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KingSett acquires stake in CF Masonville Place

By
Craig Patterson
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CF Masonville Place in London, ON. Image: Cadillac Fairview

KingSett Capital, one of Canada’s most prominent private equity real estate investment firms, has announced that its KingSett Growth LP8 Fund has acquired a 50 per cent co-ownership interest in CF Masonville Place, a 650,000-square-foot regional shopping centre in London, Ontario.

The transaction is part of KingSett’s ongoing strategy of targeting premium retail and mixed-use properties across the country. For CF Masonville Place, it brings another major institutional owner alongside Cadillac Fairview, which developed and continues to manage the property.

The acquisition is part of the Growth Fund’s mandate to deliver sustainable income while also creating long-term value opportunities. “This investment reflects our focus on properties that are both financially strong and strategically positioned in their markets,” said KingSett Capital in the announcement.

CF Masonville Place (Image: Cadillac Fairview)

KingSett Growth LP8: A $2 Billion Platform

The co-ownership stake in CF Masonville Place comes less than three years after the launch of KingSett’s eighth Growth LP fund, known as LP8. Introduced in August 2022, LP8 secured $2 billion in equity commitments, marking one of the largest fundraising rounds in KingSett’s history.

The Growth LP funds are designed as closed-end vehicles that focus on acquiring, developing, repositioning, and actively managing Canadian real estate assets. KingSett has built a reputation for delivering risk-weighted returns through these strategies, attracting both institutional investors and ultra-high-net-worth individuals.

Across its various Growth funds, KingSett has raised more than $12 billion in equity since the company’s founding in 2002. Its assets under management have grown to exceed $18 billion, highlighting its role as a leading player in Canadian real estate private equity.

CF Masonville Place in London, ON. Image: Cadillac Fairview

KingSett’s Broader Retail Strategy

The acquisition at CF Masonville Place strengthens KingSett’s existing retail portfolio, which includes several notable shopping centres across Canada. The firm’s approach has often involved acquiring assets with repositioning potential, undertaking significant upgrades, and in some cases divesting mature properties after enhancing their value.

KingSett Capital acquired Ivanhoe Cambridge’s 50% stake in Bayshore Shopping Centre in 2022, becoming the sole owner at that time. As of 2025, KingSett retains a 75% interest while TD Asset Management holds the remaining 25%. Bayshore is one of Ottawa’s top shopping malls and has benefited from major reinvestment and redevelopment initiatives, including a $200-million expansion and ongoing densification plans adjacent to the property.

Other assets in the past have included Burlington Centre in Ontario and Midtown in Saskatoon, both of which feature strong regional retail draws. KingSett also owned Westmount Shopping Centre in London, which was sold in 2025 to Farhi Holdings Corp. for approximately $40 million, part of its selective capital recycling strategy.

In addition, KingSett has pursued mixed-use acquisitions with retail components, such as the 2025 purchase of Vancouver’s Pender Place office towers, which are connected to CF Pacific Centre, the largest shopping centre in British Columbia.

CF Masonville Place (Image: Cadillac Fairview)

Cadillac Fairview’s Role at CF Masonville Place

While KingSett acquires its new stake, Cadillac Fairview remains a key player as co-owner and operator of CF Masonville Place. Cadillac Fairview, wholly owned by the Ontario Teachers’ Pension Plan, is among the most influential landlords in Canadian retail. Its portfolio includes the country’s highest-performing malls, such as CF Toronto Eaton Centre, CF Pacific Centre in Vancouver, and CF Chinook Centre in Calgary.

Cadillac Fairview has a history of reinvesting heavily in its assets. At CF Masonville Place, the most significant upgrade came in 2016 with a $77 million redevelopment that transformed the former Sears space, added 13 new retailers, and modernized the mall’s interior. The renovation helped reinforce Masonville’s position as a dominant regional centre.

In recent years, CF Masonville Place has continued to evolve with new tenant additions, including Athleta, Specsavers, and Hillberg & Berk, along with expanded spaces for established brands like American Eagle and Bath & Body Works. The mall’s mix of fashion, lifestyle, dining, and entertainment offerings positions it as a hub for London and the surrounding region.

CF Masonville Place in London, ON. Image: Cadillac Fairview

CF Masonville Place: A Regional Powerhouse

Located at 1680 Richmond Street North in London, Ontario, CF Masonville Place is widely recognized as the region’s premier shopping destination. With more than 150 stores, the centre is anchored by key retailers including Apple, Zara, H&M, Nike, and Sport Chek.

Beyond shopping, the mall incorporates significant entertainment amenities such as a Cineplex SilverCity/IMAX theatre and The Rec Room, a large-scale dining and gaming venue. Its dining mix ranges from a large food court to sit-down restaurants such as The Keg.

