Man charging his red car at a JOLT EV Charging Station in Richmond Hill, Ontario (CNW Group/Canada Infrastructure Bank)
The Canada Infrastructure Bank (CIB) and JOLT have entered into a $194 million loan agreement aimed at expanding JOLT’s electric vehicle (EV) charging network across Canada. The investment will facilitate the installation of up to 1,500 new curbside EV chargers in urban centres, providing Canadians with more accessible and convenient charging options.
The expansion is part of the CIB’s ongoing efforts to increase the availability of electric vehicle charging infrastructure, helping to make EV ownership more feasible and attractive.
Innovative and Fast Charging Technology
JOLT’s charging stations combine cutting-edge technology with affordable, fast charging, ensuring a reliable user experience. Each station offers up to 7 kWh of free, fast charging per car per day—equivalent to approximately 50 kilometres of driving range.
Ehren Cory
“We are supporting Canadians’ need for accessible and convenient charging points in urban centres,” said Ehren Cory, CEO of the Canada Infrastructure Bank. “Our strategic partnership with JOLT highlights a commitment to supporting the deployment of innovative technology which will create jobs and remove a potential barrier to EV adoption.”
A Shared Commitment to Sustainability and Innovation
The partnership between the CIB and JOLT supports the shared goal of making EV ownership more accessible by expanding the charging infrastructure. JOLT aims to address the critical need for curbside fast charging, particularly for those who lack access to off-street charging.
Doug McNamee
“Curbside fast charging is critical to the transition to electric vehicles, and providing fast, free charging to those who do not have access to off-street charging is JOLT’s goal for its expansion in Canada,” stated Doug McNamee, CEO of JOLT. “This partnership with the CIB is a testament to our shared commitment to innovation and sustainability. By expanding our EV charging infrastructure, we are making electric vehicle ownership more accessible and convenient for all Canadians.”
CIB’s Commitment to Accelerating EV Adoption
The CIB is focused on reducing consumer range anxiety and accelerating EV adoption across Canada. Through its Charging and Hydrogen Refuelling Infrastructure Initiative (CHRI), the CIB collaborates with leading EV charging network owners and operators to speed up the large-scale rollout of charging infrastructure.
This project represents the CIB’s fourth investment under the CHRI initiative and its third investment in EV charging infrastructure. To date, the CIB has invested approximately $650 million, enabling the deployment of approximately 5,500 public fast charging ports.
With this new partnership, the CIB and JOLT are playing a key role in Canada’s transition to a more sustainable transportation future, making EV charging more accessible to urban residents and contributing to the country’s broader environmental goals.
Baskits, a leader in personalized gift baskets, is marking a major milestone this year—its 40th anniversary. Along with celebrating four decades of success, the company is embracing a bold new look, including a rebranding initiative and becoming a certified B Corp. Robin Kovitz, who acquired the business a decade ago, sees the company’s commitment to spreading joy and fostering connections as central to its long-standing success.
“We did a lot of soul searching and figured out what we really stand for and our mission is to spread joy and build connections, which is what we’ve been doing for 40 years. We also became a B Corp this year, which is really exciting. Our goal is to positively impact everyone the business touches—not just our customers, but also employees, suppliers, and everyone involved,” she said.
Despite the ongoing economic uncertainties, particularly in the retail sector, Baskits is thriving. The company is focused on expanding its footprint with an ambitious goal of doubling its business in the next three years. Kovitz attributes much of the growth to their dedicated team, constantly testing new ideas, and diversifying their market reach.
“We’re exposed to both B2C and B2B markets, and that has helped us weather the economic storm,” she explained.
“Things are great. We’re living in strange, unpredictable times, especially for retail. The situation to the south is destabilizing, and it’s hard for business owners to navigate the waters, but all in all, we’re doing really well. Can’t complain.”
Kovitz said much of the company’s growth is coming from direct exports to the U.S.
“Businesses like ours ship to the U.S. under a provision called “de minimis,” which allows us to bring in goods under $800 without paying taxes. The tariff situation puts that in question. If tariffs increase, our products would be more expensive, and we’d face a 25% tariff at the border for all our export sales. That’s significant, so we’re really hoping it doesn’t happen,” she said.
“A lot of my friends in retail manufacturing, particularly in textiles due to the Chinese import tariff, are really struggling. Companies like Roots or Sheertex in Canada, which manufacture abroad and ship to the U.S., are subject to those additional tariffs.”
Kovitz said the U.S. market is about 10 times the size of Canada. With a bit of marketing in select jurisdictions, “we can grow our sales by 10-20%. It’s a significant opportunity, but we’re also looking at the EU and other opportunities, realizing we can’t just rely on the U.S. for growth.”
Robin Kovitz
She has noticed two things about consumers these days.
“Overall, there’s a decline in average order value and a general pullback, which signals economic softening. This is true across retail, particularly B2C. However, we’re seeing strong demand in B2B and growth there. Fortunately, we’re exposed to both markets,” she said.
