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Options for Her Celebrates 45 Years in Toronto

Options for Her at 163 Cumberland Street in Toronto. Photo: Craig Patterson

Toronto’s retail landscape has seen countless changes over the past few decades, but few businesses have demonstrated the resilience and community focus of Options for Her, an upscale women’s retailer. Founded in 1979, the multi-brand fashion store has stood the test of time by offering a curated selection of clothing and accessories paired with personalized service. The boutique, led by David Seligman and his wife, Elana Seligman, is celebrating its 45th anniversary this year.

With locations at 163 Cumberland Street in Yorkville and within the TD Centre in Toronto’s Financial District, Options for Her has become synonymous with quality, style, and a customer-first philosophy.

From Humble Beginnings to Toronto Staple

“Our journey began with Edna Schwartz, a renowned retailer on Bloor Street,” explains David Seligman, the founder and President of Options for Her. “We took over her business in the late ’70s and eventually transitioned to focus solely on upscale women’s fashion under the Options for Her banner.”

The Yorkville store has been a cornerstone of the business for 18 years, housed in a boutique-sized 1,200-square-foot space that feels more like an intimate living room than a traditional retail environment. Meanwhile, the 2,100 square foot Financial District store caters to professional women with a more mission-driven shopping experience.

“In Yorkville, customers often spend hours in the store, socializing and exploring our collections. Downtown, it’s about finding the perfect suit or outfit for a presentation,” Seligman says.

Options for Her at 163 Cumberland Street in Toronto. Photo: Options for Her

A Boutique with Heart

What sets Options for Her apart is its focus on relationships over sales. “Our philosophy has always been about building connections,” says Seligman. “It’s not about making every sale; it’s about ensuring every customer feels at home. Our customers come to chat, have a coffee, and even make new friends.”

This approach extends to the staff, many of whom have been with the company for over 20 years. “We’re a family,” adds Seligman. “Our team loves what they do, from designing window displays to helping customers build their dream wardrobes.”

Seligman emphasizes this point: “When someone walks into our store, they’re not just another customer. We take the time to get to know their preferences, their lives, and even their families.”

The warmth of the store’s environment is often likened to a living room. “It’s a space where customers feel comfortable. They’re not just shopping; they’re building relationships,” he adds.

A Curated Selection of Global Brands

Options for Her offers a thoughtfully curated range of brands, including Marc Cain, Cambio, Marie Saint Pierre, Sarah Pacini, Circolo, Jenny Bird, Gerry Weber, and Sosken. Each brand is chosen to reflect the boutique’s ethos of timeless, elegant style.

“We specialize in separates now,” explains Seligman. “Customers want versatility—like a Cambio pant paired with a Circolo jacket. It’s about creating outfits that are both comfortable and sophisticated.”

He adds, “We’ve always believed in offering quality over quantity. Each piece in our store has been handpicked for its craftsmanship and design.”

Seligman notes that the store’s focus on separates aligns with modern customer preferences. “People want pieces that fit into their lifestyle, whether it’s for work, social events, or casual outings,” he says.

Options for Her at TD Centre in Toronto’s Financial District. Photo: supplied

Adapting to Changing Times

While the Financial District location faced challenges during the pandemic due to reduced office foot traffic, Yorkville has continued to thrive. “The Yorkville clientele isn’t as affected by economic shifts,” says Seligman. “We see a lot of repeat customers and word-of-mouth referrals. It’s a testament to the strong relationships we’ve built.”

Seligman also notes a shift in fashion preferences post-pandemic. “Our downtown customers are now looking for standout pieces they can mix and match. It’s a shift from the traditional head-to-toe suit.”

In the Financial District, customers are often time-strapped professionals seeking quick, high-quality solutions. “It’s a different dynamic,” Seligman explains. “They come in on a mission, and we’re here to help them accomplish it efficiently.”

Options for Her at 163 Cumberland Street in Toronto. Photo: Craig Patterson

Building a Sense of Community

Beyond its product offerings, Options for Her has cultivated a sense of community among its clientele. The boutique’s Yorkville location is particularly known for its warm, welcoming atmosphere.

“People often say it feels like they’re shopping in someone’s living room,” Seligman shares. “We’ve become a meeting place where customers connect with friends, share stories, and create lasting memories.”

The social aspect extends beyond customers. “Our staff enjoys designing window displays and playing with the merchandise. It’s a creative outlet that reflects their passion for fashion,” David explains.

This community-driven approach has been instrumental in the store’s success. “We hear all the time, ‘How have I never known about you?’ when new customers discover us. Word-of-mouth has been our strongest marketing tool,” Seligman adds.

Options for Her at 163 Cumberland Street in Toronto. Photo: Craig Patterson

A Legacy of Innovation and Resilience

The journey from Edna Schwartz to Options for Her’s current iteration is a story of adaptation and foresight. “When we moved to Cumberland, we embraced the boutique model because it allowed us to offer a more personalized experience,” Seligman says.

He notes how the business has adapted over decades to meet the evolving retail landscape. “From the days of a bustling Bloor Street to the more intimate spaces in Yorkville, we’ve adjusted to ensure our customers feel connected to us”.

