Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past 24 hours.
“CMLC and the Calgary Stampede are proud to partner with Truman, who bring more than 40 years of exceptional building experience in Calgary to this much-anticipated hotel development right at the front door to Stampede Park,” said Kate Thompson, President and CEO of CMLC.
“Hotel development has been a key priority for CMLC and the Calgary Stampede, and we’ve seen development interest in The District surge with the completion of the BMO Centre expansion, the groundbreaking of Scotia Place, and the opening of the new 17 Ave S.E. extension, which unlocked the potential of this site and created a unique hotel opportunity at the west entrance to Stampede Park and The C+E. Partnerships and development investments like this one are an indication of industry confidence and enthusiasm for our shared vision for this district, and we’re so pleased to see this project take shape.”
Officials said CMLC and the Calgary Stampede have been working to advance hotel development opportunities for the past five years through challenging market conditions impacting hotel and financing requirements. In that time, CMLC and the Calgary Stampede have completed feasibility studies and site analysis on three potential hotel sites on Stampede Park and in The C+E, and have conducted extensive engagement with a range of interested developer partners on each of the sites.
A Purchase and Sale Agreement is now signed between the Calgary Stampede and Truman, and Truman is actively engaged with a world-class international hotel brand partner to operate the hotel, who will be announced in the coming months.
The partnership is working with architecture firms NORR Architecture (Chicago), Scatliff+Miller+Murray (Calgary), and CivicWorks (Calgary) to lead design and planning for the hotel. The hotel design is inspired by the unique curvature of Flores LaDue Parade and the expanded BMO Centre, with a sweeping curved form that draws inspiration from the movement of a bucking horse and materiality representative of both the rich identity of the Calgary Stampede and of Alberta’s landscape.
The next step in the process is to initiate regulatory approvals with a development permit submission expected to be submitted later in June, and prepare the site for construction, which is anticipated to begin in late 2025. Construction is anticipated to be completed in late 2028, added officials.
Source: Calgary Stampede
“Not only will this new hotel further strengthen our competitive advantage and help draw more visitors to the BMO Centre, Stampede Park, the Culture + Entertainment District and Calgary, but it will also build on the world-class experience guests receive when visiting,” said Joel Cowley, CEO of the Calgary Stampede. “When guests stay at the hotel, they will receive the highest level of Western hospitality that Calgary is known for, through a thoughtful, quality-built project by Truman, and the incredibly elevated guest experience that this hotel will offer.”
Located on an approximately 85,000 square foot parcel, the Truman hotel will be a full-service, 13-storey upper-upscale lifestyle boutique hotel with approximately 320 rooms; 15,000 square feet of meeting and ballroom space; 14,000 square feet of food and beverage offerings including restaurants, a lobby bar, a coffee shop, and a roof-lop lounge with views of downtown; a south-facing leisure terrace with activity pool, jacuzzi and an outdoor bar; and an indoor swimming pool and fitness club, explained officials.
“This is an exceptional location for a hotel, allowing guests to just stay steps away from the action of The Culture + Entertainment District – whether it’s a convention, meeting or event held in the BMO Centre, a hockey game in Scotia Place, a concert in The Big Four Roadhouse, or the Calgary Stampede’s annual celebration of Western heritage and community spirit each July,” said Tony Trutina, Chief Operating Officer of Truman. “As a family-owned Alberta-based developer, we are thrilled to partner with CMLC and the Calgary Stampede to bring this project to life in one of our city’s most exciting and fast-growing districts.”
With a development value of approximately $330M, this hotel agreement and land sale represents substantial private developer investment on Stampede Park and marks the first full-service convention-oriented hotel built in downtown Calgary in 25 years, demonstrating significant confidence in the emerging Culture + Entertainment District. Truman’s investment is further anchored by the recent purchase of another C+E District development site at 15 Ave and Macleod Trail, which is in the development planning stages with announcements forthcoming, noted officials in making the announcement.
“As home to Western Canada’s largest convention centre since the expanded BMO Centre opened in June 2024, the Calgary Stampede is now drawing hundreds of thousands of visitors to Stampede Park every year for meetings, conventions and special events, and upwards of a million more during our annual celebration each July. As a result, our city is experiencing a growing demand for hotel rooms, and hotels like this one, conveniently located directly next to the BMO Centre, are a timely response to that demand,” they said.
“Since the expanded BMO Centre opened in June 2024, it has hosted 409 events, with 205 major events booked between now and 2032, and is projected to contribute more than a quarter of a billion dollars to Canada’s GDP annually, with the majority supporting Alberta’s GDP. These numbers will only increase as hotel capacity in the area grows.”
Hudson's Bay Queen Street flagship store in Toronto on June 1, 2025. Photo: Craig Patterson
The doors have officially closed. On Sunday, June 1, 2025, the Hudson’s Bay Company ended its centuries-long run as a department store chain in Canada. After months of liquidation sales and public speculation, the retailer’s final locations, including its once-iconic downtown flagships, ceased operations, drawing to a close one of the most storied and enduring chapters in Canadian commerce. What was once the world’s longest continually operating commercial enterprise as a department store chain is now relegated to history books, marking a sobering moment for Canadian retail, culture, and national identity.
With Hudson’s Bay’s closure, Canada loses not only its last full-scale department store chain but also the final remnant of a retail format that once served as the commercial and social anchor of the nation’s urban centres and suburban malls. The end of Hudson’s Bay as a department store completes a decades-long unraveling of the country’s department store sector.
