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The No-Nonsense Guide to Retail Resumes: Building a High-Signal Application in 2026

Applying to 50 jobs and hearing nothing back can turn into a need for therapy. It wears you down… putting in the effort and getting nothing back while real life keeps charging you anyway.

Most resumes fail because they’re task-lists instead of result-reels.

To get hired in 2026, candidates have to treat their resume as a high-signal marketing document, using builders like Enhancv for impact or Resume.io for speed, while avoiding design-heavy Canva templates that jam the digital filing cabinets of major retailers.

The brutal reality of retail hiring in 2026

The retail landscape in 2026 is defined by a paradox where application volume is at an all-time high, but the actual hire rate has plummeted to 3.1%, the lowest since the 2020 pandemic. The problem isn’t a lack of jobs—it’s a saturation of low-signal applications.

Stores are constantly recruiting for frontline roles (cashiers, sales associates, floor staff) driven by turnover rates that often hit 100% annually. However, because it has become so easy to “shotgun” applications using AI, hiring managers are drowning in resumes that all look and sound identical.

Retail market metric (2026)Data pointImplication for candidates
National hires rate3.1%Lowest in six years | competition is fierce.
Retail job openings~603,000Steady demand, but hiring is selective and measured.
Replacement cost per employee$3,000–$5,000Managers are terrified of hiring a job hopper.
Mobile application rateOver 70%Your resume must be readable on a 6-inch screen.
Application drop-off rate92%Most people quit halfway through long forms.

Real talk: Most entry-level job descriptions are now a wishlist of corporate mumbo-jumbo designed to make the average applicant feel like a chump. The system is broken, and the only way to win is to stop playing the volume game and start playing the signal game.

Why your summary section is invisible

If we’re honest, we need to admit that no one reads objective statements. Telling a manager that you’re seeking a challenging position to grow your skills is the career equivalent of white noise.

Hiring managers aren’t wondering about career dreams. They’re trying to figure out if the candidate can do the work safely and show up consistently. In 2026, the first third of the resume is the only part that matters for the initial 15-second test.

The contrast: summary vibe check

Standard/Cringe versionModern/High-signal version
“Hard-working professional seeking a role in retail to help a company succeed and grow my career.”“Sales Associate with 2+ years of experience in high-volume apparel. Averaged 125% of sales goals for 8 consecutive quarters while maintaining a 98% positive feedback score.”
“Detail-oriented team player with excellent communication skills and a positive attitude.”“Inventory Specialist proficient in Shopify POS and automated stock tracking. Reduced stock discrepancies by 18% through weekly audit protocols.”

Here’s the part everyone ignores: The summary should be a result-reel, not a list of personality traits. Soft skills only matter when they’re tied to evidence. Otherwise, they’re just filler.

The filing cabinet metaphor: how ATS actually works

If you’re tired of hearing about beating the ATS, then you need to read this. The ATS is NOT a sentient monster! It’s a basic digital filing cabinet that stores, searches, and filters resumes.

The real problem is that these “filing cabinets” are often old, buggy, and easily confused by fancy designs. When a candidate uses a complex layout from Figma or Canva, the software often scrambles the text, making the application invisible to the recruiter.

The 2026 vibe check on ATS myths

  • Myth: The ATS auto-rejects for low keyword scores.
  • Truth: Humans set knockout questions (e.g., “Can you lift 50 lbs?”). If the answer is no, the system filters the candidate out.
  • Myth: You need to use Word because ATS can’t read PDFs.
  • Truth: Most modern systems (Workday, Lever, Greenhouse) handle PDFs perfectly, provided they aren’t flat images.
  • Myth: Repeating keywords in white text works.
  • Truth: This is a 2012 hack that modern software flags as spam. It’s the fastest way to get blacklisted.

The “filing cabinet” reality: If the document has columns, skill bars, or graphics, it jams the system. A boring, black-and-white, single-column resume is actually a high-performance document because it ensures the data actually reaches a human.

The ‘cringe vs. cool’ guide to bullet points

The biggest mistake in retail resumes is listing duties instead of accomplishments. “Responsible for cleaning the store” is what a person was supposed to do. It doesn’t say if they actually did it well.

In today’s day and age, the candidate must translate effort into business impact. Even when exact figures are unknown, well-framed estimates provide scale and credibility.

The contrast: bullet point vibe check

Cringe (standard/duty-based):

  • “Assisted customers with finding products.”
  • “Worked the cash register during busy shifts.”
  • “Responsible for restocking shelves.”

High-signal (modern/result-based):

  • “Resolved 50+ customer inquiries daily, maintaining a 95% satisfaction rating during peak holiday hours.”
  • “Processed $2,000+ in transactions per shift with zero discrepancies in till reconciliation for 12 consecutive months.”
  • “Optimized stockroom layout, reducing restocking time by 15 minutes per shift and improving floor availability.”

To fix a bullet point in 30 seconds, use the formula STAR = Situation, Task, Action, Result.

Best resume builders for retail roles: 2026 review

Selecting a builder depends on whether the priority is standing out to a human or surviving a high-volume portal.

1. Enhancv: the impact engine

Enhancv is the best choice for candidates who want to prove they’re top-tier. Its drag-and-drop, live editing interface puts the candidate in control of the narrative, unlike rigid wizards that feel like filling out a tax form.

  • Vibe: Professional, modern, and polished.
  • The pro: It includes an ATS check and an AI Writing Assistant that suggests high-impact bullet points based on real industry data.
  • The con: It can be design-heavy. In some tests, complex Enhancv templates had a lower parsing rate (18%) compared to plain text, so candidates should stick to their simpler templates for large corporate sites.

2. Resume.io: the speed king

For frontline roles where the goal is to beat the 400 other applicants to the recruiter’s desk, Resume.io is the standard. It’s designed for pure efficiency.

  • Vibe: Clean, functional, and safe.
  • The pro: The templates are recruiter-tested and highly compatible with every major ATS.
  • The con: Limited customization. If a candidate wants a unique look for a high-end boutique, this might feel too generic.

