As part of this collaboration, the CFA has officially become the Official Awards Supporter of the EF100 National Awards Program, strengthening the credibility and recognition of one of Canada’s most prestigious franchise rankings. The EF100, with entries now open, celebrates the top franchise brands in the country, spotlighting innovation, leadership, and impact across the entire industry, according to a news release.
Scott English
“We’re genuinely excited about this new partnership with the Canadian Franchise Association,” said Scott English, CFE, Global Director at Elite Franchise Canada. “As the national voice of franchising in Canada, the CFA brings incredible insight, reach, and credibility to the EF100 program, and having them on board as our official Awards Supporter is a real milestone. Together, we’re building something meaningful for the Canadian franchise community, and this is just the beginning. Let’s raise the bar, celebrate what’s great, and help more brands get the recognition they truly deserve.”
Sherry McNeil
“The CFA is committed to championing franchising as a leading force in Canada’s economy,” said Sherry McNeil, President & CEO of the Canadian Franchise Association. “We are excited to align with Elite Franchise Canada and support the EF100 Awards, to recognize the outstanding contributions of diverse franchise brands and provide them with the exposure and recognition they rightfully deserve.”
The collaboration between Elite Franchise Canada and the Canadian Franchise Association underscores a shared commitment to advancing franchising in Canada. Together, the organizations will:
Strengthen industry collaboration and education
Provide greater exposure for franchise brands nationwide
Celebrate innovation, leadership, and the positive impact franchising has on the economy and within the communities they serve
The EF100 National Awards Program has quickly become one benchmark of excellence for the Canadian franchise industry, and with the CFA’s support, the platform is poised to deliver even greater recognition and opportunities for brands across the country, said officials.
John Pierce, Chief Retail Operations Officer, HHSL; Brent Seguin, Dealer, Essex HHBC; Larry Seguin, Dealer, Essex HHBC; Kimberly Seguin-Gauthier, Dealer, Essex HHBC; Ian White, President & CEO, HHSL; and Darrin Sayles, Senior Director of Retail Sales and Operations, HHSL at the Proud of My Home Achievement Awards. (CNW Group/Home Hardware Stores Limited)
Home Hardware Stores Limited has announced the recipients of the annual Proud of My Home Achievement Awards at the recent 2025 Homecoming event in Toronto. The highest honour of the evening, the Walter J. Hachborn Store of the Year Award, was presented to Essex Home Hardware Building Centre in Essex, Ontario.
The Store of the Year Award recognizes the Home store that best upholds the values on which Home Hardware was co-founded by Walter J. Hachborn 60 years ago—value, service, and dependability. The Essex team was also recognized as Best Home Hardware Building Centre – Central Region. To accept the award on behalf of the store were Dealer-Owners Brent Seguin, Kimberly Seguin-Gauthier, and their father, Larry Seguin.
“This honour is the highlight of an unforgettable year for our family and our stores as we celebrated 60 years of serving our communities,” said Kimberly Seguin-Gauthier, Dealer-Owner, Essex Home Hardware Building Centre. “No matter how much we’ve grown, our heart is still in that small-town, spirit that connects us to our community.”
The Seguin family’s roots in retail stretch back four generations. Larry’s grandmother first ran a feed store in the region, providing the foundation for his father, Arthur, to partner with Home Hardware’s Walter J. Hachborn in 1965. Larry expanded the business in the 1980s, later welcoming Brent and Kimberly into the fold, who now proudly carry on the family tradition, said the retailer.
John Pierce
“The Seguin family exemplifies what it means to be part of the Home Hardware family,” said John Pierce, Chief Retail Operations Officer, Home Hardware Stores Limited. “Their leadership, dedication to their team, and commitment to their community represent the very best of our brand. We are thrilled to recognize them with this year’s Store of the Year Award.”
The Walter J. Hachborn Store of the Year Award is one of 18 awards presented at Homecoming 2025.
PROUD OF MY HOME ACHIEVEMENT AWARDS
All Proud of My Home Achievement Award recipients demonstrate strong staff performance, superior customer service, excellence in interior and exterior store presentation and active participation within their communities, said the company.
Paul Straus Public Relations Award: Coutts Home Hardware – Forestburg, Alberta
Best Home Furniture: Beck’s Home Furniture and Appliances – Montague, P.E.I.
