As tariffs remain at the forefront of economic policy, data from the NielsenIQ (NIQ) recent North America Tariff Sentiment Study reveals that most consumers are bracing for a long-term economic hit.
NIQ surveyed nearly 10,000 consumers across the U.S. and Canada in late March and found that:
61% of U.S. consumers and 86% of Canadians expect tariffs to negatively affect their country’s economy this year.
The top areas of concern are essential categories, such as fresh produce, eggs, and dairy.
Many consumers are adjusting their behavior—planning to dine out less, delay major purchases, or prioritize locally made products, especially in Canada.
The NielsenIQ study is the first in a four-part series tracking how consumer sentiment around tariffs evolves throughout 2025, providing timely insights as policy developments unfold.
“In the past year, tariffs have dominated the global conversation, even as consumers still face significant economic pressures. With a new US administration acting quickly on proposed tariffs, it’s critical to stay vigilant on consumer reaction to these shifts,” said the NielsenIQ report.
The report indicated that 87% of Canadians are not in favour of tariffs while that number is 50% for Americans.
When asked about the tariffs specifically, a majority of consumers in North America expect a negative impact on the economy throughout the rest of this year and continuing for the next three years.
Photo by Mario Toneguzzi
61% expect a negative impact on the US economy the rest of this year; 33% extremely negative; 56% expect a negative impact on the US economy the over the next 3 years; 32% extremely negative
For Canada, it’s 86% expect negative impact this year, 79% negative impact next three years.
“Price concerns tied to tariffs are mainly on necessities across both USA and Canada Canadians more likely than Americans to buy domestic,” said the report.
“Made in” labeling is almost 2x more likely to drive a change in purchase behavior for Canada compared to the USA.”
The Nielsen report said delayed purchases are much more likely than expedited purchases.
“Shoppers in both USA and Canada are between 4x and 5x as likely to delay major purchases, rather than complete them before price changes due to tariffs taking effect,” said Nielsen.
“Americans are overall favorable towards purchasing US made products and somewhat likely to buy Canadian made products; this is a significant difference vs sentiment among Canadians.”
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 three days.
Gloucester on Yonge in Toronto. Image: Concord Adex
A prominent block on Toronto’s Yonge Street corridor is seeing a new wave of activity with the launch of Gloucester on Yonge, a mixed-use development by Concord Adex. Located at 591–597 Yonge Street, just steps from Wellesley subway station, the project combines ground-level retail, second-floor medical offices, and three luxury heritage townhomes.
The ground floor of Gloucester on Yonge features five retail units fronting Yonge Street. Two of the spaces have already been leased.
Sushi Kiwami at Gloucester on Yonge in Toronto. Image: Concord Adex
Sushi Kiwami, a renowned omakase restaurant brand established in 2017, has opened in Unit 1. With six locations, including the new Gloucester site, the brand brings an authentic Japanese dining experience to Toronto. Utensils, tableware, and other restaurant elements are sourced directly from Japan, while ingredients are flown in three times weekly from local Japanese fish markets. Sushi Kiwami’s chefs are veterans of Michelin-starred omakase restaurants in Japan, offering an elevated and authentic culinary experience for local diners.
Next door, GOA Hair Salon is expected to open in Unit 3 by Summer 2025.
Rendering of the soon-to-open GOA Hair Salon at Gloucester on Yonge in Toronto. Image: Concord Adex
Remaining units—Unit 2 (1,165 square feet), Unit 4 (2,371 square feet), and Unit 5 (2,388 square feet)—are available for lease. Ceiling heights reach up to 21 feet, and infrastructure supports kitchen exhaust and venting, allowing for food-service uses. The site also includes 120 secured underground commercial parking stalls, a rarity in the downtown core.
Gloucester on Yonge in Toronto. Image: Concord Adex
Medical Office Ownership Draws Professionals
Above the retail space, the Gloucester Medical Office Centre offers condominium ownership opportunities for medical professionals. Office units range from approximately 1,200 to 2,875 square feet, with ceiling heights up to 17 feet and high-spec features including fibre internet, HVAC, and Concord’s BioSpace air filtration system. The second floor has dedicated elevator access from Yonge Street and the underground garage, which includes 116 commercial parking stalls.
Located within walking distance of Toronto’s top hospitals—including Toronto General Hospital, Mount Sinai, SickKids, and Women’s College Hospital—the medical centre is well positioned to serve a large catchment of patients and healthcare workers.
Heritage Townhomes at Gloucester on Yonge in Toronto. Image: Concord Adex
Heritage Townhomes Blend Luxury with Live/Work Potential
Facing Gloucester Street, L’Héritage at Gloucester includes three fully restored heritage townhomes offering a rare luxury live/work format. Ranging from 2,770 to 3,600 square feet, the townhomes feature restored Renaissance Revival red-brick façades and modern interiors.
Each unit is designed to support both residential and professional uses and is being marketed toward entrepreneurs, designers, and families. The layout supports business operations on the lower level, with open-concept residential living above. Expansive windows provide ample natural light throughout, supporting a lifestyle that blends work and home in one of Toronto’s most connected neighbourhoods.
