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Unifor Rallies Demand Action as Hudson’s Bay Stores Shutter

By
Craig Patterson
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Hudson's Bay logistics facility at 100 Metropolitan Road in Toronto. Photo: Apple Maps

As the Hudson’s Bay Company (HBC) winds down operations under court-supervised restructuring, Unifor—the largest private-sector union in Canada—is intensifying calls for justice and reform. On May 27, the union held coordinated rallies in Toronto and Windsor, demanding that HBC prioritize its workforce and that the federal government overhaul insolvency legislation to better protect workers caught in corporate collapses.

The rallies, led by Unifor Locals 40 and 240, come as hundreds of unionized HBC employees face the termination of their employment without full severance, vacation pay, or benefits. Nearly 600 workers across multiple locations—including stores in Windsor, Kitchener, CF Sherway Gardens in Toronto, and a Scarborough-based e-commerce warehouse—are directly impacted by HBC’s ongoing liquidation process.

Rallies Call Out Executive Bonuses Amid Worker Losses

At the heart of the protests is growing outrage over the disparity between executive compensation and frontline worker treatment.

“Unifor is calling on HBC to honour its legal responsibilities to workers and urges federal legislators to overhaul Canada’s insolvency laws to put workers first,” said Samia Hashi, Unifor’s Ontario Regional Director, during the rally in Toronto.

Workers claim they are owed tens of thousands of dollars in severance and benefits. Many have decades of service with the iconic retailer and are now facing unemployment with no guarantee of full compensation. Under current law, workers must wait for official termination before applying to the federal Wage Earner Protection Program (WEPP), which caps payments at $8,844.

“The WEPP cap leaves workers with significant financial loss while HBC executives and secured creditors like banks and landlords walk away with payouts,” said Dwayne Gunness, President of Unifor Local 40.

Court filings revealed that HBC executives may receive up to $3 million in bonuses as part of its restructuring—further inflaming tensions.

Hudson’s Bay store at Devonshire Mall in Windsor, ON. Photo: TripAdvisor

Union Seeks Comprehensive Reform to Insolvency Laws

Beyond holding Hudson’s Bay accountable, Unifor is seizing the moment to push for broader legislative change. Under Canada’s current insolvency framework, employees are categorized as “unsecured creditors,” placing them behind banks, landlords, and other investors when it comes to recovering compensation.

“The laws must be changed to make workers priority one,” said Gunness.

Unifor is urging Parliament to enact a package of reforms, including:

  • Raising the WEPP cap.
  • Expanding eligibility and access to WEPP benefits.
  • Strengthening “super-priority” status for worker claims during insolvency.
  • Holding corporate directors personally liable for unpaid compensation.
  • Establishing trust-held or federally guaranteed compensation funds.

“This is about setting a precedent for how workers are treated in corporate failures moving forward,” said Jodi Nesbitt, President of Unifor Local 240. “What HBC is doing to its workforce should be outlawed, and we’ll continue fighting to ensure that workers are paid every penny they’re owed.”

Financial Collapse of a Historic Retailer

HBC, founded in 1670, filed for protection under the Companies’ Creditors Arrangement Act (CCAA) on March 7, 2025. At the time of filing, the company operated 80 Hudson’s Bay stores, 3 Saks Fifth Avenue stores, and 13 Saks OFF 5TH locations across Canada.

Facing mounting financial pressure due to declining foot traffic and changing consumer habits, the company is liquidating its assets and reassigning store leases. One major lease acquisition involves Ruby Liu Commercial Investment Corp., which intends to launch a new department store concept in the vacated spaces.

In parallel, HBC has agreed to sell its intellectual property and brand assets, including the Hudson’s Bay name, to Canadian Tire Corporation for $30 million—pending court approval. The U.S. arm of Saks, operated independently by Saks Global, is not affected by the Canadian restructuring.

Hudson’s Bay store at CF Sherway Gardens in Toronto. Photo: Flickr

Labour Tensions Boil Over

The relationship between HBC and its unionized employees has deteriorated during the liquidation process. In April 2025, the company abruptly eliminated commission pay for sales staff at unionized locations. This move was met with swift opposition from Unifor, which argued it violated collective agreements. After filing a grievance, the union succeeded in reversing the decision, and commissions were reinstated in early May.

“The sudden elimination of commissions during liquidation was not just unfair—it was a violation of collective agreements,” stated Local 40 at the time. “The reversal is welcome, but the damage to morale is already done.”

Still, workers say the broader restructuring has been handled with little transparency, and the impact on long-serving staff has been severe.

Lease Disclaimers and Store Closures Intensify Uncertainty

As part of the CCAA process, HBC has disclaimed several store leases. Among these are five locations within the Primaris REIT portfolio that will revert to Primaris control on June 16, 2025. Additional store closures and lease disclaimers are expected in the coming weeks as liquidation wraps up.

Employees at affected stores fear they will be left without proper compensation. While WEPP offers some financial support, it does not cover full severance or protect pension entitlements—making it inadequate for many.

A Larger Fight for Worker Rights

For Unifor, the rallies represent more than just a response to one company’s collapse. They are part of a national campaign to reshape how Canada handles employer bankruptcies and to establish legal safeguards for workers’ financial wellbeing.

“Canada’s laws should not allow corporations to shed their obligations to workers while executives and creditors walk away whole,” said the union in a release ahead of the rallies.

Unifor has signalled that it may pursue legal and political avenues to ensure worker claims are respected. The union continues to work with legal counsel and government representatives to push for stronger protections and a more equitable outcome for all employees involved.

The Road Ahead

As liquidation progresses and Hudson’s Bay nears the end of its retail operations, the future remains uncertain for its workforce. Many are still awaiting clarity on compensation, termination, and access to federal support.

“The company must not be allowed to walk away from its obligations to the very people who kept it running,” said Unifor.

With calls for change echoing from the rally podiums in Windsor and Toronto, the battle now shifts to Parliament, where labour leaders hope to finally see Canadian insolvency law catch up to the realities faced by frontline workers in corporate failures.

More from Retail Insider:

Hudson’s Bay to Close Stores and Terminate 8,300 Employees by June 1

By
Craig Patterson
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Hudson's Bay flagship store in Toronto. Image: Craig Patterson

The Hudson’s Bay Company will lay off more than 8,300 employees—approximately 89 per cent of its workforce—by June 1, 2025. This mass layoff coincides with the closure of all remaining Hudson’s Bay retail stores across Canada, according to court documents filed as part of the company’s ongoing Companies’ Creditors Arrangement Act (CCAA) proceedings.

