Shop Canadian signage at a store. Photo: Craig Patterson
A new Ignite Digital SMB survey is raising questions about the strength of Canada’s “Buy Canadian” movement, suggesting that economic pressures may be reshaping consumer behaviour in ways that disadvantage domestic businesses.
The findings come at a time when Canadian small and medium-sized businesses are navigating a complex environment shaped by tariffs, inflation, and shifting consumer priorities. While public sentiment has leaned toward supporting local businesses, the data suggests that price sensitivity may ultimately be driving purchasing decisions.
Perception Gap Between Public Support and Actual Spending
The Ignite Digital SMB survey reveals that a significant majority of Canadian small business owners believe there is a disconnect between what consumers say and how they actually shop. Nationally, 79.4% of respondents indicated that Canadians may be “Faketriotic,” publicly supporting domestic businesses while privately choosing American alternatives to save money.
This perception is not limited to one region. Business owners across multiple provinces reported similar concerns, with particularly high levels in Newfoundland and Labrador, Quebec, and Ontario. Ontario, in particular, was identified by 60.8% of respondents as the most “Faketriotic” province, highlighting a perceived concentration of this behaviour in Canada’s largest market.
The financial implications are also notable. A combined majority of respondents said this behaviour is costing their businesses either “a little,” “a lot,” or “too much,” indicating that the issue is more than anecdotal.
Rising Costs and Structural Pressures Intensify Challenges
Beyond consumer behaviour, the SMB survey underscores the broader economic pressures facing Canadian small businesses. Rising costs remain the dominant concern, cited by 63.67% of respondents, followed by cash flow challenges and tariffs linked to U.S. trade actions.
Other operational pressures continue to mount. Business owners identified taxes and compliance, declining customer demand, and staffing challenges as persistent issues. Late payments and difficult client relationships were also cited as key pain points, reflecting ongoing strain on liquidity and operations.
Additionally, efforts to shift away from U.S. suppliers are proving costly. More than 60% of respondents said sourcing non-U.S. alternatives has had a significant or somewhat significant financial impact, adding another layer of complexity to already tight margins.
Fragility of SMB Survival Comes Into Focus
The survey also highlights the precarious financial position of many Canadian SMBs. When asked how long they could survive a 25% drop in business, nearly one-third of respondents said three to five months, while a smaller but concerning portion indicated less than one month.
Confidence levels appear equally strained. A combined 73.17% of respondents expressed uncertainty or pessimism about their ability to sustain their business long enough to eventually sell or retire.
This lack of confidence extends to personal reflections as well. Nearly half of respondents admitted to some level of regret about starting or purchasing their business, pointing to the emotional and financial toll of operating in the current environment.
Buy Canadian Movement Faces Economic Reality
The findings suggest that while the Buy Canadian movement has gained visibility, it may be encountering limits when faced with real economic trade-offs. Consumers, increasingly pressured by rising living costs, appear to be prioritizing price over origin in many cases.
For Canadian retailers and small businesses, this creates a challenging dynamic. On one hand, national sentiment offers an opportunity to build loyalty and brand identity. On the other, competitive pricing and operational efficiency remain critical to survival.
As Matthew Goulart, Founder of Ignite Digital, noted in the release, “We need to be brutally honest about the extreme and unforeseen challenges that Canadian SMBs are struggling through in 2026 and find real ways to support them before it’s too late.”
Amazon has launched the fifth year of the Your Voice is Power computer science education initiative, with the goal of engaging more than 35,000 Canadian students this year.
The innovative program blends computer science and social justice education pledges to engage 35,000 Canadian middle and high school students.
Your Voice is Power, a national educational program and remix competition that teaches computer science and coding skills to middle and high school students using music from Indigenous artists, recently launched its 2026 edition with a special event in Winnipeg, featuring 2026 JUNO Award-nominated Indigenous Hip Hop duo Snotty Nose Rez Kids.
Snotty Nose Rez Kids
Amazon said Your Voice is Power gives students from all backgrounds the opportunity to build digital skills at an early stage of their education, preparing them for future studies and in-demand career paths. The World Economic Forum ranks software and application developers third on its list of the largest-growing jobs by 2030, and reports that technological knowledge is projected to grow in importance more rapidly than any other skill in the next five years.
After reaching more than 30,000 students in 2025, Your Voice is Power plans to engage more than 35,000 in 2026. The program lesson plan features eight modules that teach the basics of coding while engaging students in discussions on the First Nations, Inuit, and Métis experience in Canada, including topics like Residential Schools, the Sixties Scoop, and the Truth and Reconciliation Commission’s 94 Calls to Action. Students can remix music from Indigenous artists such as Aysanabee, Sebastian Gaskin, Jayli Wolf, Dakota Bear, and Samian using EarSketch, a free online code editor available in English, French, Ojibwe, and Inuktitut, it said.
