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Celebrity Chef Stefano Faita opening Toronto’s first Bring-Your-Own-Pasta restaurant

Stefano Faita photo
Stefano Faita photo

Chef, cookbook author and MasterChef judge Stefano Faita has launched a new dining concept in Toronto.

On Tuesday September 29, BYOPasta will be Toronto’s first-ever restaurant that only serves past sauces – for free.

The one-day experience will take place at 135 Ossington in Trinity-Bellwoods and operate in a take-out lunch format. Guests can simply bring their own cooked pasta, pick a sauce and Faita will take care of the rest, elevating  plain, neglected leftovers into a restaurant-quality dish.

The menu will feature five of his personal favourites: Alla Vodka, Tomato Basil, Marinara, Rosée and Alfredo. 

Stefano Faita
Stefano Faita

“People often forget about leftover pasta sitting in their fridge, especially when it’s plain and needs a little love. So why not let a chef take care of it?” said Faita. “We want Torontonians to taste for themselves how the right sauce can turn plain leftover pasta into something much better — whether you’re at home or joining us at BYOPasta.”

The tomato sauces feature imported sun-ripened tomatoes grown in Striano, near Naples, and contain no gluten, no preservatives or added sugar. 

Stefano Faita photo
Stefano Faita photo

BYOPasta will take place on Tuesday, September 29th from 11 AM to 4 PM at 135 Ossington. People who bring their own pasta will also receive a complimentary coupon exchangeable for a free Stefano Faita sauce at most Ontario grocery retailers, including Loblaws, Metro, Sobeys, Walmart, Longo’s, Fortinos, Farm Boy and more.   

In an interview with Retail Insider, Montreal-based Faita discussed the initiative.

What prompted you to create BYOPasta, and what are you hoping to learn from turning the concept into a one-day pop-up restaurant experience?

BYOPasta really came from something that happens in every house: you make pasta for dinner and somehow you always make too much. Then it sits in the fridge and nobody really knows what to do with it.

We thought it would be fun to show people that with a really good sauce, those leftovers can become a completely different meal.

The pop-up also gives us a chance to take Stefano out of the grocery aisle and put the product directly into people’s hands in a way that feels memorable and a little unexpected. Of course, we want people to taste the sauces, but more importantly, we want them to experience what the brand is about: good food, simple and good ingredients, Italian inspiration and not taking ourselves too seriously.

For us, it’s also a chance to have some fun with the brand, see how people react to the idea and learn which sauces and flavours they gravitate toward.

BYOPasta photo
BYOPasta photo

How does BYOPasta fit into your broader strategy for the Stefano Faita sauce brand and its growth in the Canadian grocery market?

BYOPasta is really about getting people to try the product. We can talk about the sauces all day, but once people taste them, they understand what we’re trying to do.

Toronto is obviously a very important market for us, so BYOPasta gives us a fun way to connect directly with consumers and hopefully get more people discovering the brand. Rather than simply telling people our sauces are good, we’re creating an experience where they can taste them, interact with the brand so they remember us the next time they’re grocery shopping.

It’s also about making sure people feel what makes us different. At the end of the day, we want Stefano Faita to become one of the go-to Italian food brands in Canada. Experiences like this help us build that connection.

Why did you choose Toronto and the Ossington neighbourhood for the launch, and what does the city’s food and retail market represent for the brand?

Toronto was an easy choice. Our sauces have been available for a couple of years here. It’s a city that really loves food where people are curious and have a real appreciation for good ingredients. 

Ossington in particular felt right because it has become a destination for food and hospitality, so it felt like the right environment for something playful and unexpected like BYOPasta. We wanted this to feel like a real food experience and not just brand activation. 

There’s also a growing momentum in Toronto and across the country to support Canadian-made products, and we pride ourselves in being crafted in Canada. It just felt like the perfect place to bring this experience to life. To share the Italian-inspired flavours that are at the heart of our sauces.

Stefano Faita photo
Stefano Faita photo

How is the sauce business performing today, and how has the brand’s distribution and retail presence evolved since you launched the sauces in 2017?

It’s been pretty incredible. When we launched the sauces back in 2017, we were a small Montreal brand trying to get onto grocery shelves. Today, we’re available across Canada at most of the major retailers, and the business continues to grow.

You can now find our sauces at retailers like Sobeys, Loblaws, Metro, Longo’s, Fortinos, Farm Boy and, more recently, Walmart. What started as a strong family business in Quebec has gradually grown into a much more than a local brand. Ontario in particular has become an important market for us.

The sauce portfolio has grown too. We started with a few core Italian classics and have continued adding flavours that give consumers more variety while still staying true to the kind of food we love to eat and cook at home.

What excites us most is that we still feel like we’re at the beginning. There are a lot of Canadians who haven’t tried our products yet, and there’s still a lot of room to grow..

