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Clutch expands physical retail presence across Canada as online car sales accelerate

By
Mario Toneguzzi
-
Source: Clutch
Source: Clutch

Toronto-based online car retailer Clutch is accelerating its expansion across Canada, combining its innovative digital platform with physical retail locations to make car buying as seamless as ordering a pizza.

Canada’s largest online car marketplace recently opened a brick-and-mortar retail space and flagship facility in Mississauga, creating a physical touchpoint that brings its transparent, digital-first experience offline. 

At 111,000 square feet, the facility is the largest vehicle inspection and reconditioning centre in Canada, bringing 400+ new jobs to Ontario. It will power end-to-end operations, ensuring every vehicle meets Clutch’s standards on quality, consistency, and transparency.

Source: Clutch
Source: Clutch

Designed to be both practical and welcoming, the new space is outfitted with Canadian-sourced furniture, customer wood details, and even a kid-friendly area for all customers, whether they’re there to pick up, drop off or just learn more about how Clutch works.

Founded in 2017, the company initially launched in Halifax due to what CEO Dan Park described as “ambiguous regulations on online car retail” in Ontario. After working closely with regulators, Clutch launched operations in Ontario in 2020.

Dan Park
Dan Park

“We’re a Canadian company, founded by Canadians, serving Canadians,” said Park. “So I think that’s an important fact.”

Clutch allows consumers to sell their vehicles directly to the company and buy fully inspected and reconditioned cars online. The platform currently purchases about $2 million worth of vehicles daily.

“We have a very rigorous inspection and reconditioning process,” said Park. “We have several facilities in the country. Our largest is in Mississauga. It’s a 20-acre facility with 100,000 square feet of warehouse space where we bring in the cars. We have Clutch inspectors, Clutch mechanics that certify and recondition those vehicles, and then we put them on a website.”

That site offers what Park calls “an Amazon-like experience where people can really buy a car almost as easy as buying a pizza.”

Clutch’s model also includes a self-built logistics network for vehicle delivery, using branded flatbed trucks to deliver and pick up cars directly from consumers’ homes. But in a move to support education and in-person interaction, the company is expanding its physical retail presence.

“We have a retail concept where people can pick up or drop off cars physically as well,” said Park. “Our main location is in Mississauga. We have one in Etobicoke, and we’re opening one in Markham, in the CF Markville Mall, next month.”

“These are locations where customers can either pick up or drop off vehicles and also receive any information about the company, about our process. Because, truth be told, buying a car online is not exactly familiar to everyone.”

Park said the physical retail locations help bridge that familiarity gap and reflect Clutch’s broader mission to revolutionize how Canadians buy used vehicles.

“It seemed crazy that, in more recent history, there’s no retail brand for used cars in Canada,” he said. “If you think about the U.S., there’s folks like CarMax, there’s large auto groups, there’s Carvana. There was a company called Vroom at the time. There was a bunch of different retail concepts. In Canada, your two options were to go to your local dealership or to meet some stranger in a Walmart or mall parking lot.”

Source: Clutch
Source: Clutch

Clutch now operates locations in Halifax, Vancouver, and across the Greater Toronto Area, with plans to expand further nationwide.

“We’re looking to expand a network across the country,” said Park.

Currently, Clutch is selling 1,200 to 1,300 vehicles per month.

“That gives consumers a very seamless and easy and transparent way to buy a car,” said Park. “The traditional car buying process can take hours and hours. You generally have to spend an entire Saturday or Sunday in a dealership, negotiating with some guy and trying to haggle on the price. Our model is entirely different. Everything is super transparent on our website. The price is the price.”

Financing options are built in, and customers can choose to pay upfront or in monthly installments.

“Behind all of this is a layer of technology, and at its core we are a technology company, building out a retail concept,” said Park.

Related Retail Insider stories:

Source: Clutch
Source: Clutch
Source: Clutch
Source: Clutch

Stable retail vacancy, lack of new development define Calgary’s retail market: Cushman & Wakefield

By
Mario Toneguzzi
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The CORE
The CORE

Calgary’s retail vacancy has remained “relatively stable for a long time,” but a growing lack of new development is creating a tighter market in key areas, says Ryan Rutherford, Vice President of Retail Leasing with Cushman & Wakefield

“You know, since I’ve been in the business 15 years, I don’t think vacancy has been above maybe 6%,” said Rutherford. “The only caveat is, during COVID, we thought it shot up to over 10—we weren’t really sure at that time.”

Ryan Rutherford
Ryan Rutherford

According to Rutherford, stability in vacancy rates is directly tied to a scarcity of new construction. “The reason it continues to be stable—and maybe is going down—is the lack of construction, lack of development, lack of new sites. So existing space is becoming more sought after than it ever has been.”

In a recent retail report, Cushman & Wakefield released Five Fast Facts about the Calgary retail market:

  1. Overall vacancy remains stable

Calgary’s overall retail vacancy rate sat at 4.2% as we moved into 2025. The primary source of vacant space in the city continued to be the Central Business District – the Beltline and the Downtown – with 13.5% vacancy. All is not how it seems, however. More on that in Fact #3.