Your Voice is Power is a flagship initiative of Amazon Future Engineer Canada, a computer science and STEM education program that seeks to afford all young people the opportunity to realize their potential, in partnership with Amazon Music and education charity TakingITGlobal.
“Your Voice is Power makes it possible for more diverse voices to resonate in a field that is helping shape Canada’s future, but doesn’t currently reflect our society. The program helps young people engage with technology in a way that puts their stories at the forefront and empowers them to apply new skills to share their own unique perspectives on the Indigenous experience,” said Anishinaabe educator Christine M’lot, who led curriculum development on behalf of TakingITGlobal.
“Amazon is committed to making a positive impact on local communities, with a strong legacy of preparing young people for in-demand future careers working alongside partners like TakingITGlobal. Your Voice is Power has inspired thousands of students at a pivotal time in their education, and we’re excited to reach even more Canadians in 2026,” said Eva Lorenz, Country Manager at Amazon Canada.
Amazon photo
According to June 2024 research from The Dais, Indigenous Peoples are 70% less likely than others in Canada to work in tech. Only 1.4 per cent of employed Indigenous Peoples are currently working in tech occupations, compared to 4.8 percent of non-Indigenous workers. The research also found that the most common field of study for tech workers is Computer and Information Sciences and Support Services, along with Engineering. These fields of study alone produce more than half of all tech workers in Canada.
“Amazon Music has a long history of championing Indigenous artists, from dedicated playlists to initiatives like the Indigenous Song Camp. Your Voice is Power takes that commitment further by connecting students with the music and stories that matter, and we’re proud to be part of this program for a fifth consecutive year,” said John Murphy, Head of Amazon Music & Podcasts, Canada.
Amazon photo
The Your Voice is Power curriculum is available at no cost to teachers and students in grades 7 through 12. The curriculum was built by TakingITGlobal with extensive year-long collaborations with the Cloud Innovation Centre at the University of British Columbia (UBC) that involved hundreds of hours of consultation and review. The UBC CIC, which is a private/public collaboration between Amazon Web Services (AWS) and UBC, facilitated connections to Indigenous experts, students and alumni as well as to UBC faculty, said Amazon.
All participants are encouraged to submit their remixes to a competition in which two winners – one Indigenous, one identifying as an ally – will receive $5,000 (CAD) scholarships. The deadline to submit entries to the 2026 student competition is June 30 and the winners will be selected in the summer.
Amazon Music subscribers across Canada are able to stream an exclusive Your Voice is Power playlist, spotlighting Indigenous artists including Twin Flames, Jayli Wolf, Dakota Bear, Samian, Snotty Nose Rez Kids, Ribbon Skirt, and many others featured in the program. This playlist features music celebrating themes of perseverance and determination, showcasing foundational moments in music spanning 30+ years of music making.
TradeBeyondrecently released its latest Retail Sourcing Report, a research brief that tracks global sourcing indicators including manufacturing activity, freight rates, commodity pricing, currency trends, and regional production outlooks!
The newest edition highlights a major shift in global trade dynamics. Rather than a single global sourcing model, companies are navigating a fragmented landscape where regional supply networks, nearshoring, and supplier diversification are becoming the norm.
Key findings from the report include:
Global economic growth is expected to remain modest at roughly 3.3% in 2026, with emerging Asian markets such as India and Vietnam continuing to drive manufacturing growth
Container freight rates are projected to decline as vessel capacity expands, though geopolitical disruptions could still trigger volatility
Retailers are increasingly shifting from linear global supply chains toward regional supply webs, including nearshoring initiatives in Mexico and diversification across Southeast Asia
Escalating tariffs and trade barriers are accelerating supply chain restructuring and strategic sourcing realignment
“TradeBeyond’s most recent Retail Sourcing Report, Q1 2026 Insights and Indicators, shows that retailers are no longer optimizing for lowest cost alone, but that they are actively designing for resilience,” she said.
“This year, sourcing decisions are increasingly scenario-based. Retailers are modeling multiple “what-if” outcomes like shifting tariffs, trade restrictions, and regulatory divergence across regions. The main question has changed from “where is cheapest?” to “where can we sustain supply under changing conditions?”
“This is where TradeBeyond is seeing a major shift with organizations that centralize costing, supplier data, and trade inputs that can simulate these scenarios in real-time. The ability to understand true landed cost (and adjust sourcing strategies proactively) is becoming a competitive differentiator across industries. Ultimately, flexibility, visibility, and speed of decision making are now just as crucial as cost.”
Brackett said the shift toward regional sourcing is really about control and speed.
“The most recent Retail Sourcing Report highlights a clear rebalancing toward regionalization, driven by the need for greater control and responsiveness. Global supply chains were designed for efficiency, but they can be slow to adapt when disruptions occur. Over the past few years, retailers have experienced everything from port congestion to sudden policy changes, and those events exposed how difficult it can
be to pivot when production is concentrated far from the end market,” she explained.
