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JACOB Begins New Chapter as Founder’s Daughter Revives Canadian Fashion Brand

By
Craig Patterson
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Photo: Nicole De Khors for @oldminewmi

Canadian fashion brand JACOB, which once operated more than 250 stores across the country, is entering a new phase under the ownership of Cristelle Basmaji, daughter of founders Joey and Odette Basmaji. The Montreal-based business is beginning celebrations ahead of its 50th anniversary in 2027 with new beauty products, a limited-edition fashion accessory and plans to explore additional retail distribution.

JACOB closed its national retail network in 2014 following years of financial difficulties, although the brand continued through fragrance sales and smaller-scale initiatives. Basmaji is now rebuilding the business with an approach that draws on its established customer base while avoiding the substantial costs associated with operating a large chain of stores.

In an interview with Retail Insider, Basmaji discussed her decision to take over the family business, the challenges that contributed to its closure and the opportunities she sees for JACOB in today’s Canadian retail market.

From a Small Quebec Store to a National Fashion Chain

JACOB’s origins date back to a small menswear store in Sorel, Quebec, operated by Cristelle’s grandfather, Jacob Basmaji. Following his death, his son Joey took over the business at just 17 years old, helping support his mother and two sisters.

Joey’s future wife, Odette, was interested in fashion design and encouraged him to introduce women’s clothing. The business initially became a unisex retailer before shifting entirely to women’s fashion in 1977, the year the family identifies as the beginning of JACOB in its familiar form.

Cristelle Basmaji

Odette began designing the company’s collections in Montreal, replacing merchandise purchased from other brands with JACOB’s own designs. The retailer developed a following for coordinated women’s fashion, with an emphasis on classic styling, quality fabrics and accessible pricing.

JACOB expanded across Canada, eventually operating more than 250 stores and employing over 4,000 people at its peak. Its retail concepts included JACOB, JACOB Junior, JACOB Lingerie and other banners serving different segments of the women’s fashion market.

For many Canadian women, JACOB became a destination for professional clothing, particularly during the 1980s, 1990s and early 2000s. Basmaji recalled customers purchasing their first office wardrobes from the retailer, often choosing tailored suits, blazers, skirts and dresses.

The company’s presence in shopping centres was substantial. At Montreal’s Rockland Shopping Centre, where Basmaji worked earlier in her career, separate JACOB, JACOB Lingerie and JACOB Junior stores operated alongside one another, collectively occupying thousands of square feet.

JACOB’s national expansion became increasingly difficult to sustain as international competition intensified and the costs of operating a large specialty apparel chain increased. The company entered creditor protection in November 2010 and undertook restructuring efforts.

By May 2014, it had announced plans to liquidate inventory across its remaining 92 stores after continuing financial difficulties. International retailers such as Zara and H&M had expanded their Canadian operations, adding competition for established domestic fashion chains.

Rising shopping-centre rents and lengthy lease commitments placed further pressure on the business. Basmaji said her parents were also approaching retirement, while she had established a career outside the family business and was not looking to take over the chain at that time.

“High rents had a huge impact on our business,” Basmaji told Retail Insider. She recalled that shopping centres increasingly sought long-term lease commitments, sometimes extending to 10 years, creating substantial financial obligations for retailers facing uncertain sales conditions.

The family had purchased some of its retail properties over the years, including its St. Catherine Street flagship in Montreal. Basmaji said stores in family-owned properties were among the last to remain open because their occupancy costs were easier to manage.

The business continued in smaller forms after the national closures. Retail Insider reported in 2018 that JACOB-branded apparel was being sold through Costco, reflecting an earlier effort to maintain the brand through wholesale distribution.

Cristelle Basmaji Leads the Revival

Although JACOB’s original retail network disappeared, the company’s fragrances retained a following among customers who had purchased them for years. Basmaji said her father continued receiving messages from former customers asking whether their favourite JACOB perfumes could be brought back.

He eventually reintroduced the fragrances through the company’s website, maintaining a small business primarily serving existing customers. “When you fall in love with a perfume, it becomes deeply emotional. It’s your signature scent, and you can’t recreate that anywhere else,” Basmaji explained.

Following Joey Basmaji’s death in 2022, Cristelle became involved in managing the remaining business while continuing her professional career. As she worked through her father’s succession and reconnected with the company’s history, she began considering a more substantial revival.

“I feel like JACOB deserves to come back,” she said, explaining that renewed interest in 1990s fashion and the continued attachment former customers had to the brand contributed to her decision. Her plans begin with the existing fragrance business, supported by new beauty products and accessories that reflect the company’s fashion heritage.

She is taking a measured approach to expansion, with future products and distribution opportunities guided in part by customer response. The approach allows JACOB to test demand before making larger commitments.

Jacob Body Mist, Photo: Nicole De Khors for @oldminewmi

Three Generations Behind the New Collections

JACOB is beginning celebrations for the 50th anniversary of its transformation into a women’s fashion business in 1977. Two product launches on October 19 connect the company’s history with a younger generation of consumers.

The first is the return of JACOB Junior, originally introduced by Odette in 1986 after she identified a gap in the market for fashionable, well-made children’s clothing at accessible prices. The collection became a popular part of the company’s retail business, particularly during the 1980s and 1990s.

Forty years later, the name is returning through body mists developed by Cristelle and her 12-year-old daughter, Chloë. The two 100-millilitre body mists, Joie de Vivre and Classique, retail for $30 each through jacob.ca.

Basmaji said Chloë was closely involved in developing the products, helping select the fragrances, bottle colours, finishes, typography and packaging. “She chose everything, from the scents to the fonts and colours on the bottles,” she said.

The collaboration has particular significance for Cristelle, whose mother originally created JACOB Junior with her in mind. She said involving Chloë provided an opportunity to introduce her daughter to the entrepreneurial experience that shaped her own childhood.

The anniversary launches also include a $50 black-and-white polka-dot silk scarf developed by Cristelle and Odette. Polka dots were among JACOB’s most recognizable design elements, appearing throughout its original clothing and accessories collections.

Basmaji described the company’s historical aesthetic as “classic with a twist,” combining timeless styling with distinctive prints and an emphasis on quality. The scarf also honours Joey Basmaji, who died after experiencing heart disease.

Cristelle said $10 from each scarf sold will be donated to the Heart & Stroke Foundation, with an additional contribution planned through the family’s charitable foundation. The family hopes to support women’s heart-health education and prevention initiatives, continuing JACOB’s involvement in causes related to women’s health.