The closures follow earlier exits by other iconic department stores that once defined Canadian retail. Eaton’s, once the largest department store chain in the country, declared bankruptcy in 1999. Simpsons, which had been acquired by Hudson’s Bay in 1978, was fully absorbed and rebranded in 1991. Woodward’s, a Vancouver-based competitor, was acquired by HBC in 1993. Sears Canada, which had become the nation’s dominant mid-market chain for much of the late 20th century, was liquidated in 2018. Now, with Hudson’s Bay gone, the department store model—once the primary destination for apparel, housewares, cosmetics, and life milestones like bridal registries—has vanished entirely from the Canadian retail landscape.
Hudson’s Bay flagship store in downtown Montreal on May 31, 2025. Photo: Maxime Frechette
The Last Downtown Flagships Go Dark
Perhaps the most visible and immediate consequence is the vacuum left in Canada’s major downtown cores. Flagship stores in Toronto, Vancouver, Montreal, Calgary and Ottawa have now all shuttered. In Toronto, the Queen Street flagship, originally the Simpsons flagship converted to Hudson’s Bay in 1991, closed after generations of serving as a central shopping destination. Vancouver’s Granville Street location has also gone dark, alongside the Montreal Sainte-Catherine Street location (formerly Morgan’s), Calgary’s Stephen Avenue flagship, and Ottawa’s store on Rideau Street (formerly Freiman’s).
The closure of these landmark flagships leaves vast amounts of prime downtown real estate vacant, wiping away major anchors that had served as commercial, social, and even architectural icons in the urban core. The shutdown of these flagship properties marks the first time in well over a century that Canada’s largest cities will no longer have full-line department stores operating in their downtowns.
Weihong (Ruby) Liu, who acquired 28 suburban Hudson’s Bay store leases for her new yet-to-be-named department store concept, excluded these flagship locations from her bid. Her acquisition focuses on suburban properties that offer more immediate redevelopment potential. As a result, the historic core of Hudson’s Bay’s department store empire is being left behind, and the future of these enormous properties remains uncertain.
Hudson’s Bay Queen Street flagship store in Toronto on May 31, 2025. Photo: Craig Patterson
The End of an Institution With Deep Canadian Roots
For many Canadians, Hudson’s Bay was far more than a department store. Its history is deeply intertwined with the very creation of the country. Chartered in 1670 by King Charles II of England, the Hudson’s Bay Company (HBC) began as a fur trading enterprise. Its royal charter granted it exclusive trading rights over Rupert’s Land, which covered approximately 40 percent of present-day Canada. The company’s early trading posts, including York Factory, Fort Garry, and Fort Edmonton, were instrumental not only in commerce but in the westward expansion of European settlers.
As the fur trade declined in the 19th century, HBC transformed into a major landholder, selling large portions of Rupert’s Land to the Canadian government in 1869. This transaction played a pivotal role in Canadian Confederation and western expansion. Over time, many of its trading posts evolved into general merchandise stores, setting the stage for its eventual transition into full-scale department store retailing.
By the 20th century, Hudson’s Bay had grown into Canada’s dominant department store operator, opening flagship stores across major cities. The chain became synonymous with Canadian family life, from back-to-school shopping and holiday gift-giving to bridal registries and household purchases. Its own private-label products, most notably the multistripe Hudson’s Bay point blanket, became recognized worldwide as Canadian icons.
Hudson’s Bay at Scarborough Town Centre on May 31, 2025. Photo: Rob Bartlett
A String of Strategic Acquisitions Built a National Giant
Hudson’s Bay’s dominant position in Canadian retail was built through several strategic acquisitions that gradually consolidated Canada’s department store industry under its banner. The 1960 acquisition of Morgan’s gave HBC its first major urban retail presence in Eastern Canada. Morgan’s Quebec locations would eventually be rebranded as La Baie, while other locations outside Quebec were converted into The Bay.
In 1978, Hudson’s Bay acquired Simpsons, one of its largest national competitors. Simpsons’ presence was strongest in Ontario, Quebec and Atlantic Canada, and its acquisition allowed HBC to finally operate coast-to-coast. By 1991, the Simpsons name was retired as stores were converted to the Hudson’s Bay brand.
The acquisition of discount chains Field’s and Zellers in 1978 allowed HBC to also compete in the discount segment, which was growing rapidly at the time. Woodward’s, based in Vancouver, was acquired in 1993 after struggling financially. Its acquisition eliminated HBC’s strongest western Canadian competitor and cemented Hudson’s Bay as the leading department store chain across the entire country.
The Zellers brand remained an important part of HBC’s portfolio for decades before most Zellers leases were sold to Target Canada in 2011. Target’s ill-fated expansion into Canada ultimately collapsed by 2015, leaving a gap in the mid-market retail segment that was never fully filled.
Hudson’s Bay flagship store in downtown Montreal on May 31, 2025. Photo: Maxime Frechette
The Shift to Foreign Ownership and Global Expansion
The latter decades of Hudson’s Bay’s existence saw a shift from Canadian ownership to foreign and private equity control. In 1979, HBC was sold to Kenneth Thomson but later passed into the hands of American financier Jerry Zucker. Following Zucker’s death, U.S. private equity firm NRDC Equity Partners, controlled by Richard Baker, acquired HBC in 2008.
Under Baker’s leadership, Hudson’s Bay pursued aggressive international expansion strategies. In January 2012, the company acquired U.S. department store Lord & Taylor, strengthening its presence in American retail. The following year, in 2013, HBC entered the luxury segment with its $2.9 billion USD acquisition of Saks Fifth Avenue and Saks OFF 5TH. In 2015, HBC expanded into Europe with the purchase of Germany’s Galeria Kaufhof, which was later merged with rival Karstadt to form Galeria Karstadt Kaufhof. The company continued to diversify with its 2016 acquisition of online luxury flash sale retailer Gilt Groupe.
