Canadians’ dining preferences are shifting as cost-of-living concerns, an increasingly diverse population and Gen Z’s buying habits drive new consumer trends. Restaurants Canada and Circana LLC cover these new trends in their 2025 Hot 10 Restaurant Trends report, released on Thursday.
“Canadians are expecting more value for their dollars as they grapple with affordability and that’s reflected in many of the trends highlighted in this report,” said Kelly Higginson, President and CEO of Restaurants Canada. “In today’s competitive restaurant landscape, it’s more important than ever that restaurants understand these emerging trends and shifting consumer preferences.”
Kelly Higginson
Report highlights:
Coupon culture is on the rise, but consumers are increasingly turning to social media to find discounts and deals as digital coupons have overtaken physical coupons for the first time.
While previous economic downturns led consumers to shift their dollars to less expensive table-service restaurants, in 2025, only one in six Canadians is doing that. Instead, they are opting for less expensive menu items, just water and fewer add-ons.
Gen Z is driving the digital revolution, as they seek out value through deals and loyalty programs and convenience through digital ordering and delivery.
The share of Canadians who are people of colour is expected to nearly double by 2041, which will change the dining landscape. Nearly half of South Asian diners (48%) and a third of Latin American diners (32%) say plant-based dishes are important to them when purchasing a meal or a snack, compared to just 21% of white diners.
While French fries and burgers still reign supreme as the most ordered category, the chicken sandwich is the fastest-growing menu item, with 26% more servings sold this year compared to 2020.
Vince Sgabellone
“As cost pressures persist and Canada’s population grows more diverse, we’re seeing a real shift in how and why Canadians dine out,” said Vince Sgabellone, industry analyst, Food and Foodservice at Circana. “Value no longer just means low prices—it’s about maximizing the experience, whether that’s finding the best digital deal, customizing a meal to fit your lifestyle, or choosing a menu item that feels worth it. The chicken sandwich’s surge, the rise of digital couponing, and Gen Z’s influence are all signals of a restaurant industry evolving to meet new expectations.”
“Fiscal 2025 was a transformative year for Lightspeed: we delivered revenue growth of 18% with annual revenue exceeding $1 billion for the first time, we adopted a more focused strategy, concentrating on the markets where we have a proven right to win, and we aligned our organization to execute on that strategy,” said Dax Dasilva, Founder and CEO. “With a strong financial foundation and our industry-leading commerce platforms, Fiscal 2026 will be dedicated to growing locations, expanding software revenue and enhancing Adjusted EBITDA profitability.”
Asha Bakshani
“Our healthy balance sheet, improving Adjusted EBITDA profitability and free cash flow nearing break-even enabled us to return ~$219 million of capital to shareholders in the last year,” said Asha Bakshani, CFO. “At the same time, we strategically invested in product and go-to-market for retail customers in North America and hospitality customers in Europe, laying the groundwork for continued success.”
Fourth Quarter Financial Highlights
(All comparisons are relative to the three-month period ended March 31, 2024 unless otherwise stated):
Total revenue of $253.4 million, an increase of 10% year-over-year.
Transaction-based revenue of $157.8 million, an increase of 14% year-over-year.
Subscription revenue of $87.9 million, an increase of 8% year-over-year.
Net loss of ($575.9) million, or ($3.79) per share, as compared to a net loss of ($32.5) million, or ($0.21) per share. Net loss includes a non-cash goodwill impairment charge of ($556.4) million. After adjusting for certain items, such as goodwill impairment and share-based compensation, the Company delivered an Adjusted Income of $15.0 million, or $0.10 per share, as compared to Adjusted Income3 of $8.5 million, or $0.06 per share.
Adjusted EBITDA of $12.9 million versus Adjusted EBITDA of $4.4 million.
Cash flows used in operating activities of ($9.9) million as compared to cash flows used in operating activities of ($28.5) million, and Adjusted Free Cash Flow used of ($9.3) million as compared to Adjusted Free Cash Flow used of ($16.3) million.
As at March 31, 2025, Lightspeed had $558.5 million in cash and cash equivalents.
