Chick-fil-A is opening a newrestaurant on Thursday, May 29 in Calgary. Chick-fil-A East Hills is located at 1500-250 East Hills Square Southeast.
Last November, the brand opened its first Calgary location at 9223 Macleod Trail SW.
East Hills will be the newest location to open in Calgary. The new restaurant will employ approximately 90-110 full- and part-time people and will be open for dine-in and take-out from 10:30 a.m. to 10:00 p.m. Monday through Saturday.
In honour of the new restaurant opening, the company will donate $40,000 to local non-profit Calgary Dream Centre through Second Harvest, one of Canada’s largest food rescue organizations. Since 2020, it has donated about C$2 million (US$1.46 million) to local hunger-relief organizations through Second Harvest.
The restaurant will be participating in theChick-fil-A Shared Table program, an initiative that will redirect surplus food from the restaurant to the Calgary Dream Centre.
To date, more than 35 million meals have been created using Shared Table donations from 2,300 restaurants throughout Canada and the U.S.
Earlier this year, the company announced it would be opening three new restaurants in Alberta this spring, continuing the brand’s plan to open 20 restaurants across the province by 2030.
Chick-fil-A Sunwapta West is now open in Edmonton at 10104 186th Street Northwest and Chick-fil-A The Meadows is now open in Edmonton as well at 4004 17th Street Northwest.
The company said it expects to open a record eight restaurants across Ontario and Alberta in 2025, marking the most openings in Canada in any year since it opened in 2019.
“We are seeking franchise candidates in Canada with an entrepreneurial spirit and a CEO mindset, who are passionate about serving great food and providing exceptional hospitality in a fast-paced environment. Chick-fil-A franchisees are independent Owner- Operators who run complex Chick-fil-A-branded restaurant businesses with integrity and stewardship,” it said.
Chick-fil-A, Inc. is the third largest quick-service restaurant company in the United States, known for its freshly-prepared food, signature hospitality and unique franchise model. More than 200,000 people are employed by local Owner-Operators in more than 3,000 restaurants across the United States, Canada and Puerto Rico.
Chick-fil-A opened its first restaurant in the UK in early 2025 with the goal of launching five locations across the UK within the next two years. The first Singapore restaurant is set to open in late 2025, marking the brand’s entry into Asia.
The family-owned and privately held company was founded in 1967 by S. Truett Cathy.
U.S.-based electronics buy-and-sell franchise PayMore is ramping up its Canadian expansion with multiple new storefronts opening this year, including a high-profile downtown Toronto location and new franchisees signed in British Columbia, Calgary, and Ottawa. The company, known for its resale model focusing on consumer electronics, has partnered with Toronto-based Founder Brands, which holds the exclusive Canadian rights to the PayMore brand.
The latest opening, near the busy intersection of Yonge and Wellesley in downtown Toronto, marks a significant step in PayMore’s Canadian growth. “We wanted to be on Yonge Street,” said Adam Corrin, Co-Founder of Founder Brands, in a recent interview. “South of Bloor, north of Dundas—it’s where the density is, it’s where the spending power is, and it’s where people are walking past with old iPhones in their pockets.”
Adam Corrin
Building Momentum from Downtown Toronto to Walmart Locations
PayMore now has six open storefronts in Canada, with three of those located inside Walmart stores. The retail giant is testing the concept by allowing PayMore to operate in spaces near store entrances—areas often occupied by third-party vendors like McDonald’s or dry cleaners.
“We’re in Markham, Scarborough, and Mississauga, right near the point-of-sale areas at Walmart,” Corrin explained. “That strip of retail at the front of the store is a perfect high-traffic environment for us.”
These locations are part of a strategic three-store pilot, with Walmart monitoring performance before any broader rollout. Corrin says the reception has been strong both from consumers and from Walmart management.
“It’s been a great brand for franchisees and a great brand for landlords,” he said. “Everyone wants to be part of the PayMore story right now. The brand is building traction fast.”
Paymore at Walmart in Markham, ON. Photo: PayMore Canada
Consumers Driving Growth with Trade-Ins and Searches
Part of PayMore’s success comes from strong demand among consumers looking to turn in old electronics for cash. As Corrin described, “Every time we open a new store, someone walks in on day one and says, ‘I Googled where to sell my old laptop,’ and PayMore came up.”
He added that the brand is not just attracting tech-savvy customers already thinking about selling their devices, but also people who hadn’t yet considered it. “There are millions of Canadians with drawers full of old electronics,” Corrin said. “They’re just not acting on it—yet.”
