Chick-fil-A, Inc. announced it awarded more than US$27 million in scholarships to restaurant Team Members and community leaders in 2025.
This marks a record-breaking annual investment in the company’s scholarship giving and underscores its commitment to supporting the educational and career aspirations of both Team Members and community leaders, said the company.
Key Highlights for 2025:
In Canada, 61 Restaurant Team Members received scholarships of about C$1,400 (US$1,000) or about C$3,500 (US$2,500) each, totalling about C$145,000 (US$101,500) in scholarships awarded in 2025.
US$27 million awarded in scholarships to Chick-fil-A restaurant Team Members.
Over 15,000 Team Members across Canada, the U.S. and Puerto Rico received scholarships of up to US$2,500.
The company exceeded its corporate social responsibility goal to impact more than 50,000 Team Member lives through education opportunities between 2020-2025, impacting 69,000 since 2020.
Investing in Restaurant Team Members and Community Leaders
Andrew T. Cathy
“Chick-fil-A is deeply committed to investing in the remarkable futures of both Chick-fil-A Team Members and community leaders,” said Andrew T. Cathy, CEO. “The growth of scholarship giving at Chick-fil-A reflects our belief in the power of education to transform lives. We are honoured to support these exceptional students as they pursue their educational aspirations and look forward to seeing how they make a positive impact in their communities.”
According to a 2024 survey of restaurant Team Member Scholarship recipients, 21.3% said they were first-generation college students.
Applications for the 2026 Remarkable Futures scholarships and the Community Scholars program will be available in August.
About the Scholarships
Scholarships funded by Chick-fil-A, Inc. can be beneficial for recipients for many reasons, including, said the company:
Up-front award: Chick-fil-A scholarships are awarded to recipients up front and can be directly applied to qualified tuition and related expenses, including fees, books and supplies.
Applicable at any qualifying school, college or university: Scholarships can be applied in any area of study at any accredited institution of the recipient’s choice, including two- or four-year colleges and universities, online programs, or vocational-technical schools.
No employment tenure requirements (for restaurant Team Members): There is no requirement of hours worked or length of service required to apply. Team Members just have to be a full- or part-time restaurant employee at a franchised, company-owned and/or affiliated restaurant (including S. Truett Cathy Brand Restaurants) in Canada, the United States, or Puerto Rico to apply for or receive a Chick-fil-A Remarkable Futures™ Scholarship.
Chick-fil-A, Inc. is the third largest quick-service restaurant company in the United States, known for its freshly-prepared food, signature hospitality and unique franchise model. More than 200,000 Team Members are employed by local Owner-Operators in more than 3,100 restaurants across Canada, the United States, Puerto Rico and the United Kingdom.
US President Donald Trump holds up a sign that lists all of the countries around the world he has imposed new tariffs on as of April 2. (Image credit: Chip Somodevilla/Getty Images)
By Eric Linxwiler. The Trump administration has revived tariffs as a core instrument of U.S. trade policy, imposing sweeping new duties on imports from Canada, Mexico, and the European Union, a 10% baseline tariff on nearly all U.S. imports, and sharply elevated rates—up to 145%—on Chinese goods.
These actions and the threat of even greater tariffs to come have triggered a rapid escalation in trade tensions, with U.S. trading partners announcing retaliatory tariffs of their own.
Eric Linxwiler
For retailers, the result has been a surge in sourcing costs, mounting supply chain complexity, and growing uncertainty in pricing and planning. Some companies have responded by front-loading inventory or passing on costs to consumers, but those reactive approaches alone are insufficient for what is increasingly looking like a structural shift in global trade. The new normal will require long-term strategic adaptation.
A new report from TradeBeyond, Managing Tariff Turbulence in Supply Chains, highlights eight strategies that brands and retailers are using to build resilience and mitigate the risks posed by tariffs this year and beyond, including diversifying supplier bases, employing real-time scenario planning, and exploring tariff engineering.
Diversifying Suppliers and Sourcing
While diversification has long been a foundational sourcing principle, 2025 has exposed just how fragile even moderately diversified supply chains can be. The recent tariff escalation caught many companies off guard—particularly in high-risk categories like apparel and consumer electronics—despite efforts to broaden their supplier base.
What’s different now is the speed and scale of tariff changes, which are forcing brands to reassess not only their country exposure but also their supplier readiness. Many are moving beyond basic diversification, building out multiple pre-vetted alternatives in each major category and negotiating capacity-sharing agreements that enable production to shift on short notice.
