“Moments Hospitality Collective is our love letter to BC.,” said founding partner and director of operations Eli Brennan. “Each restaurant is integral to a place we call home, and a community we’re proud to be a part of. We’re not just creating places to eat, we’re creating spaces to be welcomed, to celebrate and to belong.”
Founded by longtime leaders in the Vancouver and Vancouver Island hospitality scene, Moments Hospitality Collective (MHC) is focused on offering unique yet inclusive dining experiences, entwined by a shared belief that hospitality should be heartfelt and that restaurants should feel like home. “Moments” reflects the company’s ethos; to provide meaningful, shared experiences that create lasting memories, it said.
Before ownership, Founding Partner and Director of Operations, Eli Brennan, worked with some of Vancouver’s most prominent restaurants including Cardero’s and The Teahouse in Stanley Park, alongside Founding Partner and Culinary Director Chef Alan Tse.
Also leading the kitchens as Culinary Director for Water St. Cafe, 2nd Floor Gastown and Qualicum Beach Cafe, Tse brings decades of experience and a reputation for excellence, where his dishes balance consistency with creativity and celebrate the best of BC’s regional ingredients. MHC’s two Operating Partners are Sandy Grant and Todd Bright, Operating Partner and General Manager of Water St. Cafe and 2nd Floor Gastown, and Operating Partner and Vancouver Island Regional Chef of Qualicum Beach Cafe, Nanoose Bay Cafe, and Deez Bar and Grill respectively.
The team also comprises Marketing and Communications Manager, Kaitlyn Brennan, and Nanoose Bay Area Operations Manager, Lynsee Yee. Together, they celebrate the best of British Columbia; its places, its people, and the stories that unfold when they come together around a table.
Retail sales decreased 0.4% to $69.3 billion in February. Sales were down in four of nine subsectors and were led by decreases at motor vehicle and parts dealers, according to a report released Friday by Statistics Canada.
Core sales—which exclude gasoline stations and fuel vendors and motor vehicle and parts dealers—were up 0.5% in February, said the federal agency, adding that in volume terms, sales decreased 0.4% in February.
“The largest decrease in retail sales in February was observed at motor vehicle and parts dealers (-2.6%), with all four store types within this subsector posting declines. New car dealers (-3.0%) led the decrease, falling for a second consecutive month in February. Lower sales were also recorded at automotive parts, accessories and tire retailers (-1.6%) in the month,” explained Statistics Canada.
“Sales at gasoline stations and fuel vendors (+0.3%) increased in February for a fifth consecutive month. In volume terms, sales at gasoline stations and fuel vendors increased 0.8%.”
The report said core sales increased 0.5% in February on higher sales at food and beverage retailers (+2.8%). Sales in this subsector were up on gains at supermarkets and other grocery retailers (except convenience retailers), which rose 3.7% in February after falling 3.2% in January. To a lesser extent, beer, wine and liquor retailers (+2.3%) also contributed to the increase in February.
“Higher sales were also recorded at general merchandise retailers, up 1.2% in February,” it said.
“The largest decrease to core retail sales in February came from furniture, home furnishings, electronics and appliances retailers (-2.9%).”
StatsCan said retail sales decreased in seven provinces in February. The largest provincial decrease in dollar terms was observed in Quebec (-0.9%), marking its second consecutive monthly decline. In the Montréal census metropolitan area, sales were down 2.5%.
In British Columbia, retail sales decreased 0.6% in February, led by lower sales at furniture, home furnishings, electronics and appliances retailers. In the CMA of Vancouver, retail sales were down 0.9%.
The largest provincial increase in retail sales in February was observed in Manitoba (+1.8%). This increase was led by higher sales at motor vehicle and parts dealers, added the report.
“On a seasonally adjusted basis, retail e-commerce decreased 0.3% to $4.3 billion in February, accounting for 6.3% of total retail trade,” noted Statistics Canada.
“Statistics Canada is providing an advance estimate of retail sales, which suggests that sales increased 0.7% in March.”
Bojana Sentaler, Founder, President and Creative Director of the internationally acclaimed luxury outerwear brand SENTALER, has emerged as one of Canada’s most influential figures in fashion. Born in Belgrade, Serbia, and raised in Toronto from the age of eight, Sentaler’s path to global recognition is a compelling story of creativity, courage, and entrepreneurial spirit.
Bojana Sentaler
From an early age, Sentaler demonstrated a natural talent for design and a sharp eye for aesthetics. While her childhood was filled with fashion sketches and creative expression, her academic strengths pointed toward a different path—math and finance. This duality of interests led her to the Schulich School of Business at York University, one of Canada’s top business schools, where she specialized in marketing and finance.