Founder Brands has developed a layered marketing strategy to target both actively searching customers and more passive ones. “Right now, we’re focused on digital—SEO, paid search, anything that captures someone who wants to sell their PlayStation or phone,” Corrin said. “But there’s a big opportunity to go after people who haven’t even thought about it yet. The mom who has a drawer of iPads and doesn’t know what to do with them? That’s the next frontier.”
Photo: PayMore Canada
Seasonal and Traditional Marketing to Follow
Corrin noted that as the brand gains scale nationally, broader awareness campaigns will become viable. “We see an opportunity around spring cleaning,” he said. “People want to declutter—and what better way than by trading in unused tech for cash?”
The post-holiday period is another key window. “After Christmas, people have new devices and don’t know what to do with their old ones,” he explained. “It’s a natural moment to reach them.”
In time, Corrin envisions larger-scale campaigns, including PR pushes and possibly even traditional media advertising. “Once we have 30 or 40 stores, we can justify spending more to reach broader audiences,” he said.
Paymore at Walmart in Stouffville ON. Photo: PayMore Canada
Franchising Driving National Footprint
Founder Brands is growing PayMore through a franchise model and has sold nearly 70% of the Canadian territory. So far, eight franchisees are actively pursuing real estate or are in the build-out phase of their stores, according to Corrin.
“We’ve signed franchisees in British Columbia, Calgary, the GTA, and Ottawa,” he said. “We also have letters of intent signed for other markets that will help us fill in the map.”
The pace of expansion is ambitious. Corrin confirmed that Founder Brands is committed to opening 120 PayMore locations across Canada within ten years. With a mix of urban storefronts and co-located retail spaces like Walmart, the company is executing a dual-format approach that allows for flexibility in high-traffic areas.
Opening of PayMore in Mississauga. Photo: PayMore Canada
PayMore’s Canadian Debut: A Look Back
The company’s first Canadian locations were announced in January 2025. At that time, Corrin outlined plans to bring the New York-based PayMore brand north through a scalable franchise model. The initial openings were also tied to the Walmart pilot program, which positioned PayMore to test the Canadian market in locations with steady foot traffic and built-in consumer trust.
“The first stores were a proof of concept,” Corrin said in January. “Now that we’ve validated the business model, we’re ready to scale fast.”
Landlord and Investor Enthusiasm Growing
Real estate landlords have responded positively to the PayMore model, viewing the brand as a strong traffic generator with broad consumer appeal. Corrin confirmed that leasing conversations have moved swiftly across key urban markets, helped by PayMore’s performance south of the border.
“The franchise model helps us move quickly,” he said. “Franchisees are motivated, they know their local markets, and they’re invested.”
Corrin added that many landlords are actively approaching the company about bringing the concept into their properties. “They see this as a fresh take on retail—tech, resale, sustainability. It checks a lot of boxes.”
Photo: PayMore Canada
A Business Model Rooted in Sustainability and Value
In addition to strong unit economics, the PayMore brand appeals to modern consumer values, including sustainability and financial practicality. Corrin noted that resale—and particularly electronics resale—is an increasingly important part of how Canadians think about consumption.
“There’s a cultural shift happening,” he said. “People want to spend smarter, and they’re more aware of the waste associated with electronics. PayMore offers a way to get value from what you already own, and that message is resonating.”
Looking Ahead: Market Penetration and Beyond
Founder Brands’ next challenge is scaling the business while maintaining quality and brand consistency. Corrin said that franchisee training, operational support, and real estate guidance are critical to ensuring the concept’s long-term success.
“Toronto’s just the beginning,” he said. “Soon, you’ll see PayMore stores in suburban communities, college towns, and secondary markets across the country.”
And while the focus remains on PayMore for now, Corrin hinted that more announcements could be on the horizon involving other brands in the Founder Brands portfolio, including experiential retail and food service concepts.
“We’ve got some exciting developments coming,” he said. “But PayMore is definitely the growth engine right now.”
Staples Canada announced Monday the return of its iconic That Was Easy campaign with the launch of a reimagined brand platform designed to help Canadians crush their to-do lists and get back to what matters most.
Celebrating the 20th anniversary of the original campaign and iconic EASY button, this new brand platform goes beyond a nostalgic symbol – it highlights how the brand has evolved over the past two decades, said the company.
Informed by shifting customer needs, this evolution spans Staples’ entire enterprise, across both B2C and B2B operations, and reaffirms its brand promise: to simplify the working and learning experience through curated products, seamless service, and expert support — making life easier for all Canadians, it said.