“Retailers are now prioritizing proximity to demand, bringing production closer to key markets to reduce lead times and improve agility.
TradeBeyond photo
Regional sourcing networks offer a way to reduce that friction by enabling faster replenishment, better alignment with consumer demand, and reduced exposure to long-haul logistics risks. However, this isn’t a wholesale shift away from global sourcing, but it is the beginning of the rise of hybrid models.
“At TradeBeyond, we’re seeing retailers build diversified supply bases that combine global scale with regional agility. The challenge is managing that complexity, which is why having a single, connected platform to coordinate suppliers, orders, and compliance across regions is so critical.”
Brackett said nearshoring and multi-hub sourcing are direct responses to volatility, much of it outlined in the Q1 Retail Sourcing Report.
“Rather than concentrating production in a single geography, retailers are distributing it across multiple regions to reduce risk. Multi-hub models create built-in redundancy so if disruption hits one region, production can shift without significant delays,” she noted.
“Nearshoring, in particular, is gaining traction because it addresses several challenges at once by delivering both speed and risk mitigation. It reduces transit times, lowers exposure to global shipping disruptions, and can simplify compliance with regional trade agreements.
TradeBeyond photo
“However, these models introduce operational complexity. Retailers now need to manage more suppliers, more regions, and more variables simultaneously. That’s where TradeBeyond plays a key role, helping brands orchestrate multi-hub strategies by centralizing supplier management, streamlining onboarding, and ensuring consistent compliance and quality across every region.”
As sourcing strategies become more distributed and dynamic, visibility becomes foundational. Many retailers are still operating with fragmented systems, where supplier data, product information, and order details live in separate places, added Brackett.
“That makes it difficult to get a clear, real-time view of what’s happening across the supply chain, especially beyond tier-one suppliers.”
Blitz Franchise, a franchise development firm known for scaling brands across the country, is partnering with Crêpe Delicious, one of Canada’s favourite crêpe and café brands.
Under the partnership, Blitz Franchise said it will ensure franchise recruitment and development strategy to meet Crêpe Delicious’s mission to elevate everyday dining by bringing fresh, customizable, and globally inspired crêpes to communities around the world in a vibrant, fast-casual setting.
Since 2004, Crêpe Delicious said it has grown into one of Canada’s most distinctive quick-service café concepts. The brand has always stood apart by offering a menu spanning morning coffee, grab-and-go options and a full range of sweet and savory crêpes. Crêpe Delicious operates on a model built to generate revenue from open to close.
With over 60 locations in Canada and other countries, Crêpe Delicious is now ready to start its new phase of growth and has selected Blitz Franchise as its development partner. Known for their proven expertise in connecting the right investors with the right brands across Canada, this partnership is perfectly aligned with Crêpe Delicious’s ambition to expand their brand into new markets, it said.
Jeremy Bessette
“Crêpe Delicious is exactly the kind of brand we love to work with. Over the years, the brand has built a strong and special concept that has given them a very loyal customer base. We are confident that Crêpe Delicious will experience phenomenal growth across the country. We are thrilled to be helping them in this next phase of growth and feel privileged that they chose to collaborate with us for this big step,” said Jeremy Bessette, CEO of Blitz Franchise.
Crêpe Delicious said it is actively recruiting franchise partners across Canada. Franchisees benefit from strong support and a comprehensive training program which represents a good opportunity for first-time operators. With a business model designed to incorporate multiple revenue streams including non-traditional satellites and catering programs, Crêpe Delicious offers a proven operational structure within the rapidly expanding quick-service marketplace.
“What differentiates Blitz is how they position Crêpe Delicious to prospective franchisees. They present the opportunity with clarity and realism, set proper expectations, and ensure candidates understand both the upside and the operational commitment required. This approach leads to stronger alignment and better long-term outcomes,” said Elik Farin, COO of Crêpe Delicious.
Blitz Franchise is a firm specializing in franchise network development and investor support for those looking to acquire a franchise. Since January 2024, Blitz Franchise has worked with more than 30 brands across multiple sectors and has completed more than 300 franchise sales across Canada. The firm maintains offices in Quebec, Ontario, and Calgary.
Australian haircare brand TYPEBEA has entered the Canadian market through an exclusive national partnership with Sephora Canada, with its product range available online and in stores nationwide as of March 27.
The launch represents the company’s latest international expansion milestone following its debut in Australia in April 2024 and subsequent rollout to 20 countries, including the United Kingdom and the United States, it said.
Co-founded by beauty entrepreneur Anna Lahey and recording artist Rita Ora, the brand’s Canadian entry centres on scalp-focused products positioned to address common hair concerns.