The layoffs and store closures are the result of a months-long liquidation process, which saw Hudson’s Bay sell off inventory, fixtures, and intellectual property in an attempt to pay down secured debts and exit its brick-and-mortar retail business. The company, which once operated 96 stores and four distribution centres nationwide, is in the final stages of winding down.

Most Stores Closed, But Some Staff Remain Briefly

According to an affidavit by Michael Culhane, Chief Operating Officer and Chief Financial Officer of Hudson’s Bay Company ULC, most store employees will be terminated by June 1, following the completion of the nationwide liquidation sale.

However, a smaller group of approximately 899 employees will remain on staff temporarily to assist with final sales of furniture, fixtures, and equipment (FF&E), as well as the closure of distribution centres, which are expected to cease operations by June 15, 2025. After that, just 118 employees will remain, primarily in corporate roles, to support the legal and administrative wrap-up of the company’s obligations under the CCAA.

“By June 1, 2025, the Company will have terminated approximately 8,347 of its employees,” reads the affidavit, adding that the remaining workers will be progressively let go as their responsibilities are completed.

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

Employees Face Uncertain Financial Recovery

While some laid-off employees may be eligible for compensation under the Wage Earner Protection Program Act (WEPPA), the process is complex and the outcomes uncertain. WEPPA allows eligible employees to receive limited payments—currently capped at $8,844.22—for unpaid wages, termination, and severance if their employer enters insolvency proceedings.

In its court filings, Hudson’s Bay is seeking a WEPPA declaration, a necessary legal step that would allow Service Canada to process claims on behalf of affected employees.

“The Applicants are seeking the WEPPA Declaration… to assist eligible terminated employees of the Applicants in accessing payments in respect of eligible wages under WEPPA in a timely manner,” the documents state.

However, a post from Ursel Phillips Fellows Hopkinson LLP, the court-appointed Employee Representative Counsel (ERC), cautions that workers may not receive the full amounts owed to them. “Given HBC’s significant amount of secured debt, it is not clear that employees will be able to recover any amounts owing to them directly from HBC,” the firm noted on its website.

The End of an Era

The wind-down of Hudson’s Bay marks the closure of one of the world’s oldest continually operating companies. Founded in 1670 as a fur trading enterprise, HBC evolved over centuries into a department store chain synonymous with Canadian retail. In recent years, however, the business struggled with declining foot traffic, mounting debt, underinvestment, and a shift in consumer preferences toward e-commerce.

In March 2025, Hudson’s Bay entered court-supervised restructuring under the Companies’ Creditors Arrangement Act, seeking to liquidate assets and settle with creditors. At the time, the company employed over 9,300 people across Canada.

Since then, the company has:

  • Conducted a national liquidation sale at all locations,
  • Disclaimed dozens of store and distribution centre leases,
  • Sold its intellectual property portfolio, including its trademarks and brand assets, to Canadian Tire Corporation for over $30 million, and
  • Entered into an agreement to assign 28 former store leases to Ruby Liu Commercial Investment Corp., which plans to launch a new modern department store concept.

What’s Next?

Once all stores are closed and the final employees are laid off, Hudson’s Bay’s corporate entity will continue to exist in a reduced form for the purpose of winding up affairs through the CCAA process. Any additional announcements regarding asset sales, lease transfers, or creditor payments are expected to be made through court filings.

The fate of Hudson’s Bay’s vast archive of historical documents and artifacts—many of which have been donated to the Manitoba Museum and the Hudson’s Bay Company Archives in Winnipeg—remains a symbol of the company’s long legacy.

For employees and Canadians watching the historic retailer fade from the landscape, the end of Hudson’s Bay’s retail operations is more than a business story—it’s the closure of a cultural institution.

More from Retail Insider:

What Canadian Tire Got with Hudson’s Bay IP Acquisition 

By
Craig Patterson
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Hudson's Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson

Canadian Tire Corporation is set to acquire one of Canada’s most iconic brand portfolios, marking a historic moment in Canadian retail. As the Hudson’s Bay Company (HBC) winds down its operations under the Companies’ Creditors Arrangement Act (CCAA), Canadian Tire has emerged as the successful bidder in a court-supervised auction for HBC’s vast intellectual property (IP) holdings. The $30,001,670 deal, now subject to court approval, includes not just the name “Hudson’s Bay,” but an expansive trove of historical, cultural, and commercial assets that have defined Canadian department store retail for over three centuries.

The court filings, made public on May 27 reveal that the transaction encompasses far more than just the well-known stripes and the Hudson’s Bay name. Canadian Tire will acquire hundreds of trademarks, including some of the country’s oldest logos, nostalgic catchphrases, and references to discontinued businesses and banners.

Among the most historically significant items is the original name of the retailer, “The Governor and Company of Adventurers of England Trading into Hudson’s Bay,” as well as its heraldic coat of arms—a symbol adorned with four beavers, two elks, a fox, and the Latin motto pro pelle cutem (“a pelt for a skin”). This emblem has symbolized the company’s fur trading origins for centuries and is now included in the asset transfer. The deal does not include the Zellers discount brand that Hudson’s Bay relaunched in 2023 to much fanfare.

From “Bay Days” to Defunct Banners: A Deep Archive of Canadian Retail History

The deal gives Canadian Tire ownership of the “Bay Days” trademark—one of Hudson’s Bay’s best-known sales events—as well as household brand names such as Distinctly Home and Hudson North. Also included are IP assets tied to now-defunct banners and businesses like Home Outfitters, The Room (HBC’s luxury division), and event facility Arcadian Court in Toronto.

Canadian Tire will also gain ownership of private labels like Nordic Fleece, Beaumark Appliances, and Black Brown 1826—brands that have appeared on merchandise in Hudson’s Bay stores in recent decades. The sheer breadth of the IP portfolio underscores the deal’s significance: it is not merely a trademark sale but the transfer of an entire legacy.

Stripe blanket. Image: Hudson’s Bay Company

Iconic Slogans and Holiday Trademarks Change Hands

The trademarks acquired also include beloved slogans and phrases from HBC and its subsidiaries. Canadian Tire will obtain rights to:

  • Zellers’ famous jingle “Lowest price is the law”
  • “Shopping is good”
  • “More than you came for”
  • “Everything under the sun”
  • “Bring it home”

In addition, several holiday-themed trademarks—including “Official Store of Christmas,” “Christmas Street,” and “The Official Christmas Book of Gift Ideas”—are part of the transfer. These were commonly used in HBC’s promotional materials, especially during the peak department store window display era.