3. Kickresume: the entry-level lifesaver

Kickresume is specifically tailored for students and recent grads who are staring at a blank page and wondering what to write.

  • Vibe: Creative and supportive.
  • The pro: It leverages AI to generate an entire first draft in seconds, including summaries and experience bullets.
  • The con: AI-generated content often lacks soul. Candidates must edit the output to avoid sounding like a robot.

4. Canva: the visual trap

Stop designing resumes in Canva if you’re applying to a large corporation. While beautiful, Canva templates are often the primary cause of application ghosting because they break during the parsing process.

  • Vibe: Creative professional energy.
  • The pro: Unmatched visual freedom. Great for hand-delivering a resume or emailing it directly to a store manager.
  • The con: Low ATS compatibility. If a candidate needs to upload it to a Workday or Taleo portal, the information may never reach the recruiter.

5. Novorésumé: the safe bet

Novorésumé sits in the middle—clean, structured, and hard to mess up. It’s built for clarity without requiring design decisions.

  • Vibe: Polished, balanced, and professional.
  • The pro: Strong layouts that keep everything readable and organized.
  • The con: Limited flexibility. Less useful if your experience doesn’t fit a standard format.

6. Kickresume: the starter engine

Kickresume is for when you don’t know where to begin. It helps you generate a full draft quickly so you’re not stuck overthinking the first line.

  • Vibe: Supportive, fast-moving, and beginner-friendly.
  • The pro: AI-generated drafts help you get momentum immediately.
  • The con: Content often needs rewriting to sound natural and specific.

7. Indeed Resume Builder: the quick-entry option

If your goal is to apply fast and stay visible, Indeed’s builder gets the job done with zero friction. It’s not fancy, but that’s the point.

  • Vibe: Basic, direct, and no-frills.
  • The pro: Completely free and integrated into job applications.
  • The con: Very limited control. What you see is what you get.

Detailed comparison of top 2026 resume builders

BuilderBest forStandout featurePricing vibe
EnhancvStanding outAI Content Optimizer~$16-$25/mo
Resume.ioSpeedSimple Step-by-Step$2.95 trial → $29.95/4wks
ZetyGuidanceBuilt-in Resume Checker$1.95 trial → $25.95/4wks
KickresumeFirst-timersAI First-Draft EnginePremium features locked
IndeedQuick applyDirect IntegrationFree
NovoresumePolished layoutSkills Alignment ToolLimited free version
CanvaVisual designDrag-and-drop editorFree → Pro ~$12.99/mo

How to choose the right tool for you

Most people look for the best resume builder. That’s the wrong question.

The better question is, what’s slowing you down right now?

  • Applying to a lot of roles quickly? You need speed.
  • Starting from zero? You need structure.
  • Getting ignored? You need better positioning.

That’s it.

Match the tool to the problem

  • Speed and volume: Resume.io, Indeed
  • Guidance and structure: Zety, Kickresume
  • Clarity and impact: Enhancv
  • Clean, no-risk formatting: Novorésumé
  • Visual-first applications (in-person or boutique): Canva

Every tool solves a different bottleneck. Pick the one that removes yours.

AI guidance: the ‘rough draft engine’

AI is a tool, not a replacement for personality. In 2026, recruiters are seeing an onslaught of resumes that are 100% AI-generated. If the resume sounds like a corporate bot, it gets skipped.

Reality: When every candidate says they “strategically enhanced the consumer journey,” the manager ignores all of them. AI is a great rough draft engine for correcting grammar, but it cannot invent the fact that the candidate stayed late to help a coworker or handled a difficult customer with a smile.

How to use AI without sounding like a robot

  1. Feed the AI your raw notes: “I worked at Target, I was fast at the register, and I helped people find stuff.”
  2. Ask for metrics: “Turn these into 3 high-impact retail bullet points with percentages.”
  3. The “vibe check” edit: Read the output. If you wouldn’t say the words “synergized” or “leveraged” to your coworker, delete them immediately.

Surviving the application burnout loop

Job searching this year has slowly but surely evolved into a full-time job of its own, often requiring 30 to 40 hours a week just to stay afloat. The emotional toll of being ghosted and automated rejections is real and leads to a cycle of cynicism.F

To survive, the candidate must treat the search like a factory process:

  • Set a timer: Spend two to four hours a day on applications, then walk away. More isn’t always better.
  • Quality over quantity: Target 10 to 15 highly relevant roles rather than shotgunning 50.
  • The “15-minute tailoring” routine: Skim the job description, highlight three key phrases, and swap them into the resume summary.

The ‘red flags’ that kill your chances

Hiring managers in 2026 are scanning at a faster rate than ever. They’re looking for reasons to say “No” to clear their inbox.

The instant rejection checklist

  • Typos: Errors signal a lack of attention to detail that’ll carry over to the sales floor.
  • Vague skills: Lists of soft skills like “Hardworking” without proof are considered filler.
  • Jumping around: If the resume shows four jobs in four years, managers see a “waste of money.” Pro Tip: Label these as “Seasonal” or “Contract” roles to show they were intentionally short-term.
  • Over-optimization: Resumes that repeat the job description word-for-word look like spam.

Key takeaways for the ‘scrollers’

  • Ditch the objective: Use a results-focused summary that passes the 15-second test.
  • Simple over pretty: A boring, single-column resume actually reaches the recruiter—a complex Canva design often disappears.
  • Numbers speak louder: “Processed $1k+ daily” is 10x better than “handled cash.”
  • AI is your assistant, not your author: Use it for drafts, but edit for human proof.
  • Mobile experience is everything: 70% of retail apps happen on a phone. Ensure your PDF is clean and easy to read on a small screen.

Final thoughts: Resume builders in a high-volume hiring industry

Retail hiring operates at scale. Decisions are made quickly, often with limited time spent on each application. In this environment, small improvements in clarity can have a significant impact.

Resume builders don’t change a candidate’s experience, but they influence how that experience is understood. A well-structured resume makes it easier for hiring managers to identify relevant skills, assess suitability, and move candidates forward in the process.