The trade area surrounding Masonville includes more than 700,000 people, stretching well beyond London into neighbouring counties. The proximity to Western University further boosts foot traffic and reinforces the mall’s reputation as a draw for both students and local families.

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Tim Hortons Orange Sprinkle Donut supports Indigenous Groups

By
Mario Toneguzzi
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Tim Hortons at YOW (Rendering: YOW)

The Tim Hortons Orange Sprinkle Donut fundraising campaign has returned to restaurants across Canada, with 100 per cent of proceeds going to support Indigenous organizations.

Funds raised through this year’s campaign will be donated to the Orange Shirt Society, the Gord Downie & Chanie Wenjack Fund, the Indian Residential School Survivors Society (IRSSS), Ulnooweg Education Centre, and in Quebec, the New Pathways Foundation.

Hope Bagozzi
Hope Bagozzi

“We’re proud to mark the fifth year of the Tim Hortons Orange Sprinkle Donut campaign and to continue supporting Indigenous organizations,” said Hope Bagozzi, chief marketing officer for Tim Hortons.

The campaign was launched in 2021 by a group of Indigenous Tim Hortons restaurant owners and has raised more than $4.4 million to date. Last year’s initiative generated over $800,000.

“Thanks to the generosity of our guests and the dedication of Tims restaurant owners across Canada, last year’s Orange Sprinkle Donut campaign raised over $800,000 — a powerful demonstration of how we can all come together to help make a difference,” said Bagozzi.

Shannon Henderson, chief operating officer of the Orange Shirt Society, said the campaign represents more than a financial contribution.

“We are deeply moved by Tim Hortons continued dedication to the Orange Shirt Society through the Orange Sprinkle Donut campaign. Your generosity is more than a donation — it’s a powerful act of reconciliation and remembrance. These contributions help us sustain meaningful programs that uplift Indigenous voices, educate communities, and support healing across generations. Thank you for standing with us and helping ensure that Every Child Matters,” Henderson said.

Sarah Midanik
Sarah Midanik

Sarah Midanik, president and CEO of the Gord Downie & Chanie Wenjack Fund, noted the campaign’s support is helping expand its reach to educators across the country.

“With support from the Orange Sprinkle Donut campaign, the Gord Downie & Chanie Wenjack Fund is reaching more than 9,500 educators from coast to coast to coast through our Legacy Schools program, providing educators with the educational tools and resources they need to teach the true history of residential schools and celebrate the strength and diversity of Indigenous knowledge, languages, and cultures,” said Midanik. “This year, as we commemorate the 10th anniversary of the Truth and Reconciliation Commission’s Final Report and 94 Calls to Action, Tim Hortons continued support enables us to broaden our reach and create meaningful opportunities for educators and students to respond to the Calls to Action.”

Tim Hortons Orange Sprinkle Donut is back TODAY with 100% of proceeds donated to Indigenous organizations (CNW Group/Tim Hortons Advertising and Promo Fund (Canada) Inc.)
Angela White
Angela White

Angela White, executive director of the IRSSS, said demand for the organization’s services continues to grow.

“IRSSS is honoured to once again be a beneficiary of the Orange Sprinkle Donut campaign, and we are grateful to Tim Hortons and their guests across Canada for this generous support,” White said. “These contributions strengthen our ability to provide vital cultural, wellness, and crisis supports not only for Indian Residential School Survivors, but also for families living with the ongoing impacts of intergenerational trauma. The demand for our services continues to grow each year, and this partnership helps ensure we can reach more communities, including remote areas, with the healing resources they need today and for generations to come.”

Chris Googoo
Chris Googoo

Chris Googoo, chief operating officer of Ulnooweg Education Centre, said the support from Tim Hortons is helping build community connections for youth.

“Our partnership with Tim Hortons’ Orange Sprinkle Donut campaign helps us create spaces where Indigenous youth can grow together,” said Googoo. “These camps encourage confidence, culture, and connection, ensuring that Indigenous youth leave with stronger community ties and a brighter outlook for the future.”

Marie-Claude Cleary
Marie-Claude Cleary

Marie-Claude Cleary, general manager of the New Pathways Foundation, said the campaign continues to make a difference in Quebec communities.

“The New Pathways Foundation wishes to express its deep gratitude to the Tim Hortons family who, year after year, support First Nations youth with heart through this meaningful campaign,” Cleary said. “Thanks to this commitment, we are able to continue our mission and offer youth from First Nations communities in Quebec opportunities that truly match their dreams.”