The suburbs, for their part, all posted vacancy rates below 4% with the Suburban North markets clocking-in at 2.7% and those in the Suburban South posting 3.6% overall vacancy. 

  1. Reinvigorated urban activity

Leasing activity began shifting from the suburbs back toward the Central Business District. Tenants began collectively responding to the one-two-three combo of: 1) slowing new construction 2) increased competition for existing spaces and 3) the resulting higher asking rates/operating costs (which include property taxes) in the outer periphery.

In some instances, Calgary’s rates have exceeded Toronto and come second only to Vancouver. 

  1. The basics move the needle 

New mixed-use development and commercial office redevelopment activity remained strong in the Downtown and Beltline. As such, grocery options to feed the growing urban population have become increasingly important.

In March, a 13,000 square foot No Frills opened in the Downtown West End*. Part of a new urban concept, it’s the first urban store in Calgary and the only grocery option north of 9th Avenue. It will serve the ~500-unit development and the surrounding community. 

  1. Buying Canadian, eh?

In the face of U.S. tariffs being applied to Canadian products, a surge in nationalism – prompted a strong ‘buy Canadian’ ethos among consumers.

In many instances, American products such as beer, wine and spirits have been made unavailable for purchase, but at the grocery level, retailers such as Loblaws and Save on Foods have made substantial efforts to identify and promote Canadian producers and Canadian-made products. 

  1. What’s on the horizon?

Calgary witnessed a continuing move toward retail density à la mixed-use development. Notable new examples include the West Village Towers (Cidex Group) in the Downtown and the West District – a master planned community by Truman.

As a result of the City of Calgary’s emphasis on commercial and residential densification, new and pending retail inventory is now almost exclusively an integrated aspect of residential communities and mixed-use developments. 

Rutherford highlighted that certain parts of the city are especially tight: “Southwest, northwest—especially grocery-anchored or big regional shopping centres. There’s still northeast and, of course, downtown and some other pockets that bring it up to that four or five, but really stable overall.”

Downtown Core Shows Renewed Promise

Despite having the highest vacancy among Calgary’s retail submarkets, downtown is showing promising signs of recovery, driven by a combination of office-to-residential conversions and a resurgence of foot traffic.

“There’s more people back to work, more bodies and presence downtown during the day,” said Rutherford. “Also the office residential conversions, I think, are starting to maybe have a bit of an impact and also new development. There’s just more towers being finished now, like West Village Towers.”

He added: “It’s still the highest vacancy we have as far as a submarket in the city, the downtown, but it’s definitely going down.”

When asked if these conversions and new towers will drive more retail to the core, Rutherford was cautiously optimistic.

“I think it will. I think it’ll be a slow decrease in vacancy and slow increase in demand, but I think it’s turning that direction,” he said. “Just more bodies, more people down here, evenings and weekends, will translate to sales, which will support retail.”

Photo by Mario Toneguzzi
Photo by Mario Toneguzzi

Local Retailers Feel Temporary Lift from Buy Canadian Sentiment

Rutherford also weighed in on the current “buy Canadian” sentiment and its impact on emerging and independent retail.

“I think it will [have an impact]. I think some have already noticed it,” he said, referencing a recent article highlighting Canadian EMERGE brand truLOCAL. “Local brands are benefiting from it.”

However, he cautioned against expecting long-term shifts in consumer behaviour.

“I don’t think that it’s sustainable though. I don’t see it continuing on past probably this year. I mean, I think once this election is over, people will probably go back to their typical habits.”

“At the end of the day, people want the things that they want. I think it makes them feel good to do it, but it’s just not a long-term thing, in my opinion.”

Landlords Seeking More, Development Lagging Behind

With new development stalling, landlords are starting to push rents higher, creating new challenges for tenants.

“There isn’t anything being built,” Rutherford said. “The existing centres—the good ones with grocery anchors or the regional shopping centres—are more sought after.”

He added that landlords, particularly large ones, are now seeking annual rent increases, a shift from previous trends.

“We’re seeing landlords asking for annual increases now—rents. They’re asking for, like, two and a half percent a year, in some cases, which is a new trend.”

That pressure is landing squarely on retailers, some of whom are struggling to keep up. “Some tenants just can’t,” Rutherford noted. “We’re kind of at this interesting point here where we need some new development to kind of soften that and bring that down. But right now, landlords are looking at ways to cut costs and looking to get it from the tenants.”

Related Retail Insider stories:

Toronto’s Adelaide Club launches “Train Canadian” campaign amid growing buy-local movement

By
Mario Toneguzzi
-
Source: Adelaide Club
Source: Adelaide Club

As trade tensions rise and the “buy Canadian” movement gains momentum, a Toronto-based wellness club is taking the patriotic message into the fitness space.

The Adelaide Club, located in the heart of Toronto’s Financial District, has launched its bold new “Train Canadian” campaign—encouraging Canadians to make a local choice not just at the checkout, but in their workout routines as well.

