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Briar de Lange to Retire from Bloor-Yorkville BIA After 25 Years

Photo: Bloor-Yorkville BIA

After nearly a quarter century of transformative leadership, Briar de Lange will retire as Executive Director of the Bloor-Yorkville Business Improvement Area (BIA) on June 25. Her departure marks the end of an era for the BIA, which itself celebrates its 40th anniversary in July. Under de Lange’s stewardship, Bloor-Yorkville evolved into one of Canada’s most vibrant and sophisticated urban neighbourhoods.

De Lange joined the Bloor-Yorkville BIA in the early 2000s following more than 13 years in retail leasing and property management. She brought with her an in-depth knowledge of the area and the retail community that shaped it.

“For almost 25 years, Briar de Lange has been the Executive Director of the Bloor-Yorkville BIA,” reads an official message from the BIA. “She joined with over 13 years of experience in retail leasing and property management and brought with her a sound knowledge of the Bloor-Yorkville area and the people who make it such a vibrant community.”

Her leadership encompassed milestone projects like the Bloor Street Transformation, the redesign of Yorkville Avenue, and the implementation of beautification initiatives that helped elevate the public realm, including crown lighting on trees, the urban campfire benches, and enhancements to the Village of Yorkville Park.

Briar de Lange, photo: Bloor-Yorkville BIA

Reflections from Briar de Lange

In a farewell letter shared with the community, de Lange offered reflections on her time in the district and the journey that led to her role at the BIA. She recalled starting her first “real job” in 1990 as part of the management team at 2 Bloor Street West and Cumberland Terrace.

“Being in my mid-20s, a few favourite after-work haunts were Noodles Wine Bar/Acrobat (currently Planta), the Bellair Café (currently Sassafraz), Hemingway’s and The Pilot – both of which still remain to this day,” she wrote.

She recounted how Cumberland Terrace was slated for redevelopment as early as 1993—a plan that, as of 2025, has still not come to fruition. “Our ongoing commentary amongst BIA committee members is what will come first? – the Eglinton LRT, the redevelopment of Cumberland Terrace or the Leafs winning the Stanley Cup! (credit Alex Stuart),” she quipped.

De Lange’s letter expresses deep gratitude for the community and collaborators she worked alongside, noting that “this community has meant so much to me during the course of my career.” She thanked staff, volunteers, and business members for their commitment, describing the BIA’s accomplishments as “a great ride.”

Leadership Through Stability and Change

One of the notable strengths of de Lange’s leadership has been the stability of the BIA’s core team. The current staff has a combined tenure of 67 years—a testament to the collaborative and inclusive environment she fostered.

“We’ll miss her leadership, her vast knowledge of the Bloor-Yorkville area and its history, and the sense of humour she brought to the team,” the BIA said in its tribute.

De Lange also credited her career evolution to early volunteer involvement in the organization’s predecessor, the Yonge Bloor Bay Association (YBB). “The goal of creating an attractive and inviting community was a definite draw for me,” she wrote, explaining how her initial volunteer work sparked a lasting connection to the district.

Bloor-Yorkville BIA Turns 40

The timing of de Lange’s retirement aligns with a significant milestone for the Bloor-Yorkville BIA. Established on July 22, 1985, the BIA was created to promote and maintain one of Toronto’s most prominent commercial districts. Today, the organization includes nearly 1,400 member businesses and continues to spearhead events, infrastructure improvements, and marketing initiatives that shape the identity of the neighbourhood.

Yorkville, the heart of the BIA, has undergone multiple transformations—from its 19th-century roots as a village of Victorian homes and brickmakers, to the counterculture hub of the 1960s, and ultimately into a premier destination for luxury shopping, fine dining, and cultural events.

The district’s success can be attributed in no small part to the BIA’s active engagement with the city, local businesses, and the community. Under de Lange’s leadership, the BIA implemented impactful beautification projects, improved traffic flow, created marketing campaigns, and championed events such as Icefest and Holiday Magic that have drawn thousands to the area year after year.

Operations and Governance

The Bloor-Yorkville BIA is overseen by a voluntary Board of Directors, supported by staff and committees focused on marketing, urban design, mobility, and safety. The Executive Director, as the organization’s Chief Operating Officer, manages day-to-day operations and liaises with city departments and member businesses to ensure the BIA’s goals are achieved.

Much of the funding for the BIA’s initiatives comes from a special levy collected from member businesses. This financial model allows for substantial reinvestment into the neighbourhood through programming, beautification, maintenance, and public art.

A District Shaped by Collaboration

Over the years, the Bloor-Yorkville BIA has worked in partnership with city staff, developers, cultural institutions, and business owners to foster a unique balance between historic charm and modern sophistication.

Projects such as the transformation of Yorkville Avenue—with granite sidewalks, planters, and benches—have reshaped the pedestrian experience. Seasonal gardens, crown lighting, and well-maintained street furnishings help create an atmosphere that is both welcoming and upscale.

In her letter, de Lange expressed pride in these accomplishments: “From completing major milestone projects… to the amazing crown lights on the Bloor Street trees… each accomplishment brings a sense of pride and gratitude for all that this BIA has accomplished with its staff and volunteers.”

Looking Ahead

As the BIA prepares to celebrate its 40th anniversary, the organization faces a new chapter—one that will be defined by both opportunity and transition. While no successor to de Lange has been formally announced as of publication, the organization is expected to build on the strong foundation she helped establish.

Bloor-Yorkville continues to evolve with new developments, retail expansions, and an ongoing commitment to maintaining its position as Toronto’s most distinguished commercial district. De Lange’s departure will be felt across the business and civic community, but her legacy will remain visible in the streetscapes, events, and spirit of the neighbourhood.