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Odyssey Retail Advisors Expands into Canada with Veteran Team

By
Craig Patterson
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Luxury brands at the Yorkdale Shopping Centre in Toronto. Photo: Craig Patterson

Odyssey Retail Advisors, the New York-based real estate advisory firm specializing in luxury and contemporary retail, is making its first official move into Canada with the addition of a high-profile team of industry veterans. The expansion, which includes three Executive Vice Presidents and a Director, signals the company’s recognition of Canada as an important luxury and lifestyle retail market.

The new Canadian leadership team features Casdin Parr, David Bishop, and Ryan McCarthy as Executive Vice Presidents, alongside Lesia Czech as Director. Collectively, the four bring decades of experience representing some of the world’s most recognized luxury and fashion brands, as well as advising Canadian landlords and developers on key leasing initiatives.

Rich Johnson

“This is a pivotal step in Odyssey’s continued evolution as a global advisory platform,” said Rich Johnson, Principal at Odyssey Retail Advisors. “Casdin, David, and Ryan are widely respected for their deep client relationships, market expertise, and strategic thinking. Their presence enhances our ability to support clients in one of the most important luxury markets in North America.”

Building on Established Relationships

According to Johnson, the expansion into Canada was driven by long-standing relationships with trusted professionals. “Our expansion concept has always been driven by the people,” he said. “It’s about bringing together individuals who share our values and our culture. I’ve known Casdin for years, dating back to his Oxford Properties days, and we’ve relied on him as our go-to sounding board for anything Canadian.”

The move also comes with credibility in the form of Bishop’s unmatched transactional history and McCarthy’s cross-country advisory experience. “David’s reputation and experience is unparalleled, not only in Canada but also by many standards in the United States,” Johnson noted.

The Canadian Team

Casdin Parr

Casdin Parr: Parr joins Odyssey with more than 17 years of experience advising luxury and lifestyle retailers. He most recently served as Executive Vice President of Retail Advisory Services at JLL, where he represented brands such as Canada Goose, Nike, Sandro, Vuori, Kering, Richemont, and Ralph Lauren. Earlier in his career, Parr spearheaded leasing for a leading North American retail destination, introducing nearly two dozen international brands into Canada.

“The opportunity to join Odyssey felt like a natural next step,” said Parr. “The team has built a reputation for excellence and integrity that’s aligned with how we’ve always done business. We’re excited to bring that same level of insight and execution to clients navigating the Canadian retail market.”

David Bishop: With more than three decades of experience and over 3,000 transactions completed, Bishop is widely respected in the industry. He has held senior roles at JLL, Meridian Retail Group, and Northwest Atlantic, and is known for long-term client relationships and deep market expertise.

David Bishop

Ryan McCarthy: McCarthy specializes in tenant representation for national and international retailers. Formerly Senior Vice President and Broker of Record at JLL, he advised brands across Canada’s major markets and previously worked at Northwest Atlantic before its acquisition by JLL.

Lesia Czech: Czech brings a landlord-side perspective, having spent 15 years with Oxford Properties Group in property management and leasing. Most recently, she worked on Oxford’s National Mixed-Use and Urban portfolio. Her transition to Odyssey adds depth to the firm’s ability to balance landlord and tenant needs.

Canada as a Luxury Retail Market

For Odyssey, the Canadian retail landscape is particularly appealing because of its strength in luxury. Johnson emphasized that Canada’s entry barriers are relatively low compared to other countries, which makes it a natural next step for global brands.

Ryan McCarthy

“Toronto can support at least two luxury doors for most brands, and Vancouver remains a very strong one- to two-door market,” Johnson explained. “Montreal is more complex due to language requirements unless you are a French brand, but the overall opportunity remains significant.”

He also pointed to the excitement surrounding Vancouver’s Oakridge Park redevelopment and the recently completed Royalmount project in Montreal, both of which are drawing international attention.

Appetite for International Brands

Despite global market fluctuations, Parr observed that demand for retail space in Canada remains robust, particularly from international brands looking to enter the market.

“There is still a strong appetite for new entrants into the Canadian marketplace,” he said. “Inventory remains tight in the top retail corridors and shopping centres, much like in the United States. But every year, we typically see 15 to 20 international brands establishing themselves here, and I expect that to continue into 2026 and beyond.”

Lesia Czech

Odyssey’s presence in Canada will allow it to play a more direct role in facilitating these brand entries, providing both strategic advisement and transactional expertise.

A North American Network

Odyssey Retail Advisors has grown rapidly since its founding in 2019 by Johnson and Charlie Koniver, both former Kering executives, alongside Rick Strauss. In addition to its New York headquarters, the firm now has offices in Chicago, Miami, Los Angeles, and, with this latest move, Toronto. Each office is staffed with senior advisors who bring decades of local expertise.