Despite some macroeconomic challenges, Kovitz attributed the success of her business to have a great team – scrappy, hardworking, always testing new ideas and software.
“We try things, and when something doesn’t work, we move on to the next idea until we find something that does. I think part of it is luck too. We’re well-positioned, not exposed to one end market. We have customers across a broad range of industries. So if one sector is down, another might be up. Maybe it’s just dumb luck, who knows,” she said.
To celebrate its 40th year, Baskits has updated its branding and logo, introducing a heart symbol on top of the “i” in the logo.
“We launched a “design your own gift” feature on our website, which is a cool, interactive tool that’s getting better with new features. We also launched gift cards, so customers can send a gift without knowing what the recipient wants. We introduced “send to email,” where you can send a gift to someone without knowing their shipping address. Just use their email address!
“Additionally, we invested in equipment to offer more personalized gifts. We now offer customized gifts like aprons with names or corporate logos, which is a big focus for us this year.”
A new study from Payments Canada reveals that Canadians have mixed opinions on evolving technologies that could significantly change the way we shop and pay. The study highlights growing concerns around security, unfamiliarity with new systems, and satisfaction with existing technologies, all of which are impacting the adoption of innovations like generative artificial intelligence (GenAI), social commerce, and pay-by-bank.
“They seek innovations that strike a balance between these factors. However, Canadians are divided on the appeal of innovations that have the potential to reshape our shopping and payment experiences, with security being a key concern.
“In our study, we also found that many Canadians had not yet formed a view around their appeal, which infers that they are reserving judgment until they become more familiar with newer technologies.”
Key Findings of the Study:
Generative Artificial Intelligence (GenAI) Divides Opinions GenAI, which has the potential to transform the payment and shopping experience by offering personalized discounts, virtual shopping assistants, fraud detection, and more, has garnered divided opinions. Among Canadians, 43% are interested in using GenAI, 44% are not, and 13% remain unsure.
Younger Canadians (18-34 years old) are more enthusiastic, with 56% expressing interest compared to 48% of those aged 35-54, and just 31% of older Canadians (55+).
Fraud detection and prevention is seen as the most beneficial aspect of GenAI, with 45% of Canadians agreeing it can enhance security.
However, views on GenAI’s role in online shopping experiences are mixed, with 28% finding it appealing, 34% unappealing, and 38% neutral.
Social Commerce: Convenience vs. Security Concerns Social commerce, which allows consumers to make purchases directly through social media platforms like Instagram, WhatsApp, and TikTok, is gaining traction, though security concerns remain a significant deterrent. Approximately 12% of Canadians have sent or received money through these platforms, and 13% have made a purchase.
Overall, 18% find social commerce appealing, while 46% view it unfavorably, and 36% are neutral.
Among those who like social commerce, convenience and ease of use are the primary draw (40%), while concerns about security top the list of deterrents for those who are not interested (48%).
Pay-by-Bank: A Growing Trend The study also explores the growing interest in pay-by-bank, which allows consumers to make payments directly from their bank accounts without using traditional payment methods like credit or debit cards. This method is appealing to 29% of Canadians, with security being the main appeal.
Newcomers to Canada (53%) and gig workers (47%) are significantly more likely to use pay-by-bank.
For 32% of Canadians, security is the key benefit of this payment method, as it avoids the need to enter card details directly on merchant websites.
Incentives like cashback or rewards points could encourage 60% of Canadians to adopt pay-by-bank.
Passkeys: A Secure Alternative to Passwords The study also found that half of Canadians (50%) find passkeys—a more secure alternative to traditional passwords—appealing for user authentication, particularly when linked to online payments.
Overall, 47% of Canadians say they are likely to use passkeys for logging into online accounts or making purchases if available.
However, 23% find passkeys unappealing, citing security concerns, lack of interest, or perceived complexity.
About Payments Canada Payments Canada is a public purpose organization that manages Canada’s payment systems, including Lynx, the Automated Clearing Settlement System (ACSS), and the forthcoming Real-Time Rail (RTR). These systems cleared and settled $107 trillion in 2024, supporting essential transactions like debit card payments, wire transfers, and bill payments that keep Canada’s economy moving forward.
Happy Belly Food Group Inc., a leading consolidator of emerging food brands, has announced the signing of an area development agreement for the province of Saskatchewan. This agreement will pave the way for 10 new franchised locations of Heal Wellness, a fresh smoothie bowls, acai bowls, and smoothies quick-service restaurant (QSR).
Sean Black
“The Health and Wellness sector is one of the most dynamic and rapidly expanding areas in the QSR industry, and today’s announcement is a statement of Happy Belly’s commitment to our growth plans for Heal across North America. Our ultimate goal is to establish this brand as a category leader in North America, so we are well on our way. With Saskatchewan now becoming the fourth province to sign an Area Development agreement for Heal Wellness, our brand’s total units with Area Developers and franchisees have reached 110, with several already open, under construction, or secured through franchise agreements. We plan on further accelerating our committed expansion plans in 2025,” said Sean Black, Chief Executive Officer of Happy Belly.