For us, that’s the exciting part: the brand has come a long way over the last nine years, but there’s still so much opportunity ahead.

BYOPasta photo
BYOPasta photo

What are your plans for the Stefano Faita brand beyond this one-day BYOPasta event, including potential new products, retail expansion or other restaurant and experiential concepts?

There’s a lot ahead. We’re always working on new products and looking at where the Stefano brand can go next, but we’re pretty disciplined about it. We don’t want to put the Stefano name on something just because we can. It has to make sense for the brand and, most importantly, it has to be clean quality ingredients that taste really good.

There’s still a lot of opportunity for us in Canada. We want to keep growing our presence nationally, strengthen the categories we’re already in and continue introducing Stefano to people who may not know the brand yet. At the same time, we’re also starting to look more seriously into the U.S. and what that next phase of growth could look like.

Next year is also a big one for us. We’ll be celebrating Stefano’s 10th anniversary. It’s a chance to look back at how far the brand has come, but also to think about how we want to celebrate with the people who have been part of that journey.

We definitely think you’ll see us doing more events like BYOPasta. Food is meant to be shared. Bringing people together around the table has always been at the heart of what we do. As we head into our 10th year, we want to create more moments where people can taste the food, interact with the brand, have fun and feel part of the famiglia.

For us, that’s still one of the best ways to build Stefano: get people around a table, serve them something really good and create a moment we will all remember together.

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Sunterra closes another of its Market locations

Exterior of Red Deer Sunterra Market. Photo: Red Deer Branding Photography

Alberta-based Sunterra Group, with a portfolio of grocery stores and meat processing facilities, has closed its second store in a few months.

In May, Sunterra closed its downtown Edmonton location on Jasper Avenue after three decades in business. And it has now shut down its Red Deer location in Bower Place.

The company recently went through a court-approved for sale or investment process within its court-supervised restructuring proceedings under the Companies’ Creditors Arrangement Act (CCAA).

In a Facebook post, the company said: “After five incredible years in Red Deer, we’ve made the difficult decision to close our Bower Place market on Saturday, September 26.

“We were first welcomed into the Red Deer community in 2021 and we’re so grateful for the support we’ve received ever since. A huge thank you to our customers for being part of our journey, and to our amazing team members for everything you’ve put into making our market what it was. We truly couldn’t have done it without you.

“Sunterra Market continues to operate a strong network of five markets in Calgary and one in Edmonton, serving customers across Alberta with fresh groceries, chef-prepared foods and a broad selection of locally and thoughtfully sourced products. These markets remain an active and important part of Sunterra’s business, with teams continuing to serve their communities every day. We hope to welcome you at another location soon.

“We thank the Red Deer community for its support and wish to recognize everyone who contributed to the Bower market during its time in operation.”

Exterior of Red Deer Sunterra Market. Photo: Red Deer Branding Photography

Sale and investment solicitation process

In April, the Court of King’s Bench granted the sale and investment solicitation process for the company with a portfolio of agriculture and food businesses in Alberta including a multi-generational pork production operation with more than 595,000 square feet of barn infrastructure on 1.150 acres of land across eight facilities and a premium grocery retailer operating seven “farm-to-fork” market locations.

Interested parties who wanted to pursue this opportunity were given a deadline of June 25 to submit a letter of intent to the sale advisor, KPMG Corporate Finance Inc. The next phase involves the assessment of those submissions.

FTI Consulting Canada Inc. is the court-appointed monitor.

There has been no update regarding the sale process on the monitor’s website.

In February Retail Insider reported that an Alberta judge ruled that Sunterra engaged in cheque kiting on what the court described as an “astonishing scale,” finding the company liable to U.S. agricultural lender Compeer Financial for approximately $35 million.

In a decision issued on January 27 by the Court of King’s Bench in Calgary, Justice Michael Lema also held Sunterra’s president personally responsible for the debt, marking a significant escalation in the legal and financial pressures facing the vertically integrated agri-food group, said the news story.

The ruling arrived as Sunterra continued to restructure under court supervision following months of financial strain, lender disputes, and operational disruption. While the decision focuses on conduct between Canadian and U.S. affiliates and lenders, it carries implications for the broader Sunterra group, including its premium Sunterra Market grocery stores across Alberta, said the story.

Indoor seating area in Red Deer Sunterra Market. Photo: Red Deer Branding Photography

Company launched in 1990 in Calgary’s downtown

In his written decision, Justice Lema likened the financial practices at issue to a game of musical chairs where there are not enough seats when the music stops. He concluded that Sunterra’s Canadian entities fraudulently misrepresented the availability of funds behind cheques sent to the United States, inducing Compeer to continue honouring payments that were not backed by actual cash balances.