To reduce exposure, sourcing teams are now identifying new suppliers in lower-tariff regions and adjusting their logistics networks accordingly. Some maintain a preferred vendor list within a centralized sourcing platform, ensuring two or three vetted alternatives in each major product category. Others are negotiating capacity-sharing agreements that allow production to shift quickly without the need for renegotiated factory approvals.
Mapping out a complete alternate supply chain on short notice is difficult and time-consuming, which is why leading companies are turning to digital platforms that centralize supplier profiles, certifications, and performance data. Real-time visibility into supplier capabilities and compliance metrics is critical for managing the volatility of today’s new global trade order.
Operationalizing What-If Planning and Scenario Modeling
Uncertainty around tariffs has made scenario planning essential. Retailers need to be equipped to model different sourcing, pricing, and inventory outcomes quickly—at any point in the planning cycle. Scenario planning enables teams to ask “what if” questions: What if tariffs rise another 10%? What if a preferred supplier is suddenly targeted by new duties? What if rerouting or reshoring could reduce total landed cost?
The most resilient organizations are enabling cross-functional teams—not just finance—to run these simulations in real time. That requires a multi-enterprise platform that centralizes landed cost inputs and supports granular, SKU-level modeling based on shifting trade policies. The goal is to move from reactive cost-cutting to proactive decision-making.
To enable this, businesses are adopting open costing systems that incorporate full cost breakdowns beyond just FOB pricing—factoring in freight, duty, insurance, and compliance costs. When combined with real-time HTS classification data, these tools ensure accurate duty calculations and allow for rapid response to new tariff conditions. This is no longer a theoretical exercise; it’s a core competency for companies navigating today’s sourcing challenges.
Exploring Tariff Engineering
Some companies are taking a more technical approach by exploring tariff engineering— modifying product design or classification to qualify for lower tariff rates. For example, an apparel manufacturer might adjust the fiber composition of a shirt to reduce its applicable tariff.
Others are auditing high-risk SKUs to identify reclassification opportunities or substitute inputs that maintain quality while reducing costs.
Accurate tariff classification is the foundation of this strategy. Companies must ensure that every product has an HTS code assigned at the item level based on material composition, construction, and intended use. Misclassification can lead to overpayment or regulatory penalties, which makes regular auditing and staff training essential.
Businesses are also revisiting duty drawback programs, which allow companies to reclaim tariffs paid on goods that are eventually exported. Additionally, some are leveraging foreign trade zones (FTZs) to defer or eliminate tariffs on goods processed or stored within those areas. While these strategies may seem niche, they can offer meaningful savings—especially when margins are tight and tariffs are high.
These and other strategies are covered in greater depth in TradeBeyond’s new Managing Tariff Turbulence in Supply Chains report. As the trade landscape continues to shift, companies that invest in flexibility, transparency, and cross-functional coordination will be best positioned to thrive. Tariffs may be unpredictable, but with the right strategies in place, retailers can protect profitability and maintain supply continuity.
(Eric Linxwiler is Senior Vice President of TradeBeyond. He has over 30 years of experience in enterprise software and cloud-based platform companies with a specialty in supply chain optimization and workflow management. Contact him at eric.linxwiler@tradebeyond.com.?
Rogers Place at the ICE District in Edmonton. Image: DIALOG
With the NHL playoffs officially underway, Canadian hockey fans have more reason than ever to rally behind their teams—and their wallets might be getting in on the action too.
This year’s postseason comes with renewed excitement. The Winnipeg Jets, who clinched the President’s Trophy, are viewed as strong contenders for the Stanley Cup. Toronto secured its division just last night, setting the stage for a possible “Battle of Ontario” against rival Ottawa—making its first playoff appearance since 2017.
Meanwhile, Edmonton’s playoff momentum remains strong after last year’s impressive run, and anticipation continues to build around Montreal potentially clinching a spot. If so, this would be the first time since 2017 that five Canadian teams have entered the playoffs.
Beyond the on-ice drama, Canadian businesses—particularly those near major arenas—stand to benefit significantly from the wave of fan engagement. According to Moneris, Canada’s leading payment processing provider, playoff hockey isn’t just a cultural moment; it’s also a proven economic catalyst.
Playoff Season Drives Major Spending Increases
Sean McCormick, Vice President of Business Development and Data Services at Moneris
“Canadian hockey teams making the playoffs doesn’t just lift spirits—it boosts sales,” said Sean McCormick, Director of Business Development – Data Services and LAKA Sales Leadership at Moneris. “During last year’s finals, even with the Oilers on the road, spending near the Edmonton arena jumped over 200 per cent. Similarly, Montreal’s 2021 playoff run saw spending near the Bell Centre nearly triple.”