While these international ventures temporarily positioned HBC as a global luxury retail and real estate conglomerate, most of the expansions failed to deliver sustained profitability. Mounting debt, operational challenges, and underperforming assets ultimately placed enormous financial strain on the organization.
Saks Fifth Avenue in the Hudson’s Bay Queen Street flagship store in Toronto on May 31, 2025. Photo: Craig Patterson
The Pivot to Real Estate and Digital Operations
By the early 2020s, as financial pressures mounted, Hudson’s Bay began restructuring its operations into separate entities. Its core business was divided into Hudson’s Bay (department store retail), Saks (luxury and digital retail), Saks OFF 5TH (off-price retail), and HBC Properties and Investments (real estate holdings). Significant investment went into digital channels, with Saks.com spun out as a standalone entity in 2021, backed by private equity investor Insight Partners.
Even with these moves, Hudson’s Bay’s physical stores continued to see declining foot traffic, as consumer habits shifted rapidly to online shopping, especially during and after the COVID-19 pandemic. Despite investment in technology and digital operations, the company was unable to reverse the deteriorating performance of its traditional department store locations. Falling revenue coincided with a lack of investment, as stores were left to languish with non-functioning escalators and failing HVAC systems.
The Room women’s luxury department at the Hudson’s Bay Queen Street flagship store in Toronto on May 31, 2025. Photo: Craig Patterson
2025: The Financial Collapse
By March 2025, Hudson’s Bay’s financial situation had reached a breaking point. On March 7, 2025, the company filed for creditor protection under Canada’s Companies’ Creditors Arrangement Act (CCAA). At the time of filing, Hudson’s Bay was operating 80 Hudson’s Bay stores, three Saks Fifth Avenue stores, and 13 Saks OFF 5TH locations across Canada.
Liquidation sales began on March 24, with full closures scheduled through mid-June. In total, approximately 8,347 employees—nearly 90 percent of the company’s workforce—lost their jobs with more to come. Canadian Tire Corporation purchased the Hudson’s Bay intellectual property, including its branding and trademarks, for $30 million CAD. Meanwhile, Ruby Liu’s acquisition of 28 suburban store leases salvaged portions of the real estate portfolio, but excluded the flagship downtown locations that had long defined Hudson’s Bay’s public image.
Hudson’s Bay flagship store in downtown Vancouver on Wednesday, May 28, 2025. Photo: Lee Rivett
Real Estate Consequences and Urban Uncertainty
The closures of these large downtown department store locations leave behind significant real estate challenges. These flagship buildings occupy some of the most valuable and historic commercial real estate in the country. All are heritage-designated structures that will require extensive planning, capital investment, and creative vision to redevelop for new uses. Potential redevelopment scenarios include office conversion, institutional repurposing, mixed-use residential, or cultural uses. However, the sheer size and complexity of these buildings make adaptive reuse difficult, particularly in urban cores already contending with fluctuating office demand in a post-pandemic environment.
The absence of these department store anchors also creates ripple effects for surrounding downtown retail districts. Many nearby retailers depended on Hudson’s Bay’s ability to generate pedestrian traffic. Without that anchor tenant, downtown shopping areas face the risk of reduced footfall and declining vitality, not to mention vagrancy.
Downtown Montreal flagship Hudson’s Bay store on April 24, 2025. The building started as a location for the Henry Morgan department store chain, which in decades past operated as an upscale business. Photo: Carl Boutet
The Impact on Canada’s Retail Ecosystem
The end of Hudson’s Bay’s department store business creates significant ripple effects throughout Canada’s broader retail industry. Canadian apparel brands have lost a key national wholesale distribution channel, forcing many to rely more heavily on direct-to-consumer models, e-commerce marketplaces, and specialty boutiques. Cosmetics brands, particularly in the prestige segment, will shift more volume into specialty retailers such as Sephora and Shoppers Drug Mart. Traditional bridal registries, once a reliable Hudson’s Bay offering, have largely fragmented into smaller niche providers or online platforms. Home goods, housewares, and small appliance sales—categories where department stores once dominated—are also increasingly fragmented among big-box retailers and specialty chains.
Secondary suburban malls anchored by Hudson’s Bay stores are expected to experience challenges as foot traffic declines. While some suburban locations may be repurposed into new concepts under Ruby Liu’s ownership, many secondary malls may face longer-term uncertainty without the draw of a department store.
Consumers, who once relied on Hudson’s Bay as a one-stop shopping destination for everything from fashion to home décor, will now navigate a far more fragmented and multi-channel retail environment.
Hudson’s Bay downtown Calgary. Photo by Mario Toneguzzi
The Cultural Loss for Canadians
Beyond commerce, the closure of Hudson’s Bay represents the loss of a powerful cultural institution. Generations of Canadians shopped at Hudson’s Bay for back-to-school clothing, holiday gifts, wedding registries, and home essentials. The company’s fur trading origins were interwoven with the earliest moments of Canadian history, its stores expanded alongside the growth of the nation itself, and its products, like the Hudson’s Bay multistripe blanket, became globally recognized symbols of Canada.
For many Canadians, the closure of Hudson’s Bay department stores is not simply the loss of another retailer—it is the end of a living connection to Canada’s national story.
Lingering Questions About Ownership and Leadership
While the decline of department stores worldwide is well documented, many observers place considerable blame for Hudson’s Bay’s downfall on its most recent owner, Richard Baker. Critics argue that Baker failed to reinvest adequately in Hudson’s Bay’s physical stores and brand, prioritizing financial engineering, real estate transactions, and risky international acquisitions that ultimately proved unsuccessful.