Full Fiscal Year Financial Highlights
(All comparisons are relative to the full fiscal year ended March 31, 2024 unless otherwise stated):
Total revenue of $1,076.8 million, an increase of 18% year-over-year.
Transaction-based revenue of $697.3 million, an increase of 28% year-over-year.
Subscription revenue of $344.8 million, an increase of 7% year-over-year.
Net Loss of ($667.2) million, or ($4.34) per share, as compared to a net loss of ($164.0) million, or ($1.07) per share. Net loss includes a non-cash goodwill impairment charge of ($556.4) million. After adjusting for certain items such as goodwill impairment and share-based compensation, the Company delivered an Adjusted Incomeof $69.5 million, or $0.45 per shareas compared to an Adjusted Income of $24.5 million, or $0.16 per sharein 2024.
Adjusted EBITDA of $53.7 million versus Adjusted EBITDA of $1.3 million in 2024.
Cash flows used in operating activities of ($32.8 million) as compared to cash flows used in operating activities of ($97.7 million), and Adjusted Free Cash Flow used of ($11.2) million as compared to Adjusted Free Cash Flow used of ($64.5) million in 2024.
“As announced at its Capital Markets Day in March, Lightspeed expects to grow its outbound sales team to over 150 outbound sales representatives by the end of Fiscal 2026 in addition to increasing its investment in product and technology development by over 35%. The benefits of these investments will likely be reflected in the latter half of the year as the new sales representatives ramp through the year,” said the company.
“Lightspeed remains confident in its ability to execute its strategy of focusing on retail customers in North America and hospitality customers in Europe and expects to increase Customer Locations within these growth engines. With its increased investment in product and technology development, Lightspeed also expects to increase software revenue.
“Finally, the financial outlook reflects our most recent view of the macroeconomic environment and is consistent with our three-year target gross profit CAGR of approximately 15-18% and three-year target Adjusted EBITDA CAGR of approximately 35% presented at our Capital Markets Day in March.”
Overall, the company’s outlook is as follows:
First Quarter 2026
Revenue of approximately $285 million to $290 million.
Gross profit growth of approximately 13%.
Adjusted EBITDA of approximately $14 million to $16 million.
Fiscal 2026
Revenue growth of approximately 10% to 12%.
Gross profit growth of approximately 14%.
Adjusted EBITDA of approximately $68 million to $72 million.
Lightspeed, based in Montreal, was founded in 2005.
Lesley Conway has been named Head of Walmart Connect, effective May 5. In her new role, she will oversee the Walmart Connect business and is responsible for the Canadian strategic direction, operations and growth projects.
Conway brings over 25 years of experience spanning media, marketing and advertising and has a proven track record of executing highly effective strategies and driving innovation and growth, said the company.
Lesley Conway
Conway previously served as CEO of Mindshare Canada, leading the agency through a transformative period, adopting a full-funnel approach to media and digital-first mentality. Conway also previously served as President of Hatch64 – a performance marketing agency – and Senior Vice President of Sales for Bell Media. Her expertise will be instrumental in enhancing Walmart Connect’s advertising solutions, strengthening partnerships and delivering exceptional value to Walmart Connect clients, added the retailer.
“I’m thrilled to join the team and be a part of Walmart Connect’s journey of connecting brands and customers in meaningful ways,” said Conway. “Retail is a dynamic and ever-evolving space, and I couldn’t imagine a more exciting time to step into the world of retail media. I look forward to building strong partnerships with our brand and agency partners and collaborating with our talented team to create unique solutions for customers, fostering innovation and growth.”
Conway has held numerous positions across industry boards including the Canadian Media Director’s Council, the Board of Directors for the Radio Marketing Bureau, the Canadian Outdoor Bureau of Measurement and the Broadcast Bureau of Measurement’s Portable People Meter Committee.
In Canada, we find ourselves in a peculiar situation. Our largest trading partner is not happy with us. As the US has implemented numerous tariffs on Canadian made goods, Canada has responded with counter-tariffs on US made goods to try and inflict as much pain as possible on the States while minimizing the impact to Canadians.
Sort of a tit for tat approach. But as much as the Canadian government has tried to shield The Great White North from tariff trouble, we are about to feel it across the economy.