Founded in 1970 by the Price family, Sunterra traces its origins to Pig Improvement Canada, a hog-production business built on higher-standard farming practices. The company launched Sunterra Meats and Sunterra Market in 1990, the latter debuting in downtown Calgary’s Bankers Hall with a European-style market concept that emphasized fresh food, in-house production, and premium positioning.

In 2025, Sunterra filed a Notice of Intention (NOI) to make a proposal under the Bankruptcy and Insolvency Act (BIA) and Harris & Partners was appointed as Proposal Trustee.

Court documents indicated the company had more than 200 creditors with liabilities of $18.9 million.

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Calgary AI Startup StoriBot Targets Retail With ‘Narrative Intelligence’ Platform

Storibot.ai founder Michael Harris with Joe Colangelo, left and Nathalia Servetnyk, centre. Image supplied

Generative artificial intelligence has made it easier and cheaper for retailers to produce marketing copy, emails, social media posts and other customer communications. Calgary-based technology startup StoriBot.ai is betting that the next challenge will be determining whether all that content is actually connecting with customers.

The company operates a platform built around what it calls Narrative Intelligence™, a proprietary term StoriBot uses for its approach to analyzing the stories businesses are telling customers, identifying gaps and creating communications that remain consistent across different channels and stages of the customer relationship.

Founder and CEO Michael Harris argues that the proliferation of generative AI is creating an abundance of content without necessarily improving the effectiveness of business communications.

“Businesses already produce enormous amounts of content, but much of it is generic, disconnected and quickly forgotten,” Harris told Retail Insider. “StoriBot helps organizations understand the story they are currently telling, identify what is missing and create communications that connect more meaningfully with customers.”

Retail is emerging as one of the company’s areas of focus, particularly automotive dealerships and, increasingly, grocery and consumer packaged goods. StoriBot is already generating contracted enterprise revenue and has secured outside investment, although its retail strategy—particularly automotive—is still at an earlier stage of deployment.

Michael Harris

Moving Beyond AI Content Generation

StoriBot began development in Calgary in 2024. Harris brings roughly three decades of experience in media, entertainment and brand storytelling to the venture and has also participated in the Founder Institute startup program.

Rather than positioning StoriBot as another AI writing tool, Harris describes it as a system for bringing greater structure to an organization’s communications. Businesses can provide existing content, company information and other material, which the platform analyzes using storytelling frameworks and brand context before producing material for different formats and channels.

The broader proposition is to measure how those communications perform and use the results to inform subsequent activity. Harris argues that general-purpose AI can create individual pieces of content, while StoriBot is intended to provide an additional layer of intelligence, governance and measurement connecting those communications to a company’s broader narrative, customer journey and business objectives.

“ChatGPT can give someone an answer,” Harris said. “StoriBot is designed to help an organization build, govern, distribute and continually improve a consistent narrative across its operations.”

The platform is designed to work alongside technology businesses already use. Harris said its roadmap includes additional connections with systems such as HubSpot and Salesforce, while integrations with specialized retail and dealership systems would depend on the technology, security and privacy requirements of individual organizations.

Automotive Becomes an Early Retail Focus

Automotive is currently StoriBot’s most developed retail use-case vertical, based on the maturity of its applications, market development and pipeline. The company is also pursuing opportunities in grocery and CPG, multi-location businesses, hospitality and service-oriented retail.

The automotive sector presents an opportunity because the relationship between a dealership and customer can extend well beyond an initial vehicle inquiry. Communications can continue through shopping, financing and delivery, and later into maintenance, service, retention and eventually another vehicle purchase.

StoriBot’s automotive applications are designed to support those interactions. Potential uses include vehicle and inventory marketing, personalized lead follow-up, CRM-based communications, email and text campaigns, social media and advertising, sales materials and service-retention programs. Harris sees an opportunity to connect those activities instead of treating each interaction as a separate marketing exercise.

A dealership could provide StoriBot with inventory information, brand standards, current offers, customer profiles, CRM stages, reviews and previous marketing campaigns. The system could then identify gaps in how vehicles or the dealership are being presented.

One example would be marketing a vehicle almost exclusively around specifications and price without addressing how it fits a particular customer’s needs or priorities. The platform could use that information to produce vehicle stories, salesperson follow-ups, emails, advertising concepts and social content adapted for different channels.

Harris ultimately wants those communications assessed against business measures including response rates, appointments, qualified leads, conversion, gross profit, service retention and referrals.

Joe Colangelo

Grocery and CPG Offer Another Retail Opportunity

Grocery and consumer packaged goods represent another potential market because retailers in the sector already possess large amounts of customer and transactional information.

Loyalty programs can give grocers insight into purchasing behaviour, basket composition, promotions and product preferences. The challenge is turning that first-party information into relevant communications without overwhelming customers or compromising privacy and trust.

