The long-term small business confidence declined for the third consecutive month, falling below 50 for the first time since April 2024 to 49.5 index points in February, finds the latest Business Barometer by the Canadian Federation of Independent Business (CFIB).
Optimism among importing businesses dropped slightly since September (-5.6 points), while confidence among exporting small businesses fell significantly by 23.3 points, said the national organization on Thursday.
Measured on a scale between 0 and 100, an index above 50 means owners expecting their business’s performance to be stronger over the next three or 12 months outnumber those expecting weaker performance.
Simon Gaudreault
“Canada got another tariff reprieve until early April, but the threat of tariffs kicking in after all is always in the back of the mind for many small business owners, affecting their long-term plans,” said Simon Gaudreault, CFIB’s chief economist and vice-president of research. “Small firms operate on tight margins, and results from our special survey on the impact of U.S.-Canada tariffs released earlier this month show that a majority are not prepared for the impact should the tariffs hit.”
Confidence shrunk across the country, with trade dependent provinces, like Alberta (-3.6 points), British Columbia (-3.7), Manitoba (-3.4) and Ontario (-3.2) posting bigger decreases in optimism over the long term. Certain sectors that would be most affected by tariffs, such as manufacturing (48.6), wholesale (46.5) and transportation (52.3), were also at the bottom of the 12-month confidence scale.
Small businesses plan to raise prices by an average of 3.1%, the highest level since April 2024. The average wage increase plans decreased slightly to 2.2%.
Lack of demand remains the main barrier to growth for 54% of small businesses. The top cost constraints for small firms included tax/regulations (67%), insurance (67%) and wage costs (61%).
Andreea Bourgeois
“Our special survey on tariffs shows that over half of exporters expect it will take them more than six months to adapt to new markets and stabilize their operations. The uncertainty, coupled with ongoing inflationary pressures, is weighing down on small businesses, dampening their long-term outlook,” said Andreea Bourgeois, CFIB’s director of economics.
The CFIB is Canada’s largest association of small and medium-sized businesses with 100,000 members across every industry and region.
A sign encouraging shoppers to buy Canadian products at a liquor store in Vancouver on Feb. 2, 2025. Shoppers have been caught up in the buy Canadian fervour since U.S. President Donald Trump began threatening to apply tariffs on imports from Canada. THE CANADIAN PRESS/Ethan Cairns
This new movement offers us the opportunity to reflect on the ethics of our consumption practices more generally, especially when consumers co-ordinate their purchasing on a national scale. As consumers, we all have a responsibility to use our buying power in an ethically conscious way.
(Above: A CBC News report on how consumers are using apps to help them buy Canadian products)
Boycotts and buycotts
Most of us as consumers decide what to buy based on the price and quality of goods. But our values play a role in our decision-making: what we buy and where we buy it is influenced by our beliefs. Last year, for instance, many Canadians boycotted Loblaws on the grounds that it was price gouging amid inflation.
A boycott is just one way of altering our habits based on our values. Another way is a “buycott”; that is, intentionally buying products from companies we feel align with our values. The Buy Canadian movement itself is best described as a buycott, but for many, it’s also a boycott of American-made goods.
The reasons behind consumers choices are essential here. For example, we might avoid buying certain cosmetics because we are opposed to animal testing. Or we might vote with our forks and eat at farm-to-table restaurants to combat climate change.
Our choices are often complex and motivated by many concerns: I might buy eggs from my local farmers market not only because I want to support local businesses, but also to encourage the fair treatment of animals and express my frustration with high prices at chain stores.
Social change and co-ordinated consuming
One of the most important reasons behind many of our consuming practices is social change: we want to change the way others, and we as a society, behave. Consuming for social change is particularly effective when it is done by a co-ordinated group that shares certain values.
Consider the practice of buying fair trade coffee: by means of proper certification and product labelling, consumers give coffee companies an economic incentive to treat farmers more equitably.