A Timeless Icon in Toronto

Over the past 45 years, Options for Her has weathered economic downturns, changing fashion trends, and even a pandemic, emerging stronger than ever. Its success lies not just in the luxury brands it carries but in the relationships it has nurtured along the way.

As Seligman puts it: “Good things come in small packages. We may not have the visibility of a Louis Vuitton, but we have something even better—customers who trust us and feel at home here.”

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Waves Coffee House opens at Lions Gate Hospital with first-of-its-kind food locker ordering system (Photos/Video)

Source: Waves Coffee House
Source: Waves Coffee House

Waves Coffee House has opened its latest location at Lions Gate Hospital in North Vancouver, bringing high-quality coffee and fresh food options to the dedicated healthcare professionals, patients, and visitors of the hospital. This location introduces an innovative, first-of-its-kind food locker ordering system, designed to provide fast, contactless service—perfect for the hospital’s busy environment.

The new locker system allows customers to place their orders through the Waves Coffee app, receive a text notification when their order is ready, and pick up their items from a designated locker by scanning a code—eliminating wait times and ensuring a seamless experience.

Kayvan Rahmati
Kayvan Rahmati

“We wanted to craft a special way to serve the hardworking doctors and surgeons who have very little time to wait,” says Kayvan Rahmati, President of Waves Coffee House, who conceptualized the idea. “We considered multiple express lines but worried that special treatment could hinder the guest experience or cause confusion. Instead, we developed this locker system, where our staff prepare and load the order, and customers can simply scan and go—completely contact-free.”

This marks Waves Coffee House’s first location inside a hospital and, based on available information, the first locker installation for a coffee house. The initiative aligns with the company’s ongoing mission to blend innovation, convenience, and exceptional service, reinforcing its reputation as ‘Your Place to Connect.’

The Lions Gate Hospital location will offer a full menu of Waves’ signature specialty coffees, handcrafted beverages, fresh pastries, and meal options, all available for quick and easy pickup.

Source: Waves Coffee House
Source: Waves Coffee House
Source: Waves Coffee House
Source: Waves Coffee House
Source: Waves Coffee House
Source: Waves Coffee House

Retail trade records an increase in payroll employment in January: Statistics Canada

Photo by Andrea Piacquadio
Photo by Andrea Piacquadio

Payroll employment in retail trade increased by 9,800 (+0.5%) in January, offsetting the declines observed in December (-6,000; -0.3%) and November (-3,800; -0.2%). On a year-over-year basis, payroll employment was down 18,500 (-0.9%) in January 2025, according to a report by Statistics Canada.

The year-over-year payroll employment decline in the sector in January was led by sporting goods, hobby, musical instrument, book, and miscellaneous retailers (-11,400; -5.4%), furniture, home furnishings, electronics and appliances retailers (-5,900; -5.5%) and general merchandise retailers (-3,000; -1.1%), said the federal agency.

These losses were partially offset by gains in health and personal care retailers (+3,100; +1.4%), motor vehicle and parts dealers (+2,800; +1.3%) and clothing, clothing accessories, shoes, jewelry, luggage and leather goods retailers (+2,300; +1.1%) in January, it said.

Overall, the number of employees receiving pay and benefits from their employer—measured as “payroll employment” in the Survey of Employment, Payrolls and Hours—rose by 26,800 (+0.1%) in January, following an increase of 66,400 (+0.4%) in December 2024. On a year-over-year basis, payroll employment was up 198,900 (+1.1%) in January 2025, explained StatsCan.

In January, monthly payroll employment increases were recorded in 6 out of 20 sectors, including educational services (+26,200; +1.8%), retail trade (+9,800; +0.5%) and health care and social assistance (+7,300; +0.3%). These gains were partially offset by declines in construction (-8,000; -0.7%), accommodation and food services (-3,400; -0.3%) and information and cultural industries (-2,700; -0.8%). There was little change in the remaining 11 sectors, according to the report.

Photo by 
Gustavo Fring
Photo by Gustavo Fring

Meanwhile, job vacancies were little changed in January. On a year-over-year basis, job vacancies were down by 136,700 (-20.6%) in January.

“There were 526,200 job vacancies in January, little changed from December. On a year-over-year basis, job vacancies were down by 136,700 (-20.6%) in January. Total labour demand—which corresponds to the sum of filled and unfilled positions—was little changed in January from both the previous month and the same month last year,” noted the report.

“The job vacancy rate—which corresponds to the number of vacant positions as a proportion of total labour demand—was 2.9% in January, down 0.1 percentage points from December (3.0%). The monthly decline followed four consecutive months of little change. Year over year, the job vacancy rate was down by 0.8 percentage points in January.

“There were 2.8 unemployed persons for every job vacancy in January, unchanged from December, but up from 1.9 in January 2024. The year-over-year increase in the unemployment-to-job vacancy ratio in January 2025 reflects a decrease in vacancies (-135,200; -20.5%, excluding territories), and an increase in the number of unemployed persons (+250,500; +20.2%, according to the Labour Force Survey).”

In January, four sectors recorded a decline in job vacancies: transportation and warehousing (-5,800; -18.9%), finance and insurance (-5,100; -27.0%), educational services (-2,800; -14.8%) and utilities (-700; -33.3%). Job vacancies were little changed in the remaining 16 sectors.