After graduating, Sentaler launched her career at a Fortune 500 beauty company. Despite the prestige, she quickly realized the limitations of the corporate world and felt a growing need to pursue something more fulfilling. Trusting her intuition, she made a bold decision to step away and explore her true calling—fashion design.
In 2008, Sentaler moved to Dubai, where she worked on economic reports focusing on emerging markets in the MENA (Middle East and North Africa) region. It was there she experienced a pivotal moment: a memorable interview with legendary fashion designer Karl Lagerfeld, who was then designing luxury villas in Dubai. His words sparked a renewed passion in Sentaler and reaffirmed her desire to enter the fashion world.
Soon after, a serendipitous trip to Peru changed everything. While exploring the Andean region, Sentaler discovered the luxurious and eco-friendly qualities of alpaca wool—a lightweight, exceptionally warm, and sustainable fabric revered in Peruvian culture. She spent months researching the material, becoming deeply knowledgeable about its properties and potential.
Inspired by her travels and recognizing a gap in the North American outerwear market, Sentaler returned to Canada in 2009 with a vision. She designed and launched her first collection—seven handcrafted alpaca coats created for modern women seeking both fashion and function. Thus, SENTALER was born.
Fifteen years later, SENTALER has grown into a globally recognized luxury fashion brand available at high-end retailers worldwide. The brand has become a favourite among royalty, Hollywood celebrities, supermodels, and athletes, all drawn to its signature blend of style, warmth, and ethical craftsmanship.
SENTALER remains proudly Canadian, cruelty-free, and sustainably sourced. The company continues to support environmental and charitable initiatives, reinforcing its commitment to both elegance and responsibility.
Bojana Sentaler
From a childhood dream to an international fashion powerhouse, Bojana Sentaler’s journey is a testament to following one’s passion and redefining luxury with purpose.
“I wanted to create a luxury, a global luxury outerwear brand,” said Sentaler in a recent interview. “I found a gap in the market for coats that were warm, functional, but they were also beautiful and elegant, and high-end at the same time.”
That gap led her to alpaca fabric—renowned for its warmth and softness—and sparked what she described as a business “aha moment.”
“When people asked me, what if you fail? And I said, well, I’m not going to fail. That’s not an option,” she said. “The recession was just at the launch. But it was more of strategic long-term vision of the kind of brand and company I wanted to build.”
SENTALER started with a modest by-appointment-only showroom on Richmond Street in Toronto, which opened in 2010. “When we opened the flagship in Yorkville, we closed the showroom. So the flagship replaced it,” Sentaler explained.
Today, the brand operates its flagship store in Toronto’s Yorkville and maintains a strong B2B presence through partnerships with major luxury retailers across North America.
“We have the flagship in Toronto, and then we have partnerships with B2B luxury retailers—the department stores in Canada and America,” she noted. “Holt Renfrew, Saks Fifth Avenue, Neiman Marcus, Bloomingdale’s, Nordstrom.”
Bojana Sentaler
But fashion wasn’t always a direct path for Sentaler. “I didn’t know what I wanted to end up doing, but I wanted to create,” she recalled. “Since I was young, I’ve been sketching fashion designs from grade school.”
Her education at the Schulich School of Business at York University, where she earned dual majors in marketing and finance, laid a critical foundation for her future. “It’s been great because I have two majors in marketing and finance. My financial acumen combined with marketing background, branding, advertising, sales, business management, entrepreneurship, organizational skills, accounting, public relations. These are all key sectors when running a business.”
Her passion for people, communication, and business strategy also played a role. “I loved fashion. I loved sketching and creating, but I also loved communication… and I was generally interested in business and the behind the scenes of the fashion industry.”
Throughout SENTALER’s growth, Sentaler has remained closely connected with her clientele—some of whom are globally recognized figures. “I did have the pleasure of meeting a lot of them,” she said, referring to high-profile clients. “Some of them have discovered the brand from the very early stages. It’s been such a pleasure to watch them continue to build their wardrobe with new SENTALER additions.”
Each collection is designed with the brand’s loyal clientele in mind. “The new collections don’t replace the previous year’s collections. I design knowing what our clients have in their closets and building your own SENTALER closet.”
Bojana Sentaler
Sentaler’s leadership style reflects her clarity of vision and emphasis on communication. “A great leader has to have a vision, but the best leader needs to be able to clearly communicate that vision to the team so that the team can execute that vision,” she said.