This is a huge power that consumers have. But with great power comes great responsibility, so when we make co-ordinated consuming efforts, we need to think about how to do so responsibly.
Not all co-ordinated consuming efforts are ethically permissible. Consider a reprehensible but particularly relevant example: in the 1930s, initiatives developed to encourage consumers not to buy Jewish products in Germany, other European countries and the U.S. Such a practice was wrong not only because it was motivated by hatred, but also because it deprived a group of citizens of their freedom of religion.
Another more recent example concerns the Christian American Family Association which boycotted Walt Disney, Ford and other businesses because of their support of same-sex couples. This boycott was wrong not only because it was motivated by discriminatory beliefs, but also because it did not representative how many other people feel.
The moral here is that social change should not only be influenced by well-co-ordinated groups, because the loudest voices are not the only ones, nor are they necessarily the right ones.
Manitoba Premier Wab Kinew and caucus members hold up tote bags during a press conference encouraging consumers to buy Manitoba goods and services in Winnipeg on Feb. 5, 2025. THE CANADIAN PRESS/Steve Lambert
Manitoba Premier Wab Kinew and caucus members hold up tote bags during a press conference encouraging consumers to buy Manitoba goods and services in Winnipeg on Feb. 5, 2025. THE CANADIAN PRESS/Steve Lambert
Ethical boycotting
How do we make sure that our co-ordinated consuming efforts are ethical? Philosophy professor Waheed Hussain argued that when we act as a co-ordinated group seeking to achieve social change, we should treat our consuming choices as “proto-legislative” — that is, as if they could become legislation.
This is because our efforts in this context are no longer aimed at merely satisfying our self-interest, but the common good, and so the standards should be higher. We should act in ways that are appropriately representative and that do not deprive our fellow citizens of their freedoms. Furthermore, Hussain argued that the reasons behind our consumption practices should be public and subject to scrutiny by our fellow citizens.
When we seek to effect social change across national boundaries, it has been argued that we should not impose our ideals of social change on foreign citizens. In this case our choices are subject to additional constraints. We should respect the values of the target country, for instance, and use our purchasing power in ways that help local workers and communities there.
What this all means for the Buy Canadian movement is a complex question. For instance, it might mean that a boycott of American products should not include some states like Kentucky, whose governor has openly opposed the tariffs. But at the very least, it’s an opportunity for us to reflect on the immense power we have as consumers, as well as the responsibilities that go along with it.
Mary Brown’s Chicken, Canada’s fastest-growing chicken quick-service restaurant (QSR) chain, has announced significant international expansion across multiple new markets as part of its bold growth strategy. The iconic Canadian brand, known internationally as MB Chicken, will continue to expand its footprint in existing markets such as Mexico and the UK, while also introducing its signature hand-crafted menu and proprietary cooking method to new locations across the globe in 2025 and beyond, it said in a news release.
“As we continue to build on our success in Canada, we are excited to bring Mary Brown’s Chicken to more countries, including Pakistan and India, while growing in Mexico and the UK,” said Tony Samuelson, President and Global Chief Operating Officer.
Tony Samuelson
“Our Made Fresh from Scratch promise and commitment to delivering exceptional hospitality resonates across diverse food cultures and we’re thrilled to share our fresh, flavourful offerings with new communities around the world.
“Our menu combines traditional recipes with innovative new offerings that reflect local tastes while staying true to our Canadian roots. Our recent launch of the K-Crunch sandwich, inspired by Korean flavours, is an example of how we continue to innovate while maintaining the classic Mary Brown’s Chicken experience.”
Expansion Highlights
Pakistan: Mary Brown’s Chicken will open its first locations in Lahore, with two restaurants launching simultaneously in the upscale DHA Sector 5 and the brand-new Doleman Mall. Additionally, a drive-thru location is under construction, set to open in Q2 of 2025, with plans for an opening in Capital Islamabad by the end of 2025.