“Year over year, vacancies declined in 15 out of 20 sectors in January. The largest declines were recorded in health care and social assistance (-35,000; -24.3%), retail trade (-16,800; -25.0%), and accommodation and food services (-13,000; -15.9%). Job vacancies were little changed in the remaining five sectors,” said the federal agency.

“In January, the number of job vacancies in accommodation and food services edged up (+4,600; +7.1%) to 69,000. Vacancies in the sector have trended upwards from a recent low in August 2024 (52,800). From August 2024 to January 2025, the job vacancy rate in the sector increased by 1.1 percentage points to 5.0%. This was the highest job vacancy rate across all sectors in January.”

On a year-over-year basis, the number of job vacancies in accommodation and food services was down by 13,000 (-15.9%) in January.

Crave Cupcakes expands with new locations and products amid 20th anniversary celebration

Co-founders Carolyne McIntyre Jackson (right)and Jodi Willoughby, sisters who launched Crave in 2004
Co-founders Carolyne McIntyre Jackson (right)and Jodi Willoughby, sisters who launched Crave in 2004

Crave Cupcakes, the iconic Calgary-based bakery known for its from-scratch cupcakes, cookies, and cakes, is celebrating its 20th anniversary with exciting new ventures. 

Co-founders Carolyne McIntyre Jackson and Jodi Willoughby, sisters who launched Crave in 2004, are expanding beyond their original Kensington location. The company now boasts locations in Edmonton, Saskatoon, and will soon open a new bakery in Kelowna by June 2025. 

Co-founders Carolyne McIntyre Jackson (left)and Jodi Willoughby, sisters who launched Crave in 2004
Co-founders Carolyne McIntyre Jackson (left)and Jodi Willoughby, sisters who launched Crave in 2004

Crave’s steady growth marks its evolution from a local favourite to a beloved brand with a loyal following across Western Canada.

In addition to their physical expansions, Crave has introduced a new Bake at Home line, available in over 150 grocery stores across Alberta and British Columbia. The line includes cake mixes, frozen buttercream, and pre-portioned cookie dough—all made with the same high-quality ingredients that Crave is known for. 

The move taps into the growing demand for convenience without compromising on quality, offering fans of the brand the chance to recreate their favorite Crave treats at home.

Amid these exciting changes, Crave is also launching its first-ever cookbook, “Crave: Cupcakes, Cakes, Cookies, and More from an Iconic Bakery,” set to release in May 2025. With recipes perfected over the past two decades, this cookbook offers fans a chance to bring the Crave experience into their kitchens. As Crave continues to innovate, the brand remains committed to its founding principles of quality, community, and homemade goodness.

“We opened Crave to bake from scratch—cupcakes and cookies from scratch—and share them with as many people as possible,” said Willoughby.

In Calgary there are four stores. 

Why has the brand become so popular?

“My personal opinion is that we make really great baking. We love what we do. We’re very passionate, and we hire really great people who have the same passion as we do,” she said.

“We started out wanting to bake from scratch, using butter, all real ingredients, baking fresh every morning, and never selling day-olds. And it’s still the same principle we follow today. When we first started, we had a supplier say, “You’ll be using cake mix in six months.” And we were like, “No, that wouldn’t be Crave if we were baking from a cake mix.” And, you know, the price of butter has like six times what it was when we started, but it’s just one of those things we’ll never go back on. So, I truly think it’s just a really great product,” added Jackson.

Jackson said Kelowna is the brand’s first new location in 12 years. 

“We took a purposeful pause, we like to call it. We renovated some of our stores, we both have kids—we’ve raised kids in the last little while—and we also created a Bake at Home line that’s available in over 150 grocery stores in Alberta and BC,” she explained.

“At the grocery stores, we have packaged up our cake mix. We have cake mix, frozen buttercream, and frozen pre-portioned cookie dough. It’s the exact same recipe that we use every day. We’re super proud of it. We actually always have cake mixes in our own pantries at home, even though we know the recipes. It’s just so easy to rip off the package, dump it into a bowl, and boom, you’ve got cake in under 25 minutes.”

“We started with Calgary Co-ops in 2022. They took us into all their stores, and we kind of launched into some of the smaller stores, like Safeway and Sobeys. So, we’re working on that expansion as well . . . We go as far as Grand Prairie and down to Lethbridge and Invermere.”

Source: Crave Cupcakes
Source: Crave Cupcakes

Their new cookbook Crave: Cupcakes, Cakes, Cookies, and More from an Iconic Bakery is launching in early May.

“We just wanted to let everybody know that our cookbooks are in pre-sale, and they can go to our website at cravecupcakes.ca to see a list of vendors that are pre-selling. It’s just very exciting. These are our family recipes, now perfected by Crave over the past 20 years. Now everybody can have access to them—not only through our bakeries but through our recipes,” said Willoughby.

Willoughby said all the existing bakeries are takeout models.

“But for Kelowna, we took some time to really check out the spaces there and were able to lease a larger space. So, we are going to be serving coffee! We really wanted to build that sense of community. And what goes great with our Crave baking? Coffee!,” she noted.

