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Kleanr Cosmetics Launches First Ever Machine Washable Makeup Brushes

Brooke Hegedus
Brooke Hegedus

Kleanr Cosmetics, a Toronto-based beauty brand, has introduced what it calls a new standard in makeup brush hygiene with the launch of its patent pending Brush Kleaning System. 

This proprietary collection of machine-washable makeup brushes and cleaning tools is designed with hygiene, efficiency, and sustainability in mind. Created for both everyday makeup users and professional makeup artists, Kleanr offers a smarter, more convenient approach to brush maintenance without compromising on performance or quality, says the company.

Kleanr’s debut collection includes three essential face brushes with detachable heads, an innovative silicone washing bag, and detergent pods formulated to disinfect and hydrate brush bristles. Sold together as a kit and individually, these products are designed to work together as a system for a thorough clean in any washing machine.

For professional makeup artists in particular, Kleanr said its products offer both a practical and hygienic solution. Brush heads are available for separate purchase and can be switched between clients, helping reduce kit size while supporting a more hygienic service.

“Makeup brushes are a timeless beauty tool that have yet to evolve to meet the demands of our fast-paced, results-driven world,” said Brooke Hegedus, founder of Kleanr Cosmetics. “At Kleanr, we’ve created a solution that combines quality, innovation, and convenience to simplify brush maintenance and encourage a Kleanr beauty routine.” 

Hegedus was inspired to create the brand through her own experience, “As someone who wears makeup daily, I always dreaded cleaning my brushes. Like many people, I would put it off for weeks, sometimes even months, leading to product buildup that affected both my skin health and makeup application. I knew there had to be a better way, and that’s how the idea for Kleanr was born.”

In an interview with Retail Insider, Hegedus talked about the company and the development of the products.

Brooke Hegedus
Brooke Hegedus

What prompted you to develop a machine washable makeup brush system, and what research or product testing went into developing the patent pending technology?

The idea for Kleanr came from my own frustration with cleaning makeup brushes. I wear makeup regularly and, like a lot of people, I found myself putting off washing my brushes because the process was tedious and time consuming.

One day while standing over my sink cleaning them, I remember thinking, wouldn’t it be great if I could just throw these in the washing machine the same way we wash clothes, sneakers, sports equipment and so many other everyday items?

That thought immediately sent me down a rabbit hole. I did an extensive online search to see if anything like it had ever been tried or done before, and to my surprise, I could not find an existing machine washable makeup brush system.

At that point, I had to test the idea for myself. I literally started sawing the wooden handles off regular makeup brushes, putting the brush heads into a mesh bra bag and running them through the washing machine just to see what would happen. My fiancé definitely thought I was losing it, but I needed to see with my own eyes whether the concept could actually work.

Those early experiments eventually turned into a 2.5 year product engineering and development process with Spark Innovations, an industrial design and product development firm. Together, we worked through countless prototypes, material testing, manufacturing trials and refinements across every part of the system.

The Washing Bag was probably the most challenging product for us to design and manufacture. From the beginning, I knew I wanted something that combined the protective function of a laundry bag with the textured surface of a traditional makeup brush cleaning mat. Making those two ideas work together in production was another story.

There were a lot of small details I refused to compromise on, from the texture and water flow to the shape, closure and overall durability. We went through months of prototyping and tweaking with the factory, so finally getting the green light on the design was incredibly rewarding. The final bag includes a textured interior to help create bristle agitation, perforations to support water flow and a locking zipper to keep the brush heads secure during the wash cycle.

The brushes themselves went through the same level of development. We had to consider the removable head connection, repeated exposure to water and heat, and how the brushes would continue to perform after machine washing. The final brushes use materials specifically selected for their water and temperature resistance and their ability to withstand repeated machine washing.

As the designs became more defined, protecting the intellectual property became an important part of the process as well. I worked closely with the intellectual property team at Craig Wilson and Company, who conducted an extensive patent and prior art analysis before we moved forward with filing. We wanted to understand what had been done before and make sure there was a meaningful basis for protecting what we had created.

Based on that analysis, we did not identify an existing patent for a silicone washing bag designed specifically to clean makeup brush heads in a washing machine, or for a makeup brush with removable heads designed specifically for machine washing. We ultimately filed two separate utility patent applications, one covering the makeup brush design and one covering the Washing Bag, both of which are now pending.

One thing I learned very quickly through the patent process is how much the smallest design and functional details matter. An idea can sound similar to something that has existed before at a broad level, but the specific way a product is designed, functions and solves a problem is where the distinction often lies. That process forced us to look at every element of the system incredibly closely and helped shape some of the details we ultimately brought into the final products.

Kleanr photo
Kleanr photo

How does the Brush Kleaning System compare with traditional makeup brush cleaning methods in terms of cleaning effectiveness, drying time, durability and maintaining brush performance after repeated machine washes?

The biggest difference is the amount of hands-on work and time involved. Traditional brush cleaning usually involves wetting, lathering, scrubbing and rinsing each brush individually. This can be a tedious and messy process that many people put off. With Kleanr, the process is much easier: brush heads are removed from the handles, placed together inside the Washing Bag with a detergent pod and cleaned in the washing machine.

One benefit that really stood out during testing was the drying time. Because the washing machine’s spin cycle removes so much excess water from the brush heads, they air dry considerably faster than brushes I wash by hand. I would typically have to leave my hand washed brushes to dry overnight, whereas in our testing, Kleanr brush heads have generally been dry and ready to use within about an hour. Drying time can vary depending on the brush, wash cycle and environment, but the difference has been very noticeable.

From the beginning, I also knew I did not want to create brushes that were simply easy to wash in the machine. The quality and performance had to be on par with, if not better than, the leading makeup brush brands. I wanted it to feel like having your favourite makeup brush, but without ever having to worry about the time consuming and messy task of washing it by hand.

Material selection was a huge part of making that possible. Kleanr brushes use PPE plastic handles and ferrules, epoxy resin glue, and synthetic fibre bristles, with each component selected specifically for water resistance, temperature resistance and repeated machine washing.

Many traditional makeup brushes are built with materials such as wooden handles, metal ferrules and conventional adhesives that are designed for hand washing rather than the heat, water exposure and movement of a washing machine. We had to rethink the construction from the ground up so the brushes could handle that environment without sacrificing how they feel or perform.

The Washing Bag was developed with the same mindset. It is made almost entirely of medical grade silicone, which we selected for its durability, hygienic properties, temperature resistance and non-reactive nature. The material was chosen specifically to withstand repeated machine washing while still protecting the brush heads and supporting the cleaning process.

For both the makeup brushes and washing bag, we went through boxes and boxes of material samples and tested different combinations until we found components that could perform exceptionally both during makeup application and through repeated machine washing.

I have also personally been using the same set of Kleanr brushes almost every day for over a year and washing them several times a week. Over that time, I have not noticed any meaningful change in the shape of the brushes or how they perform during makeup application.