“I will be watching, as a piece of my heart will be left here,” she wrote in closing. “Because this community has meant so much to me, during the course of my career.”

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Only 21% of Canadian small businesses report strong economic health: CFIB

Photo: Adi K
Photo: Adi K

One in five businesses (21%) report being in a good economic health, according to the June Business Barometer® survey released on Thursday by the Canadian Federation of Independent Business (CFIB). 

The long-term optimism index gained 7.1 points, reaching 47.3 in June. While it’s been steadily increasing for the past three months, it remains below the breakeven point of 50, it said.

Average price plans remained unchanged at 2.9%, and similarly wage plans were almost the same at 2.2%. Weak consumer demand, while easing, remains the top limitation for over half (51%) of small firms, added the CFIB.

Simon Gaudreault
Simon Gaudreault

“Early signs point to small businesses getting used to tariffs and finding alternatives, but many are not out of the woods just yet. While most indicators stayed the same or slightly improved, businesses are still feeling the impacts of the lingering inflation, tariffs, counter-tariffs and overall economic uncertainty,” said Simon Gaudreault, CFIB’s chief economist and vice-president of research.  

Summer season off to a bumpy start for tourism firms 

CFIB said its special release on tourism shows that long-term optimism among tourism businesses sits at pandemic-era levels (40.8 index points),which is among the lowest levels recorded in the last 16 years. Although summer is tourism’s busiest season, only 14% of businesses in the industry are planning to hire in the next few months, while record-low consumer demand continues plaguing 57% of tourism firms. 

Andreea Bourgeois
Andreea Bourgeois

“Recent trade tensions, uncertainty and lack of consumer demand are hitting the tourism sector hard.  It’s also concerning that in the past 11 months their hiring plans have been in the red,” said Andreea Bourgeois, CFIB director of economics. “We urgently need governments to reduce taxes, promote buying local, and ease the costs of doing business if we want to improve Canada’s economic state and help businesses make the most out of this critical time of year.”  

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Eau Claire Athletic Club to open in redeveloped Downtown Calgary (Photos)

Photo: Eau Claire Athletic Club
Photo: Eau Claire Athletic Club

After a lengthy period of redevelopment, Eau Claire in downtown Calgary is finally showing signs of life again — and the first to emerge from behind the hoarding is something new, yet familiar.

Set to open this month in the heart of the neighbourhood, the Eau Claire Athletic Club (ECAC) will mark the first major project to come to life since the district’s ambitious redevelopment began. The Club is set within the former Eau Claire YMCA — a landmark that holds personal significance for many Calgarians, from early morning swimmers to pick-up basketball regulars. In its new form, it promises to offer something rare in the downtown core: a members-only club that blends fitness, wellness, and social connection under one roof, said the Club.

Alix Williams
Alix Williams

“There’s a certain nostalgia woven into this building and its location,” said Alix Williams, Chief Operating Officer of ECAC. “With ECAC, we’re honouring that legacy while ushering in a bold new chapter—one defined by purpose, care, and an unparalleled range of fitness, wellbeing, and social club amenities unlike anything Calgary has seen before.”

“Projects like the ECAC raise the bar for recreation, wellness, and lifestyle in downtown Calgary. It’s the kind of space that inspires pride — not just from its members, but from the entire downtown community as a new hub of urban vitality in Calgary. It also demonstrates the confidence in the future of downtown Calgary and the investments being made to make to core a great place to live, work, play, learn and shop,” said Mark Garner, Executive Director, Calgary Downtown Association.

Peg Oneil
Peg Oneil

“Eau Claire residents are excited to have the Eau Claire Athletic Club opening soon.  As part of the broader re-opening of the Plaza, the Promenade and the Jaipur Bridge, the ECAC is going to be part of a revitalized Eau Claire, ready to welcome everyone to our great neighbourhood,” said Peg Oneil, President of the Eau Claire Community Association.

The new venture is on property owned by Telsec Property Corporation, a Calgary-based real estate development and property management company.

Kris Van Grieken
Kris Van Grieken

“The Eau Claire Athletic Club marks a thoughtful new chapter for downtown Calgary—not just by creating a social and athletic club, but by preserving a meaningful piece of the city’s history. Rather than tearing the building down, we chose to breathe new life into it—transforming it into a welcoming destination where wellness, community, and good design feel both aspirational and attainable,” said Kris Van Grieken, Founder ECAC, and President of Telsec Property Corporation.

The Club said the original building has been thoughtfully transformed, preserving beloved features like the lap pool, squash courts, and running track, while introducing reimagined spaces that elevate both design and experience. Dynamic new additions include four golf simulators (with golf club storage), two high-performance racing simulators, and a variety of adult arcade activities for year-round enjoyment. The expansive Nordic Spa offers a serene retreat with saunas, hot and cold pools, light therapy, and a dry float experience for total relaxation. Fitness facilities have been expanded to include a state-of-the-art spin studio, dedicated yoga, Pilates, and reformer studios, indoor pickleball courts with daily access, and a full schedule of drop-in fitness programming, alongside optional specialty classes and daily children’s programming and childminding services.  

Photo: Eau Claire Athletic Club
Photo: Eau Claire Athletic Club

“We wanted to create a place where wellness isn’t just about working out — it’s about how people connect, recharge, and feel at home in the city,” said Williams. “It’s not a gym. It’s a club, and there’s a difference.

“Though still early in our journey, the Club has already attracted a vibrant and growing membership united by a shared ethos—one that values community, well-being, and a balanced, active lifestyle. From urban professionals to young families, our members are seeking more than amenities; they’re looking for meaningful spaces to connect, recharge, and thrive.”

