RONA inc., one of Canada’s leading home improvement retailers operating and servicing some 425 corporate and affiliated stores, has announced the acquisition of the RONA Forget store located at 302 Rue de Saint-Jovite in Mont-Tremblant by Carlos Munoz, a RONA affiliated dealer who already owns three stores under that banner in Montréal’s South Shore.
The transaction will ensure the future of the company that has been serving the local Mont-Tremblant community for 120 years, said the retailer in a news release.
“Over time, our business has become an integral part of the community. We have grown alongside our partners and our customers by sharing the values that are important to us, including authenticity, collaboration and commitment. We’re proud of RONA Forget’s growth, and it’s with great emotion and optimism that we’re passing the torch today to someone who shares these same values, so that the company can carry on and continue to shine,” said Benoit Forget, former shareholder of RONA Forget.
Backed by the same team of experts currently in place, Munoz said he is committed to serving the customers with the same high standards, offering them all the products they need to complete their home improvement projects, and getting involved in the community. He has solid industry experience and will play an active role in the company as General Manager. The Forget family will stay involved in the business to ensure a smooth transition for the team and for customers. Some family members will retain their position at the store for the long term as it continues to operate under the same name, added the retailer.
“The store benefits from a rich history and an obvious reputation in the Mont-Tremblant community. I have great respect for the company’s traditions and the solid foundations laid by the Forget family. By building on these strengths, I hope to leverage my expertise to continue to serve and support the local community. I look forward to joining the team so that together we can continue to grow the company. I also want to work with RONA’s team of dedicated experts, who are key partners in store operations,” said Munoz, new owner of the RONA Forget store.
“We are pleased to continue our collaboration with Carlos, who has now acquired his fourth RONA store in Québec. I would also like to thank the Forget family for their considerable contribution to the RONA network and to their community,” continues Mr. Ménard.
RONA inc. is one of Canada’s leading home improvement retailers headquartered in Boucherville, Québec. The RONA inc. network operates or services some 425 corporate and affiliated dealer stores under the RONA+, RONA, and Dick’s Lumber banners.
Henry Singer, the iconic Edmonton-based menswear retailer, continues to celebrate a successful first year at its new downtown flagship location in Stantec Tower, nestled in the heart of the ICE District.
Since relocating from Manulife Place, the store has not only maintained its loyal clientele but also attracted an influx of new customers, thanks to its high-visibility spot near Rogers Place.
The move has proved to be a strategic success, as Henry Singer has expanded beyond upscale fashion to become a lifestyle destination. The store now features Bar Henry, an Italian-style cocktail bar, Parlour Barba, a full-service barbershop, and Shoeshine Shack, offering shoe care and repair services. This blend of fashion, grooming, and social spaces has made the store a popular stop for both locals and visitors, especially those staying at nearby hotels like the JW Marriott.
“We’re really happy with things. You know, I always personally say that it takes two years in any new location to truly know where you’re at. But, you know, if the first year is any sign we’re well ahead of expectations,” said Singer.
“I’m really pleased with the decision to move and getting open there. Just a lot of exposure. It’s a high visibility corner. The ICE district is the new heart of downtown Edmonton without question. We can feel the energy of all the events that happen there, obviously, including the Edmonton Oilers playing, but all the other events as well. Rogers Place is constantly going with different events and stuff going on.”
The previous store location was only a few blocks away and the retailer was there for more than 20 years.
“We’re lucky to have very loyal customers and so a lot of our customers have followed us over to the new location and that’s been huge for us. And we love seeing that, but we’ve also seen new customers and that’s part of the reason we wanted to make the move to attract attention, kind of raise our profile in the marketplace. And also it has helped to generate some new footfall for sure. We’re seeing new faces every day.
“We’re also seeing a little bit more new faces that work in the ICE district and/or in different buildings that have shifted over. But also new people that have never seen Henry Singer at all. And so some of them might be tourists coming in, staying at the JW for events, but also new locals as well. So it’s been a nice blend of, of just newness and fresh energy.”
Like almost every downtown Canadian city, Edmonton in recent years has had to deal with issues of safety in the downtown core as well as homeless people hanging out on the streets where businesses operate.
Photo by Mario Toneguzzi
“I think everyone in downtown Edmonton has that issue in one way or another. I would say the ICE district is the best part of downtown Edmonton in relation to that. That said we still have to be vigilant and I think the city is making efforts to do more to even clean up all of downtown, but specifically ICE district as well. And ICE district is the nicest and newest part of downtown without a question. For us, it’s a big improvement.