Bruce Winder
Retailers like Canadian Tire, Walmart, Costco and others have the size and capability to direct imports from countries such as China and somewhat avoid this situation. However, smaller retailers without scale often buy from US distributors who are facing a 30% duty, in the case of China. Some or all of the incremental duty impacting US importers will be passed onto Canadian sellers, who will in turn need to pass some portion of this increase to end consumers or other businesses.
Even the large retailers operating in Canada have some exposure as they buy from US firms who import raw materials, components, sub-assemblies or parts from China and other duty impacted countries. For these items, some inflation will follow.
In the grocery sector, although the Canadian government has given a six-month reprieve on counter- duties from US packaging, ingredients and food related raw materials, numerous items found in the grocery store are still subject to 25% duty coming into this country. Products like rice, pasta, produce, orange juice, coffee and consumer packaged goods such as cosmetics, shampoo, soap and more. Grocer Loblaw recently communicated that about 6,000 items could be negatively impacted by US targeted counter-tariffs in the weeks to come.
What level of price inflation will consumers see on shelf and online? It will of course vary based on the size of the retailer and their negotiating leverage with suppliers, the ability to substitute effected items with either Canadian or non-US sources and the characteristics of each item in terms of price point, brand and channel of distribution.
Overall, the retail business has thin margins and there is no room for retailers to eat the incremental tariffs. Full stop. Canada’s inflation rate is already running a little hot, when you take out energy and the reduction of the carbon tax. The next few months will be challenging and our hope is that Prime Minister Carney and team negotiate a deal with President Trump sooner rather than later or we may be facing another tough holiday season.
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.
Courtney Watkins in front of the new Calgary Holt Renfrew boutique. Image: Mine & Yours
The luxury resale market is thriving in Calgary—at least if early results from Mine & Yours’ pop-up at Holt Renfrew are any indication. The Vancouver-based company launched the short-term space in April and, according to founder Courtney Watkins, sales have already surpassed expectations for the entire two-and-a-half-month run.
“We pretty much hit the full sales projections for the entire pop-up in just the first month,” Watkins said in an interview. “It’s been incredible. Holt’s staff told us they’re happy to have us here because we’re bringing traffic and energy into the store.”
Courtney Watkins, founder of Mine & Yours
The pop-up, located on the second floor of Holt Renfrew at Calgary’s CORE Shopping Centre, is scheduled to run through June 15. But given the response, Watkins says she’s asked about a possible extension. So far, no decision has been made.
Luxury Resale Resonates in Calgary
Mine & Yours’ concept—authentic, high-end resale fashion presented in a chic, boutique setting—is not entirely new, but it is still relatively novel within a department store environment in Canada. Holt Renfrew’s partnership with Mine & Yours marks the first time the resale brand has set up shop in Alberta. The reception, said Watkins, has been overwhelming.
“We already had a strong online customer base in Calgary. Those clients were thrilled to be able to shop us in person,” said Watkins. “But beyond that, I think Holt’s may have underestimated their own clientele’s appetite for resale.”
That appetite seems to include not just shopping, but also selling. The partnership includes a trade-in program where clients can sell their designer goods in exchange for Holt Renfrew store credit—an offering Watkins says has been especially popular.
“There’s been a great mix,” she noted. “Some customers are selling to us, others are shopping. And a lot are doing both—trading in items and using that credit to shop the Holt store. It’s been a win-win.”
Calgary Holt Renfrew pop-up. Image: Mine & Yours
Beyond Luxury: Contemporary Designers Shine
While luxury handbags remain a draw—especially via the store’s signature “bag wall”—Watkins said that ready-to-wear pieces from contemporary designers like Ulla Johnson and Isabel Marant have also seen strong sell-through.
“There’s definitely a market here for mid-tier contemporary designers,” she said. “We’ve priced some of those dresses in the $250–$300 range, which is accessible for people looking for designer fashion without the full-price commitment. And they’re not finding these styles anywhere else in the city.”
With just 500 square feet of space, inventory is tightly curated. But that hasn’t slowed shoppers.
“Our clients are very fashion-savvy and excited about the hunt. We’ve designed the space to feel boutique and elevated, even though it’s compact,” said Watkins.
