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Leyad Buys St. Albert Centre Amid HBC Exit and Redevelopment Plans

By
Lee Rivett
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St. Albert Centre in St. Albert, Alberta. Photo: Stantec

St. Albert Centre, the largest enclosed shopping centre in St. Albert, Alberta, has changed hands in a $60 million deal that closed at the end of March. The transaction was officially announced on April 1 by the seller, Toronto-based Primaris Real Estate Investment Trust (REIT). The buyer is Leyad, a privately held Montreal-based real estate firm with growing ambitions across Canada.

Leyad is already known in the Edmonton retail real estate market as the owner of Londonderry Mall, located in northeast Edmonton. The acquisition of St. Albert Centre strengthens Leyad’s foothold in Western Canada and aligns with its strategy of acquiring regionally dominant shopping centres in suburban markets.

A Key Regional Asset with Anchor Departures Ahead

Located at 375 St. Albert Trail, just northwest of Edmonton, St. Albert Centre spans approximately 373,000 square feet. It houses 74 stores and services and includes parking for 1,680 vehicles. Originally built in 1980, the mall saw renovations in 2018, modernizing its interior and tenant mix to better serve the growing suburban population.

Anchoring the mall for years has been a 93,300-square-foot Hudson’s Bay store, one of the primary retail draws in the area. However, Hudson’s Bay is expected to close its store by the end of June as part of its national wind-down under court-supervised receivership. The closure will leave a major anchor vacancy at the property, opening possibilities for reconfiguration or redevelopment of that space.

Other major tenants at the centre include London Drugs, SportChek, Mark’s, Winners, and Ardene—a tenant mix geared towards mid-market suburban consumers. The mall is surrounded by additional national retailers on adjacent lots, including Canadian Tire, Staples, and multiple grocery stores, though these surrounding buildings are not part of the St. Albert Centre property.

Strategic Shift by Primaris REIT

The sale of St. Albert Centre is part of a larger strategy by Primaris REIT, which is repositioning its portfolio to focus on what it refers to as “market-leading, growth-oriented shopping centres.” Primaris acquired St. Albert Centre in 2012 from Ivanhoé Cambridge, another Montreal-based institutional property owner. Over the past year, Primaris has divested multiple assets that no longer align with its long-term vision.

Earlier in 2024, Primaris also completed the $107 million sale of Sherwood Park Mall, another suburban Edmonton-area centre. These moves indicate the REIT’s ongoing effort to concentrate its capital on properties with stronger demographic and economic upside, often in larger urban or regional hub locations.

Redevelopment Potential Under New Ownership

With the Hudson’s Bay space soon to be vacated, there is speculation about how Leyad may choose to reposition the mall. The closure presents both a challenge and an opportunity for the new owner. Hudson’s Bay had long served as a key anchor for foot traffic, and its departure will change the dynamics of the property.

Given Leyad’s redevelopment work at Londonderry Mall, where it has overseen updates and brought in new tenants, the company could take a similar approach in St. Albert. Redevelopment of anchor spaces into multiple smaller units or alternative uses—such as fitness, health services, or entertainment—is a common strategy in today’s evolving retail real estate landscape.

Leyad has not yet made public its long-term plans for the site. However, its investment suggests confidence in the St. Albert market, a city that continues to see population growth and retail demand.

St. Albert Centre Remains a Retail Hub

Despite the loss of Hudson’s Bay, St. Albert Centre remains one of the most prominent retail destinations in the city. Its central location, strong tenant mix, and proximity to complementary big-box retail make it a key shopping destination for both local residents and those from surrounding communities.

The mall’s 2018 renovations helped elevate its appeal, and the addition of tenants like Winners and Mark’s have kept it relevant to a broad shopper base. As suburban retail centres continue to evolve to meet changing consumer behaviours and tenant needs, properties like St. Albert Centre may serve as test cases for what the next generation of malls in secondary markets will look like.

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Canadian Franchise Association announces winners of 2025 CFA Recognition Awards 

By
Mario Toneguzzi
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Photo by Nadin Sh
Photo by Nadin Sh

The Canadian Franchise Association (CFA) has announced the winners of the 2025 CFA Recognition Awards. The awards were presented during the Recognition Awards Luncheon on Sunday, April 6 at the CFA National Convention at Sheraton Fallsview, Niagara Falls, Ontario.

CFA Recognition Awards honour individuals and CFA member companies for their outstanding achievements, philanthropic endeavours, and contributions to the Canadian franchise community. Nominations are solicited from CFA members across Canada and winners are selected by a committee based on merit.  

Sherry McNeil
Sherry McNeil

“The CFA Recognition Awards celebrate individuals and companies for their significant achievements and continuous contributions to the franchise community,” says the CFA’s President and Chief Executive Officer, Sherry McNeil.

 “We congratulate all the winners on their outstanding achievements. The CFA Recognition Awards celebrate those who have made a lasting impact on the Canadian franchising community through their dedication and contributions. These awards honour the outstanding achievements of this year’s winners and their commitment to Growing Together®.”

A list of all the CFA award recipients can be found here.