Rachel Huckle
“For 20 years, the EASY button has symbolized Staples’ commitment to simplifying the working and learning experience for our customers,” said Rachel Huckle, CEO, Staples Canada. “Today, we’re not just reviving a nostalgic part of our brand – we’re redefining EASY. This evolution represents our dedication to curating the right products, creating easy and enjoyable customer experiences, and leveraging our expertise to help Canadians efficiently tackle their to-do lists and get back to what matters most – living.
“We understand that our customers’ lives are busier than ever. Whether you’re a parent, educator, business owner, remote worker, or a student looking for the latest tech, Staples is committed to making your working and learning experience easier, more seamless, and more supportive than ever before.”
The new brand platform reflects how Staples is meeting today’s customers’ needs through:
Curated product selection: Thoughtfully selected offerings across key categories including tech, kids, travel, and services.
Enhanced customer experience: Seamless shopping experiences both in-store and online.
Expert guidance, EASY solutions: Staples associates are at the heart of the EASY experience; knowledgeable, friendly and ready with tailored solutions to help customers make confident decisions.
Human-centered approach: Relating to customers’ everyday challenges with authenticity.
Building confidence: Empowering customers to tackle their to-do lists efficiently.
“The campaign’s TV spot highlights the diverse needs of today’s consumers – from parents gearing up for back-to-school, to remote workers setting up home offices, to business owners streamlining operations – and demonstrates how Staples makes these experiences EASY,” said the retailer.
“At the heart of the creative campaign is the “Staples Family,” who will be featured in all campaign elements throughout the year. The authentic portrayal of everyday Canadians navigating their busy lives showcases how Staples helps them crush their to-do lists so they can get back to enjoying life’s most important moments.
“As part of its continued brand evolution, Staples has introduced a multitude of new products and services to support customers in managing their to-do lists to achieve their goals. These include the expansion of Staples Kids Learn and Play, a partnership to accept Amazon returns, a Print Connect platform to help simplify printing for businesses, and an Apple for Education program to help educational institutions access technology products.”
Heeding the call to address productivity challenges, three quarters of Canadian business leaders say their companies now invest as much as – if not more – than their U.S. and global competitors in technology, machinery, equipment and intellectual property, but American tariffs have put a stranglehold on revenue and are cutting off the funds earmarked for continued investment, according to a new survey by KPMG in Canada,
Most leaders (92 per cent) also acknowledged that they must be bolder and further ramp up their investments in technology and innovation to build a more resilient, prosperous economy. However, six in 10 (59 per cent) say the current economic environment prevents them from investing in the “kind of technologies” that would improve their company’s productivity, said KPMG.
Benjie Thomas
“These results reflect a more ambitious mindset within Canadian business, but they also acutely underscore the difficulties our economy faces right now,” said Benjie Thomas, Chief Executive Officer and Senior Partner, KPMG in Canada. “Tech investment requires a strong bottom line and nine in 10 business leaders say it is essential that governments ‘act with urgency’ and not fall ‘prey to complacency’ in driving tax reform, eliminating interprovincial trade barriers, improving access to capital, and building infrastructure that unites us and opens new markets.”
A 2024 KPMG International survey of global businesses found that large Canadian companies are also outspending their counterparts, but, like the new Canadian survey, many of these investments are still in the early stages and have yet to make up for the extended period when Canadian firms undercapitalized on technology, said the company.
“Canadian firms are at a critical junction in their efforts to modernize and boost productivity,” added Thomas. “The investments they have made in the last few years are making a difference with 75 per cent saying that their digitization efforts have generated the expected returns and benefits. A further three-quarters found their investments in artificial intelligence boosted their productivity by 10 per cent or more, with over a third saying these investments improved it by over 20 per cent.
“There is a big risk that these investments will be stranded if companies don’t have the capital to continue to invest.”
Key KPMG Survey Findings:
75 per cent of 250 Canadian business leaders say their company invests the same if not more than their U.S. and global competitors
92 per cent agree Canadian companies need to ramp up their investments in technologies or risk falling further behind the U.S.
88 per cent say Canadian companies need to be bolder, and not wait around for everyone else to adopt a certain technology
59 per cent say they can’t afford to invest in the kind of technologies that would improve their productivity given the current economic environment
90 per cent say governments “must act with urgency to ensure Canada remains competitive and prosperous,” adding “it’s essential that our governments don’t fall prey to complacency”
75 per cent say their digitization efforts have generated the expected returns and benefits
75 per cent say their investments in AI boosted their productivity by 10 per cent or more, with 37 per cent saying these investments improved it by over 20 per cent
Given ongoing trade uncertainty, three quarters (76 per cent) of respondents are bracing for the worst and taking steps to prepare for a Canadian recession, said KPMG.