This new agreement represents a significant step forward for the Heal Wellness brand, which specializes in fresh, health-conscious offerings that align with growing consumer interest in wellness and nutritious fast food alternatives. The expansion in Saskatchewan marks another milestone in Happy Belly’s strategy to become a dominant force in the North American QSR market.
Black also emphasized the company’s commitment to delivering long-term value for shareholders through a strategic approach to growth. “We remain dedicated to delivering shareholder value through a disciplined approach to both organic and inorganic growth that has never been experienced before by any QSR consolidatory in Canada. By leveraging our franchising expertise and strategic roadmap, we are quickly positioning Heal as Canada’s leading national smoothie and acai bowl chain,” Black added.
In discussing the crucial role of Stephen Travers, Happy Belly’s newly signed Area Developer for Saskatchewan, Black said, “Our Area Developer, Mr. Stephen Travers, is one of the best professionals I’ve ever worked with and an expert in brand development across Central and Western Canada. We worked together at Extreme Brandz, MTY Group, Crave It Restaurant Group, and so far at Happy Belly Food Group, we are loving working together again. This achievement marks a significant milestone for both Heal and the Happy Belly team as we accelerate our growth plans across North America. Stephen’s proven expertise is a vital component of our success, enabling Happy Belly to sustain its rapid franchise expansion.”
Happy Belly Food Group’s commitment to growth is reflected in its expanding portfolio. Currently, the company has 456 contractually committed retail franchise locations from area developers across its emerging brands. Black further explained, “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.”
With the signing of this new area development agreement, Happy Belly is poised to continue its rapid expansion in 2025 and beyond, solidifying Heal Wellness as a leading brand in the health-conscious QSR sector.
A new report from the Credit Counselling Society (CCS) highlights the growing financial challenges facing Canadians, with rising debt levels and ongoing economic pressures leading to significant stress and anxiety. The 2025 Consumer Debt Report, based on a survey conducted by the Angus Reid Forum, reveals that seven-in-10 Canadians (71 per cent) are most concerned about the increasing cost of living, a key factor contributing to rising debt and financial strain.
Peta Wales
“Consumers were already feeling the strain of increased day-to-day expenses,” explained Peta Wales, President & CEO of the Credit Counselling Society. “Then, as additional information about potential tariffs emerged in the weeks leading up to President Trump’s inauguration, the likelihood of price increases and even the potential for job losses, only heightened feelings of anxiety and stress.”
Debt Fatigue and Complacency on the Rise
Over half of Canadians (54 per cent) are worried about their debt, with the number of those feeling anxious skyrocketing to 84 per cent among those who have seen an increase in debt over the past year. Despite the overwhelming stress, a startling 57 per cent of Canadians report being complacent about their debt, with many taking no action to address their financial situation.
“Unfortunately, we continue to see a trend of Canadians normalizing debt with a focus on only addressing their minimum payments,” stated Wales. “With record-high debt levels, consumers are grappling with the rising cost of living, and credit cards—once used primarily for emergencies—are now being used to carry month-over-month balances.”
Among respondents who reported an increase in debt, 54 per cent said it impacts their mental wellbeing. For those uncomfortable with their debt levels, 60 per cent said it negatively affects their outlook on life.
The study also found that those who are anxious about their debt are nearly three times as likely to fall further behind on payments compared to those who are not anxious (16 per cent vs. six per cent). Unfortunately, many individuals in this group avoid communicating with creditors or seeking professional help.
Debt Fatigue: A Barrier to Financial Relief
Debt fatigue—a mental and emotional exhaustion caused by constant worry over debt—is a significant barrier for many Canadians. The survey revealed that individuals experiencing debt fatigue are far more likely to cry about their debt (19 per cent) than to reach out to creditors (five per cent) or credit counsellors (eight per cent). Many also delay or defer payments, compounding the problem.
“The danger with becoming complacent about your obligations is that a small shift in your circumstances—such as reduced hours at work or an increase in the cost of an essential, like gas—can suddenly make your financial situation extremely difficult to manage,” explained Isaiah Chan, VP of Programs & Services at CCS.
Proactive Measures: Canadians Taking Action Against Rising Debt
While many Canadians struggle with debt fatigue, a substantial portion of respondents are taking proactive steps to manage their finances. The survey revealed that 70 per cent of Canadians who experienced an increase in debt this past year cut back on essentials, 34 per cent sold personal items, 12 per cent changed their living arrangements, and 44 per cent sought assistance from a financial advisor.
“Surprisingly, of Canadians who had an increase in debt this past year, we also saw that 44 per cent took on a second job as they worked to proactively manage their higher debt load,” explained Wales. “While this was almost three times higher than the prior year (at 16 per cent), it may not remain a viable option if the economy contracts due to geopolitical circumstances.”