Hudson’s Bay’s former photo studio business is reflected in trademarks such as “Canada’s Cutest Baby,” “The Official Photographer of Growing Up,” and “The Official Photographer of Winning Smiles.” Other marks reference businesses like 1st Auto, Bay Optical, Bay Flowers, and Pharmamart—retail lines that the Bay has exited over time.

Digital Real Estate: Domains and Social Media Accounts Included

The deal includes a broad set of digital assets. Canadian Tire will gain control of key domains such as hbc.com, hbc.io, and thebay.com, along with lesser-known addresses like everyday.ca, mom.ca, and stuff4school.com.

Other domains relate to Kleinfeld, the upscale bridal boutique Hudson’s Bay once operated, and Galeria Kaufhof, the German department store chain previously owned by HBC. Even defensive URLs like thebay.sucks and hbc.sucks are included—evidence of HBC’s strategy to protect its brand from online reputational threats.

One especially notable domain is redmittens.ca, referencing the popular Olympic-themed winter accessories that became a national symbol during the Vancouver 2010 Winter Games.

Hudson’s Bay stripe products at the Queen Street flagship store in Toronto on March 15, 2025. Photo: Craig Patterson

Pendleton Licensing Rights Part of Deal Structure

A key component of the IP package involves HBC’s longstanding relationship with Pendleton Woolen Mills, the Oregon-based blanket and apparel manufacturer. In 2009, the two parties settled a dispute over trademark usage with an agreement granting Pendleton a perpetual, royalty-free, non-exclusive, worldwide license to use HBC’s Multistripe Design Mark and Bar and Point Design Mark.

Canadian Tire will assume this agreement as part of the sale. While Pendleton’s consent isn’t technically required for the transfer, HBC is seeking a court order to ensure the license assignment is recognized and legally protected during the transition.

Why Canadian Tire Won the Bid for Hudson’s Bay’s Legacy

The $30 million offer from Canadian Tire was chosen over 16 other bids, 13 of which specifically targeted HBC’s IP portfolio. Some of the competing bids were described as “indistinguishable,” prompting advisors to request clarifications and modifications to improve them. Ultimately, Canadian Tire’s proposal was deemed the most favourable in terms of speed, value, certainty, and strategic alignment.

In an affidavit, HBC’s new Chief Financial Officer Michael Culhane stated: “The Canadian Tire bid will allow for the company’s iconic marks and intellectual property to be utilized by another of Canada’s iconic retailers, ensuring that an important part of the company’s legacy will continue into the future.”

Court Hearing and Sale Approval Set for June 3

A hearing to approve the Asset Purchase Agreement is scheduled for June 3, 2025, in the Ontario Superior Court of Justice (Commercial List). As part of that motion, HBC is also seeking to seal a confidential appendix detailing the sales process, citing the commercially sensitive nature of some competing bids.

If approved, Canadian Tire is expected to close the deal by July 15, 2025. In the meantime, Hudson’s Bay has provided temporary transitional rights to signage and digital usage through the summer.

Hudson’s Bay stripes. Photo: Canadian Tire

What Happens Next: Leases, Artifacts, and Liquidation

The sale of intellectual property is just one piece of Hudson’s Bay’s broader wind-down strategy. On June 1, 2025, all 80 Bay stores and 13 Saks locations will close, resulting in more than 8,300 layoffs. An additional 899 workers from distribution centres will be laid off by June 15. Only 118 employees will remain to assist with the CCAA process.

Separately, HBC has also reached a deal with B.C.-based mall landlord Ruby Liu Commercial Investment Corp. to acquire 28 store leases, subject to landlord and court approval. Other lease and asset sales are still under review.

The company is also exploring the auction of 4,400 artifacts and art pieces, including the royal charter that originally established the Hudson’s Bay Company in 1670. Prospective buyers, including museums, Indigenous communities, and public institutions, are being invited to sign NDAs to review a virtual catalog as the company finalizes auction procedures.

A New Chapter for an Old Legacy

With this transaction, Canadian Tire is not simply acquiring trademarks—it is becoming the custodian of a national retail legacy. Whether Canadian Tire chooses to revive any of these brands, reimagine them for modern consumers, or preserve them for heritage purposes, the significance of the acquisition is undeniable.

As Hudson’s Bay prepares to exit the Canadian retail stage after 355 years, Canadian Tire will carry forward a collection of names, designs, and memories that helped define the Canadian shopping experience for generations.

More from Retail Insider:

Reframing Eyewear: Plakhotnaia’s Vision for 6060 Glasses

By
Retail Insider
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Many questions and ideas will pop up when looking for the best eyewear, but you must make informed decisions. Outstanding eyewear is characterized by the quality of frames and fit, lens clarity, functionality, and protection, considering your style and preferences. Eyewear enthusiasts who don’t want to be at a crossroads should consider their face shape, skin tone, personality, and eye health.

Well, the brand you settle for is integral, and 6060 Glasses are the go-to options for their uncompromised quality, reliability, and cost-effectiveness. Every frame and style you choose from the brand is out of this world and what the young or old desire. In this article, we explore SixtySixty glasses in depth, the amazing work of Mariana Plakhotnaia and guide you to choose top-notch designs.

Keep reading.

Brand Choice: Comprehensive Guide to the Mariana Plakhotnaia’s Glasses

When you ponder the brand choice for your eyewear, many things will come to mind. The good news is that by trusting the SixtySixty glasses, you’ll have an established brand with identity. You’ll effectively communicate your why and crucial point of difference in your eyewear choice. 

Overengineered products and profit-centric optometry offices dominate today’s eyewear market. However, Mariana Plakhotnaia’s good work at 6060 Glasses is exemplary and a game-changer in the competitive eyewear industry. The brand attracts a vast clientele base thanks to Plakhotnaia’s knowledge, architectural skillsets, and understanding of customers’ needs.

SixtySixty creates glasses that customers relate to and align with the brand’s vision. Their glasses offer something else comprehensively regarding design, convenience, and prices. Every eyewear design speaks clearly, is easy to access, and meets the needs of Gen Z whenever they need them and wherever they are globally.