Gloucester on Yonge in Toronto. Image: Concord Adex
A Mixed-Use Vision from Concord Adex
The Gloucester on Yonge development is part of Concord Adex’s broader mission to deliver future-proof, mixed-use communities in Canada’s major urban centres. With more than 40,000 homes built globally and nearly 150 towers, Concord continues to lead in integrating residential, retail, and commercial uses with sustainability and technology at the forefront.
As part of this commitment, Concord’s buildings feature smart systems, high-speed EV infrastructure, and energy-efficient design. The company’s Concord Green Energy division operates wind, solar, and hydroelectric projects across Canada—offsetting energy usage in its buildings many times over.
2024 Live Life Well® Report (CNW Group/Loblaw Companies Limited - Public Relations)
Loblaw Companies Limited says its success as a proud Canadian company is directly linked to the success and prosperity of Canada as a whole.
“When our communities are strong, we are collectively more resilient, more successful, and more connected,” said Loblaw, which shared its progress relative to these two important priorities, with the release of the 18th annual 2024 Live Life Well report.
“From Loblaw’s perspective, two of the many ways we contribute to the strength of the nation are by fighting climate change and advancing social equity. By reducing our carbon emissions and tackling food and plastic waste, we are helping to make Canadian communities healthier. By supporting the health and wellness of women and children, we are helping to make our communities stronger and more resilient,” said the company.
“That can involve delivering value, supporting Canadians with their healthcare needs, doing our part in fighting climate change and advancing social equity, and more. When we see ways to make Canada stronger, we’ll explore them, because we know we can have a big impact on the people and places we serve.”
Here are some key achievements for 2024 noted by Loblaw:
Achieving Net-Zero:
Achieved a 16% reduction in Scope 1 and Scope 2 greenhouse gas emissions compared to the 2020 baseline.
Invested more than $40 million to complete over 500 carbon reduction capital projects.
Approximately 32% of Scope 3 volume (by spend) came from suppliers with science-based targets.
Tackling Plastic Waste:
Achieved over 90% compliance relative to the in-scope Golden Design Rules for control brand and in-store plastic packaging, putting the company within reach of its 2025 goal to make all such packaging 100% recyclable or reusable.
Addressing Food Waste and Food Insecurity:
Diverted over 80,000 metric tonnes of potential food waste from landfill through food consistent donations and other food rescue initiatives.
Including donations of more than 50 million pounds of food to community-based food charities across Canada, in support of the Loblaw Feed More Families™ program.
Nurturing Future Generations:
Reached more than 997,000 children through the President’s Choice Children’s Charity, the nation’s largest non-government provider of direct-to-school food nutrition programs. The Charity is on track to reach its goal to feed one million kids by the end of 2025.
Supporting Health Equity for Women:
The Shoppers Foundation for Women’s HealthTM contributed more than $12.5 million in support of over 380 women’s health organizations across Canada, with the goal of making care more equitable and accessible for all women in Canada.
Supporting Local Communities:
Raised and donated $212 million (including in-kind donations) to support research, charities and non-profits across Canada, including the Salvation Army, World Wildlife Fund Canada, and other disaster relief and humanitarian response efforts.
Representation:
Achieved 39.5% representation of women in executive roles and 46% in management roles.
Achieved 28% representation of visible minorities in executive roles and 34% in management roles.
Committed to new representation goals for 2028.
Fostering Culture and Inclusion:
Trained over 198,000 colleagues and employees on fundamental diversity, equity, and inclusion topics, with over 2 million training courses completed through virtual and/or in-person classes and self-paced learning.
Source: Second Harvest
“Loblaw is a driving force behind real, measurable change. For four decades, their unwavering commitment to rescuing surplus food and reducing the environmental damage of food waste has helped us grow our impact year after year. Thanks to Loblaw, millions of pounds of good food are feeding people across Canada instead of ending up in landfills. We couldn’t ask for a more dedicated, visionary partner in the fight against hunger and food waste,” said Lori Nikkel, CEO, Second Harvest.
Kirstin Beardsley
“With over 2 million people visiting food banks this month, Food Banks Canada is immensely grateful for another year of support from our long-standing partnership with Loblaws. Thanks to their 2024 contributions, Loblaws stores donated over 8.1 million pounds, valued at approximately $29.11 million of surplus meat, bakery, dairy, produce and grocery products. We are thankful for Loblaw’s continued commitment to this initiative, the ongoing need for quality, perishable and fresh food continues to grow and it is an essential component of the local food bank offering. We are also appreciative for Loblaw Companies Ltd., its employees and its shoppers that have helped food banks across Canada to feed more families through its biannual food drives resulting in over 6 million meals to families in need,” added Kirstin Beardsley, CEO, Food Banks Canada.
Loblaw is Canada’s food and pharmacy leader, and the nation’s largest retailer. Loblaw provides Canadians with grocery, pharmacy, health and beauty, apparel, general merchandise, financial services and wireless mobile products and services. With more than 2,500 corporate franchised and Associate-owned locations, Loblaw, its franchisees and Associate-owners employ more than 220,000 full- and part-time employees, making it one of Canada’s largest private sector employers.
