembers his first client, and the story behind it speaks to the personal relationships that define Think Retail.
“My first client remains incredibly important to me—it was a company called Bizou, owned by Marcel Labrecque. I met Marcel when I worked with Olympia & York in 1996, and we began working together shortly after I launched Think Retail,” he explained.
Left-to-right: Michael Stroll (Carbonleo), Marcel Labrecque (Bizou), Tony Flanz (Think Retail)
The relationship deepened over the years. “I did over 100 new leases, 50 renewals, and two acquisitions. I also renegotiated 120 leases through bankruptcy protection. When Marcel had a heart attack, I visited with the family twice a week for six months. That’s the kind of relationship we built.”
Think Retail’s client relationships often span generations. “I worked with Marcel’s son on a retail venture called Hot Fudge, and now I’m working with his grandson’s company, Mia, which we hope to expand into the U.S.,” he said.
Left: Kim Labrecque (Mia) and Tony Flanz (Think Retail)
Overcoming Personal and Professional Challenges
The early days of Think Retail were not without profound challenges. In the same year the firm launched, Flanz’s son was diagnosed with autism, and shortly after, his wife was diagnosed with a terminal illness.
“I had to hire a staff of therapists and educators to teach my son life skills, and I became a caregiver for my wife, which lasted 10 years until she passed away five years ago,” Flanz said.
Despite these challenges, work became a sanctuary. “The work was my salvation. It gave me a place of enjoyment and gratification, and I’m so thankful for that.”
Today, his daughter owns a successful skincare and gift store in Montreal, and his son is thriving, preparing to live independently — something Flanz calls a “dream come true.”
Tony Flanz and others at Matthews Army, 2011
Landmark Moments and Major Brands
Think Retail has introduced several international brands to Canada over the years. Some recent additions include France-based Adopt and KaleMart24. Looking ahead, Flanz revealed plans to bring Morgan de Toi, a prominent French women’s fashion brand, to the Canadian market.
Tony Flanz with the store manager of the CROCS store at Quartier DIX30 near Montreal
The firm continues to work with brands like Crocs and Le Creuset, among others. “We’re negotiating several exciting deals right now,” he said. “Stay tuned.”
One of the firm’s earliest major achievements was helping Fossil expand across Canada. “That was a turning point,” Flanz recalled. “It was my first international client and it gave us credibility in the market.”
A Changing Retail Landscape
Flanz has witnessed firsthand the seismic shifts in Canadian retail over the past 20 years. Chief among them is the rise of e-commerce and the evolution of the shopping centre.
“People want things now, including fast fashion and next-day delivery. The big players like Amazon, Walmart, and Costco have set the pace,” he said.
To keep up, landlords are reimagining retail spaces. “Cadillac Fairview, Ivanhoé Cambridge, and Oxford are transforming malls into entertainment hubs with restaurants, services, even pickleball courts. They’re no longer just fashion centres.”
He also pointed to the increasing importance of technology. “Google Maps and video calls have made our work more efficient. Before the pandemic, I might do one video call a week—now it’s 8 to 10.”
The Canadian Advantage
Despite global pressures, Flanz remains bullish on Canada as a market for retailers.
“We don’t do a good enough job of selling ourselves. There’s so much opportunity here because we’re under-retailed compared to the U.S.,” he said. “In Canada, shopping centres are 25% more productive, and there’s still pent-up demand for new concepts.”
For international retailers looking to expand, the Canadian market offers an attractive proposition. “If you serve your market well here, you’ll do even better than in places where you already have a fleet of stores.”
Columbus Cafe on Ste-Catherine Street in Montreal — one of many international brands Flanz has brought into Canada over the years.
The Evolution of Brokerage
As the retail landscape has evolved, so too has brokerage. Flanz notes a shift toward data, efficiency, and adaptability.
“Information is king today. And I still have enough ego to say I have better information than most international firms,” he said with a smile. “That’s because I’m active in the field and have long-standing relationships that provide real-time market insight.”
His client retention rate is high, and he attributes it to integrity. “I always tell my clients, I won’t lease a store that I can’t release. If I can’t stand behind it, we shouldn’t do the deal.”