Harris believes StoriBot could add another layer to that personalization, using customer information to shape communications around different needs and behaviours instead of relying predominantly on broadly distributed promotional messages.

The company also sees applications across specialty retail, hospitality, home improvement and other multi-location businesses. Harris said its strongest opportunities tend to involve categories where purchasing decisions are influenced by trust, emotion or personal identity in addition to price.

Building the Business

StoriBot is generating contracted enterprise revenue while building out its leadership team. Harris said the company currently has approximately US$60,000 in contracted annual recurring revenue across two enterprise customers. He emphasized that not all of that revenue comes from retailers. The financial figures were provided by the company and have not been independently verified.

The leadership group includes Harris as founder and CEO; Tamara Rosenblum, chief marketing officer; Dawit Netere, chief technology officer; Joe Colangelo, partner and chief operating officer; and Nathalia Servetnyk, chief financial and risk officer.

Colangelo brings a lengthy retail operating background to the company. He said he led the launch of Petro-Points in 1994 as part of his senior retail-downstream leadership responsibilities at Petro-Canada, which operated an approximately 3,500-location national retail network at the time. His background also includes senior downstream leadership with Gulf Oil and 14 years as owner and president of Contemporary Office Interiors.

Servetnyk is a Ukrainian-Canadian legal, financial-services and business professional who leads StoriBot’s financial, governance and risk-management functions.

Harris said StoriBot has received its first outside investment through a SAFE agreement and is undertaking a US$2-million SAFE financing round. The company plans to use additional capital for platform development and integrations, customer acquisition and repeatable enterprise implementations.

StoriBot has set an internal objective of reaching approximately US$2 million in annual recurring revenue within 18 months as it converts more of its enterprise pipeline and expands adoption. Harris emphasized that the figure represents an operating target, not a forecast or guaranteed result.

Can Narrative Become the Differentiator?

Underlying StoriBot’s business model is a broader argument about where generative AI is heading. As retailers and other businesses gain access to increasingly capable tools for producing text, imagery and marketing material, Harris believes simply generating additional content will offer diminishing competitive advantage. StoriBot instead focuses on identifying the difference between what an organization believes it is communicating and what customers are actually receiving.

In practice, that means examining which messages are connecting, which are being ignored or misunderstood, what information or emotional elements may be missing and whether changes to those communications improve business results.

“As AI-generated content becomes commonplace, simply producing more material will not create differentiation,” Harris said. “The competitive advantage will come from meaning, authenticity, consistency and the ability to connect a narrative to measurable behaviour.”

StoriBot uses Narrative Intelligence™ as the proprietary term for its methodology and platform. Harris describes the concept as a systematic approach to analyzing, governing and measuring the narratives organizations use in customer communications. The company is seeking to establish it more broadly as a recognized business discipline.

StoriBot has also received external recognition for its technology. The company was named Specialist AI Platform of the Year, 2026–2027 through the Corporate LiveWire Global Awards and received a Global Recognition Award for Innovation, 2026 from Global Recognition Awards. Harris said external recognition has helped open conversations with prospective enterprise customers, partners, employees and investors, while acknowledging that longer-term success will ultimately depend on customer results.

Retail Case Studies Are the Next Test

Over the next 12 to 24 months, StoriBot plans to convert more of its pipeline into paying customers while expanding its CRM and data integrations. Within retail, Harris wants to establish automotive and grocery case studies demonstrating measurable changes in customer engagement, conversion, retention and operating productivity.

That will be an important measure of StoriBot’s retail proposition. Generative AI has already demonstrated that retailers can create considerably more content with fewer resources. StoriBot’s next objective is to demonstrate that applying greater structure, relevance and consistency to those communications can produce measurable commercial results.

CF Fairview Pointe Claire Launches The B!G TV: A 27-Foot Retro Experience

Cadillac Fairview photo
Cadillac Fairview photo

CF Fairview Pointe Claire, in the Cadillac Fairview umbrella, has launched a unique television experience for visitors to the Montreal area mall. 

The B!G TV (La GRANDE télé) is a 27-foot, analog-style television setup in Centre Court with free programming including dynamic, interactive entertainment which runs until November 9.

The towering installation is designed as a giant vintage TV, complete with retro wood panelling and oversized channel knobs. Guests are encouraged to take charge and turn the giant dials to flip channels, trigger nostalgic static effects, and control what they see on screen, said the shopping centre.

“At its heart, this experience is about bringing people together,” said Lynn Fitzpatrick, General Manager, CF Fairview Pointe Claire. “Beyond our retail and dining offerings, we’re committed to delivering truly memorable experiences at our centre, and we can’t wait to see how our guests connect and engage with this unique installation.”

The B!G TV will feature live scheduled events Thursday through Sunday, broadcasting exclusive retailer promotions and community highlights Monday through Wednesday.