SixtySixty is taking the market by storm and changing many people’s perceptions about reframing their eyewear.  The brand promises and makes it a reality for many customers to have access and purchase $60 frames made in 60 minutes. Thanks to Mariana Plakhotnaia’s vision, the company has stood firm in its drive to meet customers’ needs and preferences.

It has all been about guaranteeing customer unrivaled speed, accessibility, and transparency in their reframing pursuits and spending sprees. The team behind the exclusive 6060 eyewear works diligently without compromising quality. So you don’t have to worry about how much a pair costs or how much you pay for reframing, as Mariana’s architectural language is about clarity and identity.

Here are facets that have spearheaded SixtySixty brand growth:

Values and Ethos

Plakhotnaia’s approach to spearheading SixtySixty’s vision has been genuine and quite strategic over the years. The company has always put its values and ethos at the forefront to meet potential customers’ rising consciousness of consumption. For instance, many customers, millennials or Gen Z, are satisfied with the company’s values and projects because they align with their own.

Buying 6060 eyewear has been an exceptional way for customers to depict their purchasing habits as an inseparable aspect of their identity. The company provides a landscape to illustrate the efficiency and simplicity of its brand. Hence, their customers can associate with a brand they believe contributes to social good and ethics.

Positive Experience

SixtySixty is a customer-centric eyewear provider and has been strategic in its operations. It prioritizes streamlined flow from entry to the exam room to the final fabrication stage of the frames.  You’ll be welcomed with a comprehensive expert eye exam undertaken using state-of-the-art equipment and within the shortest time possible.

You can just walk into any of their flagships without making an appointment. This is an enthralling experience if you’re a frequent reframing customer, as there is no risk in seeking services you’re familiar with. For new customers, the experience of visiting and consulting experts like Mariana Plakhotnaia is positive and worth your time.

You’re not just moving through their stores; it’s an opportunity to learn more about their services and products. It’s a positive experience for new and loyal customers that reinforces shopping convenience and trust. Their stores facilitate short dwell times shopping or taking exams without feeling rushed, fulfilling the 60-minute promise of getting what you need.

Self-Identity

A visit to the SixtySixty Glasses store is worth your time and effort. The settings will grasp your attention from the word go, as the fixtures are unique and modern. With cutting-edge Mariana Plakhotnaia architectural know-how also integrated into the store design, the store is mobile and modular to meet everyone’s needs. The designer appreciates the preferences and habits of Gen Z, who desire personalization.

Many customers will consider visiting their stores as a part of their overall identity and buying their favorite glasses as a symbol of status and satisfaction. The interactive wall displays allow customers to make positive judgments and have the opportunity to explore reframing materials and lens options. The mirrors communicate more than the utilitarian value of the brand and make a statement about customer’s appearance and self-belief in their glasses.

Technical Knowledge

Mariana Plakhotnaia is a master of aesthetics and design with a creative vision. An incredible way the team has effectively translated ideas is through innovative and visually appealing technical areas and waiting bays. The aesthetic sensitivity of the settings is influenced by warm woods, soft illumination, and matte metals, enhancing the overall look and style.

A keen eye for detail ensures the on-site labs are well-crafted, inviting, and stylish. This craftsmanship is widely associated with fast and effective customer service. Customers can fruitfully understand how frame colors, shapes, and integral details influence their overall appearance from a designer’s perspective.

Practical Considerations

To Mariana Plakhotnaia, SixtySixty is a top-tier brand that pays much attention to customer needs and preferences. It’s a fashion and health eyewear hybrid they can trust and embrace to fulfill their desires. Customers should be open-minded, ask questions, and seek satisfying answers at their premises.

They bring to mind the feel of an exclusive design boutique and eliminate the clinical chilliness of the exam rooms. The reframing zones are a haven of joy and depict remarkable wearable architecture. SixtySixty embraces proprietary and customized machinery to offer all-inclusive and fashionable eyewear on-site.

Fundamentally, the SixtySixty brand and its products and services communicate Mariana Plakhotnaia’s clear vision. Customers from all walks of life learn about a unique design revolutionizing the eyewear industry that meets everyone’s needs. The brand’s future is bright, and the user-centered designs built in 60 minutes create eyewear that enhances style and confidence.

AI retail solutions company LEAFIO expands into Canada amid global growth

By
Mario Toneguzzi
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Marché Leo’s North York (Image: Marché Leo’s)

 Toronto is now home to part of LEAFIO AI’s global footprint as the retail tech company continues its rapid expansion across the globe. Originally founded in Estonia, LEAFIO’s Co-Founder and Chief Commercial Officer Andrew Max has relocated to the Greater Toronto Area as the company strengthens its North American presence.

“We actually originally from Europe, from Estonia,” said Max. “But two years ago I moved here and some parts of my team moved here to Toronto, GTA. We already signed some contracts in the US and in Canada.”

Andre Max
Andrew Max

Max emphasized that his move to Canada was driven primarily by family reasons, not necessarily business expectations. “A retail world is quite conservative here and small and already aggregated in some few big players but for me personally, it’s much better to live in Canada than in the US with family, with kids.”

Despite initial modest expectations, interest in LEAFIO’s AI-powered retail automation solutions has grown steadily. “We signed already three contracts, three projects — Marché Leo’s  in Toronto, Healthy Planet in Ontario, and TG Appliance Group also in Ontario — just because they found us somehow. They requested demo sessions through a website.”

LEAFIO’s reach now spans over 30 countries with active clients across North and South America, Europe, Asia, and Africa. “We have already customers in Brazil and Mexico, Ecuador, Chile, Argentina, South Africa, Morocco. United Emirates, Saudi Arabia, Vietnam, Malaysia,” Max noted. “We just recently signed a new contract in Australia.”

Despite regional differences in retail operations, Max stressed the universal nature of the challenges LEAFIO helps solve: “It’s the same issue.”

With over 55 active clients acquired in just two years of global expansion, LEAFIO’s AI-driven retail solutions are designed to address core retail challenges, including inventory management, assortment optimization, space planning, demand forecasting, and more.

“We’re just in the beginning of expansion.”

The company’s tech platform is entirely cloud-based and does not require software installation. “Everything is working through web browser as like Facebook or LinkedIn,” he said. 

Among the tools LEAFIO offers are purchase order generation, promotion intelligence, and automated shelf planning. “We are making purchase orders. We’re sending them to suppliers. We are preparing and managing promotions.”