To ensure the long-term vitality of ECAC, the Club said it has adopted a tiered membership model that includes both Non-Equity and Equity memberships, both of which have an initiation component. The initiation fee serves as a foundational investment—one that allows the Club to maintain excellence today and expand its impact for years to come. Equity members are not just participants; they are owners who play a direct role in shaping the Club’s future. The long-term commitment to sustainability and shared stewardship also enables strategic reinvestment in facilities and programs. Non-equity membership provides a streamlined way to enjoy ECAC’s exceptional amenities and dynamic culture, with the option to grow into ownership. Unsurprisingly, early interest has been strong in a city where demand for premium lifestyle and recreation facilities continues to exceed supply.

ECAC said it will feature a diverse portfolio of member-led social clubs—offering something for everyone, from book discussions to running groups to dog-walking meetups. It also offers an elevated social dining experience with two unique dining venues: Brooklynn’s Café, a casual café focused on nourishing, seasonal fare; and The Exchange, a vibrant, casual dining and bar experience designed for socializing and unwinding. Menus will feature a thoughtful mix of creative, seasonal dishes and elevated club staples—think inventive takes on classic favourites, fresh local ingredients, and a few unexpected twists that spark conversation. Whether you’re grabbing a quick bite or settling in for a long lunch, the menu is designed to surprise, satisfy, and evolve with member tastes. At the helm of the Club’s culinary program are Food and Beverage Manager Robert Jewell and Executive Chef Eric Um, whose impressive résumé spans over a decade at some of Calgary’s most celebrated restaurants, including River Café, Foreign Concept, and Primary Colours.

Photo: Eau Claire Athletic Club
Photo: Eau Claire Athletic Club

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Photo: Eau Claire Athletic Club
Photo: Eau Claire Athletic Club
Photo: Eau Claire Athletic Club
Photo: Eau Claire Athletic Club

TriCity Pavilion set to open near Vancouver

Photo: Conrad Brown
Photo: Conrad Brown

Marcon, in partnership with QuadReal Property Group, have announced the official grand opening of TriCity Pavilion (2968 Christmas Way) on July 12 in Coquitlam, near Vancouver.

The community-first concept introduces the Tri-Cities’ first-ever locations of two celebrated Vancouver hospitality brands: Nemesis and Gigi’s. Nemesis will soft open on June 14, with Gigi’s by Ask for Luigi to follow on June 24.

Nic Paolella
Nic Paolella

“TriCity Pavilion is designed to reflect the energy of the future TriCity Central community we’re building – a living expression of what’s to come,” explains Nic Paolella, Executive Vice President at Marcon. “We’re excited to officially open our doors. Nemesis and Kitchen Table Group are two of Vancouver’s most forward-thinking culinary brands, and their partnership helps set the stage for the vibrant, community-focused future we envision for the Tri-Cities.”

TriCity Pavilion is the third of its kind following Port Moody and Surrey, which together have already welcomed more than 250,000 guests. Spanning 12,000 square feet, the Pavilion acts as a living preview of the future TriCity Central development, bringing people together through innovative design, cultural programming, and culinary talents.

Nemesis. Photo: Conrad Brown
Nemesis. Photo: Conrad Brown

Nemesis said it is bringing its signature hospitality-driven coffee culture to the Tri-Cities for the first time. This new location continues the brand’s mission of “coffee creating culture” and will feature curated music, excellent coffee, elevated brunch, and pastries by its bakery division, Dope Bakehouse. Guests will find favourites, such as the Cornflake Cookie, Pistachio Swirl, and the Mortadella Supreme on the menu, as well as Bodega Sando (brioche bun, avo or bacon, fried egg, Swiss cheese, cajun aioli), Avocado Toast (pea smash, frisee, radish, burnt leek herb oil), and a BLT (smoked garlic aioli, maple glazed bacon, frisee, ciabatta). There will be seasonal summer features to come, in addition to a forthcoming cocktail program. 

The 2,300-square-foot space includes seating for 50 inside and select patio seating outside. The interior was collectively designed by Nemesis’s creative team and Marcon’s in-house Design Studio: light-filled with greenery, large speaker and vinyl record accents, and complementary seating, all anchored by a large central bar, creating fluidity between baristas, bakers, chefs, and coffee lovers, it said.

Jess Reno (Community | 102+Park by Marcon)
Jess Reno (Community | 102+Park by Marcon)

“Nemesis TriCity has been years in the making – it’s been amazing to see the space come to life,” says Jess Reno, Founder and CEO, Nemesis. “We can’t wait to open what will be our fifth Nemesis, but our first location in the Tri-Cities.”

Nemesis TriCity will be open Monday to Friday, from 8 a.m. to 7 p.m. and Saturday to Sunday, from 9 a.m. to 7 p.m.

Gigi’s is the newest concept from the award-winning Kitchen Table Group. A sibling to the MICHELIN Guide-recommended Ask for Luigi, Gigi’s is a love letter to sun-soaked summers in Italy – where grandfather Luigi (affectionately known as Gigi) brought family and friends together on the farm, slicing prosciutto in the cantina, pouring wine, and hosting long evening dinners filled with homemade pasta, grilled meats,  and stories shared between bites and bursts of laughter.

Gigi. Photo: Conrad Brown
Gigi. Photo: Conrad Brown

The menu, by Top Chef Canada winner and Culinary Director Chanthy Yen, alongside Head Chef Lloyd Taganahan, is very much an everyday Italian dining experience. Highlights include a burrata bar, housemade pasta, and Italian-style pizza, said the company.

At 4,800 square feet, Gigi’s features 133 seats, including its central island bar and outdoor patio. Living plants and flora surround the dining room, alongside family photos, giving the space a true living room feel. An Italian bar on the second level, named Bar Lucia, is forthcoming. The space was designed by Marcon’s internal Design Studio, taking TriCity Pavilion’s larger architectural language by internationally-acclaimed landscape architect Paul Sangha into consideration, added the company.