Related Retail Insider stories:

O & O bringing Jimmy John’s to Edmonton area

Ravi Prakash Singh and his wife Khushbu
Ravi Prakash Singh and his wife Khushbu

Edmonton-based O & O Group of Companies has finalized a deal with Foodtastic and signed an agreement to bring the Jimmy John’s brand to Edmonton and its suburbs with 12 locations.

From humble beginnings, Ravi Prakash Singh and his wife Khushbu have built a food industry powerhouse in Edmonton under the umbrella of O & O Group of Companies.

 The company operates  in the hospitality industry and manages several franchise brands, including Little Caesars, Second Cup Café, and Pita Pit. Recently, it also took over the management of two Guru Restaurant Fine Dining Indian locations in Edmonton, renowned for their legacy in Indian cuisine

“We are set to open our very first Jimmy John’s location at Shoppes at Hillshire in Sherwood Park summer of 2025 and are actively searching for additional locations across Edmonton and the surrounding market. As a high-end sub brand, Jimmy John’s is relatively new to Canada, and we are excited to introduce it to this region,” said Ravi, the company’s CEO.

“Jimmy John’s is a powerful sub brand because of several key factors that contribute to its success and strong market presence and we at O & O Group of Companies always partnered with the best brands for our community.”

Ravi Prakash Singh and his wife Khushbu
Ravi Prakash Singh and his wife Khushbu

Ravi outlined the following reasons for being attracted to the brand:

1. Speed & Freshness (“Freaky Fast, Freaky Fresh”)

  • Jimmy John’s is known for its ultra-fast delivery and fresh ingredients. This focus on speed and quality has created a strong brand identity.
  • Their “Freaky Fast” slogan reinforces their reputation for efficiency, making them a go-to option for quick meals.

2. Simple, Focused Menu

  • Unlike some competitors that expand into multiple food categories, Jimmy John’s has stayed true to subs and sandwiches, making them an expert in the niche.
  • Their streamlined menu allows for operational efficiency and consistency.

3. Strong Franchise Model

  • With a strong franchise network, Jimmy John’s has scaled efficiently while maintaining brand consistency.
  • Their franchise support and training programs help maintain high-quality service across locations.

4. Premium Ingredients

  • They emphasize using fresh-baked bread, hand-sliced meats, and locally sourced produce.
  • This differentiates them from other fast-food sub chains that rely more on pre-packaged ingredients.

5. Branding & Marketing

  • Their marketing campaigns are bold, fun, and memorable, often using humour and direct messaging.
  • The brand has a strong social media presence, keeping them engaged with younger audiences.

6. Delivery-First Strategy

  • While many sandwich brands focus on in-store dining, Jimmy John’s built a brand around fast and reliable delivery.
  • Their in-house delivery model allows them to control the customer experience better than relying on third-party services.

7. Loyal Customer Base

  • Their consistent quality, affordability, and reliability have built strong customer loyalty.
  • They also use promotions and rewards programs to keep customers engaged.

8. Resilient Business Model

  • Even in challenging times like the pandemic, Jimmy John’s delivery-first approach helped them stay strong while other dine-in brands struggled.

“As someone deeply committed to bringing the best brands to my community of Edmonton, I am excited to share our strategic expansion plans for Jimmy John’s in Edmonton and the surrounding suburbs. We are preparing to open at least 11-12 new locations, with most launching between 2025 and 2026,” explained Ravi.

“This expansion is a testament to our dedication to delivering Jimmy John’s signature fresh and fast sandwiches to more communities while also fostering local employment and business growth in our community. At O & O Group, we take pride in our commitment to business growth and community development. Currently, we provide employment opportunities to over 250 dedicated team members across our operations.

“As we continue to expand, including our upcoming Jimmy John’s locations in Edmonton and the surrounding suburbs, we remain focused on creating more job opportunities and contributing to our own local economy.

“As we actively seek multiple locations, we invite strip mall developers to connect with us if they are interested in bringing a dynamic and well-loved brand like Jimmy John’s to their developments. This is a great opportunity to collaborate and introduce a high-quality, fast-casual dining option to local communities.”

Canadian Retail News From Around The Web For April 2, 2025

Canadian Retail News From Around The Web

News at a Glance

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

Re: HBC

Vacant Bay stores could spark interest — if landlords are willing to get creative (CityNews)

Hudson’s Bay tells former executives their pension payments will be cut as retailer continues liquidation (Globe & Mail / subscriber paywall)

Some Hudson’s Bay vendors are owed thousands — and they’re rushing to reclaim their inventory (Toronto Star)

Impact of Hudson’s Bay closures on REITs (BNN)

The Hudson’s Bay era is nearly over. It’s not the only iconic Hamilton department store lost to time (The Spec)

Other News:

Strengthening Canada’s Retail Sector – A Call to Action for Election 2025 (RCC)

Amazon is selling products calling Canada the 51st state, and many Canadians aren’t happy (CBC)

Iconic Edmonton antique store up for sale in Old Strathcona (Edmonton Journal)

With more tariffs expected, small Sask. businesses say they’re already feeling effects of trade war (CBC)

Paramount Fine Foods founder settles bitter four-year legal battle with largest shareholder: ‘Trust has been restored’ (Toronto Star)

Cannabis retail expansion in Canada came with only a small uptick in the number of consumers (The Conversation)

Toronto’s Union Station has new restaurants and stores opening soon. Here’s what’s coming (Toronto.com)

How a women-owned sneaker shop in Toronto is uplifting women’s sports in Canada (CBC)

Retro Hong Kong snack shop arrives in Richmond (VIA)

Masked thieves grab $22,000 in clothing from Kitsilano store, three arrested (VIA)

The End of Department Stores: What’s Next for Canadian Malls?