Weekly Programming includes

  • Thursdays (5 PM – 8 PM) – Game On: Giant retro video game showdowns with EB Games, chess tournaments and interactive trivia with live prize giveaways.
  • Fridays (4 PM & 6:30 PM) – Cozy Movie Nights: Screenings of family classics like Shrek 2, Ratatouille, Coco, and Monsters Inc., featuring lounge seating and complimentary refreshments from DAVIDsTEA.
  • Saturdays (8:30 AM – 9:30 AM) – Morning Wellness: Stretch and yoga sessions hosted in Centre Court offered by lululemon.
  • Sundays (1 PM – 3 PM) – Live Local Stage: Live music sets and local dance performances.

Cadillac Fairview  is one of the largest owners, operators, investors and developers of best-in-class office, retail, multi-family residential, industrial and mixed-use properties in North America. Wholly owned by the Ontario Teachers’ Pension Plan, with assets under management of $26 billion, CF manages a portfolio of landmark properties across Canada.

Cadillac Fairview photo
Cadillac Fairview photo

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Donatella Versace and REVOLVE launch joint venture focused on beauty and fashion

REVOLVE image
REVOLVE image

Donatella Versace and REVOLVE Group Inc. are launching a joint venture that will create a new independent beauty and fashion business, with the venture initially targeting consumers in the United States, Latin America, Asia-Pacific and the Middle East. Additional markets may be considered over time as the venture evolves, said officials in a news release.

The new business will combine Donatella’s creative direction and cultural influence with REVOLVE’s digital commerce platform, technology, consumer intelligence and operating capabilities. The companies said the venture is intended to develop products and experiences around the way younger consumers discover, shop and engage with fashion and beauty.

New business to begin with beauty

Donatella will serve as chief creative officer and lead the venture’s creative vision, including its identity, products, collaborators and broader cultural positioning.  REVOLVE will provide capabilities spanning digital commerce, technology, consumer intelligence, operations, marketing and community engagement.

The venture will initially launch in the beauty category, with its name, creative direction and first product launch expected to be disclosed in the coming months. The companies said additional markets could be considered as the business develops.

“I believe creativity should be fearless, inclusive and alive in the world. I have always been inspired by the next generation, in music, film, art and, of course, fashion. This partnership gives me the freedom to speak to that generation in a completely new and personal way, through beauty and fashion. REVOLVE understands something I believe deeply: culture comes from connection. Together, we want to create that connection with a new voice, a new look and a new energy,” said Versace.

The companies said the venture will seek to combine fashion, beauty, entertainment, talent, creators and community through content, experiences, conversation and commerce. The business is being established as an independent venture centred on Donatella’s creative vision.

Raissa Gerona, Donatella Versace, Michael Mente
Raissa Gerona, Donatella Versace, Michael Mente

Revolve brings digital retail platform

REVOLVE, which trades on the New York Stock Exchange under the symbol RVLV, said its role will include providing the infrastructure and technology needed to operate the new business. The company operates the REVOLVE and FWRD retail platforms and has built a model around digital commerce, social media, creators and its consumer community.

“Donatella is one of the defining creative voices of our time. This partnership gives that vision an entirely new platform and the freedom to build something from the ground up,” said Michael Mente, Co-Founder and Co-CEO, REVOLVE Group.

“By combining Donatella’s creative authority with REVOLVE’s technology, infrastructure and global reach, we have an opportunity to create something genuinely distinctive — and build it for the long term,” said Mike Karanikolas, Co-Founder and Co-CEO, REVOLVE Group.

“Donatella has an extraordinary instinct for what the next generation wants and an unmatched ability to connect fashion with culture. That is what makes this partnership so exciting,” said Raissa Gerona, President of Brand and Partnerships, REVOLVE Group.

The companies said the new venture will draw on Donatella’s decades of work in fashion, music, entertainment and popular culture, as well as  REVOLVE’s relationship with millions of consumers and its network of talent and creators.

Donatella to lead creative direction

Donatella became artistic director of the House of Versace in 1997 following the death of her brother, Gianni, and led its creative direction for nearly three decades, according to the release. Her career has included collaborations and relationships with figures in music and entertainment, as well as work with younger designers including JW Anderson, Anthony Vaccarello, Christopher Kane and Kim Jones.

The release said Donatella has received international honours including the Fashion Awards’ Fashion Icon Award and Italy’s Grand Ufficiale dell’Ordine al Merito della Repubblica Italiana.

REVOLVE was founded in 2003 by co-CEOs Michael Mente and Mike Karanikolas. The company sells apparel, footwear, accessories, beauty and home products through its REVOLVE and FWRD segments, using a shared platform.

The company said its community includes millions of consumers, thousands of global fashion influencers and more than 1,600 emerging, established and owned brands.