Former JACOB at Toronto’s Yorkdale Shopping Centre. Image: Wikipedia

Exploring Retail Partnerships and New Distribution

Basmaji is cautious about rebuilding the extensive shopping-centre network that once defined JACOB. She said she witnessed the financial pressures associated with managing a national chain and believes there are other ways to reach customers.

“I’m not sure I’m ready to dive into reopening retail stores,” she said, explaining that she would prefer to explore other distribution opportunities before committing to standalone locations. She is interested in wholesale partnerships, pop-up stores and collaborations with established retailers.

Potential opportunities include placing JACOB fragrances in beauty stores and pharmacy chains, where customers would be able to sample products before purchasing them. Basmaji mentioned Sephora, Shoppers Drug Mart, Pharmaprix and Jean Coutu as examples of retailers that could provide that type of distribution; no agreements with those companies have been announced.

Sampling is particularly important as JACOB attempts to attract consumers unfamiliar with its original fragrances. Longtime customers may already know the scents, but younger shoppers have limited opportunities to experience them through the company’s current online sales model.

Basmaji is developing fragrance discovery sets containing two-millilitre samples, which she hopes to introduce in early 2027. The sets would allow customers to try the company’s three existing fragrances before purchasing full-size bottles.

Retail partnerships could provide access to new customers without the investment and long-term lease commitments associated with operating a national store network. Basmaji also reflected on changes in Canadian shopping centres, where restaurants, entertainment and other attractions have become increasingly important in drawing visitors.

She cited Quartier DIX30 on Montreal’s South Shore as an example of a destination where customers may visit for dining or entertainment and incorporate shopping into a broader outing. This was among the retail environments she discussed while considering JACOB’s future.

Photo: JACOB

Canadian Production and the Possibility of Apparel Returning

Canadian identity remains important to JACOB, according to Basmaji, who recalled the company’s historical commitment to domestic apparel production. She said JACOB aimed to manufacture at least 25% of its clothing collections in Canada, despite the higher costs associated with domestic production.

The company’s design operations were based in Montreal. Today, the fragrance business maintains a Canadian production connection, with fragrance oils originating from Grasse, France, while mixing and bottling take place through a supplier in Quebec’s Eastern Townships.

Basmaji said she intends to maintain an emphasis on Canadian design and production as the company develops additional products. She is also open to eventually reintroducing clothing, although no apparel collection has been announced.

“I’m not saying no to apparel,” she said, explaining that she wants to understand which products former customers would most like to see return. Accessories are a more immediate area of interest because they can be introduced without the complexities associated with extensive apparel sizing and seasonal collections.

The anniversary scarf will provide an opportunity to assess customer interest in that category. Basmaji also sees potential in the children’s and preteen clothing market, particularly for girls who have outgrown traditional children’s fashion but are not yet ready for adult clothing sizes or prices.

Her daughter’s shopping experiences have helped her recognize that gap, although the current JACOB Junior revival remains focused on beauty products. Over the coming months, Basmaji plans to communicate with customers through social media and other channels to learn which elements of the former JACOB assortment they would like to see return.

Their response, along with sales of the new products, will help guide decisions about additional accessories, apparel and future retail partnerships. No timetable has been announced for a return to clothing.

Photo: JACOB website

More From Retail Insider

Odd Cookie Expands Across Canada, Reaching Nearly 1,000 Retail Locations in First Year

By
Mario Toneguzzi
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Lauren Levy and Devin Connell
Lauren Levy and Devin Connell

Since launching in 2025, Odd Cookie has scaled from an exclusive launch at Summerhill Market to nearly 1,000 retail locations across Canada, including Longo’s, Metro, Healthy Planet, London Drugs and Calgary Co-op.

In its first year, the brand has sold more than 100,000 bags—or approximately 5 million cookies—and grown its team from 2 to 10+.

The idea behind that growth is surprisingly simple: Odd Cookie has essentially taken a cookie and made it behave like a chip. Its extra-thin, crispy, bite-sized format—with 50+ cookies in every bag—is designed for grabbing by the handful rather than eating one or two traditional cookies.

At a time when much of snack innovation is focused on adding more—protein, fibre, function—Odd Cookie is taking a different approach. Founders Lauren Levy and Devin Connell saw a cookie aisle divided between traditional junk food and health-focused options that often missed the mark on taste. They believed there was room in the middle: a ridiculously delicious cookie made with real butter and a short/simple ingredient list.

Both founders bring significant entrepreneurial experience. Devin is a chef and longtime food entrepreneur who founded Delica Kitchen and Crumb, while Lauren comes from a sales and marketing background and founded Ani+Wren. After collaborating on various projects over the years, they found themselves asking the same question at the same time: what’s next? Odd Cookie became the answer.

And the growth is continuing: Odd Cookie is expanding its retail footprint with Sobeys and will test the Costco channel through its first Costco Roadshow this fall.

Lauren Levy and Devin Connell
Lauren Levy and Devin Connell

The two founders jointly answered some emailed questions from Retail Insider: 

What were the key factors that allowed Odd Cookie to grow from its 2025 launch at Summerhill Market to nearly 1,000 retail locations across Canada in its first year?

We entered a very established category with a product that was immediately different but also very easy for consumers to understand.

Odd Cookie is thin, crispy and bite-sized. It has the crunch and snackability of a chip while still delivering the familiar taste and ingredients of a cookie. That distinction, combined with bold packaging and a resealable pouch, gave retailers something new that could stand out on shelf without requiring consumers to learn a completely new category.

Summerhill Market was an ideal launch partner because it gave us credibility, direct customer feedback and an opportunity to prove the product in a retail environment. From there, we were extremely hands-on. We supported stores with demos, sampling, merchandising and direct relationships, while closely tracking what was happening at the individual store level.

That helped us grow from a single launch partner to nearly 1,000 retail locations across every province in Canada, including Longo’s, Metro, Healthy Planet, Sobeys and London Drugs. We’ve also recently expanded onto Amazon, giving consumers another way to discover and purchase the brand.

Within our first year, we generated more than $1 million in retail sales.

Our strongest-performing flavour to date is Chocolate Chip, which has also become an important entry point for new consumers discovering Odd Cookie. For us, the growth has been about more than getting listings. It has been about demonstrating that the product can generate interest, move off the shelf and earn reorders across very different retail environments.

What have you learned about what it takes for an emerging CPG brand to secure reorders and expand its presence with major Canadian retailers?

We learned very quickly that getting onto the shelf is just the beginning.

Once the product is in stores, the work becomes much more granular. You need to understand what is happening at the individual store level – placement, inventory, flavour mix, promotions, displays and velocity and then actually act on that information.

Chain-wide averages don’t always tell the full story. A store can have a completely different opportunity or challenge than another location within the same banner.