Best Home Hardware: Fennell & Gage Home Hardware – Hamilton, Ont. (Central) Kinlock Home Hardware – Stratford, P.E.I. (Eastern) Nowco Home Hardware – Lacombe, Alta. (Western) Quincaillerie Home Hardware – Aylmer – Gatineau, Que. (Québec)
Best Home Building Centre: Home Building Centre – Lindsay – Lindsay, Ont. (Central) Blackville Home Building Centre – Blackville, N.B. (Eastern) Winnipeg Beach Home Building Centre – Winnipeg Beach, Man. (Western) Nadeau Materiaux de Construction Inc. – Cap-d’Espoir, Que. (Québec)
Best Home Hardware Building Centre: Essex Home Hardware Building Centre – Essex, Ont. (Central) Bennett’s Home Hardware Building Centre – Goulds, Nfld. (Eastern) Meadow Lake Home Hardware Building Centre – Meadow Lake, Sask. (Western) Renomax Roberval – Roberval, Que. (Québec)
Best Young Retailer: Wellesley Home Centre, Jamie Kuepfer – Wellesley, Ont. (Central) Richibucto Home Hardware Building Centre, Julien Richard – Richibucto, N.B. (Eastern) Carlyle Home Hardware, Katie Gavelin – Carlyle, Sask. (Western) Jean Denis, Limitee, Felix Antoine Moisan – Saint-Raymond, Que. (Québec)
Founded over 60 years ago in St. Jacobs, Ontario, Home Hardware Stores Limited is Canadian and the country’s largest Dealer-owned and operated home improvement retailer with more than 1,000 stores operating under the Home Hardware, Home Building Centre, Home Hardware Building Centre and Home Furniture banners.
Shoppers Drug Mart has officially opened the doors of all seven of the Pharmacy Care Clinics in Surrey, announced earlier this year. This significant milestone will provide the community with expanded access to primary care services at a time of rapid growth, ahead of the company’s original schedule, said the company.
“Shoppers Drug Mart is proud to do its part to help the residents of Surrey, one of the fastest-growing cities in the country, by increasing access to the primary care services they need and deserve,” said David Markwell, President of Shoppers Drug Mart. “The seven new clinic locations, with extended, after-hours care, are designed to directly support the community and take pressure off local emergency rooms and physicians. This is about ensuring families can get the care they need, when they need it, right in their own neighbourhood.”
David Markwell
Thoughtfully designed to improve the overall patient experience, each of these seven clinics offer unique features such as child-friendly exam rooms, accessible waiting areas, and an onsite “care concierge” dedicated to providing personalized support and ensuring a smooth visit for every patient. The clinics also provide patients access to a range of pharmacy healthcare services, including the assessment and treatment of injuries and common conditions such as urinary tract infections and pink eye – free of charge with a valid British Columbia health card, said the company.
Josie Osborne
“Timely access to care and trusted health advice are at the heart of pharmacy care clinics,” said Josie Osborne, BC’s Minister of Health. “With the new Evergreen Mall location, along with others opening across Surrey, people will be able to get injections, medication reviews, and assessments for minor illnesses close to home – often with little or no wait.”
“As Surrey continues to grow, access to health care is more important than ever,” said Surrey Mayor Brenda Locke. “These seven new clinics are improving access to care for residents, while helping ease pressure on emergency rooms and family doctors. Thank you to Shoppers Drug Mart for their commitment to our community and for helping to build a healthier future for Surrey residents.”
Brenda Locke
The seven Pharmacy Care Clinics opened by Shoppers Drug Mart in the community of Surrey are located at:
7538 120th Street, Surrey, BC, V3W 3N1
18677 Fraser Hwy, Surrey, BC, V3S 8E7
5157 56 Avenue, Unit 100, Surrey, BC, V3S 9A5
15691 104th Ave, Surrey, BC, V4N 2H4
8962 152nd Street, Surrey, BC, V3R 4E4
2830 96th Avenue, Surrey, BC, V3V 6A8
7322 King George Blvd, Surrey, BC, V3W 5A5
The company is the licensor of full-service retail drug stores operating under the name Shoppers Drug Mart (Pharmaprix in Québec). With more than 1,350 Shoppers Drug Mart and Pharmaprix stores operating in prime locations in each province and two territories, the company is one of the most convenient retailers in Canada. The company also licenses or owns more than 150 medical clinic pharmacies operating under the name Shoppers Simply Pharmacy (Pharmaprix Simplement Santé in Québec).