It has more than 1,100 grocery stores that span the value spectrum from discount to specialty; full-service pharmacies at nearly 1,400 Shoppers Drug Mart® and Pharmaprix® locations and in close to 500 grocery stores; PC Financial® services; affordable Joe Fresh® fashion and family apparel; and four of Canada’s top-consumer brands in Life Brand®, Farmer’s MarketTM, no name® and President’s Choice®.
Why do people in Toronto often choose gift baskets when they want to send a surprise?
That’s something many people ask, especially when birthdays, holidays, or special moments come around. In a big city like Toronto, where everyone is busy and life moves fast, gift baskets offer a thoughtful and simple way to show love, thanks, or celebration. They are full of small items that feel personal and cheerful—and most importantly, they can be shared without stress.
This article talks about why gift baskets are loved in Toronto, what makes them special, and how they fit every mood and occasion. We’ll also look at what types of gift baskets people send and how you can pick one that suits your message.
The Personal Touch Toronto People Appreciate
One big reason why gift baskets Toronto are so popular is that they feel personal. In a single basket, you can mix chocolates, snacks, tea, candles, books, and even skincare items. Some specialty baskets even cater to wellness or recovery themes—perfect for someone going through a medical journey, like a hair transplant, tummy tuck or other self-care treatment. Each item shows a bit of thought. And when someone receives it, they know it’s not random. It feels like the sender took time to think, “What would make them smile?”
In a city like Toronto, where people come from many cultures, it’s easy to find or create gift baskets that reflect different tastes. Whether it’s maple treats for someone local or tea from back home for an international friend, there’s always a way to make it feel just right.
Why Gift Baskets Are So Easy to Send
A big plus is that gift baskets are easy to order and deliver. You don’t need to stand in a long line or wrap anything yourself. Many local stores and online shops in Toronto prepare them beautifully and send them across the city or even beyond.
Especially when someone lives far away, or if you’re short on time, a gift basket feels like a full gift packed into one nice box. And because Toronto has strong delivery services, your basket reaches the person quickly and safely.
Perfect for Every Occasion
Gift baskets are perfect for almost every kind of moment. Let’s look at some of the times when people in Toronto love to send them:
Occasion
Basket Ideas
Birthdays
Chocolates, books, candles, snacks
Anniversaries
Wine, glasses, gourmet cheese, keepsake items
New Baby
Baby clothes, soft toys, skincare for parents
Thank You
Coffee, cookies, thank-you card, desk items
Holidays
Seasonal treats, decorations, sweet collections
Corporate Gifts
Office snacks, tea, local goods, eco products
Get Well Soon
Soups, healthy snacks, warm socks, soothing tea
Many gift baskets are curated specifically for couples, whether it’s a romantic anniversary box or a cozy night-in bundle with wine, snacks, and shared keepsakes that help create memorable moments together.
Every basket can be made simple or rich, depending on your budget. But no matter the size, it always carries your feelings across.
Why Toronto Shops Do It So Well
Toronto has many local businesses that make gift baskets with love. They know the area, they use local products, and they pack each basket neatly and beautifully. Some shops even let you choose each item that goes inside. You get a basket that feels full of care, and the receiver can see that too.
Also, many stores in Toronto now focus on healthy or eco-friendly products. So if your friend likes clean snacks or natural skincare, you can include that too. It’s a small way to respect their choices while still making them feel special.
Gift Baskets Build Memories
A good gift makes the receiver smile when they open it—and maybe even remember it months later. Gift baskets do that. A cozy blanket in a winter gift basket, or a cute mug in a tea-themed one, can stay with someone for a long time. Every time they use it, they think of the person who sent it. This is why many people now look for unique gift baskets that offer something a little different from the usual options. Choosing something distinctive can make those memories feel even more personal and lasting.
It’s not just about the things inside. It’s the whole feeling. When someone opens the basket and sees how nicely it’s packed, it brings happiness that lasts beyond the first moment.
Custom Options Are a Big Hit
Another reason people in Toronto love gift baskets is that you can customize them. Many local sellers let you pick:
What snacks or items to include
What color wrapping you want
A personal message card
The time and place of delivery
So instead of giving a general gift, you send something that looks and feels special. It’s like a gift with your name and mood built in.
They Work Well for Business Too
Gift baskets are not only for family and friends. In Toronto’s business world, many companies send them to clients, partners, or employees. It’s a kind way to say thank you, happy holidays, or good job. Since gift baskets look clean and professional, they’re perfect for formal settings too.
HR teams use them to welcome new employees. Managers send them when a team finishes a big project. And companies often order them for festive times like Diwali, Eid, Christmas, or New Year.
Toronto’s Love for Local and Seasonal Gifts
Toronto people often like supporting local brands. Many gift baskets include things like handmade soap, local honey, or snacks from a neighborhood bakery. This adds a homely feel to the gift and shows thoughtfulness. During holidays, many stores create seasonal baskets.