As application volume continues to rise, the ability to present information clearly and efficiently becomes a competitive advantage. For entry-level and frontline retail roles, where differentiation is often minimal, that advantage can be decisive.

Solving the Multilingual Support Challenge in Retail Customer Service

As markets become more globalized, providing valuable services to consumers becomes increasingly complex. The retail sector today is beginning to face the unique challenge of creating seamless and high-quality support systems for diverse customer bases. This reality underscores the growing importance of breaking the language barrier.

If you’re a retailer, communicating in customers’ preferred language provides a strong competitive edge in the sector. This article outlines strategies for managing language access in retail settings, featuring insights from Certified Languages International. As a founding member of the Association of Language Companies with over 30 years of experience, CLI offers valuable perspectives in navigating global communication.

The Value of Multilingual Support In The Current Retail Landscape

Miscommunication in today’s high-velocity retail environment directly threatens the bottom line. If a customer cannot receive desired information about a product in an accessible way, it could lead to cart abandonment. After all, another retail website is only a click away.

Furthermore, this friction can create a loss of trust, which has a direct effect on brand image. Certified Languages International highlights that consumers are 72% more likely to buy a product when information is provided in their own language. This reality underscores why true language access is a fundamental necessity.

CLI posits that true language access is a fundamental necessity, stating that it goes far beyond mere convenience and it’s about “ensuring everyone can be seen, heard and understood.” When retailers embrace this philosophy, they ensure that customers with a non-English language (NELP) preference can be warmly and effectively catered to, rather than feel like a hurdle.

Investing in a more accessible buying environment is one toward equitable growth. When a NELP customer feels they are receiving the same quality of service and communication as native-English-speaking customers, it fosters a strong sense of trust and appreciation that will only benefit a business in the long term.

How to Build a Process for Handling Multilingual Support Requests

Drawing from the professional insights established by CLI, there are typically three primary areas of focus when building an effective process for managing multilingual support requests

 — auditing, protocol and streamlining.

Auditing

The first step to building an effective infrastructure for multilingual support is to understand the unique communication needs of a company’s customer base. Trying to cater to every language is not only logistically difficult but also often results in hours of wasted effort.

To truly understand what demographic to emphasize, retailers must conduct a thorough data audit. This ensures key languages receive adequate attention. CLI confirms the value of surveying industry trends and listening to customers, inferring that customer needs change as technology and language landscapes evolve.

Building the Protocol

Once key languages have been established, retailers can begin to formulate a robust protocol structure. Customer support representatives (CSRs) should be highly adept at noticing when there is a NELP caller on the line.

Their playbook should list clear signs to look out for that someone isn’t speaking in their native language, as well as the necessary steps to swiftly address the situation without breaking the flow of the conversation. A tip that CLI recommends to call teams is to list the top 15 languages in the state they’re serving, as customers can typically recognize their language when they hear it aloud.

Streamlining Access

The final step is perfecting the hand off. The transition to the right representative who can communicate with the NELP customer at hand should be frictionless. Every moment a potential buyer feels disconnected from the interaction, the barrier to the sale grows. A professional process should not require a call-back or an appointment. In fact, CLI notes that customers “want their issue solved the first time they reach out”, further proving that an invisible transition is key to retaining high purchasing intent.

Integrating On-Demand Solutions

In the retail sector, speed is a valuable asset. Rather than relying on traditional models that require scheduling or in-person travel, adopting an on-demand model that scales with volume significantly improves your communication workflow. Partnering with a provider like CLI can streamline this implementation, essentially acting as an extension of the retail team to connect staff with professional interpreters in moments.

When evaluating potential partners, look for an infrastructure that prioritizes immediate integration. This ensures your team has instant access to support without disrupting the flow of a sale. For example, CLI’s 24/7/365 availability across more than 230 languages helps businesses bypass the logistical hurdles of coordinating scheduling or trying to win back a cold customer.

In health-related retail sectors, ensuring that professionals adhere to strict HIPAA compliance is a regulatory necessity that protects customer privacy. Ultimately, the most scalable models are flexible, offering both voice and video support, so staff can use the right medium to solve a customer’s problem. CLI’s on-demand interpretation models offer this versatility, serving as a strong reminder of what robust multilingual support systems should look like.

Fostering Resilience and Inclusivity For Your Business

Building a process for efficiently and effectively handling language requests is a strategic move for any retail business. It announces to stakeholders and consumers that your brand understands the requirements of staying resilient in a rapid and globalized environment. Ultimately, successful retailers ensure every customer, regardless of their native tongue, feels heard.

MANMADE Opens First Store at CF Carrefour Laval

MANMADE founders open the brand's first physical store at CF Carrefour Laval on Friday, May 1, 2026. Photo: MANMADE

Canadian menswear brand MANMADE has opened its first-ever physical retail store, marking a significant step in the company’s evolution from a fast-growing direct-to-consumer business into a multi-channel retailer. The Montréal-based brand, which has built a customer base of more than one million across North America, debuted its inaugural location at CF Carrefour Laval, one of Québec’s most productive shopping centres.

Early performance has been strong. “Since the opening of the store, it’s been fantastic. It exceeded our expectations,” said co-founder Anthony Ciavirella in an interview. The response provides an early indication that the brand’s transition into physical retail may resonate with customers who have followed it online.

The opening signals a broader strategic shift for a digitally-native brand that has relied on e-commerce to drive rapid growth. As customer acquisition dynamics evolve and competition intensifies online, physical retail is emerging as a complementary channel that supports both growth and brand development.

MANMADE founders in a marketing image. Photo: MANMADE

From Finance Careers to Fast-Growing Consumer Brand

Founded in 2021 by Ciavirella, Philip Santagata, Robert Marzin, and Roberto Rebelo, MANMADE began with a simple premise: address what the founders described as the frustration of “bad underwear days.” The four childhood friends left careers in finance to build the company, launching with a single product and a tightly focused vision around quality, fit, and simplicity.