The Canadian Union of Postal Workers (CUPW) halted the delivery of flyers and other unaddressed advertising mail as of early Monday morning, intensifying its ongoing labour dispute with Canada Post. The strike action, which began at 12:01 a.m. local time, has already prompted urgent warnings from the Retail Council of Canada (RCC) that the stoppage will disrupt one of the most important ways Canadians receive information about weekly sales and promotions.
“Flyers are a critical way for Canadians to plan their weekly shopping and save money. Canadians should not be caught in the middle of this dispute,” said Kim Furlong, President and CEO of the Retail Council of Canada. RCC said it has contacted federal ministers and is urging the parties to return to the bargaining table to prevent prolonged disruption.
Kim Furlong. Image supplied
The job action suspends delivery of all unaddressed admail, known as “Neighbourhood Mail,” which includes the weekly printed circulars used by grocers, pharmacies, and other major retailers. Canada Post confirmed that addressed letters, bills, and parcels continue to be delivered as usual but said it will not process any new flyer mailings during the ban.
Items already in the system are being held securely until the labour dispute is resolved. Canada Post expressed disappointment at the move, warning that the stoppage will hurt thousands of businesses that rely on direct mail to reach customers, especially ahead of the fall and holiday shopping periods.
Retailers Warn of Consumer Impact, Union Says Flyers Are a Burden
Printed flyers remain one of the most powerful marketing tools in Canada’s retail sector. RCC said members collectively invest millions of dollars annually in flyer campaigns, which are a key driver of store traffic and consumer spending.
The association warned that the strike will make it harder for Canadians, particularly seniors, lower-income households, and rural residents, to access promotions and plan their weekly shopping trips. This comes at a time when Canadians are already grappling with high food prices and cost-of-living pressures.
From CUPW’s perspective, the flyer stoppage is a pressure tactic aimed at forcing progress in stalled contract negotiations. Jan Simpson, CUPW’s national president, said postal workers have long raised concerns about the heavy physical burden of delivering bulk flyers, arguing that compensation has not kept pace with the demands of the job.
“The decision to stop delivering flyers is about fairness and about our members’ well-being,” Simpson said. The union maintains that wage increases and improved health and safety measures are needed to reflect the realities of today’s postal work, which has shifted heavily toward parcel delivery.
Photo: Canada Post
RCC Urges Federal Action
The Retail Council of Canada, which represents more than 54,000 storefronts nationwide, said it will continue advocating for a resolution that restores flyer delivery as soon as possible. The organization, founded in 1963 and headquartered in Toronto, is recognized as the “Voice of Retail™” in Canada and regularly engages with policymakers on industry concerns.
The retail sector is Canada’s largest private-sector employer, with more than two million jobs nationwide. RCC argues that flyer delivery is a crucial piece of the infrastructure that helps retailers communicate prices, drive store visits, and support household budgeting.
The flyer ban follows months of job action that began with an overtime ban in May. Postal workers rejected Canada Post’s latest contract offer in August, and both sides remain far apart on wages, staffing levels, and workplace safety issues.
Labour experts warn that CUPW could escalate further if talks continue to stall, potentially through rotating strikes or work-to-rule campaigns that could disrupt parcel delivery. For retailers, this comes at a critical time as they prepare for Thanksgiving promotions and the holiday shopping season.
Some retailers are already accelerating their use of digital flyer distribution through apps, websites, and email campaigns. However, RCC maintains that digital tools cannot yet replace print for many households. “While online tools are growing, printed flyers remain a cornerstone for many households,” Furlong said, emphasizing the potential impact on vulnerable populations.
Montréal-based fashion e-commerce retailer Ssense has secured a major reprieve in its battle to remain solvent, receiving court approval to proceed with a restructuring plan under the Companies’ Creditors Arrangement Act (CCAA). The decision by the Québec Superior Court grants the company interim financing worth nearly $40 million, giving it a critical window to stabilize operations and chart a new path forward.
“With the support of our lenders, we now have the foundation to develop and implement a restructuring plan aimed at securing Ssense’s long-term future,” said co-founder and CEO Rami Atallah in a statement. “We now have the time, resources, and structure in place to begin the process of rebuilding a stronger Ssense.”
The agreement prevents a forced sale that had been initiated by lenders in August, allowing Ssense to remain under the leadership of the Atallah brothers and preserve its 1,100-strong workforce.