Hudson's Bay at CF Chinook Centre in Calgary in 2021. Photo: Jessica Finch/Retail Insider

As department stores vanish from Canada’s retail landscape, shopping centres are being forced into a period of rapid evolution—one that could reshape how Canadians experience retail. With the Hudson’s Bay Company now in court-ordered creditor protection and 74 of its 80 stores set to close by the end of June, the question arises: what comes next for the shopping centres built around these legacy retailers?

Michael Kehoe, Broker/Owner of Fairfield Commercial Real Estate, believes we’re witnessing a positive turning point. “Retailing is always changing and evolving,” he says. “This is a tremendous opportunity for shopping centres to repurpose unproductive space and move on from the department store era.”

Michael Kehoe

A Shift in Power and Possibility

Kehoe describes the departure of department store anchors not as a crisis, but as a release. “It takes the shackles off huge swaths of retail space,” he explains. “And that includes the parking fields and surrounding land that were once under restrictive covenants. Landlords finally have freedom to explore new uses for these valuable parcels.”

With retail space now freed from anchor tenant agreements, landlords can innovate. Kehoe highlights that the once “sterilized” land tied to department store leases can now be repurposed. “This is great for retail,” he says. “I welcome it.”

Case Study: CF Chinook Centre

CF Chinook Centre in Calgary exemplifies this transformation. Once home to three department stores—Hudson’s Bay, Saks Fifth Avenue, and Nordstrom—it now finds itself in the middle of an identity shift.

“Chinook is really a cluster of villages,” explains Kehoe. “You have a luxury cluster, an athleisure cluster, a strong food hall—it’s an amalgamation of shopping experiences.” He credits Cadillac Fairview’s strategic merchandising for the mall’s resilience. “They’re masters at drawing traffic to different parts of the mall through clustering and strategic food placements to increase dwell time.”

Apple, Lululemon, and other so-called “impact brands” have replaced department stores as major traffic generators. “People will line up around the block for a new iPhone,” says Kehoe. “That’s the draw now.”

CF Chinook Centre, image: Cadillac Fairview

Anchors Out, Innovation In

The traditional “dumbbell” mall design—department store anchors on each end with small retailers in the middle—emerged in the 1950s. But that model is now being dismantled.

“The dumbbell concept is more relevant than ever—only now, we’re filling those ends with different kinds of uses,” Kehoe notes. “Shopping centres have already morphed into mixed-use destinations. We’re seeing more experiential retail, entertainment, dining, and health and wellness tenants.”

He adds that many malls are preparing for large-scale redevelopment. “Some will be densified. Some may see residential or office components added. But it’ll take time—five years or more in many cases.”

Department Store Space: A Slow Rebirth

Repopulating vacated department store space isn’t quick. Kehoe points to Southcentre Mall in Calgary, where a Sears location closed in 2018. “Only now are we starting to see that space filled,” he says. “And with Hudson’s Bay liquidating, there’s a million square feet in Calgary alone that needs to be repurposed.”

Retailers like IKEA and LEGO are exploring urban formats that could occupy parts of these footprints. “Loblaws moved into Maple Leaf Gardens in Toronto—anything’s possible if we keep an open mind,” he says.

Yet, filling these large spaces amid economic uncertainty won’t be easy. “We’re in a recession,” says Kehoe. “With the tariffs and changing consumer habits, it’s a scorched-earth moment. Only so many dollar stores and fitness chains can go around.”

An impressive upgrade: The former Woodward’s department store at Southgate Centre in Edmonton (most recently Sears) was repurposed into a multi-tenant space with a dramatic atrium. Image: Smith + Andersen

Institutional Ownership Under Pressure

The liquidation of Hudson’s Bay comes at a challenging time for landlords. Cadillac Fairview, Oxford Properties, and Ivanhoé Cambridge have already weathered losses like Nordstrom’s exit. Many institutional owners are now reconsidering their place in the sector.

“Cadillac spent $11 million building out that Nordstrom store at Chinook,” Kehoe recalls. “Several years later, Nordstrom was gone.” He sees a shift toward more entrepreneurial mall ownership. “These landlords are closer to their assets and more agile. It’s not necessarily a bad thing.”

The former Dayton’s department store in downtown Minneapolis has been transformed into a multi-functional space called The Dayton’s Project. Image: Dayton’s Project

The Downtown Dilemma

Downtown cores may be hardest hit by Hudson’s Bay’s demise. Flagship stores in Montreal, Vancouver, Calgary, Ottawa, and Victoria are integral to the fabric of those cities.