The system can keep track of sales data and inventory on shelves.

He explained how the system ensures promotional products are in stock when customers expect them. 

Marché Leo’s Kitchener (Image: Downtown Kitchener)

On the shelf optimization front, LEAFIO uses AI to maximize sales and profit per metre. The platform also includes loyalty tools akin to what large Canadian retailers offer. 

In addition to retail chains, consumer packaged goods manufacturers are increasingly using LEAFIO’s platform. “They don’t have the stores. But they have been cooperating with some big retail chains like Walmart.”

Currently employing 200 people worldwide, the company is steadily increasing its Canadian headcount. “Most of them are based in Europe but more and more we are hiring here in Canada. ”

As LEAFIO continues to expand and refine its global operations, Max welcomes collaboration with retailers and media partners alike.

With rapid adoption from both retailers and manufacturers, and a growing list of successful case studies — including Toronto-based Marche — LEAFIO is poised to become a key player in Canadian retail automation.

“We are, uh, like we are getting money from retailers. Mostly from retailers, but it’s also interesting case. We have more and more CPG manufacturers at our portfolio.”

Marché Leo’s, a well-known grocery chain in Canada, recently underwent a significant transformation by adopting LEAFIO Shelf Efficiency, its advanced retail optimization software. This case study highlights how they modernized their operations, achieved substantial improvements in shelf management, and enhanced the shopping experience for their customers.

You can find the full case study in PDF here: Marché Leo’s Case Study

Key highlights of the transformation include:

  • Automated planogram creation: The implementation established a data-based process for creating automated planograms.
  • Improved planogram execution: The system enhanced planogram execution with the help of the LEAFIO AI mobile application for store employees.
  • Organized assortment management: More organized assortment management makes it easier to define and arrange the assortment for new stores.
  • Efficient new store openings: The retailer successfully opened a new store in Toronto using the solution, with plans to open more locations faster and more efficiently.
  • Digitized planograms: All planograms for shelf-stable products were digitized with LEAFIO Shelf Efficiency.

This success story underscores the growing importance of retail technology in tackling challenges faced by grocery retailers today, such as inventory management and planogram optimization.

As the company continues its mission to modernize retail through intelligent automation, Max remains committed to helping retailers worldwide thrive in an increasingly complex marketplace.

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Food inflation continues to outpace Consumer Price Index: Loblaw

By
Mario Toneguzzi
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Image: Loblaws

In April, food inflation continued to outpace the Consumer Price Index (CPI), with the weaker Canadian dollar over the winter months challenging purchasing power, and shelf prices reflecting the initial impact of tariffs on U.S. food products, said Loblaw Companies Limited in its May Food Inflation Report.

“As anticipated, food inflation at 3.8% continued to outpace CPI in April, with the weaker Canadian dollar over the winter months that challenged purchasing power, and shelf prices reflecting the initial impact of tariffs on U.S. food products, particularly in produce. However, last month the Government of Canada introduced a six-month reprieve on tariffs on certain U.S. imports used in Canadian food manufacturing and packaging, easing concerns about a broader impact of retaliatory tariffs on groceries. This policy, combined with recent stabilization in the Canadian dollar, has helped reduce the risk of a sharp or prolonged spike in food inflation,” it said.

“The Government’s announcement exempts “indirect tariffs” for products from the U.S. that are used in the manufacturing of final goods here in Canada. As outlined in the previous report, indirect tariffs were of significant concern for food prices, given the widespread use of imported ingredients – such as chocolate chips or peanuts – in Made in Canada products. With this change, only final products imported from the U.S. are now subject to tariffs, providing relief on a significant number of products on shelf. 

“That said, thousands of different items continue to have tariffs applied. Tariffs remain on food products imported from the U.S. like produce, rice, pasta, dairy, and coffee, as well as health and wellness products including soap, shampoo and cosmetics. In a conventional grocery store, there can be upwards of 80,000 items, and consumers can expect tariff-related increases on approximately 6,000, about half of which are food. In general, most food categories with tariffs also have non-U.S. alternatives. In order to minimize the impact of these tariffs, grocers are sourcing from new countries and are helping customers make more informed choices through labelling. In addition, manufacturers are looking for ways to keep prices down for customers, including by shifting supply chains to by-pass the U.S.”

Commodity improvements in April were predominately due to the strengthening Canadian dollar along with some downward pressure on key products (sugar, olive oil). 

Meat prices continue to increase, led by fresh and frozen beef which are up more than 16% since this time last year, due to lower supply. Cocoa costs and further on-shelf prices continue to increase, lapping a significant increase last year. Coffee has plateaued after months of volatility. Eggs in Canada have not seen the same spike as in the U.S., however U.S. pricing impacts manufacturing and liquid egg prices here, added the company.

Related Retail Insider stories:

Kim Furlong Appointed CEO of Retail Council of Canada

By
Craig Patterson
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Kim Furlong. Image supplied

The Retail Council of Canada (RCC) has announced that Kim Furlong will assume the role of President and Chief Executive Officer, effective September 2, 2025, following a comprehensive executive search. Her appointment signals both a return to the organization and a renewed strategic vision as RCC prepares for its next phase of growth and advocacy on behalf of Canada’s retail sector.

Furlong currently serves as CEO of the Canadian Venture Capital & Private Equity Association (CVCA), where she has made her mark as a powerful advocate for private capital and entrepreneurship. Her transition to RCC comes at a pivotal time for Canadian retail, amid challenges related to inflation, shifting consumer behaviours, and the evolving digital economy.

“Kim brings a deep expertise in public policy, stakeholder engagement, and crisis communications and we are delighted to welcome her to the organization,” said Anne Martin-Vachon, Chair of the Board of Directors at RCC. “Her leadership will drive impactful results and strengthen our mission in the years ahead.”

A Return to RCC, and a Career Built on Advocacy

Furlong is no stranger to RCC. More than 16 years ago, she served as Vice President of Federal Government Affairs, where she was credited with establishing the Council’s permanent presence in Ottawa. During her tenure, she became a respected and effective voice for retailers at the national level—skills that will once again come into focus in her new leadership role.

Her recent leadership at CVCA further underscores her capacity to shape public discourse and build coalitions. At CVCA, she successfully influenced public policy affecting the venture capital and private equity sectors in Canada, helping foster a healthier environment for innovation and investment. Prior to that, Furlong held senior roles in government relations and strategic policy.