That vision remains rooted in the brand’s founding principles: making women feel beautiful and empowering people through timeless design. “You have to be a little bit of a dreamer to have a vision like this,” she said. “But then it can’t stay in my head. I have to be able to communicate this vision to my team.”
Her team plays a vital role in upholding the SENTALER brand. “Sometimes when I listen to them speak about the brand and protect the brand at all cost and always keeping in mind what the long-term vision is then I know I did my job.”
And when it comes to challenges, Sentaler’s mindset is firm: “No is never an answer. If you get a no now, just maybe you don’t have the resources of how to do that, but tell me what resources you need to turn that no into a yes.”
For Sentaler, strategic risk-taking has been a critical part of the brand’s evolution. “You can’t grow without taking risk,” she said. “But of course, I take strategic risk knowing when to make a bold move on expansion that’s going to lead us to success.
From humble beginnings to international acclaim, Bojana Sentaler continues to lead with vision, resilience, and a commitment to making women feel confident in every season.
More than 135 artisans from across Canada will set up shop at Edmonton’s Butterdome May 2–4, giving Albertans a one-of-a-kind chance to support small businesses, make sustainable choices and, in the time of tariffs, put their money where it counts.
The 2025 Butterdome Spring Craft Sale will see vendors ranging from U of A alums to farm-to-table growers and longtime family businesses, with a slew of products that speak to Canadians’ newfound national pride: ‘Elbows up’ Beaver patches on rib-knit wrist wallets (POCCOT), subtle Cs and maple leafs carved into wood lamps (Jorge Izaza), novels set in The Prairies (Faery Ink Press), and gourmet foods such as “Poutine Dumplings” (Honest Dumplings) and “Poutine Pie” (South Island Pie Co).
Trevor Cobb
“Like most Canadians, Wanderlust took the ‘Elbows Up’ approach to our business plan by not letting one man dictate our future,” saidTrevor Cobb, Butterdome exhibitor and creator of push pin travel maps at Wanderlust Creatures. “We took this quite literally when Canada smashed The United States in the 4 Nations Cup […] and leaned more heavily into our NHL Stadium Tour Map, which we launched at the Butterdome Christmas sale to rave response. We are now opening conversations with NHL representatives to license the team logos for each pin on this map.”
In March, Wanderlust cut out its American cork supplier and took steps to instead expand into the European market.
Cobb said with shoppers seeking local goods, sales are up from previous years – and other Butterdome vendors agree.
Paul Harvey
After braving Dragon’s Den and being overlooked by major distributors for being “too small” and “too local,” Paul Harvey’s Calgary-based puzzle game publisherEscape Mail finally landed a game-changing deal with one of the world’s largest toy and game distributors.
“Since last summer, we’ve been knocking on doors, pitching to national distributors, and being told that our Canadian-made status was more of a novelty than a selling point,” said Harvey. “But something shifted. When Asmodee finally came back to us with a yes last week, we asked what changed—and their answer was clear: Canadian retailers and consumers are actively seeking games made by Canadian companies. And with over half of our products hand-assembled right here in Alberta, we suddenly went from ‘too indie’ to ‘exactly what shoppers are looking for.’
“This isn’t just about puzzles—it’s about a new era of Canadian consumer pride. Tariffs and global uncertainty may have sparked the conversation, but the movement is now driven by shoppers who want to support local creators in a meaningful way.”
Organizers say the Butterdome Spring Craft Sale will celebrate creativity, craftsmanship and Canadian innovation – with Edmonton-area shoppers and vendors alike reaping the benefits. Market-goers can sample and feel actual products, chat with artisans and hear their stories firsthand, and walk away with their purchases in hand. Meanwhile, makers and artists are making big changes: opting for local (or just non-American) materials, designing new Canadian-forward product lines, and feeling the love from local audiences more than ever before.
Source: Butterdome Craft Sale
“Over 35 years, the Butterdome community has flourished from humble 1990s beginnings to a bustling 70,000+ sq ft marketplace, featuring local creators, multi-generational family businesses, and craft food and drink purveyors from coast to coast. This year’s 135+ artisans include 20 Edmontonians, 75 Albertans, and vendors from as far as Waterloo, ON and Saltspring Island, BC. Butterdome visitors can shop jewellery, body care, home decor, gourmet treats, kids’ toys, pet accessories, handblown glass, woodwork, and more. With live music all weekend long, the sale is the perfect place to take in some spring shopping and get ahead of Mother’s Day gift-giving, Canadian-style.”
By Bri-Ann Stuart. When it comes to strengthening the bottom line, most people turn first to revenue generation. It’s fair; revenue generation can spark visionary conversations about new tenants, programming, and technology that could be brought on-site. In parallel to this conversation, however, it’s important that owners and managers of retail assets discuss where cost efficiencies can be found at the property. It’s a less glamorous conversation, but it could yield meaningful results.