The recipients of the 2025 CFA Recognition Awards are: 

Category: Hall of Fame Award | Recipient: Pet Valu

In recognition of Pet Valu’s outstanding performance, significant business presence, and exceptional service. With over 800 locations across Canada, Pet Valu has become Canada’s leading retailer in the pet specialty retail sector, offering high-quality products and exceptional customer service. It maintains an excellent social corporate presence, expressing dedication to animal welfare through partnerships with rescues and adoption programs: the brand raised more than $4 million through fundraising efforts in 2024. Continued growth is on the horizon, as the brand has recently opened distribution centres in Surrey, British Columbia, and Brampton, Ontario, the largest of their kind in Canada, bringing up to 150 skilled jobs to those local neighbourhoods.

Pet Valu
Pet Valu

About the CFA Hall of Fame Award:  

Presented in recognition of outstanding performance by a franchise company over a significant period. Winners typically will have high brand recognition (on either a regional or national scope) and will generally be recognized for their solid business performance. They will exhibit leadership in the franchise community in many ways including helping to encourage excellence by sharing best practices, participating in speaking engagements, being willing to mentor new franchisors, and raising the profile of the franchise business model.

Category: Lifetime Achievement Award | Recipient: Patti Hone
In recognition of Patti Hone’s outstanding contributions, leadership, and impact on the franchise industry. Patti Hone has been a significant driving force in the growth and development of the Canadian Franchise Association and the franchise industry at large. Having served on the CFA Board of Directors for eight years, she has made instrumental contributions to the Franchise Support Services (FSS) Committee and played a key role in shaping CFA Marketing Day events, showcasing her leadership and influence.

Lifetime Achievement - Patti Hone (Marietta Snetsinger Accepted)
Lifetime Achievement – Patti Hone (Marietta Snetsinger Accepted)

About the CFA Lifetime Achievement Award 

This award recognizes exceptional achievement and contribution to Canadian franchising and the community at large through demonstrated excellence throughout one’s lifetime and career in franchising. This award typically honours an individual who may be a franchisor, franchisee, or a support services provider. Hallmarks of excellence include a significant level of profile and leadership recognition within the franchise community, speaking engagements, published articles, mentorship, and being an ambassador for franchising.

Category: Outstanding Corporate Citizen Award | Recipient: Sunset Grill
In recognition of Sunset Grill’s support of social services and commitment to life-saving cancer research. With more than 100 franchise locations across Canada, the brand is also primed to expand into the U.S. and beyond. The brand also gives back to its community, most notably through its annual Pancake Tuesday Fundraiser. Every year, Sunset Grill serves its signature buttermilk pancakes for $2, with proceeds going to the Canadian Cancer Society to fund programs and research and to raise awareness for the cause. Since the launch of the initiative in 2009, Sunset Grill has raised more than $250,000 to support Canadians living with cancer and life-saving research.  

Outstanding Corporate Citizen - Sunset Grill
Outstanding Corporate Citizen – Sunset Grill

About the CFA Outstanding Corporate Citizen Award 

Given to a franchise system that has demonstrated genuine and ongoing concern and support for a community or social service group(s). Award recipients are selected based on their philanthropic innovation, support, and impact to the community whether on a local, regional, national, or global scale. Elements taken into consideration include involvement throughout the franchise system and integration into the corporate culture, profile given to the support recipient organization(s), sustainability, innovation in fundraising, demonstrated benefit to the community, and amount of funds raised.

Category: Diversity and Inclusion Champion Award | Recipient: Pizza Pizza

In recognition of Pizza Pizza’s significant strides to ensure meaningful representation through its post-pandemic focus on developing its workforce. With the development of a diversity and inclusion council in 2021, Pizza Pizza has continued to ensure its promotion of an equitable workplace. A staff survey revealed that 96% of respondents rated the company favourable in diversity, 95% favourable in equity, and 94% favourable in inclusion.

Diversity - Pizza Pizza
Diversity – Pizza Pizza

About the CFA Diversity & Inclusion Champion Award 

Recognizes a company or individual for extraordinary leadership and contribution towards improving and promoting diversity and inclusion within their workplace and the franchise community in Canada.

Category: Distinguished Franchise Support Services/Supplier Award | Recipient: Reshift Media

In recognition of Reshift Media’s unwavering commitment, cutting-edge solutions, and deep impact on the industry. Reshift Media’s involvement in various CFA programs, from speaking at events to website maintenance, has demonstrated its commitment to growing the Canadian franchise industry and the CFA at large. Reshift has expressed its skills and dedication to the franchise community in developing World Franchise Council programming, including website development and information sessions in conjunction with the CFA. Their support has led to the development of the inaugural World Franchise Day, set to occur on June 11, 2025, and further enhancing the presence of franchising in communities around the world.

Supplier - Reshift Media
Supplier – Reshift Media

About the CFA Distinguished Franchise Support Services/Supplier Award  

Recognizes a person or company for their efforts and contributions in supporting the franchise industry and the Canadian Franchise Association at large.

Category: Volunteer Leadership Excellence Award | Recipient: Peter Viitre

In recognition of Peter Viitre’s exceptional dedication, leadership, and service. Through his work with the CFA, Peter has mentored franchise professionals, shaped industry best practices, and advocates for franchising excellence. As a longstanding member of the Government Relations Committee, Peter has taken up key roles, including as first pen in the Arthur Wishart Act submission to the provincial government. He is also Chair of the Policy subcommittee and has been a vocal presence at the CFA’s annual Franchise Awareness Day, reiterating the necessity of franchise policymaking at all levels of government. He also acts as a speaker at CFA and industry events, generously sharing his legal expertise when called upon, and further strengthening the franchise community through his experienced guidance. 