In winter, you’ll see cozy items like wool socks and peppermint cocoa. In spring, there might be fresh floral items or lemon treats. For those looking to send something special from a distance, it’s easy to order gift baskets online in Canadaand still add that local touch. It’s a simple way to match the mood of the season and make someone feel remembered.
Final Thoughts
Gift baskets are not just popular—they’re meaningful. Toronto residents choose them again and again because they fit into every moment and every kind of relationship. Whether it’s a close friend, a family member, or a business connection, a well-picked gift basket brings happiness without stress.
It’s the small details, like the choice of treats or the soft ribbon, that make a big difference. And in a busy city like Toronto, sending a surprise that feels personal, easy, and thoughtful is always a kind idea.
So if you’re planning to make someone smile soon, maybe it’s time to send a gift basket they’ll remember.
Historic photo of the former Hudson's Bay store in Winnipeg. Image: Manitoba Archives
On May 2, 2025, the Hudson’s Bay Company officially turns 355 years old—a historic milestone for one of the world’s oldest continuously operating companies. But instead of a celebratory mood, there is a growing sense of mourning. The venerable retailer, founded in 1670 as a fur trading enterprise and later transformed into a department store empire, is now teetering on the edge of extinction.
This anniversary could be its last.
In March of this year, Hudson’s Bay Company filed for creditor protection under Canada’s Companies’ Creditors Arrangement Act (CCAA). As liquidation sales continue and stores prepare to shutter, the 355th birthday may become a final tribute to a business that once helped shape Canada’s economic and cultural fabric.
A Company That Once Defined Canada
Hudson’s Bay’s origins are as old as Canada itself. On May 2, 1670, King Charles II of England granted a royal charter to “The Governor and Company of Adventurers of England trading into Hudson’s Bay,” giving it trading rights over a vast swath of North America. What began as a fur trading monopoly would go on to evolve into a dominant commercial force, playing a foundational role in Canada’s development—from mapping the West to establishing trading posts that eventually grew into cities.
In 1881, the company pivoted toward retail, and by the 20th century, Hudson’s Bay had reinvented itself as a department store brand. Its flagship locations in Vancouver, Calgary, Edmonton and Winnipeg (later Toronto, Ottawa and Montreal via acquisition), became architectural and commercial landmarks. The brand’s signature wool blankets, striped patterns, and seasonal sales became embedded in the national psyche.
But over the past two decades, the proud institution has faced mounting pressures.
Hudson’s Bay Co. fur traders. Image: Canadian Geographic/HBC
The March Into Bankruptcy
Hudson’s Bay Company filed for CCAA protection on March 7, 2025, following months of financial turbulence. According to court filings, HBC owes more than $1.1 billion to a broad roster of creditors, including landlords, suppliers, and tax authorities. The filing came after the collapse of talks with potential investors and amid rapidly declining sales.
A confidential internal memo leaked earlier this year revealed that HBC experienced a 33% decline in total sales in 2024, including a 49% plunge in e-commerce revenue—a devastating drop for a company that had invested heavily in online channels during the pandemic.
With a cash crunch and no immediate rescue capital, HBC was forced into creditor protection. Alvarez & Marsal Canada Inc. was appointed as monitor, and efforts began to restructure the business. But by late April, the strategy shifted from restructuring to liquidation.
People talking outside the Hudson’s Bay Company post in Aklavik, NT, 1956.
(courtesy Library and Archives Canada/1971-271 NPC)
The Final Liquidation: Six Hudson’s Bay Stores Remain—For Now
On April 23, 2025, Hudson’s Bay announced that liquidation sales would begin at its final six remaining department stores, as well as one Saks Fifth Avenue location. The affected Hudson’s Bay stores include:
Hudson’s Bay/Saks Fifth Avenue Queen Street (Toronto)
Hudson’s Bay Yorkdale Shopping Centre (Toronto)
Hudson’s Bay Hillcrest Mall (Richmond Hill, ON)
Hudson’s Bay Sainte-Catherine Street (Montreal)
Hudson’s Bay CF Carrefour Laval (Laval, QC)
Hudson’s Bay CF Fairview Pointe-Claire (Pointe-Claire, QC)
The Saks Fifth Avenue stores at CF Sherway Gardens in Toronto and CF Chinook Centre in Calgary will also be shuttered, along with 13 Saks OFF 5TH stores. All locations are expected to close by June 15, 2025, effectively ending HBC’s 355-year-old retail operations.
Hudson’s Bay downtown Calgary. Photo by Mario Toneguzzi
Disrepair, Distrust, and Diminished Relevance
As part of the court proceedings, documents revealed that many Hudson’s Bay properties had fallen into disrepair. Deferred maintenance and lack of capital investment created conditions that alienated both shoppers and landlords. In several cities, property owners had been seeking new tenants even before the bankruptcy was filed.
Retail strategist Carl Boutet, who has closely followed HBC’s decline, told Retail Insider in a recent interview that trust in the brand had eroded across all key stakeholders.
“Customers lost confidence in the experience, suppliers pulled back, and landlords started preparing for the worst,” said Boutet. “It became a self-reinforcing cycle of decline.”