Not sure where to begin? Throughout my career, I’ve identified a few areas to start:
Go into budget season with fresh eyes
I cringe when I hear someone say, “For next year’s budget, I’m adding 3% across the board.” For my team, it’s an expectation that we are purposeful when creating a property budget each year. We prioritize major items first – such as contract cleaning and security – to determine if any savings can be realized. For example, some service providers will purchase their own supplies for a project. In this circumstance, ask yourself, “Is that necessary? Can I provide the supplies and avoid the upcharge?” Another best practice is to define controllable and non-controllable costs. For example, before the pandemic, consumers expected that retail sites would be cleaned in the evening. This sentiment has changed. Nowadays, customers take solace in seeing cleaning staff at work. Ask yourself, “Can I change the hours of our housekeeping staff to save on overtime?”
Consider collective tendering
When it comes to housekeeping, security, or waste removal, I’ve saved anywhere from 20-30% when negotiating a group tender. Material discounts have also risen for large ticket items such as roofing, asphalt, or HVAC, in the range of 3-10%. In addition to the dollar and cents argument, group tendering can help with competitive bidding, permit efficiencies, and service delivery.
At Colliers, our National Service division has a dedicated procurement team that builds strong relationships with group vendors across multiple sites to ensure high quality and responsive service. Recognizing that smaller retail sites may not be as attractive for a new vendor, group tendering ensures no site in a client portfolio is disadvantaged due to size or location.
Proactively plan capital projects
Playing catch-up is costly. I expect our teams to conduct annual reviews of each site’s infrastructure to ensure we’re planning for when upgrades are required. I’ve seen it one too many times, where larger capital projects – such as a roof placement – are not planned for in advance and then the project grows in scale, cost, and urgency. Furthermore, I encourage capital projects to be planned strategically with other site improvements – or improvements across multiple sites – to save time and money. What separates good from great property managers are those that can anticipate what improvements a future high-profile tenant might expect – a specific entrance for example – and build that into the capital planning process.
While there is no cookie-cutter approach to cost efficiencies, there are common questions owners and managers of retail assets should be asking themselves. It’s these less glamorous conversations that, when done properly, can strengthen the bottom line and provide the funding for the more glamorous conversations down the road.
Bri-Ann Stuart
(Bri-Ann Stuart is Vice President, Portfolio Management and National Retail, REMS, Colliers. The article was originally published on collierscanada.com)
Hudson's Bay flagship store (Queen Street) in downtown Toronto on April 24, 2025. Photo: Craig Patterson
April 24, 2025, will be remembered as the last day that the Hudson’s Bay department store operated in its traditional form in Canada. Once the cornerstone of urban shopping districts across the country, Hudson’s Bay now joins the list of storied department store brands that have faded into retail history.
On Wednesday of this week, it was confirmed through court filings and official communications that the six remaining Hudson’s Bay stores spared from initial liquidation proceedings would also be liquidated. Starting Friday, April 25, all 80 Hudson’s Bay stores nationwide will be in active liquidation, concluding a nearly 355 year legacy under the Hudson’s Bay Company name.
Downtown Montreal flagship Hudson’s Bay store on April 24, 2025. The building started as a location for the Henry Morgan department store chain, which in decades past operated as an upscale business. Photo: Carl BoutetThe main floor of Saks Fifth Avenue in the Hudson’s Bay building in downtown Toronto on April 24, 2025. Saks begins liquidation on Friday along with six Hudson’s Bay stores. Photo: Craig Patterson
The Final Six Stores Join Nationwide Liquidation
The six stores previously excluded from liquidation included two high-profile flagships: the Queen Street store in downtown Toronto, connected to Saks Fifth Avenue, and the historic downtown Montreal location on Sainte-Catherine Street. Also included were the Yorkdale Shopping Centre store in Toronto, the Hillcrest Mall location in Richmond Hill, and two suburban Montreal locations: CF Carrefour Laval and CF Fairview Pointe-Claire.
Their exclusion was initially interpreted as a sign of hope for a leaner, more modern Hudson’s Bay retail footprint. However, in an April 23 court filing, Hudson’s Bay stated that no viable buyers or restructuring plans had emerged. Liquidating the final six locations was necessary to ensure the maximization of value for creditors amid the ongoing Companies’ Creditors Arrangement Act (CCAA) proceedings.