We’ve spent a lot of time building systems around store-level data and field execution because we want to understand not just whether something is selling, but why.

We’ve also learned that emerging brands need to be good retail partners. That means being responsive, supporting the stores, understanding the retailer’s objectives and being willing to do the work between getting a purchase order and getting a product into a shopper’s basket.

Our goal isn’t simply to add more doors. It’s to make the doors we’re in productive and earn the opportunity to expand.

Lauren Levy and Devin Connell
Lauren Levy and Devin Connell

Why did you choose to innovate around the format and eating experience of a traditional cookie rather than focusing on trends such as protein, fibre or other functional ingredients?

We saw an opportunity to innovate in a category where consumers already know what a cookie is supposed to be.

Rather than adding an ingredient simply because it was trending, we asked: What if we changed the way a cookie is experienced?

Odd Cookie is thin, crispy and bite-sized, packaged in a resealable pouch and designed to be snacked on throughout the day. It sits somewhere between a traditional cookie and a snack – familiar enough to understand immediately, but different enough to create curiosity.

That also creates an interesting retail proposition. The cookie category is highly established, so we wanted to give retailers something that could create a new snacking occasion while still delivering a product consumers immediately recognize.

And ultimately, we’re very focused on taste.

Protein and fibre can be meaningful attributes in the right product, but we didn’t want to add an ingredient simply because it was trending or make a functional claim at the expense of taste.

Our first job is to make a really good cookie. We believe innovation doesn’t always mean making food more complicated. Sometimes it means taking something familiar and making people experience it differently.

Odd Cookie photo
Odd Cookie photo

How have your previous entrepreneurial experiences with Delica Kitchen, Crumb and ANI+WREN influenced the way you are building and scaling Odd Cookie?

Our previous businesses gave us complementary – and very practical educations in entrepreneurship.

Through Delica Kitchen, Devin learned that making great food is only one part of running a successful food business. Consistency, labour, sourcing, margins and operational discipline become increasingly important as you scale. This is Crumb, Devin’s digital recipe platform, reinforced the importance of content, storytelling and understanding how people actually cook, eat and connect with food in their everyday lives.

ANI+WREN gave Lauren deep experience in retail, customer service, brand-building and community. It also demonstrated how quickly consumer behaviour can change and how important it is to evolve while preserving what customers originally loved about a brand.

Together, those experiences have made us very realistic about what scaling requires. The fun part is building the brand. The hard part is building the infrastructure underneath it.

In just 18 months, we’ve grown from a two-person operation to a team of more than 10. We’ve had to build systems around production, forecasting, inventory, distribution, retail operations and people much faster than we anticipated.

We’re also comfortable identifying what we don’t know, bringing in people with expertise where we need it and adjusting quickly when the business gives us new information.

Odd Cookie photo
Odd Cookie photo

With the Sobeys expansion and Costco Roadshow, what are your growth priorities for Odd Cookie over the next 12 to 24 months?

The next phase is really about scaling thoughtfully and making the business stronger underneath the growth.

The Sobeys expansion and Costco Roadshow are exciting opportunities to continue proving that Odd Cookie can perform across different retail environments – from conventional grocery to specialty retail and club.

Our priorities are to drive velocity, earn reorders, build national awareness and continue improving the operational infrastructure behind the brand.

We’re currently focused on scaling and streamlining our operations so that we can support a much larger business while maintaining the quality and consistency of the product.

We’re also preparing to launch a new SKU, which we’re particularly excited about. We have plenty of ideas for where the brand can go, but we’re being disciplined about innovation and making sure new products have a clear consumer and retail opportunity.

And then there are a few new partnerships and collaborations in the works that we can’t quite talk about yet but we’re incredibly excited about what they could mean for the brand.

The goal for the next stage isn’t growth for growth’s sake. It’s about building the team, systems, production capabilities and partnerships that allow us to do something much bigger. The first year was about proof of concept. The next chapter is about building the brand around it.

More from Retail Insider:

Tim Hortons adds steak breakfast wrap and limited-time energy drinks

By
Mario Toneguzzi
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Tim Hortons photo
Tim Hortons photo

Tim Hortons is bringing steak back to its breakfast menu with a new Steak Farmer’s Wrap and introducing two limited-time energy beverages made with Monster Energy Zero Ultra at participating restaurants across Canada, excluding Quebec.

The quick-service restaurant chain said the new offerings expand its steak options across breakfast, lunch and dinner while adding beverages featuring the energy drink brand.

Steak returns to breakfast menu

The Steak Farmer’s Wrap combines seasoned, sliced steak with a freshly cracked egg, a crispy hash brown and chipotle sauce. The wrap is available for a limited time at participating restaurants.

Steak is also available in two existing menu formats for lunch and dinner: the Chipotle Steak Loaded Wrap and the Chipotle Steak Loaded Bowl. Both feature seasoned, sliced steak, rice and quinoa, shredded mozzarella and Monterey Jack cheeses, diced cucumber and tomato, and chipotle sauce.

The expanded menu makes steak available throughout the day, giving customers another protein option across the chain’s breakfast and later-day offerings.

“Steak and eggs are a classic breakfast duo, and now guests can get that same craveable combo in our famous Farmer’s Wrap, along with the addition of seasoned, sliced steak to our Chipotle Steak Loaded Wrap and Chipotle Steak Loaded Bowl,” said Matthew Feaver, head of innovation for Tim Hortons.

Matthew Feaver
Matthew Feaver
Tim Hortons photo
Tim Hortons photo

New energy beverages feature Monster Energy

Tim Hortons is also introducing two Energy Infusr beverages made with a full 355-millilitre can of Monster Energy Zero Ultra. Both drinks are available for a limited time at participating restaurants across Canada, excluding Quebec.

The Blue Energy Infusr features a blueberry raspberry flavour, while the Pink Energy Infusr Zero Sugar offers a raspberry mojito flavour.

The beverages add an energy drink-based option to the chain’s existing selection of hot and cold specialty drinks. The company said the new products include a zero-sugar option but did not disclose sales expectations or other commercial details associated with the launch.

“We’re excited to be serving Monster Energy Zero Ultra for our new Energy Infusr beverages for a limited time, with two invigorating flavours that taste great – including a zero-sugar option,” continued Feaver.

Tim Hortons cautions that the beverages have a high caffeine content and may not be suitable for everyone. Customers are directed to in-store information or the Tim Hortons app and website for further details.

Tim Hortons photo
Tim Hortons photo

Restaurant chain continues menu development

Tim Hortons opened its first restaurant in Hamilton, Ont., in 1964. The company operates in the quick-service restaurant sector and offers coffee, specialty beverages, baked goods, breakfast items, sandwiches, wraps and soups.