That trend has continued over recent playoff seasons. For instance, game seven of the 2024 Stanley Cup Finals saw a massive 214% spike in spending near Edmonton’s ICE District—even though the Oilers were playing out of town. Across Edmonton as a whole, spending rose 78%, with increases of 33% in Alberta and 16% nationwide.
The pattern holds true across the country. When the Canadiens won an overtime game during the 2021 Stanley Cup Finals, fans near Montreal’s Bell Centre surged into local bars and restaurants. Moneris data showed a 160% spike in spending near the arena at 11:30 p.m., along with a 245% increase across the city and a 137% jump in Quebec.
Home or Away, Fans Fuel Local Commerce
Whether teams are on home ice or winning on the road, the energy translates into tangible results for businesses. During the 2024 playoffs, every Oilers home game resulted in over a 50% increase in local spending near Rogers Place in the ICE District. Even away wins created momentum. In round two against Vancouver, Edmonton saw a 20% jump in spending near the arena and a 24% increase across the city for a road game.
Moneris tracked increases across multiple categories, including bars, restaurants, and fast-food establishments. The data shows that even when teams lose, game days still lift sales. For example, Toronto’s playoff performance in 2023 showed mixed on-ice results, but bars and restaurants saw double- and triple-digit spending spikes during key games.
Bell Centre in downtown Montreal. Image: Wikipedia
The Power of Elimination Games
“When the pressure’s on, Canadians don’t just show up for the game—they show up in a big way for businesses,” said McCormick. “Elimination games consistently drive some of the highest spikes in spending.”
That was clearly evident in Toronto’s 2023 playoff run. In game four of the second round, with the Leafs facing elimination on the road, restaurant spending near the Scotiabank Arena surged 126%. Across the city, spending rose 113%.
Rivalries Amplify Economic Impact
Perhaps nothing energizes hockey fans—and local economies—like a heated playoff rivalry. Moneris’ data from the 2022 “Battle of Alberta” shows just how impactful this can be.
During game three in Edmonton, spending near Rogers Place skyrocketed by 233%. In Calgary, even though the Flames were on the road, transaction volume still rose 75% near the arena. “Nothing sparks fan excitement like a good rivalry,” said McCormick. “If the Battle of Ontario returns this year, local business should be ready for the surge.”
Local Businesses Poised to Win Big
The playoffs represent a significant opportunity for food and beverage operators, particularly those located in close proximity to arenas. When the Canadiens reached the finals in 2021, Moneris recorded explosive growth in bars and restaurants during key moments of the games, especially in the later hours. In one standout case, spending at 11:00 p.m. spiked 222% near the Bell Centre.
In Edmonton, game day comparisons from 2024 show consistent double- and triple-digit gains for bars and restaurants, both near the arena and across the city. Notably, games three and six of the Stanley Cup Finals generated the highest increases, with near-arena spend up 135% and 151%, respectively.
A Stanley Cup Would Mean More Than Just Bragging Rights
No Canadian team has won the Stanley Cup since 1993—a drought now more than 30 years long. But as excitement builds around multiple Canadian teams this year, the economic benefits could be felt nationwide.
“With Canadian patriotism on the rise and several teams in the playoffs, there’s a real buzz across the country,” said McCormick. “Over the years, Moneris’ data has shown that when Canadian teams hit the ice, local businesses feel the momentum too—especially those near the arena.”
With Moneris continuing to monitor spending trends throughout the playoffs, Canadian businesses, particularly those in the hospitality sector, are well-positioned to score big.
Conclusion
From Toronto’s Maple Leaf Square to Edmonton’s ICE District, Canadian hockey fans are creating more than just memorable playoff moments. Their celebrations, whether fuelled by hope or heartbreak, are driving substantial economic activity. And if this year marks the end of Canada’s Stanley Cup drought, the ripple effects could go far beyond the rink.
Moneris says it will continue to release spending data throughout the 2024 playoffs, offering a unique window into how national pride and playoff hockey can fuel Canadian businesses.
Danish jewellery and eyewear brand Pilgrim is further solidifying its presence in the Canadian market through a new partnership with BC Ferries, one of the world’s largest ferry operators. Launching this month, Pilgrim’s 2025 travel retail jewellery collection will debut onboard five of BC Ferries’ major vessels, adding a new layer of retail appeal for millions of domestic and international travellers.
The collection, featuring handcrafted pieces priced between CAD $20 and $120, is being prominently displayed within the fashion departments of the onboard stores. Each floor unit—optimized using planograms and visual merchandising strategies—will showcase about 300 items per square metre, creating a bold retail footprint at sea.