To mitigate the effects of a potential downturn, business leaders laid out their top priorities for the Canadian government:
Remove interprovincial trade barriers and harmonize regulations and credentials (64 per cent)
Undertake a comprehensive tax review to improve competitiveness (58 per cent)
Streamline processes and expedite resource and major infrastructure projects (56 per cent)
“In Q1 2025, Happy Belly Food Group marked its 12th consecutive record quarter of growth and reported its first quarter of positive net income from operations-signaling a pivotal cornerstone in our evolution,” said said Sean Black, Chief Executive Officer.
Sean Black
“This achievement underscores our continued progress toward becoming Canada’s premier acquirer and scaler of emerging food brands, while delivering meaningful value to our shareholders. We doubled our system sales, driving a 101% increase versus the same quarter last year. We successfully added 8 restaurant locations in Q1 through our continued focus on organic growth and accretive acquisitions.”
Gary Fung
“I would like to personally congratulate all brand leaders, franchisees, team members and cross functional teams for an amazing start to fiscal 2025. The team continues to execute on our aggressive growth and strategic plans, which is leading to yet another positive step forward and significant growth during Q1 2025. System sales reached $11M (+101%), and total revenues of $4M (+95%) both doubled versus the same quarter last year,” said Gary Fung, Chief Financial Officer.
“Adjusted EBITDA increased 690%, while achieving positive cash flow before changes in non-cash working capital, and our first quarter positive net income from operations. Another key milestone achieved by Happy Belly Food Group.”
As at the end of Q1 2025, Happy Belly had 50 operating restaurants, up 32 or 178% versus the same quarter last year.
“I am very proud of the continued momentum that we have achieved in the business and with our financial results; we doubled our system sales and achieved the first quarter of positive net income from operations. These strong results are a testament to the team-oriented culture we have built at Happy Belly. Our management team and brand partners are working together to support our franchisees as we accelerate national expansion. With a clear focus on growth throughout 2025-2026, we believe our best chapters are still to come,” said Black.
Q1 2025 Financial Highlights
System wide sales across Quick Service Restaurants (QSR) totalled $10.76M in the first quarter of fiscal 2025, up 101% versus the same quarter last year (2024 – $5.36M). The increase is attributed to organic baseline restaurant growth, alongside increased restaurant count, which reached 50 operating restaurants at the end of Q1 2025, up 178% versus 18 in the prior year. Total restaurant count includes the one acquisition during Q1 2025 (Smile Tiger Coffee Roasters; closed January 27, 2025).
Total operating revenues, vendor rebates and interest income totalled $3.67M in fiscal 2024, up 95% versus the same quarter last year (2024 – $1.88M). Year-over-year growth was driven by continued sales growth in both the QSR and Consumer Product Goods (CPG) segments, multiple business acquisitions in the past twelve months, and new net restaurants (6 openings and 1 acquisition during Q1 2025).
Total product sales totalled $3.08M in the first quarter of 2025, up 101% versus the same quarter last year (2024 – $1.53M). In addition, royalties and franchise fee revenues reached $0.39M during the quarter, up 139% from the prior year (2024 – $0.16M), which was driven by an increase in royalties collected from 37 franchised restaurants in the system.
Adjusted EBITDA reached $0.23M or 6.4% in the first quarter of fiscal 2025, up 696% versus the same quarter last year (2024 – $0.03M or 1.5%). During the first quarter of fiscal 2025, net income from operations was net income positive $0.01M versus a loss of ($0.11M) in the prior year.
Net working capital remains healthy at $3.74M as of March 31, 2025 (2024 – $0.80M). Total cash and cash equivalents were $3.60M as of March 31, 2025. One non-brokered private placement was completed on January 9, 2025 for $0.50M. Furthermore, cash flows before non-cash working capital was positive $0.10M in Q1 2025 versus negative ($0.09M) in the same quarter last year.
Happy Belly continued to make accretive cash and equity investments during the first quarter of fiscal 2025 by acquiring Smile Tiger Coffee Roasters on January 27 (1 restaurant location in Kitchener Waterloo).
Happy Belly added eight new restaurants during Q1 2025. The Heal Lifestyle brand opened five new locations. Lettuce Love Cafe and Yolks Breakfast Inc. each opened 1 location. One location was through the acquisition of Smile Tiger Coffee Roasters.