Saks Fifth Avenue in the Hudson’s Bay building in downtown Toronto on April 24, 2025. Saks begins liquidation on Friday along with six Hudson’s Bay stores. Photo: Craig PattersonSecond floor women’s shoes at the Hudson’s Bay flagship store (Queen Street) in downtown Toronto on April 24, 2025. Photo: Craig Patterson
A Farewell Visit to the Queen Street Flagship
Retail Insider visited the Queen Street flagship store in Toronto on its final day operating outside of liquidation. The mood inside was subdued. Shoppers milled about the seven-level, nearly 700,000-square-foot complex that has served as Hudson’s Bay’s flagship since 1991. Many were unaware that it was the last day of full operations.
Adjacent to the main Hudson’s Bay store is a 150,000-square-foot Saks Fifth Avenue store, which opened on February 18, 2016. The Saks Food Hall in the basement—once a beacon of luxury grocery—had already closed in 2024 following the bankruptcy of Pusateri’s.
Online ‘The Bay’ click and collect in the handbag department on the main floor of Hudson’s Bay Queen Street in Toronto. Photo taken April 24, 2025 by Craig Patterson
The Queen Street building is a living monument to Canada’s department store era. Originally opened as a Simpsons department store in 1896, the structure has undergone numerous expansions, architectural transformations, and brand transitions. It was rebranded as Hudson’s Bay in 2013, following decades as The Bay and, prior to 1991, as Simpsons.
Beyond its architectural grandeur and retail significance, the Queen Street store holds a special place in Canadian pop culture as the backdrop for the beloved children’s television series Today’s Special. Airing from 1981 to 1987 on TVOntario and later on Nickelodeon in the United States, the show was set in the Simpsons department store where, after hours, a mannequin named Jeff comes to life. While many interior scenes were filmed on constructed sets, several exterior and select interior scenes were shot on location at the Simpsons department store at Queen and Yonge Streets.
Above:In a 1983 episode of the children’s TV show Today’s Special, the character Muffy the Mouse discovers a historic plaque inscribed with “Robert Simpson, Merchant, 1896.” The discovery of this artifact plays a pivotal role in the storyline, ultimately saving the department store from demolition.
World War 2 memorial of lost Simpsons employees at Hudson’s Bay Queen Street in Toronto. The memorial wall is beside the escalators on the main floor of the store. There are calls to save the memorial. Photo taken April 24, 2025 by Craig PattersonHudson’s Bay flagship store in downtown Montreal. Photo taken April 24, 2025 by Carl Boutet
The End of Grand Flagships Across Canada
Hudson’s Bay’s departure from the traditional department store model means not only the loss of a retailer but also the cultural void left by its iconic buildings.
The Montreal flagship on Sainte-Catherine Street, first opened by Henry Morgan & Company in 1891, was also photographed by retail expert Carl Boutet on April 24. Less modernized than its Toronto counterpart, the building nonetheless holds deep architectural and commercial heritage. It has served generations of Montrealers under the Morgan’s and later Hudson’s Bay names, evolving with the city’s retail landscape.
Other prominent Hudson’s Bay flagship stores already in liquidation include locations in downtown Vancouver, Calgary, and Ottawa—further driving home the demise of the once-dominant urban department store format in Canada.
Brutalist extension on Maisonneuve at the Hudson’s Bay flagship store in downtown Montreal. Photo taken April 24, 2025 by Carl Boutet
A Deep Historical Legacy
The Hudson’s Bay Company, founded in 1670, is the oldest incorporated company in North America. It once managed a sprawling network of fur trade outposts before evolving into a retail powerhouse by the 20th century.
The Queen Street store in Toronto is particularly rich in history. After the Hudson’s Bay Company acquired Simpsons in 1978, the building at Queen and Yonge eventually became the company’s flagship in 1991. In 1978, annual sales at the Queen Street store were estimated at $180 million—equivalent to roughly $900 million today when adjusted for inflation. Sales today in the building, in today’s dollars, are less than the 1978 sales number.
Luxury women’s department ‘The Room’ at the Hudson’s Bay flagship store (Queen Street) in downtown Toronto on April 24, 2025. The Room began as the St. Regis Room at Simpsons in 1937, with luxury salons opening in other Simpsons stores including downtown Montreal in 1939. Photo: Craig Patterson
In 2014, HBC sold the Queen Street property to Cadillac Fairview in a sale-leaseback deal, formally integrating the store into the CF Toronto Eaton Centre complex. That move, while financially strategic, signaled a shift away from long-term property ownership toward more flexible, asset-light operations for Hudson’s Bay.