“Gigi’s is about the deep connections food can create,” said Jennifer Rossi, Co-Founder of Kitchen Table Group. “Every detail in the restaurant was thoughtfully considered – from the photos on the wall, banquet seating, to the hand-stitched signage at the check-in desk. As with each and every Kitchen Table Group location, Gigi’s is unique on its own, and we’re thrilled to be opening our first location in the Tri-Cities.”

TriCity Central is a future mixed-use community development by Marcon and QuadReal. Adjacent to Coquitlam’s major mobility hub – including the Millennium Line, West Coast Express, and regional bus loop – TriCity Central will feature more than 4,000 homes, parks, retail, office space, and cultural programming that cultivates shared experiences. 

“TriCity Pavilion is a purpose-built destination and a tangible expression of what’s to come at TriCity Central,” added Paolella. “In partnership with QuadReal Property Group, we hope to bring a new era of downtown living to the Tri-Cities.”

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Canadian Retail News From Around The Web For June 19, 2025

Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.

Lululemon Athletica cutting 150 corporate jobs as part of organizational changes (The Canadian Press)

‘I want to achieve something big’: Billionaire mall owner Weihong Liu reveals plans for old Hudson’s Bay leases
(Toronto Star)

B.C. mall owner says she wanted to run stores more than she wanted Bay trademarks (The Canadian Press)

Retail bankruptcies rising in Canada as post-COVID pressures persists (CP24)

Hudson’s Bay to change its name, landlords express ‘concern’ over lease deal (Globe & Mail / paywall)

Most Canadian grocers flunk seafood transparency test, finds report (Pique)

Lisa Corbo: One of Toronto’s top 10 influencers of 2025 (Toronto Star)

CLOSURE: 30 more Beer Store locations to shut down this summer in Ontario (InSauga)

Time capsule inside St. Albert Hudson’s Bay store donated to local museum (Global)

The Home Front: Vancouver brand Sundays’ retail footprint continues to expand (Vancouver Sun)

Simons to host job fairs in Toronto next month ahead of two new store openings (Toronot.com)

Transit-oriented community for 6,000 residents at Capilano Mall redevelopment | Urbanized

Toronto Pearson gets retail boost with new Dufry store (DFNI)

Cumberland Terrace Farewell Tour Ahead of Closure

Cumberland Terrace in Toronto (Bay Street entrance). Photo: Triovest

A piece of Toronto’s retail past is preparing for its final goodbye. Cumberland Terrace, the 50+ year-old shopping centre in Toronto’s Bloor-Yorkville neighbourhood, will officially shut its doors by the end of June. As tenants move out and interior corridors are boarded up, a farewell tour hosted by Liminal Assembly on Saturday, June 21, will offer the public one last opportunity to walk its aging halls and reflect on its unique place in the city’s urban fabric.

“We’re expecting hundreds of people to come and have one last busy day at Cumberland Terrace,” said Aryeh Bookbinder, founder of Liminal Assembly, in an interview with Retail Insider. “It was one of the first revolutionary stroll malls. You could go there on a date, take a walk, or bring the family. It was upscale in its day, and more recently, beloved by the local community, students at Jesse Ketchum, and office workers for its food court.”

A Living Memory of 1980s Toronto

The event, which Bookbinder describes as a re-creation of a 1980s mall day, will feature packed hallways, emotional reunions with longtime tenants, and the opportunity to buy from small businesses facing their final days.

Aryeh Bookbinder

“Let’s fill it with shoulder-to-shoulder traffic. Let’s get lineups outside of some of our favourite stores and see smiles on these vendors’ faces during such an emotional time,” Bookbinder said.

Over the decades, Cumberland Terrace became an unassuming but cherished part of downtown Toronto. While it may not have carried the prestige of nearby luxury retailers, the mall was a daily destination for thousands. Its lower level was especially known for its eclectic food offerings—mostly independent, family-run restaurants.

“People still remember spots like Roasty Jack, Metropolis Café, and Salad Days,” Bookbinder said. “They weren’t chains, and they were deeply rooted in the community. That kind of character is hard to find today.”

Asian Arts store at Cumberland Terrace in Toronto. Photo provided by Liminal Assembly

Tenants Face Retirement, Relocation

With just weeks left before vacating, tenants are rushing to either wind down or find new spaces. According to Bookbinder, some are planning to retire altogether.

“The owner of Asian Arts and the gentleman who runs BM Framing are both retiring,” he said. “The tailor on the first floor is also likely to retire.”

Others, like 360 Law, are searching for office space. Meanwhile, Bead Dazzled—a beloved boutique that has operated in the mall for years—is debating its future.

“They’re hoping someone will come in on the 21st and buy the entire inventory,” said Bookbinder. “If not, they’ll need to find a space quickly. But with so much small inventory—beads, materials—it’s going to be a challenge.”

Former Druxy’s at Cumberland Terrace. Historical photo provided by Liminal Assembly

A Nostalgic Send-Off With Purpose

Liminal Assembly, known for its immersive events in so-called “liminal spaces,” is encouraging attendees not just to reminisce but to support the mall’s remaining tenants.

“I want to redirect people’s desire to ‘take home a piece of Cumberland Terrace’ away from vandalism like chipping off tiles,” Bookbinder explained. “Buy from the stores. Support the business owners. Help them retire with dignity.”

To commemorate the event and support its organization, Liminal Assembly will sell a limited-edition poster and tote bag. The poster is a detailed homage to the mall’s history, featuring rare and often unseen archival photographs, including a shot of Druxy’s Famous Deli and vintage mall renderings.