Volunteer - Peter Viitre
Volunteer – Peter Viitre

About the CFA Volunteer Leadership Excellence Award  

In the spirit of passion for franchising and the Association, this award is given to an individual who, through their volunteer activities and work as an ambassador for franchising, helps the CFA grow, evolve, and deliver on its Purpose and Mission.

The Canadian Franchise Association (CFA) helps everyday Canadians realize the dream of building their own business through the power of franchising. The CFA advocates on issues that impact this dream on behalf of more than 600 corporate members and over 40,000 franchisees from many of Canada’s best-known and emerging franchise brands. Beyond its role as the voice of the franchise industry, the CFA strengthens and develops franchising by delivering best-practice education and creating rewarding connections between Canadians and the opportunities in franchising. Franchising is the 12th largest industry in Canada and franchised businesses contribute over $120 billion per year to the Canadian economy, creating jobs for almost two million Canadians.

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The Human Touch in a Digital Retail World: Why Soft Skills Still Matter

By
Retail Insider
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In an increasingly digitized retail world, technology continues to redefine how consumers interact with brands. From AI-powered chatbots and virtual fitting rooms to contactless payments and same day courier service, digital innovation has transformed nearly every touchpoint of the retail experience

While these advancements enhance convenience and efficiency, they also risk minimizing one of the most valuable assets in retail: the human touch. As luxury fashion brands open new concept stores or relocate from traditional shopping districts to more immersive, digitally integrated spaces, the need for human-centric customer service has never been more critical.

Soft skills such as empathy, active listening, emotional intelligence, and adaptability remain irreplaceable, especially in high-end retail, where brand loyalty and experience often surpass price and product.

In this rapidly evolving environment, understanding the value of soft skills—and preserving them—could be the differentiating factor that allows a brand to thrive amid relentless digital progression. The brands that succeed will be those that balance innovation with human engagement, blending the best of both worlds to offer meaningful, memorable interactions that foster long-term customer relationships.

The Role of Higher Education in Shaping Retail Talent

The digital shift in retail has created new expectations for retail professionals. Beyond product knowledge and sales strategies, employees are now expected to possess analytical thinking, adaptability, cultural awareness, and, most importantly, soft skills. The emphasis is no longer on technical skills alone but on a holistic skill set that includes emotional intelligence and the ability to build relationships in a fast-paced, often impersonal retail environment.

In this context, higher education plays a crucial role in preparing the workforce for modern retail challenges. Programs designed to develop both hard and soft skills can provide aspiring professionals with the tools they need to thrive. For example, UNCW online degrees offer a flexible pathway for students and working professionals to enhance their capabilities in areas relevant to today’s retail landscape, including leadership, communication, and business strategy. These programs serve not just as academic pursuits but as practical investments in one’s ability to engage meaningfully with customers in a tech-driven world.

By integrating these educational pathways into career development plans, luxury retailers can ensure that their employees are not only digitally literate but also emotionally competent. This dual competency becomes especially critical in environments where a single conversation or gesture can influence a high-value purchase or brand perception.

Soft Skills: The Hidden Engine Behind Brand Loyalty

Luxury fashion retail thrives not just on the exclusivity of products but on the exclusivity of experience. A $5,000 handbag can be admired online, compared across platforms, and even ordered with a click—but the in-store experience is what often seals the deal. It’s the well-dressed associate who remembers a returning client’s name, the stylist who offers personalized fashion advice, or the manager who knows how to resolve a concern without escalating it.

These are not technical competencies—they are soft skills. Customers remember how they were treated far longer than they remember the price tag. In fact, with digital convenience available at every turn, it is the emotional experience that separates one brand from another.

In luxury retail, where every detail contributes to brand equity, the presence of employees with strong interpersonal skills becomes not a luxury but a necessity. Emotional intelligence allows staff to read subtle cues, identify buying signals, and understand unspoken customer expectations. These skills enable brands to build loyalty not just through products but through people.

Store Closures, Openings, and Relocations: A Soft Skill Test

The retail landscape is in a state of constant flux. Brands are reevaluating their physical presence, closing underperforming locations and opening immersive flagship stores designed for both digital interaction and personal engagement. These transitions are not merely logistical—they are emotional. For staff and customers alike, a store’s closure can feel like the end of a relationship, while a new opening can be a moment of anticipation and connection.

During these changes, the importance of soft skills becomes even more apparent. Associates must navigate customer disappointment or confusion with empathy and clarity. Brand ambassadors must generate excitement around a new location, not just by showcasing features but by making every visitor feel welcomed and valued. In the relocation of stores from traditional high streets to luxury malls or experience-focused spaces, the physical design may change—but the need for personal connection remains constant.

Training and Retention: Investing in People

Many luxury retailers are now recognizing that investing in employee training is not just about product knowledge—it’s about cultivating an emotional brand presence. Onboarding programs are increasingly incorporating modules on communication, emotional intelligence, conflict resolution, and cultural sensitivity. These programs don’t just benefit the employee; they enhance the overall brand experience.

Retention also improves when employees feel confident and valued. Workers who are trained to handle difficult conversations, provide thoughtful customer service, and build authentic relationships are more likely to stay motivated and committed to the brand. Recognition of these efforts—through programs that spotlight empathy, active listening, and intuitive problem-solving—reinforces excellence. Many luxury retailers honor standout performance with crafted glass awards, turning exceptional service moments into tangible acknowledgments that inspire continued dedication. In an industry where high turnover can damage brand consistency, nurturing soft skills becomes an investment in continuity and stability.