“We still feel like the new flagship is new. I mean, we’re only one year into it. We always like to see two full years to truly understand where we’re at. We still consider it new. We’ve been through the cycle once. Now we’re going to go back through it again and refine it a little bit. We know what the cycle looks like and we’ll refine it.
“It’s all new to us still, the location, our entirely new concept, we’re actually a lifestyle destination. We’re not simply a clothier anymore. Obviously we offer all of our wonderful matrix of products and brands and items. But we also have Bar Henry, which is an Italian style cocktail bar, as well as Parlour Barba, which is a full service barbershop. As well as Shoeshine Shack who does all the care and repair work.”
The small business confidence indicator reached a lower mark than it did at any time during the 2020 pandemic, 2008 financial crisis or 9/11, explained the national organization.
Simon Gaudreault
“Small business owners are feeling pessimistic about their business’s perspectives for the next few months or even beyond. It’s hard to make critical decisions for the long, medium or short term when so much can change within a matter of hours,” said Simon Gaudreault, CFIB’s chief economist and vice-president of research. “No one knows when the tariff war will end, and businesses are worried the worst is yet to come.”
To recoup the losses caused by tariffs and the ongoing financial struggles, small businesses plan to raise prices by an average of 3.7%, an increase from 3.0% in February – the largest month-over-month spike in price increase intentions since the pandemic. Average wage increase plans dropped to 1.9% from 2.2% last month, said the CFIB.
Weak small business optimism is also translating into lower hiring plans, with 19% of small firms planning to lay off in the next few months (up from 13% in February), and only 11% looking to hire, it said.
The report noted that insufficient demand has been steadily trending upwards since November 2024, reaching a new historical high of 59% of affected small firms in March, eclipsing the pandemic high mark of 53% for this indicator.
Confidence among all sectors also fell, with hospitality (17.0), manufacturing (18.6), transportation (21.0), and agriculture (21.3) at the bottom of the scale. In addition to U.S. tariffs, agriculture businesses are also facing 100% tariffs from China on canola oil, peas and oil cakes as well as 25% tariffs on pork and aquatic products such as lobsters, it explained.
“Chinese tariffs are coming at the worst possible time given the ongoing uncertainty in our trading relationship with the United States,” Gaudreault added.
All provinces registered a drop in optimism, with the three largest provinces among the most pessimistic: Ontario (23.4), Alberta (24.1) and Quebec (24.9).
Corinne Pohlmann
“Business confidence is at abysmal levels. If this doesn’t send a strong warning signal to policymakers that businesses urgently need all the help they can get to weather this storm, including a much-improved business environment here in Canada, then I’m not sure what will,” said Corinne Pohlmann, Executive Vice-President of Advocacy at CFIB.
“Now is the time to show strong support to small businesses. Taking proactive actions, such as making carbon tax rebates for small businesses tax free, adopting full mutual recognition right across Canada, increasing the lifetime capital gains exemption, and ensuring there are supports that are accessible to small businesses to help them through this challenging ordeal would significantly boost confidence at a time when small businesses need it the most.”
The CFIB is Canada’s largest association of small and medium-sized businesses with 100,000 members across every industry and region.
There isn’t a week it seems that goes by that Happy Belly Food Group, the fast-growing food company, isn’t announcing another expansion for its multi-brand concept.
And at the heart of the massive expansion strategy is the company’s CEO Sean Black, who has had a long history in the food sector. He’s been with Happy Belly for close to three years.
Black, who started his entrepreneurial journey in the Ottawa Valley at the age of 19, has built a successful career in the restaurant industry, growing multiple brands and opening hundreds of locations across North America.
“I grew up in the Ottawa Valley, just outside of Ottawa. In Arnprior,” Black shared. “I opened up my first restaurant when I was 19. I opened my first Extreme Pita in Ottawa. I started off as a franchisee, then bought a third of the company, and grew it to about 50 stores in Canada.” His venture eventually led him to create Mucho Burrito after encountering the success of Chipotle in the U.S.
Sean Black
Black is a co-founder in Crave IT Restaurant Group. In 2021 it sold its interest in both The Burger’s Priest (including its 25 franchised and corporately owned stores) and Fresh Plant Powered Restaurants to Recipe Unlimited, a publicly traded company on the Toronto Stock Exchange.