“TYPEBEA was created to deliver real results without compromising on ease or experience,” said Anna Lahey, Co-Founder of TYPEBEA. “Partnering with Sephora Canada allows us to bring our performance-led approach to a new audience who are actively seeking solutions to reverse damage and target the scalp for fuller, thicker, stronger and healthier hair.”
Anna Lahey
Ora said her personal experiences with hair styling influenced the development of the brand’s product lineup.
“As someone who’s put their hair through years of colour, heat and styling, I know how important it is to have products you can trust,” said Ora. “TYPEBEA is about supporting your hair at every stage, through colour changes, heat styling and extensions, so it looks and feels its strongest.”
Rita Ora Instagram
The Canadian assortment is organized into three product groupings: the Growth Range, Repair Range and Styling Range. The Growth Range includes a four-step system aimed at promoting hair thickness, length and strength using BaicapilTM, led by the G•1 Overnight Boosting Peptide scalp serum. The product is described as a lightweight leave-on treatment providing a three-month supply per 100-millilitre bottle, priced at $75, explained the company.
The Repair Range features the company’s RDS Bond Technology, which incorporates hydrolysed keratin from New Zealand sheep’s wool along with antioxidant and fruit blends. Products in the lineup include the R•4 Intense Repair Leave-In Treatment, R•1 Pre-wash Damage Repair Mask, R•2 Damage Repair Shampoo and R•3 Damage Repair Conditioner, it said.
Founder Anna Lahey (CNW Group/Typebea)
The Styling Range includes multi-purpose products such as the S•1 Ultimate Styling Serum and S•2 Sea Salt Texture Mist.
TYPEBEA products in Canada start at $37 CAD and are available exclusively through Sephora Canada’s retail network and e-commerce platform.
Today’s Retail Insider articles, listed below, cover key leadership transitions, store expansion strategies, and changing consumer shopping behaviours ahead of Easter. London Drugs announces a major president retirement and succession plan, highlighting continuity in digital innovation. Meanwhile, Costco accelerates its Business Centres expansion nationwide to serve commercial clients better. Rising food prices are driving Canadian shoppers to adjust traditional Easter meal choices, emphasizing affordability. These stories and others underline how leadership changes and economic pressures are shaping retail strategies in 2026. Following these, Canadian Retail News From Around the Web offers further relevant updates.
A woman shops in a Canadian grocery store for Easter dinner. Image: RI/Google
Easter has long been one of the last holidays where tradition still dictated what landed on the dinner table. Lamb for many. Ham for most. Turkey, occasionally. But in 2026, something has shifted—and not subtly. This year, the Easter menu is being decided less by culture and more by cost.
A simple look at retail pricing tells the story. Looking at the data from Flipp, turkey remains aggressively priced at under $2 per pound, unchanged from last year. Ham, the traditional anchor for most Canadian households, is slightly cheaper than in 2025, hovering between $1.99 and $3.99 per pound. And then there is lamb—now firmly in premium territory, often priced between $5.99 and $19.99 per pound, with some cuts climbing far higher. Compared to last year, lamb prices have risen again, widening the gap between it and other proteins.
This is no longer a normal spread. It is a structural divide.
Retailers are doing what they do best in times of consumer stress: they are leaning heavily on promotional proteins to drive traffic. Turkey, in particular, is functioning as a classic loss leader. It’s cheap, abundant, and highly visible in flyers. Ham, meanwhile, is being positioned as the compromise—still traditional, still accessible, and now more competitively priced than it was a year ago. Together, these two proteins are carrying the burden of affordability.
Chocolate tells a similar story, but for very different reasons. Easter confectionery prices appear noticeably higher than last year, with many products showing increases of 10% to 25% on a per-unit basis, and in some cases more when adjusted for weight. Large-format items—such as branded eggs and multi-packs—are now frequently priced between $6 and $16, compared to more common $4 to $13 ranges in 2025. At the same time, shrinkflation remains widespread, with smaller formats and lighter weights masking some of the inflation. The driver here is not retail strategy, but global commodity pressure. Cocoa prices have surged over the past year due to poor harvests in West Africa, tighter global supply, and speculative pressures, leaving retailers with little room to absorb costs. Unlike turkey or ham, chocolate is not being used as a loss leader this season—consumers are paying closer to the true cost of production.
Lamb, however, tells a very different story. Its pricing reflects deeper realities—import dependence, currency pressures, higher production costs abroad, and a lack of aggressive promotional support at retail. Unlike turkey or ham, lamb is not being used to bring customers into stores. It is being sold to those who can afford it.
What we are witnessing is the quiet emergence of a “K-shaped Easter.” On one side, households are trading down, opting for turkey or discounted ham to manage grocery bills that remain elevated despite easing inflation. On the other, a smaller segment continues to purchase lamb, absorbing the higher costs without changing behavior. The middle—once anchored by tradition—is eroding.