The brand gained traction through its direct-to-consumer model, emphasizing a limited assortment of core products rather than broad collections. Its flagship boxer briefs, made using Modal fabric derived from beech trees, were designed to offer softness, breathability, and durability, with functional features aimed at improving everyday comfort.

MANMADE has since expanded into additional categories including t-shirts, socks, and personal care items, while maintaining a consistent product philosophy. The company’s growth has been supported by strong repeat purchasing behaviour and a loyal customer base built through digital channels.

Building Momentum Through Media and Marketing

The company’s early momentum was accelerated following an appearance on Dragons’ Den in 2022, which introduced the brand to a national audience.

MANMADE has also leaned into localized marketing strategies to build awareness in its core market, including Super Bowl advertising placements in Québec through regional broadcast buys. The approach allowed the brand to reach a large audience while maintaining a targeted geographic focus.

At the same time, the company has built a strong digital presence through founder-led storytelling and relatable content. “Everything started with an iPhone,” Ciavirella said, noting that the brand’s marketing approach has been developed organically rather than through traditional channels.

MANMADE’s first physical store at CF Carrefour Laval. Photo: MANMADE

A Transition Point for a Digital-First Brand

The move into physical retail adds operational complexity, with costs tied to rent, staffing, and in-store execution. It also creates new opportunities to acquire customers, strengthen retention, and deepen brand engagement.

For MANMADE, the decision to open a store was driven in part by customer behaviour. “There is still fifty percent of people that want to touch and feel product before they purchase it,” Ciavirella said.

That insight is particularly relevant in categories such as underwear and essentials, where fabric, fit, and comfort are central to the purchase decision. A physical location allows customers to interact with the product directly, helping to reduce hesitation and build confidence.

Inside the Store Concept

MANMADE’s retail concept is built around a service-driven, highly curated experience that blends elements of showroom retail, hospitality, and digital integration.

Customers entering the store are greeted by brand ambassadors who assist throughout the journey. For those familiar with the brand, the process can be highly efficient. “You come in and you say, ‘I’d like seven pairs of boxers,’ and someone will come up to you with an iPad… we prepare that in the back and bring you your bag,” Ciavirella explained.

The system connects to customer profiles, allowing returning shoppers to quickly reorder past purchases. Transactions take place anywhere in the store using mobile devices, eliminating the need for a traditional checkout.

At the same time, the environment supports a more exploratory experience. The store features a central display area with minimal inventory, using custom fixtures and floating mannequins to highlight key products. A large-format digital screen showcases the brand’s marketing content and partnerships, reinforcing awareness and credibility.

Hospitality plays a role in the overall experience. Customers may be offered coffee or branded water while they wait for their order, adding a layer of service more commonly associated with higher-end retail environments.

Ciavirella described the concept as combining elements of Apple, Starbucks, and luxury hospitality brands, with a focus on attention to detail and customer comfort.

MANMADE’s first physical store at CF Carrefour Laval. Photo: MANMADE

Rethinking the Fitting Room Experience

One of the most distinctive elements of the store is its approach to fitting rooms. Rather than requiring customers to select items on the floor, each fitting room is designed as a walk-in space stocked with the full product assortment across sizes.

“You walk into a massive changing room that feels like a walk-in closet… you have every single one of our products in different sizes,” Ciavirella said.

The format allows customers to try multiple items without leaving the space, reducing friction and eliminating the need to request additional sizes. It also addresses a common pain point in traditional retail environments, where fit issues can create awkward interactions.

The approach aligns with the brand’s broader emphasis on comfort, ease, and functionality.

A Strategic Location with Broader Implications

The choice of CF Carrefour Laval as the first location is notable. The centre consistently ranks among the top-performing malls in the province and attracts strong regional traffic.

The opening also aligns with broader leasing trends across Canadian shopping centres. Landlords continue to introduce a more diverse mix of tenants, including digitally-native brands with established customer bases and distinct brand identities.

Brands that have built awareness online are increasingly seen as strong candidates for physical retail, particularly when they bring a differentiated concept and a clear brand narrative.

February 2026 construction hoarding for MANMADE’s first physical store at CF Carrefour Laval. Photo: MANMADE

Expansion Plans Take Shape

The company’s retail ambitions are now becoming clearer. MANMADE is targeting between 18 and 20 stores over the next three years, with an initial focus on Québec before expanding into other markets.

The strategy involves building a cluster of locations within a defined geographic radius before scaling further. Potential markets include additional locations in the Montréal area and Québec City, followed by expansion into Ontario.

Ontario already represents the brand’s largest market, accounting for approximately 40 percent of sales, compared to roughly 30 percent in Québec. The Greater Toronto Area is expected to be a key focus in the next phase of growth.

Understanding the Customer

MANMADE’s customer base offers additional insight into its positioning. While the products are designed for men, approximately 50 percent of purchases are made by women buying for partners or family members.

The brand’s core user tends to be older, with Ciavirella noting that the typical wearer is 40 and above, though the broader customer base spans a wide age range.

The focus remains on everyday essentials. “It’s the foundation of a man’s wardrobe,” Ciavirella said, describing products that can be worn across multiple settings, from travel to work to leisure.

Product Discipline and Long-Term Positioning

As the company expands, it continues to emphasize product quality and discipline. Ciavirella pointed to a recent decision to delay the launch of a new polo shirt because it did not meet internal standards.

“We wanted to make sure that product is perfect before going out to market,” he said.

This approach reflects a broader philosophy built around three pillars: product, customer experience, and marketing. The company also backs its offering with a fit and comfort guarantee, reinforcing confidence in the brand.

“If it doesn’t fit right or feel right, it’s backed by people that will make it right,” Ciavirella said.

A Signal of Where Retail Is Headed

MANMADE’s entry into physical retail highlights a broader shift across the industry. Digitally-native brands are increasingly viewing stores as an extension of their online platforms, supporting customer acquisition and long-term engagement.

For MANMADE, the first store represents both an opportunity and a test. It provides a platform to strengthen relationships with customers while introducing new operational demands.