“Canadians are waking up to the idea that our choices—where we shop, what we eat, and yes, even where we sweat—matter,” said Clive Caldwell, CEO of the Adelaide Club. “If we can do without American liquor and take it off the shelves, surely we can do without American gyms. Especially since there are so many great Canadian alternatives.”

Source: Adelaide Club
Source: Adelaide Club

The campaign, which officially launched April 15, is running on social media and out-of-home advertising under the banner “Elbows Up,” calling on Canadians to flex both their muscles and their patriotism. The message is clear: choose Canadian fitness over U.S. chains.

At a time when consumers are increasingly questioning their purchasing decisions, the Adelaide Club is tapping into a growing desire to support local businesses—especially ones with strong community roots and a uniquely Canadian approach to wellness.

“Many of our new members are telling us they’re rethinking all their choices—including where they work out. They want to support local, even when it comes to their health,” said Garth Sinclair, Membership Director at the Adelaide Club.

Source: Adelaide Club
Source: Adelaide Club

The “Train Canadian” initiative is a direct response to the influx of American fitness chains in Canadian cities. But Caldwell believes that Canadian-owned clubs offer something different—and deeply meaningful.

“While American chains . . . have made their mark in cities like Toronto, we believe local clubs such as the Adelaide Club offer a more personalized and community-centric experience,” said Caldwell. “Our campaign calls Canadians to recognize the value in supporting homegrown businesses deeply rooted in our culture and community.”

The Adelaide Club positions itself as more than just a gym—it’s a wellness and social sanctuary, offering luxury amenities, elite personal training, and wellness programs sourced locally. Proudly Canadian and fiercely independent, the club continues to evolve while staying true to its roots.

Related Retail Insider stories:

Source: Adelaide Club
Source: Adelaide Club
Source: Adelaide Club
Source: Adelaide Club
Source: Adelaide Club
Source: Adelaide Club

Queen Street Hudson’s Bay Sees Crowds as Liquidation Begins

By
Craig Patterson
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Bay Street entrance to Hudson's Bay Queen Street on Saturday, April 26, 2025. Photo: Craig Patterson

It was a scene both surreal and poignant this past weekend as thousands of shoppers flooded into Hudson’s Bay’s Queen Street flagship in downtown Toronto, lured by deep discounts amid the historic retailer’s liquidation sale. Starting Friday morning, April 25, clearance signs filled the massive store, spanning an entire city block, with eager bargain-hunters moving from floor to floor.

The heavy foot traffic reflected not just a rush for deals, but also a collective farewell to a brand that has been a part of Canada’s retail landscape for over 350 years. By Saturday afternoon, shelves that had been full just 48 hours prior were visibly bare, with shoppers combing through remaining stock on every level.

Retail Insider visited the store Thursday evening before liquidation officially began. At that time, the store’s stock appeared substantial. However, by Saturday, much of it had been sold, with areas of empty shelving and chaotic racks leaving a stark contrast to the grandeur once associated with the Queen Street location.

Bay Street entrance to Hudson’s Bay Queen Street on Saturday, April 26, 2025. Photo: Craig Patterson
Jewellery department on the ground floor of Hudson’s Bay Queen Street on Saturday, April 26, 2025. Photo: Craig Patterson

Shock and Nostalgia Among Shoppers

The emotional weight of the moment was not lost on customers. Retail Insider spoke with several shoppers who expressed shock and sadness at the store’s closure.

“I’m in a state of shock. I’ve been coming here for decades,” said one woman, who recalled shopping at the store when it was operated by Simpsons prior to Hudson’s Bay’s takeover in 1991. “It’s not just a store. It’s part of the city’s memory.”

Another customer admitted he hadn’t set foot inside a Hudson’s Bay store in years, but came specifically for the liquidation sales. “I’m here to find home goods, kid’s clothes — anything really,” he said. “It’s hard to believe this place is closing.”

Large, bold clearance signage covered the interiors of both Hudson’s Bay and the attached Saks Fifth Avenue store, which is also undergoing liquidation. The sight of “Store Closing” banners and empty racks in the once-mighty Queen Street flagship marked a stark, almost unthinkable shift for the historic retailer.

Busy ground floor of Hudson’s Bay Queen Street on Saturday, April 26, 2025. Photo: Craig Patterson
‘The Room’ luxury women’s fashion department on the 3rd floor of Hudson’s Bay Queen Street on Saturday, April 26, 2025. Photo: Craig Patterson

Staff Share Sadness and Frustration

Sales associates and department managers, many of whom had dedicated years of service to the company, expressed deep disappointment over the closure. Several employees who spoke with Retail Insider criticized Hudson’s Bay’s ownership under Richard Baker.

“It didn’t have to be this way,” said one department manager, speaking on the condition of anonymity. “There was no reinvestment in the stores, no strategy to turn things around. Meanwhile, Baker was making money off real estate sales. We were left to watch the stores crumble.”

Staff reflected on how Hudson’s Bay, once a retail powerhouse, gradually faded due to decisions perceived as prioritizing short-term gains over long-term stability.

Also liquidating: Saks Fifth Avenue in the Hudson’s Bay building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson
Saks Fifth Avenue in the Hudson’s Bay building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

The End for Hudson’s Bay?