Looking Ahead: ‘The Best is Yet to Come’
Think Retail is continuing to grow, with a clear focus on international retail and strategic collaborations with U.S. brokers.
“This is our ‘Best is Yet to Come’ tour,” Flanz joked. “We’re going to keep offering top-tier service, keep being passionate, and keep growing.”
He remains personally invested in every client’s success. “I’m 60 now. I want to sleep well at night knowing I’ve given the best advice. I’ve made mistakes, but I’ve learned from them. That’s the value of experience.”
Eleventy at 102 Bloor Street West in Toronto. Image supplied
Italian luxury fashion brand Eleventy has opened its first freestanding corporate Canadian store on Toronto’s Bloor Street, marking a milestone in its North American expansion strategy. The new 3,500-square-foot flagship is situated in the heart of the Bloor-Yorkville luxury retail district at 102 Bloor Street West, and represents the brand’s full lifestyle expression through design, hospitality, and curated fashion collections.
The new Eleventy Toronto store showcases the Milanese brand’s smart luxury philosophy to a Canadian audience, offering both men’s and women’s collections in an immersive, architecturally sophisticated environment. The opening underscores Toronto’s growing significance in the global luxury retail market.
Eleventy at 102 Bloor Street West in Toronto. Image supplied
A Strategic Move into the Canadian Market
“This opening is a defining moment for Eleventy,” said Marco Baldassari, Co-Founder and Creative Director of Eleventy. “Toronto is a cultural and economic leader in North America, and we see it as a perfect match for our brand values of smart luxury, eternal design, and warm hospitality. We designed this space not just as a store, but as a destination.”
According to Baldassari, the brand has long-standing relationships with Canadian clients and views the Toronto location as a natural progression in serving those loyal customers. “We already have many clients who call Toronto home, and when we look to open new doors, we always start by identifying where our clients live and spend their time. We go where our clients are—and Toronto was a natural next step.”
Eleventy at 102 Bloor Street West in Toronto. Image supplied
Milanese Design in the Heart of Yorkville
The Eleventy Toronto store was designed by Milan-based Parisotto + Formenton Architetti. The interior delivers a warm and modern aesthetic through a monochrome, poly-material palette that includes brushed stainless steel, light oak furnishings, and travertine finishes. The seamless transition from exterior to interior aligns with the brand’s ethos of understated sophistication.
Sculptural lighting provides a sense of intimacy and character, while an open floor plan supports a series of bespoke spaces. These include a shoe salon, lounge, hospitality suite, and a semi-private living room, which features curated furnishings and a Wrensilva sound system offering a refined, personal music experience.
One unique feature is the inclusion of a custom Eleventy Teckell 90 Minuto Chalk Matte foosball table, which adds a playful yet luxurious element that speaks to modern Italian craftsmanship and design sensibility.
Eleventy Teckell 90 Minuto Chalk Matte foosball table at Eleventy at 102 Bloor Street West in Toronto. Image supplied
The First Eleventy Hospitality Suite in North America
A centrepiece of the new space is Eleventy’s first dedicated hospitality suite in North America. Designed to foster personal connections, the suite provides a space at the back of the store for guests to relax and engage with the brand beyond the traditional retail experience.
Weekend visitors are treated to light Italian-inspired refreshments, including pastries and curated snacks. Eleventy has partnered with Chef Roberto Marotta, a friend of the brand, to contribute to the culinary offerings, further deepening the store’s role as a place of connection and conversation.
“This space exemplifies our commitment to building meaningful relationships,” said Baldassari. “It reflects a modern interpretation of luxury—one that is rooted in community, personal connection, and warm hospitality.”
Hospitality suite at Eleventy at 102 Bloor Street West in Toronto. Image supplied
Historic Retail Address with New Life
The new Eleventy Toronto store at 102 Bloor Street West is in a space formerly occupied by Canadian brand Kit and Ace from 2015 until 2021. Before that, the storefront was home to United Colors of Benetton for many years. The property has been a fixture on Bloor Street and continues to evolve with the changing luxury landscape.
The lease deal for the new Eleventy space was negotiated by David Wedemire and Stan Vyriotes of DWSV Realty, a team known for securing major luxury leases in the area, including the new Rolex flagship across the street and Loro Piana at 111 Bloor Street West.