India: Starting in April 2025, Mary Brown’s Chicken will open a new location every month this year, with initial focus on New Delhi and the Punjab State.
Mexico: Mary Brown’s Chicken is set to open four drive-thru locations on prime streets in Merida, along with a concession in the city’s Baseball Stadium, further extending its presence in this exciting market.
United Kingdom: Mary Brown’s Chicken is gearing up for openings in Preston and Southampton in March and April 2025, with additional locations already in development in Scotland, Northern Ireland, Jersey and across England.
“These key openings mark an exciting period of global growth for Mary Brown’s Chicken, following successful international ventures in Northern Ireland, England and Mexico in 2024. The brand is aiming to open 150 international locations over the next five years as part of its broader vision to become a leading player in the global quick-service restaurant landscape,” said the company.
“Mary Brown’s Chicken’s success is driven by its commitment to high-quality, made-from-scratch food, including signature items like the Big Mary sandwich and hand-cut Taters. The brand’s proprietary cooking method, which involves hand-cutting and hand-breading chicken daily with a signature blend of spices, ensures that every meal delivers the same fresh, flavourful experience that customers know and love.
“With over 280 locations across Canada, Mary Brown’s Chicken remains focused on its domestic growth as well, aiming to expand to 500 locations while continuing to build its international presence.
“Mary Brown’s Chicken continues to build on its legacy of 18 consecutive years of same-store sales growth and has earned the prestigious Franchisees’ Choice Designation for 13 years in a row from the Canadian Franchise Association.”
The brand is 100 per cent Canadian-owned, being first established in St. John’s Newfoundland in 1969.
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.
Founder of Also Sophia, Sophia, beautifully displays the beloved 'Ramadan Mubarak' table sign—one of the brand’s most popular home decor pieces. (CNW Group/Also Sophia LTD)
Also Sophia, a pioneering brand in culturally inspired seasonal decor, is marking its fifth anniversary with an expanded Ramadan and Eid home decor collection. The 2025 collection is now available in major retail stores across Canada and, for the first time, in key markets across the Middle East, including the UAE, Saudi Arabia, Kuwait, Oman, and Qatar.
Since its inception, Also Sophia has sold high-quality, culturally resonant decor for Ramadan and Eid. What began as a side project for founder Sophia Noreen while working in healthcare leadership has now grown into a nationally recognized brand, forming strategic partnerships with major retailers like Walmart Canada.
A Growing Market for Cultural Celebrations in Retail
“This is a milestone year for Also Sophia,” says founder Sophia Noreen. “Five years ago, we took a leap to create space in retail for Ramadan and Eid decor. Today, Muslim families across Canada and the Middle East can find meaningful, beautifully crafted decor in major stores. That’s a win for diversity in seasonal retail.”
With a growing demand for inclusive seasonal decorations, Also Sophia has successfully integrated Ramadan and Eid decor into mainstream retail. Previously, Muslim consumers in Canada often had limited access to festive home decor tailored to their cultural and religious celebrations. Also Sophia filled this gap, ensuring that Ramadan and Eid are represented in the same way Christmas and Hanukkah have been for years in the retail space.
Image: Also Sophia
2025 Collection: A Fusion of Tradition and Modern Elegance
The 2025 Ramadan and Eid collection from Also Sophia includes a curated selection of lanterns, banners, tableware, and modern decor pieces that blend traditional motifs with contemporary aesthetics. The goal is to offer decor that is not only festive but also stylish and versatile enough to suit a variety of home settings.
Retailers have responded positively to the demand for diverse holiday decor, with Walmart Canada continuing its successful partnership with the brand. The expansion into the Middle East marks a significant milestone, further positioning Also Sophia as a leader in the growing market for culturally specific seasonal decorations.
Championing Representation in Retail
Beyond its commercial success, Also Sophia plays a role in increasing representation in the retail industry. The brand’s presence in major stores is a step forward in normalizing diverse cultural celebrations and fostering greater inclusivity.