“It includes the different stages of the mall, how it evolved, and what’s coming next. Some of the images haven’t been seen by the public before,” said Bookbinder. “It’s our way of letting people take home a piece of history, without harming the space.”

The commemorative items can be purchased via Eventbrite with an RSVP to the event.

Cumberland Terrace commemorative poster. Image: Liminal Assembly

What Comes Next for Cumberland Terrace?

Opened in 1974, Cumberland Terrace was once a modern marvel of midtown Toronto retail, nestled between the Mink Mile and the Bay-Bloor corridor. It offered underground access to the subway, a protected pedestrian experience, and a convenient location. But over the past two decades, it declined into what urbanists have termed a “dead mall”—a retail complex in slow decay despite its central location.

Redevelopment has long been in the works. As early as 2001, a 34-storey residential proposal was awarded and praised but ultimately shelved. “They said they were going to sit on it,” Bookbinder recalled. “It was mostly townhouses then, and it looked like they were making use of the existing structure.”

Today, new plans appear to be advancing. Walls are going up inside the shopping centre to create construction corridors. Although not all tenants have been publicly informed of final plans, sources indicate that redevelopment will likely include residential towers, street-facing retail, and potentially a public plaza.

In more vibrant times, Cumberland Terrace had white picket fences in the shopping centre. Image provided by Liminal Assembly

Liminal Assembly’s Mission: Honouring What’s Lost

Liminal Assembly has become a powerful force in Toronto’s cultural scene, offering walking and bus tours of what Bookbinder describes as “spaces between what was and what’s next.” Past tours have included PATH corridors, suburban plazas, and other transitional environments, often evoking nostalgia, eeriness, and emotion.

“We don’t visit landmarks,” said Bookbinder. “We visit places that you wouldn’t normally think of as destinations—corridors, walkways, buildings that are fading into memory.”

Their first event at Cumberland Terrace took place in March 2025 and sold out quickly. It brought renewed attention to the mall’s dwindling presence and prompted many to share memories and photos online.

1970s ad for Cumberland Terrace. Image provided by Liminal Assembly

A Moment to Remember—and Let Go

As June 21 approaches, Bookbinder hopes the community will come out not only to remember but to be part of a moment of transition. “It’s not just a mall that’s closing. It’s a space that holds decades of stories—first jobs, lunch breaks, family outings,” he said.

“I hope people will see this as an opportunity to say goodbye in a meaningful way. It’s easy to forget places like Cumberland Terrace when they’re gone, but for so many, it was part of everyday life.”

He then added, “And if you’re going to take anything home, let it be something from a local store. Or one of our posters. That way you’re helping preserve the memory while supporting the people who made the space what it was.”

Eventbrite Link

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Kevito Group names Trinh Tham Chief Executive Officer

Trinh Tham
Trinh Tham

Kevito Group, owner and master franchisee of Chatime and Bake Code in Canada, announced Wednesday the appointment of Trinh Tham as Chief Executive Officer for Chatime & Bake Code, effective immediately.

Trinh Tham
Trinh Tham

Kevito said co-founders Kenton Chan and Thomas Wong will continue to lead new business development and strategic growth initiatives, advancing their vision of introducing innovative culinary experiences to the Canadian market.

“Recognized as industry pioneers, Chan and Wong brought Chatime to Canada in 2011, launching the country’s first global bubble tea chain. Under their leadership, Chatime has expanded to over 100 locations nationwide, becoming one of Canada’s largest and fastest-growing bubble tea franchises,” said the brand in a news release.

“With more than 25 years of senior leadership experience at iconic Canadian brands including Tim Hortons, Loblaws, Sobeys and Harry Rosen, Tham has earned a reputation for building high‐performance teams and delivering breakthrough consumer experiences. Her appointment signals Kevito Group’s commitment to accelerating menu innovation, strengthening its national franchise system and elevating the customer journey across all touchpoints.

Kenton Chan
Kenton Chan

“Trinh is a results-driven leader with a clear vision for the future of Chatime and Bake Code,” said Chan. “Her deep experience in brand building, operational excellence, and digital transformation – combined with an unwavering focus on innovation and franchisee success – makes her the right person to lead us into this next phase of growth. We’re excited for what’s ahead.”

Under Tham’s leadership, Kevito Group said it will continue its category-defining product innovation programs, responsible for fan favourites such as Chatime’s Brown Sugar Pearl Crema Milk Tea and Bake Code’s Molten Salted Egg Croissant, to bring even more seasonal beverages and globally inspired flavours to market at an accelerated pace. This includes sourcing high-quality ingredients, such as premium-grade matcha from various regions across Japan, to ensure every product meets the brand’s uncompromising standards for taste and consistency.

Tham will also lead efforts to enhance support for franchise partners, focusing on training, marketing tools, and operational guidance that align with Kevito Group’s standards and growth ambitions, it said.

Recognizing that today’s guests crave both convenience and connection, Kevito Group said it plans to evolve its customer engagement strategy by improving service consistency, enhancing its newly re-launched loyalty program to deliver more value back to customers, and refining store design and branding to reflect its Asian roots and relevance to Canadian communities.

“Chatime has helped expand Asian food culture through bubble tea in Canada, and I believe we’re just getting started,” said Tham. “There’s an exciting opportunity to continue redefining what modern Asian beverage and food experiences can look like. I’m thrilled to work alongside our passionate team and entrepreneurial franchise partners to create memorable, modern experiences that reflect the richness of our brand and the communities we serve.”

Founded in 2011, Kevito Group is a Toronto-based leader in the Canadian quick-serve restaurant (QSR) industry. The company operates a diverse portfolio of brands including Chatime Canada, Bake Code Bakery & Cafe, and Atealier by Chatime, with a combined footprint of 100 locations nationwide.