The company describes itself as Canada’s largest restaurant chain in the quick-service industry, with nearly 4,000 restaurants across the country. Its broader international network includes more than 6,000 restaurants in Canada, the United States and other markets.

The latest announcement adds limited-time food and beverage products to that menu, with the steak offerings spanning multiple dayparts and the Energy Infusr beverages introducing a new collaboration featuring Monster Energy Zero Ultra.

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When Every Brand Sounds the Same: The Challenge of Standing Out in the Age of AI

By
Retail Insider
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By Linda Farha

Retailers have spent years trying to find more efficient ways to reach customers. With artificial intelligence (AI) now making it possible to produce marketing content in seconds, that goal is easier to achieve than ever before.

Product descriptions, promotional emails, social media captions and advertising copy can all be generated, adapted and distributed at a pace that would have been difficult to imagine just a few years ago. For retailers managing thousands of products and communicating across multiple channels, the advantages are considerable.

But when every retailer has access to similar tools, how do brands avoid sounding exactly like their competitors? Consider how many retailers describe themselves as innovative, customer-focused or committed to delivering exceptional experiences. These claims were common long before AI entered the picture. Now, technology that draws on patterns across enormous volumes of existing content can make familiar language even more prevalent.

The result is a retail environment in which producing more content has become easier, while creating something genuinely distinctive may require greater effort.

The Efficiency Paradox

There is little question that AI offers meaningful advantages for retail marketers. A national retailer can use it to develop product descriptions across an extensive catalogue, adapt messaging for different customer segments or create multiple versions of a campaign for testing. Smaller businesses can access capabilities that previously required larger teams or external resources. These applications can save time and allow marketing professionals to concentrate on other priorities.

The difficulty arises when efficiency becomes the primary measure of success. A retailer may increase its content output substantially without improving how customers perceive the brand. More emails, social posts and advertisements can create additional opportunities for exposure, but that exposure is of limited value if the messaging fails to leave a recognizable impression.

AI-generated content often gravitates toward language that is broadly appealing and familiar. Without sufficient direction, it can produce polished communications that lack the details, perspectives and personality that distinguish one business from another. This shortcoming is particularly challenging in retail categories where competitors offer similar products, pricing or convenience.

When consumers have countless options, brand positioning becomes an important factor in their decisions. Retailers need to give customers reasons to recognize, remember and choose them. If their communications are interchangeable, they risk losing an opportunity to reinforce those reasons.

Finding What Competitors Cannot Easily Replicate

One of the most valuable exercises a retailer can undertake is identifying what it can credibly say about itself that competitors cannot. That distinction rarely comes from broad promises about quality, innovation or customer service. Most businesses can make those claims, and many do.

More meaningful differentiation often exists within the organization itself, whether it’s the history behind a family-owned retailer, the expertise of employees who have spent decades understanding a particular product category or the way a company has adapted its offerings to serve a specific community.

For other businesses, the distinction may come from an unconventional approach to merchandising, a particular philosophy about product selection or a customer experience that reflects a clearly defined set of values. A compelling brand story cannot simply be invented through clever copywriting. It needs to reflect something customers can recognize in the products, services and experiences being offered.

AI can help articulate that story, but the substance must come from the organization. The most effective messaging begins with an authentic understanding of what makes the business different.

The Growing Value of Human Stories

As more retail communications become automated, the people behind a business can provide a valuable source of original content. Their knowledge and experiences offer perspectives that cannot be drawn from generic marketing language alone.

Employees understand questions customers ask repeatedly, the challenges they encounter and the details that influence purchasing decisions. Buyers and merchandisers can explain why certain products are selected. Store managers can offer insight into local preferences, while founders and executives can share the experiences and decisions that have shaped the company. These perspectives contain information that generic AI-generated content cannot independently provide.

A home furnishings retailer, for example, might publish an article explaining the latest interior design trends. There is certainly value in that information, but similar content is readily available from countless sources. An interview with the retailer’s lead buyer about the materials, craftsmanship and design considerations influencing its latest collection offers something more specific. It introduces expertise, explains the thinking behind the merchandise and gives customers a clearer understanding of the brand.

The same principle applies across retail categories. A grocery chain could share the relationships behind its local sourcing program. An independent bookstore might highlight the personal recommendations of its staff, while a sporting goods retailer could draw on the practical knowledge of employees who use the products they sell.

These stories can help make a retailer’s communications more recognizable while providing information customers may genuinely find useful. They also create opportunities to build relationships that extend beyond individual transactions.

Of course, simply featuring an employee or founder does not automatically make content compelling. The value comes from the insight being shared and its relevance to the audience. Retailers should seek perspectives that reveal something meaningful about their business, instead of treating human stories as another content format to fill.

Using AI Without Losing Brand Personality

The answer to increasingly similar brand communications is not to abandon AI. Used thoughtfully, the technology can support the development of more effective and distinctive content. The challenge is establishing a clear direction before asking it to produce the final message. That begins with a well-defined brand strategy.

Retailers need to understand their positioning, the audiences they want to reach and the characteristics that should remain consistent across their communications. They also need to identify the language, tone and perspectives that reflect their identity. A luxury retailer, for instance, may communicate differently from a discount chain, even when both are promoting products within the same category. Their customers have different expectations, and the brands may compete on entirely different aspects of the shopping experience.

Providing AI tools with detailed brand guidelines, relevant customer insights and original source material can improve the usefulness of the content they generate. There is also a difference between using AI to develop a message and allowing it to determine what a brand should say.

For example, a retailer can use AI to adapt an original interview into several social media posts, summarize research or develop alternative headlines for a campaign. In each case, the technology is supporting material grounded in the company’s own knowledge and experience. That is a stronger foundation than asking a tool to produce generic content about why a business is different.

Retailers should also resist the temptation to publish everything they can generate. An effective communications strategy requires editorial judgment about which topics deserve attention, which messages are relevant and where the brand has something worthwhile to contribute.

Sometimes fewer, more carefully developed communications can create a stronger impression than a constant stream of similar content.

Distinctiveness Requires Consistency

A recognizable brand identity develops through repeated experiences and interactions. Customers encounter retailers through websites, social media, advertising, email, stores, customer service and, increasingly, AI-powered search and recommendation tools.

Each interaction contributes to their understanding of the business, making consistency especially important as retailers introduce more automation into their marketing operations.

If a brand presents itself as highly personalized but relies on impersonal communications, customers may notice the disconnect. If its advertising emphasizes expertise but its website offers only generic product information, an opportunity to demonstrate that expertise has been missed. The goal is to establish a recognizable identity that can be expressed appropriately across different channels and formats.