“With each passing year, we see more representation of minority celebrations in the seasonal aisles of mainstream retailers,” says Noreen. “It’s not just about selling decor—it’s about making sure every family, regardless of their background, can celebrate their traditions with the same accessibility and joy as any other holiday.”
Supporting Women-Led Businesses and Community Engagement
As International Women’s Day approaches, Also Sophia stands as a prime example of a successful women-led business making a lasting impact. Noreen’s entrepreneurial journey showcases the power of perseverance, creativity, and a commitment to representation in retail.
The brand also embraces collaboration over competition, inviting influencers and small businesses to engage in potential partnerships. Seasonal pop-up events at select Indigo and Chapters bookstore locations in Canada further strengthen community engagement and consumer connection.
Nuance Duty Free at Pearson Airport in Toronto. Photo: Unifor
Unifor has officially welcomed 245 part-time workers from the Nuance Group (Canada) Inc. at Toronto Pearson International Airport. The workers, who are employed in duty-free and specialty retail stores at Pearson, voted overwhelmingly—over 96%—to join the union in late February. This move marks a significant milestone for retail workers at Canada’s largest airport as they seek better wages, benefits, and job security.
“We are thrilled to have Nuance members join Unifor,” said Unifor National President Lana Payne. “We look forward to bargaining your first contract and improving working conditions for airport workers, including pushing back against contract flipping, and making sure you’re treated with the respect you deserve.”
The diverse workforce at Nuance includes beauty advisors, sales associates, delivery personnel, specialty retail staff, and warehouse workers. Many of these employees have faced challenges common in the retail sector, including precarious employment, fluctuating hours, and limited benefits. By joining Unifor, they aim to improve their workplace conditions and establish a stronger voice in negotiations with their employer.
Nuance Duty Free at Pearson International Airport in Toronto. Photo: Nuance Duty Free
Fighting for Better Conditions
One of the primary reasons Nuance workers sought union representation was to address concerns around wages, benefits, and contract flipping—a practice where companies repeatedly replace contractors to avoid long-term employee commitments. Unifor has been actively advocating against this practice, emphasizing the need for stability and fairness in employment at Canada’s airports.
“This unionization marks a significant step towards ensuring fair treatment and advocating for our rights in the workplace,” said Sandeep Varma, a Nuance Group employee. “Together with Unifor, we look forward to building a stronger, more supportive work environment for everyone.”
Unifor’s organizing campaign at Nuance began in January, with efforts intensifying in the weeks leading up to the vote. The overwhelming support from workers underscores the urgent need for improved workplace standards and protections in the retail sector at Pearson Airport.
The Role of Nuance at Pearson Airport
Nuance Duty Free is a key player in retail operations at Toronto Pearson International Airport, operating under the global travel retail giant Avolta AG. Avolta has a presence in 63 countries with approximately 2,200 shops located at airports, cruise liners, seaports, and tourist locations. At Pearson, Nuance operates duty-free and specialty retail stores in both Terminal 1 and Terminal 3, catering to international and U.S.-bound travelers.
The stores offer a variety of tax-free products, including luxury cosmetics, fine wines, premium liquors, fragrances, gourmet chocolates, and authentic Canadian souvenirs. Additionally, Nuance provides a Reserve & Collect service, allowing travelers to pre-order items online and conveniently pick them up at the airport before their flights. This model enhances the shopping experience by ensuring access to a wide range of products at competitive prices.
The federal government can talk endlessly about eliminating interprovincial trade barriers, but ultimately, it is up to the provinces to take real action. Canada now has a clear front-runner in this effort: Nova Scotia.
Premier Tim Houston and his government have recognized the steep cost that interprovincial trade barriers have imposed on their province and the Atlantic region. Being geographically distant from major markets has already put Nova Scotia at a disadvantage, making it difficult to compete against larger provinces unless a sector has developed a unique competitive edge—such as the province’s thriving wine industry. However, with trade barriers limiting access to larger provincial markets, growth in the food sector has been stifled.