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Ruby Liu Unveils Vision to Reinvent Canadian Retail

Link CentralWalk in Shenzhen, China. Ruby Liu sold the shopping centre to a Hong Kong REIT in 2019 for $1.25 billion USD. Photo: Link CentralWalk

As Canada’s retail sector navigates uncertainty and reinvention, a bold new voice has entered the conversation with an ambitious vision for its future. Ruby Liu, Chairwoman of Central Walk and the entrepreneur behind a proposed new department store chain that bears her name, is preparing to reshape Canadian retail by rethinking what a store can be — merging retail, entertainment, food, and culture into one dynamic destination.

In an exclusive interview with Retail Insider conducted in Mandarin and translated by Linda Qin, CEO of Central Walk, Liu shared her philosophy on retail, the importance of experiential shopping, and her belief that Canada must draw from successful Asian retail models to reinvigorate its outdated shopping environments.

From Mall Operator to Visionary Retailer

Liu’s influence in Canadian retail has already taken root. Central Walk currently owns and operates three major shopping centres in British Columbia — Mayfair Shopping Centre in Victoria, Woodgrove Centre in Nanaimo, and Tsawwassen Mills near Vancouver. Under her direction, these centres have experienced revitalization, especially Tsawwassen Mills, which has undergone a transformation through the introduction of innovative entertainment and community engagement programming.

Weihong (Ruby) Liu at Toronto’s Yorkdale Shopping Centre on June 16, 2025. Photo: Craig Patterson

“Tsawwassen Mills is located in a town with just 30,000 residents, and even with a wider surrounding area, we’re talking about a population of roughly 110,000,” Liu explained. “It’s not an easy place to succeed. But we’ve brought in entertainment, new ideas, and created reasons for people from an hour away to visit. That’s how we know this model works.”

This track record forms the foundation for Liu’s next major undertaking — the launch of a department store chain named Ruby Liu. She has submitted a bid to acquire 28 former Hudson’s Bay store locations, with final court and landlord approvals pending. While the specifics of the stores cannot yet be disclosed, Liu was eager to outline her broader vision for the Canadian retail landscape.

A New Retail Model for a New Generation

“Canadian consumers have been exhausted,” Liu said. “They go to different shopping malls, and everything looks the same. There are no unique experiences, no meaningful marketing promotions or events. The whole system lacks creativity.”

Liu believes that the next generation of Canadian retail must break from convention and follow more innovative international examples — particularly those found in Japan. “Japanese department stores are leading the way in attracting people back to physical retail,” she said. “They have events, educational sections, pop-up stores, and endless fresh ideas that draw people in.”

In contrast, Liu views the Chinese market as having gone too far into the digital realm. “China has pushed e-commerce very hard. It’s a powerful system, but it removes the human connection,” she explained. “Japan has found the balance, and that’s what we want to replicate and improve upon.”

Isetan department store in Tokyo’s Shinjuku district. The single store sells over USD $2 billion annually. Photo: Japan Shopping Now

Challenging the Doubters

Some landlords and industry observers have questioned Liu’s qualifications, particularly as she lacks a traditional retail background. But she dismisses those doubts with conviction.

“Success doesn’t always come from formal training,” she said. “Look at people like Elon Musk — they succeeded by understanding people and thinking differently. I know consumer behaviour inside and out. I know what works.”

She continued, “If we can transform a place like Tsawwassen Mills, imagine what we can do in prime city centre locations. All of the former Hudson’s Bay locations we’re looking at are in major urban areas. If we made it work in a small town, we can absolutely thrive in these markets.”

Renderings of TM Wonder, a new multicultural food hall that will be opening at Tsawwassen Mills. Image: Central Walk

Engaging the Z Generation

Liu is particularly focused on connecting with Gen Z consumers, who she feels have been overlooked by traditional Canadian retailers.

“Younger consumers aren’t interested in luxury finishes or expensive-looking stores. They want excitement, creativity, events, and experiences that matter to them,” she said. “They’re interested in things like cosplay, pop-ups, robotics, and technology.”

She cited examples seen abroad, such as retail spaces where young people can climb walls, interact with robotic arms, or engage in short-term flash installations. “Once the event ends, the crowd disappears,” Liu noted. “So we need continuous programming that keeps people coming back.”

She envisions central stages in department stores where year-round events and performances could take place — from youth art exhibitions to dance showcases and seasonal celebrations. “We’ll work with young talent, with community partners, and even with local governments to make it happen,” she said. “This isn’t just retail — it’s culture and community building.”

Labubu dolls, image: Pop Mart

Inspirations: Pop Mart, Labubu, and Emotional Shopping

Liu also praised contemporary Asian brands like Pop Mart and Labubu, which have gained cult-like followings for their emotionally engaging collectibles and characters.

“Even though young people spend a lot of time online, they still need emotional support,” Liu said. “You can’t just hold your phone 365 days a year. Toys and dolls can offer comfort, help release stress, and give people a sense of companionship.”

Retail, she believes, needs to embrace that emotional connection. “It’s not just about what people buy — it’s how the experience makes them feel.”

The Evolution of Kids’ Play

Entertainment for children is another major pillar of Liu’s vision. “We’re developing version 2.0 of kids’ areas,” she said. “It’s not just about fun anymore — it’s also about education.”

Drawing inspiration from global concepts like KidZania, Liu aims to integrate immersive play environments where children can learn real-world skills by role-playing as doctors, firefighters, bankers, or pilots. “It’s a platform for kids to discover their passions and gain confidence. It’s something that can bring parents, educators, and governments on board.”