Ultimately, the goal was never just to create a makeup brush that could survive a washing machine. It had to come out clean, maintain its shape and performance, and still feel like a high quality beauty tool that someone would genuinely want to use every day.

Kleanr photo
Kleanr photo

What testing has been conducted to support the claim that the detergent pods disinfect and hydrate brush bristles, and what evidence do you have regarding the system’s effectiveness in removing bacteria, makeup residue and other contaminants?

I want to clarify some of the wording used in our original press release. We initially described the detergent pods as being formulated to “disinfect and hydrate” the brush bristles, but we have notconducted independent microbiological testing to substantiate a specific bacterial reduction or disinfection claim, so I would not want to overstate that language.

The detergent pods were specifically developed to deeply cleanse brush fibres by removing makeup, oils, product buildup and residue. The formula combines surfactants and enzymes used for cleansing with ingredients selected to help prevent the fibres from feeling overly stripped after washing. Our Safety Data Sheet lists glycerin at 8%, where it functions as a humectant, and coconut fatty acids at 7% as an emulsifier.

Those ingredients were part of the reason we originally used the word “hydrate,” but we have not conducted a specific hydration study on the brush fibres, so I think it is more accurate to say that the formula was designed to cleanse effectively while helping maintain the feel of the bristles rather than claiming a measured hydration benefit.

In terms of cleaning effectiveness, the detergent is formulated to remove makeup, oils, product buildup and residue trapped within the fibres, while the Washing Bag adds mechanical agitation and allows water and detergent to flow throughout the brush heads during the wash cycle.

We have not yet conducted independent microbiological testing to quantify bacterial reduction or the removal of specific microorganisms. That is something I would like to pursue as the brand grows, because I think having measurable data around bacterial reduction would be valuable. For now, I would rather be very clear about what we can substantiate: the system is designed to remove makeup, oils, buildup and residue and to support a cleaner, more hygienic brush routine.

Who is your target customer, and how do you see the product serving both everyday makeup users and professional makeup artists, particularly in terms of hygiene, cost savings and the ability to replace individual brush heads?

Kleanr was intentionally designed for both everyday makeup users and professional makeup artists because, although their needs are slightly different, the underlying problem is the same: makeup brushes need to be cleaned regularly, but the process is time consuming and easy to put off.

For everyday users, the biggest benefit is convenience. I was that customer myself. I would delay cleaning my brushes simply because I did not want to stand at the sink washing them one by one.

Kleanr makes regular brush maintenance much more practical by allowing multiple brush heads to be cleaned together in the washing machine.

For professional artists, the system solves a slightly different problem. Hygiene and turnaround between clients are extremely important, and the removable brush heads allow artists to swap heads while continuing to use the same handles. At the end of the workday, the used heads can be machine washed and prepared for the next day.

Kleanr photo
Kleanr photo

The replaceable head design also creates a meaningful cost and sustainability advantage for both audiences. Our brush heads will be available for separate purchase at a fraction of the cost of replacing the full brush, so if a head eventually becomes worn or needs to be replaced, the customer can keep the handle and simply replace the part they need.

For professional artists in particular, there is also value in being able to build out a larger rotation of brush heads over time. Rather than purchasing a full brush every time they need more capacity between clients, they can add individual heads to the system as needed.

To me, this also fits with the broader shift I’m seeing toward refillable and replaceable products in beauty. I think consumers increasingly value the ability to replenish or replace only what they need, both to reduce cost and avoid unnecessary waste. Kleanr applies that same thinking to a category where the entire tool has traditionally been replaced as one piece.

Ultimately, Kleanr is for anyone who values makeup brush performance but wants a more convenient and hygienic way to maintain their tools. Whether that means making it easier for someone at home to wash their brushes more regularly or helping a professional artist manage a busy kit between clients, the system was designed to make good brush hygiene easier to maintain consistently.

With the products launching exclusively through your website in fall 2026, what are your initial sales and distribution goals, planned pricing, and longer term growth strategy for Kleanr Cosmetics in Canada and potentially international markets?

For our launch, Kleanr will be available exclusively through our website. I made that decision intentionally because I want the first stage of the brand to focus on introducing the system directly to consumers, educating them on how it works and learning from their experience with the products.

My initial focus is to establish product market fit and build awareness around Kleanr as a new approach to makeup brush maintenance. Because this is an entirely new concept, education will be a big part of the launch. I want customers to understand not only that the brushes can be machine washed, but why the removable heads, Washing Bag and detergent were all designed to work together.

At launch, the Brush Kleaning System Starter Kit will retail for $114 CAD. Individually, the Buffing Brush will retail for $28, the Sculpting Brush and Blending Brush for $26 each, the Washing Bag for $34, and a 30 pack of detergent pods for $16.

In terms of distribution, our initial focus will be Canada and the United States. I want to build a strong foundation in North America before expanding internationally. Longer term, I would love to see Kleanr available through major beauty retailers because I think the system becomes especially compelling when customers can see and experience the removable brush design in person.

My goal is for Kleanr to become known for creating practical beauty innovations that rethink routines people have accepted as inconvenient simply because that is how they have always been done. We are starting with three essential brushes, but that is only the beginning of the Brush Kleaning System line. We plan to continue expanding into additional brush shapes and sizes, and we already have other innovative products in development that build on Kleanr’s broader goal of making beauty routines more efficient, hygienic and practical.

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More Canadians tapping into savings or borrowing to pay for food: Dalhousie report

Gustavo Fring photo
Gustavo Fring photo

A new report says Canadians are facing a new squeeze: transportation costs are soaring, familiar grocery-saving tactics are losing momentum, and more households are tapping savings or borrowing to pay for food.

Here are the key findings from the latest Canadian Food Sentiment Index from Dalhousie University’s Agri-Food Analytics Lab, supported by Caddle Insights:

1. Transportation costs are the new pressure point

Food remains the top cost concern (76.7%), but transportation has jumped to second place: 41.2% now rank it among the expenses rising most, up from 20.2% just six months earlier. Nearly eight in 10 (79.2%) say their transportation costs increased over the past year.

2. Grocery-saving strategies are losing steam

The six leading saving strategies are less frequently reported than two years ago. Coupon use fell from 30.5% to 20.3%; shopping at cheaper stores dropped from 24.9% to 21.0%. Seeking sales remains the leading tactic at 45.5%. Consumers may be reaching the limits of how much they can adjust.

“Canadians have spent years adapting their shopping habits to stretch their food dollars.” said Dr. Stacey Taylor, Assistant Professor of Accounting, Telfer School of Management, University of Ottawa. “The decline in several saving strategies suggests fatigue may be setting in. Households have limited time and energy to chase every deal, especially when getting to the store is becoming more expensive.”

3. Store brands are becoming a lasting habit

Choosing generic and private-label foods recorded the largest two-year gain among the value-based behaviours measured, rising from 2.91 to 3.47 on a five-point frequency scale. This suggests store brands are becoming a routine choice, even as inflation-driven brand switching has eased.