Even the company’s private label strategy—once seen as a strength—lost traction. Shoppers began gravitating toward specialty retailers, fast fashion, and e-commerce platforms that offered better pricing and selection.
Hudson’s Bay Royal Charter from 1670
A Sale of Icons: Charter and Brand Up for Grabs
One of the most dramatic elements of the CCAA process has been the auctioning off of the company’s intellectual property and assets—including the Hudson’s Bay brand name and its 1670 Royal Charter, one of the oldest corporate charters in the world.
Multiple bids have emerged. Toronto-based investment firm Urbana Corp. publicly confirmed interest in purchasing the brand and charter, with CEO Thomas S. Caldwell noting that the historic value of the assets could be repurposed for modern applications. Other bids reportedly include one from Chinese-Canadian billionaire Weihong Liu and another reportedly from Canadian Tire Corporation, although details remain sealed due to court-mandated confidentiality.
The Royal Charter is currently stored under climate-controlled conditions in Manitoba, and its future—along with HBC’s heritage archives—is uncertain.
Hudson’s Bay downtown flagship in Vancouver, 1926. Photo: Vancouver Archives Item: Bu P77
Employees, Landlords, and Suppliers Left in Limbo
The CCAA process has left thousands of employees across Canada in a state of uncertainty. While court documents suggest some workers may receive severance and benefits from a limited pool of remaining funds, others could be left with little support, particularly if their contracts were terminated before the filing.
Landlords, many of whom are owed millions in rent, are also weighing their legal options. Shopping centre owners such as Cadillac Fairview, Oxford Properties, Ivanhoé Cambridge, and Primaris have already began strategizing repositioning former Hudson’s Bay boxes for new tenants.
Suppliers, including fashion brands, local suppliers, and logistics providers, face potential write-offs for outstanding invoices.
Downtown Edmonton Hudson’s Bay store on Jasper Avenue in the 1950s. Photo: HBC Heritage
What Comes Next?
With liquidation underway, questions remain about what—if anything—will survive of Hudson’s Bay Company. Will the brand be licensed or resurrected in another form? Could a digital-only Hudson’s Bay relaunch under new ownership? Or will the name join the ranks of other once-mighty but now-extinct department stores like Eaton’s, Woodward’s, and Sears Canada?
As of today, May 2, 2025, Hudson’s Bay Company is 355 years old. But unlike past anniversaries marked by promotions or historical retrospectives, this year’s milestone carries a somber weight. The nation’s oldest retailer may not live to see its 356th birthday.
In a world where retail is increasingly driven by convenience, technology, and personalized experience, Hudson’s Bay—once a symbol of endurance—is facing a quiet, if not undignified, exit.
And yet, for generations of Canadians, the brand’s history remains indelible. As it fades from shopping streets and skylines, Hudson’s Bay’s cultural imprint will persist—in memories, in archives, and in the very story of Canada itself.
Toronto-based WAXON Laser + Waxbar is preparing for a new chapter of rapid growth after announcing a significant strategic investment and partnership with Fraser Clarke, the owner of Massage Addict and a respected leader in Canada’s wellness franchise industry.
For Lexi Miles Corrin, Founder and CEO of WAXON, the moment marks a significant milestone in a journey that began 13 years ago.
Lexi Miles Corrin, Founder and CEO of WAXON Laser + Waxbar
“After 13 years of building WAXON from the ground up, this moment is deeply meaningful,” said Miles Corrin in an interview. “This partnership gives WAXON the resources, operational strength, and strategic counsel to reach its full potential. Our goal is clear: to become the number one provider of hair removal services in Canada. With Fraser, we have the right partner to get us there.”
WAXON, known for its focus on laser hair removal and waxing services, currently operates 24 locations across Ontario, Nova Scotia, and Alberta, with four additional locations under development. In just the past five months, WAXON has opened five new locations — a sign of the brand’s accelerating momentum.
A Strategic Partnership Years in the Making
The partnership with Clarke was the result of a relationship built carefully over two years.
“He’s been very clear from day one that WAXON was the business he wanted to invest in,” Miles Corrin explained.
“He didn’t want any part of the business if I wasn’t involved, which was important to me. I’m still a major shareholder and continue to lead the business.”
Clarke brings over 25 years of experience in scaling consumer health, wellness, and beauty brands. Under his ownership, Massage Addict grew from about 20 locations to over 130 locations nationwide — experience that Miles Corrin says will be crucial in taking WAXON to the next level.
“We’ve gotten to know each other over time, and what stood out most was our shared commitment to building a values-driven culture,” she said. “It was essential that our partner shared the same priorities around service quality, brand integrity, and community — and Fraser and his team do.”
WAXON in Toronto’s Summerhill. Image: WAXON
Scaling Smart: A Vision for National Growth
With the new partnership, WAXON’s focus is twofold: enhance the support offered to franchise partners and expand strategically across Canada, particularly in underserved Western and Eastern markets.