The firm advises on a range of services including site identification, portfolio strategy, lease negotiations, and construction facilitation. In New York, Odyssey is actively involved in leasing Hudson Yards, while in Washington, D.C., it represents Heinz’s City Center development. Its New York team has focused on high streets such as Madison Avenue, Fifth Avenue, and SoHo, where the company works with leading luxury and lifestyle landlords.

Represented by Odyssey Retail Advisors: 100 Bloor St W in Toronto. Photo: Craig Patterson

Balancing Advisory and Brokerage

While Odyssey provides brokerage services, Johnson stressed that the firm sees itself foremost as an advisor. “When we started the company, we built it around the kind of advisement we wished we had when we were on the client side,” he said. “It’s about delivering fully informed strategies so retailers can make the right decisions about where to open stores and how to grow.”

Parr echoed that sentiment: “It’s less about the size of the team and more about maintaining a bespoke level of service. Odyssey is structured to be nimble while providing the depth that clients expect.”

Industry Outlook

Both Parr and Johnson believe Canada’s retail market will continue to attract international attention. “Luxury brands are looking at Toronto and Vancouver very strongly, sometimes even before they consider U.S. cities like Washington, D.C.,” Johnson said. “Canada offers both a growing local luxury consumer base and relative ease of operations compared to other countries.”

As Parr prepares to speak at the upcoming ICSC conference in Toronto, he underscored the optimism. “There’s excitement across the board. For us, it’s about joining like-minded, quality people and keeping clients at the centre of everything we do,” he said.

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Crown Cap grows global demand for Canadian-made hats

By
Mario Toneguzzi
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Photo: Crown Cap
Photo: Crown Cap

Canadian headwear and accessories maker Crown Cap is focusing on international growth while maintaining its commitment to domestic manufacturing, according to Vice-President Cole Leinburd.

Cole Leinburd
Cole Leinburd

“We’re based in Winnipeg,” said Leinburd in an interview. “About 40 to 45 per cent of our hat styles are made here in Winnipeg at our factory and head office.”

Founded in 1934, Crown Cap originally specialized in agricultural hats for farm and ranch workers on the Prairies. Leinburd said the company has since evolved to offer a wide range of styles and materials, including fur, shearling, leather, and fashion-oriented designs.

“We manufacture fall/winter hats, spring/summer hats, gloves, scarves, earmuffs, headbands, and quilted freezer jackets,” he said. “Those are proudly made in Winnipeg.”

Leinburd added that the company remains Canadian-owned and operated, with ownership passing to his father, Paul Leinburd, in 1987.

Photo: Crown Cap
Photo: Crown Cap

Crown Cap products are sold across Canada, the United States, Europe, and Japan. The company works with department stores, independent retailers, and e-commerce platforms, including its own website. It also manufactures private-label items for global brands and supplies products to police forces, military units and government agencies across Canada.

“Canada is still our number one market,” said Leinburd. “We’re in every province and every territory. Primarily the Prairies and Ontario, but Quebec is also a huge province for us.”

Leinburd said customer preferences vary by region, with lighter-weight hats more popular in British Columbia and specific cold-weather styles preferred in the Maritimes and Prairies.

While the company has considered opening a storefront, no concrete plans are in place.

“For now we’re focusing on our wholesale partners,” he said.

According to Leinburd, trends in headwear shift year by year, but some staples remain strong performers.

“We’ve noticed for the past few years, the bucket hats are very popular,” he said. “But the baseball hat is always the most popular. Everybody can wear it—men, women—it looks good on everybody.”

Crown Cap’s transition from male-focused designs to unisex styles has also expanded its customer base.

“A lot of our hat styles are unisex,” said Leinburd. “We’ve added different colours or fabrics to make styles more feminine.”

Photo: Crown Cap
Photo: Crown Cap

International markets, especially in Asia and Europe, are becoming an increasing focus.

“We’ve noticed there’s a demand,” said Leinburd. “People like Canadian-made products.”

Despite the company’s global growth, Crown Cap remains rooted in its Winnipeg origins.

“We’re very proud to continue to offer made-in-Canada products,” Leinburd said. “We’ve noticed an increase in demand since the pandemic to support local.”

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Photo: Crown Cap
Photo: Crown Cap
Photo: Crown Cap
Photo: Crown Cap
Photo: Crown Cap
Photo: Crown Cap
Photo: Crown Cap
Photo: Crown Cap
Photo: Crown Cap
Photo: Crown Cap

Quebec’s L’Oeufrier Chain Sold to Abbatiello Group

By
Lee Rivett
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Photo: L’Oeufrier

In Quebec, where the culture of breakfast has long blurred the line between necessity and indulgence, the sale of L’Oeufrier marks a new chapter. Abbatiello Group, the family-owned restaurant conglomerate based in Québec City, has acquired the 47-unit chain from La Büff Group for an undisclosed sum, adding another homegrown name to its rapidly expanding portfolio.