4. Food inflation feels much higher than it is

Canadians perceived food inflation at 7.9% over the past year, far above the 2.8% official grocery inflation rate used as the report’s August reference. More than half (53.0%) believed food prices rose at least 8% since last year and one in four (25.1%) expects increases above 10% in the year ahead.

“Slower inflation does not mean food has become affordable again. Canadians are still feeling the cumulative rise in prices, which helps explain why their inflation perceptions remain elevated. Rising energy costs add to household pressures, keeping affordability in the driver’s seat when making food choices. The stabilization of grocery shopping behaviours suggests that some cost-saving adjustments are becoming lasting habits,” said Dr. Armağan Özbilge, Assistant Professor, Faculty of Management, Dalhousie University.

5. One in three Canadians is drawing on savings or borrowing to eat

Nationally, 32% reported using savings or borrowing money to buy food, up four percentage points year over year. Saskatchewan recorded the highest rate (36%), followed by Alberta (35%) and Ontario (34%). Prince Edward Island was lowest (14%), although its small sample requires caution; Nova Scotia followed at 24%.

6. Dining out is driving the latest food-budget increase

Estimated combined monthly food spending reached $521, up from $497 in Spring 2025. Over the latest six months, grocery spending edged down from $412 to $409, while dining out and takeout rose by 3.8%.

Millennials lead food-away-from-home spending at $132.48 per month, ahead of GenX ($116.54).

“Overall, the results show that Canadians are not just confronting higher food prices; they are changing how they live with them. Transportation is taking a bigger bite, savings strategies are wearing thin, and one in three people is turning to savings or credit to put food on the table. That is a warning sign for household financial resilience,” said Dr. Sylvain Charlebois, Senior Director, Agri-Food Analytics Lab

Greta Hoffman photo
Greta Hoffman photo

Released twice a year, the Index tracks how Canadians perceive food prices, manage household spending and change their food purchasing habits. The Fall 2026 edition surveyed 2,998 Canadians and compares trends across five waves since Fall 2024.

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EMERGE Commerce forecasts 5% revenue growth and 20% EBITDA increase in Q3 2026

PHOTO: TRULOCAL VIA FACEBOOK

EMERGE Commerce Ltd. , an acquirer and operator of profitable e-commerce brands and technologies, has released preliminary unaudited results for its financial third quarter ended September 30, 2026.

Select Preliminary Q3 2026 Financial Highlights (vs. Q3 2025):

  • Revenue expected to be $7.4M vs. $7.0M, an increase of 5%
  • Gross margin expected to be 38% vs. 34%
  • Adj. EBITDA expected to be $313K vs. $261K, an increase of 20%
  • Total Cash was $4.9M (September 30, 2026) vs. $4.1M (September 30, 2025). Total cash includes $1.0M in restricted cash held with Desjardins, scheduled for release at the facility’s one-year anniversary review

“Our preliminary Q3 results reflect continued progress, with Adjusted EBITDA  expected to grow 20% year-over-year, alongside higher revenue and improved gross margins. Combined with our recently completed 7-year refinancing with Desjardins, which lowered our interest rate from 11.0% to 7.3%, we are building a stronger financial foundation,” said Ghassan Halazon, Founder and CEO, EMERGE.

EMERGE said it expects to file its full Q3 results in late November 2026.

Ghassan Halazon
Ghassan Halazon

EMERGE Commerce is an acquirer and operator of  e-commerce brands and technologies across Direct-to Consumer and Business-to-Business segments. Its D2C portfolio spans our Grocery and Golf verticals. truLOCAL is its flagship Canadian meat and seafood subscription service. Its Golf vertical includes UnderPar (discounted golf experiences), JustGolfStuff and Tee 2 Green (discounted apparel and equipment). EMERGE B2B houses Viral Loops, itsreferral marketing platform.

In August, EMERGE reported higher revenue, gross profit and adjusted EBITDA in the second quarter, while its cash position also improved year over year.

The Toronto-based company said  that revenue for the three months ended June 30 rose 7.4 per cent to $9.11 million from $8.48 million a year earlier, marking its ninth consecutive quarter of year-over-year revenue growth. Adjusted EBITDA increased 7.3 per cent to $1.03 million from $958,000, the seventh consecutive quarter of positive adjusted EBITDA.

Gross profit increased 14.8 per cent to $3.55 million from $3.09 million, while gross margin rose to 39 per cent from 36.5 per cent.

EMERGE also reported net income of $199,662 for the quarter, compared with $200,086 a year earlier. Its cash position stood at $4.8 million as of June 30, up from $3.5 million a year earlier.

Room for Everyone: Preparing Your Montréal Home for Holiday Gatherings

The holiday decorations may still be packed away, but October is when many homeowners begin thinking about how their spaces will accommodate family and friends in the months ahead. A dining table that seats six may need to accommodate twelve, the living room may require additional seating, and a guest bedroom might need attention before visitors arrive.

Montréal furniture retailer Casavogue is encouraging customers to consider these practical needs early. Planning in October gives homeowners time to evaluate their spaces, explore furniture options and address potential challenges before the holiday entertaining season begins.

With a 38,000-square-foot showroom featuring Canadian, Italian and international furniture, Casavogue offers an extensive selection for customers preparing their homes for larger gatherings and overnight guests.

Will Everyone Fit Around the Dining Table?

For many households, the dining room becomes the centre of holiday entertaining. The challenge is finding a table that works comfortably throughout the year while accommodating additional guests for special occasions.

Extendable dining tables can help solve that problem, providing extra seating when needed without occupying unnecessary space every day. Casavogue carries a selection of dining tables in different sizes, materials and finishes, along with chairs that can be coordinated to suit the room.

Seating capacity is only part of the consideration. Homeowners also need enough clearance for guests to move around the table, pull out chairs and circulate comfortably. A table that technically seats twelve may not be practical if the surrounding room is too small.

Casavogue’s design consultants can help customers evaluate dimensions, configurations and seating options, particularly when balancing everyday use with occasional larger gatherings.

Palm Gate Dining Set

Create a Living Room Where Guests Can Gather

The living room often becomes the next gathering place after a holiday meal. A layout designed around a family’s daily routine may need adjustments when a larger group arrives.

Adding an armchair, selecting a larger sectional or reconsidering how existing furniture is arranged can make the space more comfortable. The placement of seating also matters, especially when guests need to move between the living room, dining area and kitchen.

Casavogue offers sofas, sectionals, accent chairs and occasional furniture in a range of styles, fabrics, leathers and configurations. Modular designs can provide additional flexibility, while complementary seating can help accommodate visitors without overwhelming the room.

Coffee tables and side tables also serve a practical purpose during entertaining, providing convenient surfaces for drinks and refreshments. Choosing pieces with appropriate dimensions helps maintain comfortable circulation while keeping everything within reach.

Lingora Sofa

Prepare the Guest Bedroom Before Visitors Arrive

Guest bedrooms can become an afterthought, particularly in homes where spare rooms also serve as offices or storage spaces.

A comfortable mattress, suitable bed frame and practical bedside furniture can make overnight stays more pleasant. Visitors also appreciate somewhere to place their belongings, whether that means a dresser, nightstand or additional storage.