“This isn’t just about scale — it’s about scaling smart,” said Miles Corrin. “We’re committed to maintaining the exceptional service, brand integrity, and community that have always differentiated WAXON, while expanding access to even more Canadians.”
The company aims to open 10 new locations in 2026, adding to the robust pipeline of four in development currently. The expansion plan is underpinned by a strong emphasis on “four-wall economics” — improving the profitability of each location while maintaining customer experience standards.
“We believe there’s still significant upside in our four-wall economics, especially on the laser business side,” said Miles Corrin. “We’re focusing on both new unit growth and making each individual location even stronger.”
WAXON typically looks for locations around 1,000 to 1,200 square feet, providing four to five treatment rooms. Demographically, ideal markets have a core population of women aged 25 to 50, with strong household income levels — although the client base spans ages 13 to 70+, with about 90% female clientele.
IMAGE: WAXON
Recent Expansion Highlights
In recent months, WAXON has been steadily building its footprint across Canada with a series of new openings.
The brand has launched new locations in Edmonton, Guelph, Woodbridge, The Beaches in Toronto, and Humbertown Plaza in Etobicoke, demonstrating its strategy of targeting high-potential markets.
The Humbertown Plaza location, in particular, has been a noteworthy addition. Despite ongoing redevelopment at the site, the WAXON team reports strong early performance, with expectations that the location will thrive even further once construction is complete.
“Humbertown has been an exciting location for us,” said Miles Corrin. “Even amidst the ongoing development, we’ve seen strong traction. Once the project is finished, it’s going to be a beautiful, high-demand spot.”
The brand’s expansion momentum continues with new locations currently in development, including a confirmed store in Newmarket, Ontario, and another GTA location that will be announced in the coming weeks.
With this aggressive yet calculated expansion strategy, WAXON is setting itself up for its largest growth year to date — and is laying the groundwork for sustained national growth in the years ahead.
Waxon at Yorkville Village in Toronto. Photo: Bloor-Yorkville BIA
Investing in Innovation: Next-Generation Technology
As WAXON expands its footprint, it is also investing heavily in upgrading its service offering.
Throughout 2025, WAXON is rolling out next-generation laser hair removal technology across its network, designed to offer faster, less painful treatments for a broader range of skin types.
“Our new laser technology is a major leap forward,” said Miles Corrin. “It’s incredibly effective across all skin types — particularly for clients of colour — and significantly reduces discomfort during treatments. We’re so excited to bring this upgrade to all our locations.”
The brand also boasts proprietary wax formulas developed in Europe, tailored specifically for sensitive skin and offering a more comfortable hair removal experience.
“We believe that different areas of the body require different types of wax,” Miles Corrin explained. “We have a specialized hard wax for sensitive areas and a proprietary strip wax for larger areas — both designed to minimize pain, redness, and irritation.”
These enhancements further differentiate WAXON from competitors and support its positioning as the hair removal experts.
WAXON at Commerce Court in Toronto. Image: WAXON
COVID-19 Lessons: Essential Services and Client Loyalty
Reflecting on the challenges of the pandemic, Miles Corrin said the experience only reinforced WAXON’s importance to clients.
“During COVID, we were closed for 322 days. It was brutal,” she said. “But every time we reopened, our clients flooded back. It really showed us that professional hair removal is essential for so many people — it’s not just cosmetic, it’s part of their self-care routine.”
The brand’s strong team culture also played a critical role in its resilience.
“We had a 97% return-to-work rate after being closed for almost a year,” Miles Corrin said proudly. “That says a lot about our culture and the loyalty of our team.”
A Bright Future for the Brand
With Clarke’s investment and expertise now supporting the brand, WAXON is poised to accelerate its growth while staying true to its founding values.
“It’s a really exciting time,” said Miles Corrin. “For 13 years, it’s been just me leading WAXON. Now, having strategic partners with the right experience and mindset is a game-changer. Together, we’re going to make WAXON the national leader in hair removal — and we’re going to do it the right way.”
The move also sends a powerful message to the Canadian franchise and beauty sector: WAXON is just getting started.
“Our franchise partners, team members, and clients are all excited about what’s ahead,” she added. “The confidence and trust they’ve shown through this transition has been overwhelming, and it motivates us to keep pushing for more.”
Since 2000, the event has raised more than $27 million to support Campfire Circle’s hospital, community, and overnight camp programs (CNW Group/Campfire Circle)
Now in its 25th year, the Sporting Life 10K, hosted by the iconic sports and style retailer Sporting Life, is bringing together 23,000 participants on Yonge Street this Mother’s Day, May 11, in support of Campfire Circle, a charity that provides year-round programs for kids with cancer or serious illness and their families.
Since its inception in 2000, the event has raised more than $27 million to support Campfire Circle’s hospital, community, and overnight camp programs—offering joy, connection, and healing to thousands of children and their families across Ontario, said the company.
“This event is so much more than a run—it’s a movement,” said David Russell, Founder of Sporting Life. “For 25 years, we’ve watched tens of thousands of people lace up not just for the finish line, but for a cause that touches so many. Whether you’re running for your child, your friend, or just for fun—every step helps kids facing unthinkable challenges rediscover what it means to just be a kid.”