Now, Nova Scotia is raising the stakes. Bill 36, the Free Trade and Mobility within Canada Act, is a significant step forward in eliminating these internal trade obstacles. The legislation ensures that goods manufactured or produced in another province or territory that comply with that jurisdiction’s regulatory standards will not be subjected to additional fees or testing by Nova Scotia.
Premier Houston put it succinctly:
“If it’s good enough for another province, it’ll be good enough for Nova Scotia because I trust other provinces and territories to have appropriate requirements that keep their citizens safe.”
But this commitment to trade liberalization must be a two-way street. Other provinces—and the federal government—need to follow suit. It’s called mutual recognition, and it should become the standard nationwide.
For the food industry, this means that any provincially licensed facility across the country can provide ingredients and products to Nova Scotia’s food manufacturers, restaurants, and retailers—so long as their home province reciprocates and accepts Nova Scotia-made products. This shift would enhance consumer choice, drive competition, and create opportunities for small businesses. The result? Lower prices, more innovation, and stronger regional economies.
The Economic Toll of Protectionism
For too long, interprovincial trade barriers have prioritized protectionism over value, quality, innovation, and economic growth. These barriers were largely invisible but economically devastating, preventing smaller provinces like Nova Scotia from reaching their full potential. In theory, Canadian provinces should have the easiest trade relationships in the world—no border brokerage, no international regulatory alignments—yet internal barriers have choked opportunities for decades.
If mutual recognition were to expand across the country, many provinces stand to gain significantly, particularly Alberta, Saskatchewan, and Atlantic Canada. Removing unnecessary regulatory duplication will stimulate investment and growth in key sectors, including agri-food.
Overcoming Resistance
Of course, passing legislation like Bill 36 is the easy part. The real challenge lies in overcoming opposition from special interest groups, unions, and industry lobbies that resist competition and mutual reciprocity. These groups have long benefited from protectionist measures that shield them from outside competitors. A truly open internal market would mean fewer government-mandated inefficiencies and could threaten some entrenched provincial interests.
A common argument against mutual recognition is that it could erode provincial identity—particularly when it comes to food. But identity and culture do not emerge from regulation; they thrive on innovation and passion. The belief that strict provincial regulations are necessary to preserve distinctiveness is misguided. True uniqueness in food and agriculture is not built through bureaucratic red tape—it is built through ingenuity and consumer trust.
What’s Next?
Nova Scotia has set the bar high. Other provinces should take note: economic protectionism is outdated, and interprovincial trade reform is long overdue.
Now, Premier Houston, perhaps it’s time for a conversation about another major trade barrier within Canada—our overpowering provincial marketing boards, particularly in the dairy sector.
Mandy's Salads at 110 Bloor St. W. in Toronto. Photo: Mandy's Gourmet Salads
Mandy’s Gourmet Salads is ramping up its expansion efforts across Canada, with plans to open 30 to 40 locations nationwide over the next five years. The Montreal-based brand, known for its creative salad offerings and vibrant restaurant interiors, is targeting key urban markets, including Vancouver and Calgary, as it looks to extend its footprint beyond Quebec and Ontario.
Vanessa Fracheboud, President of Mandy’s Gourmet Salads, confirmed that the company, which currently operates 15 locations across Quebec and Ontario, is actively searching for its first location in Vancouver while also finalizing new restaurant openings in Toronto and Ottawa. “We are expanding, I think we’ve been very loud about it in the past few months,” said Fracheboud. “We wanted to close the loop on the GTA extension, at least for now, and then we will be moving towards Western Canada.”
Mandy’s is opening two new locations in Toronto’s Yonge and Eglinton and Canary District, further solidifying its presence in the city. According to Fracheboud, the Yonge and Eglinton location was a natural choice. “It’s an interesting mix between urban, busy, but also very neighborhood- and community-oriented, a little bit like Westmount in Montreal,” she explained. “We always want to stick close to urban centres where there’s lots of traffic, young families, and young entrepreneurs.”