Financial Strain and the Need for Early Action
For many Canadians, cutting back on essentials like food (77 percent) and recreation (72 percent) has become a necessary step to make ends meet. However, experts warn that waiting until debts become unmanageable can lead to higher interest rates, more drastic solutions, and increased stress.
“It’s always very concerning when someone struggles to pay for their day-to-day expenses and, with savings exhausted, risks undermining any of their remaining financial stability through high levels of consumer debt,” revealed Chan.
Anne Arbour
Anne Arbour, Director of Partnerships & Education at CCS, emphasized the importance of early intervention. “Waiting to take action until debts become unmanageable can result in higher interest rates, more drastic solutions, and ultimately more stress and sleepless nights. Taking steps early on is when someone can make the biggest impact on improving their finances and overall wellbeing.”
A Call for Action: Don’t Let Debt Fatigue Take Control
While many Canadians are experiencing significant financial challenges, the survey results show that it’s possible to take control and avoid the negative impacts of debt fatigue. As Arbour explained, “When it comes to what Canadians worry about most, problems with money tops the list. However, consumers often suffer in silence because they are more uncomfortable talking about their debt than they are personal relationships or even struggles with physical and mental health.”
Despite uncertainty around the future, including the potential impact of tariffs and other economic factors, Arbour urges Canadians not to let anxiety or embarrassment prevent them from seeking help. “We can’t predict what the next four years will hold for us economically, politically, or financially. But tariffs or no tariffs, don’t let anxiety or embarrassment deter you from reaching out for the help you need. Debt fatigue is a genuine concern, and complacency is not an effective solution.”
About The Credit Counselling Society (CCS)
The Credit Counselling Society is a non-profit organization dedicated to helping Canadians manage their money and debt more effectively. CCS offers free, confidential credit counselling, debt repayment options, budgeting assistance, and financial education to support individuals in achieving financial stability.
Minister Anita Anand, the outgoing Liberal minister, recently announced that over 60% of Canada’s internal trade barriers will soon be eliminated. Ottawa claims to have removed 64% of federal exceptions in the Canadian Free Trade Agreement (CFTA), though it has yet to release a list of the 20 newly removed exceptions—expected next week. While this is a commendable step, it falls short, particularly in the food sector, where inefficiencies persist due to longstanding protectionist policies.
While much attention has been given to interprovincial restrictions on alcoholic products—an issue rooted in Canada’s regulatory history—barriers in the broader food sector remain just as problematic. Nova Scotia and British Columbia boast the highest number of vineyards per capita in the country, yet both provinces struggle to sell their world-class products to Canadians in other regions. This inefficiency is emblematic of Canada’s broader internal trade dysfunction.
Multiple studies, including reports from the Canadian Chamber of Commerce, the OECD, and the Competition Bureau, estimate that eliminating interprovincial trade barriers could save Canadians up to $9 billion annually on food alone—excluding potential savings in the restaurant sector. For the average Canadian, this could translate into more than $250 in yearly savings. However, most of these savings’ hinge on reforming supply management, a policy that remains politically untouchable for the current government.
Dairy Sector: The Struggle with Supply Management
Anand’s continued shielding of supply management in dairy is problematic. Eggs and poultry also operate under supply management, but these sectors have demonstrated a long-standing tradition of coordinated governance and strategic collaboration among provincial marketing boards, ensuring stability and efficiency across the supply chain. That is not the case in dairy.
Supply management functions as a quota system that limits imports through tariffs exceeding 200% on certain products from countries like the United States. This system, while benefiting a concentrated group of producers, drives up domestic prices, creating artificial inefficiencies in Canada’s food economy. Quebec remains the epicenter of protectionism, benefiting disproportionately from these internal trade barriers. Despite housing just 20% of Canada’s population, Quebec produces nearly 40% of the nation’s milk. The provincial control over quota allocation ensures that Quebec’s dairy industry operates in a closed system, effectively blocking competition from other provinces and maintaining inflated prices.
Towards a Competitive, Harmonized Dairy Market
A truly free and competitive dairy market in Canada would require federal harmonization of quota allocations and the elimination of provincial dairy boards. This would allow all provinces an equal opportunity to produce milk and butterfat competitively, rather than permitting smaller, less efficient Quebec farms to dictate national pricing structures. Removing these artificial constraints would introduce greater efficiency into the sector, benefiting consumers and non-Quebec producers alike. Yet, political considerations have consistently obstructed any meaningful reform.
Quebec Premier François Legault’s insistence that supply management is “not negotiable,” as stated in Washington, underscores the entrenched nature of these policies. However, his stance is increasingly untenable in the face of mounting economic evidence that these trade barriers impose significant costs on consumers and hinder national competitiveness.