This year’s sold-out event includes an in-person race on May 11 and a virtual option from May 11–31, allowing supporters from across Canada and beyond to participate. The event hopes to help Campfire Circle raise over $2.5 million.
“Thanks to our extraordinary and longstanding partnership with Sporting Life, this race has become a cornerstone of our community,” said Alex Robertson, CEO of Campfire Circle. “Each participant, donor, and sponsor are a part of something powerful—helping kids rediscover joy, friendship, and belonging. Together, we’re building a world where children thrive and families heal.”
Funds raised will support Campfire Circle’s year-round programs at paediatric hospitals (SickKids, McMaster Children’s Hospital, Children’s Hospital at London Health Sciences Centre, and CHEO), in communities across Ontario, and at two medically supported overnight camps in Muskoka and Waterford.
Founded in 1979, Sporting Life operates 14 high-end stores across Canada’s largest cities in premium malls.
Since 1983, Campfire Circle (formerly Camp Ooch & Camp Trillium) has brought healing through happiness to kids with cancer or serious illness and their families. Through our in-hospital, community, and overnight camp programs, it creates opportunities for children to build friendships and social skills, develop self-confidence and resiliency, and improve their overall well-being. By providing play-based experiences, it empowers kids to take back their childhood, regardless of their medical diagnosis.
Now in its 25th year, the Sporting Life 10K is bringing together 23,000 participants on Yonge Street this Mother’s Day, May 11, 2025, in support of Campfire Circle. (CNW Group/Campfire Circle)
“We opened 7 new A&W restaurants and grew System Sales by 2% in Q1 2025, despite the impact of severe weather conditions on guest counts in many Canadian communities, particularly acute in period two of the quarter,” said Susan Senecal, Chief Executive Officer.
Susan Senecal
“During the quarter, we achieved positive same store sales growth of 0.4% which is positive given that the first quarter was the strongest quarter of 2024 in terms of same store sales growth. This reflects our efforts to provide more value offerings in 2025 given the shift in consumer pressures and slowdown in the economy that started mid-year last year. In Q2, we continue to navigate adverse weather and uncertain economic conditions due to recent tariffs and counter-tariffs but are pleased with the performance of our value offerings and marketing initiatives in this last quarter and in their ability to better appeal to value-conscious guests. We are proud to be fully Canadian owned and operated, now more than ever, and have been happy to see many Canadians discovering or re-discovering this fact.
“I am thrilled that we launched A&W Rewards, our new loyalty program, on April 22nd, after the end of Q1. This program gives guests even more reason to visit A&W and we are excited for the contribution it can make to our growth in the digital space, an important segment for QSR. Now, more than ever, with so much macro economic uncertainty we are also pleased with our progress through the end of Q1 2025 on our strategic path to achieving 30% profitability improvement for our franchisees by 2028.”
Q1 2025 FINANCIAL HIGHLIGHTS (as compared to Q1 2024)
System Sales of $396.9 million increased by $7.7 million (2%)
Revenue increased by $2.4 million (4%)
Income before income taxes increased by $3.0 million (31%)
Adjusted EBITDA was $19.4 million, consistent with Q1 2024
Operating costs increased by $4.4 million (15%), largely attributable to increased marketing-related costs incurred by A&W’s National Advertising Fund
General and administrative expenses decreased by $0.3 million (3%)
Cash Dividend of $0.480 per share declared March 5, 2025 and paid March 28, 2025
Opened 7 new A&W restaurants
“Subsequent to the end of Q1 2025, on April 3, 2025 the U.S. Government announced sweeping tariffs on goods imported into the U.S. from a variety of trading partners, including Canada. As a result, the Canadian government announced retaliatory tariffs on U.S. originated imports into Canada becoming the first of many announcements related to tariffs by both countries that has served to create significant market uncertainty and increase the probability of these measures having significant impacts on Canadian unemployment rates, consumer confidence and discretionary spending, and the Canadian economy more broadly,” said the company.
“As a result of these macroeconomic conditions, we have updated our 2025 outlook for Adjusted EBITDA, System Sales Growth and Same Store Sales Growth downward from what was presented in Food Services’ Annual MD&A for the 52-week period ended December 29, 2024. Due to the pace at which we are opening new A&W restaurants we have amended the 2025 outlook for total number of restaurants expected to be open by the end of Fiscal 2025 upwards from what was presented in Food Services’ Annual MD&A for the 52-week period ended December 29, 2024.”
The company said it now expects the following for Fiscal 2025:
Adjusted EBITDA to be between $96 million and $101 million ($93.5 million in Fiscal 2024, Income before income taxes of $50.0 million in Fiscal 2024);
Total A&W restaurants to be between 1,085 and 1,100 by the end of Fiscal 2025 (1,073 by end of Fiscal 2024);
Annual System Sales Growth of 1.5% – 4.5% (0.8% in Fiscal 2024); and
Annual Same Store Sales Growth of 0.0% – 3.0% (-0.6% in Fiscal 2024).