For larger retailers, this approach requires coordination between marketing, merchandising, customer experience and other departments. For smaller businesses, it may involve documenting the brand’s positioning and developing clearer guidelines for anyone creating content on its behalf. AI can help maintain consistency once those foundations are established, but it cannot replace the strategic decisions that define them.

The Opportunity Ahead

The increasing accessibility of AI is changing the economics of content production. Retailers can now create and distribute communications with fewer resources and greater speed. It’s a significant development, but it also changes the nature of competition.

When producing polished marketing content becomes relatively easy, the content itself is less likely to provide a lasting advantage. What matters more is the quality of the ideas, experiences and perspectives behind it.

For retailers, this presents an opportunity to reconsider how they communicate their value. Are they relying on the same language as their competitors? Are they making full use of the expertise within their organizations? Do their communications reflect the experiences customers actually have with the brand?

Perhaps most importantly, are they giving people a reason to remember them? That is ultimately the challenge retailers must address as AI becomes a more established part of their marketing operations.

Technology can help a brand reach more people, more often. Giving those people something meaningful to remember remains a matter of strategy, substance and a clear understanding of what makes the business worth choosing.

Linda Farha is Founder and President of Zenergy Communications and a communications and marketing executive with more than 30 years of experience helping Canadian organizations build brands, drive media visibility and support business growth. Zenergy’s A&D Link is a strategic marketing communications engagement platform designed to connect product innovation with real-world specification and adoption.

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Inside Dynamite 3.0: How Groupe Dynamite Is Reinventing Its Canadian Stores

By
Lee Rivett
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Dynamite store at Royalmount in Montreal. Photo: Charlie Marois, Berenice Golmann

At Royalmount in Montreal, Groupe Dynamite has given its established Dynamite fashion banner a new look. The store, spanning more than 8,000 square feet, combines contemporary interior design, curated merchandise and personal styling services in a setting influenced by premium fashion boutiques.

Opened in September 2024, the Royalmount location introduced the company’s new flagship direction, commonly known as Dynamite 3.0. The concept has since expanded to other Canadian shopping centres as the retailer works to strengthen Dynamite’s position in the competitive women’s fashion market.

The approach reflects Groupe Dynamite’s emphasis on improving the performance of its physical retail network. For Dynamite, the opportunity lies in making established locations more productive through merchandise presentation, customer service and store design.

A New Direction for Dynamite

Dynamite 3.0 brings elements of higher-end fashion retail into an accessible contemporary clothing business. At Royalmount, the concept features curated collections, exclusive merchandise capsules, on-site stylists and fitting rooms designed to accommodate personalized service.

The investment accompanies a shift in Dynamite’s merchandise positioning. When Royalmount opened, the company described an increased emphasis on trend-driven clothing and versatile wardrobes, moving beyond the traditional workwear assortment with which the brand had long been associated.

Personal styling is a tangible part of that strategy. Dynamite offers complimentary appointments covering outfit selection, wardrobe refreshes and gift shopping, with sessions generally lasting between 30 and 60 minutes and no minimum purchase required.

The service gives associates an opportunity to work more closely with customers while introducing merchandise across different categories. For a retailer seeking to build repeat business, that relationship can be valuable, provided the additional labour contributes to stronger sales.

Store design serves a similar commercial purpose. Merchandise presentation influences how products are perceived, while a cohesive environment can help reinforce the brand’s identity across locations.

These improvements carry costs. Larger stores, more elaborate interiors and additional services require investment, making the sales generated by upgraded locations central to evaluating their performance.

Dynamite 3.0 Expands Across Canadian Shopping Centres

Royalmount established the direction for the new concept, with Groupe Dynamite subsequently introducing upgraded locations elsewhere in Canada. The company opened an approximately 8,000-square-foot flagship at West Edmonton Mall, bringing curated collections and personalized styling services to the Western Canadian market.

The newer concept has also appeared at Promenades St-Bruno and CF Carrefour Laval in Quebec. The Carrefour Laval store reopened in its updated format by December 2025, extending the retailer’s investment in more sophisticated shopping environments.

The rollout fits Groupe Dynamite’s wider emphasis on strengthening its retail portfolio. The company has been concentrating investment in stronger shopping centres and improving selected locations as it seeks higher productivity across its network.

For an established retailer, renovating or relocating a store can offer a different growth opportunity from entering an unfamiliar market. Existing customer recognition provides a foundation, allowing the investment to concentrate on the shopping environment, merchandise presentation and use of selling space.

The approach also carries implications for shopping centre owners. Retailers investing in upgraded stores can strengthen a property’s fashion offering, particularly in centres competing to attract brands capable of generating sustained customer traffic.

The economics still depend on sales performance, occupancy costs and the return generated by the capital invested. An attractive store may improve a shopping centre’s presentation, but the retailer must generate enough additional business to justify the expenditure.

Dynamite at Royalmount in Montreal. Photo courtesy of Dynamite

The Business Case for Better Stores

Groupe Dynamite’s financial performance provides context for its investment in physical retail. The company has reported substantial growth while pursuing a strategy focused on stronger locations, merchandise management and store productivity.

During the second quarter of fiscal 2026, revenue reached $423.6 million, an increase of 29.8% from a year earlier. Comparable-store sales grew 10.3%, while retail sales productivity increased 28.9% to $1,056 per square foot.

Those figures cover Groupe Dynamite’s broader operations, including Garage and Dynamite. They do not establish the financial contribution of Dynamite 3.0 independently.

Sales per square foot indicates how effectively a retailer generates revenue from its space, but it does not account for the full cost of developing and operating a store. Larger locations can accommodate broader assortments and more elaborate merchandise displays, although they may also carry higher construction, staffing and occupancy expenses.

For Dynamite 3.0, the commercial opportunity is to improve conversion, encourage larger purchases and give customers more reasons to return. The company has not publicly established how much of its recent sales growth can be attributed to the updated format.

Groupe Dynamite’s broader merchandise strategy adds another consideration. The company has focused on improving inventory turnover and responding quickly to consumer demand, supporting its efforts to limit excess merchandise and maintain regular-price selling.

A more sophisticated store environment can complement that approach by improving how products are presented. Its financial value will depend on the results achieved at individual locations.

Dynamite store at Royalmount in Montreal. Photo: Dynamite

Two Brands, Different Growth Priorities

The investment in Dynamite’s Canadian stores comes as Groupe Dynamite continues expanding Garage internationally. The two banners are pursuing different opportunities within the company’s broader growth strategy.

Garage has become a major growth vehicle, particularly in the United States. During the second quarter, Groupe Dynamite opened seven Garage stores, including six in the U.S. and one in the United Kingdom.