The interim financing package includes $15 million from Ssense’s bank lenders, a group that includes the Bank of Montreal, Royal Bank of Canada, Scotiabank, National Bank of Canada, and JPMorgan Chase, and $25 million in new capital from the company’s founders. Court filings show Ssense’s assets total $387 million against liabilities of $371 million.
The liabilities include $135 million in maturing loans, $3.2 million in vacation pay for employees, $93 million owed to suppliers and trade creditors, and a $21 million loan from Investissement Québec related to the company’s fulfillment centre in Saint-Laurent, Québec. Ernst & Young has been appointed as the court monitor to oversee the restructuring process.
The court also granted a 30-day stay of proceedings, shielding the company from creditor actions until October 20. The order allows Ssense to fulfill online customer orders and maintain operations while negotiating with suppliers and creditors.
The Road to Restructuring
The restructuring process follows months of financial strain and tense negotiations. Ssense had hired investment bank Greenhill in July to design a refinancing plan that would appease lenders and keep the business afloat. However, lenders rejected the proposal, and on August 27, they sought to place Ssense under creditor protection to force a sale.
Ssense responded two days later with its own CCAA filing, pledging to fight for the company’s future. “We were deeply disappointed by the lenders’ decision,” a spokesperson said at the time, signaling that the company was unwilling to relinquish control.
Following intensive negotiations, both parties reached an agreement on September 6, paving the way for the court-approved plan.
SSENSE flagship in Old Montreal. Image: David Chipperfield Architects
Business Challenges and Market Pressures
Ssense’s troubles stem from a combination of slowing sales, rising interest rates, and persistent liquidity issues. The retailer reported net losses of $123 million in 2022, $67.7 million in 2023, and $132 million in 2024, despite generating $1.3 billion in revenue last year.
Consumer demand softened after the pandemic, leaving Ssense with a significant amount of unsold inventory. The company implemented several cost-cutting measures to control losses, including reducing purchases of lower-margin brands, marking down older stock, and using proprietary algorithms to reduce advertising spending.
Between January 2023 and May 2025, Ssense laid off nearly 350 employees, cut evening warehouse shifts, and shifted half its workforce into cross-functional roles. These moves generated $36 million in savings for fiscal 2025. The company also froze salaries and adjusted parental leave policies in a bid to conserve cash.
Another blow came in August with the expiration of the de minimis exemption, a loophole that allowed duty-free shipments into the United States under $800 USD. The U.S. is a key market for Ssense, representing 59 percent of its sales with an average order value of $549 USD.
The elimination of the exemption raised costs for U.S.-bound shipments and may have put additional pressure on margins.
Looking Ahead: Sale and Investment Process
Even with fresh financing, Ssense acknowledges that its liquidity problems persist. The company will now launch a Sale and Investment Solicitation Process (SISP) to explore potential buyers, investors, or financing partners.
This process could determine whether Ssense remains independent, finds a strategic partner, or sells a majority stake. The goal, according to filings, is to “stabilize operations and maximize value for stakeholders.”
The turnaround marks a dramatic reversal for the retailer, which was valued at $5 billion just four years ago when U.S. investment firm Sequoia Capital took a minority stake. At the time, Ssense was seen as one of Canada’s most promising global retail players, celebrated for its blend of luxury fashion and streetwear and its influential editorial platform.
Today, the focus is survival. If Ssense successfully navigates the restructuring process, it could reemerge as a leaner, more financially disciplined business better positioned to weather shifting retail trends.
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 several days.
Field Agent Marketplace homepage. Image: Field Agent
Field Agent Canada has unveiled its new Marketplace platform, a self-serve solution designed to help businesses of all sizes gain fast, affordable access to retail audits, consumer insights, and product trials. The launch marks a major step forward in democratizing retail intelligence, allowing brands to run their own audits and surveys without the traditional cost or lead time barriers.
“We’ve taken all of our best practices from building projects for clients over the past 14 years and turned them into a templated, easy-to-use platform,” said Jeff Doucette, Founder and General Manager of Field Agent Canada, in an interview with Retail Insider. “You can literally set up a task in 10 minutes, launch it, and start seeing results almost immediately.”
Jeff Doucette
Field Agent Marketplace addresses a longstanding pain point for consumer packaged goods (CPG) companies, restaurants, and retailers: the ability to quickly gather store-level data and customer feedback. Traditional retail audits often require weeks to set up, involve significant costs, and include minimum contract requirements that can deter smaller players.