The Canary District location, on the other hand, was selected for its distinct “Distillery vibe,” as well as its proximity to parks and trails. “It was a no-brainer,” she said. “The population is dense enough to have a Mandy’s without cannibalizing our other locations.”
In Ottawa, Mandy’s is setting up shop in The Glebe. “Canary District and Ottawa are the two that are creating the most noise at the moment,” Fracheboud noted. The Ottawa location is scheduled to open in June 2025, following the South Shore of Montreal location near Quartier DIX30 in April. Yonge and Eglinton is slated for July at 2670 Yonge Street, with Canary District expected to open in spring 2026.
Western Canada Expansion: Vancouver and Calgary in Focus
With Ontario and Quebec well underway, Mandy’s is now looking westward. “Right now, we have a lease under review in Vancouver. I have not signed it yet, but it’s under review. There’s a non-binding LOI,” Fracheboud revealed. “I want to saturate the market as fast as possible, but without diluting the brand.”
In Vancouver, the company is eyeing downtown, East Vancouver, Kitsilano, and North Vancouver, while in Calgary, the downtown area is the primary target. “For Calgary, we want to make sure that we come in first with a brick-and-mortar, not with a ghost kitchen. That’s not who we are,” she emphasized. “We are really guest experience-oriented, and to come into a new market, we need to ensure people get the full Mandy’s experience before introducing a ghost kitchen.”
Inside Mandy’s Salads at 110 Bloor St. W. in Toronto. Photo supplied
Maintaining the Brand’s Essence Amid Growth
Despite the rapid expansion, Mandy’s remains committed to maintaining its signature aesthetic and guest experience. “You’ll always have a wall with photography, family pictures, and hand-painted plates from unique artists,” Fracheboud said. “Each location has a different inspiration, but the foundation remains the same.”
The brand is also highly selective about its real estate choices. “We have refused a few great locations because the building itself was not 100% aligned with who we are,” Fracheboud said. “The stretch goal is 40 locations, but we won’t compromise on our brand identity.”
Mandy’s at Kitchen Hub (Image: Unbound Productions)
Expanding Product Offerings and Automation
Beyond its restaurant expansion, Mandy’s is growing its product lines. The company’s salad dressings are already available in over 1,000 grocery stores across Canada, and a new grocery product is in the works. “We have one top-secret project that I will not disclose, but it’s a very fun one for groceries,” Fracheboud teased.
Mandy’s is also piloting automation to improve efficiency. “We are piloting a robot called Remy to help build salads faster,” she said. “It won’t prepare the entire salad, but it will do the foundation so our employees can focus on guest experience. Everyone is super excited about this initiative.”
Mandy’s Salads at The Well in Toronto (Image: Mandy’s Salads)
A Strong Canadian Identity
With recent economic and trade uncertainties, Mandy’s is working to ensure its supply chain remains strong by diversifying suppliers, investing in local farming partnerships, and optimizing logistics to minimize disruptions. “Approximately 10% of our food purchases come from the U.S., but we are bringing most of it back to Canada,” Fracheboud said. “We are all in this together, and we have to do what’s right for our country.”
Mandy’s also prioritizes Canadian-made products in its restaurant build-outs. “99.5% of our kitchen equipment is from Canada,” she said. “Even for decor items like ceramics, we are now being more diligent about sourcing locally.”
Looking Ahead
Mandy’s Gourmet Salads has come a long way since its humble beginnings in the back of a women’s clothing store in Westmount. Today, the brand is not just a restaurant chain but a lifestyle, offering cookbooks, grocery products, and a carefully curated dining experience.
With ambitious plans for 30-40 locations and a focus on quality over quantity, Mandy’s is set to become a household name across Canada. “We create something unique that will be very hard to recreate at home,” Fracheboud said. “Our customers keep coming back, and that’s what makes this journey so exciting.”