A Press Conference on the Horizon

While Liu cannot yet share final plans for her new stores, she intends to host an intimate press conference in Toronto on the afternoon of June 23 — the day of court proceedings related to the acquisition of the former Hudson’s Bay locations.

The event will provide an opportunity to further discuss her retail philosophy and field questions from Canadian media. 

“On that day, we’ll speak more about how to get younger generations out of their rooms, off their phones, and into the real world,” Liu said. “Our mission is to build something that excites and inspires people to come together again.”

Rendering of a Ruby Liu store at Coquitlam Centre. Image: Ruby Liu

The Path Forward

Liu expects that once her court bid is approved, her stores could begin opening within three to six months, depending on the condition of each space. 

While she remains cautious not to divulge specific store concepts until official approval is granted, Liu is confident that her approach — grounded in entertainment, education, and emotional connection — will offer a fresh alternative in Canada’s retail landscape.

“We don’t need to look backward,” she said. “We need to look forward — to build something that belongs to this new generation.”

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Clutch launches 1st permanent customer hub in CF Markville Mall (Photos)

Photo: Clutch
Photo: Clutch

Clutch, Canada’s fastest-growing online used car retailer, has opened its first Customer Hub inside Cadillac Fairview’s Markville Mall (5000 Hwy 7, Markham, ON).

This opening marks a significant milestone in Clutch’s mission to make buying and selling pre-owned cars easier, more convenient, and more accessible for all Canadians, said the company.

Dan Park
Dan Park

“This space is about giving our customers more choice and flexibility,” said Dan Park, CEO of Clutch. “While most of our customers love the ease of buying a car entirely online, some value having a physical space where they can interact with our team. Our new Customer Hub brings the best of both worlds together, and is a place where technology and human connection meet.

“This Customer Hub at CF Markville Mall puts us closer to our customers, making it easier and more convenient for Canadians to buy and sell vehicles. The new location brings Clutch’s trusted, tech-powered experience directly into a popular retail environment, offering unparalleled convenience, speed, and flexibility.

“Clutch’s Instant Cash Offer provides customers with a firm, no-haggle offer to buy their vehicle in minutes. Customers can drop off their vehicle at the Hub or schedule a home pickup, creating a seamless path from online valuation to final transaction. It’s fast, hassle-free, and built entirely around the customer.

“This launch marks a major milestone in Clutch’s mission to reinvent the car ownership experience – removing friction, building trust, and making it easy to transact on your terms.”

Photo: Clutch
Photo: Clutch

Park said CF Markville is just the beginning.

“Clutch is building a network of Customer Hubs across Canada to complement its powerful online platform and extend its reach from coast to coast. Ultimately, Clutch wants to deliver a true omni-channel experience where customers are dictating how, when, and where to buy and sell a vehicle,” he said. 

“Each location will deliver the same high-quality, customer-first experience Canadians have come to expect, whether they’re accepting an Instant Cash Offer or shopping for their next vehicle. The future is all about choice: digital convenience backed by real-world access, nationwide.”

Strategically located in one of the Greater Toronto Area’s busiest shopping centres, this inaugural Customer Hub will serve as a dedicated pick-up and drop-off point for customers buying or selling through Clutch.ca. It offers a physical touchpoint in an otherwise digital-first experience, bridging the gap between online convenience and in-person service, explained the company.

Photo: Clutch
Photo: Clutch

Services Offered Include:

  • Convenient Pick-Up and Drop-Off: This location will serve as a centralized hub for customers to pick up or drop off vehicles purchased or sold through Clutch.ca, streamlining the handoff experience.
  • On-Site Support from Clutch Experts: Friendly and knowledgeable Clutch experts will be available on-site to facilitate vehicle hand-offs and ensure a smooth and seamless experience.
  • Guided Digital Shopping: Customers can browse Clutch’s full online inventory using dedicated in-store computers, with staff available to assist in navigating listings, comparing vehicles, and answering any product-related questions.
  • Customer Education and Guidance: Clutch experts will provide in-person guidance on the digital car-buying process.

Founded in 2016, Clutch is Canada’s leading online retailer for pre-owned vehicles.

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Tsawwassen Mills Transforms Under Central Walk’s Vision

Tsawwassen Mills in South Delta, BC. Photo: Central Walk

Tsawwassen Mills, located on Tsawwassen First Nation land in Delta, British Columbia, has undergone a remarkable transformation since being acquired by Central Walk in May 2022. Under the leadership of Weihong (Ruby) Liu, Chairwoman of Central Walk, and Linda Qin, CEO of Central Walk, the shopping centre has shifted from a traditional outlet model to an ambitious, multi-functional destination blending retail, culture, entertainment, and community engagement.

“We focus on community service. We focus on family and kids. We focus on promoting the mall and helping our tenants to thrive,” said Qin in an exclusive interview.

The 1.2 million-square-foot centre, originally developed by Ivanhoé Cambridge for $600 million, now houses around 200 tenants including Bass Pro Shops. However, Central Walk has added significant experiential elements to revitalize the property and attract a broader demographic.

Entrance 3 at Tswwassen Mills. Image: Central Walk

Family-Friendly Entertainment Anchors the Revamp

One of the standout additions is Flyoland, a 30,000-square-foot children’s playground. “It’s become a hotspot for families,” Qin explained.

Adding to the entertainment roster is the newly introduced 5D cinema, which offers an immersive experience not commonly found in Canada. “This must be the first one in Canada,” Qin noted. “It’s fun, family-oriented, and a hotspot for entertainment.”

Beyond these attractions, Central Walk is preparing to unveil an Emoji-themed play area designed to serve as a photo-friendly, creative space for children. “It will be a hub where people can take pictures and enjoy a very unique vibe,” Qin added.