Beyond dairy, regulatory fragmentation across provinces stifles food manufacturing. If a food product is deemed safe for sale in Nova Scotia, it should logically be permitted for sale in Alberta, Ontario, or Quebec. Yet, under the current system, manufacturers and processors with only provincial licenses can sell exclusively within their province. Even federally licensed facilities must navigate redundant bureaucratic hurdles to access domestic markets. Enforcing mutual recognition of food safety standards across provinces would significantly reduce these inefficiencies, allowing beef and pork processors, seafood producers, and other food manufacturers to expand their markets without costly regulatory duplication.
Regional Benefits of Market Access Reforms
Such reforms would be transformative, particularly for the economies of Atlantic Canada and the Prairies, regions that would benefit from improved market access. Increased competition would lower costs for consumers, strengthen regional food industries, and foster a more dynamic national economy. Yet, resistance from entrenched interests continues to stifle progress.
Minister Anand’s announcement is a step forward, but it does not address the fundamental inefficiencies that continue to plague Canada’s food economy. The CFTA was designed to facilitate internal trade, yet its multiple exemptions continue to allow provinces to uphold protectionist policies at the expense of consumers and businesses. The federal government has long championed international free trade agreements but has failed to secure genuine free trade within its own borders.
While Anand’s announcement represents incremental progress, it is far from sufficient. Until Canada takes decisive action to eliminate all interprovincial trade barriers—including those protecting supply management—consumers, businesses, and entire regions will continue to bear the burden of political inaction.
Le Fou Fou food hall at Royalmount in Montreal. Photo: Le Fou Fou
By Leighton Prabhu
In an industry that has always valued personal service, artificial intelligence is starting to reshape restaurant front-of-house operations. Historically, full-service restaurants depended on human hosts and hostesses for managing reservations. However, emerging AI-powered solutions are now disrupting this norm, offering a blend of efficiency and interactions that feel surprisingly human.
The Evolution of Front-of-House Technology
New AI solutions represent a quantum leap forward in automating customer-facing functions. These systems, exemplified by a new generation of companies like Newo.ai, Slang, RestoHost, Maitre D AI, Revmo, and PolyAI aren’t just managing bookings – they’re conducting natural conversations, handling multiple languages, and demonstrating soft skills that were once thought to be exclusively human domain.
Or that’s the promise. In practice, there are still barriers to widespread adoption due to both technological and human factors. If you’ve ever been trapped in your bank’s automated voice recognition system, you’ll be familiar with the frustrations that can arise. The quality of the voice signal, the system’s latency and siloed options can easily lead to fuming customers.
On the operator side, these risks could damage guest relations and lead to negative reviews in the all-important Yelp and Google Maps rankings. Users are much more likely to leave negative feedback than positive feedback. Is it worth the risk of becoming an early adopter of the technology?
An Immediate Bottom-Line Impact
Perhaps it is. “In our existing implementations, AI hosts are generating an additional revenue of $3,000 to $18,000 per month per location, up to 25 times the cost of the AI host itself,” says David Yang, founder of Newo.ai. “Technology has never been more accessible for businesses of any size. In just a couple of years there will hardly be any business that hasn’t hired an AI employee.”
Multioutlet sitdown restaurants with well established training procedures are perhaps the best positioned to make the quickest return on investing in AI hosts, as learnings can be applied throughout the organization and with internal IT expertise capable of implementing and supporting the AI technology.
Where to start?
However, with such a wide array of technology providers, how would a restaurant assess the capabilities of each and decide on a specific one?
When it comes to differentiating, the main aspects to look at are the ease of creation, ability to customize at low cost, and human-like functionality. For example, with Newo.ai a restaurant can create their AI host with just 1 click in a couple of minutes. Their AI host comes with phone and chat channels out of the box with the ability to make reservations directly in a restaurant’s existing booking system.
An initial implementation can be done in less than an hour, as the system is “fed” the restaurant’s menu, signature dishes, reservation schedule and other basic data. It can also be trained in the style and brand voice of the restaurant, and in prior scenarios. It can then handle the most basic tasks such as bookings, cancellations, and menu questions.
For more complex scenarios, humans can review cases where the AI failed and then teach it how to handle them. Over time, the AI will have access to all prior cases and be able to cover more and more cases. And, unlike humans, such lessons are not lost when staff turnover occurs.
AI assistants are already in place in many early adopters, sometimes unbeknownst to guests. Specific use cases where the technology has led to concrete revenue gains include taking bookings during hours when the restaurant is closed and the caller would have otherwise been forwarded to a voicemail service, or during peak times when the human host or hostess is unable to answer calls.
“I’m skeptical on the state of AI agents currently,” says Sanjay Singhal, owner of Coffee Oysters Champagne in Toronto. “I have enough trouble trying to train a human on how to respond to anything other than the simplest seating requests — I don’t see how any AI would be able to make the requisite analysis of whether the room could be rearranged to fit a large number of last minute guests. If a buzz develops around a particular solution, of course we’ll try it out, but our favoured approach would be if our reservations software (Sevenrooms or OpenTable) offered an AI host solution.”