Kehoe is cautiously optimistic. “Yes, it creates short-term uncertainty, but these are incredible urban assets. They’ll be repurposed—perhaps into mixed-use developments, residential units, or even entertainment and cultural spaces.”

Still, he acknowledges the psychological weight. “People are nostalgic. The Bay is where they bought their first suit or appliance. But retail is about staying relevant.”

Hudson's Bay downtown Calgary. Photo by Mario Toneguzzi
Hudson’s Bay downtown Calgary. Photo by Mario Toneguzzi

A Cultural Loss for Canada

Despite the company’s retail decline, the emotional connection to Hudson’s Bay runs deep. “The story of the Hudson’s Bay Company is the story of Canada,” says Kehoe. “They were our first retailers. Indigenous peoples were their first customers. They shaped cities. They laid out street grids.”

In Calgary, Kehoe points to the historic Bay arcade façade—“a unique architectural gem in North America.” In Edmonton, he recalls Fort Edmonton’s roots in the fur trade. “The Bay’s history stretches from the Rocky Mountains to San Francisco.”

The legacy lives on in place names, roads like Anthony Henday Drive, and even in the collective memory of Canadians. “It’s not just a store. It’s part of our national identity.”

Looking Forward

For all the disruption, Kehoe is clear-eyed. “Shopping centres are always evolving. This is just another chapter.”

He notes that premium centres like Yorkdale in Toronto continue to thrive, generating over $2,400 per square foot. “Great malls still perform. But the model is changing.”

As for the Hudson’s Bay space across the country, he believes opportunity outweighs risk. “There’s going to be a gazillion users that come out of the woodwork,” Kehoe says. “It’s actually quite exciting.”

In the end, it’s about adaptation. “This too shall pass,” Kehoe says. “Retail real estate is like a river—it bends, it flows, but it never stops.”

More from Retail Insider:

Hair Republic Faces Fallout from Hudson’s Bay Collapse

Hair Republic at Hudson's Bay, CF Sherway Gardens in Toronto. Photo: Hair Republic

The collapse of Hudson’s Bay’s retail network is having ripple effects across Canada’s retail landscape, and among those impacted is Ottawa-based salon chain Hair Republic, which had partnered with Hudson’s Bay to expand its footprint in Toronto. In an interview, John Nguyen, CEO and Founder of Hair Republic Group, shared the extent of the fallout—and what’s next for the business.

“This is quite shocking,” said Nguyen. “We had been working with Hudson’s Bay for three and a half years, and we were looking to expand further. At one point, we even looked at Vancouver. That’s all on pause now.”

A Promising National Partnership with Hudson’s Bay

Hair Republic, which began in 2011 and opened a second Ottawa location in 2019, entered into an agreement with Hudson’s Bay in 2021, right in the midst of the pandemic. The goal was ambitious: open branded salons within department stores across the country.

“Hudson’s Bay approached us during the pandemic,” said Nguyen. “They pitched a business model where we’d operate salons within their stores. Their strategy was to create a new kind of shopping experience to draw younger, trend-conscious consumers.”

The first co-branded salon opened in Hudson’s Bay’s downtown Ottawa store. After a successful run, Nguyen says the retailer offered his team three top locations in Toronto, and Hair Republic chose CF Sherway Gardens.

“We launched at Sherway in fall 2023, had a grand opening, ran it for a full year—and now this happens,” he said. “It’s a bit of a shock.”

Inside the Licensee Model with Hudson’s Bay

Unlike traditional mall leases, Hair Republic operated under a licensee agreement with Hudson’s Bay, meaning they didn’t lease directly from landlords like RioCan or Cadillac Fairview. Instead, Hudson’s Bay acted as an intermediary, collecting customer payments and remitting them—after taking a cut.

“They took 15% of our top-line revenue, on a sliding scale,” explained Nguyen. “It allowed us to enter the Toronto market without the heavy overhead of a typical lease.”

The cost savings were significant, especially since Nguyen and his team invested heavily in store build-outs.

“We handled all the plumbing, infrastructure, everything,” he said. “Each location cost us between $250,000 to $300,000. But we saw the long-term benefits, especially with Hudson’s Bay offering national campaigns and marketing reach.”

Hair Republic at Hudson’s Bay, downtown Ottawa flagship/CF Rideau Centre. Photo: Hair Republic

Operational Red Flags Began to Appear

Despite the promising start, cracks in the partnership began to emerge in 2024. Nguyen noted HVAC failures, unreliable point-of-sale systems, and inconsistent store hours that limited his salon’s ability to serve clients.

“The biggest red flag was when we stopped getting paid on time,” he said. “Our cash flow was built around 45-day payment cycles. When those payments were two or even two-and-a-half months late, we had to start asking serious questions.”

Nguyen also noticed leadership changes within Hudson’s Bay that made ongoing operations increasingly unstable.

“There were three or four rounds of executive turnover,” he added. “People I used to deal with were suddenly gone. It was hard to maintain any consistency.”

Hair Republic at Hudson’s Bay, CF Sherway Gardens in Toronto. Photo: Hair Republic

Thousands in Sunken Costs at Risk

For now, Nguyen is focused on salvaging what he can.