Under the new platform, businesses can create their own tasks, select from a menu of options, and target specific locations or shoppers across Canada. With a community of over 315,000 agents nationwide, Field Agent Canada can deploy tasks to real consumers who collect photos, confirm prices, and share feedback in real time.
“This is a game-changer for smaller brands and retailers who have historically been underserved,” said Doucette. “Most business owners think retail coverage is unaffordable, that they’d have to sign a big contract and commit for a year. Marketplace strips away those barriers.”
Pay-As-You-Go Retail Intelligence
Unlike traditional research firms that require project fees or minimum spends, Field Agent Marketplace operates on a pay-as-you-go model. Businesses are charged only for the responses they receive, with no setup fees.
“If a company wants to check one store in Nanaimo to confirm pricing or stock levels, they can do that for around $20,” said Doucette. “They don’t have to drive across the province or wait six weeks for a merchandising company to complete the job. This puts control back into the hands of the brand.”
The simplicity of the process was a key focus in development. Businesses upload the product image, provide basic details, and launch the task. The platform handles the rest, from assigning tasks to agents to compiling results.
Field Agent Marketplace price audit. Image: Field Agent
Levelling the Playing Field for Small and Emerging Brands
Doucette emphasized that Field Agent Marketplace is designed to make retail insights accessible to smaller and emerging brands that may only have a handful of retail listings. “Whether you’re testing a new product in a few Costco stores or part of a Sobeys local program in the Prairies, you can use Marketplace to make sure your product is on shelf and being sold as intended,” he said.
This ability to act quickly is especially important for companies that may not have field teams or large research budgets. “There are so many small brands trying to grow. Marketplace gives them the same tools that big CPG companies have, but in a format that fits their scale and budget,” Doucette noted.
Marketplace could also transform how companies test new ideas. Instead of relying on anecdotal feedback or waiting for quarterly sales reports, businesses can deploy a survey or audit and receive data within hours.
“That’s really the hope,” said Doucette. “Right now, a lot of brands are operating in the dark, especially once they expand beyond their home city. This tool gives them visibility into stores across the country without having to get on a plane.”
The platform’s flexibility allows businesses to scale their efforts up or down as needed. “You’re not locked into a monthly subscription or a fixed number of stores,” Doucette explained. “It’s like Amazon — you add the items to your basket, check out with a credit card, and that’s all you pay.”
Canadian Rollout and Future Expansion
Field Agent Canada has initially launched Marketplace with a curated set of its most popular services, including retail audits, product trials, and review collection campaigns. Over time, the company expects to expand the available offerings based on customer demand.
“Our U.S. business has a wider range of products available through its marketplace,” said Doucette. “We’re starting with a focused assortment here in Canada, but as we learn what businesses want, we’ll continue to add more.”
The company, which has operated in Canada for 14 years, sees the new platform as a natural evolution of its mission to connect brands with real shoppers to solve retail challenges quickly and affordably.
Field Agent Marketplace Retail Audits. Image: Field Agent
Empowering Brands in a Competitive Landscape
For Doucette, the launch is about more than technology — it’s about giving Canadian businesses a competitive edge. “This platform allows brands to be proactive instead of reactive,” he said. “You can identify problems like out-of-stocks right away, get reviews on your product when it launches, or test a new menu item in days rather than weeks.”
That ability to move quickly could be critical as retailers and suppliers navigate a challenging retail landscape marked by shifting consumer behaviour and increased competition.
With Marketplace now live, Field Agent Canada plans to gather feedback from early users and refine the platform further. The company is also focused on educating the market about how the tool can be used.
“We’ve been doing this work for years. Marketplace just makes it easier and more accessible. Whether you’re a national retailer or a startup food brand, you can now get the same level of retail intelligence and make better decisions faster,” Doucette said.
T.LINE Modern Romantics campaign. Image: T.LINE/website
Toronto-based shirting label T.LINE has unveiled its Fall Modern Romantics collection, reinforcing its commitment to Canadian craftsmanship and its growing presence on the global fashion stage. Now in its third year, the brand continues to build momentum with new retail partnerships, international activations, and a renewed focus on its “Shirting Wardrobe” concept.