The liquidation sales at Queen Street and five other major locations — including downtown Montreal’s Hudson’s Bay, Toronto’s Yorkdale Shopping Centre, Hillcrest Mall in Richmond Hill, and suburban Montreal stores at CF Carrefour Laval and CF Fairview Pointe-Claire — signal a grim reality: the end could be near for Hudson’s Bay as a traditional retailer.

On Wednesday, April 23, Hudson’s Bay announced that the six stores initially excluded from the wider liquidation strategy were now included. This decision came after it became clear that the likelihood of finding a viable buyer to take over Hudson’s Bay operations was slim.

Financial advisor Adam Zalev of Reflect Advisors acknowledged the difficult reality, noting in court filings last week that the continuation of operations at the six locations was “negatively impacting efforts to repay lenders.” He further stated that keeping the stores open without a buyer would only delay the inevitable.

The company, which filed for creditor protection under the Companies’ Creditors Arrangement Act (CCAA) on March 7, is burdened with $1.1 billion in debt and years of declining performance.

Women’s on 2 at Hudson’s Bay Queen Street in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

Liquidation Sales Generate Crowds, But Time Is Running Out

Since launching national clearance events in late March, Hudson’s Bay has generated over $235 million in sales across its 74 department stores, two Saks Fifth Avenue locations, and 13 Saks Off Fifth stores. While initial sales were brisk, momentum had slowed until the latest announcement reignited consumer interest.

Friday morning saw a new surge, driven by Hudson’s Bay’s mass email to its customer database with the stark subject line: “You may have heard, we’re closing our doors.” The email also noted the company’s 355-year history — a message that some recipients found jarring and insensitive, given the gravity of the situation.

Still, the weekend turnout at Queen Street suggests that the brand’s deep emotional connection with Canadians remains intact, even as it teeters on the edge of collapse.

Inside the Balmain women’s boutique at Saks Fifth Avenue in the Hudson’s Bay Queen Street building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

Real Estate Interest Surpasses Interest in the Brand

Despite hopes that a saviour might emerge, signs point instead to a breakup of Hudson’s Bay’s vast real estate footprint.

While 18 letters of intent were submitted by parties interested in the retailer’s store leases, none expressed an interest in continuing operations under the Hudson’s Bay banner. Industry experts speculate that landlords and institutional investors, including RioCan, are eyeing key properties for redevelopment or subdivision into smaller retail spaces.

Turning the business around would require significant investment. A confidential pitch memo circulated earlier this month to prospective buyers indicated an $82 million first-year investment would be needed, with profitability unlikely for at least two years. It’s unclear if a buyer willing to undertake that level of risk has come forward.

Liquidation signs in the windows of Saks Fifth Avenue in the Hudson’s Bay Queen Street building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

Loss of a Landmark: Queen Street’s Decline

The Queen Street Hudson’s Bay store, long considered the crown jewel of the chain, has not been immune to the broader challenges facing department stores. Once a powerhouse generating $220 million annually, its fortunes declined sharply in recent years.

Factors contributing to the downturn included a lack of capital investment, changing consumer shopping habits, and external disruptions like construction of the Ontario Line subway project immediately adjacent to the store.

The deterioration was starkly visible this weekend, as empty shelves and discount banners replaced elegant merchandise displays and bustling departments once associated with the flagship.

Women’s designer salon at Saks Fifth Avenue in the Hudson’s Bay Queen Street building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

Art and Artifact Sale Sparks Backlash

Adding to the controversy surrounding Hudson’s Bay’s demise is the company’s plan to auction more than 4,400 pieces from its historical collection, including artifacts dating back centuries and culturally significant items like the 1670 Royal Charter.

While safeguards have been put in place to prioritize Canadian buyers and institutions, the planned auction has drawn sharp criticism. Indigenous groups, heritage organizations, and even federal agencies have raised alarms about the potential loss of national heritage.

Grand Chief Kyra Wilson of the Assembly of Manitoba Chiefs issued a public statement condemning the auction, calling it a continuation of colonial dispossession. Meanwhile, the Canadian Commission for UNESCO’s Memory of the World Committee has called for key artifacts to be transferred to public institutions.

Main floor of Saks Fifth Avenue in the Hudson’s Bay Queen Street building in downtown Toronto on Saturday, April 26, 2025. Photo: Craig Patterson

What Comes Next

The court-supervised sale process is set to conclude by April 30. As of now, it remains uncertain whether an offer might save some aspect of the business.

In the meantime, Hudson’s Bay is expected to request an interim cash distribution to secured lenders and an extension of the stay of proceedings beyond the current May 15 deadline.

For many Canadians, the closure of the Queen Street Hudson’s Bay store — and the likely dissolution of the brand — marks the end of an era. Hudson’s Bay is not just a retailer; it is woven into the country’s history, commerce, and culture. Its fall signals the profound changes sweeping the retail landscape, where even the most storied names are not immune to economic pressures, shifts in consumer behaviour, and the relentless rise of e-commerce. As Canadians continue to pass through the historic halls of Hudson’s Bay one final time, they are also witnessing the closing chapter of a brand that once helped shape the nation itself.