Bar area in Eleventy at 102 Bloor Street West in Toronto. Image supplied
A Return to the Toronto Market
This new flagship is not Eleventy’s first attempt at a standalone presence in Toronto. In 2017, the brand operated a 2,200-square-foot licensed boutique at Yorkville Village through a partnership with TNT The New Trend. That location, attached to the TNT store, closed quietly after three years. The new Bloor Street store marks a more significant and permanent return to Toronto with a clear focus on establishing a deeper brand-owned footprint.
Eleventy continues to maintain a strong wholesale presence in Canada. Its products are available at leading upscale retailers including Harry Rosen, Holt Renfrew, and independents such as Channers in London and Waterloo, and Henry Singer in Edmonton and Calgary.
“Our partners have been instrumental in building our brand in Canada,” added Baldassari. “We are incredibly grateful for their ongoing support and success. This store is a complement to those relationships—a home not only for Eleventy but also for our partners and their clients.”
Side laneway access, with a dedicated door, to Eleventy at 102 Bloor Street West in Toronto. Image supplied
Elevating the Bloor-Yorkville Luxury Scene
The arrival of Eleventy adds to a growing list of international luxury brands investing in Toronto’s Bloor-Yorkville neighbourhood. With a design-forward interior, hospitality-driven retail model, and its Milanese sensibility, Eleventy joins a cohort of global players reshaping the street’s identity.
Retail Insider has previously reported on the transformation underway in the area, including recent announcements and openings from Rolex, Loro Piana, Van Cleef & Arpels, Alexander Wang, and various others. More brands are expected to arrive as luxury retail demand grows.
Founded in 2007 by Marco Baldassari and Paolo Zuntini, Eleventy has built a global reputation for elegant, timeless design and artisanal Italian craftsmanship. The brand now operates boutiques in key global cities including New York City, Beverly Hills, Palm Beach, and Greenwich, and partners with top-tier retailers worldwide.
In the ever-evolving world of retail, one agency, Gradient, is proving that immersive, experience-led design isn’t just a branding exercise—it’s a revenue engine.
Pauline Oudin, CEO of New York-based creative agency Gradient, recently discussed a bold pilot project with heritage skincare brand Kiehl’s, aimed at testing the power of experiential retail. And the data? “This activation gave us hard proof that immersive design pays off,” said Oudin.
Pauline Oudin
Gradient partnered with Kiehl’s to reimagine one of the brand’s retail locations in New York’s Hell’s Kitchen. The goal: turn half of the store into a fully immersive brand experience while keeping the other half in its traditional retail format. “This particular store was performing like all the others,” Oudin explained. “But it had an underutilized, even unused section. They asked for help to transform that space into an experience—something more lasting than a typical pop-up—and to promote their winter product line.”
A Two-Sided Store Becomes a Live A/B Test
Gradient’s design effectively created two stores in one. On one side: classic Kiehl’s retail—shelves, products, testing counters, and knowledgeable staff. On the other side: a fully experiential concept, complete with transformed locker room aesthetics, surprise-filled interactive lockers, and shower installations covered in educational brand messaging.
“It became a very Instagrammable space—just like you’d see with pop-ups—but this stayed in place for three months, from late December to the third week of March,” said Oudin.
The Results Speak Volumes
Gradient, which prides itself on data-driven creativity, leveraged tracking tools to gather insights into shopper behaviour across both sides of the store. Using technology from LiveGauge, which tracks unique mobile device signals without extracting personal data, the team was able to measure dwell time and store engagement.
Among the standout metrics:
Shoppers who entered through the immersive side were 2.6x more likely to check out
Average dwell time clocked in at 13.4 minutes—55% higher than the beauty retail norm
Store transactions outperformed Kiehl’s national average by +8 points
Customers not only stayed longer—they bought more
Photo: Gradient
“Our research confirms what retail’s sharpest minds have long felt,” said Oudin. “Engagement isn’t just nice to have, it’s a revenue driver. Today’s shopper wants more than transactions, they want to feel something. When they spend more time in a space, they absorb more. And when that experience resonates, conversion follows naturally.”