Tsawwassen Mills Shopping Centre. Image: Central Walk

Permanent Stage and Cultural Programming

Another key initiative includes a permanent stage space at Entrance 3. “Ms. Liu is willing to sacrifice about 7,000 to 8,000 square feet of retail area to create a permanent stage for cultural and community events,” Qin shared. This stage will host a variety of performances and events, from fashion shows to multicultural celebrations.

Michael Zhang, General Manager of Grand Commercial Management, an affiliate of Central Walk, emphasized the importance of these entertainment and cultural additions. “We want to make this a one-stop suburban destination for the whole family,” Zhang said.

Aerial view of Tsawwassen Mills. Photo Associated Engineering & Associated Environmental

Honouring Indigenous Culture with Tourism Initiatives

Central Walk is also working closely with Tsawwassen First Nation to honour local Indigenous culture. Plans include the installation of totem poles, educational signage, and an enclosed street space featuring Indigenous art and storytelling elements.

“We want to build a tourism hotspot that educates both locals and tourists about the rich First Nations history and culture,” Qin explained. “By next June, we plan to have a major celebration to inaugurate this cultural area.”

Zhang elaborated further: “We are working with TFN leadership to ensure the cultural installations are authentic and meaningful. It’s our way of showing respect and creating a learning experience for visitors.”

Tsawwassen Mills Food Court. Image: Central Walk

Asian Fusion Food Hall: TM Wonder

Perhaps one of the most ambitious projects underway is a 24,000-square-foot Asian fusion food hall named TM Wonder. Inspired by similar developments in Asia such as Thailand’s Iconsiam, TM Wonder is designed to be more than just a food court.

“What we want is to create a higher customer satisfaction level,” Zhang said. “We looked at our changing demographics, with increased populations of Indian, Chinese, and Korean customers, and decided to create a food and entertainment space that reflects this multicultural makeup.”

Rendering of TM Wonder, a new multicultural food hall concept opening at Tsawwassen Mills. Image: Central Walk

The space will include 18 kiosks and CRUs (commercial retail units), a central bar, and live entertainment with stages for performances like jazz, classical music, DJs, and weekend theme markets. “Every weekend will feel different,” Zhang explained. “We want people to explore new foods and cultures each time they visit.”

The ability to extend operational hours thanks to independent exterior entrances is also a key differentiator. “Food courts inside malls often have to close when the mall closes,” Zhang noted. “TM Wonder will be able to stay open later, creating more opportunities for social dining and entertainment.”

Rendering of TM Wonder, a new multicultural food hall concept opening at Tsawwassen Mills. Image: Central Walk
Rendering of TM Wonder, a new multicultural food hall concept opening at Tsawwassen Mills. Image: Central Walk

Tenant Mix Expands as Leasing Accelerates

Central Walk continues to attract new tenants to the property. Zhang confirmed that discussions are ongoing with major grocery retailers, as well as Japanese fashion powerhouse. 

Additionally, the former Saks OFF 5TH space is being eyed for potential conversion into a large-format supermarket, thanks to its ideal layout with independent truck access.

Other new tenants include popular brand Lee’s Donuts, expected to open by September, adding another family-friendly element to the growing food and beverage lineup.

Rendering of TM Wonder, a new multicultural food hall concept opening at Tsawwassen Mills. Image: Central Walk

Pickleball and Outdoor Event Space

Beyond the mall interior, Central Walk is investing in outdoor facilities to further broaden its appeal. A new pickleball venue is being constructed in the parking lot between Entrances 3 and 4. “We signed a contract with the pickleball association of B.C. to build a venue that will host provincial competitions,” Qin revealed.

“That alone could bring an additional million visitors to the property each year,” she added.

Foot Traffic Growth and Revenue Impact

The results of these investments have been impressive. “When we acquired the property in 2022, annual foot traffic was around 4.2 million. By 2023, it had grown to 4.8 million, and in 2024 we expect it to surpass 5.6 million,” Zhang detailed.

“Even as other malls experience flat or declining traffic, ours continues to grow year-over-year,” he noted.

The entertainment and experiential offerings play a critical role in this success. “As a landlord, we see these tenants as traffic drivers,” Zhang explained. “They give families a reason to visit on weekends, which in turn benefits the retailers.”

While entertainment-focused tenants often pay lower rent than traditional retailers, Zhang noted that the value they bring to the overall property far outweighs the lower rental income. “They attract crowds, and when people come for entertainment, they often stay longer and spend more across the mall.”

Rendering of a fashion area in the new Ruby Liu department store. Image: Ruby Liu

Foreshadowing Ruby Liu’s Department Store Vision

The innovations at Tsawwassen Mills may offer a preview of what Ruby Liu has planned for her forthcoming department store chain. After acquiring 28 former Hudson’s Bay leases across British Columbia, Alberta, and Ontario, Liu aims to reinvent the department store concept with a strong experiential and community focus.

“We want to create inclusive, multifunctional hubs that serve families, promote active lifestyles, and provide meaningful engagement for youth,” Liu previously said in a press release.

Zhang noted that the thinking behind TM Wonder and other experiential elements aligns closely with Liu’s broader retail philosophy: “It’s about creating places where people want to gather, explore, and spend time.”

Looking Ahead

For Central Walk, Tsawwassen Mills represents not just a successful retail project but a living laboratory for new ideas in the Canadian market. “We have faced challenges since the grand opening years ago, but with these out-of-the-box approaches, we are finding our own way in a challenging economic environment,” Zhang concluded.

With continued investments in culture, entertainment, food, and community engagement, Tsawwassen Mills stands as a powerful example of how shopping centres can evolve into vibrant suburban destinations—and perhaps a blueprint for Ruby Liu’s bold new retail ambitions across Canada.

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