At the same time, the concept offers a glimpse into how retail environments may continue to evolve. By integrating digital tools, service, and product interaction into a single experience, MANMADE is positioning its first store as a model that blends efficiency with personalization.

As the company moves forward, the performance of this location and the rollout of additional stores will offer insight into how effectively a digitally-native brand can translate online momentum into sustained growth within physical retail.

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Frette Opens First Canadian Boutique in Toronto’s Yorkville

Frette at 12 Hazelton Avenue in Toronto. Photo: Michael Muraz

Italian luxury linen and home furnishings brand Frette has opened its first standalone Canadian boutique in Toronto’s Yorkville neighbourhood, marking another notable international luxury retail entry into the country as the district continues evolving as one of Canada’s dominant luxury shopping nodes.

The new store at 12 Hazelton Avenue introduces not only the brand’s first Canadian physical retail presence, but also the first North American implementation of Frette’s newly developed experiential boutique concept, following its debut in Shanghai in late 2025.

Founded in 1860, Frette is internationally recognized for its Italian-crafted luxury linens, bedding, bath collections, and home accessories. The company’s products have long been associated with elite hospitality and historic institutions, including luxury hotels, European royal households, and landmarks such as St. Peter’s Basilica.

Frette at 12 Hazelton Avenue in Toronto. Photo: Michael Muraz
 

Toronto Chosen as Canadian Entry Point

Executives pointed to Toronto’s growing global profile and established luxury consumer base as key reasons for entering the Canadian market now.

“Toronto is one of North America’s most dynamic and internationally connected cities, with a well-established luxury landscape and a highly discerning clientele that appreciates quality craftsmanship and design,” said Cristiano Quieti, Group Chief Merchandising & Marketing Officer for Frette.

The opening comes as international luxury brands continue to expand their Canadian presence despite broader economic uncertainty affecting other retail sectors. Toronto’s Bloor-Yorkville district, in particular, has seen sustained investment from global luxury retailers as the area transforms into an increasingly affluent high-density residential and shopping district anchored by flagship stores and luxury hospitality.

No other downtown retail node in Canada currently matches the concentration of luxury brands found in the Yorkville area, outside of a smaller luxury cluster near Fairmont Hotel Vancouver in Vancouver.

Frette at 12 Hazelton Avenue in Toronto. Photo: Michael Muraz
 

Hazelton Avenue Continues to Emerge as Luxury Lifestyle Corridor

Frette’s arrival also further reinforces the evolution of Hazelton Avenue into one of Toronto’s most refined luxury lifestyle retail streets.

The boutique occupies a space formerly home to Gallery Gevik, while adjacent storefronts and nearby tenants increasingly reflect a curated mix of upscale fashion, wellness, fragrance, and home-focused retailers.

Luxury cashmere and sleepwear brand Derek Rose opened nearby at 14 Hazelton Avenue last year before recently shuttering its Toronto location. Meanwhile, the broader street continues attracting premium concepts including SuitSupply, Le Labo, Atelier Munro, Rodd & Gunn, James Perse, and Hästens.

Industry sources have also indicated that luxury brands including Audemars Piguet and The Row have explored opportunities along the street in recent years.

Located directly behind the new Frette boutique is Yorkville Village, while nearby Yorkville Avenue continues to attract luxury tenants including Chanel, Stone Island, Brunello Cucinelli, Balenciaga, Kiton, and Christian Louboutin.

Frette at 12 Hazelton Avenue in Toronto. Photo: Michael Muraz

Boutique Designed as an Immersive Residential Environment

The Toronto location reflects a broader shift within luxury retail toward immersive, experiential store environments designed to deepen engagement and personalization.

Developed by Rotterdam and Dubai-based architecture and design firm ADS74, the concept reimagines the boutique as a private home environment rather than a conventional retail store.

The space features curated residential-style vignettes showcasing the company’s bedding, bath, and home collections in lived-in settings intended to encourage exploration and tactile interaction.

Physical retail remains especially important for luxury home brands such as Frette because customers often want to experience materials firsthand before purchasing.

“Our products are inherently tactile and experiential,” Quieti explained. “Clients want to feel the fabrics, understand the construction, and engage with the collections in person.”

At the centre of the store is the Atelier Bespoke, a dedicated consultation space where customers can customize products through fabric, finish, and embroidery selections using digital visualization tools and one-on-one advisory services.

The boutique also incorporates what the company calls the “Frette Sanctuary Ceremony,” an educational touch-based experience allowing customers to compare fabric types, finishes, and textures in a guided setting.

Frette at 12 Hazelton Avenue in Toronto. Photo: Michael Muraz

Luxury Home Retail Continues to Grow Globally

Frette’s Canadian entry also reflects broader momentum within the global luxury home and hospitality sectors, which have seen increased consumer interest following the pandemic-era focus on residential living and wellness-oriented interiors.

While historically known primarily for bedding and bath linens, Frette has expanded further into broader lifestyle categories including home accessories, loungewear, and bespoke hospitality solutions as part of a larger global growth strategy.

The company currently operates more than 100 boutiques worldwide and maintains hospitality relationships with over 1,000 luxury hotels globally, including brands such as The Ritz-Carlton, St. Regis Hotels & Resorts, and Rosewood Hotels & Resorts.

Executives say the Toronto boutique is intended to strengthen direct relationships with Canadian customers while serving as a long-term foundation for future regional expansion.

“We’re approaching expansion thoughtfully, with a focus on ensuring each location reflects the level of service and experience our clients expect,” Quieti said.

Although the Toronto boutique represents Frette’s first standalone Canadian store, the company has previously maintained a selective wholesale presence in Canada through high-end home and linen retailers including David’s Fine Linens in Toronto, Maison Lipari in Montreal, Palais Royal House & Home in Toronto, and Atkinson’s in Vancouver.

Frette at 12 Hazelton Avenue in Toronto. Photo: Michael Muraz

Toronto Continues Attracting Global Luxury Investment

Frette’s opening adds to a growing list of international luxury retailers establishing standalone Canadian stores in Toronto over the past several years.