Beyond Basic Booking
Modern AI hosts can:
Engage in natural conversations across multiple languages
Handle bookings without any human intervention, including groups and complex booking modifications
Remember guest preferences and special occasions
Manage wait lists dynamically
Provide real-time updates on table availability
Cross-sell special events and promotions
Handle dietary restrictions and special requests
The Canadian Context
The chronic shortage of entry-level staff in the Canadian restaurant market leads naturally to a role for AI hosts.
In multicultural hubs like Toronto and Montreal, the multilingual capabilities of AI systems are particularly valuable. AI solutions can seamlessly switch between English, French, Mandarin, Spanish, Punjabi and other languages, ensuring a welcoming experience for a diverse clientele.
The Human Element
Contrary to initial concerns about job displacement, many restaurants are finding that AI hosts complement rather than replace human staff. An AI system can handle routine tasks, allowing human hosts to focus on high-touch guest interactions and improving their job satisfaction. It’s about enhancing the guest experience, not diminishing the human element.
Virtually any restaurant format can benefit from AI hosts, although it would make the greatest impact in high-volume, full service restaurants.
“Restaurants are rapidly becoming the last bastion of personal interaction in the retail space,” says Lenny Lighter, former owner of Moishe’s Restaurant in Montreal and now of the Prime Bar à Boeuf restaurant in Royalmount. “AI is coming and coming fast, but will AI be intelligent enough to find the balance between technological innovation and the warmth of the human touch?”
Moreover, the adoption of any new system causes disruptions to existing systems, resistance to change, and a skills gap / training need. While the technology providers can show demos that implement an AI host in minutes, in reality it requires specialist skills to take advantage of the technology and to keep up with developments. These skills are unlikely to be found in-house, and smaller establishments may become beholden to external technical consultants.
ROI and Operational Benefits
The business case for AI hosts is compelling:
24/7 reservation capability without staffing costs
Reduced no-shows through automated confirmation and reminder systems
Improved table utilization through smart scheduling
Consistent guest communication
Reduced training requirements
Lower operational costs
Implementation Challenges
While the technology is promising, restaurants face several considerations:
Initial setup and integration costs
Staff training, acceptance, and adaptation
Guest acceptance and comfort levels
Technical support requirements
Data privacy and security compliance
Looking Ahead
As AI is evolving at such a rapid pace, it’s impossible to predict whether AI technology specialists like Newo.ai will emerge as the essential providers, or whether AI features will become embedded within existing platforms that already support the restaurant sector, such as OpenTable, Resy, or LightSpeed.
Favouring the former is the emergence of “AI-native business applications” which will disrupt legacy SaaS applications based around hard coded business logic. Essentially, an AI agent can ingest virtually unlimited operational data to learn how to become an expert restaurant manager. Predictive analytics will lead to autonomous actions: AI systems will not only manage reservations but predict staffing needs, order supplies, optimize table turns, and personalize guest experiences at an unprecedented level.
In this fundamental re-thinking of the nature of software, legacy providers must recognize the threat and adapt. History teaches us that few will do so before it’s too late.
But don’t count out the legacy platforms just yet. Restaurants are famously difficult to scale and still rely on the human touch at all tiers of the sector. Dripping AI-assisted features into human-facing operations will allow users to adapt gradually.
The Future is Now
For Canadian restaurant operators, the question is increasingly not whether to adopt AI front-of-house solutions, but when and how. With labour challenges, rising costs, and increasing guest expectations, AI offers a promising path to operational efficiency while maintaining – and potentially enhancing – the guest experience.
As we move forward, the most successful implementations will likely be those that find a balance between technological efficiency and the warmth of human hospitality that defines the restaurant industry.
About the Author:
Leighton Peter Prabhu
Leighton Peter Prabhu, based in Montreal, is a Director of Interstice Consulting. With a background combining finance, accounting, international tax and e-commerce, he specializes in advising entrepreneurial companies on strategies to grow their profits.
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 few days.
Ernst Lubitsch’s The Shop Around the Corner was released in 1940, starring Margaret Sullavan and Jimmy Stewart. Decades later, in 1998, filmmaker Nora Ephron adapted the film into the Tom Hanks and Meg Ryan-starring vehicle You’ve Got Mail. But where the latter film honed in on the romantic tale at the center of the story, eschewing the location, time period, and themes of the earlier film, the original is as much about the customer service and retail industries as it is about the blossoming romance of the characters within it.
Perhaps no film more succinctly epitomizes the melancholy, joyous triumph, and profound hardships of working in customer service during the holiday season than The Shop Around the Corner. Throughout the film’s runtime, viewers can view the interworking of the relationships between these characters who all work together within the same titular ‘shop,’ and how they interact with one another and with the customers in the store. It all builds up to Christmas Eve, their busiest day of the year, where the team of workers bands together and makes it through the onslaught of sales, forging stronger relationships amongst themselves and their ardent shoppers in the process.