For Abbatiello, a company that has risen in less than a decade to become a force in Canadian dining, the move is as much symbolic as it is strategic. It places the Abbatiello siblings, the third generation to run the enterprise, in control of one of Quebec’s most beloved breakfast institutions, a brand known for its humour-laced menus and oversized plates of poutine and grilled cheese.

Founded in 1995 in Laval, L’Oeufrier has built an identity steeped in Quebec culture. Its menus, numbering more than 150 items, have long doubled as a kind of playful commentary on current events, with dishes named to wink at politics, celebrity gossip, or neighbourhood inside jokes.

Over the years, the chain has become a weekend ritual for many Quebec families, students, and workers, serving over four million customers annually. Its restaurants employ about 1,400 people and dot Montreal and its suburbs, each one designed to feel like part of the local fabric rather than a corporate outpost.

The brand’s character, known to be witty, abundant, and accessible, helped it stand out in a crowded breakfast market dominated by larger players like Cora or Ben & Florentine. In recent years, L’Oeufrier had doubled its store count, riding a wave of renewed enthusiasm for all-day breakfast dining. By the time of the sale, 60 new franchise applications were waiting in the wings.

Photo: L’Oeufrier

Abbatiello’s Expanding Ambitions

The Abbatiello Group, for its part, has become synonymous with rapid, family-driven expansion. After reviving the Pizza Salvatoré brand, founded in 1964, the five Abbatiello siblings parlayed that success into a broader holding company, now home to more than 130 restaurants. Their other banners include Jack Le Coq, a fried chicken concept, Topla!, a pasta-focused brand, and Crèmerie Chez Mamie, an ice cream chain.

Behind the restaurants sits a larger enterprise: real estate, construction, and franchise development firms all under the Abbatiello umbrella. This structure has allowed the family to scale quickly, building its own storefronts, supplying its franchisees, and leveraging digital tools like proprietary ordering apps.

The company has set a goal of 500 restaurants by 2029, a target that, if reached, would position it as one of Canada’s largest independent foodservice operators. The acquisition of L’Oeufrier pushes it closer to that benchmark while diversifying its portfolio beyond pizza and fast food.

Photo: L’Oeufrier

Balancing Growth and Identity

The Abbatiello Group acquires L’Oeufrier at a delicate moment for Canadian restaurants. Rising food costs, a tightening labour market, and shifting consumer habits have put pressure on operators large and small. Scale, executives argue, offers protection. But growth often comes at a cost: the risk of smoothing out a brand’s quirks in the pursuit of consistency.

L’Oeufrier’s distinctiveness lies precisely in its quirks — the cheeky menu names, the excess of cheese and potatoes, the neighbourhood feel of its dining rooms. Maintaining that personality while scaling will test the Abbatiello siblings’ ability to expand without diluting what drew customers in the first place.

Their success with Pizza Salvatoré offers some precedent. Once a modest Quebec brand, it has been transformed into a 105-location chain spanning four provinces, known for its mozzarella-stuffed crust and robust digital ordering. The challenge now is whether the same playbook can be adapted for a brunch chain with a very different cultural role.

Photo: L’Oeufrier

A Mirror of Quebec’s Breakfast Culture

Quebec’s affection for breakfast dining runs deeper. Brunch, in particular, has become both a culinary and social ritual. The rise of brands like Cora, Ben & Florentine, and now L’Oeufrier reflects a broader trend of indulgent, lingering breakfasts that blur into lunch.

For many, L’Oeufrier’s playful marketing and hearty plates have embodied that tradition. Its restaurants have functioned less as chain outlets than as neighbourhood haunts — places where locals see themselves reflected on the menu and in the humour lining the walls.

To place that brand under the wing of Abbatiello is to fold it into an empire that, while family-owned, is increasingly corporate in scale. It raises questions about how much of Quebec’s restaurant culture can remain independent as consolidation accelerates.

A Broader Consolidation Trend

The sale also illustrates a national trend. Across Canada, independent restaurant chains with strong regional identities are being swept up by larger holding groups. MTY Food Group and Recipe Unlimited, two of the country’s largest operators, have grown primarily through acquisitions, subsuming brands under centralized systems of supply and management.

Abbatiello, though smaller, is following a similar trajectory while emphasizing its independence. The family has rejected takeover bids from larger suitors, instead positioning itself as a Quebec-based alternative to corporate conglomerates. The purchase of L’Oeufrier reinforces that narrative, being a homegrown brand remaining in local hands, even as it becomes part of a larger portfolio.