From 2013 to 2014, Black held the executive level position of Chief Development Officer at MTY Food Group, a publicly traded.
Prior to that, Black held various positions within the Extreme Brandz from 2000 to 2013. Overseeing Real Estate & Franchise Development of the brand portfolio franchise system.
In December 2022, Happy Belly appointed Black, who at that time was the company’s Chief Investment Officer, to its board of directors.
“As a natural evolution of Happy Belly’s growth, we are pleased to welcome Sean Black to the board of directors. Ever since joining us full time earlier this year Mr. Black has been invaluable to our team in shaping our growth strategy, building our M&A framework, and evolving our brand development and franchise models. He has been key in laying the groundwork for the future development of our company. He is a perfect fit for the expanded responsibilities of becoming a member of the board”, said Shawn Moniz, Chief Executive Officer of Happy Belly, at the time.
Then in August 2024, Black was named the company’s CEO.
After spearheading Happy Belly’s mergers and acquisitions strategy, real estate division, and franchise development for the previous two years, Black took on the additional role of CEO.
“With over 30 years of experience in the restaurant and franchising industry across Canada and the USA, Mr. Black brings a wealth of expertise to the role. His extensive background includes various C-suite executive roles in both private and public companies, as well as a deep understanding of capital market strategies and strategic partnerships. His proven success in implementing organic & inorganic growth strategies in the restaurant sector while executing on high-impact growth strategies uniquely positions him to drive Happy Belly’s growth through its next phase of development,” said the company at the time.
In his new role, the company said Black would drive Happy Belly’s strategic vision and evolve growth initiatives as the company strengthens its presence and market share in the QSR sector. It described Black as having the unique knowledge and skill set of what it takes to deliver on building a leading growth company evolving its stable of emerging brands.
His grandfather was in the restaurant business and for Black that was something he wanted to do. He was either going to be a police officer or in the restaurant business.
Black’s early work in the restaurant industry began as a way to support his love for hockey. “I needed to help make some extra money to play junior hockey,” he explained. “So I went and got a job in the restaurant business, and I just fell in love with it. Never left.” Fast forward to today, and Black has now been part of the industry for over 35 years, always driven by a passion for people and food.
“I love people and I love food. I love the challenge of it too, going out finding new locations, new real estate, expanding the brand.”
Happy Belly Food Group currently operates 10 brands, with plans to increase the portfolio to 15. “We want to be about 15 brands at all times,” Black stated. The company is rapidly expanding, with a goal of opening 30 to 50 restaurants annually across Canada, while also focusing on acquiring more brands. In the next 12 to 16 months, Black envisions the company reaching 100 locations and ultimately growing to 500 restaurants as the pipeline of franchise agreements continues to expand.
Black attributes the company’s success to its flexible and strategic approach to real estate. “We wanted to be able to fill gaps in the market. For example, if someone already has a burger concept, we can bring in a plant-based or Mexican brand,” he explained. This diverse portfolio allows Happy Belly to cater to various types of spaces and communities across North America.
Despite the fast-paced growth, Black maintains a hands-on approach to the business. “I’m in the restaurants typically five to seven days a week,” he said. “I love to cook, and I love being involved in it.” His commitment extends to the process of scouting new markets, where he personally evaluates locations to ensure they align with the company’s standards.
“We do our own homework on the ground before we sign any sites,” Black emphasized. “We visit the restaurants, the local community, and ensure it’s a good fit. That’s our process, and we don’t mess around.”
As Happy Belly Food Group continues to grow and innovate, Black’s dedication to the business and his team remains unwavering. “We started with one restaurant and ended the year with about 50 locations,” he said. “In the next 12 to 16 months, we’ll be at 100 stores. It’s a lot of work, but if you’re still having fun, there’s a reason why we’re still going strong.
“We’re students of the game. We’re kids. We started in this business as teenagers. We’re still in it. We love it. We love working with the landlords, working with our franchisees, helping people find opportunities across Canada, grow in the business. So far it’s working.”
With a clear vision and a love for the industry, Sean Black and Happy Belly Food Group are on track for continued success as they expand their footprint across Canada and beyond.
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 48 hours.
Alimentation Couche-Tard Inc. remains steadfast in its pursuit of acquiring Seven & i Holdings, the Japanese operator of the 7-Eleven convenience store chain, despite recent resistance from the company’s leadership.