From Square Footage to Time Spent
Oudin pointed to an example from Coach stores in Asia, where retail success was no longer measured in sales per square foot, but in dwell time per customer—a metric that’s becoming increasingly relevant in the post-eCommerce era.
“If you think about it, consumers can buy almost everything online now—except maybe ultra-luxury,” she said. “So what is retail for? It’s for creating strong, memorable, emotional connections between the consumer and the brand.”
That kind of connection, she argued, demands longer, deeper interactions. “Retailers need to at least test this kind of experiential approach. Create spaces where people can truly fall in love with the brand.”
A Strategic Shift Toward Measurable Experience
Gradient itself has undergone a transformation. Once a traditional event production company, it now operates as a strategic experiential agency with a laser focus on metrics and brand impact. “When I joined seven years ago, my mission was to go from being a cost for brands to a strategic solution,” said Oudin, who previously led the U.S. office of French agency Sopexa and had hired Gradient as a client before taking the reins as CEO.
Her vision? Build experiences that generate not just buzz but data. “We’ve built internal tools that provide clients with specific metrics: how many people attended, how long they stayed, how many walked by… We’ve always wanted to integrate that into retail.”
The Kiehl’s project, she said, was a rare chance to do just that. “We’d already been working with Kiehl’s for over a year on experiences, so when they brought us the concept store idea, we jumped at the chance.”
While Oudin typically stays out of day-to-day project work, she was hands-on with this initiative. “Normally, as CEO, I’m not deeply involved unless we’re talking strategy or analytics. When data is central—that’s when I step in.”
Photo: Gradient
The Takeaway for Retailers? Experience = Revenue
This activation, Oudin emphasized, isn’t just a case study in creative storytelling—it’s a proof point. “Every Sydney Sweeney post is worth a lot of money,” she noted, referencing Gradient’s recent work with the actress at a beauty brand event. “So if instead of two posts you managed to get her to post four or five times, you’ve bought yourself a lot of media value.”
The same principle holds true in-store. “If you can get people to stay, to explore, to post and to buy—then you’ve created a retail space that’s more than a store. It’s a platform for advocacy.”
A new Foxy Box Laser & Wax Bar location has opened its doors in Cambridge, Ontario, with franchise owners Tracy DeSantis and Mark Ehrlick at the helm—two seasoned professionals who are boldly stepping into the world of entrepreneurship.
The brand has a strong story. Foxy Box Laser & Wax Bar is a trailblazing, gender-neutral wax bar dedicated to delivering top-tier hair removal services with efficiency, expertise, and a whole lot of fun. Founded in 2012 by Kyla Dufresne, Foxy Box has redefined the waxing experience with a commitment to inclusivity, humour, and exceptional customer service. The company’s innovative approach includes offering a first-time free wax, a strong membership program, and a vibrant culture built around empowerment and self-confidence. As the first wax bar in Canada to go gender-neutral and a Green Circle Certified business, Foxy Box said it is leading the industry in both inclusivity and sustainability.
Kyla Dufresne
DeSantis and Ehrlick bring their own narrative as entrepreneurs and first-time franchise owners.
Their new location opened May 10 on Hespeler Road, Cambridge’s main commercial corridor. “Being from Cambridge, we thought it’d be great if we were on the main street. So, Hespeler Road is the main street in Cambridge,” explained Ehrlick. “It’s a kind of divided up city in terms of its downtowns, but they’re all small—three cities that came together. But we’re on the main street on Hespeler Road, which is where all the commerce happens.”
The location spans about 3,200 square feet and is already bustling with activity. But DeSantis and Ehrlick are not stopping there.
“That was the plan,” said DeSantis. “We did this knowing that this is kind of our future and Cambridge is going to be the first. We’re hoping to have at least three. We want to stay in this area. So we looked at Cambridge, Guelph, and Waterloo-Kitchener area.”
“W’ve got to get one up and running, understand what that takes,” said Ehrlick. “And then the goal is to open, two more, quicker, within a shorter timeframe and then expand from there based on what we see, maybe even further reach than the KW area.”