Dynamite’s current transformation is more closely tied to its established Canadian business. Its upgraded stores are intended to strengthen the brand’s appeal in shopping centres where it already has considerable recognition.

Garage is extending its reach into new markets, while Dynamite is concentrating on the quality and performance of its existing retail presence. Both strategies depend on the company’s ability to maintain productive stores and respond effectively to customer demand.

Garage at Royalmount in Montreal. Image: Garage/Groupe Dynamite

Measuring the Return on Dynamite 3.0

Dynamite 3.0 represents a substantial investment in the customer experience, bringing more sophisticated interiors and personalized services to an established Canadian fashion brand. The concept gives Groupe Dynamite another way to compete for customers within the country’s major shopping centres.

The next measure of success will be financial. Higher conversion rates, stronger transactions and improved store profitability would provide evidence that the investment is delivering a return beyond a more attractive shopping environment.

For Canadian shopping centre owners, the rollout illustrates the value of retailers willing to reinvest in established locations. Those investments can strengthen a property’s fashion offering, although their long-term success depends on sustainable economics for both landlords and tenants.

Groupe Dynamite has demonstrated strong sales productivity across its broader business. The performance of Dynamite 3.0 will offer a more specific indication of whether its investment in a premium-inspired shopping experience can deliver comparable results for the Canadian banner.

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Alrifai  Real Estate planning modular apartments on Gateway Mall rooftop in Prince Albert

By
Mario Toneguzzi
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Alrifai Real Estate image
Alrifai Real Estate image

Months after purchasing the Gateway Mall in Prince Albert, Saskatchewan, Toronto-based Alrifai Real Estate has plans to build 500 modular apartments on top of the 429,000-square-foot shopping centre.

Louai Alrifai, founder and CEO of Alrifai Real Estate, told Retail Insider the pre-engineered modular residential village would integrate the rooftop superstructure over the mall structural footprint and underutilized surface parcels.

“Prince Albert faces an acute post-secondary student housing shortage driven by rapid regional enrollment growth across three key institutions: University of Saskatchewan (Prince Albert Campus), First Nations University of Canada (Northern Campus), and Saskatchewan Polytechnic (Prince Albert Campus). Northern and regional students currently face near zero dedicated campus adjacent housing. Gateway Mall connects housing directly with grocery, transit, dining, retail, and municipal services under one roof,” he said. 

“Modules are pre engineered and fabricated off site in controlled Canadian manufacturing facilities, then assembled rapidly via crane. This cuts standard construction timelines by half and creates zero disruption to ground floor retail tenants or customer operations.”

Alrifai Real Estate image
Alrifai Real Estate image

Alrifai said the target is to start in the Spring of 2027 with completion for the Fall of next year to accommodate the beginning of the school season.

“The development aligns directly with the City of Prince Albert Downtown Revitalization Incentive Framework, qualifying for a 10 year municipal tax abatement and expedited approvals,” he said.

Privately held company

Alrifai Real Estates is completely privately held, backed by over $120 million of his own personal private equity deployed directly across the portfolio.

“Unlike publicly traded REITs tied to quarterly committee panic and heavy syndicated debt, our private balance sheet allows us to execute with total agility, deploying millions into major capital improvements on day one without outside lender paralysis,” explained Alrifai.

“We are intentionally doubling down on dominant, essential needs regional retail centres with captive community foot traffic. We are actively avoiding commodity office towers, where work from home structural headwinds continue to prevent institutional recovery.”

Alrifai said there’s an active $1.8 million complete roof rehabilitation and heating plant overhaul currently underway on site. The Brick extended its lease through 2031, Dollarama expanded and renewed, Urban Planet is thriving, and the Saskatchewan Provincial Government is occupying key regional offices.

“We’re also finalizing terms on a 3,576-square-foot Virtual Reality Arena, creating destination family entertainment that e-commerce cannot replicate.”

Single level neighbourhood grids

Alrifai said the rooftop community planned for Gateway would be arranged in single level neighbourhood grids with illuminated pedestrian boardwalks and courtyards.

“What we are advancing at Gateway Mall is the exact high density mixed use model currently being executed by Canada’s largest institutional Landlords,” he said, noting how RioCan, Cadillac Fairview, Oxford Properties and QuadReal have embarked on density projects for their retail sites.

“While institutional REITs typically require five to seven years of disruptive, heavy poured concrete construction, we are taking that proven Canadian mixed use model and modernizing it with precision pre engineered modular construction.

“By utilizing off site volumetric modular fabrication, the structural load is engineered to distribute across our existing 429,000 square foot building grid.

“Modules are fabricated in a controlled Canadian plant and assembled rapidly via crane with virtually zero disruption to our ground floor retail concourses below. It cuts the delivery schedule in half and delivers 500 desperately needed student beds to Prince Albert years faster than traditional builds.”

Alrifai Real Estate image
Alrifai Real Estate image

In early October, the company announced that Louai Alrifai had surpassed $120 million in portfolio value. The portfolio spans more than 800,000 square feet of gross leasable area and over 100 commercial acres across Ontario and Saskatchewan.

Established in 2008 and headquartered in Toronto, the firm has grown into one of Canada’s most active private buyers of distressed and undervalued commercial assets. Its holdings include regional enclosed shopping centres, medical and urban core commercial buildings, and strategic industrial land along the Highway 401 corridor.

“We buy what institutions walk away from,” he said. “Power of sale, court ordered, complex files. We close unconditionally, reposition the asset, and hold it. No partners, no funds, no outside capital. Every acquisition is made with our own money, and every dollar of equity stays in the portfolio.”

Strategy is contrarian and disciplined

The firm’s most prominent recent acquisition was Gateway Mall, marking the firm’s expansion into Western Canada.

Since its founding, Alrifai Real Estates has completed more than 20 commercial acquisitions. The firm’s strategy is contrarian and disciplined: buy below replacement cost in situations that demand certainty and speed, close without financing conditions, and create equity on the day of closing rather than waiting for the market, he said.

“Sole ownership is the edge,” Alrifai added. “When one person can commit, close, and carry an asset, you win the files that take too long for committees.”

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New Walmart Supercentre coming to Calgary’s Southcentre Mall

By
Mario Toneguzzi
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Walmart Canada photo
Walmart Canada photo

Walmart Canada says it will become an anchor tenant at Southcentre Mall, with a new Walmart Supercentre expected to open in 2028.

The Calgary Southcentre Walmart Supercentre will open in the former Hudson’s Bay space in the mall, relocating Walmart Canada’s existing Supercentre at 9650 Macleod Trail SE, said the retailer.