As Hudson’s Bay struggled, questions mounted over where capital was allocated and whether the company’s core Canadian operations were sacrificed in pursuit of broader, more speculative ambitions abroad, including Saks Global.
Third floor of the Hudson’s Bay Queen Street flagship store in Toronto on May 31, 2025. Photo: Craig Patterson
A Historic Transition Now Complete
The closure of Hudson’s Bay’s department stores marks one of the most extraordinary corporate life spans in history, spanning over three and a half centuries from its fur trading origins to its rise and fall as Canada’s dominant department store chain. Though Canadian Tire’s acquisition of the Hudson’s Bay intellectual property may preserve aspects of the brand in some form, and Ruby Liu’s forthcoming suburban department store concept may capture certain retail opportunities, neither will replace what Hudson’s Bay represented to generations of Canadians.
The final store closures on June 1, 2025, signify not just the end of a company, but the end of an era in Canadian commerce, culture, and identity.
Hudson's Bay Yorkdale on June 1, 2025, shortly before closing forever. Photo: Craig Patterson
Suzanne Sears, a veteran retail recruiter and founder of Best Retail Careers Canada, has launched a confidential job registry aimed at supporting Hudson’s Bay employees impacted by the company’s recent liquidation and restructuring. With hundreds of seasoned professionals suddenly out of work, Sears says the time is right for a coordinated and compassionate solution.
“We were receiving so many inquiries for future career opportunities all across Canada,” Sears told Retail Insider. “It made sense to group them all together as high-priority candidates and help place them wherever we can find suitable employers.”
A Unique and Confidential Resource
Sears’ new registry is unlike any talent database currently available in Canada’s retail sector. It’s designed specifically for displaced Hudson’s Bay workers—store associates, managers, head office professionals, and others—seeking new positions across the retail industry.
Suzanne Sears. Image via LinkedIn
“It’s completely private,” said Sears. “No one can access your name or information without your consent. It’s secure and curated with care. This hasn’t been done before—there’s never been a database just for employees from a single retailer because nothing like this has ever happened at this scale in Canada.”
The registry is free for Hudson’s Bay employees to join. Those interested can connect with Sears via LinkedIn or by visiting her website at www.brcareers.com. Alternatively, employees can send an email to best-retail-jobs@live.ca with the subject line “HBC Registry,” include their résumé, and indicate what role they are looking for.
“When someone joins the registry, they’re asked to be as clear and specific as possible,” said Sears. “If you were a store director, are you looking to move into a head office role, or would you prefer to remain in operations? Many people loved their jobs, and they paid well—so we want to help them continue in meaningful careers.”
Retailers Invited to Hire from the Registry
Employers seeking to hire experienced retail professionals from Hudson’s Bay are also encouraged to contact Sears directly. While the registry is free for employees, employers who want access to candidates or placement services pay a fee. Sears emphasized the efficiency the registry brings to an employer’s hiring process.
“For a company trying to find retail talent, this saves hours of scrolling through LinkedIn or job boards,” she said. “It’s one place to go, one sole source, instead of asking, ‘Where did they all go?’ after layoffs like those at Target, Nordstrom, and now Hudson’s Bay.”
Sears also noted that some companies—such as landlords, former partners, and even HBC’s new ownership—have expressed interest in supporting displaced workers. Her registry offers a direct avenue for these stakeholders to get involved.
“If there’s interest, we could even organize formal meet-and-greets—nothing like a cattle call, but curated networking events for companies to meet qualified people,” she added.
A Wider Support System for a Painful Transition
Beyond job matching, Sears sees the registry as a social support mechanism for HBC alumni—many of whom spent decades with the retailer.
“We’re offering more than just résumé reviews or job placement,” she explained. “This is also about reconnecting people who may have lost touch, building community, and offering support during what is clearly a painful time for many.”
Career counseling, résumé writing, and emotional support resources are also part of the initiative. And Sears highlighted that, unlike corporate outplacement services, which are often offered during large-scale layoffs, many HBC workers are navigating this transition without financial assistance for career coaching.
“It’s really unfortunate that the majority of these people do not have any outplacement dollars to get this kind of professional guidance,” Sears said. “It’s also not something AI can do—AI can’t tell who is suffering the most or who needs to talk to someone or connect with old coworkers.”
Understanding the Human Side of the Collapse
The closure of Hudson’s Bay stores, including iconic downtown flagships and suburban locations, has displaced thousands of experienced retail workers. Many are now confronting a summer without work for the first time in their adult lives.
“I think people will be surprised—most of these retailers have never had a summer off,” Sears said. “Many of them may not be ready to work until September. And we don’t blame them.”
But for those eager to re-enter the workforce, especially in tight labour markets such as Vancouver, Sears said demand is strong—particularly for multilingual workers or those with high-end retail experience.
“People who worked at HBC for a significant period of time have proven themselves,” she said. “They’re a known quantity. That’s a huge asset for employers. You’re not taking a chance on someone. These are professionals with track records.”
A Call to Action
For now, the registry’s mission is clear: offer immediate, meaningful help to those suddenly left without work due to the liquidation of Hudson’s Bay stores.
“We’re doing this because there’s a need,” Sears said. “So many people came to me. They want help, and they deserve it.”
Hudson’s Bay employees looking for support can reach out confidentially to Suzanne Sears through:
“We’ll confirm that they’ve been added to the list. And again, it’s all confidential—no one will see your information without your approval,” Sears emphasized. “We want people to feel safe, heard, and supported.”