Happy Belly Food Group Inc., a leading consolidator of emerging food brands, has announced that it has signed an area development agreement for British Columbia for the opening of 20 new franchised restaurants of Toronto-based QSR brand iQ Food Co.
The company said the brand will be “serving a variety of delicious and wholesome food options such as healthy bowls, smoothies, sandwiches, soups, and salads, along with other flavoruful clean-eating dishes that the whole family can enjoy.”
Sean Black
“Our accelerated expansion of the iQ Food business is a testament to our execution capabilities and the untapped potential we identified in the brand prior to acquisition. Following the completion of our 100% acquisition of iQ on September 18, 2024, we have moved quickly to identify growth opportunities for the brand. Today, we take another significant step forward with the signing of an area development agreement to open 20 new stores across British Columbia, bringing our total units under area development agreements for iQ to 65,” said Sean Black, Chief Executive Officer of Happy Belly.
“iQ is an emerging brand and disruptor in Canada’s premium healthy eating market, strategically positioned in urban and central business districts. It serves thousands of health-conscious customers from local businesses and is expanding its catering services to reach an even larger audience in densely populated downtown areas. This strategic approach has built strong brand recognition and fostered a loyal customer base, driven by word-of-mouth and, most importantly, satisfied customers.”
Black said the company is excited to continue working with seasoned Western Canada area developer, Stephen Travers, who has been with Happy Belly since 2023 and remains a key asset in franchise development for Happy Belly’s brands in British Columbia and Alberta.
“Stephen began as the first Extreme Pita franchisee and later became the inaugural Area Developer for Extreme Pita, Mucho Burrito, and Via Cibo. With over 23 years of QSR experience, he has an outstanding track record of rapidly developing brands in Western Canada, having built over 200 QSR restaurants. Stephen’s consistent ability to deliver exceptional results has been vital to our previous successes, and we are confident his expertise will continue to drive our growth forward,” explained Black.
“British Columbia has seen a surge in demand for nutritious, wholesome dining options among its health-conscious population, driven by active individuals and families who prioritize fitness, wellness, and balanced living. Its vibrant cities boast dynamic dining scenes where consumers seek innovative, flavorful meals that align with their pursuit of healthier lifestyles. British Columbia’s robust economy and high standard of living further support premium dining experiences, making it an ideal setting for those who refuse to sacrifice taste for health. In this environment, iQ’s offering of delicious, nourishing bowls, smoothies, sandwiches, soups, and salads perfectly meets the needs of families and individuals looking for quality, clean-eating options.”
Source: Happy Belly Food Group
Black said there is currently 476 contractually committed retail franchise locations from area developers across all emerging brands in the Happy Belly Food Group portfolio including those in development, under construction or already open.
“We are working to actively expand this pipeline significantly in 2025 & 2026 with our disciplined approach to growth. It is key for us to continue selecting the right franchise partners along with the right real estate in order to achieve our development goals for the brands,” he said.
“As the brand’s free cash flow grows, we anticipate accelerating our corporate store development timeline, supplemented by the growth of our franchise program.”
About iQ
iQ is a flagship brand in Canada’s premium healthy eating market and is strategically located in urban and central business districts. iQ serves a variety of delicious and wholesome food options such as healthy bowls, smoothies, sandwiches, soups, and salads, along with other flavorful clean-eating dishes that the whole family can enjoy. iQ caters to thousands of health-conscious customers from local businesses, while expanding into catering services to service an even greater audience in downtown densely populated areas. This strategy has fostered strong brand recognition and a loyal customer base driven by word-of-mouth and, most importantly, satisfied customers.
PIANO PIANO at 1006 Bloor St. W. in Toronto. Image supplied
Toronto’s celebrated Italian dining brand PIANO PIANO has unveiled its latest—and perhaps most striking—location at 1006 Bloor Street West. Nestled within the Paradise Theatre, the three-level restaurant brings together vintage elegance, bold design, and the signature culinary excellence that has made PIANO PIANO a staple in the city’s food scene.