Holt Renfrew in downtown Calgary. Photo: Holt Renfrew
A Strategic Sustainability Partnership
Holt Renfrew’s decision to host Mine & Yours was not driven by revenue projections, but rather by values. According to Watkins, the department store saw the pop-up as part of its commitment to sustainability and the circular economy.
“Holt Renfrew didn’t bring us in because they thought they’d make a big commission,” said Watkins. “This was about aligning with one of their pillars—sustainability. They wanted to offer clients a meaningful resale experience that encourages reuse and reduces fashion waste.”
That positioning appears to be resonating with shoppers. In addition to the store credit program, clients can simply sell items for cash or shop the curated selection of second-hand goods, which includes many rare and one-of-a-kind pieces.
“We’re showing people that resale doesn’t have to feel second-hand,” Watkins added. “It can be beautiful, fashion-forward, and aspirational.”
Calgary Holt Renfrew pop-up. Image: Mine & Yours
Looking Ahead: Calgary and Beyond
The success of the Calgary pop-up has spurred interest in establishing a more permanent presence in the city. While no lease has been signed, Watkins confirmed she is actively exploring opportunities.
“We would love to have a retail footprint in Calgary long-term—either with Holt Renfrew or elsewhere,” she said. “There’s clearly demand here. And we’ve laid the groundwork with this pop-up.”
Meanwhile, Mine & Yours is preparing to expand further in Toronto, with a second location expected to be announced soon. The brand currently operates a store in the Yorkville area, one of the country’s most prestigious luxury shopping districts.
“We’re finalizing details on a new Toronto space,” Watkins said. “We’re excited to grow our presence there. It’s an important market for us.”
Building a National Resale Brand
Founded in 2013, Mine & Yours has grown from a small boutique in Vancouver into one of Canada’s leading resale retailers. With three existing locations and a growing e-commerce platform, the brand is positioning itself as a national player in the luxury circular economy.
By blending high-end fashion with flexible selling options and curated shopping experiences, the company is helping to redefine what resale can look like in Canada.
“Our goal has always been to make resale feel as polished and elevated as shopping new,” said Watkins. “And to make sustainability something that feels exciting—not like a compromise.”
Mountain Equipment Company (MEC)—Canada’s leading outdoor specialty retailer since 1971—is returning to its roots under new Canadian ownership. The company has been acquired by a group of private Canadian investors who bring deep industry experience and a vision of reshoring some of MEC’s manufacturing back to Canada.
The investor group is led by Tim Gu, a veteran in Canadian retail, manufacturing, and investment. Gu is Chairman of Unisync Corp. (TSX: UNI), a publicly traded Canadian uniform and workwear company, and an investor in iconic Canadian heritage brands including Tilley and Roots.
Founded in 1971, MEC has built a legacy of expert staff, community connection, and a passion for the outdoors. The company’s mission is simple but enduring: to equip Canadians for a lifetime outdoors. With 24 stores and over 6 million members across the country, MEC is more than just a retailer—it’s a national community for outdoor enthusiasts.
Chris Speyer
“It really was the place that Canadian customers went for great advice, great product, a sense of community,” said Speyer, who joined MEC as Chief Merchandising Officer in July 2024 and is now part of the new ownership group.
Speyer, a seasoned industry executive who previously spent seven years at REI Co-op, the largest specialty outdoor retailer in the U.S., watched MEC’s journey closely—especially after it filed for court protection from creditors and was acquired in 2020 by U.S.-based Kingswood Capital Management, ending its 49-year run as a member-owned co-operative.
“I had a lot of questions around whether or not the model would continue to exist under American ownership,” Speyer said. “I was really pleased to see that it continued to serve the outdoor specialty business and remain relevant.”
What began as informal conversations with CEO Peter Hlynsky in early 2024 soon became a deeper commitment. “The more time I spent around MEC, the more I thought that it had a really important purpose in Canada,” he said.
With that belief in MEC’s unique Canadian role, Speyer committed to helping lead the company forward—and investing in its future. “If there was an opportunity to be part of the investment group, that was something I wanted as well—so I wasn’t just talking the talk, I was investing in what I believed in.”