Five individuals and two youths have been charged in relation to an organized retail crime operation that took place at CF Chinook Centre, reported the Calgary Police Service (CPS) recently.
After seeing a concerning rise in organized retail crime, CPS worked alongside the Retail Council of Canada, retail businesses and security teams to develop a coordinated response to protect stores, staff and shoppers, it said in a news release.
“In 2024, retail theft in Canada surpassed $9 billion, with organized groups increasingly targeting high-value goods for resale. The rise in theft has led to increased security costs, declining sales for retailers and growing concern among frontline retail workers,” it said.
“So far in 2025, the CPS has received approximately 400 service calls from retail stores. Of those 400 calls, 142 were related to theft and five were related to robbery. In addition, we have received 3,273 reports through the CPS online reporting system.
“Retail crime may seem like a victimless offence, but it has real consequences for our community,” said Inspector Travis Juska. “It affects business owners, employees and our city’s overall sense of safety.”
In response, CPS said it is working closely with retailers to:
Share intelligence on known offenders and theft patterns.
Encourage timely reporting of all incidents and introduce a direct reporting channel to police and security teams.
Promote crime prevention strategies and staff training.
Between Tuesday, May 13 to Thursday, May 15, officers from the Organized Retail Crime Team conducted targeted enforcement at retail stores in CF Chinook Centre, located at 6455 Macleod Trail S.W., to identify and apprehend individuals involved in retail theft, it said.
Retailers and local businesses are urged to invest in theft deterrence technologies and to report all retail thefts to the CPS to ensure a united front against organized retail crime through the following ways:
Revive Wellness Club at 2100 Bloor St. W. in Toronto. Image: Revive Wellness Club
Revive Wellness Club, a wellness brand originally founded in the United Kingdom, has officially opened its first Canadian location at 2100 Bloor Street West in Toronto’s High Park neighbourhood. The company’s expansion into Canada is spearheaded by Greg Aguilera, who owns 100% of the brand’s Canadian operations.
“This is just the beginning,” said Aguilera. “We plan to open up to 20 locations across Canada, with six corporately owned and the rest franchised. But we’re being selective—this is about doing it right, not just fast.”
Greg Aguilera
A New Kind of Wellness Hub
The Toronto location is more than a spa—it blends wellness, research, and community under one roof in just over 2,100 square feet. At its core is contrast therapy, the practice of alternating hot and cold exposure, delivered in a space designed to be calming and seamless.
“There are no corridors, barely any doors,” said Aguilera. “You flow from one space to another. We designed it to be an experience—not just a treatment.”
The facility includes a sauna, cold plunge pools, therapy spaces, and a coffee shop—a nod to both wellness and social connection. “We serve the best coffee around,” Aguilera said. “We partnered with Chaveta, a local coffee roaster at 994 Bathurst Street. Our team did six days of barista training. If we’re going to do something, we’re going to do it properly.”
Built from the Ground Up
The Toronto club was developed from scratch. “When we walked in, it was a construction site,” Aguilera said. “We’ve been here since it was a concrete floor. And already, we’re talking about what the first renovation would look like.”
While the space is compact, it’s designed for maximum impact. “This space packs a lot of punch,” he said. “And we’re already thinking—if the space next door becomes available, can we expand?”
A living wall, originally planned for the space, was put on hold due to its $100,000 price tag. “We’ve done the plumbing for it, so maybe down the road. But for now, we wanted to invest elsewhere,” said Aguilera.
Sauna in the Revive Wellness Club at 2100 Bloor St. W. in Toronto. Image: Revive Wellness Club
Grounded in Science and Research
Revive isn’t just about wellness trends. The brand is partnering with the University of Toronto and OCAD University to foster academic research and creativity.
“We’re working with U of T’s kinesiology, physiotherapy, and chiropractic departments to host student researchers who will study the effects of contrast therapy,” said Christabel, a team member and project leader. “We want real-world data on how this affects both physical and mental recovery.”
A community art project with OCAD is also underway. A mural will adorn a blank wall in the club, reflecting the neighbourhood and Revive’s values.
Aguilera emphasized the importance of these partnerships. “We’re not just saying we’re backed by science—we’re contributing to it,” he said. “Contrast therapy has been around forever, but the research is still limited. We want to change that.”
Wellness for Everyday People
While contrast therapy is often associated with elite athletes, Aguilera says the real growth in the UK—and now in Canada—is among everyday people.
“We thought our main clients would be Olympians and pro athletes,” he said. “But it turns out, the biggest growth is in the everyday person. People with stressful jobs, parents, commuters, anyone looking for one hour to reset.”