Moreover, as retail brands go global and cater to increasingly diverse audiences, cultural sensitivity and adaptability have emerged as essential competencies. These, too, fall under the umbrella of soft skills and are not easily taught through manuals or scripts.

Bridging the Gap: Digital Tools with a Human Touch

The best use of technology in retail doesn’t replace the human—it empowers them. Mobile apps can give associates real-time inventory data, digital lookbooks can enhance styling sessions, and clienteling tools can track customer preferences across visits. However, these tools only enhance the experience when wielded by someone who knows how to use them as conversation starters rather than transactional shortcuts.

Some luxury brands have begun integrating video shopping or one-on-one digital consultations with their top clients, effectively blending the convenience of online shopping with the warmth of personalized service. These new formats still rely heavily on soft skills—tone of voice, facial expressions and the ability to listen and respond intuitively.

Even the best technology cannot teach an employee how to make someone feel special. That comes from experience, emotional awareness, and a genuine desire to connect—attributes that no algorithm can duplicate.

The Enduring Value of Human Connection

In the future of retail, digital will continue to dominate headlines and budgets. Augmented reality, predictive analytics, and AI-driven recommendations will undoubtedly shape how consumers browse, choose, and purchase. But in the luxury fashion segment—and indeed across all meaningful retail interactions—it is the human touch that turns a transaction into a relationship.

Soft skills are not relics of a pre-digital era; they are the secret sauce of successful, sustainable retail. In a world where customers are bombarded with choices and crave authenticity, the brands that prioritize empathy, communication, and personalized service will not just survive—they will lead.

No matter how far technology evolves, the core of retail remains unchanged: people serving people. And that will always require a human touch.

U.S. Tariffs Pose Risk to Canadian Retail Supply Chains

By
Craig Patterson
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US President Donald Trump holds up a sign that lists all of the countries around the world he has imposed new tariffs on as of April 2. (Image credit: Chip Somodevilla/Getty Images)

As tariff tensions escalate between the United States and China, the implications for Canadian retailers are becoming increasingly complex. While Canada itself has largely been spared from the direct effects of new tariffs, the interwoven nature of global supply chains means that even indirect impacts could reshape pricing, sourcing, and consumer behaviour in profound ways.

Retail industry veteran and strategist George Minakakis, founder of Inception Retail Group, shared his concerns in an interview that delves into the potential fallout from U.S. trade policies that Donald Trump has rolled out. From inflation to supply chain disruption to the rise of artificial intelligence in retail operations, Minakakis warns that the sector may face serious headwinds in the coming months.

A Complex Global Web: Tariffs May Hit Indirectly

While Canadian retailers are not the direct target of new U.S. tariffs, many operate in North America as part of integrated supply and distribution networks that crisscross the U.S. border. That means goods manufactured in Asia and entering the U.S. before heading to Canadian shelves — or vice versa — could still be subject to increased costs.

George Minakakis. Photo: LinkedIn.

“If I’m buying from India and sending it to the U.S., then there’s a tariff,” explained Minakakis. “You’re now looking at potentially a 30% jump in price. Is a retailer going to absorb that? I doubt they can afford to.”

For companies like Lululemon or Aritzia, which have U.S. stores and source from Asia, the issue becomes one of documentation and proof of origin. “They’re going to have to show where the product came from and there are risks if they move product from the US to Canada that already have been hit with tariffs. It’s complicated,” said Minakakis. “The paperwork will have to differentiate — otherwise they could be hit with the full tariff, even on goods ultimately meant for Canadian customers.”

Canadian Retailers with U.S. Exposure Are Vulnerable

Large Canadian retailers with significant U.S. operations — like Canada Goose, or T&T Supermarkets (a subsidiary of Loblaw) — may feel the pinch more acutely. Even if manufacturing occurs in Canada, materials like down, metals, or technical textiles often come from Asia.

“Canada Goose might manufacture here, but where do they get the down from?” Minakakis asked. “That product, if it’s sourced from overseas and ends up going through the U.S., will be taxed.”

It’s not just clothing. Store infrastructure — refrigeration units, steel and aluminum fixtures, even the cost of opening or renovating stores — may all be subject to higher costs due to material and equipment tariffs.

“If we’re not fabricating the pieces here and they come back from the U.S. after processing, we’ll see price increases,” said Minakakis. “And even if they’re fabricated here, Canadian suppliers might still raise prices to make up for lost U.S. revenue.”

Strategic Tariff Use Could Reshape Manufacturing

Minakakis believes there’s a strategy behind the apparent chaos.

“What Trump’s doing is actually very strategic. He’s trying to force manufacturing back into the U.S. by making it too painful to continue operating overseas,” he said. “If the cost of manufacturing in China plus tariffs equals the cost of doing it in the U.S., why wouldn’t you just manufacture in the U.S. and say ‘Made in USA’?”

Yet the idea that this will lead to widespread employment in manufacturing is, in Minakakis’ view, a fallacy.

“Companies are going to say, ‘Screw it — I’m going to automate this process,’” he said. “They’ll invest in machines instead of people. That’s a one-time capital investment versus ongoing labour costs.”

Automation and AI: A Response to Margin Pressure

As prices rise, and margins get squeezed, retailers are likely to turn to artificial intelligence and automation as a cost-saving measure.