Pride flag at CF Toronto Eaton Centre. Photo: Cadillac Fairview
This June, CF Toronto Eaton Centre is once again embracing Pride Month with a rich and vibrant program designed to celebrate Toronto’s 2SLGBTQ+ community. Under the leadership of Cadillac Fairview, the shopping centre has become much more than just a retail destination—it’s now a hub for art, entertainment, and meaningful engagement.
“We really aim to deliver inspiring and unique experiences that reflect our purpose of transforming communities for a vibrant tomorrow,” said Andrea Nickel, Senior Director of Experience Design and Delivery at Cadillac Fairview, during an interview with Retail Insider. “At CF Toronto Eaton Centre, we want to be a place where communities can come together to connect and celebrate meaningful moments.”
Andrea Nickel, Senior Director of Experience Design and Delivery at Cadillac Fairview.
The month-long Pride 2025 program offers a diverse lineup of events, art installations, and activations, all thoughtfully curated to reflect the spirit and diversity of the 2SLGBTQ+ community.
Towering Symbols of Inclusivity
One of the most striking features greeting visitors this year is the dramatic Pride-themed décor adorning the shopping centre. Suspended above Albert’s Way is a massive 40-foot Pride flag that serves as both a photo backdrop and a powerful visual statement.
“It’s absolutely fantastic to see,” Nickel explained. “In combination with the rainbow staircase near Albert’s Way, it really creates this backdrop where people can come take pictures and showcase their celebratory spirit.”
Pride flag and stairs at CF Toronto Eaton Centre on Sunday, June 1, 2025. Photo: Larry Leung
The CF Pride Shop: A Celebration of Queer Creativity
Central to the centre’s Pride 2025 programming is the CF Pride Shop, now returning for its third year in partnership with Toronto Queer Market. The pop-up, located on Level 1 next to Showcase, features more than 25 queer artists and entrepreneurs showcasing unique, hand-crafted goods ranging from fashion and jewellery to artwork.
“Every year we try to enhance the experience and make it even more meaningful,” said Nickel. “This partnership allows local queer entrepreneurs an opportunity to showcase their work in a space they might not otherwise have access to.”
The Pride Shop will remain open for the entire month of June during regular mall hours, offering visitors a chance to discover one-of-a-kind items while supporting local queer businesses.
Pride Market. Photo: Cadillac Fairview
Drag Brunch Returns to Albert’s Way
Among the most highly anticipated events is the CF Drag Brunch, scheduled for June 22nd from 1:00 PM to 3:00 PM at Albert’s Way on Level 2. Presented in collaboration with OEB Breakfast Co., the event combines dazzling drag performances with a delicious brunch.
“This event continues to be in such high demand,” said Nickel. “The feedback year over year has been incredibly positive, and this year we’re elevating it even more with OEB’s partnership.”
Performers for this year’s Drag Brunch include Xtacy Love, Beardra Bidness, Destiny, Eboni L’belle, and Just Peachy, promising an afternoon full of energy, glamour, and entertainment. Tickets are priced at $40, with $10 from every ticket donated to Rainbow Railroad, a charity that assists 2SLGBTQ+ individuals facing persecution globally. Attendees also receive a $10 CF SHOP! card and a gift bag filled with surprises.
Pride drag brunch. Photo: Cadillac Fairview
Pride Trivia Nights at Queen’s Cross
Adding an interactive twist to this year’s celebrations are Pride-themed trivia nights hosted at Queen’s Cross Food Hall in partnership with QE Trivia, a queer-owned organization. Trivia nights will take place on June 12th, 19th, and 26th, providing a lively and educational evening complete with prizes, drinks, and discounted food offerings.
“It’s a ton of fun and a great way for people to celebrate Pride while engaging with the community,” Nickel shared. “We wanted to offer experiences that cater to different interests and create multiple touchpoints for people to engage.”
Celebrating Indigenous and Queer Identity Through Art
A new art installation also takes centre stage this year. Toronto-based artists Tyler Burey and Paul Crombie have created Thunderbird and the Birth of Glamour, a sculptural piece that merges Indigenous and queer narratives. Situated on Level 3 across from Coach, the artwork features wood, sequins, and beads, symbolizing both resilience and radiance.
“This art installation is really special,” said Nickel. “It brings together Tyler’s Indigenous and queer identities in a way that’s deeply meaningful and visually stunning.”
The piece has been developed in collaboration with Pride Toronto and speaks to the centre’s broader efforts to amplify diverse voices and celebrate intersectional identities.
Spreading Love Across Yonge-Dundas Square
CF Toronto Eaton Centre is also bringing back its Pride Love Messages initiative. Throughout Pride Month, individuals can submit personal messages of love, support, and inclusivity, which are then displayed on the 90-foot media tower at Yonge-Dundas Square.
“This is one of my favourite elements,” Nickel noted. “It creates a beautiful visual of solidarity that lights up the heart of downtown Toronto.”
These messages will be displayed leading up to and during the 2025 Toronto Pride Festival, culminating on June 28th.
Pride signage at CF Toronto Eaton Centre on Sunday, June 1, 2025. Photo: Larry Leung
Beyond June: Year-Round Support for the 2SLGBTQ+ Community
While Pride Month takes centre stage in June, Cadillac Fairview’s commitment to supporting the 2SLGBTQ+ community extends year-round. CF Toronto Eaton Centre works closely with several organizations, including Friends of Ruby, which supports youth with mental health and housing services; Spectrum in Waterloo Region; and Rainbow Railroad.