Casavogue carries bedroom furniture ranging from individual beds and mattresses to coordinated bedroom collections. Customers can refresh an existing guest room with a few carefully chosen pieces or consider a more substantial update.

Start with the Furniture, Then Add the Decorations

Seasonal decorations can change the atmosphere of a home, but the furniture determines how comfortably people can use the space.

The dining table establishes how many guests can gather for a meal. Sofas and chairs influence where conversations take place, while bedroom furniture helps make overnight visitors feel welcome.

Addressing those needs before decorating also makes it easier to decide where seasonal accents, lighting and other decorative elements will work best.

Casavogue’s showroom allows customers to compare furniture, materials and finishes in person, with design consultants available to help coordinate selections across different rooms.

The objective is to create a home that accommodates holiday gatherings comfortably while remaining practical and inviting throughout the rest of the year.

Looking Ahead to the Holiday Season

Family-owned since 1972, Casavogue has served Montréal homeowners for more than five decades, offering high-end furniture and personalized assistance with furnishing projects of different sizes.

October is an opportunity to review what may be needed before the holiday season, whether that involves a new dining table, additional living room seating or improvements to a guest bedroom. Customers are encouraged to visit the showroom early and discuss product availability and delivery considerations with Casavogue’s team.

Casavogue is also preparing seasonal promotions for November and December, with further details to be announced as the holiday shopping period approaches.

The showroom is open Monday through Friday from 9:30 a.m. to 6:00 p.m., and Saturday and Sunday from 9:30 a.m. to 5:00 p.m.

Casavogue is located at 8260 boulevard Saint-Michel, Montréal, QC H1Z 3E2. For more information, call +1 514-360-3565 or book an appointment to receive personalized advice.

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Maison Territo Showcases Distinctive Design for Holiday Entertaining

Holiday decorating can transform a home, but the objects guests remember often have little to do with the season itself. It might be an unusual lamp in the living room, an illustrated plate displayed on a wall or a sculptural object on a console that prompts someone to stop and ask about it.

At Maison Territo in Montréal’s Royalmount, collections from Seletti, Fornasetti and Tom Dixon offer homeowners a way to introduce those memorable details. The internationally recognized design houses are known for lighting and decorative objects that combine strong visual identities with craftsmanship, artistic influences and unexpected forms.

As the holiday entertaining season approaches, Maison Territo is encouraging homeowners to consider how a single distinctive piece can add character to a room, with the added benefit of remaining part of the home throughout the year.

Seletti Wonder lamp

Seletti: A Playful Approach to Lighting

Italian design house Seletti has developed a reputation for transforming familiar subjects into unconventional lighting and decorative objects. Its collections often incorporate humour, popular culture and unexpected combinations of materials.

The Wonde lamp, for example, reimagines a classical sculptural figure blowing a bubble-gum bubble. The contrast between the traditional bust and the contemporary detail gives the piece an immediately recognizable personality.

Seletti’s Monkey Lamp collection takes another approach, incorporating sculptural animal figures into lighting designs. The lamps can introduce an unexpected element into a living room, entrance hall or entertaining space, particularly where the surrounding furniture is relatively restrained.

These pieces illustrate how lighting can contribute to the character of a room even when illumination is not its primary attraction.

Fornasetti objects at Maison Territo

Fornasetti has built its identity around a distinctive world of illustration, surrealism and decorative craftsmanship. Founded by Italian artist Piero Fornasetti, the Milanese atelier is known for applying imaginative imagery to objects used throughout the home.

Its Tema e Variazioni series is among the brand’s most recognizable creations. The collection features the face of opera singer Lina Cavalieri, interpreted through numerous variations that appear on decorative plates and other objects.

Displayed individually or arranged as part of a small collection, Fornasetti plates can become a striking feature on a wall. The brand’s trays and decorative accessories offer other ways to introduce artwork into a living room, dining area or entrance hall.

For homeowners who enjoy collecting design objects, Fornasetti offers pieces with recognizable artistic identities that can be appreciated independently of seasonal decorating.

Tom Dixon lighting collection

Tom Dixon: Sculptural Forms and Distinctive Materials

British designer Tom Dixon is known for exploring the expressive possibilities of materials, particularly metal and glass. His lighting collections frequently incorporate reflective surfaces, unusual silhouettes and sculptural forms that give the pieces a strong presence within an interior.

The brand’s pendant lights, table lamps and portable lighting can serve as focal points in living and dining spaces. Metallic finishes and carefully considered proportions allow the designs to work within contemporary interiors while adding visual interest.

Tom Dixon also offers decorative accessories that carry the same attention to form and material. These can provide smaller accents for consoles, shelving and dining tables without requiring changes to larger furniture.

The brand’s approach is particularly relevant for homeowners who want a distinctive piece that complements a clean, contemporary interior.

Choosing One Piece That Makes an Impression

Holiday entertaining often brings renewed attention to the rooms where family and friends gather. Homeowners may rearrange furniture, prepare dining areas and introduce seasonal decorations, but a memorable interior can begin with one carefully chosen object.

A Seletti lamp can add humour to a living room, while a Fornasetti plate introduces an artistic reference. Tom Dixon lighting can create a more architectural focal point, particularly in spaces where materials and proportions are central to the design.

Placement is important. An unusual lamp or decorative object often has greater impact when given enough space to be appreciated, allowing its form, colour or detailing to stand out.

Choosing pieces that suit the home’s existing character also helps ensure they remain relevant after the holidays. A distinctive object can become a familiar part of everyday living while continuing to attract attention when guests return.

Discover Statement Design at Maison Territo

Maison Territo’s 11,000-square-foot showroom at Royalmount brings together furniture, lighting and decorative objects from internationally recognized design houses.

Its curated catalogue includes Seletti, Fornasetti and Tom Dixon alongside other brands offering distinctive approaches to contemporary interiors. Customers can explore different styles and receive guidance on selecting pieces that complement their homes.

For homeowners preparing to entertain during the coming months, Maison Territo offers an opportunity to discover lighting and decorative objects that can become memorable features of a room, well beyond the holiday season.

Maison Territo is located at 5050 Côte-de-Liesse, Suite 1050, Mont-Royal, QC H4P 0C9. For more information, visit maisonterrito.ca/en or call 514-800-0102.

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Best GPS Tracker for Car: What Drivers Should Look for Before Buying

For many drivers, a car is one of their largest household purchases. Yet vehicle security often receives less attention than insurance, maintenance, or fuel costs. GPS tracking technology is changing that by giving vehicle owners a way to check a car’s location, review trips, and receive movement alerts through a connected app.

But with plug-in devices, battery-powered trackers, and smartphone-based location services competing for attention, choosing the best GPS tracker for a car requires more than comparing prices.

Understanding the Main Types of Car GPS Trackers

The first step is understanding how different trackers work.

OBD-II trackers plug into a vehicle’s diagnostic port and draw power from the car. They are generally straightforward to install and may offer vehicle diagnostics alongside location tracking. However, they can be disconnected easily if someone knows where to look.