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Stretch Zone opens first studio in Canada

By
Mario Toneguzzi
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Photo: Stretch Zone
Photo: Stretch Zone

 U.S.-based wellness franchise Stretch Zone has launched its first Canadian location, marking the brand’s official entry into the international market.

The new studio, located at 1898 Avenue Rd. in Toronto, is the company’s first outside the United States and represents a key milestone in its global growth strategy.

Stretch Zone, which specializes in practitioner-assisted stretching, has grown to more than 400 studios across the U.S. with no closures to date. The brand has reported a 58 per cent compound annual growth rate in recent years and expanded into 10 new states within a single year, doubling its footprint over an 18-month period.

Tony Zaccario
Tony Zaccario

“Our first international opening represents an exciting step forward for Stretch Zone as we introduce our innovative approach to flexibility and mobility to an international audience,” said Tony Zaccario, CEO of Stretch Zone. “Ontario is the first of many international markets we plan to serve, and we’re thrilled to bring the benefits of assisted stretching to this vibrant community.”

Zaccario said Canada was a natural choice for the company’s first global expansion, citing the country’s “strong focus on wellness, active living, and preventative health care.”

“Our long-term goal is to make practitioner-assisted stretching as common and accessible as personal training or chiropractic care,” he said. “This opening marks the beginning of a new chapter in our journey to elevate health and mobility for people around the world.”

The Toronto location is led by franchisees Joe Korman, Avie Roth and their partners, who say they are eager to introduce the concept to Canadian clients.

Photo: Stretch Zone
Photo: Stretch Zone

“We’re honoured to open the very first Stretch Zone in Canada and to share this incredible concept with our community,” said Korman. “From the moment we joined the system, we felt supported every step of the way. The brand’s proven model and dedicated leadership gave us the confidence to introduce this service to Canadians, and we’re excited to help people move better, recover faster, and feel their best.”

According to the company, Stretch Zone studios offer customized stretching programs in a professional environment designed to help improve mobility and overall wellness. The brand provides franchisees with real estate guidance, operational training, marketing support and ongoing coaching.

Founded in 2004 by Jorden Gold, Stretch Zone uses proprietary tables and a patented strapping system to deliver its stretching programs. The brand was recently named in the 2025 Inc. 5000 and Entrepreneur’s 2025 Fastest Growing Franchises list.

More information on Stretch Zone Canada is available at stretchzone.ca.

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Photo: Stretch Zone
Photo: Stretch Zone
Photo: Stretch Zone
Photo: Stretch Zone
Photo: Stretch Zone
Photo: Stretch Zone

Tourism GDP up 1.3% as Canadians travel locally: Statistics Canada

By
Mario Toneguzzi
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Source: Distillery District
Source: Distillery District

Tourism gross domestic product (GDP) rose 1.3 per cent in the second quarter of 2025, according to new data released by Statistics Canada, outpacing most other sectors of the economy during the period.

The increase was driven by gains in accommodation services, which rose 2.4 per cent, along with broad-based growth across all other tourism-related industries. Food and beverage services were up one per cent, while transportation reversed a previous decline with a 0.9 per cent increase.

Tourism GDP accounted for 1.77 per cent of nominal GDP in the second quarter, up slightly from 1.75 per cent in the previous quarter. In contrast, economy-wide real GDP by industry fell 0.2 per cent.

Total tourism spending rose 0.9 per cent in the second quarter, following a 0.2 per cent decrease in the first quarter. This growth was supported by a 2.9 per cent increase in domestic tourism spending, which totalled $20.6 billion.

Spending by international visitors to Canada, however, declined by 5.3 per cent in the quarter. This followed a 1.7 per cent drop in the first quarter and was driven by reductions in all tourism products, including non-tourism products (-8.7 per cent), accommodation (-5.1 per cent) and food and beverage services (-6.5 per cent).

Overnight travel to Canada by international visitors was down 6.9 per cent, with travel from the United States falling 10.2 per cent.

Junction Public Market in Vancouver. Photo: Patrick Carnagie

Statistics Canada noted that Canadians increasingly opted to travel within the country. “Tourism spending in Canada by Canadian residents was up a notable 2.9% in the second quarter of 2025, after increasing 0.3% in the previous quarter,” the agency stated. The agency added that this trend “coincides with a 13.0% decline in Canadians returning from overnight trips to the United States.”

According to the Canadian Survey of Consumer Expectations, 34.8 per cent of Canadians planned to spend more while vacationing in Canada, while 55.1 per cent planned to spend less while vacationing in the United States.