Sessions last around 60 minutes and include multiple rounds of hot and cold exposure. “It’s long enough to feel the benefits without diminishing returns,” said Aguilera. “You get dopamine release in the sauna, then you reactivate that with the cold. It’s about balance.”
Waiting area, with coffee, at Revive Wellness Club at 2100 Bloor St. W. in Toronto. Image: Revive Wellness Club
A Space to Unwind and Belong
Beyond the science and saunas, Revive is deeply focused on building community. The club hosts support groups, therapy talks, and will soon launch a running club.
“We want to be a space where people can come have a coffee, work remotely, go for a walk, or do a session,” said Aguilera. “People talk to each other here. The energy shifts depending on who’s in the room.”
The club’s philosophy is simple: wellness should be accessible, consistent, and community-driven. “This isn’t a once-a-year spa day,” he said. “This is something you build into your life.”
Eyes on Expansion—Cautiously Optimistic
Revive Canada has ambitious plans to expand to 20 locations by 2027. The next targets include areas across the Greater Toronto Area, followed by the Golden Horseshoe. Aguilera noted that British Columbia and Nova Scotia are also in consideration, with Kelowna cited as a possible location.
“We want to be careful,” he said. “We’re not giving out franchises like candy. Franchisees need to be passionate. If you’re not invested emotionally, this isn’t the business for you.”
Aguilera added that all of the operational systems in place—from hiring to training to community engagement—are designed with scale in mind.
“We built this for growth. But controlled, intentional growth,” he said.
Revive Wellness Club at 2100 Bloor St. W. in Toronto. Image: Revive Wellness Club
Global Aspirations—and a Wellness Cave
While Canada is the priority, the long-term vision is international. Aguilera owns 33% of Revive UK, which has four locations including partnerships with British Olympians and sports teams.
He teased one particularly ambitious idea: “We want to build the first Revive in a cave in South America,” he said. “A real cave. And all Revive members globally would have access.”
Not Just Wellness—Longevity
Ultimately, Revive is about more than just treatments. It’s about giving people a space to heal, decompress, and invest in their long-term health.
“People are starting to see that wellness isn’t a luxury—it’s a necessity,” said Aguilera. “This isn’t eyebrow threading. This is your vascular system, your mental health, your body’s ability to cope with stress. It’s real.”
Revive Wellness Club is now open to the public at 2100 Bloor Street West in Toronto. The team encourages locals to stop in—for a session, a coffee, or just a chat.
“This is just the beginning,” said Aguilera. “Toronto is the first chapter of a much bigger story.”
American Express has announced the return of its Backing International Small Restaurants grant program in Canada to help small, independent restaurants grow and thrive.
The company said the program, in its fourth year in Canada, is designed to help small, independent businesses that support their communities – specifically those serving or operated by individuals facing economic hardship – to make meaningful upgrades, like enhancing digital capabilities, improving kitchen operations and reimagining their dining spaces.
Applications in Canada are open until June 30, 2025. Eligible, independent food establishments located in Toronto and Montreal areencouraged to apply.
Kerri-Ann Santaguida
“At American Express, we’re proud to continue backing small restaurants that play such a vital role in our local communities,” said Kerri-Ann Santaguida, Vice President and General Manager, Merchant Services, American Express Canada. “These restaurants are more than just places to dine — they are cultural and community anchors. This program is designed to invest in this important group of business owners so they are able to preserve what makes their restaurants so special.”
Since launching in 2022, the Backing International Small Restaurants initiative has supported more than 135 restaurants worldwide. Among last year’s Canadian recipients was Montréal’s Bocadillo, a family-run restaurant that used its grant to expand its role as a hub for the city’s music and dance community.
“The grant had allowed us to host more live music events, upgrade our sound system, and improve the dining experience for our guests, ultimately helping us strengthen our connection with our local community in Montreal,” said Laura Uzcategui, owner of Bocadillo.
This year, Backing International Small Restaurants is bigger than ever and is open to applicants in three new countries — France, New Zealand, and Spain — in addition to dining establishments in Australia, Canada, Japan, Mexico, and the U.K. The program is offering $1.45 million USD in funding to 100 restaurants so they can make critical improvements, like upgrading kitchen equipment and making improvements to their storefront, said American Express.
David Downey
“The IDA Foundation is excited to partner once again with American Express to launch the fourth year of the Backing International Small Restaurants program,” said David Downey, Executive Director, IDA Foundation. “To empower these vital community anchors to thrive, this initiative provides essential support to the independent restaurants that are the heart and soul of our downtowns.”