“Retailers will cut costs — they have no choice,” said Minakakis. “We’re going to see AI deployed in a big way to eliminate redundancies.”

While automation may help companies protect margins, it could also accelerate job losses, potentially feeding into a broader economic slowdown.

Consumer Confidence and the Risk of Recession

The consumer — still reeling from the inflation and uncertainty of the pandemic era — may not be ready to accept higher prices without consequence.

“Ultimately, it’s the consumer that says, ‘I can’t afford this,’” said Minakakis. “And that’s where the slowdown starts. If consumers retreat and only spend on necessities, retail sales fall. That’s how recessions begin.”

He warned that the recent stock market losses of over six trillion dollars in value could rattle wealthier consumers as well.

“The luxury market is especially vulnerable. LVMH, for instance, has significant exposure through alcohol and watches,” he said. “When wealthy consumers start pulling back, that’s a sign.”

The End of Globalization as We Knew It

Minakakis believes we are witnessing a structural shift in global trade — one that has wide-reaching implications.

“Globalization, as we’ve known it, is dead,” he stated. “We’re going to see countries and businesses forming new alliances. It will take time, but sourcing, distribution, and even consumer behaviour are going to change.”

Retailers, he says, must act quickly.

“If you’re a good retailer, you’ve already diversified your supply chain. You’re not relying on one source or one country,” he said. “You might have to accept a 20% tariff instead of 34%, but you’ve got options.”

Preparing for the New Normal

The message to Canadian retailers is clear: be proactive, not reactive.

“Job one is securing your supply chain,” said Minakakis. “Keep prices normalized so you don’t lose revenue. If you have to take a hit on margins temporarily, the market will understand — especially if you’re transparent and show that you’re improving efficiency.”

He added that retailers will need to invest more in marketing to maintain customer loyalty and demand. “Consumers will be rattled. Confidence will be down. You’re going to need promotions and offers to bring them back. Tell and sell your brand story well and remember your revenue won’t grow if you’re not collecting and using data effectively.”

In terms of long-term solutions, he sees AI not just as a tool for efficiency but a necessity for survival. “Retailers are going to start saying, ‘We’re going to save a billion dollars by deploying AI and automating operations,’” he said.

An Uncertain Road Ahead

Minakakis is not optimistic about the logic behind the tariffs themselves.

“There’s no logic here,” he said. “Trump seems to believe that low tariffs caused the Great Depression, which economists have debunked repeatedly. But if we end up having to match U.S. tariffs to stay in their good graces, we could face unintended inflation here at home.”

For now, the situation remains fluid. Markets are volatile, the global economy is on edge, and retailers are caught in the middle. As Minakakis summarized, “It’s complicated. Every industry will be impacted differently, but one thing is clear — we’re not going back to the old normal. The question is how fast retailers can adapt to the new one.”

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Chick-fil-A opening new location in Edmonton

By
Mario Toneguzzi
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Chick-fil-A is opening a new restaurant on Thursday in Edmonton. Chick-fil-A The Meadows is located at 4004 17th Street Northwest. 

Locally owned and operated by Jag Dhanju, it will be the fourth location to open in Edmonton. The new restaurant will employ approximately 90-110 full- and part-time people and will be open for dine-in, and take-out from 10:30 a.m. to 10:00 p.m. with the drive-thru open until 10:00 p.m., Monday through Saturday. 

Jagdeep “Jag” Dhanju, a familiar face in Edmonton’s restaurant scene, is embarking on a new chapter as the local Owner-Operator of the brand.

Born and raised in Edmonton, his connection to the city runs deep.
He’s a second-generation Indo-Canadian who has dedicated over two decades to the local restaurant industry. His journey began at his family’s business, Meridian Banquet, where he honed his leadership skills managing large-scale events and overseeing operations for both the Indian restaurant and banquet hall.

“Edmonton has always been home for me,” Dhanju said. “My family and I have been part of the restaurant industry here for 25 years, and I’m excited to continue that legacy with Chick-fil-A.”

In 2017, Jag honoured his own entrepreneurial spirit by founding Tiffin: India’s Fresh Kitchen, a fast-casual
Indian restaurant that quickly gained recognition for its innovative approach. Tiffin was among the first restaurants in Edmonton to utilize fully biodegradable packaging, reflecting Jag’s commitment to sustainability and environmental responsibility. As the former co-owner and operator of three Tiffin locations, Dhanju has already demonstrated a knack for creating thriving businesses that exemplify care for both people and the planet.

Because of his deep familiarity with the restaurant industry, Jag was especially impressed by his first visit to a Chick-fil-A restaurant.

“I stopped by Chick-fil-A Yonge & Bloor in Toronto for lunch and was completely blown away by
the genuine hospitality and quality food,” he explained. That introduction to the brand inspired him to pursue becoming the local Owner-Operator of his own.

“I find joy in helping others and serving them great food with a smile. I’m looking forward to making a
meaningful impact in the lives of my Team Members and the community as a whole.”

Source: Chick-fil-A
Source: Chick-fil-A

In honour of the new restaurant opening, Chick-fil-A will donate about C$34,000 (US$25,000) to a local non-profit organization through Second Harvest, one of Canada’s largest food rescue organizations. Since 2020, Chick-fil-A has donated about C$2 million (US$1.46 million) to local hunger-relief organizations through Second Harvest. 