High-Traffic Exposure for a Fast-Growing Brand
BC Ferries operates 25 routes along the Pacific West Coast of British Columbia, including services to Victoria, the provincial capital, and other key tourist destinations on Vancouver Island and surrounding coastal regions. With over 22 million passengers annually, the ferry operator provides a significant platform for brands looking to engage a diverse and mobile audience.
“Pilgrim brings its unique Scandinavian beauty to our ships, and its accessible price point will attract many shoppers to purchase,” said Ruth Fox, Assistant Manager – Retail (Buying Manager) at BC Ferries.
Louise Rohde, Head of Travel Retail for Pilgrim, expressed enthusiasm about the launch: “We are delighted to begin this voyage with BC Ferries and to introduce Pilgrim to their customers. We look forward to our collaboration and extending our presence in Canada at sea, as well as on land.”
Pilgrim’s Growth in Canada
Outside of Scandinavia, Canada is Pilgrim’s largest market, underscoring the brand’s successful North American expansion. The company’s Canadian operations are headquartered in Montreal and run independently under the leadership of Robert Hayes, while still staying closely connected to its Danish roots.
Pilgrim has already established a strong retail network in Canada, with bespoke stores in key cities including Toronto, Montréal, Laval, Brossard, and Québec City. The brand is also featured at several major airports across the country, including Québec City Jean Lesage, Montréal-Pierre Elliott Trudeau, and Edmonton International Airport, through its partnership with Aer Rianta International.
In June 2023, Pilgrim opened a flagship store at CF Toronto Eaton Centre, introducing a new concept that includes an in-store piercing studio, enhancing the customer experience and offering more interactive retail engagement.
Pilgrim at CF Carrefour Laval (Image: Pilgrim)
Expanding Travel Retail Presence
The collaboration with BC Ferries marks Pilgrim’s continued expansion in the travel retail sector, which complements its presence in airports and boosts brand visibility among both Canadians and international visitors.
Travel retail has become a key strategy for Pilgrim, offering exposure to high volumes of travellers who are increasingly looking for affordable, well-designed souvenirs or self-treats while in transit.
A Brand Rooted in Craft and Sustainability
Founded in 1983 by Annemette Markvad and Thomas Adamsen in Skanderborg, Denmark, Pilgrim began as a small operation selling handmade jewellery at music festivals. The brand’s origin reflects a deep connection to art, music, and people, and that spirit remains central to its identity.
Today, Pilgrim is known for its handcrafted jewellery and sunglasses, all designed in Denmark and crafted “by hand, heart and mind.” Over 70% of Pilgrim’s jewellery is now made from a minimum of 75% recycled materials, as part of its growing commitment to sustainability.
Inclusivity and identity are also key brand pillars. Pilgrim’s collections are designed to appeal to a wide range of styles, personalities, and gender identities, positioning the company as both contemporary and conscious.
Image: Pilgrim
Canadian Retail and Wholesale Growth
Beyond its branded stores and airport presence, Pilgrim Canada has developed a significant wholesale network, partnering with over 260 independent retailers and being available in more than 550 retail locations across the country. The brand’s e-commerce platform further complements this, providing national reach for customers looking to browse and buy online.
By aligning Danish design sensibilities with the entrepreneurial energy of Canadian retail, Pilgrim has built a loyal and growing following. Its sustainable, accessible offerings appeal particularly to younger demographics seeking quality jewellery with a story behind it.
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past several days.
As part of Retail Insider’s ongoing review of the Canadian retail industry by vertical, this article provides insights into the current state of the Pet Retail sector in Canada. The objective is to offer retail leadership valuable insights into market dynamics, trends, and industry opinions. This summary will be revisited annually, supplemented by additional articles that expand on key developments and expert perspectives.
Pet Retail Industry in Canada Market Landscape
The pet retail industry in Canada has evolved rapidly in response to growing pet ownership and the humanization of pets. Consumers are spending more on premium products, wellness services, and personalized items that reflect a deep emotional connection to their pets. As a result, the industry spans a variety of retail formats, including national chains, regional franchise networks, and independent boutiques. It also extends across physical storefronts and e-commerce platforms, with subscription services and delivery models becoming increasingly popular. In parallel, urban pet services and hospitality innovations are emerging in response to densification and lifestyle changes.
Photo: Pet Planet
National Chains
Pet Valu: The largest specialty pet retailer in Canada with 800+ stores. Focuses on premium offerings and exclusive brands like Performatrin.