The city’s luxury retail market has continued to evolve well beyond traditional fashion categories, increasingly incorporating hospitality-inspired concepts, wellness brands, luxury home furnishings, and experiential retail environments designed around lifestyle and personalization.

That evolution has been particularly visible throughout Yorkville, where rising residential density, international tourism, luxury hotel investment, and affluent local demographics continue supporting premium retail expansion.

Frette at 12 Hazelton Avenue in Toronto. Photo: Michael Muraz

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Ketut Subiyanto photo
Ketut Subiyanto photo

Employment was little changed in April (-18,000; -0.1%) and the employment rate fell 0.1 percentage points to 60.5%. The unemployment rate increased by 0.2 percentage points to 6.9%, as more people searched for work, reported Statistics Canada on Friday.

Employment varied little across major age groups in April. However, the unemployment rate increased among youth aged 15 to 24 (+0.5 percentage points to 14.3%) and among core-aged men aged 25 to 54 (+0.3 percentage points to 6.1%), said the federal agency.

“Fewer people were employed in Quebec (-43,000; -0.9%), Newfoundland and Labrador (-5,200; -2.1%), Saskatchewan (-4,000; -0.6%) and New Brunswick (-2,700; -0.7%). Employment increased in Ontario (+42,000; +0.5%) and was little changed in the other provinces. Average hourly wages among employees were up 4.5% (+$1.64 to $37.77) on a year-over-year basis in April, following growth of 4.7% in March (not seasonally adjusted),” it said.

Statistics Canada said April marked the second consecutive month of little variation following the monthly decline of 84,000 (-0.4%) in February. On a year-over-year basis, employment in April was up by 67,000 (+0.3%), but recorded a net decline of 112,000 (-0.5%) over the first four months of 2026.

The employment rate—the proportion of the population aged 15 and older who are employed—decreased by 0.1 percentage points to 60.5% in April, matching a recent low observed in August 2025. The rate was down 0.3 percentage points on a year-over-year basis in April, added the federal agency.

“In April, full-time employment fell by 47,000 (-0.3%), while part-time employment edged up (+29,000; +0.8%). The net overall decline in employment over the first four months of 2026 was concentrated in full-time work, which fell by 111,000 (-0.6%) over the period,” explained Statistics Canada.

“There was little change in the number of private and public sector employees as well as in the number of self-employed workers in April. Compared with 12 months earlier, the number of private sector employees was up by 91,000 (+0.7%), while self-employment was down by 55,000 (-2.0%). Public sector employment was little changed over the period.”

In April, the unemployment rate rose 0.2 percentage points to 6.9%, as more people searched for work (+51,000; +3.4%). The unemployment rate has increased 0.4 percentage points since January 2026, but remained below the recent peak of 7.1% observed in August and September of 2025. On a year-over-year basis, the unemployment rate was virtually unchanged in April 2026, it said.

“The proportion of unemployed people who had been continuously searching for work for 27 weeks or more—considered long-term unemployment—was 22.5% in April. This proportion was little changed both in the month and compared with 12 months earlier. However, it remained significantly above the pre-COVID-19 pandemic average of 17.1% observed from 2017 to 2019. At the same time, the monthly layoff rate (0.6%) in April remained in-line with the pre-pandemic average, showing no recent elevation (not seasonally adjusted),” said Statistics Canada.

On a month-over-month basis, employment decreases in April were concentrated in information, culture and recreation (-25,000; -2.8%), construction (-16,000; -1.0%), and in ‘other services’ (-13,000; -1.6%), an industry which includes repair and maintenance as well as personal services, noted Statistics Canada, adding that employment increased in business, building and other support services (+22,000; +3.2%), health care and social assistance (+18,000; +0.6%) and in accommodation and food services (+13,000; +1.1%)


Unemployment rate by province and territory, April 2026

Thumbnail for map 1: Unemployment rate by province and territory, April 2026
Andrew Hencic
Andrew Hencic

“A modest drop in employment coupled with a sizeable jump in the labour force drove up the unemployment rate two ticks this month. Although the monthly data reflect a high degree of variability, the persistently elevated unemployment rate is reflective of a job market that continues to struggle to absorb labour supply. In the coming months we expect the labour force increases to lose steam and help cap further rises in the unemployment rate, said Andrew Hencic, Director & Senior Economist, TD.

“The economic outlook is far from rosy and the ongoing slack in the labour market is reflective of an economy that is still struggling to gain traction. However, with the labour market still soft, the ability of firms to pass on cost increases from the inflation shock to consumers is more limited. This is a key factor that underpins our view that if the sharp rise in oil prices begins to reverse in the coming weeks, the Bank of Canada will be able to stay on hold this year.”

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Affordability Is Changing How Canadians Eat Protein

Grocery basket in a grocery store. Image: iStock/licensed

For years, the food industry assumed Canada’s protein future would be shaped by a dramatic shift toward veganism and strict plant-based eating. That future never arrived. Instead, Canadians have chosen something far more pragmatic and far more disruptive to the market: flexibility.

The latest Canadian Food Sentiment Index from Dalhousie University’s Agri-Food Analytics Lab, supported by Caddle, shows a remarkable transformation in dietary behaviour among Canadian adults. Omnivorous diets, meaning consumers with no specific dietary restrictions, fell from 67.6% in Fall 2024 to 55% in Spring 2026.

 

Based on Canada’s adult population, that represents approximately 2 to 3.5 million fewer adult Canadians identifying as omnivores in less than two years. Meanwhile, flexitarian diets climbed steadily from 4.6% to 9.4%, paleo also expanded significantly. Vegetarian and vegan diets, despite years of headlines suggesting explosive growth, remained relatively small and mostly stagnant. In fact, at 2.6% of respondents in Spring 2026, the data suggests that roughly 600,000 adult Canadians identify as vegan today. That figure has barely moved over the last several survey waves despite enormous media attention and billions invested globally into plant-based alternatives.