What The Shop Around the Corner so brilliantly foregrounds that so many films made about customer service roles since then have missed is the way in which the shared human experience is such a fundamental aspect of the industry. The way in which a worker’s relationship with their fellow workers and the customers they serve may begin within the strict confines of a capitalist system, but how through empathy, care, and genuine human emotion, it can evolve into something much more meaningful. This human element is at stake when it comes to implementing AI in customer service roles. As AI is more actively courted in interpersonal scenarios, such as an AI girlfriend or retail positions, the beauty of human connection may well be irreparably damaged.
The Essential Nature of Customer Service
Customer service roles are not exactly positions that many people aspire to, yet they are essential. This was proven, quite literally, during the COVID lockdowns, in which only ‘essential workers’ were allowed to leave their homes and continue working. These essential positions were almost entirely comprised of customer service roles, as sanitation and restaurant workers were allowed to continue working to better serve their local communities.
But beyond the essentialness of such positions to the community surrounding them, these positions are also essential to workers themselves. While working in these roles may not seem aspirational, they can be well-paying roles that allow people to make a living through the effort and grit of their day-to-day work. These roles serve as gateway positions for countless individuals in the workforce and have done so for decades. The number of people whose first job was working as a waitress or as a retail clerk is astounding, and it’s easy to see why. Though these positions are full of hardships and often underappreciated, they instill a rigorous work ethic and a core set of institutional values into the individual in a palpable fashion.
AI Encroaching Upon Invaluable Human Positions
To this degree, customer service positions benefit everyone. The worker gets a job, a paycheck, and a crash course in a professional field. The company gets a worker and the community surrounding the worker receives the service they desire, so it’s a win-win-win. Yet, despite this, as AI has grown increasingly common in professional fields, the customer service industry has been increasingly disrupted by this new technology. As businesses and companies realize that AI is capable of performing more work in a shorter period of time for a smaller amount of money, they have begun phasing out lower-class workers in favor of utilizing AI.
Initially, the workers themselves met the spread of AI in the customer service industry with open arms. Just as AI took over remedial, mundane, and repetitive tasks in the business sphere, so too did it do so within the customer service industry, bringing joy to the workers who were freed of the burden of performing these tasks themselves. When the first AI system was implemented into the drive-thrus of Checkers nationwide, few workers voiced any concerns or disdain for the move because working the drive-thru was a largely thankless task that workers weren’t exactly passionate about. However, if the AI system is running the drive-thru, there’s less human work necessary, meaning that one worker may be eliminated from the schedule.
The Checkers example illustrates the shift in a microcosm: what began as a change that incited relief in the human workers on-staff in customer service positions has gradually evolved into something that breeds far more resentment and fear than it does joy among the workers.
Theory vs. Execution
What AI has proven remarkably talented at in business during its implementation is the consumption and analysis of data. AI is more adept at filling out paperwork than any human worker, able to do so in record times at mass qualities, all while adhering vehemently to the template provided. What AI has proven not nearly as skillful at is anything involving human interactions. While services such as AI Girlfriend have proven highly advanced and capable of substantially benefitting many grappling with isolation or loneliness, the technology is not yet advanced enough to fully replace interhuman interactions.
To this extent, for businesses to assume that these customer service positions (even something as simple as taking a customer’s order or working the drive-thru) are equivalent to filling out paperwork in a sterile setting is folly. Customer service positions are built upon the back of human interaction and connectivity, no matter how rigidly a given company may attempt to sterilize and streamline the experience. Customers will have questions and modifications and even require guidance to some extent, and it is in these moments that human workers can step up to the plate and deliver in abundance. In such moments, workers can forge a genuine human connection with customers, and, in turn, repeat customers occur. Emotional connections bring people back to an establishment time and again, and those connections are fostered exclusively through interhuman interactions, something overactive AI implementation will come at the cost of.
The Shop Around the Corner is over eighty years old. Yet Lubisch’s film has stood the test of time, remaining a vitally prescient and deeply moving work that embodies the emotional rollercoaster of customer service in 2024 just as it did in 1940. But with further AI advancements looming, this realm of industry looks to change fundamentally. As the human element of the customer service interaction is removed, something essential may very well be taken away with it.
Montreal-based sustainable jeweller Ecksand has expanded into Toronto, opening its second retail location at 162 Cumberland Street in the city’s prestigious Yorkville neighbourhood. The boutique, which is just under 1,000 square feet, offers an intimate shopping experience designed to reflect the brand’s ethos of “quiet luxury.”
Ecksand, co-founded by Erica Bianchini, has made a name for itself in sustainable fine jewellery, emphasizing ethically sourced materials, high-quality craftsmanship, and minimalist design. The new Toronto boutique follows the success of its flagship in Montreal, marking a strategic move for the brand as it continues to grow its presence in Canada and beyond.