This matters more than it may seem. Food is one of the most resilient expressions of culture. When economic pressure begins to alter holiday meals, it signals a deeper shift in consumer reality. Canadians are not just becoming more price-sensitive; they are becoming more strategic. They are shopping more often, comparing more, and increasingly substituting—even on occasions that were once immune to such decisions.
Some will argue this is simply rational behavior in a high-cost environment. And they would be right. But it also underscores a broader point: affordability is no longer a background concern in Canada’s food system. It is now a defining force.
In 2026, Easter dinner is no longer just a meal. It is a reflection of economic conditions, supply chain realities, and retail strategy. The widening gap between turkey, ham, lamb—and now even chocolate—is not just about price; it is about access.
And for many Canadians this year, tradition will take a back seat to value.
Luxury retail is often discussed in terms of product, brand equity, and real estate. Yet behind every successful maison, flagship, or global expansion is something less visible but equally decisive: leadership.
Leading in luxury demands clarity of vision, talent development, cultural intelligence, and the discipline to build teams that embody the brand at every touchpoint. Douglas Mandel, former VP of Dior who led Canada and a longtime luxury retail executive, offers insight into how teams and culture shape performance at the highest levels of the industry.
For Canadian retailers navigating expansion, succession, or brand evolution, these lessons are especially relevant. The store may be the stage, but leadership sets the script.
From Founder to Retail Leader
Mandel’s career arc illustrates how leadership in luxury evolves over time.
After years of entrepreneurship, including running his own menswear label and flagship boutique in Old Montreal, he made a deliberate mid-career pivot. In 2009, he enrolled in the MBA in International Luxury Brand Management at ESSEC Business School in Paris. The program, sponsored by LVMH, exposed him to the strategic frameworks behind global houses such as Louis Vuitton, Dior, Hermès, and others.
Douglas Mandel
During that period, a critical insight emerged. The brands with the strongest long-term equity controlled their distribution. They owned their retail environments. They disciplined pricing. They protected experience.
“If I wanted to operate at the highest level, I needed to understand every part of the store experience, from the client journey to staff performance to visual execution,” Mandel said.
If design was the creative engine, retail was the strategic one.
That realization reshaped his trajectory. Rather than remain solely in creative entrepreneurship, Mandel set his sights on retail leadership inside a global maison. An internship at Dior led to a full-time role in London and eventually to senior leadership responsibilities across multiple markets.
The shift from founder to corporate leader underscores a central theme in leading in luxury. Vision must be matched by structure. Creativity must be supported by systems. And leaders must be willing to evolve.
Building a Brand World
Before Dior, Mandel’s experience opening a kamkyl flagship in Old Montreal provided foundational lessons in culture-building.
Retail, he said, was never the original plan. Yet the desire to connect directly with clients and present the full brand universe led him and his wife to purchase and renovate a building on Rue Saint-Pierre. The store was designed internally rather than outsourced to consultants. It became part gallery, part atelier, part showroom.
The basement housed the design studio. Clients could see patterns drafted and fabrics discussed. Transparency around craftsmanship built credibility.
“A brand isn’t just what you sell. It’s how you make people feel when they enter your world,” Mandel says.
Leading in luxury means curating that world intentionally. Layout, scent, music, staffing, and proximity to the maker all contribute to culture. Even a small team can create resonance when alignment is strong.
For Canadian retailers, particularly independent and growth-stage brands, this insight matters. Control of narrative and environment is not reserved for global conglomerates. It begins with leadership choices.
kamkyl flagship in Old Montreal
Seeing What Is Missing
Earlier in his career, Mandel demonstrated another dimension of luxury leadership: identifying gaps and filling them strategically.
After leaving a previous role, he approached Club Monaco with a pointed observation. The women’s assortment was elevated and cohesive. The men’s offer lacked refinement. Rather than critique from a distance, he assembled tailored samples with an Italian manufacturer and presented a solution.
The result was an immediate order and the launch of his own company, supplying tailored product that complemented Club Monaco’s brand identity.
“They didn’t need to be reinvented. They needed someone to see what was missing, build it with integrity, and bring it to market with excellence,” Mandel explains.
The broader leadership lesson is instructive. Strong leaders do not attempt to reinvent a brand unnecessarily. They respect its DNA while identifying what is missing.
In Canadian luxury retail, where legacy brands and emerging labels coexist, this approach is particularly valuable. Leadership is not about ego. It is about augmentation. It is about strengthening what exists rather than diluting it.
Talent as the Strategic Advantage
Luxury brands succeed when teams embody the brand consistently. That requires recruitment, mentorship, and ongoing development.
Mandel’s transition into Dior was not accidental. He deliberately positioned himself for roles at the highest level. Industry mentors advised aiming high and aligning with brands that reflected personal values. By adding academic rigor to practical experience, he expanded credibility and opportunity.
Inside global houses, he observed that retail excellence depended on more than aesthetics. It required training systems, clear KPIs, disciplined clienteling, and leaders who could inspire performance while preserving brand integrity.