Domestic tourism spending was led by accommodation services (+6.5 per cent), non-tourism products (+4.2 per cent) and food and beverage services (+3.9 per cent). Travel services (-5.5 per cent) and vehicle rentals (-2.2 per cent) were the only categories to register declines.

Employment in tourism-related industries also grew in the second quarter. “The number of jobs attributable to tourism increased 0.6% in the second quarter of 2025, following a 0.2% gain in the first quarter,” Statistics Canada reported.

Food and beverage services posted a 0.8 per cent increase in employment, while recreation and entertainment saw a 1.4 per cent gain. Job growth in accommodation services was flat. In total, tourism employment reached 712,100 jobs, representing 3.34 per cent of all jobs in the economy, up from 3.32 per cent in the previous quarter.

Looking ahead, the agency noted that arrivals by air from non-residents increased year over year in July and August, while land arrivals declined. Fewer Canadians travelled abroad by air or land over the same period.

Tourism also contributed to government revenues in 2024, generating $32.7 billion, a 5.1 per cent increase from 2023. Domestic tourism accounted for 75.8 per cent of that total. Taxes on final tourism products accounted for $16.7 billion of revenue, followed by corporate and individual income taxes related to tourism business activity at $7.7 billion.

“Every $100 in tourism spending generated $25.21 in government revenue, up 0.8% from 2023,” the agency said.

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Tahini’s launches bold Eat Unbland campaign in Canada

By
Mario Toneguzzi
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Source: Tahini's
Source: Tahini's

Tahini’s Restaurants, Canada’s fastest-growing Mediterranean fusion brand, is launching a new campaign called Eat Unbland aimed at challenging the sameness of quick-service dining by promoting bold Middle Eastern flavours.

Veronica Castillo
Veronica Castillo

“Eat Unbland is more than a slogan, it’s a challenge,” said Veronica Castillo, Vice President of Marketing at Tahini’s. “We want Canadians to upgrade their everyday meals and discover how exciting fast casual dining can be when it’s driven by flavour.”

The campaign officially launches on October 3 with a week-long reveal at Dundas Square in Toronto. On the launch day, visitors can claim a voucher for a free Shawarma between 10 a.m. and 12 p.m. at the high-profile location.

After the Toronto unveiling, the campaign will expand to Alberta and British Columbia, reaching additional key markets across the country.

Eat Unbland will be promoted through multiple channels, including billboards, transit shelter ads, paid social media on platforms such as Meta and TikTok, influencer partnerships, in-store events, and original social content. The campaign’s bold creative is designed to provoke conversation and appetite.

Omar Hamam
Omar Hamam

Omar Hamam, Founder and CEO of Tahini’s, said: “Tahini’s began with a vision to share the bold, authentic tastes of Mediterranean cuisine with Canadians. With Eat Unbland, we’re staying true to that mission while challenging the industry to think beyond bland.”

The campaign’s messaging uses playful headlines such as “Kick bland in the buns” and “Fried isn’t a flavour” to contrast bland fast food with Tahini’s authentic offerings.

At its core, Eat Unbland aims to inspire Canadians to embrace adventurous flavours and bring crave-worthy food to quick-service dining.

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Canadian Retail News From Around The Web For September 30, 2025

By
Retail Insider
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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 several 24 hours.

New No Frills stores open in eastern and western Canada (Grocery Business)

HBC asks court for time to consider last-minute mystery bid for charter (Financial Post)

Booze strike means no alcohol at some BC Liquor stores. Here are the alternatives (Global)

How Premium French Chocolatier Jeff de Bruges Adapts to North American Market with Unified Commerce (Shopify)

Panda Mart opens first Canadian store in Scarborough, draws massive crowds and viral buzz (NOW Toronto)

As unemployment climbs, the promise of a grocery store job lures hundreds (CBC)

Port Moody council picks apart rezoning bid to add KFC to Petro Canada (Tri Cities Dispatch)

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Hudson’s Bay Charter Auction Delayed by Surprise Bid

By
Lee Rivett
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The English Royal Charter of 1670, signed by King Charles II, establishing the Hudson’s Bay Company. (Manitoba Museum)

A surprise late-night offer for the 355-year-old Hudson’s Bay royal charter has disrupted the retailer’s plans to auction off one of the most consequential documents in Canadian history. The new, unsolicited bid, delivered just hours before a scheduled court hearing, prompted the Ontario Superior Court of Justice to adjourn proceedings until October 9, stalling a process already mired in debate.

The charter, issued in 1670 by King Charles II of England, granted the Hudson’s Bay Company vast control over land and trade in what would become Canada. It is now at the centre of a struggle involving creditors, wealthy families, cultural institutions, and Indigenous leaders, all vying over who will determine its future.