The Montreal flagship, originally Morgan’s, underwent similar transitions. Rebranded in 1972 and now spanning over 655,000 square feet, the building was included in a 2021 redevelopment proposal that may still proceed under a new landlord or ownership group. A 2017 plan to add Saks at the back of the downtown Montreal Hudson’s Bay was put on ice a couple of years later.
Zellers department at the Hudson’s Bay flagship store in downtown Montreal. Photo taken April 24, 2025 by Carl Boutet
Why the End Came
Hudson’s Bay’s CCAA filing on March 7, 2025, cited numerous challenges: declining store traffic, rising e-commerce competition, high operational costs, and broader macroeconomic pressures including trade disruptions and inflation. Observers also blame a lack of investment and mismanagement for the retailer’s struggles. Despite exploring restructuring options, no sustainable financial path emerged.
A Sale and Investment Solicitation Process (SISP) launched shortly after the filing generated interest in some leases, but none led to the preservation of the Hudson’s Bay brand as a department store.
Though all Hudson’s Bay stores are now being liquidated, there remains a chance that certain leases or locations could be repurposed under a new format or brand. Some experts believe there’s potential for the Hudson’s Bay name to survive in another form—perhaps as an online-only retailer, a specialty store concept, or a series of pop-ups.
Third floor women’s designer department at Saks Fifth Avenue in the Hudson’s Bay Queen Street building in Toronto. Photo taken April 24, 2025 by Craig Patterson
What Comes Next
As of Friday, April 25, liquidation signs will be placed in every Hudson’s Bay store in Canada. The company is expected to complete all store closures and asset sales by mid-June 2025.
A final report to creditors is anticipated shortly thereafter, along with a proposed distribution of proceeds. However, concerns persist regarding whether unsecured creditors, including pensioners and suppliers, will see any meaningful return after senior lenders are repaid.
5th floor men’s department at the Hudson’s Bay flagship store (Queen Street) in downtown Toronto on April 24, 2025. Photo: Craig Patterson
A Moment of Reflection
The closure of Hudson’s Bay as a traditional department store is a profound moment not only for retail, but for Canada’s urban identity. These stores were not just shopping destinations—they were landmarks, community anchors, and symbols of Canadian commercial evolution.
“It’s emotional,” said one shopper named Jennifer in the Queen Street store Thursday evening. “My grandmother took me here every Christmas to see the windows. I brought my kids here too. It’s hard to believe this is it.”
With the sun setting on Hudson’s Bay’s flagship locations in Toronto, Montreal, and beyond, Canadians bid farewell to a legacy institution that helped shape the nation’s downtowns and department store culture for over a century.
T&T Supermarket, Canada’s largest Asian grocery retailer, is opening its first Southern California store in the Great Park community—a master-planned development within the City of Irvine—slated for Winter 2026.
Following the debut of its first U.S. store in Bellevue, WA in December 2024, T&T is continuing its U.S. expansion with a location in Irvine’s vibrant and rapidly growing Great Park Neighborhoods, said the grocery store chain.
Located at The Canopy at Great Park, the new 34,000-square-foot store will serve the needs of Irvine’s dynamic community, including the residents living in the city of Irvine and around the area. With convenient access from the future 133 Freeway interchange and its proximity to the Great Park Sports Complex hosting over 8 million visitors annually—T&T aims to become a go-to destination for residents and park visitors alike, it said, adding that t he store will also create 180 job opportunities for the local community.
Tina Lee
“Ever since we announced our U.S. entry, we have been getting customer requests all across the United States. It should be no surprise to anyone that Irvine takes a top spot on the wish list, and the first store we are announcing in Southern California.” said Tina Lee, CEO of T&T Supermarkets. “I know T&T may not be well-known in Irvine, but we are excited to surprise our shoppers with a unique shopping experience.
“We have bountiful and fresh produce, authentic Asian flavours and trendy products from Asia. We’re especially proud of our in-store bakery and kitchen – for the 8 million annual visitors to the sports park nearby, T&T would be a great place to grab a meal. We hope to add to the community and offer a place for families to connect through food, discover traditional ingredients, and explore the latest culinary trends.”
Dan Almquist
“The Great Park community has long awaited a retail and dining hub that not only serves their needs but also enhances their everyday lifestyle,” said Dan Almquist, CEO of Almquist, a privately held real estate development firm based in San Juan Capistrano. “With The Canopy at Great Park, we are delivering a fresh take on the neighborhood centre, one that seamlessly blends convenience with a dynamic gathering place. As the Great Park continues to evolve, this location will truly become a one-of-a-kind draw for the community. We’re especially excited to welcome T&T Supermarket as a flagship retailer and exceptional grocery destination for the community, bringing an internationally recognized brand to Irvine and reinforcing our commitment to best-in-class offerings.”