PetSmart Canada: A dominant nationwide chain offering food, accessories, grooming, and adoption services.
Mondou: A leading Quebec-based pet retailer with over 80 stores, known for its strong brand identity and emphasis on natural and Canadian-made products.
Franchise-Based Retailers
Global Pet Foods: One of Canada’s largest pet store franchises, emphasizing natural and holistic products.
Ren’s Pets: Rapidly expanding in Ontario and Eastern Canada, known for its strong omnichannel experience.
Pet Planet: Alberta-based franchise with 43+ locations and a health-oriented product focus.
PetParker: A newer model offering app-based secure hospitality lockers for pets, expanding in grocery and urban nodes.
Independent & Boutique Retailers
Fit Factory Pets: A lifestyle extension of the boutique fitness brand, positioning pets within health-forward consumer habits.
NYSE in New York. AP Photo: Seth Wenig.
Notable Financial Trends for Pet Retail in Canada
Among Canada’s publicly traded pet retailers, Pet Valu remains the dominant force. In 2025, the company forecasted annual revenues between $1.17 and $1.20 billion, with adjusted EBITDA projected at $254 to $260 million. These figures highlight strong year-over-year performance and a continued focus on growth through store expansion and exclusive product lines.
While other major players like PetSmart operate under private ownership in Canada, industry-wide trends suggest strong profitability across the board. Despite a broader consumer spending pullback in Canada, 76% of pet owners surveyed planned to increase spending on food and accessories—the highest rate seen in eight consecutive quarterly studies.
Overall, the financial health of pet retail in Canada has remained resilient, with consumer prioritization of pet well-being insulating the sector from broader inflationary and economic pressures.
Image: Ren’s Pets
Trends for “Pet Retail” Industry in Canada
Humanization of Pets: Pet owners treat pets as family, driving demand for lifestyle and wellness products.
Premium Health & Nutrition: Demand for high-quality, Canadian-made, and functional foods continues to rise.
Eco-Conscious Consumption: Products with biodegradable packaging and sustainably sourced materials are trending.
Digital Expansion: Online sales, mobile app ordering, and subscription models are growing.
Smart Technology: Consumers are adopting health-tracking devices, smart feeders, and AI-based pet services.
Omnichannel Experience: Physical store traffic is up, especially for trusted service and local product guidance.
Loyalty to Local: Canadian consumers are increasingly supporting homegrown brands and retailers.
Industry Opinions
Richard Maltsbarger, CEO, Pet Valu: “We’ve seen a significant shift in consumer behavior, with pet owners increasingly seeking premium, health-focused products for their pets.”
Bruce Winder, Retail Analyst: “The pet retail sector in Canada is experiencing robust growth, driven by the humanization of pets and the increasing willingness of consumers to spend on high-quality pet products and services.”
George Minakakis, CEO, Inception Retail Group: “The integration of technology in pet retail, from online shopping platforms to smart pet devices, is transforming the industry. Retailers embracing these innovations are not only enhancing customer experience but also driving sales growth.”
Industry Associations’ Perspectives
Industry associations provide a broader perspective on the fitness studio retail sector, highlighting ongoing trends and key challenges.
Pets Canada (Pet Industry Joint Advisory Council) has noted a sustained increase in pet ownership across Canada. The organization credits this growth to emotional wellness trends, shifting family dynamics, and the integration of pets into daily life and routines.
Pet Industry Distributors Association (PIDA) emphasizes the need for agility in product development and retail strategies, recommending that Canadian retailers double down on personalization, transparency, and category expansion to remain competitive.
Canadian Tire and Petco Shop-in-Shop (Image: Canadian Tire)
Reports, Studies and White Papers
Leger (2025): Ranked Ren’s Pets and Global Pet Foods among the top in-store experiences across Canadian retail, citing high levels of consumer satisfaction and localized service.
Pet Valu Financial Report (2025): Pet Valu’s 2024 performance was labeled a “dynamic year,” with robust growth in both earnings and category penetration.
PIJAC Canada Consumer Insights Report (2024): The report identified post-pandemic growth in pet ownership and noted increased consumer expectations around pet nutrition, service accessibility, and sustainability.
Euromonitor International – Pet Care in Canada (2024): The report forecasted continued growth in Canadian pet care spending through 2027, driven by premiumization, innovation, and aging pet populations.
CMHC Urban Pet Ownership Study (2023): Canada Mortgage and Housing Corporation identified in their Fall 2024 Rental Market Report that pet ownership as a rising factor in urban rental preferences, impacting building design and retail amenities.