The companies described the joint venture as the beginning of a broader business, with its first product and brand details to be announced in the coming months.

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Tourism spending on the rise: Statistics Canada

Cascade Shops in Banff. Photo: Tourism Alberta

Real tourism gross domestic product (GDP) in Canada rose slightly by 0.4% in the second quarter, following a 0.5% increase in the first quarter, according to a report by Statistics Canada.

By comparison, economy-wide real GDP by industry increased 0.9% in the second quarter. Tourism GDP accounted for 1.77% of nominal GDP in the second quarter, virtually unchanged from the first quarter. Tourism spending in Canada rose 0.3% in the second quarter as spending by international visitors grew 1.0%, said the federal agency.

“Driven by the accommodation (+0.8%) and food and beverage services (+1.0%) industries, tourism GDP continued an upward trend in the second quarter of 2026 that began in the second quarter of 2022. The increases in the accommodation and the food and beverage services industries in the second quarter of 2026 coincided with the 2026 FIFA World Cup, as Canada hosted 10 games in Vancouver and Toronto in the second quarter,” it said.

Statistics Canada said spending by international visitors grew 1.0% in the second quarter, the same pace as the previous quarter. Spending on non-tourism products such as groceries (+1.8%), passenger air transport (+0.9%), and accommodation services (+0.8%) contributed the most to the increase in the second quarter.

Sainte-Catherine Street in Montreal (Image: Montreal Tourism / k_photographyca)

Overnight travel from countries other than the United States grew 2.5% in the second quarter, while overnight travel from the United States edged up 0.2%. Total arrivals from the 15 countries that played World Cup games in Canada in June increased 28.6% year over year. International visitors accounted for 25.6% of tourism spending in Canada in the second quarter, up from 25.4% in the previous quarter, it noted.

“Domestic tourism spending by Canadian residents was unchanged in the second quarter, after edging down 0.1% in the first quarter. Decreased spending on passenger air transport (-1.3%) and vehicle fuel (-2.8%) constricted overall growth in the second quarter,” said Statistics Canada.

“The number of jobs attributable to tourism increased 0.4% in the second quarter, the same pace as in the first quarter. By comparison, the economy-wide number of jobs was up 0.2% in the second quarter.

The food and beverage services (+0.9%) and recreation and entertainment (+1.4%) industries contributed the most to the job gains in the second quarter. Growth was partially offset by lower tourism jobs in the accommodation (-0.5%) and travel services (-1.2%) industries.”

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Pharmacy Brands Canada Grows to more than 300 Locations in Canada

Pharmacy Brands Canada photo
Pharmacy Brands Canada photo

Pharmacy Brands Canada (PBC), an independent Canadian pharmacy banner, continues to grow its footprint across the country.

“Surpassing 300 locations is about more than scale. It represents the strength of independent pharmacy and the trust owners place in PBC,” said Jon Johnson, CEO of Pharmacy Brands Canada. 

“Our goal has always been to give independent owners the support and resources they need to succeed while keeping control of their businesses. We understand that every owner has different goals, and we provide flexible options to help them grow and serve their communities on their own terms.” 

Johnson said PBC’s growth has accelerated across the country, with particularly strong expansion in Ontario, where the network has added more than 50 locations over the past two years, establishing a significant and growing presence in the province.

He said the milestone demonstrates PBC’s commitment to empowering pharmacy owners to remain independent while providing the resources, purchasing power, and support of a national banner network.

To support unique ownership goals, PBC said it offers three flexible partnership models:

  • Full Banner Program: Comprehensive banner services, and end-to-end operational support;
  • Economic Plus: Full banner support paired with scalable economic benefits;
  • OpenRx: A flexible program allowing independent pharmacy owners to manage their own generic formulary while benefiting from PBC’s competitive wholesale pricing, purchasing power, and program support.

Johnson said all PBC members benefit from marketing support, store design and conversion guidance, financing solutions, preferred vendor pricing, and dedicated clinical programs, all with no banner fees. PBC also partners exclusively with Canadian-owned wholesalers, reinforcing its commitment to supporting local businesses.

Pharmacy Brands Canada photo
Pharmacy Brands Canada photo

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From The Desk: Retailers adapt formats and expansion amid labour, cost and consumer shifts

It was another busy week for Canadian retail, with expansion, new store concepts and shifting real estate strategies continuing to reshape the market.

One thing that stood out was how differently retailers are approaching growth. Some are expanding through new locations and franchising, while others are investing more heavily in existing stores, relocating to stronger spaces or experimenting with smaller formats. For landlords, that is also changing how space is being leased and repurposed, particularly as larger vacancies create opportunities for new uses and different combinations of tenants.

There were also some interesting signals in the broader economy. Retail employment has remained relatively resilient in parts of the market, even as consumers continue to be selective with spending and retailers contend with higher operating and supply-chain costs. That makes the investment we’re seeing in new stores and expansion particularly noteworthy.