More from Retail Insider:

EMERGE Commerce sees strong Q4 and Full-Year 2024 results, eyes growth with Tee 2 Green acquisition

By
Mario Toneguzzi
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PHOTO: TRULOCAL VIA FACEBOOK

Toronto-based e-commerce portfolio EMERGE Commerce Ltd. reported strong financial results for the fourth quarter and full year ended December 31, 2024, highlighting significant gains in revenue, profitability, and operational streamlining, while setting the stage for further growth through a key acquisition.

EMERGE is a premium Canadian e-commerce brand portfolio, operating subscription, marketplace, and retail businesses in grocery and golf. Its flagship brands include truLOCAL, UnderPar, JustGolfStuff, and most recently, Tee 2 Green.

Ghassan Halazon

“2024 was a transformative year for EMERGE,” said Ghassan Halazon, Founder and CEO of EMERGE. “We executed against our stated priorities with precision. We delivered on our promise to re-ignite organic revenue growth, we streamlined the business under our more focused EMERGE 2.0 strategy, we drastically improved profitability, we substantially reduced our debt, and we grew our cash position year-over-year without a capital raise.”

Fourth Quarter 2024 Highlights

In Q4 2024, EMERGE generated revenue of $5.6 million, up from $5.1 million in Q4 2023. When excluding Carnivore Club, which was sold in January 2025, revenue rose to $5.3 million from $4.6 million, representing a 15% increase. Gross profit for the quarter grew to $2.2 million from $2.1 million, while adjusted EBITDA improved sharply to ($11,000) compared to ($345,000) a year earlier.

Net income from continuing operations was $287,828, a significant turnaround from a loss of $10.7 million in Q4 2023. Overall net income came in at $287,828, compared to a loss of $17.5 million the previous year. EMERGE ended 2024 with $3.1 million in cash, up from $2.5 million.

“Perhaps nowhere was our progress more evident than in Q4, where we delivered double-digit revenue growth, close to breakeven Adjusted EBITDA and positive net income,” said Halazon. “Our stellar results in Q4 were the culmination of the team’s hard work all year long.”

Full-Year 2024 Financial Performance

For the full year, EMERGE posted revenue of $20.4 million, up from $19.6 million in 2023. Excluding Carnivore Club, annual revenue was $19.3 million compared to $17.7 million, reflecting 9% growth. Gross profit rose to $8.2 million from $7.6 million. Adjusted EBITDA improved to a loss of $463,828 from a deeper loss of $1.78 million.

Net loss from continuing operations narrowed to $1.1 million, a marked improvement over the $15.6 million loss in 2023. The total net loss also decreased significantly to $505,740, down from $21.3 million the prior year.

Carnivore Club Divestiture

On January 15, 2025, EMERGE completed the sale of Carnivore Club for $500,000. The company had been phasing out the non-core asset throughout 2024 to focus on its larger, more profitable operations. Future financial reporting starting in Q1 2025 will classify Carnivore Club as discontinued operations.

Acquisition of Tee 2 Green

On April 4, 2025, EMERGE closed the acquisition of Tee 2 Green Ltd. (T2G), a Canadian discount golf apparel and equipment company with a 38-year operating history. T2G reported unaudited 2024 revenue of $6.4 million, adjusted EBITDA of $1 million, and net income of $700,000. EMERGE financed the acquisition using proceeds from the Carnivore Club sale and the previously disclosed sale of dormant SHOP domains to Shopify.

“T2G is expected to be highly synergistic with EMERGE’s extensive golf business, which includes UnderPar and JustGolfStuff, along with a 400,000+ golf subscriber database,” the company said in its announcement.

Debt Refinancing and Improved Terms

Coinciding with the T2G acquisition, EMERGE also announced an amendment to its credit agreement with its existing lender, extending the maturity date by 18 months with an option for an additional 6-month extension. The company expects recent and anticipated interest rate cuts to drive “meaningful cash savings.”

Operational Outlook for 2025

Looking ahead, management says it sees “continued operational momentum year-to-date.” The company’s flagship subscription brand, truLOCAL, is benefitting from the “Buy Canadian” movement, contributing to strong revenue growth and profitability. EMERGE also expects continued strength from its golf vertical given the recession-friendly nature of discount-based models.

“The addition of Tee 2 Green, starting Q2 2025, is expected to substantially enhance the Company’s revenue, profitability and cash flow profile, and in the process, strengthen its balance sheet, and potentially improve its cost of capital over time,” the company noted.

Strategic Priorities

EMERGE outlined three top priorities moving forward:

  1. Accelerate revenue growth
  2. Extract further operational efficiencies and synergies
  3. Opportunistically enhance cash flow and reduce interest expenses

Related Retail Insider stories:

Canadian Retail News From Around The Web For April 28, 2025

By
Retail Insider
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Canadian Retail News From Around The Web

News at a Glance

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 three days.