Dior and Gucci within Fairmont Hotel Vancouver. Photo: Lee Rivett.
Leading in luxury means understanding that store managers and sales associates are not simply staff. They are brand ambassadors. Their tone, posture, and pacing shape perception as much as visual merchandising.
For Canadian retailers, investing in talent development is no longer optional. As luxury expands in major urban centers, competition for experienced retail professionals intensifies. Brands that build culture intentionally will retain talent more effectively than those that rely solely on compensation.
Fractional Leadership and Modern Agility
The luxury market has evolved. Growth-stage brands often face expansion pressure without the infrastructure of global groups. Hiring a full-time head of retail can be costly and time-consuming.
Mandel highlights the rise of fractional retail leadership as a strategic alternative. Under this model, a senior executive provides strategic oversight, mentorship, and systems development on a part-time basis. The objective is agility without sacrificing expertise.
“In today’s environment, flexibility is the ultimate luxury,” Mandel says.
For brands launching first stores, testing pop-ups, or preparing for capital raises, this approach can provide immediate strategic structure. Retail playbooks, performance dashboards, clienteling frameworks, and team culture initiatives can be implemented without the overhead of a permanent executive hire.
In Canada’s entrepreneurial luxury ecosystem, this model has growing relevance. Founders often excel at creative direction but may lack retail operations experience at scale. Fractional leadership bridges that gap while preserving flexibility.
Leading in luxury today requires balancing vision with pragmatism. Agility itself has become a competitive advantage.
A retail worker and an employee in a luxury store. Retail staffing in Canada has its ups and downs says Suzanne Sears. Photo: RI/Google
Culture as the Differentiator
Ultimately, luxury leadership is about culture.
Culture determines how decisions are made, how clients are treated, and how teams collaborate. It shapes resilience during downturns and ambition during growth phases.
Mandel’s career illustrates that leadership in luxury is not linear. It may involve entrepreneurship, corporate pivots, global relocations, and continuous learning. What remains constant is commitment to excellence and alignment between brand values and team behavior.
“What brands want today is something more than a showroom. They want resonance, connection, and meaning,” Mandel says.
For Canadian retailers operating in an increasingly global marketplace, culture will differentiate leaders from followers. Beautiful stores and strong assortments are necessary. They are not sufficient.
Leading in luxury means cultivating teams that understand not only what they sell, but why it matters. It means investing in talent before crisis demands it. It means building systems that support creativity rather than constrain it.
In a sector defined by aspiration and perception, leadership behind the scenes often determines what clients ultimately see on the floor.
The brands that prioritize teams, talent, and culture will not only scale successfully. They will build organizations capable of sustaining excellence across markets and generations.
Made with Local, the Halifax-based snack brand founded by entrepreneur Sheena Russell, has quietly grown into a national retail presence and is now expanding across more than 3,500 retail doors across Canada, all while continuing to manufacture its products in-house in Nova Scotia.
The company has recently doubled down on Canadian retail expansion particularly as it pulls back from U.S. growth amid current geopolitical headwinds including:
Costco Canada: A new sample pack format introducing the brand to Costco shoppers nationwide.
Walmart Canada: Launching a value pack designed specifically for Canadian consumers w/ accessible price points.
Continued growth across key Canadian retailers including Fresh St. Market, Sobeys, Loblaws banners, London Drugs and more
Made with Local sources many of its core ingredients directly from Canadian farmers, including Canadian oats and honey, supporting domestic producers wherever possible. Canada produces roughly four million tonnes of oats annually, much of it grown in the Prairies, and the country is also one of the world’s top honey producers.
The brand originally started at a Halifax farmers’ market in 2012, and that connection to local producers remains central to its growth strategy today.
What’s notable is that Made with Local remains fully vertically integrated, producing its bars in its own Halifax facility. By owning its manufacturing, the company has scaled efficiently.
Russell was born and raised in Prince Edward Island then moved to the Halifax area to go to university.
Sheena Russell
“I grew up in a farming family in PEI, moved to Nova Scotia to do a degree in environmental science at Dalhousie, and then graduated and wanted to have a little passion project that kind of brought together those life experiences and passion of mine for sustainability and food and farming,” explained Russell, who is the company CEO.
“And I had this idea to make snacks and take them to the farmer’s market using ingredients that I was also sourcing from farmers at the farmer’s market. So that was the very earliest days of just kind of trying to test the waters and see if this is something that people would be interested in.
“But I did not have a business background at all, so I kind of learned everything the hard way. It’s been very organic growth over the last decade plus. But it all started with about two years’ worth of weekends at the farmer’s market — that was kind of the earliest days.”
In 2022, Russell said the company made a big move to bring its manufacturing all in-house. Prior to that, it had already been expanding into national retailers in Canada. It was becoming a more mature business.