“We’ll try to recover furniture and loose fixtures, but the plumbing, the rough-ins—all that is sunk cost,” he said. “That’s the heartbreaking part. We invested so much into these spaces.”

The Hair Republic team is staying optimistic, but the uncertainty is mounting.

“Hudson’s Bay may try to get us into one of their six remaining stores,” Nguyen said, referring to the locations exempt from liquidation, such as Yorkdale and downtown Montreal. “But I’d be cautious. I don’t want to end up in the same situation 12 or 24 months from now.”

Hudson’s Bay Liquidation Throws Expansion into Uncertainty

On March 7, 2025, Hudson’s Bay filed for creditor protection under the Companies’ Creditors Arrangement Act (CCAA). By March 21, the Ontario Superior Court approved the liquidation of 74 Hudson’s Bay stores, along with two Saks Fifth Avenue and 13 Saks Off 5th locations.

Hair Republic’s CF Sherway Gardens location is among those affected.

“We only have 10 to 12 weeks,” said Nguyen. “If I don’t find a solution by then, my team won’t have a place to work.”

Nguyen is currently in discussions with Cadillac Fairview, landlord of CF Sherway Gardens, to explore a direct leasing arrangement that would keep Hair Republic in the mall. He’s also considering acquiring another local salon or relocating within Etobicoke.

Hair Republic at Hudson’s Bay, CF Sherway Gardens in Toronto. Photo: Hair Republic

The Challenge of Scaling Amidst Uncertainty

Nguyen had bigger plans for 2025, including franchising Hair Republic. However, the Hudson’s Bay collapse is likely to delay that initiative by several months.

“We wanted to franchise this year,” he said. “But we realized franchising only works if franchisees can find talent—and right now, there’s a skilled labour shortage in our industry.”

To address this, Nguyen is now exploring conversion franchising—acquiring existing salons from owners looking to exit and converting them to Hair Republic franchises.

“It’s a win-win,” he explained. “We avoid build-out costs, franchisees get a profitable operation from day one, and we grow the brand.”

Other Licensees Also Feeling the Impact

Nguyen isn’t the only licensee affected by Hudson’s Bay’s restructuring. He has spoken with other in-store partners, many of whom are also scrambling for contingency plans.

“I can’t imagine what bigger licensees like MEC are thinking,” he said. “Everyone’s in limbo. And with liquidation sales starting this week, we don’t have much time.”

Nguyen hopes sharing his experience will help others in the retail industry understand the broader impact of Hudson’s Bay’s collapse on independent businesses.

“We had high ambitions,” he said. “And while this is a setback, we’re not stopping. We’re already moving on to Plan B.”

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Knix Expands Retail Footprint with Holt Renfrew Partnership

Knix pop-up at Holt Renfrew, 50 Bloor St. W. in Toronto. Photo: Knix/Holt Renfrew

Toronto-based Knix, known as North America’s top Leakproof undergarment brand, has officially launched in six Holt Renfrew locations across Canada. The partnership includes two dedicated pop-ups, offering a curated selection of the brand’s best-selling products. For Knix, this collaboration with Holt Renfrew marks a significant milestone in its retail journey as it scales beyond its direct-to-consumer roots into premium wholesale distribution.

“This partnership with an iconic Canadian retailer who we’ve long admired is an incredible opportunity for Knix to expand its customer base,” said Joanna Griffiths, Founder and President of Knix. “Offering our customers another in-person touchpoint is something we’re continuously exploring, and we can’t wait for everyone to shop the curated assortment at the Holt Renfrew location closest to them.”

Joanna Griffiths at the Bloor Street Holt Renfrew Knix pop-up. Image: Knix/Holt Renfrew

Elevated Experience for a New Audience

Holt Renfrew’s reputation as Canada’s leading luxury retailer made it a natural partner for Knix, which has built a loyal following through innovation, inclusivity, and high-performing product design.

“We are proud to curate the best fashion and lifestyle edits from Canada and around the world,” said Carolyn Wright, Senior Vice President, Product, at Holt Renfrew. “Introducing this innovative, female-led Canadian brand to our customers is a wonderful new addition to our assortment in stores and online this spring.”

Carolyn Wright

The in-store experience, which runs until May 26 for the pop-up locations, is designed to showcase Knix’s most sought-after pieces including the brand’s famous Leakproof underwear, the Revolution Bra, Gossamer Lace sets, and a growing range of swimwear.

Retail Locations Across Canada

Knix is now available at Holt Renfrew locations in Toronto (Bloor Street and Yorkdale), Vancouver, Mississauga (Square One), Calgary, and Montreal (Holt Renfrew Ogilvy). The Bloor Street and Vancouver stores feature pop-up spaces, while the remaining four locations have integrated the brand into their core assortment.

The pop-ups serve as a tactile introduction to the Knix brand for Holt’s clientele. “We really wanted to showcase who we are through these touchpoints,” said Nicole Tapscott, Chief Commercial Officer at Knix. “From our newest swim drops to our best-selling shapewear, we’ve curated a premium assortment that reflects our design innovation and commitment to inclusivity.”

Nicole Tapscott

The pop-up experience, she added, has also allowed Knix to showcase mannequins in a range of body types. “It’s important for customers to see themselves reflected—not just in the marketing, but in the physical store environment too.”