The campaign for the new collection was photographed at Toronto’s historic University Club, one of Canada’s most celebrated examples of neo-classical architecture. The venue provided a moody, elegant backdrop for the season’s looks, which feature deep red tones, lustrous satins, and a reinvented tuxedo. Canadian model Liisa Winkler fronts the campaign, bringing an international profile to the brand’s vision for the season.
“T.LINE has always been about creating enduring pieces with exceptional craftsmanship,” said Britt Barkwell, co-founder and creative director. “With Modern Romantics, we’ve reinterpreted classic shirting for today, combining elevated fabrics, thoughtful tailoring, and a touch of drama.”
T.LINE Modern Romantics campaign/product images. Image: T.LINE/website
Locally Made, Globally Minded
Every T.LINE shirt is designed, cut, and sewn in the Greater Toronto Area by a small network of skilled artisans. This local-first approach allows the brand to maintain high quality standards and ensure fair, transparent production practices. Fabrics are sourced from the world’s most respected mills, known for their superior raw materials and impeccable finish, resulting in garments designed to be worn and loved for years.
The company’s Toronto-based model extends beyond production to warehousing and distribution, creating a tightly controlled supply chain. This setup allows T.LINE to deliver small-batch capsules quickly while maintaining a sustainable approach to manufacturing.
Since launching its first collection in March 2022, T.LINE has steadily built a loyal following in Canada and abroad. The brand recently collaborated with GOOP in New York City, and its shirts have appeared at Kirna Zabete boutiques in East Hampton and Palm Beach. Upcoming events at Teller in Montecito and Los Angeles will further raise the brand’s profile among a U.S. audience seeking minimalist yet elevated wardrobe essentials.
“Strategic partnerships are at the core of our growth,” said Alia Bissett, co-founder and former Holt Renfrew executive. “By working with like-minded retailers, we’re able to introduce our shirting-first vision to new audiences, building long-term connections with women who value timeless, versatile design.”
This approach mirrors a trend among Canadian fashion labels seeking to expand thoughtfully into international markets by aligning with retailers who share their aesthetic and values rather than pursuing rapid, unsustainable expansion.
T.LINE Modern Romantics campaign. Image: T.LINE/website
Refining the “Shirting Wardrobe”
Central to T.LINE’s philosophy is the idea of the Shirting Wardrobe — a curated collection of shirts that forms the foundation of a modern closet. The Fall Modern Romantics collection continues to expand this concept with silhouettes that range from oversized icons to tailored reinventions.
Upcoming holiday capsules will introduce limited-edition fabrics such as sheer organza and lustrous satin, pushing the boundaries of what shirting can be in celebratory settings. This strategy reflects the brand’s commitment to offering versatile pieces that can transition from workday to evening while remaining true to its understated aesthetic.
T.LINE Modern Romantics campaign. Image: T.LINE/website
A Growing Presence in Toronto
While international activations are driving awareness abroad, T.LINE has also strengthened its retail footprint at home. In November 2024, the brand opened its first dedicated physical retail space, T.LINE Studio, as a shop-in-shop within vert, a specialty retailer at 1062 Yonge Street in Toronto’s Rosedale neighbourhood.
The studio serves as a place where customers can experience the brand’s world in person, with opportunities to explore fabrics, discover new silhouettes, and interact with the founders. For Barkwell and Bissett, the space is also a testing ground for future retail formats and in-person experiences.
T.LINE Modern Romantics campaign. Image: T.LINE/website
T.LINE’s co-founders emphasize intentional purchasing as a cornerstone of the business. Rather than chasing micro-trends, the brand focuses on limited-run capsules designed to integrate seamlessly into a woman’s wardrobe. Each piece is made to last, promoting a model of consumption that aligns with the growing consumer demand for sustainability and mindful fashion.
“Our goal is to create pieces that become part of a woman’s life for years,” said Barkwell. “The best compliment we can receive is when someone tells us that their T.LINE shirt is their go-to piece, whether for a workday meeting or a special dinner.”
Canadian fashion retailer RW&CO. has unveiled a sweeping rebrand designed to elevate its position in the country’s competitive fashion market. Developed in collaboration with global strategy and design studio Dalziel & Pow, the new identity redefines RW&CO. as a trusted fashion authority, targeting a new generation of style-conscious Canadians.
RW&CO. initially brought Dalziel & Pow on board to create a new store design, but the project quickly grew into a more ambitious effort: to transform the brand entirely. The result is a cohesive identity that aims to unify its men’s and women’s collections under a single, contemporary message and engage a wider audience.