The new ownership plans to deepen MEC’s local manufacturing footprint. “Tim brings this extraordinary background in Canadian manufacturing,” Speyer said. “He builds a lot of product for Canada Goose and others domestically. You’re going to see us lean into how we can, with our own MEC label, grow a higher penetration of made-in-Canada products.”
Source: Mountain Equipment Company
This marks a strategic shift from the short-term mindset often seen in private equity. “They tend to operate with a relatively short time frame—invest and exit,” said Speyer. “We’re coming in with a long-term mindset. We’re investing in value—not just for today, but for the future.”
That long-term value will be built around four core pillars: in-store expertise, activity-specific assortments, community connection, and values-based retailing centered on sustainability and access to nature.
“How do we show up through the people working the floor and double down on their expertise?” Speyer said. “How do we curate meaningful assortments for camping, hiking, climbing, backpacking? How do we act as a gathering place for the outdoor community and demonstrate our values in protecting outdoor spaces?”
Local relevance will also be key to MEC’s strategy. “There are very different ways people recreate in Quebec, in Vancouver, in Halifax,” said Speyer. “We want to double down on that local relevancy—so we can show up in a way that makes sense for each community.”
Source: Mountain Equipment Company
According to Speyer, customers are already responding to the return to Canadian ownership. “This weekend, we really heard from Canadians that, at this juncture in history, MEC being a Canadian-owned company matters a lot,” he said. “Canadians want to buy Canadian. They want to support Canadian companies. This shift in ownership really matters.”
While expansion is still on the table, Speyer says it’s not the immediate focus. “We’re always looking at opportunities,” he said, “but our focus right now is on doing things right—with purpose, patience, and a Canadian lens.”
For Speyer, the company’s mission to get Canadians outside is also personal. “In moments of stress, getting outdoors for a walk, bike ride, paddle or backpacking trip really matters,” he said. “Hopefully we all get a chance to enjoy some fresh air instead of just reading the newspapers and whatever the latest challenge is.”
So too is MEC’s journey—from co-operative to corporate to now Canadian again. Under its new ownership and leadership, the company is set to reforge its identity with a focus on homegrown values, local production, and a renewed connection with the customers who made it a national institution.
Odd Burger Corporation is making a significant leap in the Canadian retail landscape, announcing that its consumer-packaged goods (CPG) line will be available at more than 500 7-Eleven Canada locations starting mid-June.
The agreement includes a six-month exclusive distribution deal in the convenience-store vertical, with 7-Eleven set to carry four products: the Crispy ChickUn Fillet, Chickpea Burger, Smash Burger, and Breakfast Sausage.
James McInnes
“This is without a doubt one of those game-changing moments for our company,” said James McInnes, CEO and Co-Founder of Odd Burger. “We see incredible potential with this partnership, not only to grow our brand, but also to create truly accessible plant-based food options available to the masses. We believe that we can create huge change with this partnership, and we are ready to embark on this next chapter of innovation and growth.”
The product line is manufactured by Preposterous Foods, a wholly owned subsidiary of the Corporation. The company anticipates the new listing will substantially boost production at Preposterous Foods and further diversify its revenue streams.
“7-Eleven is excited to partner with Odd Burger for this national product launch,” said Jeff Monachello, Senior Director of Merchandising at 7-Eleven Canada. “7-Eleven is committed to increasing its vegetarian options and being a leader in sustainability and Odd Burger is well positioned to help us push these initiatives forward.”
Odd Burger operates as a vertically integrated food technology company and vegan fast-food chain, with smart kitchens and a proprietary line of plant-based protein and dairy alternatives. Its dual-channel approach—serving foodservice and retail—positions the brand to capitalize on growing consumer demand for sustainable and healthier food choices.
The Retail Council of Canada (RCC) is raising alarms over the potential for a second Canada Post work stoppage in just six months — a move the association warns could be catastrophic for retailers and their customers across the country.
“This kind of disruption could be disastrous,” said Diane J. Brisebois, President and CEO of Retail Council of Canada. “Retailers are already facing significant pressure due to ongoing global trade tensions. Another Canada Post shutdown would hit businesses hard, just as they are trying to recover from the last disruption and prepare for the critical summer and back-to-school retail seasons.”