Walmart said the new, two-level store at the intersection of Macleod Trail and Anderson Road will be approximately 165,000 square feet, providing the mall’s shoppers and residents in the surrounding area with convenient access to:

  • A full grocery assortment of fresh produce, chicken, beef, pork and seafood, deli foods, baked goods, dairy products, frozen foods and dry grocery items
  • Walmart’s full general merchandise assortment, including fashion, home goods, electronics, health and wellness, seasonal items and more
  • A Walmart Pharmacy
  • A Walmart Vision Centre
  • Convenient pickup and delivery from store

“Our relocation to Southcentre Mall marks important progress in how we’re evolving to better serve our customers in Calgary,” said Shawn Fujiki, Senior Director, Real Estate, Walmart Canada. “This new Supercentre will help bring even more convenient access to our customers in South Calgary, welcoming them to our one-stop-shop within the Southcentre Mall.”

Southcentre Mall is owned and operated by Oxford Properties, which manages over seven million square feet of retail space in Canada, including some of North America’s leading shopping centres.

Shawn Fujiki
Shawn Fujiki
Tori Nixon
Tori Nixon

“We’re thrilled to be welcoming a global retailer of Walmart’s stature to Southcentre and look forward to continuing to build on the momentum at South Calgary’s premier shopping destination,” said Tori Nixon, VP Retail Leasing, at Oxford Properties. “Oxford has a multi-decade-long track record of successfully reimagining retail spaces and evolving our shopping centres to meet changing customer needs and expectations. Walmart’s arrival at Southcentre reflects our proven ability to adapt and evolve our centres in response to changing market dynamics, transforming space into compelling new opportunities that strengthen the retailer mix, enhance the customer experience and reinforce the long-term success of the property.”

In 2025, the retailer announced a $6.5 billion investment over the next five years to expand its store and supply chain footprint across the country. The Calgary Southcentre Walmart Supercentre marks the fourth new Supercentre planned for Alberta as part of this investment, so far.

The Fort McMurray Walmart Supercentre will open on October 22, 2026 and two new Supercentres, in Edmonton and Tsuut’ina Nation, are expected to open in 2027.

It operates 59 stores in Alberta and employs over 15,000 people in the province. 

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Revenue Brand Uses ’80s Action TV Nostalgia to Reimagine Fashion Marketing (Video)

By
Mario Toneguzzi
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Revenue photo
Revenue photo

What if a fashion campaign felt more like something you actually wanted to watch?

For F/W27 (Fall/Winter 2026/2027), Toronto streetwear brand Revenue traded the traditional campaign shoot for characters, action, humour and a healthy dose of ’80s nostalgia.

Inspired by the era of larger-than-life action television, the campaign turns Revenue’s Uniform of the Relentless into its own cinematic world with the clothes embedded in the story rather than simply placed in front of the camera.

It’s part fashion campaign, part entertainment and a reminder that brand content can still be fun.

Kyle Hosick, Founder of Revenue, ran an advertising agency for about 25 years, and years ago he was creating a T-shirt to give to his clients as swag.

Kyle Hosick
Kyle Hosick

“I thought, “What could I put on the front of this that will be creative and symbolize what we do for them?” And I landed on Revenue because every client we have hires us for that reason — revenue,” he said.

“So I made 25 T-shirts. I didn’t even have a chance to give one of them to someone. I wore one, and somebody stopped me on the street and said, “Where did you get that?”

“And that was the moment that basically crystallized in my brain: “I’m starting a brand called Revenue, and it’s going to be clothing for entrepreneurs and people in business.”

The concept does not have a retail storefront but it is available in several retailers in the Greater Toronto Area. Hosick said the brand is considered “advanced contemporary”, and its main demographic is 35 to 65 years old with an even split between men and women. When he first started, he thought it would skew male, but the women love the latest stuff.

“In business, whether you’re an entrepreneur, creator, or in sales, revenue is king. The harder you work and the more effort you put into building something meaningful, revenue becomes the clearest signal of progress,” said Hosick. “High achievers expect quality out of themselves. They’re driven to produce quality work. Revenue follows the same principle. Nothing overly flashy. Nothing gaudy. Just refined pieces that feel right and live up to expectations.”

The first part of this year was developing the fall and winter collection.

Looking into the future, he’s hoping a connection with Canada’s biggest wholesaler will give the brand a big boost and with fingers crossed Hosick has his eyes set on being on the racks at Harry Rosen and Simons sometime next year.

The recent marketing campaign was  inspired by an era of 1980s larger-than-life action television.

“I’m 50 years old — that our demographic is more people my age,” he said.

“Even though we didn’t set out that way, I wanted 20-year-olds when I started this, so it would go viral in classrooms. But now that we’ve landed on the fact that a 50-year-old is probably our ideal customer, I thought to myself, “What marketing has worked the best on me in my life?

Revenue photo
Revenue photo
Revenue photo
Revenue photo

“I did some soul-searching, and the answer was clear. It was toy commercials when I was a kid, sitting on the carpet watching Saturday morning cartoons. Every commercial made you want that toy. I’m sure you can remember every toy commercial. You can probably hear the music. You can hear that deep baritone voice-over of the guy saying, “Brand new from Revenue Brand.

“And it was like G.I. Joe, so I said, “Let’s make one of those.” Because I’m in the marketing space in my other life, I crossed every T and dotted every I in the production of this.

“We made action figures of myself and the creative director, and I hired kids to play with the toys on camera. We got that voice-over done, and we had the script written to sound like a 1985 G.I. Joe commercial.

“Then the creative director and I came to life in the commercial for the second half, where we acted like action figures. I bought a remote-control Jeep that looks like my creative director’s Jeep, and we shot some of the scenes with the figures in the Jeep.

“But then we were riding in the Jeep, and we had our arms up like action figures that couldn’t bend their arms. We just wanted to — we did it over two days, and we had a lot of fun with it. It’s been one of our most successful Instagram Reels to date.”

Hosick said he didn’t come from the fashion industry so he wasn’t afraid of all the red flags that people who are in the business would say should stop them from starting their own clothing brand.

“Because they know what can go wrong. I just didn’t know anything could go wrong, and it’s worked to our advantage because we’ve just had unbridled creativity and a fearless approach to this.”

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Walmart Canada brings back holiday collection with Tori Wesszer

By
Mario Toneguzzi
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Fraiche x Walmart Canada
Fraiche x Walmart Canada

Walmart Canada is bringing back its holiday home collection with lifestyle influencer and cookbook author Tori Wesszer, introducing new seasonal decor and entertaining products alongside returning items, with prices starting at $3.98.