Diane J. Brisebois. Image: Retail Council of Canada

A Thoughtful Transition After Three Decades of Leadership

The appointment follows the planned retirement of Diane J. Brisebois, who announced earlier this year that she would step down after leading RCC for over 30 years. Brisebois transformed the organization into the leading voice for Canada’s retail sector, guiding the industry through seismic shifts—from globalization and digitization to the COVID-19 pandemic and recent economic turbulence.

“Diane’s contributions to the association and the industry have been extraordinary,” added Martin-Vachon. “Her commitment to the team, the Board, and our members has enabled us to ensure that RCC is widely recognized as the ‘Voice of Retail’.”

Brisebois will remain in her role until September 2025, ensuring a smooth leadership transition as the organization continues to support its members through a volatile period for retail in Canada.

Executive Search Process Led by Odgers Berndtson

To ensure the right candidate was selected for this crucial leadership role, RCC engaged Odgers Berndtson, a global executive search firm with expertise in senior-level recruitment across sectors. The firm led a rigorous and consultative process, working closely with RCC’s board and stakeholders.

The search process included:

  • Stakeholder Engagement: Collaborating with RCC board members and key industry leaders to understand current and future priorities for the organization.
  • Candidate Profiling: Defining a leadership profile that included experience in strategic planning, public policy, retail sector knowledge, and stakeholder engagement.
  • Talent Mapping: Evaluating candidates from a wide range of sectors, with particular attention to those with experience navigating complex regulatory and economic environments.
  • Assessment: In-depth interviews, reference checks, and leadership assessments to determine the most qualified candidate.

The search concluded with the unanimous selection of Kim Furlong, whom the board believes possesses the vision and track record needed to steward RCC’s next chapter.

Strengthening the Voice of Retail in a Shifting Landscape

The appointment of Furlong comes as Canadian retailers face a fast-changing marketplace. From inflationary pressures and supply chain disruptions to digital transformation and workforce challenges, the industry requires strong advocacy and agile leadership.

RCC has long served as the voice of the retail industry in Canada, representing a sector that employs over 2.3 million Canadians and accounts for a significant share of the country’s GDP. The organization supports its members—ranging from independent stores to large chains—through advocacy, research, policy development, and professional training.

Furlong’s deep understanding of public policy, combined with her experience across both private and public sectors, will likely position her as a key voice in national conversations surrounding the future of retail.

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AI revolutionizing retail: Cognizant’s Scott TumSuden on tackling labour challenges with technology

By
Mario Toneguzzi
-
Source- Walmart Canada
Source- Walmart Canada

Staffing issues continue to plague the retail industry, but Scott TumSuden, VP and Head of Retail Strategy and Growth Acceleration at Cognizant, believes the sector is on the brink of a transformation — one that’s being accelerated by the rise of generative AI and automation.

“Staffing in general in retail is a perennial problem,” TumSuden said in a recent conversation. “There’s about 60% annual turnover in most retail businesses and ultimately, that yields a lot of waste and inefficiencies.”

Scott TumSuden
Scott TumSuden

TumSuden explains that this constant churn leads to a “flywheel effect” of added costs and operational drag.

“When you have turnover, you have inefficiencies. You have a lot of waste, you actually add extra cost, right? Because then you’re having to retrain people, you’re having to research people, you know, you have to rehire people.”

But while staffing challenges are hardly new in the industry, TumSuden is optimistic that today’s technological advancements could mark a turning point.

“I actually think we’re on the dawn of a new age finally,” he said. “There are some opportunities to change that with the way that technology’s evolving — and generative AI in particular — to help address the churn, which then helps to address the efficiency, which then helps to address the usage of labour and making labour and workforces more effective.”

As AI capabilities mature, TumSuden sees them playing a vital role in reshaping not just roles, but entire operating models. “There are certain jobs that will be hopefully eliminated,” he said, noting the potential to phase out “low-end, highly automatable, highly mechanical jobs” — many of which are already being handled by tools like chatbots in customer service.

But it’s not just about elimination. TumSuden sees generative AI enhancing customer-facing and operational roles as well.

“You can actually provide better service because the generative AI can leverage all the data and the information about what products are relevant substitutes and probably be more knowledgeable than an individual associate.”

He points to the common “buy online, pick up in store” model as an example of a task ripe for reimagining. “You have a store associate picking and packing orders off the shelves during business hours when they could be servicing a customer,” he said. “They are servicing a customer because they’re picking and packing that order. But the reality is that they’re actually not — they’re doing a routine task.”

While robotics may eventually handle the physical work of picking products, generative AI already offers near-term solutions. “You can leverage the technology to figure out more efficient ways to pick and pack,” TumSuden said. “You can organize your stores maybe in a different way.”

Source- Walmart Canada
Source- Walmart Canada

That reorganization, he noted, could even challenge the longstanding practice of placing high-demand items in store corners to increase browsing. “You can say, ‘Hey, I’m gonna hit you with a little popup, ’cause the beacon on your phone says I know you’re here…’ and I can actually lay out my store in such a way that it’s actually more engaging.”

According to TumSuden, this shift frees up associates to focus on higher-value activities: “Ultimately in our mind, the goal is to free up your store associates so they can spend more time on servicing customers and less time on those complex tasks.”

The integration of generative AI also brings transformative potential for workforce support and development — two key levers in combating high turnover. “One of the things is how do you get help if you’re a store associate and you have a problem in the store?” he said. “What happens today is that’s a very painful process a lot of store associates have a bunch of different apps.”

TumSuden says Cognizant is already working with clients and partners to build agent-based systems that simplify problem-solving for frontline staff. “We see the world evolving to a single app and talk to an agent that can help them with solving that problem. Which makes their experience better and also creates a better roll through customer experience.”

Training, he added, is another overlooked area ripe for disruption. “Training is something that really hasn’t evolved in decades. If anything, it’s gotten worse,” he said. “But if you think about it, with synthetic AI and with generative AI, you can actually build more bite-sized customized training.”

He sees “a big unlock” coming in onboarding and upskilling, where AI can support a more efficient and enriched learning journey for new hires. “Once they’re up to speed leveraging agents to actually help them solve problems when they occur that is a huge transformation in the workforce.”

Despite ongoing fears about AI replacing human workers, TumSuden takes a more nuanced view.