The fall of Hudson’s Bay: How Richard Baker presided over the failure of a retail icon (Globe & Mail / subscriber paywall)

Liquidation begins at remaining Hudson’s Bay stores, including Toronto flagship (CBC)

‘Buy Canadian’ is just a passing trend. Just ask Hudson’s Bay Co. (Globe & Mail)

New brands, recipes and habits: How grocery shoppers are standing up to the U.S. (CityNews)

‘Grim’ retail sales underbelly points to Bank of Canada restarting rate cuts, economists say (Financial Post)

One industry continues to do well amid tariffs: resale. What does that mean for consumers? (Globe & Mail)

Medicine Hat hardware store makes transition to reflect Canadian brand (CHAT News)

Toronto woman opens store of her dreams in hidden coach house (BlogTO)

Korean coffee chain expands in Metro Vancouver with launch of second café location (VIA)

‘IT’S CRAZY’: Niagara West MP says Grimsby jewelry store robbed third time (Toronto Sun)

Canada Leads in Remote Work, Reshaping Food, Spending, and Productivity

By
Sylvain Charlebois
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Woman shopping in a grocery store. Image: iStock/licensed

Canada now leads the world in remote work among college-educated professionals, with nearly two full workdays per week spent at home, according to the latest Global Survey of Working Arrangements. That’s more than the United Kingdom, the United States, India, or Nigeria. This might appear to be just another workplace statistic, but it carries significant implications—not only for how Canadians work, but for how they eat, shop, and manage their time.

The shift to hybrid work is more than a matter of convenience. It’s a structural transformation that is quietly rewriting the script for our food economy. When people commute less, they eat out less. The rhythm of daily meals has changed. Downtown cafés and food courts are seeing thinner crowds, while grocery stores, delivery services, and meal kits are becoming more central to everyday sustenance. The kitchen table has re-emerged as the new lunchroom for millions of Canadians.

For grocers and food providers, this represents a significant shift. Workers who spend more time at home now shop more frequently, at off-peak hours, and often expect fresh ingredients, smaller packaging, and seamless online delivery. We’re seeing a rise in demand for smaller-format grocery stores in suburban and residential zones, and more emphasis on convenience without sacrificing quality. Retailers must adjust to this evolving consumer—one who lives and works in the same space and sees food purchases as both a necessity and a lifestyle choice.

Yet these changes also highlight emerging risks and inequities. While home cooking can mean better control over ingredients, it assumes people have the time, knowledge, and equipment to prepare healthy meals. That’s not the case for everyone. Remote work may empower some to eat better, but it could just as easily widen the nutrition gap for others.

Affordability Pressures Grow for Home-Based Consumers

Affordability remains a key concern. Cooking at home is often cheaper than eating out, but only if grocery prices are manageable. Food inflation, though easing slightly, continues to outpace overall inflation. Canadians working from home aren’t just spending more time in the kitchen—they’re spending more money on groceries, and many are feeling the strain.

Food waste is another concern. With more groceries purchased and more meals prepared at home, there is greater potential for overbuying and underusing. Misunderstood date labels, poor storage habits, and unrealistic meal planning are all contributing to what is now an estimated almost $2,000 per year in food waste per household.

And then there’s the broader question many are beginning to ask: What does all this mean for productivity?

The benefits of remote work are well-documented—less commuting, more flexibility, better work-life balance. But there is growing concern that the shift may also come with hidden costs, particularly in sectors that depend on collaboration, creative exchange, and informal communication. Productivity data in Canada has been mixed, and some employers are quietly questioning whether hybrid arrangements are delivering the long-term efficiencies once promised. For food-related industries—retail, foodservice, distribution—fewer people downtown also means fewer spontaneous purchases, fewer business lunches, and weaker demand in key urban markets. These effects ripple through the economy.

The Future of Remote Work Requires Broader Planning

In short, Canada’s work-from-home culture is not just changing office life—it’s reshaping our food systems, our spending habits, and possibly our productivity.

If we’re going to lead the world in remote work, we must also lead in understanding its consequences. Policymakers and business leaders need to consider food literacy, equitable access to ingredients, and strategies to minimize household waste alongside workplace planning. The kitchen is no longer just where we eat—it’s where the effects of economic change are being felt most immediately.

More from Retail Insider:

Moments Hospitality Collective launches in British Columbia

By
Mario Toneguzzi
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Moments Hospitality Collective has officially launched in British Columbia.

Rooted in the province’s diverse and vibrant communities, the six-strong restaurant group comprises some of BC’s most beloved dining destinations; Water Street Cafe, 2nd Floor Gastown, Qualicum Beach Cafe, Nanoose Bay Cafe, Deez Bar and Grill, and the soon-to-open Greenview Taphouse in Nanoose Bay, said the Collective in a news release.

Eli Brennan
Eli Brennan

“Moments Hospitality Collective is our love letter to BC.,” said founding partner and director of operations Eli Brennan. “Each restaurant is integral to a place we call home, and a community we’re proud to be a part of. We’re not just creating places to eat, we’re creating spaces to be welcomed, to celebrate and to belong.” 