Retail Insider’s Opinion
Retail Insider believes that Pet Retail in Canada is positioned for long-term growth and category expansion. While inflationary pressure and economic uncertainty may impact discretionary spend in other areas, pets remain a high-priority focus for Canadian households. Emerging opportunities in digital retail, sustainability, and health-driven innovation continue to reshape the industry’s future.
Petland Polo Park in Winnipeg (Image: Petland Canada)
The Impact on Canada
Pet retail influences a wide range of Canadian economic sectors—from agriculture and supply chain logistics to technology and health services. It’s becoming a defining category for neighborhood retail, especially in urban communities where foot traffic and community services are converging. Continued innovation and alignment with wellness, sustainability, and emotional value will ensure its growth trajectory well into the future.
Emotional Resilience: Pet retail spending remains one of the most emotionally anchored forms of discretionary spending in Canada. Regardless of income level, Canadians are inclined to prioritize pet care, often placing pet needs on par with family necessities.
Socioeconomic Inclusivity: Unlike luxury goods, pet retail crosses all income brackets. Essential categories like food, grooming, and basic health are consistent across demographics, making the industry broadly impactful.
Retail Differentiation: Pet retail is becoming a point of differentiation for grocery, pharmacy, and lifestyle retailers seeking to increase traffic and loyalty by appealing to emotionally engaged consumers.
Urban Integration: As more Canadians live in multi-family dwellings, demand is growing for urban-format pet services, micro-retail, and pet hospitality innovations, helping shape the evolution of convenience retail in cities.
The Pet Retail segment is at a pivotal moment, and its continued success will depend on how well retailers respond to evolving consumer values while delivering value through innovation, personalization, and community connection.
As Hudson’s Bay continues its restructuring under bankruptcy protection, questions loom about whether the historic retailer can be reborn—and if so, what shape it will take. While some anticipate a full wind-down or real estate selloff, others see an opportunity for transformation. What if Hudson’s Bay pivoted to become a curated Canadian house of brands, supporting local designers, showcasing Canadian products, and reimagining the department store experience?
Retail Insider spoke with three industry experts—retail and interior design strategist Ashwin Raman, Toronto Fashion Incubator’s Executive Director Susan Langdon, and retail strategist Carl Boutet—about what a future Hudson’s Bay store could look like under a bold new concept.
Design with Identity: Curated Zones and Branded Spaces
Ashwin Raman
For Ashwin Raman, a former design leader at Walmart and a visionary in experiential retail, the future Hudson’s Bay must break from traditional department store models. Instead, he imagines a “shop-in-shop” concept where Canadian and international brands operate within dedicated spaces.
“If the brands can actually use the guiding principles of Hudson’s Bay but be given some freedom to curate their space, you suddenly get something that feels like a cross between a mall and an art gallery,” said Raman. “It’s branded, it’s immersive, and it’s exciting.”
Raman suggests zoning the store thematically—dedicated areas for Canadian fashion, youth culture, and family-friendly experiences. One idea is a ‘Canada Zone’ that evokes national nostalgia and features garments made from Canadian textiles. These could be interspersed with changing activations such as a Minecraft-themed kids’ area or pop-ups from emerging designers.
Elevating the Store Experience with Technology and Hospitality
Beyond merchandise curation, Raman emphasizes technological innovation. He proposes smart mirrors, augmented reality try-ons, and RFID-based checkout systems that eliminate wait times.
“Imagine picking up a garment, scanning it into your app, and walking out. It’s seamless,” said Raman. “We can turn Hudson’s Bay into a hybrid of experiential retail and operational efficiency.”
He also envisions illuminated portals and holographic walkways that guide customers between different “zones” of the store, enhancing both navigation and wonder. “We can create the feeling of walking through different time zones, where sensory elements like mist, lighting, and sound change the environment.”
To encourage dwell time, Raman proposes turning parts of the store into hybrid café-lounges and lifestyle spaces where people can browse books, purchase home décor, or simply relax with a coffee served in Hudson’s Bay branded porcelain. “Think of it like IKEA—but with Canadian brands and storytelling,” he explained.
Celebrating Canadian Talent and Restoring Trust
Susan Langdon
Susan Langdon, Executive Director of the Toronto Fashion Incubator and a longtime advocate for Canadian designers, believes this is a pivotal moment to champion local talent—if done right.
“Anything that supports Canadian fashion, I’m all in,” Langdon said. “But if Hudson’s Bay truly wants to support Canadian designers, it has to go beyond the product. It must include marketing, storytelling, and most importantly, paying vendors on time.”