“I don’t think I believe — or we believe — that we’re gonna see a decline in the retail workforce,” he said. “I really do believe that what’s going to hopefully happen is there’s a bit of a renaissance. Retailers see that the real value that they bring to the table versus a brand is they bring that customer intimacy and that’s where they differentiate.”

And that differentiation, he says, is precisely what retailers should be leaning into — with the help of technology finally mature enough to support it.

Cognizant, which operates globally and has a strong presence in the Canadian market, is already seeing these trends take hold across borders. “We work with a number of large customers in Canada,” TumSuden said, mentioning names like Canadian Tire and Circle K. “We’re seeing similar trends. They’re just manifesting in a slightly different sequence because of the local market dynamics.”

As generative AI and automation become more deeply embedded in retail operations, TumSuden sees one thing as clear: the associate of the future is not going away — they’re just going to be more empowered, more supported, and more essential than ever.

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Creed to Open First Canadian Boutique at Yorkdale

By
Craig Patterson
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Construction hoarding for the new Creed boutique at the Yorkdale Shopping Centre in Toronto. Photo: Craig Patterson

Luxury fragrance brand Creed will make its Canadian retail debut with the opening of a standalone 650 square foot boutique at the Yorkdale Shopping Centre in Toronto. The store is set to open in the fall of 2025, occupying a portion of the former Sunglass Hut location, which has since relocated within the mall.

This marks a significant development not only for Creed, which operates fewer than 40 standalone stores globally, but also for Yorkdale, which has evolved into the most concentrated node of luxury retail in Canada. The move underscores Creed’s confidence in the Canadian market and in Toronto’s positioning as a growing hub for affluent consumers.

A Historic Brand Rooted in Craftsmanship and Royal Heritage

Founded in 1760 in London by James Henry Creed, the Creed brand began as a tailoring house that crafted scented leather gloves for British aristocracy. One of its first notable creations was Royal English Leather, commissioned by King George III in 1781. Over time, Creed transitioned from tailoring to perfumery, relocating to Paris in 1854, and gaining recognition among royal households across Europe.

Unlike many modern fragrance houses that rely on synthetic ingredients and mass production, Creed has maintained a reputation for handcrafted perfumes made with natural ingredients. The brand utilizes traditional techniques such as maceration and hand blending, offering an artisanal product that is both luxurious and highly curated.

Creed Boutique In Chengdu. Image: Creed

Among its iconic fragrances are Aventus (2010), Green Irish Tweed (1985), Silver Mountain Water (1995), and Millésime Impérial (1995). These scents have become cult favourites among global consumers, particularly Aventus, which has developed a loyal following for its bold, woody-fruity notes that symbolize power and sophistication.

Following the acquisition of a majority stake by BlackRock in 2020, Creed entered a new phase of expansion under the ownership of Kering, the French luxury conglomerate that purchased the brand for €3.5 billion in 2023. With this move, Kering folded Creed into its beauty division, joining a portfolio that includes Gucci, Saint Laurent, and Bottega Veneta.

A Global Brand with a Limited Store Footprint

Creed’s boutique strategy is selective. The brand currently operates fewer than 40 standalone stores in key cities such as London, Paris, New York, Dubai, and Milan. In North America, Creed boutiques can be found in Beverly Hills, Miami, Las Vegas, and Manhattan’s Madison Avenue. In Canada, Creed has until now only been available through select retailers, including Holt Renfrew and Harry Rosen.

The opening of a branded Creed store in Toronto is a strategic milestone. It will allow the company to fully control the in-store experience, emphasizing its signature luxurious retail design and bespoke services such as bottle engraving and custom gift wrapping.

Creed Boutique In Chengdu. Photo: Creed

Store Design Reflecting Brand Prestige

Creed’s boutiques are globally recognized for their elevated architectural design, often featuring materials such as Verde Luana marble, brass fluting, and walnut paneling. French architect Can Onaner has been instrumental in developing the design language for many of Creed’s stores, creating spaces that are both opulent and warm.

The Yorkdale boutique is expected to follow the same approach, offering an immersive retail environment where customers can explore the full range of Creed fragrances, including limited editions and exclusive releases.

Photo: Creed

Yorkdale Continues to Attract Global Luxury Brands

The decision to open at Yorkdale aligns with the mall’s ongoing transformation into a luxury shopping destination. Over the past decade, Yorkdale has curated an unmatched mix of high-end retailers, currently boasting Canada’s largest collection of luxury brands under one roof.

Situated in close proximity to the new Creed boutique are Louis Vuitton, Chloé, Saint Laurent, ba&sh, and a flagship Zara. Notably, Saint Laurent is slated to relocate later this year to a larger, updated location within the mall, indicating continued reinvestment from global luxury retailers. Optical retailer Oliver Peoples is also relocating next to Creed in part of the former Sunglass Hut space.

Additional prominent retailers in the vicinity include Nike, Sephora, and Ladurée, providing a strong complementary tenant mix that blends prestige with lifestyle and fashion appeal.

Creed boutique at Scottsdale Fashion Square in Scottsdale, AZ. Photo: Creed

Luxury Retail Expansion at Yorkdale Accelerates

Creed’s opening comes at a time when Yorkdale is actively expanding its luxury footprint. A new luxury wing is in development, which will accommodate forthcoming brands that are expected to join the mall’s already robust portfolio. Sources indicate that several more luxury brands are in advanced stages of negotiation and will be reported on by Retail Insider as deals finalize.

The mall has long served as the Canadian launchpad for global names, with brands like Apple, Tesla, and Crate & Barrel selecting Yorkdale for their first-to-market entries. This is further supported by Yorkdale’s enviable retail metrics: it generates over $2,300 in sales per square foot and attracts approximately 18 million visitors annually, making it one of the most productive shopping centres in North America.

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1.4 Million consumers missed a credit payment while spending dips to 3-year low: Equifax

By
Mario Toneguzzi
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Photo by Andrea Piacquadio
Photo by Andrea Piacquadio

Economic uncertainty continued to impact credit usage and consumer financial health across Canada during the first quarter of 2025 according to Equifax Canada’s latest Market Pulse Consumer Credit Trends and Insights.  

Total consumer debt was $2.55T at the end of Q1, up four per cent year-over-year, but down more than $6B from the end of 2024, reflecting a modest quarterly decline amid long-term growth.  Average non-mortgage debt per consumer rose to $21,859 in Q1 2025, primarily driven by a strong auto loan market as buyers looked to lock in purchases before anticipated price hikes, said the report.