“Our goal is to build a marketing strategy that not only drives growth, but also deepens our connection with the audiences that matter most,” said Mathieu Bouchard, Director of Marketing and Partnerships at RW&CO.
RW&CO. rebrand. Image: RW&CO.
Central to the rebrand is a sleek black-and-white logo that replaces the former mark, stripping away punctuation and creating a balanced, confident look. Dalziel & Pow carefully reworked the spacing and proportions of the new logo to deliver a calm and modern feel. The result is an identity that speaks to inclusivity and versatility, appealing to all genders and all styles.
Alongside the logo, the retailer has introduced a new typographic system to unify its visual language. The design studio also created an expanded colour palette with refined neutrals for everyday communications and deeper, richer hues for packaging and shopping bags. This approach is meant to create both consistency and impact, ensuring the brand stands out in a crowded retail landscape.
“This rebrand was a true collaboration with the in-house team — their insight into the brand’s DNA was invaluable,” said Oliver Ellis, Associate Creative Director at Dalziel & Pow. “Fashion evolves constantly, so it is important to craft an identity that can grow with the brand while staying true to its core.”
RW&CO. rebrand. Image: RW&CO.
Storytelling Through Lifestyle and Design
Beyond visual elements, RW&CO. is leaning into storytelling that reflects real life. Marketing campaigns will focus on how people live, work, and connect in its apparel. The brand is adopting more street-style photography, dynamic imagery, and close-up details to showcase the fabrics and quality that define its collections.
“Our imagery captures real life in motion — clear, dynamic, and rooted in how people live today,” said Ali Shams, Creative Director at RW&CO. “Every frame offers context for how the garments move and belong in everyday life.”
The refresh introduces a new tone of voice: confident yet approachable, designed to empower customers to “write their own style story.” This self-assured messaging is part of RW&CO.’s effort to inspire shoppers and build a stronger emotional connection with the brand.
RW&CO. rebrand. Image: RW&CO.
Laying the Groundwork for In-Store Evolution
RW&CO. operates more than 80 stores nationwide, many of them located in major Canadian shopping centres. The rebrand is just the first step in a broader transformation, with updates to the in-store experience planned for later this year. Industry watchers expect to see changes that better reflect the brand’s new identity, including refreshed interiors and improved customer touchpoints.
The rebrand’s cohesive approach ensures that every element reflects a consistent personality, from garment labels and hangtags to digital advertising. This alignment is meant to position RW&CO. as a leader in modern Canadian fashion retail.
RW&CO. has long positioned itself as a destination for young professionals and fashion-conscious consumers seeking style and versatility. With this rebrand, the company is working to strengthen its competitive position against both fast-fashion players and premium apparel retailers.
As part of Reitmans Canada Limited, RW&CO. benefits from the resources and retail expertise of one of Canada’s most established fashion companies. RCL also operates the Reitmans and Penningtons brands, giving it a significant footprint across the country.
RW&CO. rebrand. Image: RW&CO.
Building on Canadian Roots
Founded in Montreal in 1999, RW&CO. is deeply rooted in Canadian retail history. The company’s focus on quality, fit, and accessible style has helped it build a loyal customer base. Its community initiatives, including the #RWGIVES program that supports Canadian charities, remain an important part of its identity.
With this latest transformation, RW&CO. is signaling confidence in its future and its ability to connect with consumers in a rapidly changing market. The collaboration with Dalziel & Pow has created a platform that the company says will continue to evolve as fashion trends shift and new opportunities arise.
“This is just the beginning — we’ve built a strong platform that will evolve over time, and it’s exciting to imagine where it will go next,” Ellis added.
In 1999, a young Gino Marghella was just weeks into his first job at the Italian Centre Shop when a defining leadership moment shaped the trajectory of his career.
“We were working at night and had this big restaurant order come in,” recalls Marghella, who was recently named the company’s Chief Operating Officer. “Teresa (Spinelli, owner of the Italian Centre Shop) came downstairs and said, ‘Hey, we gotta pick this restaurant order.’ I said, ‘Hey, just give it to me. Let me have the opportunity to go around and see if I can do it.’”
He completed the task—perhaps with a few small mistakes—but what stuck with him was what happened next.