Dhanju’s restaurant will be participating in the Chick-fil-A Shared TableTM program, an initiative that redirects surplus food from the restaurant to local soup kitchens, shelters, food banks and non-profits in need. To date, more than 35 million meals have been created using Chick-fil-A Shared Table donations from 2,300 Chick-fil-A restaurants throughout Canada and the U.S. 

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Walmart Canada creating new opportunities for Marketplace Sellers

By
Mario Toneguzzi
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Source: Walmart Canada
Source: Walmart Canada

Walmart Canada is creating new opportunities for Marketplace Sellers to connect with e-commerce shoppers and increase sales. 

Walmart Canada Marketplace Sellers can now purchase sponsored product ads on Walmart.ca and the Walmart Canada app through the newly enhanced Walmart Ads Platform powered by Walmart Connect.

This new ad platform provides Marketplace Sellers with the ability to:

  • Boost Product Visibility: Secure prominent ad placements
  • Take Control: Manage campaigns directly with an auction-based marketplace, ensuring transparency and flexibility.
  • Optimize with Insights: Access in-depth analytics to track performance and make data-driven decisions.

Current and new sellers can enroll in the program here.

“This is a huge unlock for our community of Marketplace Sellers, enabling them to boost brand and product awareness, reach the right audiences and drive sales by connecting with Walmart e-commerce shoppers,” said Walmart.

They’ll also have direct access to their sponsored product campaigns through an auction-based marketplace, giving them:
✅ Greater transparency and control over campaigns
✅ More exposure with prominent ad placements
✅ Access to detailed analytics for data-driven optimization

Source: Walmart

Sarah Wool-Smith, Senior Director, said the retailer believes in creating an even playing field for all our advertisers and our Sponsored Product ads are run on auction-based systems aligning to industry standards. 

“We’re always exploring ways to innovate and expand our Marketplace. This new offering allows our Marketplace sellers to reach e-commerce shoppers in a way they haven’t been able to before. Our customers will benefit from seeing a wider selection of products relevant to them. We look forward to seeing how this announcement will drive brand awareness and sales for our current Marketplace sellers and entice new ones to check us out,” she said.

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Bond Brand Loyalty announces new President & CEO, Morana Bakula

By
Mario Toneguzzi
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Bond Brand Loyalty, a leading customer engagement and brand experience agency, has announced that Morana Bakula has been appointed as President and Chief Executive Officer. 

Bob Macdonald will assume the role of Founder & Chairman of the Board, where he will continue to provide strategic guidance and advisory support to the executive team as the company accelerates its long-term vision and growth trajectory, the company said in a news release.

Bob Macdonald
Bob Macdonald
Morana Bakula, President & CEO of Bond (CNW Group/Bond Brand Loyalty ULC)
Morana Bakula, President & CEO of Bond (CNW Group/Bond Brand Loyalty ULC)

“Since joining Bond in 2012 as a Customer Experience strategist, Bakula has driven significant organic growth for Bond, across financial services, automotive, retail, and pharmaceutical sectors. Appointed President in 2023, Bakula has shaped Bond’s strategic direction, ensuring the continued delivery of client-centered solutions, and building on the unique culture at Bond.  She is the first female executive to take on this role of both President and CEO at Bond,” it said.

“A recognized industry leader, Bakula was named one of Loyalty Magazine’s Top 30 Under 40 in 2022 and has served on the Board of Directors for Waypoint Centre for Mental Health Care in Ontario. Prior to joining Bond, Bakula held multiple strategic and leadership roles at State Farm, Fifth P Solutions, and KPMG.”

“Bond has always been about creating enduring relationships that drive business growth,” said Bakula. “I’m honored to lead this incredibly talented team of experts as we continue to push the boundaries of customer experience , deliver meaningful value to clients, and build the future of loyalty together.”

“Morana’s vision, expertise, and leadership will be instrumental in driving continued growth for our company,” said Macdonald. “In her years with us she has grown the company by leading with grace, values and passion for our industry. I cannot imagine a better leader to take Bond into its successful future.”

As a mother and first-generation immigrant, Bakula embodies the multifaceted complexity of leadership today within the global marketing and business services industries. Her appointment is a testament, not only to Bond’s commitment to providing the best level of service to its clients, but also to continuing to foster a culture of innovation and growth with a forward-looking approach, said Bond.

“Bond has been on a trajectory of significant growth, reinforced by strategic investment from Mountaingate Capital in 2023 and an expanded leadership team in 2024. The company continues to expand its full spectrum of services–including strategic advisory, digital marketing, technology, and analytics–to help brands deepen relationships with customers and employees, turning known connections into lasting loyalty,” it said.

Based in Toronto, Bond has 800 people and operates across eight offices throughout North America and Europe.

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Carriage Trade Launches Canadian Designer Program

By
Craig Patterson
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Photo: Backstage

Carriage Trade, a mainstay in Toronto’s fashion retail scene since 1963, is embarking on a bold new chapter that fuses its rich history with a forward-thinking vision. Located in the heart of The Kingsway at 2984 Bloor Street West, the upscale women’s boutique is launching a Canadian Designer Program in collaboration with the Toronto Fashion Incubator (TFI). The initiative aims to give emerging and established Canadian designers a chance to connect directly with customers in a luxury retail environment.

“This is something I’ve wanted to do for years,” said Nori Mirza, owner of Carriage Trade. “It gives deeper meaning to the work we do. Fashion can be superficial, but this allows us to do something impactful — to support Canadian talent and really give back.”