Rebecca Oakes
Rebecca Oakes

“We often observe seasonal changes in credit usage during the first quarter. Generally speaking in the spring, we tend to see mortgage debt rising, however for Q1 2025 we saw mortgage debt levels fall compared to last quarter,” said Rebecca Oakes, Vice President of Advanced Analytics at Equifax Canada.“ Despite a slowdown in demand for non-mortgage debt, overall balances remained fairly flat, an indication that consumer payment levels may be falling.” 

Card spending slows but balances continue to rise 

After experiencing high numbers for new credit card openings in 2023 and 2024, the first quarter of 2025 saw a 10.3% decline in new card originations. Consumers that have lower credit scores accounted for an increase in new card openings, potentially indicating heightened credit reliance and financial strain in this consumer group, explained the report.

Average monthly credit card spen per card holder fell by $107 dollars during Q1, dropping to the lowest level since March 2022. Ontario, British Columbia, Prince Edward Island, Nova Scotia and Yukon saw the biggest pull back in spending, dropping between six and seven per cent compared to the prior year, it said.

“A drop in credit card spending when combined with increased payment amounts can imply improving financial conditions of consumers”, said Oakes. “Our data shows card payment levels, especially for younger consumers, are starting to fall, indicating this spending slowdown is likely driven more by consumers trying to be prudent rather than switching from credit to debit for financing.” 

The average credit card pay rat decreased to 52.9% in Q1, down 32 basis points.  Notably, younger consumers (under 35 years old) showed a more dramatic shift, with their average pay rate falling 392 basis points from 62.9% to 58.9%. This same group also exhibited the greatest increase in the level of minimum payers, rising 25 basis points year-over-year, noted Equifax.

Mortgage growth driven primarily by renewals and refinancing  

The report said new mortgage originations jumped 57.7 per cent year-over-year in Q1 2025, but much of this activity stemmed from renewals and refinancing. This reflects the onset of the so-called “Great Renewal,” as a wave of pandemic-era mortgages come up for renewal. 

“The shift in the mortgage market is clear – this is currently about existing homeowners navigating a complex refinancing environment,” added Oakes. “But even as some find relief, affordability challenges haven’t eased for everyone.” 

First-time homebuyers returned to the market, with activity up 40%  from Q1 2024. Affordability remained a hurdle and while average monthly payments dropped by 7.8% to $2,300, the average loan size increased by 7.5% year-over-year. 

Debt divide deepens as missed payments rise for some 

“While some consumers showed signs of prudence in their spending choices during the first quarter, missed payments continued to rise across most credit products. In total, more than 1.4 million consumers (1 in 22) missed at least one credit payment during the quarter,” said Equifax.

“Although mortgage holders experienced some stabilization thanks to steady interest rates, financial strain remained acute for non-mortgage consumers. Consumer level delinquency rates among non-mortgage holders rose 8.9% year-over-year, compared to 6.5% for mortgage holders. Younger Canadians were hit hardest, with the 18–25 age group experiencing a 15.1 per cent increase in delinquency rates.

Photo by Nataliya Vaitkevich
Photo by Nataliya Vaitkevich

Significant increases for younger consumers and auto loans 

The highest credit card 90+ day delinquency rates were observed among younger consumers under the age of 26, at 5.38%, a significant 21.7% increase year-over-year for this group. Overall, this rate stood at 3.76%, marking a 15.8% increase, revealed Equifax.

Auto loans followed a similar trend, with the delinquency rate for younger consumers rising by 30% to 1.95%, compared to an overall rate of 1.08%, which represented a 15.3% increase. 

“We’re observing positive shifts in consumer behaviour, with reduced credit card usage and early signs of delinquency stabilization for some consumers. However, headwinds will likely persist, such as rising unemployment and rising food prices, in already strained regions,” concluded Oakes. 

Age Group Analysis – Debt & Delinquency Rates (excluding mortgages)  

Average Debt (Q1 2025)Average Debt Change Year-over-Year (Q1 2025 vs. Q1 2024)Delinquency Rate ($) (Q1 2025)Delinquency Rate ($) Change Year-over-Year (Q1 2025 vs. Q1 2024)
18-25$8,4594.63%2.17%20.06%
26-35$17,3941.14%2.37%21.04%
36-45$26,8731.57%1.91%21.20%
46-55$34,3712.94%1.38%17.53%
56-65$28,7805.25%1.15%13.25%
65+$14,5963.57%1.13%3.93%
Canada$21,8592.74%1.60%17.06%

Major City Analysis – Debt & Delinquency Rates (excluding mortgages) 

CityAverage Debt (Q1 2025)Average Debt Change Year-over-Year (Q1 2025 vs. Q1 2024)Delinquency Rate ($) (Q1 2025)Delinquency Rate ($) Change Year-over-Year (Q1 2025 vs. Q1 2024)
Calgary$23,9221.11%1.71%14.25%
Edmonton$23,547-0.03%2.26%18.29%
Halifax$21,2631.86%1.56%15.13%
Montreal$16,9712.56%1.49%18.52%
Ottawa$19,5011.16%1.52%22.03%
Toronto$21,0483.46%2.17%24.28%
Vancouver$23,3043.93%1.28%14.27%
St. John’s$23,8721.41%1.49%1.19%
Fort McMurray$37,2690.81%2.56%18.37%

Province Analysis – Debt & Delinquency Rates (excluding mortgages) 

ProvinceAverage Debt (Q1 2025)Average Debt Change Year-over-Year (Q1 2025 vs. Q1 2024)Delinquency Rate ($) (Q1 2025)Delinquency Rate ($) Change Year-over-Year (Q1 2025 vs. Q1 2024)
Ontario$22,5433.08%1.73%24.00%
Quebec$18,9852.28%1.12%13.95%
Nova Scotia$21,2962.62%1.68%5.72%
New Brunswick$21,4902.82%1.77%9.18%
PEI$23,7074.09%1.19%8.21%
Newfoundland$24,7704.02%1.56%0.48%
Eastern Region$22,2183.09%1.65%5.74%
Alberta$24,3981.00%1.97%15.93%
Manitoba$18,1713.68%1.72%2.04%
Saskatchewan$23,1942.82%1.82%6.24%
British Columbia$22,6313.33%1.40%12.63%
Western Region$22,8782.44%1.69%12.49%
Canada$21,8592.74%1.60%17.06%

* Based on Equifax data for Q1 2025 

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