Alex Miller, CEO of the Quebec-based convenience store giant, reaffirmed the company’s commitment to the deal on Wednesday, stating that Couche-Tard sees a “unique strategic fit” in merging with the Tokyo-headquartered firm. His comments came after Seven & i publicly disclosed a letter sent to Couche-Tard in September, outlining reasons for rejecting the proposal.
In a letter signed by then-chair Stephen Dacus, who has since taken over as CEO, Seven & i firmly stated that the offer was “not in the best interest of Seven & i shareholders and other stakeholders.” The company cited concerns over corporate value enhancement and potential antitrust challenges in the United States.
However, Seven & i also left the door open for negotiations, with Dacus indicating that the company was open to discussions if Couche-Tard made an offer that “fully recognizes our stand-alone intrinsic value.”
Couche-Tard Remains Committed to Pursuing the Deal
Speaking on a conference call regarding Couche-Tard’s third-quarter financial results, Miller stated that the company remains “friendly and persistent” in advancing the acquisition.
“We have reiterated several times over the past few months that we intend to be friendly and persistent in pursuing a transaction which we believe is in the best interest of all stakeholders,” Miller said. “We look forward to fulsome engagement with Seven & i, so that we can reach definitive terms and move forward.”
Reports suggest that Couche-Tard’s latest non-binding offer in October was valued at approximately US$47 billion—roughly 22 per cent higher than the previous bid submitted in August.
Addressing Antitrust Concerns
A key issue surrounding the deal is antitrust scrutiny in the U.S., given the extensive footprint of both companies in the North American convenience retail sector. A special committee formed by Seven & i recently confirmed that both parties are exploring potential divestitures to satisfy regulatory authorities.
Miller noted that Couche-Tard and Seven & i are identifying what a “divestment would look like in the United States,” with potential buyers having already signed non-disclosure agreements. These sales could allow the companies to secure regulatory approval while preserving the core benefits of the merger.
Engagement Continues as Annual Meeting Approaches
Couche-Tard’s leadership has maintained active dialogue with Seven & i executives, including a recent visit to Japan to continue negotiations. Miller stressed that combining the two businesses would create significant synergies and bolster the global presence of the 7-Eleven brand.
“We can achieve significantly more together than each of our companies can achieve individually, including accelerating the global growth of the iconic 7-Eleven brand,” Miller emphasized.
Couche-Tard will likely continue its engagement efforts in the weeks leading up to Seven & i’s annual general meeting on May 27. The meeting could be a turning point in negotiations, potentially influencing Couche-Tard’s approach to the acquisition.
As Couche-Tard works through its acquisition strategy, the company reported strong financial performance in its latest quarterly results. For the third quarter ending February 2, the retailer posted net earnings of US$645 million, up from US$624.4 million a year earlier.
Total revenue reached US$20.9 billion, reflecting a 6.5 per cent increase from the previous year, driven by acquisitions and higher wholesale fuel revenues. Earnings per diluted share rose to 68 cents US, in line with analysts’ expectations.
Consumer Spending and Trade Uncertainty Remain Key Factors
Miller acknowledged ongoing economic headwinds, noting that consumer spending remains cautious. He expressed confidence in the resilience of Couche-Tard’s business model but highlighted concerns about inflation and the potential impact of trade tensions between Canada and the U.S.
“The larger impact is what it means for inflation and what it means for consumers that are already stretched and really struggling with disposable income,” Miller said. “That’s kind of the big unknown that we’ll be watching very closely.”
Despite these macroeconomic concerns, Couche-Tard remains focused on its expansion plans, with the potential acquisition of Seven & i representing a transformative opportunity for the company.
Outlook: Will Couche-Tard Secure the Deal?
The coming weeks will be crucial in determining the future of Couche-Tard’s bid for Seven & i. While the Japanese firm has resisted the Canadian company’s advances so far, ongoing discussions and potential regulatory accommodations could pave the way for a successful transaction.
Should the deal materialize, it would mark a significant milestone in Couche-Tard’s global expansion strategy, further strengthening its position as a leader in the convenience retail industry. However, with continued antitrust scrutiny and resistance from Seven & i leadership, Couche-Tard faces an uphill battle to close the deal on its own terms.
Hudson's Bay store at Mail Champlain in Brossard, Quebec. Photo: Mail Champlain
Liquidation sales remain on hold at Hudson’s Bay as it continues discussions with landlords and lenders to determine the company’s next steps. The 355-year-old retailer was granted protection under the Companies’ Creditors Arrangement Act (CCAA) on March 7 while seeking financing to stay afloat. Initially, the company aimed to keep nearly half of its 80 department stores open. However, after failing to secure the necessary funds, it now faces the full liquidation of its stores, along with three Saks Fifth Avenue and 13 Saks Off 5th locations in Canada.