T&T said its Irvine location will feature an array of signature offerings designed to provide a comprehensive grocery experience:
Restaurant Quality Food at Supermarket Prices: Customers can enjoy a self-serve hot food bar featuring authentic Asian dishes. The Kitchen is known for specialties such as Peking Duck, Crispy Papa Chicken, a BBQ station, and a Sushi Counter.
Made-to-Order Street Food: Savor the flavours of Asia with freshly made Chinese crepes and Taiwanese-style rice rolls.
Bakery Delights: T&T bakery offers over 150 varieties of freshly baked bread and 50+ desserts and pastries, including viral treats like Napoleon Portuguese Egg Tarts, Mango Pomelo Swiss Rolls, and Lava Mochi Puffs.
Exclusive Asian Spirits: For beverage enthusiasts, the store will offer an extensive selection of wines and spirits, with a special focus on Korean soju and Japanese sake.
T&T Private Label Products: Shoppers can enjoy over 200 T&T Private Label. products, including customer favorites such as juicy pork soup dumplings (Xiao Long Bao), Korean kalbi marinade, green onion pancakes, and seaweed snacks.
While the store hasn’t opened yet, California residents can start shopping online through the T&T App and website. The selection is currently limited to dried goods such as trendy snacks and Asian beauty products, said the grocery store.
T&T Supermarkets is the largest Asian supermarket chain in Canada, with over 38 locations across North America. The chain operates stores in British Columbia, Alberta, Ontario, and Quebec in Canada, as well as a store in Bellevue, Washington, USA. T&T Supermarkets was founded in Vancouver in 1993 and is now led by second-generation successor and CEO, Tina Lee. T&T Supermarket is headquartered in Richmond, BC.
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 48 hours.
Hudson's Bay flagship store in Toronto. Image: Craig Patterson
An Ontario court has delivered a ruling in the Hudson’s Bay creditor protection proceedings, denying the company’s request to appoint a law firm of its choosing to represent more than 9,000 current and former employees and retirees. At the same time, the court approved the retailer’s controversial move to auction off its extensive historical art and artifact collection.
Hudson’s Bay had asked the court to appoint Toronto-based Ursel Phillips Fellows Hopkinson LLP as representative legal counsel for affected staff. The firm was selected from a pool of five contenders who submitted proposals to represent workers amid the company’s restructuring under the Companies’ Creditors Arrangement Act (CCAA).
However, the court sided with concerns raised by Andrew Hatnay of Koskie Minsky LLP, a firm already representing over 400 Hudson’s Bay workers. Hatnay argued that allowing the retailer to select legal representation for workers poised to take action against it posed a clear conflict of interest.
“This process is fundamentally flawed,” said Hatnay, suggesting that an independent third party should be tasked with selecting legal counsel to ensure a fair and unbiased process. Hatnay also emphasized that Koskie Minsky was the only firm to appear in court across five prior hearings on behalf of employees and retirees.
Gowling WLG, representing six former Hudson’s Bay executives in the Supplemental Executive Retirement Plan—wound down earlier this year—backed Hatnay’s proposal to appoint a retired judge to oversee the decision.
Justice Peter J. Osborne agreed with the general concern but opted to appoint retired Justice Herman J. Wilton-Siegel to assess submissions and ultimately choose a representative counsel. “I am not prepared today to appoint a specific firm as representative counsel,” Osborne stated. “However, I agree that one representative counsel can adequately represent the interests of all current and former employees.”
Display window at the Hudson’s Bay store in downtown Vancouver on Saturday, April 5, 2025. Photo: Lee Rivett
Art Collection Auction Approved Amid Public Outcry
The court also gave Hudson’s Bay the green light to auction its expansive art collection—comprising more than 1,700 works of art and over 2,700 historical artifacts. The sale will be managed by Heffel Gallery.
Among the most significant items is a royal charter granted by King Charles II in 1670, which laid the foundation for the Hudson’s Bay Company’s fur-trading empire and colonial dominion over much of what would become Canada.
Despite approval, Justice Osborne instructed Hudson’s Bay to consult with government and Indigenous stakeholders before proceeding. “The company must return to court with a detailed auction protocol after engaging in meaningful consultations with concerned parties,” Osborne said.
Multiple stakeholders have expressed alarm over the potential sale of culturally sensitive items. Kyra Wilson, Grand Chief of the Assembly of Manitoba Chiefs, issued a formal objection, calling for the suspension of any sale involving artifacts tied to First Nations history.