The couple discovered the Foxy Box brand separately—both through social media. “Mark followed their journey through construction with another franchise in Hamilton, which is the closest franchise to us,” said DeSantis. “And I saw an ad for them on Facebook advertising their franchisee opportunities. And I reached out and I said, ‘Hey, I’d like more information.’”
“Mark and I were talking about, you know, this stage in our lives—if we don’t do it now, we’re never going do it. So let’s pick a business that we’re going to focus on and let’s start that journey together,” she added. “And so we reached out and just that experience of itself was amazing. And we’re like, we found our people.”
Before launching the business, Ehrlick and DeSantis had long-standing careers in other industries. “My career, my history, has been mostly in retail—sales, marketing, operations—those types of roles within the retail environment across major retailers in Canada that I’ve been a part of for the past 20 years,” said Ehrlick.
“I lost my job just with the downturn in the economy, and that’s when I kind of decided now is the time to really look at, you know, what can I do differently,” he said. “Tired of I don’t want to say working for the man… but I’ve put a lot of sweat equity into what I’ve done and had a long, successful career. But now it’s time to take care of me. For me personally, I want to do something that I get the benefit out of. And of course, having a partner like Tracy, who said, ‘I want to do the same thing,’ it was just a perfect combination.”
DeSantis also brought decades of professional experience to the table. “I was an administrative professional, so I worked decades at companies. My first career was 10 years, and then I did 12 and a half years at Sick Kids,” she said. “As my kids got older, I kind of wanted to be closer to home and not be going downtown all the time. My son moved to university in Guelph and I’m like, ‘Okay. We’re moving out of the city and I’m moving with him.’ I changed everything else in my life. I’m like, ‘Let’s do this.’ And literally, we opened our first day in the store the day before my 50th birthday.”
Like many entrepreneurs entering the franchise world, a major life shift propelled them forward. Asked why franchising made more sense than starting a business from scratch, Ehrlick explained:
“You can start your own business. You need X amount of dollars, you need capital, and you need a thick skin. Not to say you don’t need that for being a franchise [owner] as well, but there’s a system behind you. You’re not walking in completely blinded. You don’t necessarily have to have all the answers because there’s either other franchisees or a team behind you,” he said.
“For us, that really made the most sense. It allowed us to really take what our skillset is. If you look at my retail background—customer service, sales generation—and then Tracy’s background in administrative and HR, we had all of the components. All we had to focus on was managing that, because we had this great system behind us. And that’s really why I think franchising is such a great opportunity. But again, you have to find the right one that fits for you and your skillset—and that was key for us.”
“We felt comfortable with the support level that they offered us right from the start,” added DeSantis. “We went to BC to meet with them after a couple of phone calls, and we reached out to some of the franchise owners here in Ontario. But we went to BC to see where it started, to talk to the franchise owners there and make sure that what we were getting here is exactly what they were getting there.”
“To make sure again that that was a right fit for us and that if we needed to pick up the phone and call, we had that support. That was important to us,” she said. “We’re not 40 years ago where we can slowly build. We want this to be successful. We’re ambitious in our growth. But to know that we have that support, that we could do what we wanted to do in the timeline we wanted, with a company that had proven success.”
“They grew during COVID. That’s huge. When everybody else was closing down in this industry, they grew, and that spoke volumes to us.”
“That part was really important,” added Ehrlick. “We also wanted to go with a brand that was growing. Not to say there’s anything wrong with other types of models, but we wanted a brand that was growing and that we could be a part of—that kind of ground floor opportunity. And we’re still there. The brand has unlimited potential.”
As members of the Canadian Franchise Association, the couple is also embracing the benefits of industry connection. “Being in this industry, in terms of being in the franchise industry, being [part of] the Canadian Franchise Association, that whole industry—the support mechanism that’s there,” said Ehrlick.
Source: Foxy Box
“What’s fantastic is it’s not necessarily just about your brand. It’s about growing the industry. There’s a lot to learn—complexities behind different types of franchises and the different industries they occupy. But we have one common goal, and that’s to create a successful business that employs—and local, right?”
“You know, we make up a significant amount of businesses within the Canadian economy, and it’s good to be a part of that bigger group. I think we’re just going to start to experience what those benefits are now as independent franchisee owners.”