Battery-powered GPS trackers operate independently of the vehicle’s electrical system. Some models use magnetic mounts, making them useful for cars, trailers, and other assets. Their main trade-off is battery maintenance and the need to recharge the device periodically.

Hardwired trackers connect to a vehicle’s electrical system. They can provide a permanent installation, but setup may require professional assistance.

Smartphone-based tracking apps can help families share locations and coordinate travel. However, they track a phone rather than independently tracking the vehicle, which makes them less suitable for theft recovery when the phone is not inside the car.

What Makes the Best GPS Tracker for a Car?

A useful buying decision starts with five practical considerations.

1. Location update speed

Not every tracker refreshes its location at the same frequency. A device that updates every few minutes may be sufficient for checking a parked vehicle, but faster updates can provide a more current picture when a vehicle is moving. Buyers should check the refresh rate included in the subscription they intend to purchase.

2. Total ownership cost

The advertised device price is only part of the expense. Buyers should also compare monthly service charges, activation fees, contract terms, and any costs associated with replacing or maintaining the device.

3. Installation and power

Drivers who prefer a simple installation may favour a plug-in or battery-powered model. Those seeking a more permanent solution may prefer a hardwired unit. The right choice depends on the vehicle, the intended use, and the owner’s maintenance preferences.

4. Alerts and trip history

Movement notifications, geofencing, and trip history can make a tracker more useful than a map showing a vehicle’s current position alone. These features may help owners identify unexpected movement or review when a vehicle travelled between locations.

5. Reliability and privacy

GPS performance depends on factors such as satellite visibility, cellular coverage, device design, and service availability. Buyers should also check how location data is stored, who can access it, and whether the service provides adequate account-security controls.

Where Does ShadowGPS Fit In?

ShadowGPS offers two approaches for vehicle owners with different priorities.

ShadowAuto is an OBD-II tracker designed for drivers who want a straightforward installation and vehicle-powered operation. ShadowTrack is a battery-powered alternative with a magnetic mount for applications where a plug-in connection is less practical.

According to the manufacturer’s published specifications, both devices offer location updates every five seconds while the vehicle is moving. ShadowTrack is rated for up to approximately 15 days of battery life per charge, depending on usage and conditions.

These features illustrate why buyers should compare products by installation method, update frequency, power source, and ongoing service costs rather than relying on a single headline specification.

More details are available on the ShadowGPS.

The Bottom Line

The best GPS tracker for a car depends on what the owner needs most. An OBD-II device may suit everyday drivers who want simple installation, a battery-powered tracker may be preferable for vehicles or assets without a convenient power connection, and a hardwired device may suit owners seeking permanent installation.

Before purchasing, compare the full cost of ownership, included features, update frequency, and privacy protections. Also verify compatibility, service coverage, and applicable tracking laws in your location.

As connected vehicle technology becomes more accessible, informed buyers will be better positioned to choose a tracking solution that fits their budget, vehicle, and security priorities.

Daily Synopsis: October 21, 2026

Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 12 articles we published covering key developments in Canadian retail. Here are a couple highlights with a full list of the day’s articles thereafter.

Odd Cookie expanded to nearly 1,000 retail locations nationwide within its first year by innovating the traditional cookie into a thin, crispy snack suited for easy snacking. Walmart Canada plans to open a 165,000-square-foot Supercentre in Calgary’s Southcentre Mall by 2028 in the mall’s former Hudson’s Bay space, relocating from a nearby site to enhance grocery, pharmacy, and merchandise services. Concurrently, Groupe Dynamite is rolling out its upgraded Dynamite 3.0 store concept across Canada, focusing on premium design and personalized styling to improve sales and brand presence.

JACOB is relaunching under the founder’s daughter with a focus on beauty and accessories, opting to explore retail partnerships rather than reopening physical stores, signalling a cautious approach to brand revival. Meanwhile, Alrifai Real Estate is developing 500 modular apartments on the rooftop of Prince Albert’s Gateway Mall to provide student housing close to post-secondary institutions, using off-site fabrication for faster build times with minimal retail disruption. Both efforts reflect innovative strategies linking real estate and retail in response to evolving market needs.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web

Retail Insider “Q3 2026 Food Service Report”: Growth Must Pay at Restaurant Level

Retail Insider has released Q3 2026 Food Service: Restaurant Growth as Consumers Become More Selective, authored by founder and publisher Craig Patterson. The report looks beyond higher restaurant receipts to examine what operators earn from the occasions they manage to win.

The report covers Canadian quick-service and full-service restaurants, cafés, food halls, chains, franchise systems and dining behaviour. It combines Retail Insider coverage with company disclosures, government data and industry research, keeping quarterly developments separate from financial results covering earlier periods.

Retail Insider Reports provide executive-level analysis of Canadian retail sectors and the businesses supporting them. The Retail Insider Report Hub brings the quarterly collection together for operators, franchisees, landlords and suppliers evaluating changes across the market.

General Themes

  • Bigger receipts do not establish more visits: Current-dollar sales include the effect of higher menu prices.
  • Growth commitments need qualification: Franchise agreements, long-term targets and operating restaurants represent different stages of development.
  • Established networks offer another growth route: Beverages, renovations and loyalty can increase the usefulness of existing locations.
  • The entire cheque matters: Losing drinks, sides or delivery spending changes economics even when the meal purchase remains.
  • Repeat demand is the test: Expansion and promotions need to support restaurant and franchisee returns, not simply transaction volume.

Retail Insider Coverage

Jollibee secured commitments for 26 Western Canadian restaurants, nearly matching its 28 existing company-operated locations, but the commitments still require sites, approvals, capital and construction. Firehouse Subs reached 200 operating Canadian restaurants, while Jersey Mike’s entered Calgary against Redberry’s longer-term target of 300 Canadian locations by 2035. Olive Garden opened at Vaughan Mills, with Ottawa and Ajax in development. Craig’s Cookies reached 25 locations with a compact franchise format, showing why growth programs cannot be compared solely by unit count.

Mature chains are trying to create more occasions within infrastructure they already operate. KFC Canada and its franchisees committed $30 million to the Kwench beverage platform, targeting more than 400 locations by year-end and approximately 600 in 2027. Tim Hortons’ roughly $400-million Canadian spending program includes about 80 openings and 400 renovations, alongside beverage development. McDonald’s reported encouraging early Canadian beverage results without quantifying the traffic or average-cheque effect, leaving the incremental return to be established.

Tim Hortons also linked eligible Tims Rewards and Triangle Rewards accounts so customers can earn Canadian Tire Money on qualifying purchases. The rewards currencies remain separate, and earning rates depend on payment method. The partnership adds a reason to return, but its effect on frequency and restaurant-level earnings was not disclosed during the quarter.

Delivery partnerships divide customer acquisition and fulfilment in different ways. The Keg introduced DoorDash delivery from more than 100 restaurants across Canada and the United States, while Domino’s customers ordering through Skip still receive delivery from Domino’s own drivers. Pizza Pizza has separately discussed the cost advantages of proprietary ordering channels. Marketplace reach matters only alongside commissions, fulfilment costs and whether an order is genuinely additional business.