Gino Marghella
“She told me great job, but then she went to my mom and dad (and told them the same thing). I remember that moment and how she made me feel, because she went to my parents and said that. I said to myself that’s the kind of person I want to be. 1999. That’s how my leadership skills got developed. It was about that connection because as leaders, it’s how people remember how you make them feel. That was the moment. That’s the type of leader I want to be.”
From the Deli to the C-Suite
Born and raised in Edmonton, Marghella’s journey began when his mother immigrated to Canada in 1972, followed by his father in 1981. Gino was born in 1982. By the time he turned 17, his grandfather encouraged him to get a job. That led to a pivotal visit to the Italian Centre Shop in Edmonton’s Little Italy.
“I had just finished high school. My grandfather said, ‘Hey, it’s time to get a job,’ so he brought me to meet Mr. Spinelli,” said Marghella. “I handed in my resume and basically got to meet him, and he said to me, ‘My daughter Teresa is in charge of hiring and she’ll call you within a few days.’”
That call came, and on June 26, 1999, Marghella started his first shift behind the deli counter.
“That day, pasta was on sale for 49 cents. The deli was so busy, and just to be back there, to see all the customers, to learn about new products, and to meet Teresa. I just fell in love with the deli,” he said.
Teresa Spinelli and Gino Marghella
A Career Built Within One Company
In the years since, Marghella has worked in nearly every role within the company.
“I think I’ve done almost everything from the deli to working in the warehouse, driving trucks, forklift, working in different areas,” he said. “From being a deli manager to a store manager, opening different stores, coming to Calgary, and now COO. I’ve never had another job, to be honest with you.
“One of my proudest moments is I got a chance to really grow within the company from the bottom up and to experience all those different jobs.”
That broad experience is something Teresa Spinelli says made him a natural leader within the organization.
“Gino’s a really amazing human. He’s really good with people and connects well with them,” she said. “People love Gino and they really want to work hard for him. He’s a great team builder, very friendly, doesn’t have an ego and that’s very rare. It’s so rare to find someone that has so many wonderful qualities.”
And it was her father, founder Frank Spinelli, who first saw something special in Gino.
“My dad said, ‘You hire that guy.’ And I said, ‘Let me talk to him.’ My dad said, ‘Nope, you hire him. He’s good. I can tell you right now,’” she recalled. “He had a good eye for people.
“It’s really important to hire people who have great attitudes because if you have a good attitude, you’re willing to learn, we can teach you anything and that was Gino very much.”
New Role Reflects Longstanding Leadership
While Marghella was recently named Chief Operating Officer, the title is simply catching up with what he’s already been doing.
“Gino as General Manager—that was a new role for us and we picked that title because we didn’t know what else to call it,” said Spinelli. “Really, he’s been doing the COO role for a long time. His job was to go to Calgary, open that store—which he did an amazing job at—create a team, and support them. We’re just elevating the role now.”
Marghella supports store managers across locations.
“It’s really about working with all the store managers and supporting them,” he said.
Gino Marghella
Staying in Calgary, Expanding Across Alberta
Marghella will remain in Calgary.
The Calgary store opened in July 2015. The team is currently preparing to open a second Calgary store in the Spring 2026, and even more expansion is on the horizon.
“We think if Edmonton can do three stores, Calgary can too,” said Spinelli. “We’re really excited about that.”
She’s also eyeing Saskatoon.
“I think of Saskatoon as Edmonton was 20 years ago. It’s growing. Very foody community. I get lots of requests—I had emails for Grand Prairie. Kelowna too, but more from Grand Prairie.”
Spinelli said the growth is being driven by customers who’ve experienced the Italian Centre Shop and want one in their own city.
“Italian Centre Shop exists to create community and share our culture through cultural experiences and food. Yes, we sell pasta and olive oil—but that’s just a side thing. It really does create community, and Gino is really great at that.”
Gino Marghella
A Vision for the Future
For Marghella, expansion is about more than retail footprint—it’s about people.
“With these opportunities to open new stores, our team members get to grow,” he said. “That’s really exciting. And it’s important to pass on the history of the Italian Centre Shop—what Mr. Spinelli started, where Teresa has taken it—and hopefully one day pass it to a young guy who can take it to a different country.”
With over 700 employees, the company continues to offer team members career growth in a family-driven, people-first environment.
“We’re very blessed to have the team that we have,” said Marghella. “I really appreciate being in this role and being able to support them.”