Nori Mirza

Creating Space for Canadian Talent

The Canadian Designer Program, which will be accepting applications as of May 1 for its second round, will showcase selected designers at the front of the newly expanded boutique in a dedicated space being referred to as the “Canadian Spotlight.” According to Mirza, the idea took root during a dinner with Susan Langdon, Executive Director of the Toronto Fashion Incubator, last October.

“I told Susan that every time I’m shown collections as a buyer, it’s always the big international names with PR budgets,” said Mirza. “The Canadian designers are often hidden away in the back. I said, ‘What can we do to change that?’”

Langdon, who also teaches at Toronto Metropolitan University, saw the opportunity right away. She had already been fielding requests from students and alumni who were struggling to get their collections in front of buyers.

“We knew the demand was there. So Susan and I hosted a webinar, and we had about 30 designers attend,” said Mirza. “The response has been incredible. People are excited — customers, designers, even other retailers.”

Who Can Apply and What’s Expected

The program is primarily focused on better-quality women’s ready-to-wear fashion and accessories. Interested designers must be Canadian-based and capable of producing high-quality garments or jewelry at a scale appropriate for retail. The program is open to both emerging and established labels.

“We’ve had some really interesting questions already,” noted Mirza. “Some asked if we’d consider menswear — not at the moment — or whether items need to be entirely made in Canada. For us, it’s about quality, fit, and the ability to actually produce inventory.”

Designers selected will have the opportunity to be featured in-store and online, with Carriage Trade also planning launch parties and community events to further promote their collections.

“We’re having beautiful custom jewelry cases made, and we’ve seen some incredible jewelry designers apply,” said Mirza. “There’s so much talent in this country, and we’re thrilled to give it the spotlight it deserves.”

Designers interested in applying can do so via the application link available on Carriage Trade’s website. The team extnded the application deadline to ensure wide participation and give designers enough time to prepare submissions.

Carriage Trade on Bloor St. W. in Toronto. Image: Carriage Trade

Why Supporting Canadian Designers Matters Now

In light of ongoing economic uncertainty, high import duties, tariffs and supply chain volatility, Carriage Trade sees the Canadian Designer Program as not only timely but essential.

“With the way the world is right now — the economy, the exchange rate, shipping costs — supporting homegrown talent just makes sense,” said Mirza. “But beyond that, it just feels right. After COVID, and now everything else, people want to come together. They want to support local. This is part of that movement.”

Mirza also emphasized that this isn’t just a one-off initiative. “This is an ongoing program. We’re thinking of it as Season One. Our hope is to rotate designers every two months, showcasing six or more designers per year, depending on how many styles and SKUs they can produce.”

Building a Model for Other Retailers

Mirza hopes the Canadian Designer Program at Carriage Trade will inspire other independent retailers across Canada to follow suit.

“There’s no reason why this can’t be happening in Vancouver, Montreal, Calgary — anywhere, really,” she said. “We need to come together as an industry and give Canadian designers a real platform. Sometimes, all they need is for someone to take five minutes and look at their books. That could change everything.”

The new space at Carriage Trade is being designed with versatility and elegance in mind, ensuring the Canadian Spotlight section can adapt to a rotating lineup of designers. Meanwhile, the store’s website is also undergoing a revamp to support online promotion and sales of featured Canadian brands.

“We want to give these designers as much visibility as possible — not just in-store, but online too,” said Mirza. “We’re building something that will last.”

Final Thoughts and What’s Next

With more than 60 years of retail experience behind it, Carriage Trade is well positioned to lead a new wave of locally driven luxury retail in Canada. The boutique’s commitment to nurturing Canadian design talent signals a meaningful evolution — one that blends fashion with purpose.

“We survived COVID. We’ve weathered many storms. And now, more than ever, we feel it’s time to give back,” said Mirza. “This program is a way to do that — and hopefully help build a stronger future for Canadian fashion.”

Interested designers can apply as of May 1, 2025, via Carriage Trade’s website. 

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Conference Board of Canada: U.S. trade war tariffs set to weaken global growth and challenge Canadian exporters

By
Mario Toneguzzi
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US President Donald Trump. Photo: AP

The Conference Board of Canada has shared some insights on what the trade war and tariffs launched by the Trump administration in the United States means for the Canadian, US and global economies. 

Key insights include:

  • The history books are likely to give “liberation day” a different name. While the idea around reciprocal tariffs were dubious even before they were announced, what was announced seems set to maximize U.S. pain
  • In practice, these tariffs will have widespread inflationary impacts and weaken U.S. growth. For example, tariffs nearing 50 per cent on Lesotho, Cambodia and Vietnam—countries that primarily export inexpensive goods to the United States—will only make these products more expensive. The United States will not succeed in bringing these industries back in a meaningful way. In fact, relocating clothing production to other countries has significantly increased the purchasing power of U.S. consumers
  • Given the widespread nature of these tariffs, U.S. consumers will have no safe haven from tariffs and inflation will surely spike significantly
  • From an economic perspective, global growth is also set to weaken. Many companies around the world have moved production to optimize supply chains and take advantage of the relative strengths of different countries, both in terms of costs and productivity

“While Canada was spared from the worst, many other countries were hit with tariffs well above even the highest of expectations. This upheaval in global trade will significantly weigh on economic growth around the world, with the United States likely the biggest loser,” said the Conference Board.