“Not only are we looking to create a welcoming and celebratory space during Pride Month, but we want to ensure that our support is ongoing,” Nickel emphasized. “It’s about creating places where everyone feels welcome and celebrated.”
A Broader Transformation Amid Changing Times
This year’s Pride celebrations come as CF Toronto Eaton Centre, like many urban shopping centres, continues to evolve in a rapidly shifting retail landscape. With the recent closure of Hudson’s Bay in the centre and broader changes underway across Cadillac Fairview’s portfolio, new concepts and experiences are becoming increasingly important to attract diverse audiences.
While Nickel remained off-the-record regarding some of Cadillac Fairview’s future leasing activity, she acknowledged, “There’s a lot of exciting opportunities from an experiential retail standpoint. We’re always looking at ways to bring fresh, engaging experiences into our properties.”
Pride 2025 Reflects a Growing Vision
With its expanded Pride programming, CF Toronto Eaton Centre is demonstrating how shopping centres can become true community spaces that celebrate diversity, foster inclusion, and provide meaningful experiences well beyond retail.
“We’re proud to continue evolving our Pride programming,” said Nickel. “Every year, we look to amplify local voices, create spaces for celebration, and deliver something that truly reflects the incredible spirit of Toronto’s 2SLGBTQ+ community.”
Crunch Fitness, a renowned high-value, low-price fitness brand, has opened its newest location in the Deer Valley neighbourhood of Calgary.
It’s the first Crunch Fitness in Calgary and the second in Alberta, following the successful opening in West Edmonton Mall. The Deer Valley club is also the 33rd Crunch Fitness location in Canada, underscoring the brand’s continued nationwide growth.
Headquartered in Cambridge, Ontario, Crunch Fitness Canada is on track to operate over 50 locations by 2025, as part of an ambitious national expansion strategy. Since 2017, Crunch has built a reputation for combining top-tier fitness amenities with dynamic group classes, including its signature HIITZone workouts, all at an affordable price point.
Wes Hodgson
“We’re excited to bring Crunch’s unique fitness experience to the vibrant Deer Valley community,” said Wes Hodgson, President and CEO of Crunch Fitness Canada. “Calgarians can expect a high-energy, inclusive gym environment offering boutique-style classes and premium amenities. Expanding into Calgary is another important step toward our goal of making high-quality, affordable fitness accessible across Canada.”
Crunch Deer Valley said it will offer memberships ranging from $9.99 to $34.99 per month, with amenities such as hydro-massage, red light therapy, and a full roster of group classes including yoga, Pilates, and Zumba. The location also features Olympic lifting platforms, heavy free weights, and dedicated areas for high-intensity interval training.
It is located at 1221 Canyon Meadows Dr SE.
Crunch said it is a fitness brand that fuses fun and fitness through unique group fitness classes, top-tier equipment, and a “no limits” philosophy. With a mission to make serious fitness fun, Crunch serves over two million members across hundreds of locations worldwide.
BeaverTails location in Grand Bend, ON. Photo: Tourism Sarnia-Lambton
BeaverTails is inviting their fans to celebrate National BeaverTails Pastry Day, on Friday June 6, a sweet annual tradition that brings communities together over a shared love of iconic indulgence.
From 3 PM to 5 PM, select BeaverTails shops across Canada will be giving away free classic cinnamon & sugar pastries — no purchase required.
“This year’s celebration is about more than just dessert. In partnership with Jack.org, a Canadian’s charity training that works alongside youth to improve mental health outcomes in every province and territory, BeaverTails is encouraging guests to make a voluntary donation at participating locations. Every dollar raised will help support Jack.org’s youth-led initiatives across the country,” said BeaverTails.
Pino Di Ioia
“BeaverTails has always been about joy, sharing, and community,” said Pino Di Ioia, CEO of BeaverTails Canada Inc. “National BeaverTails Pastry Day is the perfect opportunity to celebrate this community spirit by spreading joy while supporting an organization and a cause we believe in deeply. We are proud to support Jack.org and help raise awareness and funds for youth mental health, a cause that is more important than ever.”
The company said the event marks the beginning of a broader, long-term partnership between BeaverTails and Jack.org.
“As part of its corporate social responsibility efforts, BeaverTails is committed to building meaningful relationships with organizations real impact in the communities that the brand serves. The collaboration with Jack.org will extend beyond National Pastry Day, including a weeklong initiative planned for October 2025, all aimed at supporting youth mental wellness across Canada,” added BeaverTails.
Participating BeaverTails Locations by Province
Province
Store Locations
Alberta
Calgary – 17th Ave Edmonton – 82nd Ave West Edmonton Mall Canmore – Main St Banff – East & West Jasper – Patricia St Waterton Park
British Columbia
White Rock – Marine Drive Victoria – Broughton Whistler – Mountain Square
Manitoba
The Forks National Historic Site
New Brunswick
Saint John Waterfront
Nova Scotia
Halifax Waterfront
Ontario
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BeaverTails has been making Canadian artisanal pastries since 1978. Today, there are 195 active establishments in Canada and The United States, as well as international distribution licenses in countries such as France and Qatar. Jack.org is Canada’s largest network of young people supporting young people, offering youth a space to safely learn about mental health, support their peers, seek professional support, and advocate for a future where youth can thrive in mental wellness.
The Well in Toronto. Photo: Hariri Pontarini Architects
President Donald Trump’s administration has put Canada–U.S. relations on edge, and Canadians are finding ways to support local industry as much as possible. The U.S. government’s whipsaw tariff announcements have focused on goods, leaving services trade between Canada and the U.S. largely ignored. However, services are one spot where Canadians can hit back. In 2023, despite a $108.6 billion goods trade surplus with the United States, Canada had a services deficit of $13.8 billion, according to a recent report on the tourism sector by the Conference Board of Canada.