Food and grocery were part of the conversation as well, including continued growth among health-focused and plant-based brands. Taken together, this week’s stories show a Canadian retail market that remains active, but where growth is increasingly being approached on a brand-by-brand and market-by-market basis.

Here are some of the stories and developments that caught our attention this week.

Retailer News

Starbucks is closing about 250 stores in North America while updating more than 1,000 locations with cozier seating, warmer designs and neighbourhood-inspired elements to improve customer experience and operational flow. This move reflects a focus on optimizing their retail and real estate portfolio to strengthen community connections and support long-term growth rather than simply expanding square footage.

Tommy Gun’s Original Barbershop plans to add over 80 new stores globally through franchising, addressing skilled labour shortages by emphasising career development and technology-driven customer experience. MEC is testing a smaller 2,200-square-foot format in Whistler with a curated inventory tailored to local outdoor activities, relying on its larger online assortment to meet demand, signalling a new direction in how retailers serve regional markets. These developments signal how Canadian retailers and franchise brands are adjusting physical formats and operational models to address labour challenges and meet regional customer needs more precisely.

Payroll employment in Canadian retail increased by 1.3% between February and July 2026, adding 25,300 jobs driven by clothing, motor vehicle, general merchandise, and food and beverage retailers. This employment gain contrasts with declines in wholesale trade and reflects a labour market recovery in essential retail segments that supports ongoing consumer access despite economic uncertainty.

Retail sales dipped 0.7% in July as eight of nine subsectors posted declines, including a 1.9% drop in general merchandise sales after a strong June, indicating softer consumer spending in some areas. However, RBC reports broadening consumer spending growth in August across discretionary and essential categories, suggesting resilience amid inflationary pressures like higher gasoline prices and trade uncertainties. This mix of weakening monthly sales data and expanding spending patterns points to uneven consumer demand that retailers and landlords must monitor carefully when planning inventory and leasing strategies.

Retailer People News

Tara Tomulka, founder of Rawcology, has transformed her personal health journey into a growing business that meets rising consumer interest in plant-based, organic, low-sugar snacks. Her background in holistic nutrition informs the brand’s focus on healthier, fibre- and protein-rich packaged foods, helping Rawcology expand into major retailers including Costco while navigating the challenges of scaling better-for-you offerings across Canadian and international markets.

Retailer Op-Eds

The rise in diesel costs across Canada is adding new pressure to the grocery supply chain, which could prompt retailers to reconsider pricing strategies in the near term. Retailers and suppliers will need to monitor fuel prices closely as these cost increases ripple through distribution networks, potentially eroding margins or transferring expenses to consumers.

Editor’s Take

Canadian retail investment hasn’t stopped, but it is becoming more targeted. Tommy Gun’s, Osmow’s and DAVIDsTEA are expanding, while retailers including Starbucks and MEC are experimenting with different store sizes and formats. The common thread is less about expansion for its own sake and more about putting the right concept into the right market.

Retail real estate is going through a similar adjustment. Some of the most interesting activity is happening in former department store spaces, where landlords have an opportunity to introduce several tenants instead of finding another single large-format replacement. Central Walk’s plans for former Hudson’s Bay space and Cadillac Fairview’s redevelopment of the former Nordstrom at CF Rideau Centre illustrate how dramatically these properties can change. Grocery, restaurants, entertainment and specialty retail can also generate traffic differently than the department stores they replace.

The economic picture remains mixed. Retail employment has increased in several categories even as Statistics Canada reported a modest decline in July retail sales. At the same time, higher transportation costs and tariff uncertainty are creating additional pressure for some retailers and suppliers.

What I find particularly interesting is that none of this points to a Canadian retail market moving uniformly in one direction. Some retailers are opening stores, others are shrinking formats, and landlords are breaking apart some of the largest spaces in the country. Capital is still being deployed, but increasingly with a closer eye on location, format and operating economics.

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Daily Synopsis: September 25, 2026

Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 9 articles we published covering key developments in Canadian retail. Here are a couple highlights with a full list of the day’s articles thereafter.

Starbucks is closing about 250 underperforming North American stores while refreshing over 1,000 locations to feature cozier seating and neighbourhood-inspired designs, aiming to boost customer engagement. MEC is testing a smaller format with a new 2,200-square-foot store in Whistler Village, focusing on curated local product selections supported by expert staff. Lavazza plans to more than double its North American business by 2028, expanding distribution and consumer engagement in Canada, particularly in underrepresented Western markets.

Tommy Gun’s Original Barbershop plans to open more than 80 new franchised locations across Canada and internationally, addressing skilled labour shortages through an internal training platform. Guac Mexi Grill marks its 10th anniversary with 56 franchise locations and aims to add 10 to 15 restaurants annually while expanding into the U.S. and India. Both brands focus on quality, technology, and franchisee support to drive growth and diversify their market presence in service and food retail sectors.