The development has put over 9,300 employees at risk. Earlier this week, the company requested court approval to begin liquidation sales at its stores and distribution centres, while simultaneously exploring potential buyers who could salvage part or all of the business. Lawyers for Hudson’s Bay stated that if a buyer emerged, some stores could be removed from liquidation. However, liquidation sales cannot begin until the court grants approval, which could happen in the coming days.
Legal Challenges and Landlord Disputes Delay Liquidation Approval
At Monday’s court hearing, multiple parties objected to aspects of Hudson’s Bay’s restructuring process, including landlords such as RioCan REIT, one of the company’s joint venture partners, and other creditors. Ontario Superior Court Justice Peter J. Osborne urged all stakeholders to temper their disagreements and negotiate a temporary resolution.
On Wednesday, Ashley Taylor, a lawyer with Stikeman Elliott LLP representing Hudson’s Bay, told the court that negotiations were ongoing and that all parties were “acting in good faith.” The company was granted an extension until Friday to continue discussions. However, Hudson’s Bay is expected to reapply for liquidation and sale approval at that time or even earlier, depending on negotiations.
Customers Rushing to Redeem Gift Cards as Sales Remain on Hold
Shoppers have already increased foot traffic at Hudson’s Bay locations, hoping to find early discounts. While deep clearance sales have yet to begin, customers are using their gift cards amid concerns they may become invalid. The company announced that approximately $24.1 million worth of gift cards remain outstanding, with an expiry deadline set for April 6.
In addition to gift card redemptions, signature Bay items such as the iconic striped wool blankets have been selling out, and in some locations, even display merchandise like hanging canoes have been sold off. Meanwhile, the e-commerce site TheBay.com will continue operations for a limited time to help clear inventory.
Industry Experts Weigh In on Hudson’s Bay’s Future
Retail analyst Carl Boutet suggests that the court is proceeding cautiously, ensuring that all stakeholders have time to explore alternative solutions. “Once liquidation starts, there’s no turning back,” he noted. “Creditors and landlords are hoping for a last-minute solution, but those options remain extremely limited.”
Carl Boutet
Boutet also highlighted the interest in Hudson’s Bay’s intellectual property (IP), but not necessarily its department store operations. “There may be value in the brand name, but reviving the store model under its current structure is highly unlikely,” he said.
He further emphasized that Hudson’s Bay’s extensive real estate holdings could present an opportunity for investors, but the challenge lies in repurposing the retail spaces. “These are large, multi-level stores in prime locations, but their utility as traditional department stores has diminished. The question is whether landlords will repurpose them for mixed-use developments, luxury retail, or other commercial ventures.”
Boutet also noted that a failure to secure an investor could set a precedent for other struggling Canadian retailers. “The demise of Hudson’s Bay would signal the challenges of legacy department stores in a changing market. Other retailers facing similar struggles will be watching closely to see how this unfolds.”
Why Did Hudson’s Bay Collapse?
Hudson’s Bay’s financial struggles stem from multiple factors, including e-commerce, growing competition from discount retailers, and economic pressures such as inflation and high interest rates. The COVID-19 pandemic also impacted brick-and-mortar retail, leading to months-long store lockdown closures and lasting damage to consumer spending habits.
However, the company also faced internal challenges. Its acquisition of Saks Fifth Avenue required significant investment, drawing resources away from its Canadian operations. Cost-cutting measures led to deteriorating store conditions, including non-functioning escalators and elevators, HVAC issues, a lack of in-store music and reduced staffing. Additionally, a failed attempt to spin off its e-commerce business created operational inefficiencies.
Last year, Hudson’s Bay was formally separated from Saks Global when parent company HBC purchased Neiman Marcus, transferring valuable U.S. assets out of the Canadian business. Left as a standalone entity, Hudson’s Bay was burdened with $1.1 billion in debt and struggled to secure financing.
Can Hudson’s Bay Survive What’s Next?
The retailer hopes a buyer will emerge who can rescue part or all of the business. Any potential investor would need to settle Hudson’s Bay’s debts, including over $400 million owed to secured creditors, and commit to revitalizing the chain. However, time is running out. If a sale does not materialize soon, liquidation will proceed, and the company’s historic legacy may come to an end.