Primaris’ planned $49.5-million food-court redevelopment at Promenades St-Bruno changes the use of restaurant space without materially increasing the vendor count. Approximately 1,100 seats and exterior access are intended to support longer hours, pickup and delivery, while releasing roughly 20,000 square feet of former food-court space for retail. The existing food court is expected to remain open during construction, with the replacement scheduled for fall 2027. Access and operating flexibility can be as important as adding another tenant.

Closures require similar care. Starbucks announced approximately 250 North American closures without disclosing a Canadian count, and Boston Pizza’s individual closures included lease and redevelopment circumstances alongside renovations and selected openings. Of MTY’s 68 planned corporate restaurant closures, management said approximately 45 to 50 involved Papa Murphy’s, giving the program substantial exposure to the American pizza market. None of those totals should be presented as a simple measure of Canadian restaurant demand.

Broader Industry Coverage

Restaurants Canada reported that 80 per cent of Canadians were eating out less often because of living costs, compared with 75 per cent a year earlier. These findings measure stated behaviour, not an observed national traffic count. Pizza Pizza described customers reducing visits, removing extras and collecting orders to avoid delivery fees. Consumers can preserve a meal occasion while reducing the revenue and profit it generates.

Subway’s Fresh For Less offer included individual breakfast, snack and lunch choices below $5 at participating Canadian restaurants. It was not a universal promise of a complete meal for that price. MTY described different limits on price increases by product, while Pizza Pizza favoured targeted offers to inactive customers over indiscriminate discounting. Value must be assessed against the entire bill and the food, labour, occupancy and service costs behind it.

Company results varied substantially, although they were not a ranking of July-to-September performance. For quarters ending June 30, Tim Hortons reported Canadian comparable sales growth of 0.1 per cent, Boston Pizza reported 2.3 per cent same-restaurant growth, and Pizza Pizza reported a 5.0 per cent decline across Pizza Pizza and Pizza 73. MTY’s Canadian same-store sales fell 1.8 per cent for its fiscal quarter ending May 31. Different periods, formats and operating models limit direct comparisons, but the divergence shows that affordability cannot explain every outcome.

Convenience food also competes for coffee, breakfast, snacks and quick meals. Couche-Tard reported Canadian food-sales growth of 4.3 per cent in its first fiscal quarter while merchandise same-store sales were approximately flat. The company did not quantify sales taken from restaurants, so the result does not establish a market-share transfer. It does broaden the competitive set operators need to consider.

Editor’s Take

The report identifies traffic, average cheque, product attachment, daypart mix, delivery costs and repeat frequency as more useful measures than receipts alone. July foodservice and drinking-place sales rose 7.0 per cent year-over-year in current dollars, while restaurant prices increased 3.1 per cent in August. Those figures describe different periods and cannot be treated as a direct volume calculation. Restaurants Canada’s reported 4.1 per cent average pre-tax margin underscores the limited room for error.

The next six to 18 months will test whether Jollibee’s commitments become viable restaurants and whether beverage programs sustain demand beyond launch. Tim Hortons’ renovations and loyalty initiatives face the same requirement to improve established locations. Delivery partnerships must show that customer access is worth the channel cost rather than merely moving existing purchases into a more expensive route.

An emerging chain can grow by opening stores, while an established system can gain considerably from small improvements across hundreds of restaurants. Neither route removes the need for an attractive offer and dependable execution. The decisive question is whether consumers have a reason to return at a price that also works for the operator.

Conclusion

Read the full Q3 2026 Food Service: Restaurant Growth as Consumers Become More Selective for the analysis of expansion, beverages, loyalty, delivery and dining behaviour. It distinguishes growth announcements from the operating performance required to make them durable.

This report and the wider quarterly collection are available through the Retail Insider Report Hub. Together, they track the consumer and commercial pressures influencing Canadian retail investment.

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JACOB Begins New Chapter as Founder’s Daughter Revives Canadian Fashion Brand

Photo: Nicole De Khors for @oldminewmi

Canadian fashion brand JACOB, which once operated more than 250 stores across the country, is entering a new phase under the ownership of Cristelle Basmaji, daughter of founders Joey and Odette Basmaji. The Montreal-based business is beginning celebrations ahead of its 50th anniversary in 2027 with new beauty products, a limited-edition fashion accessory and plans to explore additional retail distribution.

JACOB closed its national retail network in 2014 following years of financial difficulties, although the brand continued through fragrance sales and smaller-scale initiatives. Basmaji is now rebuilding the business with an approach that draws on its established customer base while avoiding the substantial costs associated with operating a large chain of stores.

In an interview with Retail Insider, Basmaji discussed her decision to take over the family business, the challenges that contributed to its closure and the opportunities she sees for JACOB in today’s Canadian retail market.

From a Small Quebec Store to a National Fashion Chain

JACOB’s origins date back to a small menswear store in Sorel, Quebec, operated by Cristelle’s grandfather, Jacob Basmaji. Following his death, his son Joey took over the business at just 17 years old, helping support his mother and two sisters.

Joey’s future wife, Odette, was interested in fashion design and encouraged him to introduce women’s clothing. The business initially became a unisex retailer before shifting entirely to women’s fashion in 1977, the year the family identifies as the beginning of JACOB in its familiar form.

Cristelle Basmaji

Odette began designing the company’s collections in Montreal, replacing merchandise purchased from other brands with JACOB’s own designs. The retailer developed a following for coordinated women’s fashion, with an emphasis on classic styling, quality fabrics and accessible pricing.

JACOB expanded across Canada, eventually operating more than 250 stores and employing over 4,000 people at its peak. Its retail concepts included JACOB, JACOB Junior, JACOB Lingerie and other banners serving different segments of the women’s fashion market.

For many Canadian women, JACOB became a destination for professional clothing, particularly during the 1980s, 1990s and early 2000s. Basmaji recalled customers purchasing their first office wardrobes from the retailer, often choosing tailored suits, blazers, skirts and dresses.

The company’s presence in shopping centres was substantial. At Montreal’s Rockland Shopping Centre, where Basmaji worked earlier in her career, separate JACOB, JACOB Lingerie and JACOB Junior stores operated alongside one another, collectively occupying thousands of square feet.

JACOB’s national expansion became increasingly difficult to sustain as international competition intensified and the costs of operating a large specialty apparel chain increased. The company entered creditor protection in November 2010 and undertook restructuring efforts.

By May 2014, it had announced plans to liquidate inventory across its remaining 92 stores after continuing financial difficulties. International retailers such as Zara and H&M had expanded their Canadian operations, adding competition for established domestic fashion chains.

Rising shopping-centre rents and lengthy lease commitments placed further pressure on the business. Basmaji said her parents were also approaching retirement, while she had established a career outside the family business and was not looking to take over the chain at that time.