Amex Canada also has a grant and mentorship program run by DMZ at Toronto Metropolitan University. Funded by Amex Canada and administered by DMZ, 100 Canadian small businesses will be selected to each receive a $10,000 CAD grant and mentoring support.
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.
Hudson's Bay store at Centerpoint Mall in Toronto. Image: LAA via Google Maps
A new chapter in Canadian retail is unfolding as Hudson’s Bay Company ULC has entered into a definitive agreement to assign up to 28 of its store leases in British Columbia, Alberta, and Ontario to a company controlled by billionaire Weihong (Ruby) Liu. The agreement, revealed Friday and confirmed by a press release, marks the first major store footprint acquisition amid the department store chain’s ongoing liquidation under the Companies’ Creditors Arrangement Act (CCAA).
The leases will be transferred to Ruby Liu Commercial Investment Corp., as the Vancouver-based businesswoman prepares to launch a brand-new department store concept designed to appeal to a broad, multicultural Canadian audience.
Employment opportunities at the new store will be prioritized for former employees of Hudson’s Bay. “This initiative reflects our commitment to supporting individuals and families and contributing to local communities,” Central Walk said in an emailed press release. Additionally, priority will also be given to suppliers and vendors who previously partnered with Hudson’s Bay.
The emailed press release stated, “Under the leadership of Ms. Ruby Liu, Chairwoman of Central Walk, the store locations will be transformed into modern department stores, bridging the gap between generations, providing immersive shopping experiences, and becoming a destination where all age groups thrive together.”
Hudson’s Bay store at West Edmonton Mall. Photo: Kyle Kempfer
The Company released the following statement from Ms. Liu, translated into English:
“Central Walk Canada is planning to conduct a series of transformative initiatives aimed at fostering intergenerational connections, promoting active lifestyles, and empowering youth through meaningful engagement as part of this transaction.”
“We are evolving to serve Canadians better. We believe every Canadian family deserves a brighter future. Join us in this journey of growth and connection. Together, we can build a more vibrant, caring, and forward-thinking multiculturalist community.”
The press release provides further insight into Central Walk, and the company’s owner’s plans for her new Canadian department store chain. The emailed press release from Central walk noted that the company specializes in the acquisition, development, and management of large-scale retail properties. The release goes on to say that “With a strong business foundation in Southeast Asia, the company has expanded its operations to Canada, aiming to transform traditional shopping centres into inclusive, multifunctional community hubs. The company’s mission emphasizes community engagement and the creation of diverse shopping environments that serve families and integrate retail, dining, entertainment, and cultural experiences.” The same environments are expected to be part of her new Canadian department store chain.
A Landmark Deal in Canadian Retail History
“This is a monumental development,” said Carl Boutet, retail strategist and founder of StudioRx Advisory, in an interview. “We haven’t seen a new department store chain launch at this scale in Canada since Target’s ill-fated expansion over a decade ago. But unlike Target, this concept is homegrown, community-focused, and clearly aims to rewrite what a department store can be.”
Carl Boutet
Liu’s newly inked deal, which is still subject to court and landlord approval, covers store leases in shopping centres where Hudson’s Bay is in the process of winding down operations. The deal was orchestrated as part of a lease monetization process approved by the Ontario Superior Court of Justice (Commercial List).
In a video posted to Chinese social media platform Rednote, Liu was seen signing the contracts surrounded by staff, counting down aloud before putting pen to paper and erupting into applause. Champagne toasts followed—a staged yet symbolic gesture of what may be a historic shift in the retail landscape.
From Mall Owner to Retail Operator
Liu is no stranger to Canadian retail. Through her company Central Walk, she owns three major shopping centres in British Columbia—Mayfair Centre in Victoria, Woodgrove Centre in Nanaimo, and Tsawwassen Mills near Vancouver. Her transition from landlord to retailer underscores a rare full-circle retail strategy.
“She’s in a very unique position,” noted Boutet. “She knows what it takes to make malls work and has direct experience with leasing, tenant mixes, and foot traffic drivers. That knowledge could prove invaluable as she flips the switch from property manager to anchor tenant.”
Insiders suggest that at least three of the 28 assigned leases are located within Liu’s own malls. “We suspect those were always on her radar,” Boutet added.
Weihong (Ruby) Liu, left, prepares to sign documents with Linda Qin at the Central Walk office at Tsawwassen Mills on Friday, May 23. Image: RedNote
A New Kind of Department Store
Unlike Hudson’s Bay’s traditional retail format, Liu’s new concept—still unnamed—will be highly experiential, with immersive elements, a store-in-store format, and a distinctly multicultural approach.