 

This is not a vegan revolution. It is a protein recalibration, and it is already reshaping Canada’s agri-food economy. Canadians are no longer defining themselves by strict labels like “vegetarian” or “vegan.” Instead, they are becoming opportunistic eaters, adapting their diets based on price, convenience, health goals, protein density, satiety, and increasingly, metabolic concerns tied to GLP-1 medications like Ozempic. The old assumption was binary: consumers would either eat meat or reject it. But today’s consumer wants flexibility and optionality. Someone may eat steak on Friday, Greek yogurt on Saturday, plant-based protein on Monday, and skip lunch entirely Tuesday because of appetite suppression drugs. This creates a far more volatile and fragmented protein economy.

The graph tells us something profound: Canada is not abandoning animal protein. Canadians are becoming more selective about when, how, and why they consume it. That shift is already sending shockwaves through food manufacturing and retail. Traditional meat categories are under pressure, especially premium red meat consumed at home. But value-added proteins are thriving. High-protein snacks, fortified beverages, dairy-based protein products, egg innovations, and hybrid foods are outperforming expectations. The success of protein-enhanced foods, from yogurt to beer, reflects a market obsessed not with ideology, but functionality. Consumers increasingly ask one question before buying food: “What does this do for me?” That is why cottage cheese suddenly became fashionable again. It is why protein bars now occupy entire aisles. It is why dairy is quietly winning the protein wars despite years of criticism from anti-animal-product activists.

Ironically, many plant-based food companies misunderstood consumer psychology. Canadians never truly wanted ultra-processed meat replicas as much as investors believed. They wanted moderation, affordability, and nutritional efficiency. Flexitarianism offers all three. The data also reveals the immense economic pressure Canadians remain under. Meat inflation has consistently outpaced many other food categories in recent years, while household budgets remain stretched. For many households, especially larger families, dietary adaptation is no longer philosophical. It is financial. That is why flexitarianism is growing faster than veganism. Consumers are not necessarily making ethical declarations. They are managing budgets.

The implications for agriculture are enormous. Canada’s livestock sector is unlikely to disappear despite years of predictions suggesting otherwise. But producers will face a more segmented marketplace. Premiumization, traceability, sustainability claims, animal welfare standards, and protein functionality will matter more than sheer volume growth. Meanwhile, pulse producers and ingredient manufacturers may benefit enormously from hybrid consumption patterns. Lentils, chickpeas, pea proteins, and beans are increasingly integrated into mainstream diets without consumers fully abandoning meat. Canada, one of the world’s largest pulse exporters, is uniquely positioned to capitalize on this middle ground.

For over a decade, the food conversation was dominated by activists predicting the collapse of animal agriculture and the inevitable rise of fully plant-based diets. But Canadians have chosen moderation instead of absolutism. That may frustrate ideological purists on both sides, but it reflects how real consumers actually behave during periods of economic uncertainty. People rarely eat according to political theory. They eat according to affordability, biology, convenience, and habit. The future of protein in Canada will not belong exclusively to meat, nor to plants. It will belong to flexibility.

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Leon’s Furniture sees dip in sales in Q1

Leon's Furniture Coquitlam (Image: Leon's Furniture Limited)

Leon’s Furniture Limited announced Thursday financial results for the quarter ended March 31, 2026, showing system-wide sales of $672 million, a decrease of 3.5% from the same period a year ago.

“During the first quarter our team executed with discipline in a period defined by macro headwinds, a cautious consumer and particularly demanding prior-year comparables. We continued to grow share in our core categories while expanding gross margin with a consistent focus on thoughtful merchandising and an optimized promotional strategy. The mattress category was a clear standout, delivering mid-single-digit growth in a challenging segment – a direct result of the focused-assortment playbook that drove our furniture gains last year,” said Mike Walsh, President and CEO of LFL.

“While there are elevated risks across the broader economy, from potential tariffs to increased fuel costs, LFL is well positioned to continue to outperform through this cycle and to come out of it in a stronger position as conditions normalize. Retailers across the sector continue to face a more selective consumer, and we are navigating those pressures from a position of strength, with the business better positioned than ever before. Our scale, national distribution network and approximately $561 million in unrestricted liquidity position us to continue delivering value to Canadians, gaining share in our categories of focus, and delivering long-term returns for our shareholders.”

Financial Highlights – Q1-2026

  • System-wide sales for the quarter were $672.0 million, a decrease of 3.5%.
  • Q1 Revenue was recorded at $557.2 million, a decrease of 3.8%, driven primarily by timing of delivered sales in the furniture category as compared to Q1 last year, a challenging macro environment and unfavourable weather.
  • Same store sales decreased 4.2%.
  • Gross profit margin was 44.80%, a 21-basis points improvement driven by favourable category sales mix and improved appliance rates.
  • Net Income was $21.5 million compared to $23.8 million in the prior year.
  • Adjusted net income was $20.1 million compared to $24.1 million in the prior year.
  • On March 31, 2026, unrestricted liquidity was $560.8 million, comprised of cash, cash equivalents, debt and equity instruments and the undrawn revolving credit facility.

Leon’s Furniture Limited is the largest retailer of furniture, appliances and electronics in Canada. Its retail banners include: Leon’s; The Brick; Brick Outlet; and The Brick Mattress Store. With The Brick’s Midnorthern Appliance banner alongside with Leon’s Appliance Canada banner, this makes the company the country’s largest commercial retailer of appliances to builders, developers, hotels and property management companies. The company has 299 retail stores from coast to coast in Canada under various banners. It operates six websites: leons.cathebrick.comfurniture.camidnorthern.comtransglobalservice.com and appliancecanada.com.

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Hatch’d launches National Nursing Week fundraiser for Stollery Children’s Hospital No Bounds Campaign

Hatch'd photo
Hatch'd photo

National Nursing Week starts May 11, and Edmonton restaurant Hatch’d is donating a portion of every sale made throughout the week (May 11-17) to the Stollery Children’s Hospital Foundation’s No Bounds Campaign – the $1 billion initiative to build Edmonton’s first standalone children’s hospital. 