A Boutique Designed for Intimacy and Craftsmanship
Unlike many upscale jewellery stores that prioritize large retail spaces, Ecksand’s new Yorkville boutique embraces a smaller, more personal setting. According to Bianchini, this was an intentional choice that aligns with the brand’s values.
Erica Bianchini, Co-founder and Creative Director of Ecksand
“We wanted to embrace the fact that you don’t have to have big, grandiose things in life for them to be impactful,” Bianchini explained. “Even the small things make a world of difference. We didn’t want a massive space because a massive space means massive markups—and people don’t realize that. When you walk into a store with several security guards, who’s paying for it?”
The boutique’s layout is meticulously curated, with each section dedicated to a specific collection. “Every single inch of the space is customized so that we can bring forward how it feels with the packaging,” Bianchini said. The design reflects Ecksand’s philosophy of “less is more,” an approach that aligns with the growing consumer interest in understated, high-quality luxury.
The Process of Building the Toronto Boutique
Bringing the new Yorkville store to life was a carefully managed project that required a team effort. The brand partnered with PragerNuform, a firm specializing in retail fixtures, to ensure that every design element met Ecksand’s exacting standards.
“They worked with us on the accents. We didn’t want anything to be overly bright or in your face,” Bianchini said. “Ultimately, our clients are the statement. That’s what we’ve always been working for—we want to serve, and we want people to feel like their jewels are a representation of them.”
In December 2018, Ecksand inaugurated its flagship boutique at 632 Rue Cathcart in Montreal’s historic jewellery district. The 1,700-square-foot space was meticulously renovated to showcase Ecksand’s collections, including diamond and precious gemstone engagement rings, wedding bands, and other fine jewellery. The expansion aimed to provide clients with an immersive brand experience in a centrally located, accessible setting.
The opening of the Montreal boutique marked a significant milestone for Ecksand, transitioning from a predominantly online presence to establishing a physical retail space. This move allowed the brand to offer personalized consultations and a tangible experience of their handcrafted pieces, all designed and produced in-house at its Montreal atelier.
Commitment to Ethical Jewellery Making
Ecksand distinguishes itself in the fine jewellery industry by ensuring complete control over its production process. Unlike many jewellery retailers that carry multiple brands, Ecksand exclusively sells pieces designed and crafted in-house.
“We don’t retail any other brand,” Bianchini said. “Everything we sell, we handcraft ourselves—engagement rings, wedding bands, fine jewellery—all using 100% recycled gold.”
The brand also offers a lifetime warranty on its jewellery, a testament to the quality and durability of its craftsmanship. “Being able to say that this piece will last you a lifetime, and if it doesn’t, come back to us—that’s a huge statement of confidence,” she said. “It’s why we can’t subcontract. We have to do it all in-house.”
Celebrity Endorsements and the Power of Quiet Luxury
Ecksand has gained traction among high-profile clientele, with celebrities such as Meghan Markle and Oprah Winfrey seen wearing the brand’s pieces.
The brand’s appeal lies in its approach to quiet luxury, a trend that is gaining momentum in the fashion and jewellery industries. “People are starting to notice that you don’t have to be overly flashy to make your mark,” said Bianchini. “It’s about quality materials, longevity, and timeless craftsmanship.”
She referenced Italian luxury brand Loro Piana, which remained relatively under-the-radar for years before experiencing a surge in popularity. “For so many years, nobody was talking about Loro Piana, and now suddenly everyone appreciates that quiet, understated elegance,” she noted.
Campaign image for Ecksand’s Arctic Dragon collection. Image: Ecksand
Launching the Arctic Dragon Collection in Toronto
One of the highlights of the new store is the launch of Ecksand’s Arctic Dragon Collection, the brand’s first unisex jewellery line. The collection debuted at New York Fashion Week and has since received widespread acclaim.
“We had some really incredible, iconic people tell us, ‘I’ve never liked jewellery, but this is the first time I actually wanted a piece,’” said Bianchini. “The Arctic Dragon Collection is about bringing together the mystical element of dragons with the real-world beauty of the Arctic—a place that needs protection.”
The collection features bold, edgy designs that maintain the brand’s commitment to sustainability. Every piece is handcrafted with 100% recycled gold and follows environmentally conscious production practices. Bianchini emphasized that sustainability is at the core of Ecksand’s identity.
“Our atelier in Montreal is optimized to avoid residue in the water system, no chemicals, and maximum recycling,” she said. “Even the gold dust is repurposed. That allows us to maintain fair pricing and fair practices, making sure everything goes back into the system.”
Screen shot from Ecksand’s website, showing the Arctic Dragon collection.
What’s Next for Ecksand?
Following the Toronto expansion, Ecksand has its sights set on New York City. “The next stop after Yorkville is New York,” said Bianchini. While a location has yet to be confirmed, the brand is eyeing SoHo as a potential option.
Bianchini also hinted at potential expansion beyond New York City. “Miami is on our horizon as well,” she revealed, noting the growing demand for ethical luxury brands in key U.S. markets.