“High rents had a huge impact on our business,” Basmaji told Retail Insider. She recalled that shopping centres increasingly sought long-term lease commitments, sometimes extending to 10 years, creating substantial financial obligations for retailers facing uncertain sales conditions.

The family had purchased some of its retail properties over the years, including its St. Catherine Street flagship in Montreal. Basmaji said stores in family-owned properties were among the last to remain open because their occupancy costs were easier to manage.

The business continued in smaller forms after the national closures. Retail Insider reported in 2018 that JACOB-branded apparel was being sold through Costco, reflecting an earlier effort to maintain the brand through wholesale distribution.

Cristelle Basmaji Leads the Revival

Although JACOB’s original retail network disappeared, the company’s fragrances retained a following among customers who had purchased them for years. Basmaji said her father continued receiving messages from former customers asking whether their favourite JACOB perfumes could be brought back.

He eventually reintroduced the fragrances through the company’s website, maintaining a small business primarily serving existing customers. “When you fall in love with a perfume, it becomes deeply emotional. It’s your signature scent, and you can’t recreate that anywhere else,” Basmaji explained.

Following Joey Basmaji’s death in 2022, Cristelle became involved in managing the remaining business while continuing her professional career. As she worked through her father’s succession and reconnected with the company’s history, she began considering a more substantial revival.

“I feel like JACOB deserves to come back,” she said, explaining that renewed interest in 1990s fashion and the continued attachment former customers had to the brand contributed to her decision. Her plans begin with the existing fragrance business, supported by new beauty products and accessories that reflect the company’s fashion heritage.

She is taking a measured approach to expansion, with future products and distribution opportunities guided in part by customer response. The approach allows JACOB to test demand before making larger commitments.

Jacob Body Mist, Photo: Nicole De Khors for @oldminewmi

Three Generations Behind the New Collections

JACOB is beginning celebrations for the 50th anniversary of its transformation into a women’s fashion business in 1977. Two product launches on October 19 connect the company’s history with a younger generation of consumers.

The first is the return of JACOB Junior, originally introduced by Odette in 1986 after she identified a gap in the market for fashionable, well-made children’s clothing at accessible prices. The collection became a popular part of the company’s retail business, particularly during the 1980s and 1990s.

Forty years later, the name is returning through body mists developed by Cristelle and her 12-year-old daughter, Chloë. The two 100-millilitre body mists, Joie de Vivre and Classique, retail for $30 each through jacob.ca.

Basmaji said Chloë was closely involved in developing the products, helping select the fragrances, bottle colours, finishes, typography and packaging. “She chose everything, from the scents to the fonts and colours on the bottles,” she said.

The collaboration has particular significance for Cristelle, whose mother originally created JACOB Junior with her in mind. She said involving Chloë provided an opportunity to introduce her daughter to the entrepreneurial experience that shaped her own childhood.

The anniversary launches also include a $50 black-and-white polka-dot silk scarf developed by Cristelle and Odette. Polka dots were among JACOB’s most recognizable design elements, appearing throughout its original clothing and accessories collections.

Basmaji described the company’s historical aesthetic as “classic with a twist,” combining timeless styling with distinctive prints and an emphasis on quality. The scarf also honours Joey Basmaji, who died after experiencing heart disease.

Cristelle said $10 from each scarf sold will be donated to the Heart & Stroke Foundation, with an additional contribution planned through the family’s charitable foundation. The family hopes to support women’s heart-health education and prevention initiatives, continuing JACOB’s involvement in causes related to women’s health.

Former JACOB at Toronto’s Yorkdale Shopping Centre. Image: Wikipedia

Exploring Retail Partnerships and New Distribution

Basmaji is cautious about rebuilding the extensive shopping-centre network that once defined JACOB. She said she witnessed the financial pressures associated with managing a national chain and believes there are other ways to reach customers.

“I’m not sure I’m ready to dive into reopening retail stores,” she said, explaining that she would prefer to explore other distribution opportunities before committing to standalone locations. She is interested in wholesale partnerships, pop-up stores and collaborations with established retailers.

Potential opportunities include placing JACOB fragrances in beauty stores and pharmacy chains, where customers would be able to sample products before purchasing them. Basmaji mentioned Sephora, Shoppers Drug Mart, Pharmaprix and Jean Coutu as examples of retailers that could provide that type of distribution; no agreements with those companies have been announced.

Sampling is particularly important as JACOB attempts to attract consumers unfamiliar with its original fragrances. Longtime customers may already know the scents, but younger shoppers have limited opportunities to experience them through the company’s current online sales model.

Basmaji is developing fragrance discovery sets containing two-millilitre samples, which she hopes to introduce in early 2027. The sets would allow customers to try the company’s three existing fragrances before purchasing full-size bottles.

Retail partnerships could provide access to new customers without the investment and long-term lease commitments associated with operating a national store network. Basmaji also reflected on changes in Canadian shopping centres, where restaurants, entertainment and other attractions have become increasingly important in drawing visitors.

She cited Quartier DIX30 on Montreal’s South Shore as an example of a destination where customers may visit for dining or entertainment and incorporate shopping into a broader outing. This was among the retail environments she discussed while considering JACOB’s future.

Photo: JACOB

Canadian Production and the Possibility of Apparel Returning

Canadian identity remains important to JACOB, according to Basmaji, who recalled the company’s historical commitment to domestic apparel production. She said JACOB aimed to manufacture at least 25% of its clothing collections in Canada, despite the higher costs associated with domestic production.

The company’s design operations were based in Montreal. Today, the fragrance business maintains a Canadian production connection, with fragrance oils originating from Grasse, France, while mixing and bottling take place through a supplier in Quebec’s Eastern Townships.

Basmaji said she intends to maintain an emphasis on Canadian design and production as the company develops additional products. She is also open to eventually reintroducing clothing, although no apparel collection has been announced.

“I’m not saying no to apparel,” she said, explaining that she wants to understand which products former customers would most like to see return. Accessories are a more immediate area of interest because they can be introduced without the complexities associated with extensive apparel sizing and seasonal collections.

The anniversary scarf will provide an opportunity to assess customer interest in that category. Basmaji also sees potential in the children’s and preteen clothing market, particularly for girls who have outgrown traditional children’s fashion but are not yet ready for adult clothing sizes or prices.

Her daughter’s shopping experiences have helped her recognize that gap, although the current JACOB Junior revival remains focused on beauty products. Over the coming months, Basmaji plans to communicate with customers through social media and other channels to learn which elements of the former JACOB assortment they would like to see return.

Their response, along with sales of the new products, will help guide decisions about additional accessories, apparel and future retail partnerships. No timetable has been announced for a return to clothing.

Photo: JACOB website

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Odd Cookie Expands Across Canada, Reaching Nearly 1,000 Retail Locations in First Year

Lauren Levy and Devin Connell
Lauren Levy and Devin Connell

Since launching in 2025, Odd Cookie has scaled from an exclusive launch at Summerhill Market to nearly 1,000 retail locations across Canada, including Longo’s, Metro, Healthy Planet, London Drugs and Calgary Co-op.