The initiative is called Fuel the Frontline, and Hatch’d is turning every breakfast order into a contribution to something bigger than a meal. They’re encouraging hospital staff, nursing students, and the broader U of A community to come in throughout the week, knowing that every order placed contributes directly to the No Bounds Campaign.

Brett Verhulst
Brett Verhulst

Brett Verhulst, Brand Lead at Hatch’d, said the U of A Hospital is right across the street, and the restaurant sees nurses, doctors, and hospital staff coming through its doors every single day. 

“They’re some of our most regular guests, and over time you genuinely build relationships with these people. But that’s just the business side of it – this relationship also hits our team very personally. My oldest daughter has had a couple visits to the Stollery and each time she received such special care and attention that makes me want to give back to this cause in any way that I can,” he said. 

Hatch'd photo
Hatch’d photo

“So National Nursing Week carries a lot of weight for us. It’s not an abstract awareness week, it’s a week that directly celebrates people we know by name. We wanted to mark it in a way that actually meant something to them.

“When we decided we wanted to give back during Nursing Week, we knew we wanted the donation to go somewhere that would actually move the needle. That’s when we learned about the No Bounds Campaign. The Stollery is already the most specialized children’s hospital in Western Canada, but it’s the only one of its kind without a standalone space built specifically for kids. This campaign is raising $1 billion to change that, and to advance pediatric research and innovation that will impact families across this region for generations. That’s a massive undertaking and one that hits close to home when the hospital is your neighbour. We wanted to be part of it, in any small way that we can.”

Verhulst said the initiative aligns with what the brand feels is important.

“We’re working to grow across Alberta and BC, and the thing we keep coming back to is that every Hatch’d location is going to live inside a real neighbourhood. That means something to us. What we’re doing at One12 (112 Street Northwest) this week is honestly a preview of what we want every Hatch’d to look like wherever it lands. We want every location we open to feel like it belongs to that neighbourhood, that it contributes to the community in meaningful ways,” he said.

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Mic Mac Mall unveils Happy to Chat seating areas

Mic Mac Mall photo
Mic Mac Mall photo

It’s not always easy to talk to new people, but Mic Mac Mall says its newly-designated Happy to Chat seating is aiming to change that.

The concept was launched on Thursday in partnership with the Dartmouth Community Health Board and the Canadian Mental Health Association, Nova Scotia Division. Happy to Chat decals will be placed in designated seating areas throughout the shopping centre. When a guest sits in these marked seating areas, it indicates to others that the person is open to striking up a conversation, said the mall.

The Happy to Chat seating areas are launching during Mental Health Week, which touts the 2026 theme, “Come Together, Canada”, encouraging Canadians to connect with their communities. The Mic Mac Mall seating areas are the second iteration for the region, with an earlier set of benches being launched in Birches Park in Dartmouth, and throughout Eastern Passage in 2025, added the mall.

Mic Mac Mall photo
Mic Mac Mall photo
Tia Hathaway
Tia Hathaway

“Life can feel heavy and isolating sometimes,” said Tia Hathaway, Client Experience and Community Engagement Manager, Mic Mac Mall. “Mic Mac Mall has always been a hub for Dartmouth, and we want to help combat the loneliness that some community members may be feeling. We’re honoured to be the region’s newest Happy to Chat location.”

Monique Mullins-Roberts
Monique Mullins-Roberts

“We first introduced the Happy to Chat Bench Project to Dartmouth in 2019, and we’ve seen great success and community connections since then,” said Monique Mullins-Roberts, Dartmouth Community Health board. “We can’t wait to see everyone chatting, meeting new people and coming together in these seating areas.”

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MOVATI Athletic donation campaign to provide more than 164,000 meals

MOVATI is in expansion mode. Photo: MOVATI website
MOVATI is in expansion mode. Photo: MOVATI website

MOVATI Athletic says it will donate $80,185 to food banks in Ontario and Edmonton following a fundraising campaign that also collected nearly 3,500 pounds of food through its fitness club network.

The company said its MOVATI Cares initiatives, including Shake Days and a spring food drive, generated support from members, employees and partners to help address food insecurity in the communities where it operates.

Shake Days, held from April 13 to 15, resulted in the sale of 7,925 shakes and raised $73,725, according to the company. An additional contribution of $6,460 from Gruppo Nutrition brought the total donation to $80,185, which will go to Feed Ontario and Edmonton’s Food Bank.

The company also said its MOVATI Cares Spring Food Drive collected 3,499 pounds of food across its clubs, with each location partnering with a local food bank to distribute donations within its own community.

Participating clubs in Alberta supported Edmonton’s Food Bank, while Ontario clubs partnered with organizations including the Ottawa Food Bank, Burlington Food Bank, Guelph Food Bank, Waterloo Region Food Bank, Food Bank of York Region and Regional Food Distribution Association.

Additional partnerships included Eden Food for Change in Mississauga, UHC – Hub of Opportunities in Windsor, Amherstburg Food and Fellowship Mission, Brantford Food Bank, Kanata Food Cupboard and Kingsville Community Food Bank.

The company said the combined fundraising and food collection efforts are expected to provide more than 164,000 meals to people in need across Ontario and Edmonton.

“The success of our annual Shake Day and Food Drive programs is a testament to the power of our MOVATI community,” said Chuck Kelly, President and CEO of MOVATI. “Thank you to our members, team members, and partners for once again surpassing our goals and helping us create meaningful change for those who need it most.”

Chuck Kelly
Chuck Kelly

MOVATI said the MOVATI Cares program was developed to support charitable organizations focused on helping people lead healthier lives. The company said Shake Days directs 100 per cent of proceeds from MOVATI Café shake sales to partner food banks.

According to the company, Feed Ontario uses bulk purchasing to support food banks across the province, while Edmonton’s Food Bank supports more than 34,000 people each month and distributes more than 400,000 meals and snacks monthly through community partners.

Founded in 1997, MOVATI Athletic operates 19 locations across Ontario and Alberta and employs more than 2,000 people, according to the company.

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