Travel is one of the main areas where Canadians support the U.S. economy much more than Americans support Canada. To put the value in context, in 2023, Canadians spent $26.6 billion on tourism in the U.S. compared to the $12.9 billion Americans spent in Canada, it said.
“If Canadians were to transfer all their U.S. travel dollars to Canada, this would be the upside impact on domestic tourism. In reality, the figure will be much lower. Canadians will still travel to the U.S. for personal and business reasons. Weak business and consumer confidence will also reduce travel spending more broadly, as travel is often discretionary. On net, we still estimate that travel spending in Canada, by Canadians, could increase by up to $10.3 billion this year stemming from this shift in travel preferences. This figure falls to $8.8 billion once the impacts of reduced American travel to Canada is included,” said the report.
Water Street in Vancouver’s Gastown area. Photo
Trends Favour Domestic Travel this Year
The Conference Board said two opposing forces will drive Canadian domestic tourism spending this year. The first is the weak economy. All else being equal, weaker consumer confidence usually translates into weaker travel spending. The second is how Canadians will change their international travel spending patterns. The weak Canadian dollar and recent aggressive stance from the U.S. towards Canada has led to a shift in Canadians’ intentions to travel and spend in the United States.
“Consumer sentiment, a leading indicator for travel spending, is very weak. In March, The Conference Board of Canada’s Index of Consumer Confidence reached a record low, falling below its previous nadir set during the global pandemic. Canadians are concerned about their labour market prospects in the year ahead and generally don’t believe that now is a good time to make major purchases. Under these circumstances, many Canadians will be cautious with discretionary spending,” explained the report.
“Meanwhile, heightened scrutiny while crossing the border into the United States, as well as a new registration requirement for Canadians staying more than 30 days, will discourage Canadian travel to the United States. Along with many European countries, Canada has updated its travel advisories for the U.S. after several instances of prospective entrants to the U.S. being arbitrarily detained or turned away for social media posts.
“As well, the weak Canadian dollar will deter many Canadians from visiting the U.S. Previous research has found that Canadian border crossing volume falls when the Canadian dollar depreciates and this effect becomes more pronounced when the dollar is particularly weak. The dollar remains around 72 cents, which is low compared to long-term historical averages, but is similar to where it was last year, and above lows at the start of this year.”
The Conference Board said the confluence of circumstances has already started to keep Canadians away from the United States. In April, the number of Canadians returning from the U.S. by car and air declined by 18.7 compared to the same month in 2024. This trend is likely to continue.
“The Conference Board of Canada’s Travel Intentions Survey is another indicator showing a shift in behaviour. The survey asks Canadians how likely they are to take an overnight leisure trip to the United States at some time in the next few years. In our April 2025 survey, the share of respondents either very likely or somewhat likely to take a U.S. trip in the next few years fell to 27.1 per cent from 53.2 per cent in our November 2024 survey . This decline is apparent across Canadians in all income brackets. On the other hand, most provinces are reporting increased interest from Canadian tourists,” it said.
Canadians less likely to take an overnight leisure trip to the U.S.
(percentage share of survey respondents, by income bracket)
Source: The Conference Board of Canada
How Much Canadians Spend in the U.S.
In 2023, Canadians spent $26.6 billion while visiting the U.S.—more than in all other countries combined. Adjusting for prices, and assuming no growth in real travel spending, this would translate into approximately $27.7 billion in 2025. Most of this spending happened during trips made for leisure (67.3 per cent) or business (13.4 per cent) purposes. If this travel spending were redirected domestically, this would be an upper bound on the amount we could expect Canada’s tourism sector to benefit. Several caveats apply, however, said the Board.
“Canadians typically spend more per trip when travelling internationally than when travelling domestically. Even as Canadians shift to domestic trips, they will be unlikely to spend as lavishly on these vacations, although there is likely to be a shift in the type of domestic trips being made towards longer and higher cost trips compared to historical norms. Tariffs, weaker near-term economic growth, and a highly uncertain outlook will limit discretionary spending,” it said.
As well, many Canadians will continue to visit the U.S. For example, given the close historical ties between the U.S. and Canada, citizens in both countries maintain links with family and friends across the border. These social visits to friends and relatives will likely continue to a greater degree than leisure and business visits. On balance, however, Canadians are travelling to the U.S. less frequently, which provides an opportunity for Canada’s tourism industry.”
What Could the Economic Benefit Be?
Using data from our Travel Intentions Survey, arrival and expenditure figures, and The Conference Board of Canada’s national economic forecast, the impact of these travel shifts can be quantified. Between April 2023 and 2025, the share of Canadians’ intending to take their longest overnight summer trip in the United States fell from 14.6 per cent to 6.5 per cent. This would imply a $15.4 billion shift in travel spending away from the U.S. in 2025, noted the report.
“However, this total will not necessarily be spent in Canada. Some Canadians avoiding the U.S. will still travel abroad. In April, Canadians returning by air from non-U.S. destinations increased by 9.9 per cent versus 2024. In our April 2025 Travel Intentions Survey, the share of Canadians intending to spend their longest overnight summer trip overseas also increased, which could be interpreted as capturing 22.5 per cent of travel that may have otherwise been bound for the United States. Spending on these overseas trips could account for $3.5 billion of total spending displaced from the United States,” it said.