DeSantis added, “People are really starting to look at Canadian and small towns and home-based and local, right? It’s a great time for us, and our customers love that. The products we sell are Canadian and we’re from this area. We’re not a franchise from the States coming in and taking over—kind of thing. That kind of hits home. People are looking for that right now.”
“And that’s something that Foxy Box offers. It was started in Canada. So to share that story with our customers too… some of our customers have come from BC, so they already know that.”
“They know their reputation and they like that. They’d rather go with somebody Canadian right now. And you know what? We’ll take it every day. We’ll take it.”
Sleep Country Express at Walmart Canada (Image: Sleep Country)
Sleep Country Canada is undergoing a sweeping digital transformation—and at the heart of it all is a commitment to staying ahead of evolving customer expectations while staying true to its roots in sleep expertise and service.
“Our transformation was driven by a clear vision: to double down on customer centricity and support business growth,” said Deckelbaum. “We recognized the need to evolve in response to shifting consumer expectations and to unify the physical and digital shopping journeys.”
That vision has become the foundation of an enterprise-wide initiative aimed at increasing basket size, accelerating double-digit growth, and boosting engagement across all channels. “To do that, we pursued a next-generation digital experience that personalizes every touchpoint—leveraging AI and automation—while preserving our sleep expertise and assisted selling approach, which truly sets us apart,” she explained.
Deckelbaum emphasized that the transformation wasn’t just about improving the website—it was about fundamentally reimagining how Sleep Country serves customers. “At the heart of this transformation is our commitment to long-term success, staying true to what makes Sleep Country special: our people, our sleep expertise, and our customer promise.”
The decision to innovate was grounded in a clear purpose. “Again, it really stemmed from a clear vision to strengthen our customer-centric approach and drive business growth,” she said.
While the transformation continues to evolve, its roots go back some time. “The foundational question we asked was: How do we bring the magic of our in-store sleep experts—over a thousand strong—into the digital world?” said Deckelbaum.
This led to the development of an assisted online strategy that includes enhanced personalization tools and an interactive, self-guided mattress experience. “We were guided by a deep commitment to digital innovation and a future-focused mindset,” she said. “We formed a cross-functional steering committee that ensured strong change management, stakeholder alignment, associate empowerment, and customer obsession were embedded from day one.”
Source: Sleep Country
Deckelbaum outlined a threefold approach to the digital upgrade: unify, personalize, and optimize.
“We unified channels through investments in a Customer Data Platform (CDP) and other technologies, enabling real-time insight and action. AI-powered recommendations and tailored content significantly boosted engagement and conversion,” she said.
Through Google AI tools such as Gemini and Vertex AI, Sleep Country has further strengthened its digital capabilities. “This has improved everything from site search and dynamic image creation to high-quality translations, allowing us to serve customers more effectively across languages and channels,” she noted. “The result is a deeply personalized journey—one that reflects who our customer is, what they need, and when they need it.”
Despite success with its previous model, Sleep Country recognized that change was necessary. “That’s true—our existing model was working well. But we had the foresight to recognize that consumer expectations are constantly evolving. We saw an opportunity not just to keep pace but to stay ahead,” said Deckelbaum.
Rather than a simple refresh, the company set out to build a seamless digital ecosystem. “It wasn’t just a site redesign; it was the creation of an integrated digital ecosystem. We moved away from siloed initiatives toward a unified, cross-channel experience.”
That shift included adopting a mobile-first, AI-powered BigCommerce platform. “It allows us to meet customers where they are—supporting a multi-brand, multi-language experience and laying the foundation for future growth,” she said. “We also transitioned from legacy segmentation models to real-time, behaviour-driven personalization powered by AI and our Customer Data Platform.”
And the transformation isn’t over yet. “The journey is far from over,” Deckelbaum said. “We’re building a flexible, scalable ecosystem with digital experience at the core.”
She added, “Our assisted selling model—rooted in expertise and now digitized—is a unique differentiator. Through our complete sleep ecosystem, we’re delivering better sleep through a unified, human-first experience.”
As the company continues to evolve, its focus remains unwavering. “We’re proud of where we are, but even more excited about where we’re headed—always with the customer at the heart of our next-generation strategy.”