Hudson’s Bay is expected to return to court on Friday, at which point a final decision on liquidation sales may be made. While companies like Hilco Global are reportedly ready to manage the liquidation process, stakeholders are hoping for a last-minute investor to step in. If liquidation is approved, clearance sales could last up to 12 weeks.
Digital listing networks have changed how buyers, sellers, and agents engage with real estate listings in the technologically driven world of today. These internet sites offer rapid access to large databases of properties, therefore substituting for conventional approaches of house searching. Digital listing systems have made the process more rapid, open, and easy whether someone is attempting to sell a house fast or is looking for their ideal home.
How Digital Listing Networks Benefit Buyers
Digital listing networks give homebuyers unmatched accessibility and ease. Buyers may now search thousands of homes from the comfort of their homes rather than physically visiting several real estate agencies or depending just on word-of-mouth referrals. These sites assist consumers make wise judgments by offering comprehensive information like high-quality photos, virtual tours, pricing histories, neighborhood insights, and a high degree of detail.
Filters let consumers further their search depending on price, location, house size, and particular characteristics as pools, garages, or smart home technologies. This guarantees that purchasers just visit residences that really fit their demands, therefore saving time and work. Many digital listing systems also provide real-time updates on property availability, therefore guaranteeing that purchasers have the most recent information right at hand.
How Sellers Benefit from Digital Listing Networks
Digital listing systems greatly raise the exposure to sellers’ properties. Rather of depending on neighborhood newspaper ads or real estate fliers, sellers may present their property to a far bigger audience—including possible purchasers from other cities or even beyond. Professional photos, 3D virtual tours, and thorough property descriptions appeal to serious purchasers and increase interest.
Monitoring listing performance gives sellers still another great advantage. Many sites offer information on the number of visitors to the property, which they saved to their favorites, or on additional information requests. This information lets sellers and their representatives change marketing plans, pricing, or presentation to increase the competitiveness of the listing in the market.
The Role of Real Estate Agents in Digital Listings
Real estate agents remain quite important in the process even if computerized listing systems have made property purchasing and selling more possible. Agents sell houses, schedule showings, and link buyers with appropriate homes using these sites. Their professional knowledge in contracts, negotiating, and closing processes also guarantees that transactions happen without a hitch.
Many digital listing sites now include tools for agents including data analytics, automated marketing, and customer relationship management (CRM) systems. This facilitates agents’ streamlining of their process and improved client service.
Impact on the Housing Market
The general housing market has been much changed by the emergence of computerized listing systems. More transparent policies help buyers and sellers to more readily compare homes, hence fostering more competitive pricing. These sites have also accelerated the purchase process, therefore saving the time homes spend on the market.
Furthermore, digital listings have given investors and remote buyers—who might not be physically there to tour homes opportunities based on Internet data for making decisions about purchases. This has helped to produce a housing market growing in dynamism and globalization.
The way individuals interact with real estate listings has been transformed by digital listing networks, therefore improving the efficiency, openness, and accessibility of the house buying and selling processes. While sellers get more exposure and insightful analysis of market patterns, buyers have quick access to a large spectrum of homes. Digital listing systems will only get more sophisticated as technology develops, therefore influencing the course of the house market.
Lightspeed Commerce Inc., the Montréal-based commerce platform known for empowering merchants with omnichannel retail solutions, has introduced a groundbreaking AI-driven website-building tool. This innovative technology enables retailers to create professional, fully integrated online stores simply by using a screen capture.
This advancement eliminates the need for manual coding or third-party developers, allowing merchants to build and customize their websites with ease. By leveraging AI to analyze real-world examples, Lightspeed’s Website Builder generates production-ready code in minutes, helping businesses reduce complexity, save time, and maintain a strong brand presence online.
Bringing Website Development to the Masses
Traditionally, designing an online store in-house has been a challenge for many retailers, requiring a mix of technical expertise, design knowledge, and patience. Many small-to-medium-sized businesses (SMBs) struggle to create high-quality web pages that align with their brand without hiring costly external developers.
Lightspeed’s new AI-driven tool aims to bridge this gap by offering a streamlined, intuitive solution. Merchants can now describe their desired web elements or provide a simple screen capture, and the tool will generate a polished, functional website that integrates seamlessly with Lightspeed’s commerce platform.