Co-founded by Chef Victor Barry, Nikki Leigh McKean, and Brendan Piunno, PIANO PIANO has cultivated a loyal following with its contemporary take on Italian classics, paired with immersive and visually stunning interiors. The new Bloor Street West outpost is no exception, offering a dining experience that blends indulgence with nostalgia.
PIANO PIANO at 1006 Bloor St. W. in Toronto. Image supplied
A Design Inspired by Classic Hollywood and the Orient Express
The latest PIANO PIANO location is a feast for the senses, designed by the award-winning team at Future Studio, led by Ali McQuaid Mitchell. Known for their exceptional work on the brand’s other locations—including 88 Harbord Street, 623 Mount Pleasant Road, 55 Colborne Street, Oakville and Piccolo Piano Pizzeria on Harbord—Future Studio has once again created a space that transports guests into a world of glamour and grandeur.
The three levels of the Bloor restaurant feature opulent gemstone hues, mismatched exotic fabrics, and lush wall coverings that pay homage to the vintage allure of Hollywood’s Golden Age. Signature PIANO PIANO elements, such as bold chandeliers and custom animal print banquettes, add to the immersive experience.
“After walking through a new space, we always leave inspired by a fresh concept and let it evolve into something bigger than we imagined,” says McKean. “The long, narrow, light-filled layout here at Bloor is perfect for embracing bold contrasts and showcasing beautiful décor, hand-designed carpets, intriguing fabrics, and textures. We want guests to feel like they’ve stepped into a fantasy—a special escape.”
PIANO PIANO at 1006 Bloor St. W. in Toronto. Image supplied
An Evolved Menu with a Pre-Theatre Twist
As with all PIANO PIANO locations, the Bloor Street outpost offers a refined take on Italian cuisine, blending traditional flavours with innovative execution. Guests can expect the brand’s signature pizzas and pastas, alongside an expanded menu featuring premium dishes such as Ribeye, Rack of Lamb, Octopus, Lobster, Caviar, and Truffles.
A unique feature of the new restaurant is its specially curated Pre-Theatre Set Menu, designed for diners looking for a high-quality meal before heading next door to the restored Paradise Theatre.
“Our menu has evolved from our signature pizza and pasta to an elevated experience with dishes that celebrate indulgence,” says Chef Victor Barry. “This new restaurant feels like the ultimate setting for guests to feast on all of these tasty & f*#kin’ delicious dishes!”
PIANO PIANO at 1006 Bloor St. W. in Toronto. Image supplied
A Growing Legacy in Toronto’s Dining Scene
PIANO PIANO Bloor marks the brand’s fifth restaurant location, continuing its expansion across the Greater Toronto Area. Since its inception in 2016, when Chef Barry and McKean first launched PIANO PIANO on Harbord Street, the brand has steadily grown, now operating five restaurants as well as its sister brand, Piccolo Piano Pizzeria.
Beyond the restaurants, PIANO PIANO has also made its mark in the frozen food industry, with its PIANO PIANO Frozen Pizza line becoming the largest producer of premium frozen pizza in Canada. Looking ahead, the team is set to open two more restaurant locations in 2025, further solidifying its presence in the market.
PIANO PIANO at 1006 Bloor St. W. in Toronto. Image supplied
A Destination for Various Occasions
PIANO PIANO Bloor is positioned to become a go-to destination for casual lunches, happy hours, intimate dinners, and celebratory nights out. With its dramatic design, inviting atmosphere, and carefully curated menu, the restaurant captures the essence of what has made PIANO PIANO such a beloved name in Toronto’s dining landscape.
Located at 1006 Bloor Street West, PIANO PIANO Bloor is open daily from 12 p.m. until late, offering lunch, dinner, and everything in between.