Diane J. Brisebois. Image: Retail Council of Canada
The potential work stoppage comes at a delicate time for the Canadian retail sector, which is still dealing with the lingering impacts of the last postal disruption and contending with a shifting global economic landscape. Inflation, cross-border trade challenges, and supply chain instability continue to affect retailers’ bottom lines.
Canada Post: A Lifeline for Small Retailers
At the centre of the concern is Canada Post’s essential role in the day-to-day operations of both small and large retailers. For independent merchants, particularly those operating online, Canada Post is often the only cost-effective and reliable option for shipping products across the country.
“Retailers of all sizes rely heavily on Canada Post,” Brisebois explained. “For small and independent retailers, particularly those in the e-commerce space, Canada Post is often the only affordable and reliable delivery option to reach customers across the country.”
Smaller merchants, many of which launched or expanded e-commerce operations in the wake of the pandemic, do not have access to the volume discounts and integrated logistics networks that benefit larger corporations. Without Canada Post, they face steep surcharges or may be cut off from national markets altogether.
“Alternative delivery providers are often not economical,” Brisebois noted, “and as the last disruption showed, they quickly reach capacity and cannot absorb the overflow.”
Larger Retailers Also at Risk
While independent businesses stand to suffer the most, large national retailers are not immune to the impact of postal labour unrest. In particular, the distribution of marketing materials such as flyers and promotional catalogues has proven vulnerable during postal disruptions.
“In the previous work stoppage, millions of dollars’ worth of printed flyers never reached consumers, dealing a significant blow to retailers’ sales and customer outreach,” Brisebois said. “All this happened during the critical holiday shopping season.”
Flyers remain a key promotional tool for Canadian retailers, particularly grocery chains and general merchandise stores, many of which still rely on physical mail to reach consumers — especially in rural and remote areas where digital access may be limited.
Rural Communities Would Feel the Sharpest Impact
Beyond the direct business implications, RCC emphasized the broader social consequences of another service halt, particularly for rural and northern communities where Canada Post remains a vital link to essential goods, services, and communications.
“A postal service disruption would deeply affect Canadians, especially those living in rural and northern communities where Canada Post is often the only link to essential goods and services,” said Brisebois.
In many remote regions, Canada Post is the only delivery channel that reliably serves the area — including for items like prescription medications, health products, and government correspondence. Losing access even temporarily could create unnecessary hardship for vulnerable populations.
The Broader Economic Ripple Effect
With 2.3 million Canadians employed in the retail sector, any threat to operational continuity — such as a postal strike — has economic repercussions well beyond the storefront.
“The ripple effect of a Canada Post disruption goes well beyond delayed packages — it affects people’s livelihoods,” Brisebois warned. “The health of the retail sector depends on predictable, reliable infrastructure, and Canada Post plays a vital role in that ecosystem.”
RCC members collectively account for more than two-thirds of Canada’s core retail sales and 95 percent of the grocery market. These businesses operate over 54,000 storefronts, representing a vast and diverse cross-section of the economy. A disruption in mail delivery services could result in delayed orders, lost sales, and damaged consumer trust during a crucial seasonal window.
Call to Action: Collaboration or Intervention
As tensions rise, RCC is urging all parties — including Canada Post management and labour unions — to return to the bargaining table and find a resolution that ensures continuity of service. But the organization also signalled that, if necessary, government intervention should not be ruled out.
“Retail Council of Canada is urging Canada Post and its labour representatives to work collaboratively and expediently to find a resolution that avoids further disruptions and ensures Canadians and businesses can count on a stable postal system,” Brisebois said. “If they cannot, we urge the Federal Government to intervene immediately to resolve this issue once and for all.”
Previous strikes have often involved back-to-work legislation or mediated settlements — costly processes with significant political and economic implications. With consumer confidence already shaken and many retailers still recovering from pandemic-era losses, RCC says action is needed now to prevent further damage.
Retail’s Role in Canada’s Economic Engine
The stakes are high not only for the retail industry, but for the broader Canadian economy. According to RCC, retail is the country’s largest private-sector employer, generating over $93 billion annually in wages and employee benefits. In 2024, core retail sales — excluding vehicles and gasoline — exceeded $508 billion.