Founded by longtime leaders in the Vancouver and Vancouver Island hospitality scene, Moments Hospitality Collective (MHC) is focused on offering unique yet inclusive dining experiences, entwined by a shared belief that hospitality should be heartfelt and that restaurants should feel like home. “Moments” reflects the company’s ethos; to provide meaningful, shared experiences that create lasting memories, it said.

Before ownership, Founding Partner and Director of Operations, Eli Brennan, worked with some of Vancouver’s most prominent restaurants including Cardero’s and The Teahouse in Stanley Park, alongside Founding Partner and Culinary Director Chef Alan Tse.

Also leading the kitchens as Culinary Director for Water St. Cafe, 2nd Floor Gastown and Qualicum Beach Cafe, Tse brings decades of experience and a reputation for excellence, where his dishes balance consistency with creativity and celebrate the best of BC’s regional ingredients. MHC’s two Operating Partners are Sandy Grant and Todd Bright, Operating Partner and General Manager of Water St. Cafe and 2nd Floor Gastown, and Operating Partner and Vancouver Island Regional Chef of Qualicum Beach Cafe, Nanoose Bay Cafe, and Deez Bar and Grill respectively.

The team also comprises Marketing and Communications Manager, Kaitlyn Brennan, and Nanoose Bay Area Operations Manager, Lynsee Yee. Together, they celebrate the best of British Columbia; its places, its people, and the stories that unfold when they come together around a table.



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Retail sales decline in February: Statistics Canada

By
Mario Toneguzzi
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Photo by Gustavo Fring
Photo by Gustavo Fring

Retail sales decreased 0.4% to $69.3 billion in February. Sales were down in four of nine subsectors and were led by decreases at motor vehicle and parts dealers, according to a report released Friday by Statistics Canada.

Core sales—which exclude gasoline stations and fuel vendors and motor vehicle and parts dealers—were up 0.5% in February, said the federal agency, adding that in volume terms, sales decreased 0.4% in February.

“The largest decrease in retail sales in February was observed at motor vehicle and parts dealers (-2.6%), with all four store types within this subsector posting declines. New car dealers (-3.0%) led the decrease, falling for a second consecutive month in February. Lower sales were also recorded at automotive parts, accessories and tire retailers (-1.6%) in the month,” explained Statistics Canada.

“Sales at gasoline stations and fuel vendors (+0.3%) increased in February for a fifth consecutive month. In volume terms, sales at gasoline stations and fuel vendors increased 0.8%.”

The report said core sales increased 0.5% in February on higher sales at food and beverage retailers (+2.8%). Sales in this subsector were up on gains at supermarkets and other grocery retailers (except convenience retailers), which rose 3.7% in February after falling 3.2% in January. To a lesser extent, beer, wine and liquor retailers (+2.3%) also contributed to the increase in February.

“Higher sales were also recorded at general merchandise retailers, up 1.2% in February,” it said.

“The largest decrease to core retail sales in February came from furniture, home furnishings, electronics and appliances retailers (-2.9%).”

StatsCan said retail sales decreased in seven provinces in February. The largest provincial decrease in dollar terms was observed in Quebec (-0.9%), marking its second consecutive monthly decline. In the Montréal census metropolitan area, sales were down 2.5%.

In British Columbia, retail sales decreased 0.6% in February, led by lower sales at furniture, home furnishings, electronics and appliances retailers. In the CMA of Vancouver, retail sales were down 0.9%.

The largest provincial increase in retail sales in February was observed in Manitoba (+1.8%). This increase was led by higher sales at motor vehicle and parts dealers, added the report.

“On a seasonally adjusted basis, retail e-commerce decreased 0.3% to $4.3 billion in February, accounting for 6.3% of total retail trade,” noted Statistics Canada.

“Statistics Canada is providing an advance estimate of retail sales, which suggests that sales increased 0.7% in March.”

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Anatomy of a Leader: Bojana Sentaler, Founder of SENTALER

By
Mario Toneguzzi
-

Bojana Sentaler, Founder, President and Creative Director of the internationally acclaimed luxury outerwear brand SENTALER, has emerged as one of Canada’s most influential figures in fashion. Born in Belgrade, Serbia, and raised in Toronto from the age of eight, Sentaler’s path to global recognition is a compelling story of creativity, courage, and entrepreneurial spirit.

Bojana Sentaler
Bojana Sentaler

From an early age, Sentaler demonstrated a natural talent for design and a sharp eye for aesthetics. While her childhood was filled with fashion sketches and creative expression, her academic strengths pointed toward a different path—math and finance. This duality of interests led her to the Schulich School of Business at York University, one of Canada’s top business schools, where she specialized in marketing and finance.

After graduating, Sentaler launched her career at a Fortune 500 beauty company. Despite the prestige, she quickly realized the limitations of the corporate world and felt a growing need to pursue something more fulfilling. Trusting her intuition, she made a bold decision to step away and explore her true calling—fashion design.