“Considering the economic turbulence taking place, many Canadians will not take an overnight trip and will either save or spend their discretionary dollars on non-tourism goods and services this year. Based on the decrease in Canadians’ overall travel intentions between April 2023 and April 2025, this loss may absorb approximately $1.6 billion of the potential total. Some of these funds will be spent in Canada, though not necessarily on tourism.
“Based on these survey-backed assumptions, the additional potential tourism spending pool available to Canada’s domestic tourism industry will amount to approximately $10.3 billion. The actual share of this total that will be spent on domestic tourism could be more modest, however, as Canadians have historically spent less on an average domestic trip compared to a trip to the United States. Yet, more Canadians will take their longest overnight summer trip within Canada, boosting domestic tourism spending more than what historical averages of spending per trip would suggest.”
Substantial share of displaced spending could benefit domestic tourism
($ billions)
Source: The Conference Board of Canada
American Tourists are Still Welcome
This extra spending by Canadians could be offset by weaker inbound tourism from the United States. Although Canadian officials have been diligent in aiming trade war rhetoric toward the U.S. administration and not its people, American tourists may not feel welcome in Canada as the relationship between the two countries has deteriorated. In April 2025, land arrivals by U.S. residents to Canada fell by 10.7 per cent year-over-year while air arrivals fell by 5.5 per cent. The economic turbulence in store for the U.S. economy (which contracted in the first quarter of 2025) will also dampen inbound tourism spending, said the Conference Board.
“Given that Canadians are avoiding travel more than the other way around, and that Canadians also spend twice as much in the U.S. as Americans do here, the net benefit will be positive for Canada. If the annual decline in U.S. arrivals to Canada averages the drop in same-day and overnight travel reported in April, this would account for approximately $1.5 billion in lost U.S. spending. This would leave a net benefit to Canadian tourism as large as $8.8 billion. Remaining welcoming to prospective U.S. visitors will be important to maintaining visitor flows from Canada’s largest international tourism source market and maximizing the benefits of the shift in Canadian travel intentions.”
Williams Sonoma Closing at CF Toronto Eaton Centre (Image: Dustin Fuhs)
Affirm, the payment network that “empowers consumers and helps merchants drive growth”, has announced the expansion of its partnership with Williams-Sonoma, Inc. into Canada.
This builds on the companies’ multi-year partnership in the U.S. and brings Affirm to Canadians shopping at Williams-Sonoma, Inc.’s family of brands including Williams Sonoma, West Elm, Pottery Barn, Pottery Barn Teen, Pottery Barn Kids, and Mark & Graham, said the company in a news release.
Whether shopping for a sofa at their local West Elm or furnishing a new nursery with Pottery Barn Kids, approved Canadian shoppers can now split their purchases into monthly payments with Affirm. The process is simple: after selecting Affirm at checkout, consumers go through a quick, real-time eligibility check. If approved, they can choose the customized payment plan that best suits their needs and rest assured that they will never pay any late or hidden fees, it said.
Wayne Pommen
“As Canadian consumers continue to embrace smarter and more flexible ways to manage spending on home furnishings and essentials, Affirm has become a go-to choice for greater payment control and transparency,” said Wayne Pommen, Chief Revenue Officer at Affirm. “We’re thrilled to build on our successful collaboration with Williams Sonoma and their family of brands to bring more Canadians the financial clarity, flexibility, and peace of mind they deserve.”
With this launch, Williams-Sonoma, Inc. and its family of brands join leading Canadian retailers, including Amazon, Apple, Samsung, Brown’s Shoes, and more in offering Affirm’s payment solutions to their customers, said Affirm.
Bow & Bend Rooftop, located on the 12th floor of the new Element Hotel Calgary Downtown on 4th Ave SW, is set to open in early summer, offering people spectacular views of the iconic Bow River which flows through the city.
The restaurant is part of a conversion project which is turning an under-utilized downtown office into a hotel, the Element by Westin, through the City of Calgary’s Downtown Development Incentive Program. Bow & Bend is set to be a key element in revitalizing Calgary’s West End, bringing renewed energy, hospitality, and vibrancy to the downtown core.
“With regional cuisine crafted from locally sourced ingredients and stunning panoramic views of the Bow River and the Canadian Rockies, Bow & Bend offers a unique blend of natural and urban charm from one rooftop patio destination,” said Johen Lemieux, General Manager, Bow & Bend, operated by Concord Hospitality.
The Element is being developed by PBA Group of Companies (PBA), a Calgary based, women owned and led real estate firm with over 60 years of experience delivering integrated commercial real estate solutions.
“Bow & Bend’s sleek design mixed with inviting textures in the details creates the feeling of both luxury and comfort. The open-air dining room or patio is the ideal place for sharing a meal with friends or family or dropping in for after-work cocktails and snacks. The restaurant’s space is open-concept and bright, featuring large wall-to-wall windows, and seats 210 people between its dining room, patio, and two private Riverwalk rooms,” said the company.
The company said the menu at Bow & Bend has been carefully crafted using locally sourced ingredients from Alberta. For dinner, guests can expect a mix of small plates for sharing, soups and salads, burgers, house-made pasta, and mains. The Head Chef, Ashutosh Salunke, brings expertise from his previous role as the Executive Sous Chef at the luxury Sparkling Hill Resort & Spa in Vernon, British Columbia.
“We are thrilled to bring an elevated twist on traditional local flavours to the downtown Calgary dining scene,” says Salunke.“Our shareable menu will change slightly from season to season, allowing guests to both try new things and order classic favourites.”
In 2022, PBA launched its hospitality portfolio with The Dorian, a $125 million, dual-brand Marriott Autograph Collection and Courtyard hotel recognized globally with a Michelin Key for its design, culinary excellence, and guest experience.