“But it was all co-packed, and that became an issue because our demand was really exceeding our capacity with those co-packers. So we kind of took a giant leap in 2021, bought a building, got into it in 2022, and brought everything in-house,” she said.
“So now we manufacture six SKUs of our real food bars, which we’re best known for. That’s kind of our origin SKU or product line. And then we also have recently launched protein cookies that are high in protein and fibre and are made with that same very clean and transparent ingredients ethos. They’ve been very on trend at the moment.”
Russell said working with retailers like Walmart and Costco has been a big opportunity.
“Honestly, being able to work with those retailers has allowed us to bring our products to a more mainstream customer base. We went into — or currently are in — Walmart with a four-pack of our bars, which was the first time we ever did a multipack. It’s really great value to the consumer, and that has allowed us to play more into being more of a household brand, moving a little bit outside of — and the product quality is the exact same, obviously — what we’re selling in health food stores and some of the more premium retailers,” she noted. “But just in a more approachable format for the Walmart shopper, which has been really positive.
“And I think, as any brand can say, doing business with Costco is an incredible opportunity for any business. We’ve been fortunate enough to do quite a few rotations with them at this point with different offerings for our bars. We’ve done our protein cookies. There have been several different rotations in the east and west with different offerings. So yeah, we love doing business with Costco. They’re a great partner.
“We are continuing to put opportunities ahead of ourselves in that more value-offering space. We’ve seen the success of our Walmart SKUs — the four-packs — and just really thinking about, okay, if it’s the mission of Made with Local is to source and bring as many Canadian-grown and produced ingredients to Canadians — or honestly anybody who enjoys them — that is achieved by just getting out in front of more customers.
Sheena Russell
“So whether that be in a bigger way through the Walmarts or the Costcos, bringing more offerings to the Loblaws and Sobeys, pushing our Amazon business because it’s still pretty early days for us on Amazon, and then looking into opportunities abroad as well.”
Russell said the brand is also looking at some export opportunities and then looking into expansion in the U.S.
She said the company is not an overnight success story as it has gradually built its business over the years but many people are still finding out about it.
“We’ve been at this for a long time, just kind of putting one foot in front of the other because it’s something that has developed and flourished over the course of almost 14 years now,” she said.
Instacartrecently introduced its approach to Physical AI for grocery.
When a retailer deploys a Caper Cart, it’s not just capturing data – it’s processing what’s happening in the aisle in real time, directly on the cart. That includes what’s in a customer’s basket, and precisely where they are in the store, said the company.
That’s what makes it “Physical AI” – the intelligence runs on the cart itself – so retailers can influence the shop while it’s happening, not after checkout. Mistimed recommendations don’t just fail – they train customers to ignore the next one, added Instacart.
“For example, prompts like, “Got everything you need?” are driving a nearly 1% lift in basket size on average, highlighting the opportunity to use real-time context and location data to drive incremental value for brands and retailers,” it said.
“That in-store activity is then connected to retailers’ e-commerce systems, creating a more complete view of how customers shop across the physical store and online.”
The result:
For retailers: larger baskets, retail media revenue, reduced shrink, and fewer out-of-stocks.
For customers: relevant recommendations, timely savings, fewer missed essentials, and a more fun, intuitive shopping experience.
David McIntosh
David McIntosh, Instacart’s Chief Connected Stores Officer, said Physical AI is intelligence that perceives and responds to the physical world in real time, directly at the point of interaction – in Instacart’s case, on the shopping cart itself.
“We’re deploying a continuous learning system – powered by real-world data, captured and processed on-device at the edge – that builds the best possible understanding of customers, the store, and the shelf as a shop is happening,” he said.
“Brick-and-mortar stores are highly complex environments – from inconsistent Wi-Fi to shelves changing in real-time to people shopping in groups. Serving customers well in this environment requires a fundamentally different approach – one that requires both real-time analysis and low latency.
“Caper Carts address this through sensor fusion – combining basket-facing cameras, a weights-and-measures certified scale, and location-tracking systems – all processed on-device with NVIDIA Jetson. Accurate basket understanding is only part of the picture. What makes our Physical AI system truly differentiated is the combination of signals we’re capturing simultaneously: cart location, what’s on the shelf in front of the customer, what a customer is actively scanning into their basket, and how they’re interacting with the Caper Cart screen.
“Getting all of them right, in real-time, is what enables relevant and timely influence. This is where the in-store experience diverges from traditional analytics: rather than analyzing a shop after the fact, we engage customers in the moment through on-screen recommendations and gamification, shaping decisions as they’re being made. This rich view and ability to influence customers is unparalleled.
“Underpinning all of this is the flywheel, built on our more than 1.6 billion lifetime online grocery orders across more than 100,000 store locations. Our recommendation systems were trained on that scale of online data, and we’re now combining those signals with the millions of real-world sensor inputs from Caper Carts we’re capturing daily to deliver a continuously improving system. In-store data makes online recommendations better, and in turn, online data makes in-store recommendations better.”