In response, Hudson’s Bay’s legal team assured the court that no sales would occur until those consultations are complete. “Nothing will be sold or transferred before those discussions and consultations take place,” said Maria Konyukhova, counsel for Hudson’s Bay.
The court-appointed monitor, Alvarez & Marsal Canada, has agreed to circulate a catalogue of the collection to all interested parties ahead of any auction.
Retail Liquidation Now to Include All Stores
Wednesday marked another blow for the storied retailer as its financial advisor, Reflect Advisors, confirmed that all of Hudson’s Bay’s remaining stores—including the six initially excluded—will now enter liquidation.
The revised strategy marks a significant departure from earlier restructuring efforts, with the company conceding that a viable plan to continue operations is unlikely to materialize.
“The exclusion of the six stores from the liquidation sale is negatively impacting the applicants’ realization efforts,” said Adam Zalev, managing director at Reflect Advisors. He noted that few credible bids had been submitted under the six-store restructuring model, leading to a broader wind-down.
Hudson’s Bay has stated that if credible bids are received before the April 30 deadline, it reserves the right to remove individual locations from the liquidation process. Bids are being accepted for both retail stores and intellectual property, including the iconic Hudson’s Bay name and related trademarks.
Hudson’s Bay store at Metropolis at Metrotown in Burnaby, BC. Photo: Stephen A. Braverman via X/formerly Twitter
Interest from Prospective Buyers Emerges
Despite the grim outlook, some expressions of interest have surfaced. As of April 23, 18 parties have submitted letters of intent to lease or purchase 65 of Hudson’s Bay’s retail locations. However, 36 store leases have yet to attract any attention.
One high-profile potential bidder is Weihong Liu, a British Columbia-based billionaire who owns several shopping centres across Canada. On Chinese social media, Liu reportedly announced plans to acquire “dozens” of Hudson’s Bay stores, though it remains unclear whether a formal bid will be submitted by the end-of-month deadline. On RedNote this week, Ms. Liu, speaking in Chinese, was discussing 10-year terms for the stores that she is hoping to acquire.
Other bidders are said to have come forward, including rumours of a financially-backed bid involving former HBC President Bonnie Brooks, a potential bid from current owner Richard Baker (requiring an ‘insider protocol’), and another group from Asia that is also said to have potentially expressed interest ahead of the application deadline.
Uncertain Future for Canada’s Oldest Company
With liquidation sales commencing on Friday, April 25 in the remaining six stores, the retailer’s path forward remains precarious. Once Canada’s pre-eminent department store chain and the oldest incorporated company in North America, Hudson’s Bay now finds itself in a struggle for survival.
The firm is racing against time to extract as much value as possible from its real estate, intellectual property, and historical holdings before its court-mandated sale and wind-down deadlines expire. And there’s still hope that a buyer could save the business, though there’s less hope than before. A Wednesday affidavit from Adam Zalev, Managing Director of Reflect Advisors and the financial advisor to Hudson’s Bay Company, indicated that no viable bidder had stepped forward.
IKEA Canada to open newest Plan and order point in Vaudreuil, Quebec (CNW Group/IKEA Canada Limited Partnership)
IKEA Canada is opening its newest Plan and order point in Vaudreuil, QC on May 2.
As the retailer continues its journey to meet customers in the best possible way no matter how, when, or where they choose to shop, Plan and order points offer easy access to expert design services when planning, ordering, and purchasing home furnishing solutions for any room in the home, said the retailer.
“Located in Faubourg de la Gare Vaudreuil at 3080 Boulevard de la Gare, Suite 100, the new Plan and order point will also offer about 100 IKEA products (excluding food) for immediate purchase and takeaway, as well as a customer collection point conveniently located in the same building. Vaudreuil is the first IKEA Plan and order point in Canada to feature these extra benefits for customers,” it said.
The retailer said customers can get design support for the kitchen, bedroom, bathroom, and living room. When their designs are complete, they can be ordered for home delivery or picked up at Vaudreuil or any other local pick-up point location nearby. Customers are now able to pre-book appointments for a full suite of planning services for May 2 and beyond by visitinghere.
“IKEA Canada looks forward to providing this elevated planning experience to its Vaudreuil neighbours as it brings a growing network of Plan and order points to five locations in Quebec and 10 across Canada,” said the company.
Founded in 1943 in Sweden, the retailer is a leading home furnishing retailer, offering a wide range of well-designed, functional home furnishing products. IKEA Canada is part of Ingka Group which operates 473 IKEA stores in 31 countries, including 16 in Canada. Last year, IKEA Canada welcomed 32.6 million visitors to its stores and 162.6 million visitors to IKEA.ca.