Retail Council of Canada, a not-for-profit and industry-funded organization, represents businesses of all sizes across every region. Its advocacy reflects the views of national chains and small independents alike, spanning grocery, department, specialty, discount, and online retailers.
As the industry braces for a summer marked by economic uncertainty and critical seasonal sales, RCC’s message is clear: the future of Canadian retail cannot afford another blow to its delivery infrastructure.
Canada’s pharmacy sector is undergoing a fundamental transformation, driven by technology, shifting patient expectations, and the growing demand for accessible healthcare. TELUS Health’s inaugural Pharmacy Trends Report: The Future of Pharmacy in Canada outlines five major trends shaping the nation’s healthcare landscape in 2025—and highlights the critical role pharmacists are playing in bridging gaps in primary care.
“We’re witnessing a seismic shift in Canadian healthcare delivery,” said Ratcho Batchvarov, Vice-president, Provider Solutions, TELUS Health. “Our first Pharmacy Trends report reveals that pharmacies are rapidly evolving into comprehensive healthcare hubs, bridging critical gaps in primary care access. With the specialty pharmacy market set to surge beyond $20 billion and automation driving a $1.9 billion revolution in central fill services, we’re not just talking about incremental change – this is a fundamental reimagining of community healthcare. Pharmacists have been advancing their role as frontline care providers, leveraging cutting-edge technology to offer more accessible, efficient and personalized care. This transformation is creating a more resilient and responsive healthcare ecosystem for all Canadians.”
Ratcho Batchvarov
Released in conjunction with TELUS Health’s Annual Conference in Toronto on April 29, the report sparked industry-wide discussion among leaders from healthcare, pharmacy, insurance, and benefits sectors. With the automated central fill pharmacy market projected to reach $1.9 billion by 2030 and the specialty pharmacy market expected to exceed $20 billion, the stakes for innovation have never been higher.
Pharmacies Filling Primary Care Gaps
The report reveals that as millions of people in Canada face challenges finding a family doctor, the country’s network of more than 10,000 licensed pharmacies is stepping in to deliver essential medical services—from vaccinations to prescribing medications for minor ailments. Patients are now seeing their pharmacists 1.5 to 10 times more often than their primary care physicians.
Streamlining Pharmacy Operations with Technology
Automation and advanced Pharmacy Management Systems are reducing administrative burdens and medication errors, freeing up pharmacists to focus on patient care. “Over a quarter of community pharmacists in one survey noted their dissatisfaction with the daily volume of prescriptions to be processed,” the report noted, underscoring the pressure pharmacists face and the potential relief offered by centralized prescription fulfillment.
These systems also support better collaboration with other healthcare providers, ensuring Canadians receive consistent, coordinated care across the healthcare continuum.
Meanwhile, the role of pharmacists continues to evolve alongside the rise in specialty drug claims—which have more than tripled over the past 15 years, growing from 10.4 per cent to 32.8 per cent of total pharmacy claims. This shift means pharmacists must now manage more complex medication regimens while guiding patients through increasingly specialized treatments.
Source: TELUS Health
Digital Tools Empower Patient Engagement
Digital health tools are also empowering patients to take charge of their healthcare journeys. Modern pharmacy apps enable users to manage prescriptions and track health data securely. These connections allow pharmacists to identify health trends earlier and deliver more personalized care.
“A recent survey found that 82 per cent of people in Canada reported being interested in virtual care appointments, showing yet again how patients are looking for more control of their healthcare journey,” explained Batchvarov. “Embracing this type of patient engagement, while providing a platform that keeps personal medical information confidential with the highest data security protocols, is a key way forward in securing the trust of patients.”
A Future-Focused Vision
The 2025 Pharmacy Trends Report not only highlights how the pharmacy sector is shifting but also offers a clear roadmap for pharmacy managers and healthcare stakeholders to adapt and thrive in a rapidly evolving environment.
As Batchvarov emphasized, this is not just evolution—it’s a transformation. From technology to trust, pharmacies are being reimagined as core pillars of community healthcare in Canada.