🗞️ The Day’s Retail Insider Article List

🌐 Canadian Retail News From Around the Web

American Energy Security: Why Domestic Oil Production and U.S. Refineries Matter

By Adam Ferrari, CEO of Phoenix Energy

As geopolitical tensions and concerns over shipping routes in the Middle East and other key oil-producing regions contributed to upward pressure on global crude oil prices during the spring of 2026, many Americans became concerned about how those developments could affect the cost of living and everyday life.

Periods of market uncertainty are also a reminder of why American energy independence remains important. American energy independence doesn’t just come down to how much oil we produce. Producing oil is the first step, but where crude oil is refined and the petroleum products that refineries are designed to produce are all important parts of the equation. 

Today’s energy markets remind us that oil production, transportation, and refining are all part of one interconnected system. Ongoing concerns regarding the Strait of Hormuz have highlighted how quickly uncertainty can affect global energy markets. The issue isn’t just access to crude. It’s also where and how crude can be processed into usable products when supply chains face disruption.

The first requirement for energy security is producing enough crude oil domestically. Without a healthy upstream industry drilling and producing new wells, there would be nothing for refineries to process. But production alone isn’t enough. The crude also needs to move through pipelines, storage facilities, and refineries before it reaches consumers as usable fuels.

The U.S. produces a significant amount of the world’s oil supply. Based on the EIA’s 2026 outlook, U.S. petroleum and other liquid fuels production accounts for about 22% of global output, making the U.S. the world’s largest producer. But crude isn’t the end product as it has to be processed into usable products like gasoline, diesel, and jet fuel. Producing end products requires specialized refineries. Refining capacity refers to the amount of crude oil refineries are capable of processing over a given period and the types of crude those facilities are designed to handle.

Not all refining capacity is created equal. Some refineries are limited to basic distillation, while more complex facilities can process heavier crude more efficiently. That distinction matters because capacity, configuration, and location all influence how much usable fuel can actually reach the market.

It’s also important to recognize that not all types of crude and refining capacity are perfectly aligned. The U.S. has built one of the world’s most sophisticated refining systems over many decades. Many Gulf Coast refineries were optimized to process heavier crude because of historical supply patterns. At the same time, shale development dramatically increased production of light sweet crude. The result is a highly integrated market where imports, exports, and blending all help match different crude types with the refineries designed to process them.

When global supply chains are disrupted, countries with domestic refining capacity are in a more advantageous position than those that rely more heavily on imported refined products or foreign processing. 

When there are disruptions, some parts of the world are more affected than others because of refining capacity, or a lack of it. Europe has been structurally short on middle distillates like diesel and jet fuel and relies on imports to meet its domestic needs. Recent disruptions tied to conflict in the Middle East have pushed European refined product markets to elevated levels. When disruptions hit, prices can move up quickly because they don’t have enough domestic refining capacity to absorb the shock.

The U.S. is generally better positioned than our European counterparts in regard to domestic energy production. We’ve seen modest increases in throughput and refinery utilization in recent years, along with higher production of key transportation fuels. That has contributed to the U.S. meeting domestic demand while also continuing to export refined products into global markets.

That doesn’t mean the U.S. is without price increases “at the pump” (or in the air or at the checkout line). Many energy commodities are still priced in a global market, and when global prices rise, those costs often flow through to consumers regardless of where the barrels are produced or refined.

With domestic refining capacity, the U.S. is better insulated from price fluctuations than some other countries, but not immune to them. 

One important consideration is not just access to crude oil, but also where and how that crude can be refined into usable products when supply chains are disrupted. Recent EIA outlooks still point to robust global production and the potential for supply to exceed demand as disruptions ease. 

Energy security isn’t determined by any single part of the industry. It depends on the entire system working together. From drilling new wells and transporting crude oil to refining it into fuels, this entire system powers homes, businesses, farms, airlines, and manufacturing. Periods of geopolitical uncertainty remind us that each link in that chain plays an essential role.

This article is provided for general informational purposes only and reflects the author’s views based on publicly available information as of the date of publication.

— Adam Ferrari is CEO at Phoenix Energy. He has nearly 20 years of experience in the oil and gas industry, following receipt of his bachelor’s degree in Chemical Engineering, magna cum laude, from the University of Illinois at Urbana-Champaign. He began his career with BP America in the Gulf of Mexico, then spent a stint in investment banking at Macquarie Capital, before transitioning back to the operating side with the then-start-up Halcón Resources Corporation. Following his tenure at Halcón, Adam pursued entrepreneurial opportunities in the mineral acquisitions side of the oil and gas industry, which ultimately led him to Phoenix Energy.