In its first year, the brand has sold more than 100,000 bags—or approximately 5 million cookies—and grown its team from 2 to 10+.

The idea behind that growth is surprisingly simple: Odd Cookie has essentially taken a cookie and made it behave like a chip. Its extra-thin, crispy, bite-sized format—with 50+ cookies in every bag—is designed for grabbing by the handful rather than eating one or two traditional cookies.

At a time when much of snack innovation is focused on adding more—protein, fibre, function—Odd Cookie is taking a different approach. Founders Lauren Levy and Devin Connell saw a cookie aisle divided between traditional junk food and health-focused options that often missed the mark on taste. They believed there was room in the middle: a ridiculously delicious cookie made with real butter and a short/simple ingredient list.

Both founders bring significant entrepreneurial experience. Devin is a chef and longtime food entrepreneur who founded Delica Kitchen and Crumb, while Lauren comes from a sales and marketing background and founded Ani+Wren. After collaborating on various projects over the years, they found themselves asking the same question at the same time: what’s next? Odd Cookie became the answer.

And the growth is continuing: Odd Cookie is expanding its retail footprint with Sobeys and will test the Costco channel through its first Costco Roadshow this fall.

Lauren Levy and Devin Connell
Lauren Levy and Devin Connell

The two founders jointly answered some emailed questions from Retail Insider: 

What were the key factors that allowed Odd Cookie to grow from its 2025 launch at Summerhill Market to nearly 1,000 retail locations across Canada in its first year?

We entered a very established category with a product that was immediately different but also very easy for consumers to understand.

Odd Cookie is thin, crispy and bite-sized. It has the crunch and snackability of a chip while still delivering the familiar taste and ingredients of a cookie. That distinction, combined with bold packaging and a resealable pouch, gave retailers something new that could stand out on shelf without requiring consumers to learn a completely new category.

Summerhill Market was an ideal launch partner because it gave us credibility, direct customer feedback and an opportunity to prove the product in a retail environment. From there, we were extremely hands-on. We supported stores with demos, sampling, merchandising and direct relationships, while closely tracking what was happening at the individual store level.

That helped us grow from a single launch partner to nearly 1,000 retail locations across every province in Canada, including Longo’s, Metro, Healthy Planet, Sobeys and London Drugs. We’ve also recently expanded onto Amazon, giving consumers another way to discover and purchase the brand.

Within our first year, we generated more than $1 million in retail sales.

Our strongest-performing flavour to date is Chocolate Chip, which has also become an important entry point for new consumers discovering Odd Cookie. For us, the growth has been about more than getting listings. It has been about demonstrating that the product can generate interest, move off the shelf and earn reorders across very different retail environments.

What have you learned about what it takes for an emerging CPG brand to secure reorders and expand its presence with major Canadian retailers?

We learned very quickly that getting onto the shelf is just the beginning.

Once the product is in stores, the work becomes much more granular. You need to understand what is happening at the individual store level – placement, inventory, flavour mix, promotions, displays and velocity and then actually act on that information.

Chain-wide averages don’t always tell the full story. A store can have a completely different opportunity or challenge than another location within the same banner.

We’ve spent a lot of time building systems around store-level data and field execution because we want to understand not just whether something is selling, but why.

We’ve also learned that emerging brands need to be good retail partners. That means being responsive, supporting the stores, understanding the retailer’s objectives and being willing to do the work between getting a purchase order and getting a product into a shopper’s basket.

Our goal isn’t simply to add more doors. It’s to make the doors we’re in productive and earn the opportunity to expand.

Lauren Levy and Devin Connell
Lauren Levy and Devin Connell

Why did you choose to innovate around the format and eating experience of a traditional cookie rather than focusing on trends such as protein, fibre or other functional ingredients?

We saw an opportunity to innovate in a category where consumers already know what a cookie is supposed to be.

Rather than adding an ingredient simply because it was trending, we asked: What if we changed the way a cookie is experienced?

Odd Cookie is thin, crispy and bite-sized, packaged in a resealable pouch and designed to be snacked on throughout the day. It sits somewhere between a traditional cookie and a snack – familiar enough to understand immediately, but different enough to create curiosity.

That also creates an interesting retail proposition. The cookie category is highly established, so we wanted to give retailers something that could create a new snacking occasion while still delivering a product consumers immediately recognize.

And ultimately, we’re very focused on taste.

Protein and fibre can be meaningful attributes in the right product, but we didn’t want to add an ingredient simply because it was trending or make a functional claim at the expense of taste.

Our first job is to make a really good cookie. We believe innovation doesn’t always mean making food more complicated. Sometimes it means taking something familiar and making people experience it differently.

Odd Cookie photo
Odd Cookie photo

How have your previous entrepreneurial experiences with Delica Kitchen, Crumb and ANI+WREN influenced the way you are building and scaling Odd Cookie?

Our previous businesses gave us complementary – and very practical educations in entrepreneurship.

Through Delica Kitchen, Devin learned that making great food is only one part of running a successful food business. Consistency, labour, sourcing, margins and operational discipline become increasingly important as you scale. This is Crumb, Devin’s digital recipe platform, reinforced the importance of content, storytelling and understanding how people actually cook, eat and connect with food in their everyday lives.

ANI+WREN gave Lauren deep experience in retail, customer service, brand-building and community. It also demonstrated how quickly consumer behaviour can change and how important it is to evolve while preserving what customers originally loved about a brand.

Together, those experiences have made us very realistic about what scaling requires. The fun part is building the brand. The hard part is building the infrastructure underneath it.

In just 18 months, we’ve grown from a two-person operation to a team of more than 10. We’ve had to build systems around production, forecasting, inventory, distribution, retail operations and people much faster than we anticipated.

We’re also comfortable identifying what we don’t know, bringing in people with expertise where we need it and adjusting quickly when the business gives us new information.

Odd Cookie photo
Odd Cookie photo

With the Sobeys expansion and Costco Roadshow, what are your growth priorities for Odd Cookie over the next 12 to 24 months?

The next phase is really about scaling thoughtfully and making the business stronger underneath the growth.

The Sobeys expansion and Costco Roadshow are exciting opportunities to continue proving that Odd Cookie can perform across different retail environments – from conventional grocery to specialty retail and club.

Our priorities are to drive velocity, earn reorders, build national awareness and continue improving the operational infrastructure behind the brand.

We’re currently focused on scaling and streamlining our operations so that we can support a much larger business while maintaining the quality and consistency of the product.

We’re also preparing to launch a new SKU, which we’re particularly excited about. We have plenty of ideas for where the brand can go, but we’re being disciplined about innovation and making sure new products have a clear consumer and retail opportunity.

And then there are a few new partnerships and collaborations in the works that we can’t quite talk about yet but we’re incredibly excited about what they could mean for the brand.

The goal for the next stage isn’t growth for growth’s sake. It’s about building the team, systems, production capabilities and partnerships that allow us to do something much bigger. The first year was about proof of concept. The next chapter is about building the brand around it.

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