She points to successful legacy initiatives like the Stripes program and The Room, which historically supported Canadian fashion, though inconsistently. She recommends making such programs permanent—with rotating collaborations every couple of months across apparel, accessories, home décor, and beauty.
“Bring in new designers six times a year. Let customers meet them, attend trunk shows, learn the stories behind the collections. Consumers are looking for experiences, not just transactions,” Langdon emphasized.
Rebuilding a Legacy Brand with New Purpose
Carl Boutet
Retail strategist Carl Boutet agrees that a smaller, focused format would be more viable than reviving the current sprawling locations. “HBC as we know it will cease to exist,” he said. “But nothing stops it from reincarnating as a specialty retailer—a Canadian house of brands.”
Boutet sees potential for Hudson’s Bay to become a destination for “Canadiana,” but warns it must avoid veering into “tourist shop” territory. “We don’t want it to be all t-shirts and moose magnets. We have great brands here—Quartz Co., Roots, Sentaler, even smaller players like Wednesday Swimwear.”
Like Langdon, Boutet believes that regaining vendor trust is essential. “Any new ownership must ensure purchase orders are honoured. Even if it’s a new owner, that stigma from past late payments will linger unless there’s transparency and discipline.”
Boutet also floats the idea of a consortium of Canadian brands co-owning the concept, turning Hudson’s Bay into a shared platform rather than a traditional retailer. “Think of it as the Eaton Centre brand living on even after Eaton’s itself disappeared. There’s equity in the name—it just needs new meaning.”
Is the Market Ready for Made-in-Canada Retail?
Recent sentiment around buying Canadian has been strong, driven in part by trade tensions and a surge in national pride. However, all three experts agree that sustaining this momentum will be a challenge.
“There’s always a risk people revert to old habits,” said Boutet. “We’re in a price-sensitive economy, and not everyone has the luxury to buy based on values.”
Langdon echoed that concern. “Right after the bankruptcy news, the Canadian patriotism was intense. But even now, you can feel it fading a bit. We need a nationwide campaign—provincial and federal—to back this effort.”
Both Langdon and Boutet pointed out that Canadian fashion is historically underfunded. While cities like Toronto support the industry, there’s a lack of provincial and federal recognition. “Canada classifies fashion as a consumer good—on the same level as paint or socks,” Langdon said. “That classification really hurts us.”
Reclaiming Canada’s Fashion Identity
Despite the headwinds, Langdon is optimistic. “We’ve had iconic Canadian brands—Mr. Jax, Le Château, Linda Lundström, Lida Baday. In the ’80s and ’90s, we had 800 Canadian stockists buying local designer goods. That can happen again.”
She believes a reimagined Hudson’s Bay could become a catalyst for reviving the national fashion identity. “It should be more than a store. It should be a cultural space—a place where Canadian heritage, craftsmanship, and community come together.”
Raman agrees, suggesting that select stores serve dual roles as retail and distribution hubs. “Instead of shipping from a warehouse far away, use the stores to fulfill online orders locally,” he said. “It increases efficiency and offers customers instant gratification.”
The Path Forward
The fate of Hudson’s Bay is still uncertain. Sources suggest multiple bids are in play, including from current owner Richard Baker (or a related ‘management team’ as one source said) and from Vancouver-based mall operator Weihong Liu. Another former executive is also said to have expressed intent to buy HBC, along with financial backing. But no matter who takes over, the consensus among these experts is clear: to survive, the Bay must evolve.
That evolution could mean shedding outdated models and embracing its Canadian roots in a meaningful, forward-looking way. “This is a rare moment to turn things around,” said Boutet. “A house of Canadian brands could resonate deeply—if it’s done with authenticity and respect.”
As the rollercoaster ride continues, one thing is certain: Canadians are watching, and many are quietly rooting for a rebirth. If Hudson’s Bay can rebuild not just as a retailer but as a symbol of Canadian creativity and community, it might yet write its most compelling chapter.
Canada’s fashion industry has lost one of its most influential and beloved figures. Patrick Assaraf, the visionary designer behind the globally recognized menswear brand that bears his name, passed away on Friday, March 14. A pioneer of understated elegance and a champion of thoughtful craftsmanship, Assaraf leaves behind a legacy of innovation, mentorship, and quiet influence that helped shape the trajectory of menswear both in Canada and abroad.
Patrick Assaraf’s journey in fashion began with an innate love for design and a deep curiosity about how the world dresses. Originally from Israel, he moved to Toronto where he would ultimately forge a name for himself as both a designer and entrepreneur. While known to be tough and exacting in his work, those close to him describe a man with a warm heart and deep loyalty to those around him.