McIntosh said the results retailers are reporting are well beyond the one per cent figure that’s gotten attention: retailers are reporting double-digit percentage basket lift from Caper Carts.
“It’s worth clarifying what that one percent actually refers to – that’s the lift driven specifically by the “Got everything you need?” prompt, a single feature that uses real-time cart location and basket context to surface a timely reminder. On top of that, another recent ranking improvement leveraging our online data signals and systems drove more than 1% in basket lift. Caper Carts are driving meaningful impact for retailers,” he said.
Instacart image
“What makes that additionally compelling is the flywheel behind it. Everyday, Caper Carts are capturing millions of sensor inputs daily – what’s going in and out of the basket, how customers move through the store, how they interact with the screen – and that data is continuously improving our models. We’re unlocking the power of combining cart location, omnichannel purchase history, and a live digital screen inside the store. The system gets better everyday.
“We’re also seeing ads on Caper Carts perform at engagement rates similar to online. This is a meaningful signal for CPGs who have historically had limited ability to reach and influence customers at the shelf. Brands are excited because this is a brand new surface: a digital screen in the hands of a customer, in the moment they’re making purchase decisions, informed by what’s actually in their basket and where they are in the store. Ads on Caper Carts are already live at retailers like Wakefern Food Corp – which currently has the carts live across nearly 20% of their co-op member stores.
“On out-of-stocks: the side-facing cameras on Caper Carts give us a near real-time view of the shelf – what’s there, what’s not, all while not having to rely on outdated planograms. That alone is a step-change for retailers who’ve historically relied on manual audits or stale data. We recently introduced AI Solutions, where agents don’t just detect out-of-stocks, it acts on them. For example, we might identify that a brand of sourdough bread consistently sells out across six locations in a store. An AI agent could automatically surface that demand signal, negotiate with the vendor on the retailer’s behalf, and coordinate setting up a seventh placement to capture that unmet demand. Stores become not just observable, but optimizable.”
McIntosh said Caper Carts are designed to fit into a retailer’s existing ecosystem rather than require them to rebuild around us. That means native integration with a retailer’s POS system and loyalty programs, so customers can seamlessly access their deals, coupons, and personalized offers as they shop.
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“Additionally, Caper connects seamlessly to retailers’ e-commerce sites via an integration with Instacart’s Storefront Pro, which powers e-commerce for more than [380+] retailers. Caper and Storefront Pro are designed to work seamlessly together as a unified platform that spans in-store and online, sharing signals in both directions.. For example, users can sync their shopping list they create online to Caper, and will be reminded if they forgot something. We recently announced that we’ll be introducing Cart Assistant, our omnichannel chatbot shopping companion. This is rolling out initially with Sprouts and Kroger, and will be available across Storefront Pro and Caper Carts to create a continuous, personalized experience no matter how a customer chooses to shop,” he explained.
“Caper Carts can also drive adoption of a retailer’s ecommerce platform from within the store. Customers can access items they’ve purchased in-store while shopping online and retailers can promote offers to sign-up for online grocery delivery directly on Caper’s digital screen – ultimately driving customer acquisition across both channels.
“On the operational side, we’ve been deliberate about designing Caper Carts to be easy for store teams, not just customers. Cart Manager gives associates a real-time view of basket activity to support audits and reviews without disrupting the customer experience. Beyond Cart Manager, we’ve designed Caper to be operationalized as easily as possible – for example, Caper supports stackable charging, enabling carts to be charged while nested together in a row, which eliminates the need for associates to individually charge dozens of carts every day. The goal is a system that modularly integrates into existing store operations and is genuinely easy to run.”
McIntosh said Caper Carts were built with privacy in mind. Caper Cart’s cameras are focused solely on recognizing products. Instacart also helps retailers use their data to improve the customer experience and make grocery shopping more personalized.
McIntosh said there are only a handful of moments to gain a customer’s attention and influence what goes into their basket. Timing is incredibly important – if recommendations are served too late or are irrelevant, customers will start to ignore the prompt.
“This is precisely why Physical AI is so important. Delivering a relevant recommendation requires knowing where the customer is in the store, what’s actually on the shelf in front of them, and what’s already in their basket. If any one of those signals is wrong or missing, the recommendation breaks down. A prompt for an item that’s out of stock, that the customer already has, or that’s in a different aisle entirely isn’t helpful – it’s noise,” he said.
“By leveraging real-time location, basket data, and our online grocery data, we’re able to deliver precise recommendations that feel useful to customers instead of acting as a distraction. For example, we’re seeing simple prompts make a difference – “Got everything you need?” right before checkout is driving nearly a one percentage point lift in basket size on average. Using real-time context can create a win/win/win for retailers, brands, and customers.”