In 2008, Sentaler moved to Dubai, where she worked on economic reports focusing on emerging markets in the MENA (Middle East and North Africa) region. It was there she experienced a pivotal moment: a memorable interview with legendary fashion designer Karl Lagerfeld, who was then designing luxury villas in Dubai. His words sparked a renewed passion in Sentaler and reaffirmed her desire to enter the fashion world.

Soon after, a serendipitous trip to Peru changed everything. While exploring the Andean region, Sentaler discovered the luxurious and eco-friendly qualities of alpaca wool—a lightweight, exceptionally warm, and sustainable fabric revered in Peruvian culture. She spent months researching the material, becoming deeply knowledgeable about its properties and potential.

Inspired by her travels and recognizing a gap in the North American outerwear market, Sentaler returned to Canada in 2009 with a vision. She designed and launched her first collection—seven handcrafted alpaca coats created for modern women seeking both fashion and function. Thus, SENTALER was born.

Fifteen years later, SENTALER has grown into a globally recognized luxury fashion brand available at high-end retailers worldwide. The brand has become a favourite among royalty, Hollywood celebrities, supermodels, and athletes, all drawn to its signature blend of style, warmth, and ethical craftsmanship.

SENTALER remains proudly Canadian, cruelty-free, and sustainably sourced. The company continues to support environmental and charitable initiatives, reinforcing its commitment to both elegance and responsibility.

Bojana Sentaler
Bojana Sentaler

From a childhood dream to an international fashion powerhouse, Bojana Sentaler’s journey is a testament to following one’s passion and redefining luxury with purpose.

“I wanted to create a luxury, a global luxury outerwear brand,” said Sentaler in a recent interview. “I found a gap in the market for coats that were warm, functional, but they were also beautiful and elegant, and high-end at the same time.”

That gap led her to alpaca fabric—renowned for its warmth and softness—and sparked what she described as a business “aha moment.”

“When people asked me, what if you fail? And I said, well, I’m not going to fail. That’s not an option,” she said. “The recession was just at the launch. But it was more of strategic long-term vision of the kind of brand and company I wanted to build.”

SENTALER started with a modest by-appointment-only showroom on Richmond Street in Toronto, which opened in 2010. “When we opened the flagship in Yorkville, we closed the showroom. So the flagship replaced it,” Sentaler explained.

Today, the brand operates its flagship store in Toronto’s Yorkville and maintains a strong B2B presence through partnerships with major luxury retailers across North America. 

“We have the flagship in Toronto, and then we have partnerships with B2B luxury retailers—the department stores in Canada and America,” she noted. “Holt Renfrew, Saks Fifth Avenue, Neiman Marcus, Bloomingdale’s, Nordstrom.”

Bojana Sentaler
Bojana Sentaler

But fashion wasn’t always a direct path for Sentaler. “I didn’t know what I wanted to end up doing, but I wanted to create,” she recalled. “Since I was young, I’ve been sketching fashion designs from grade school.”

Her education at the Schulich School of Business at York University, where she earned dual majors in marketing and finance, laid a critical foundation for her future. “It’s been great because I have two majors in marketing and finance. My financial acumen combined with marketing background, branding, advertising, sales, business management, entrepreneurship, organizational skills, accounting, public relations. These are all key sectors when running a business.”

Her passion for people, communication, and business strategy also played a role. “I loved fashion. I loved sketching and creating, but I also loved communication… and I was generally interested in business and the behind the scenes of the fashion industry.”

Throughout SENTALER’s growth, Sentaler has remained closely connected with her clientele—some of whom are globally recognized figures. “I did have the pleasure of meeting a lot of them,” she said, referring to high-profile clients. “Some of them have discovered the brand from the very early stages. It’s been such a pleasure to watch them continue to build their wardrobe with new SENTALER additions.”

Each collection is designed with the brand’s loyal clientele in mind. “The new collections don’t replace the previous year’s collections. I design knowing what our clients have in their closets and building your own SENTALER closet.”

Bojana Sentaler
Bojana Sentaler

Sentaler’s leadership style reflects her clarity of vision and emphasis on communication. “A great leader has to have a vision, but the best leader needs to be able to clearly communicate that vision to the team so that the team can execute that vision,” she said.

That vision remains rooted in the brand’s founding principles: making women feel beautiful and empowering people through timeless design. “You have to be a little bit of a dreamer to have a vision like this,” she said. “But then it can’t stay in my head. I have to be able to communicate this vision to my team.”

Her team plays a vital role in upholding the SENTALER brand. “Sometimes when I listen to them speak about the brand and protect the brand at all cost and always keeping in mind what the long-term vision is then I know I did my job.”

And when it comes to challenges, Sentaler’s mindset is firm: “No is never an answer. If you get a no now, just maybe you don’t have the resources of how to do that, but tell me what resources you need to turn that no into a yes.”

For Sentaler, strategic risk-taking has been a critical part of the brand’s evolution. “You can’t grow without taking risk,” she said. “But of course, I take strategic risk knowing when to make a bold move on expansion that’s going to lead us to success.

From humble beginnings to international acclaim, Bojana Sentaler continues to lead with vision, resilience, and a commitment to making women feel confident in every season.

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Bojana Sentaler
Bojana Sentaler
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