The Hudson’s Bay royal charter is more than a five-page parchment marked with a wax seal. For centuries, it shaped the geography, commerce, and relationships between settlers and Indigenous peoples across the continent. By granting the Hudson’s Bay Company a fur trade monopoly and sweeping territorial rights, it set the stage for Canada’s expansion while embedding conflicts that echo to this day.

The document was stored for years at the retailer’s Toronto headquarters. But when Hudson’s Bay filed for creditor protection in March under the weight of $1 billion in debt, it was placed in temporary storage. With the company shuttering all of its department stores in June, the charter’s ownership became a pressing question.

Shuttered Hudson’s Bay store at Toronto’s Yorkdale Shopping Centre on the evening of June 1, 2025. The Yorkdale store is part of the RioCan JV. Photo: Craig Patterson

Courtroom Uncertainty

At Monday’s hearing, Bay lawyer Ashley Taylor said the company sought an adjournment because of uncertainty surrounding the unexpected late-night bid. He noted that the retailer needed time to evaluate how best to proceed. Presiding judge Peter Osborne agreed, stressing that the process required careful oversight given the charter’s significance and that it was more important to handle the matter properly than to move quickly. The decision delays an auction that had been scheduled for October 15 with a minimum bid set at $15 million.

Interest in the Hudson’s Bay royal charter is not merely about money. Over the summer, the Weston family, best known for its control of Loblaw Companies Ltd. and Holt Renfrew, proposed a $12.5 million purchase through its investment arm, Wittington Investments Ltd. The family pledged to donate the charter to the Canadian Museum of History and provide $1 million to support its preservation and consultation with Indigenous groups.

That proposal appeared to be gaining momentum until August, when another bidder emerged: DKRT Family Corp., controlled by David Thomson, chairman of Thomson Reuters and one of Canada’s wealthiest individuals. DKRT pledged to bid at least $15 million and to donate the charter to the Archives of Manitoba, which already houses much of the Hudson’s Bay Company’s historical collection. The bid also included $2 million for preservation and institutional sharing.

Now, with a mysterious new bidder surfacing at the eleventh hour, the contest has become even more complicated.

The Auction Debate

From the start, the idea of auctioning the Hudson’s Bay royal charter has been controversial. Critics, including historians, archivists, and Indigenous leaders, argue that selling such a document risks undermining its cultural significance. There is particular concern that, despite conditions requiring the document be placed in a public institution, the process commodifies a national treasure.

When Hudson’s Bay first floated the plan through Heffel Gallery, objections poured in. An auction, critics argued, could create uncertainty over the charter’s eventual stewardship, even if restrictions were in place. Direct negotiations, such as the Weston family’s bid, seemed to offer greater assurances.

The involvement of Thomson’s DKRT Family Corp., followed by the appearance of an unidentified bidder, ultimately steered the company back toward the auction process. Justice Osborne emphasized that, despite differences over how to proceed, all parties acknowledged the charter’s national importance and its relevance to Canadians, which highlighted the competing perspectives on how best to protect it.

Hudson’s Bay Co. fur traders. Image: Canadian Geographic/HBC

Financial Collapse and Asset Sales

The charter’s uncertain fate is tied directly to Hudson’s Bay’s financial unraveling. Once considered Canada’s oldest and most enduring retailer, the company collapsed earlier this year under more than $1 billion in debt. Court filings under the Companies’ Creditors Arrangement Act detail efforts to liquidate assets, from store leases to heritage artifacts, in order to satisfy creditors.

The charter, given its historic value, became both a bargaining chip and a flashpoint. Reflect Advisors, the firm overseeing the sale, stipulated that any buyer must arrange for the document to be permanently housed in a Canadian public institution, with a formal letter of acceptance required. Institutions would also need to commit to sharing access with Indigenous communities and similar organizations.

Despite these conditions, the process has left many unsettled. Matthew Lerner, representing some of the company’s senior lenders, told the court Monday that the last-minute bid raised significant concerns about the circumstances.

Broader Cultural Implications

The Hudson’s Bay royal charter is both an artifact of commerce and colonial power. Its language granted sweeping authority over lands already inhabited, embedding inequities that Indigenous leaders continue to highlight today. That reality has added urgency to discussions about how and where the document should be displayed.

Wittington Investments promised consultations with Indigenous groups to determine how the charter would be presented if it were donated to the Canadian Museum of History. DKRT Family Corp. included similar commitments in its pledge to the Archives of Manitoba. Whether the anonymous bidder will follow suit remains unclear.

The next court hearing, set for October 9, will determine whether Hudson’s Bay proceeds with its planned auction or entertains alternative proposals. With multiple deep-pocketed families now expressing interest, the bidding could exceed the $15 million floor, raising both the stakes and the scrutiny.

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