Empowering Merchants with Cutting-Edge Technology
“Designing a website in-house can be time-consuming, frustrating, and complex for many merchants. Without design expertise or coding skills, they often spend significant time experimenting with layouts, adjusting branding elements, and troubleshooting issues,” said Dax Dasilva, Founder and CEO at Lightspeed. “Our goal is to remove the friction from website design and give merchants the power to iterate at the speed of commerce. This AI-driven technology is a leap forward in e-commerce efficiency, which can help businesses of all sizes create compelling digital experiences effortlessly.”
Dax Dasilva
Retailers who have tested the AI-powered tool in its beta phase have reported significant improvements in efficiency and ease of use.
“As a self-taught entrepreneur, I built my web store from the ground up but would often hit roadblocks due to my skills and available tools. With this new solution, I’ve been able to create custom sections that perfectly match my vision—without needing external help,” said Ryan Pratt, owner of Colorado-based shoe retailer Treadz. “AI can be a game-changer for my online business, and I’m excited to see how Lightspeed is bringing these innovations into their platform.”
Beta Testing and Future Rollout
The AI-powered website builder is currently available in beta for select Lightspeed merchants. The company has announced plans for a wider rollout later this year, ensuring more businesses can take advantage of the tool’s capabilities.
Lightspeed’s commitment to innovation continues to position it as a leader in the retail technology space, serving thousands of merchants worldwide. The company’s Retail platform is currently available in Canada, the United States, the United Kingdom, Belgium, the Netherlands, Australia, and New Zealand, providing businesses with scalable, cloud-based solutions for both physical and online operations.
Lightspeed’s Role in the Future of Retail
As a dual-listed company on the New York Stock Exchange and the Toronto Stock Exchange (NYSE: LSPD, TSX: LSPD), Lightspeed has been at the forefront of digital transformation for retailers since its founding in 2005. With a global presence across North America, Europe, and Asia-Pacific, the company continues to provide essential tools for retail, hospitality, and golf businesses in over 100 countries.
By integrating AI-driven tools like its new Website Builder, Lightspeed is reinforcing its commitment to innovation and merchant empowerment. This latest launch represents a significant step forward in simplifying digital commerce, giving retailers the agility to build and maintain their online presence efficiently and effectively.
“With Skybird, the father-and-son team has a clear goal: “Revolutionizing fast-casual dining with its fresh and vibrant Asian-inspired menu, crafting signature meals that invigorate energy and a sense of adventure in every bite”,” says Think Retail in a blog post.
“Indeed, Skybird is the first chain in North America to specialize in the Banh Mi and Bowls scene, offering a unique twist where customers can build their own bowls or sandwiches from an array of premium ingredients that include fresh vegetables oven-grilled proteins and signature sauces. In an era where customers seek personalization, Skybird is well positioned, offering endless possibilities and flavour combinations.”
Source: Think Retail
This unique new concept debuted earlier this year at 248 Jean-Talon West in Montreal’s Mile End and is already earning rave reviews for a menu that blends Asian-inspired flavours with health-conscious ingredients in a fast-casual setting, said Think Retail.
Rio Infantino
With more than 50 years combined experience in the restaurant and franchising industry, the Infantinos know what they are doing. They have deep experience launching strong brands that innovate to capitalize on market shifts.
Rio Infantino got his start at McDonald’s then spent more than 20 years as a celebrated Subway franchisee. With Andrew, he launched the ground-breaking concept, Copper Branch, North America and Europe’s largest chain of 100% plant-based fast-casual restaurants.
Source: Think Retail
“With Skybird, they are once again positioned for incredible growth: Sales of Asian-inspired dishes in North America have surged by 20% in the last five years, while at the same time there’s a focus on better-for-you food options that are fast, fun and nourishing,” said Think Retail.
“The Infantinos worked with an incredible team of culinary professionals to develop the menu, which also includes popular house-baked matcha cookies, craft sodas, Boba tea and Vietnamese cold-brew coffee.
“With the two restaurants open and the concept taking flight, they are aggressively seeking to open several more locations in Quebec in 2025.
Think Retail is working with Skybird to secure 1,000- to 1,500-square-foot locations on high-traffic streets and in open-air centres, as well as sites of 400 to 500 square feet in super regional malls. Tony Flanz of Think Retail handles leasing for Skybird in malls across Canada and street locations in Ontario. Dan Knafo of Dan Knafo Real Estate Services negotiated the lease deal for the tenant at the Pierrefonds location.