Security camera in a grocery store. Image: Axis Communications
As retail crime and liability concerns escalate in Canada and globally, video surveillance has become more than just a passive tool. According to Jason Chiu, Professional Services Group Manager at Axis Communications, retailers are increasingly turning to intelligent, integrated video systems not only for post-incident evidence but to proactively deter theft, prevent liability claims, and enhance customer service.
“Video evidence is critical because it aids in investigations and in building cases if they decide to prosecute,” said Chiu in a recent interview. “But I would argue that high-quality video evidence is even more important.”
From Passive Surveillance to Active Prevention
Gone are the days of grainy, low-resolution security footage. Today’s retail environments are adopting advanced IP-based video systems with analytics and AI capabilities. Axis, a leader in network surveillance technology, is seeing strong demand for systems that go beyond simply recording.
Jason Chiu, Professional Services Group Manager at Axis Communications
“With modern systems, we can capture interactions in real-time,” explained Chiu. “For example, our audio analytics can detect stress in human voices or yelling, which can trigger an alert. That gives retailers the ability to intervene immediately, rather than just reviewing footage after the fact.”
Axis also offers connected speakers to deter incidents before they escalate. These speakers can play pre-recorded voice prompts, such as “An associate will be with you shortly,” when loitering is detected in high-value areas. “That simple acknowledgment lets a person know they’re being watched, which often prevents theft from occurring,” said Chiu.
The Role of AI and Privacy Considerations
Artificial intelligence is playing a growing role in retail surveillance, but Chiu is quick to point out that Axis complies with strict European regulations designed to protect privacy.
“Our AI applications are used to aid investigations, not replace human judgement,” he said. “For example, our system can search for ‘a man in a red sweater’ by analyzing recorded video, but we’re not using AI in ways that would compromise consumer trust.”
This balance between smart technology and privacy is key, especially as regulations continue to evolve.
Meeting the Needs of Legal and Insurance Stakeholders
Chiu said that retailers are increasingly being asked by insurers and legal teams to produce video evidence after an incident — whether it’s a slip-and-fall or a theft. But if the system isn’t functioning properly or hasn’t retained the right footage, there can be consequences.
“In the past, systems weren’t always monitored actively. You’d hope they were recording, but no one checked,” said Chiu. “Now, we recommend smart systems that can send alerts if a server goes down, or if a camera is tampered with or stops working.”
To ensure video evidence hasn’t been altered, Axis has contributed to an international standard known as “signed video,” which guarantees authenticity from capture to playback. “With today’s editing tools, even a regular PC can be used to manipulate video. Our technology ensures the chain of custody is preserved,” he said.
Security camera in a grocery store. Image: Axis Communications
Real-World Scenarios: From Point-of-Sale to Internal Theft
Beyond external theft, Chiu says Axis technology is helping retailers investigate internal fraud by connecting surveillance footage to point-of-sale (POS) data.
“One customer is using our system to analyze cash transactions, which are rare today. They can detect if a cashier is performing a refund without a customer present,” he said. “We can bookmark those moments in the video timeline and flag them for investigation. That way, loss prevention teams don’t have to scroll through hours of footage.”
The solution has significantly reduced the time needed to review incidents, enabling retailers to take swift action.
“Employee theft is a sensitive issue, and it does happen,” Chiu added. “Our systems can detect unusual activity — for example, when there’s only one person in the store and multiple POS transactions are happening.”
While Axis is known for security, the company is rapidly expanding into business intelligence solutions that offer ROI beyond loss prevention.
“We’re helping retailers cost-share surveillance systems across departments,” said Chiu. “Marketing can benefit from traffic data, heat maps, and store occupancy insights. Facilities can use our systems for HVAC control or energy management.”
One free analytic tool offered by Axis classifies humans and vehicles — a feature that’s now being repurposed for queue monitoring, pickup wait times, and in-store engagement tracking.
“For example, we can detect when lines are too long and alert staff to open another register,” Chiu explained. “Or we can monitor wait times for curbside pickup customers, improving their experience.”
Security camera in a department store. Image: Axis Communications
Future Trends: Air Quality and Environmental Monitoring
Axis is also pushing into environmental sensing with the launch of new air quality sensors.
“These sensors can detect indoor air quality, vaping, and even refrigeration temperatures,” said Chiu. “In grocery and food retail, a power outage or cooler failure can lead to costly losses. Our system alerts managers before it becomes a crisis.”
This level of integration turns the traditional security system into a comprehensive risk management and operations platform.
The Shift Toward Integrated Retail Ecosystems
As the retail landscape becomes more complex, Chiu said the key is involving multiple stakeholders in technology decisions.
“The more people who can use the system — security, marketing, operations — the more successful it will be,” he said. “A camera system isn’t just about preventing crime anymore. It’s about using data to make the whole store run better.”
Axis Communications continues to work on new applications of AI and analytics, and Chiu hinted that there’s much more to come.
“These tools are already available and improving all the time,” he said. “It’s a really exciting space to be in. The opportunities for retailers to reduce loss, improve safety, and run more efficiently are bigger than ever.”