From Leakproof to Luxe

Tapscott explained that the Holt Renfrew team was particularly drawn to Knix’s rapidly growing swimwear category. “Swim is one of our fastest-growing areas,” she said. “We’re excited to highlight new silhouettes and seasonal colours—espresso is one of our key colours this year—as well as our signature Leakproof technology that makes Knix unlike anything else in the market.”

Among the featured swimwear are bold prints and refined cuts, such as the Sculpt Ruched One-Piece, as well as new lifestyle offerings including oversized linen shirts and organic cotton cover-ups.

While not all items include the brand’s signature Leakproof technology, the assortment still emphasizes performance and style. “We’ve got our Gossamer Lace and Mesh Lace underwear in both light and full absorbency,” added Tapscott. “These started as limited holiday collections but did so well we brought them back in multiple colours.”

Breakthrough in Customizable Shapewear

Another standout in the assortment is Knix’s customizable shapewear—a world-first product designed with versatility in mind. Tapscott highlighted how the shapewear can be cut along three built-in seams to adjust the depth for different outfits.

“This is really popular among stylists,” she said. “They don’t want to carry ten shapewear options to a fitting—just one of these works for multiple looks. Customers can cut it themselves based on their needs, and it’s all part of our Leakproof line.”

A short version of the customizable shapewear is also featured, addressing common issues like dressing around slits while maintaining support and comfort. “Retail is so much more personalized now. People are mixing and matching across decades and aesthetics,” Tapscott noted. “This shapewear helps unlock your whole closet.”

Knix pop-up at Holt Renfrew, 50 Bloor St. W. in Toronto. Photo: Knix/Holt Renfrew

Shared Values and Strategic Growth

When asked why Holt Renfrew was the right partner, Tapscott was clear: “From the way they approach fashion to the way they operate as an institution in Canada—and globally—Holt Renfrew was top of our list,” she said.

“There’s a strong customer overlap. They were excited about the demographic we bring in and about introducing fashion-forward functionality to their shopper.”

Knix’s entrance into Holt Renfrew also serves as a brand awareness play, particularly in cities where the brand has no standalone stores. “We’re giving customers another channel to touch and feel the product,” Tapscott explained. “Many need to see it to believe it.”

What’s Next for Knix Retail

Knix currently operates 13 standalone stores, with six more planned for this year. Much of the upcoming growth will focus on the U.S. market. “We’re investing heavily in retail expansion, especially south of the border,” said Tapscott. “But Canada remains core to our identity.”

Tapscott believes the brand’s success is driven by both community and product. “Once someone tries our product, they’re hooked,” she said. “Customer retention is incredibly strong. But it all starts with that first try. That’s why partnerships like this one with Holt are so important.”

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Restaurants Canada calls for permanent exemption of all food from GST/HST

Photo by Adrienn
Photo by Adrienn

The next government can protect the 1.2 million workers in the foodservice industry, improve food affordability for Canadians and help keep foodservice businesses afloat during the tariff war by exempting all food from sales taxes, as it did during the recent GST/HST holiday, says Restaurants Canada.

The national organization said eight in 10 (77%) Canadians would like to see the GST/HST holiday made permanent, and 84% believe food should not be taxed, according to a spark*insights public opinion poll conducted on behalf of Restaurants Canada. 

New Statistics Canada data reveal that commercial foodservice sales increased by a robust 7.5% year-over-year in January. Even after adjusting for inflation, real sales rose by 4.3%—the highest real growth since April 2023. This supports earlier findings that the GST/HST holiday led to a 67,500 year-over-year increase in foodservice sector jobs in January, it said.

Kelly Higginson
Kelly Higginson

“Restaurants are the number one source of first-time jobs and the fourth largest private-sector employer in Canada,” said Kelly Higginson, President and CEO of Restaurants Canada.

“A million dollars in sales in our sector generates $1.8 million in output in the wider economy and 17.6 jobs, both above the average for other industries. There is real opportunity here for the next government to invest in a major driver of the Canadian and local economies, protect jobs and help make life more affordable for Canadians.

“2024 was a tough year for restaurants, with consumer spending down due to the affordability crisis impacting Canadians across the country, while every operating cost was going up. The GST/HST holiday was a much-needed boost, but we need permanent measures to address affordability for Canadians and allow our industry to continue to be a major contributor to the Canadian economy, especially as we face the new threat of U.S. tariffs.”

Restaurants and their employees pay $26 billion in federal, provincial and municipal taxes and contribute 4% of the national GDP. However, economic instability has left the sector vulnerable: 53% of foodservice businesses say they are operating at a loss or just breaking even, up from 12% pre-pandemic. Bankruptcies in the industry increased by 45% in the first eight months of 2024 compared to the same period in 2023, explained Restaurants Canada.

Restaurants Canada said it has reached out to all the major federal parties with a list of additional recommendations for their platforms, including reducing interprovincial trade barriers and reducing payroll taxes.

Restaurants Canada is a national, not-for-profit association advancing Canada’s diverse and dynamic foodservice industry. Restaurants are a nearly $120 billion industry employing 1.2 million Canadians and is the number one source of first-time jobs in Canada.