The 2026 Fraiche collection is available in select Walmart Canada stores, with online sales scheduled to begin Oct. 28. The launch marks the third collection developed through the retailer’s collaboration with Wesszer, following the success of the previous two assortments, according to the company.

New products and returning favourites

The latest collection includes dinnerware, home decor, gifts and other seasonal products, with a colour palette featuring forest green, navy and gold. Returning items include a 7.5-foot LED Christmas tree, while new additions include woodland and jewel ornaments, gold pedestal bowls and stuffed teddy bears.

The assortment is designed around traditional holiday themes and includes both new products and reworked versions of items from earlier collections. Walmart said the products are being offered at its everyday low prices, with the aim of providing seasonal decorating and entertaining options at a range of price points.

“We’re thrilled to collaborate with Tori Wesszer, once again, on an exciting and cozy holiday collection, that will allow Canadians to celebrate the festive season in style, without stretching their budget. From a trend-forward colour palette to timeless details, this year’s assortment blends elevated new additions with reimagined favourites, all available at Walmart’s everyday low prices” said Krista Thomas, vice president, general merchandise, Walmart Canada.

Krista Thomas
Krista Thomas
Walmart Canada store. Photo: Getty Images

Wesszer, who is based in British Columbia’s Okanagan Valley, is a registered dietitian, food and lifestyle blogger, technology start-up founder and cookbook co-author. Her work includes the Fraîche Living blog, the Fraîche Table meal-planning service and cookbooks co-authored with Jillian Harris.

The collaboration brings together Walmart’s retail distribution network and Wesszer’s food, lifestyle and home decor content. The company has not disclosed sales figures or other financial details for the previous collections.

“I’m ecstatic to have the chance to share my love for the holidays once again with my newest holiday collection at Walmart Canada, ahead of the festive season!” said Wesszer. “We were able to capture the warmth and spirit of the holidays while weaving in my love for traditional and cozy designs and elements. Being able to collaborate with Walmart Canada again brings me so much joy, and I cannot wait to see how Canadians will style their own homes.”

Tori Wesszer
Tori Wesszer

Retail distribution and online availability

The Fraiche collection will be sold exclusively through select Walmart Canada stores and the retailer’s e-commerce platform, Walmart.ca. The online launch is scheduled for Oct. 28, extending availability beyond the stores carrying the assortment.

Walmart Canada operates more than 400 stores nationwide and serves 1.5 million customers daily, according to the company. Its online store also receives more than 1.5 million customer visits each day.

The retailer employs more than 100,000 associates across Canada. It also reported that it has raised and donated more than $940 million to Canadian charities since 1994.

Wesszer’s broader business activities include Fraîche Table, a meal-planning service, and Fraîche Living, which features recipes, meal plans and lifestyle and home decor content. She has also co-authored the cookbooks Fraiche and Simple, Fraiche Food, Full Hearts and Fraiche Food, Fuller Hearts with Harris.

The 2026 collection continues the partnership’s focus on seasonal home products, with the retailer offering the assortment through its existing store network and online channel ahead of the holiday season.

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TD Insurance Brings Small Business Advice to Toronto Entrepreneurs Through Elevator Pitch Event

By
Mario Toneguzzi
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TD image
TD image

Business owners are constantly asked to pitch their ideas, their growth plans and the value of what they’re building. TD Insurance and Small Business Banking are flipping that familiar dynamic by bringing the pitch directly to them.

From October 21–23, The TD Insurance Elevator Pitch for Business will take over the Horseshoe at the STACKT Market in Toronto, flipping the traditional elevator pitch on its head.

The initiative offers business owners one-on-one conversations with personalized advice on how to protect and support their businesses, along with a few complimentary perks.

Tang Trang, Vice President, Small Business Insurance, TD Insurance said Small Business Month provides an ideal opportunity to celebrate the ambition, resilience and day-to-day realities of entrepreneurs. 

“The TD Insurance Elevator Pitch brings that spirit to life through an engaging activation that takes a familiar business concept and turns it onits head. More than a creative experience, it creates meaningful opportunities to connect with small business owners across the GTA and introduce the ways TD Insurance and TD Small Business Banking can support them as their businesses evolve,” he said. 

Tang Trang
Tang Trang

“There’s also a strong connection between this activation and STACKT Market. As a hub for entrepreneurs, local businesses and innovative ideas, it reflects the same spirit we’re looking to celebrate. Small business owners juggle countless priorities every day, and insurance isn’t always top of mind. By reversing the traditional elevator pitch format, we’re meeting entrepreneurs where they are and providing practical insights into how TD Insurance and TD Small Business Banking can help support both their current needs and future growth ambitions.”

Most common insurance and risk-management challenges

Trang said small business owners today are navigating a rapidly changing environment. While traditional concerns like property loss, theft and liability remain important, many entrepreneurs are also thinking about newer challenges such as supply chain disruptions and unexpected interruptions that can impact day-to-day operations.

“At the same time, business needs can change quickly as companies grow. Our recent TD Insurance research found that nearly one in four (23%) Canadian small business owners do not currently have business insurance, highlighting an opportunity for greater awareness and education. As entrepreneurs evolve their businesses, personalized insurance solutions can help ensure they’re protected at every stage of their journey.”

Personalized advice during one-on-one consultations

Every business is unique, and so are its insurance needs. Through one-on-one conversations with licensed TD Insurance Advisors, entrepreneurs can discuss their specific circumstances, ask questions and explore coverage options relevant to their operations, added Trang.

“They also have the opportunity to connect separately with TD Small Business Banking specialists to discuss banking solutions that support their business goals,” he said.

“Key considerations include industry, location, business operations and potential risks, such as liability, property damage or business interruption. The goal is to make these conversations more approachable and help business owners make informed decisions about protecting what matters most.”

TD image
TD image

Broader strategy supporting small business

Trang said TD Insurance recognizes that entrepreneurs are constantly balancing competing priorities, from managing everyday operations to planning for growth and preparing for the unexpected.

“Insurance and banking play distinct but complementary roles in building financial resilience. While insurance can help protect against covered risks and unexpected losses, banking solutions can provide personalized advice and day-to-day support for financial needs and business goals. The TD Insurance Elevator Pitch initiative creates an approachable space for entrepreneurs to explore both,” he said.

The recent TD Insurance survey shows that three-quarters (75%) of Canadian small business owners feel they have taken the right steps to strengthen or protect their business over the past year, noted Trang.

“These findings reinforce the importance of meeting entrepreneurs where they are, with accessible advice and solutions that reflect their unique needs. Initiatives like the TD Insurance Elevator Pitch for Business help bring this approach to life by making it easier for business owners to connect with experts and explore the support available to them,” he said.

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