“She’s not trying to recreate the past,” said Boutet. “This will be something very different. Think a hybrid between department store, cultural centre, and experiential marketplace. The goal is to create something joyful and community-driven.”
According to early concept materials shared internally on Rednote, the store will include a mix of fashion, beauty, small-format groceries, and food service. “We’re talking about a space that could host cosplay events, 5D theatres, and virtual reality zones,” said Boutet, referencing Liu’s existing activations at Tsawwassen Mills. “This is more than shopping—it’s entertainment, community building, and cultural engagement.”
Brand Building from the Ground Up
Unlike other bidders in the Hudson’s Bay restructuring process, Liu did not pursue the brand’s intellectual property. That portfolio—including the HBC name, logo, and trademarks—was acquired last week by Canadian Tire Corporation for $30 million.
As a result, Liu’s venture will be launching from scratch.
“She’s going to need to build brand awareness from zero,” said Boutet. “But there’s a strong grassroots foundation already forming in certain communities—especially Chinese and multicultural segments that follow her on Rednote. Word of mouth will be crucial in the early days.”
While Liu is active on Chinese social media, her team is likely planning a broader marketing push across platforms like Instagram, TikTok, and Meta. “I’d expect them to start showing up in Canadian mainstream media soon,” Boutet said.
A Champaign celebration following paper signing at Tsawwassen Mills on Friday, May 23, 2025. Image: RedNote screen shot
A Race Against the Clock
The path ahead won’t be easy. Court documents show that 62 Hudson’s Bay leases failed to receive any qualified bids. Liu’s deal is the most expansive of the 12 qualified bids for 39 leases, and with it comes pressure to activate spaces quickly.
“She now holds the keys to over two dozen massive retail boxes,” Boutet emphasized. “But as soon as Hudson’s Bay is out, she’s on the hook for those rents. That means rapid store build-outs, fixturing, staffing, and activating the space—some with food services and immersive experiences that take time and capital.”
He added, “This isn’t like just stocking shelves. She’s talking about full-scale food operations and experiential zones. And many of these stores need renovations. Some piecemeal, some major.”
Landlords and Legal Hurdles Still Ahead
The next step will be securing landlord consents. Each lease transfer requires approval from individual landlords, some of whom may need convincing—particularly if the proposed use veers away from traditional department store functions.
“Technically, these are being called department stores, which helps fit lease clauses,” Boutet explained. “But landlords also care about viability. They want tenants that will drive traffic and stay solvent.”
Given Liu’s dual role as both landlord and now prospective anchor tenant, some negotiations may be smoother than others. “She knows how to speak their language,” Boutet said.
Weihong (Ruby) Liu holds up a piece of paper showing a working title for her new department store chain launching this year. Alwin Chen is head of marketing for the new department store. Image: RedNote
The Bigger Picture for Canadian Retail
The Canadian retail sector has not seen a player enter the field at this scale since pre-Target days. Liu’s simultaneous bid for 28 stores, mostly concentrated in urban and suburban malls, could fill a significant gap left by Hudson’s Bay and Nordstrom exits.
“This could be the most significant retail startup in Canadian history if she succeeds,” said Boutet. “She’s showing what bold investment in brick-and-mortar can look like—even at a time when everyone is talking about online and AI.”
According to court documents, 17 total bids were received for Hudson’s Bay assets, but Liu is the first to secure a definitive agreement. No details have yet emerged on who will take over the remaining leases.
What Comes Next
Hudson’s Bay plans to complete its liquidation by the end of May. Liu’s lease agreement must receive court approval by May 30. Until then, all eyes are on what will follow this monumental step.
“Retailers across Canada are watching this very closely,” said Boutet. “Because if this works, it won’t just fill a void—it could redefine department stores for a new generation.”
Men’s floor on 6 at Hudson’s Bay downtown Vancouver on May 17, 2025. Photo: Craig Patterson
A Calculated Gamble
Though critics may question the feasibility of launching 28 stores in one fell swoop, Liu’s track record as a developer and businesswoman suggests calculated ambition. “This is not someone who’s just throwing money at a trend,” Boutet concluded. “She’s made it this far by taking smart risks. And if she pulls this off, it’ll go down as one of the most impressive retail turnarounds in Canadian history.”
Whether Liu’s new chain becomes a cornerstone of modern Canadian retail or another ambitious footnote remains to be seen. But one thing is clear: the death of the department store may be overstated—and Ruby Liu may be its most unlikely revivalist.