“This means that Canadian exporters of resources, which might have been able to shrug off a 10 per cent tariff given U.S. reliance on these goods, will now face headwinds from weaker global demand.

“Canada has responded by announcing matching tariffs on U.S. content on vehicles, on top of $60 billion in previously announced retaliatory measures that remain in place. Canada is not out of the woods. During his speech, President Trump continued to push the false narrative that Canada is an unfair trade partner and once again called for American farmers, specifically dairy producers, to have more access to Canadian consumers.

“Given the uncertainty surrounding trade with the United States, it remains important for Canada to diversify trade beyond the United States. Overall, while (the recent)  tariff announcement seemed to be favourable to Canada, tariffs on key sectors—including others that are likely to follow—coupled with what seems to be a worst-case outlook for U.S. and global growth will hurt Canada’s economy. Consumer and business confidence had already sunk to recession lows, hurting the economy even before what’s now become a global trade war.”

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New insights on Canadian shopping habits: Adyen and Retail Council of Canada

By
Mario Toneguzzi
-
Source: Adyen
Source: Adyen

At a time when Canadians are increasingly favouring Canadian brands and shopping, new data from Adyen, the global financial technology platform of choice for leading businesses, in partnership with the Retail Council of Canada (RCC), provides insights into how Canadian retailers can fortify the shopping experience when it matters most.

  • Experience converts to loyalty: The majority of Canadians (81%) agree they are likely to return to a store that delivers a meaningful or memorable shopping experience
  • Payment preferences: Canadian shoppers most frequently pay in-store with a tap/contactless credit or debit card (52%) and online with a digital wallet (26%). 
  • Shipping costs are make-or-break: More than half of Canadian shoppers (55%) agree that unexpected shipping costs or fees when shopping online could cause them to abandon a purchase.
  • Long lines are a turnoff: Nearly half of Canadian shoppers (49%) say long checkout lines while shopping in-store could make them abandon a purchase.

“While online shopping offers seemingly endless options, it can’t match physical stores for instant gratification. The top reason for visiting physical stores was the ability to buy something immediately, chosen by 60% of consumers, with 34% wanting to avoid shipping delays,” said the report.

In-store shopping also puts shoppers in control, fitting seamlessly into their everyday lives:

  • 55% shop in-person because of the convenient location
  • 45% want to try on and test products in person

“And then there’s the chance to save. 42% of consumers shop in-store to avoid shipping fees while 37% look for the exclusive in-store discounts or couponing opportunities that physical stores provide.”

Overall, it was the practical side of in-store shopping that appealed to the Canadian shoppers we surveyed. Just 29% mentioned the social aspect of shopping, such as spending time with friends or interacting with staff. Only 13% highlighted special in-store events. While Santa Claus might swap the North Pole for malls across Canada each November and December, that may not be enough to tempt Canadians out of their homes, said the report.

Santo Ligotti
Santo Ligotti

“Many Canadians continue to value in-person shopping for the experience, convenience, and potential cost savings it offers. From being able to try products firsthand to avoiding shipping fees, these in-store benefits remain important. Retailers who prioritize seamless, memorable experiences are well-positioned to build lasting customer loyalty in a competitive landscape,” said Santo Ligotti, VP of Marketing and Member Services, Retail Council of Canada.

While overall Canadians enjoy in-store shopping, they do have frustrations, said the report, adding that the main reasons for walking out rather than checking out are:

  • Items out of stock (53%)
  • Long lines (49%)
  • Poor customer service (41%)

“In fact, that personal touch is something that Canadian shoppers truly value. 80% of the 2,000 shoppers surveyed said they’d be likely to return to a store that provided a meaningful or memorable experience. This sentiment increased across generations, from 76% of Gen Z to 86% of the Silent Generation,” it said.

“So what does make Canadian consumers opt for online? It’s that combination of cost and convenience. The top reason for shopping online, chosen by 53% of our respondents, is when an item isn’t available in-store.

“Another practical reason is limited access to physical stores, due to geographical location or lack of transportation. This was the case for 29% of respondents, peaking at 36% in Saskatchewan. 

“Savings also play a significant role. 32% shop online to take advantage of promo codes and other perks of being a loyal customer. In contrast the flip side, it’s unexpected fees that rankle. Over half (55%) of online shoppers will abandon their carts due to unexpected shipping fees, a figure that jumps to 63% among Baby Boomers.

Source: Adyen
Source: Adyen

“Those fees are even more of a consideration when it comes to returns, with 68% of shoppers saying these fees influence whether they’ll return items online or in-store.

“Meanwhile there was consensus at either end of the demographic spectrum with 50% of both Gen Z and the Silent Generation saying they would clear their cart if delivery times were unclear or take too long.”

Customers want better loyalty programs offering personalized rewards (39%). And, regardless of the technological advances that emerge, the personal touch still matters. 25% percent want to see enhanced human interactions and customer service, compared to 12% who would prefer cashier-less stores, added the report.

Sander Meijers
Sander Meijers

“Canadian shoppers’ preferences are evolving, but at the core, they still expect a balance of cost, convenience, and experience. Retail is no longer just about choosing between online or in-store; it’s about offering value in all its forms. Whether it’s the speed of getting something immediately or the savings of skipping shipping fees, the future of retail lies in seamlessly blending convenience, cost-effectiveness, and personalized service—no matter where customers choose to shop,” said Sander Meijers, Canada Country Manager, Adyen.

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