“Patrick was an incredible man. I think he was a really important person in the industry,” said Joel Carman, founder of Over the Rainbow, one of Toronto’s most celebrated independent retailers. “He was a mentor, a comrade, and I don’t remember ever having a harsh word with him. We always laughed and respected one another.”
Assaraf’s commitment to simplicity, quality, and timeless design earned him a reputation as a master of “quiet luxury” well before the term became fashionable. His collections were grounded in premium fabrics, subtle details, and perfect fits — elements that elevated basics into refined essentials.
Building a Global Brand from Canadian Roots
The PATRICK ASSARAF brand grew from a small operation into an international success story. Under Assaraf’s leadership, his collections reached over 180 retailers across North America, including Harry Rosen. His brand quickly became a staple for fashion-forward men looking for luxury without the excess.
“His brand changed the way men dress,” said Norman Katz, a long-time industry colleague. “He knew how to take something simple and make it better than what you’d find from the biggest European labels. It was never flashy, but it was always the best.”
Patrick’s company also developed key private label partnerships and produced programs for some of the biggest names in North American retail. “He was always ahead of the curve,” said Katz. “He did every trade show — Vegas, New York, Chicago, Dallas — and he and his team always had a presence.”
A Mentor with an Eye for Talent
Beyond his own creations, Patrick was deeply invested in nurturing other designers and talent. Daniel Carman of Over the Rainbow shared how impressed he was by Assaraf’s ability to identify and support creative people.
That commitment to mentorship extended into his own company, where employees often remained for decades. “There’s something about his leadership that built loyalty,” Daniel said. “He made people feel valued, and he created an environment where people wanted to stay and grow with him.”
Even his family became part of the business. “His daughter Hinda was working alongside him,” said Joel Carman. “He couldn’t stop talking about how proud he was of her and of his grandson Adam. Family meant everything to Patrick.”
Legacy Through Reinvention
Patrick Assaraf’s evolution as a designer reflected his constant drive to refine and innovate. From his early days distributing labels like C17 jeans to launching his namesake brand, he reinvented himself time and again.
“He didn’t just rest on what he knew,” said Daniel Carman. “He learned to manufacture. He built supply chains. He went from importing to designing to creating full collections. He never stopped learning.”
As a business leader, he maintained a strong focus on quality at a fair price. “He believed in luxury at an accessible level,” said Joel Carman. “That was the whole ethos behind the PATRICK ASSARAF brand — premium fabrics, excellent tailoring, but not out-of-reach prices.”
That approach resonated deeply with retailers across Canada. “He cared about his retail partners,” Joel added. “He visited stores, supported us with merchandising, and always had encouraging feedback. He believed in our vision when we moved into the Manulife Centre, and he was one of our biggest cheerleaders.”
A Family’s Commitment to Legacy
Patrick is survived by his wife Elise, his children Ely and Hinda, son-in-law Liran, and grandson Adam. His brother Arie, known for his role with Canadian retailer TNT, was a close confidant and collaborator.
In a statement, the Assaraf family shared: “Patrick’s pursuit of perfection and unwavering vision will live on through our work, our craft, and our shared dedication to excellence.”
That sentiment is echoed by the many who knew him. “He achieved a level of success in so many ways,” said Over the Rainbow’s Daniel Carmen. “But he did it all with humility. He didn’t need to puff his chest — his work spoke for itself.”
“He’s a legend in our city and in our country,” added Joel Carman. “He came from nothing and built something truly meaningful. He was respected not just for his success, but for how he carried himself.”
Remembering a Legend
In a retail landscape that often celebrates flash and volume, Patrick Assaraf was a quiet force — elegant, consistent, and deeply committed to his craft. He represented the best of Canadian fashion: global in outlook, refined in design, and grounded in personal relationships.
For those who knew him, the loss is personal. For the Canadian fashion industry, the loss is profound. But his legacy endures — in every meticulously stitched garment, in every protégé who learned from him, and in the enduring values of simplicity, quality, and heart that he championed so well.
In the competitive world of Canadian hospitality, few have navigated its ups and downs as successfully asPJ L’Heureux. Born and raised in Calgary, L’Heureux’s journey from nightclub DJ to restaurant/bar owner is a testament to his resilience, adaptability, and passion for the industry.
L’Heureux is the force behind CRAFT and Central, two unique restaurant/bar concepts that have gained recognition for their atmosphere and culinary offerings. As the owner of both brands, he’s steadily expanding, with nine locations of CRAFT across Canada and plans for Central’s growth, including its second location which opened in Vancouver in March.
PJ L’Heureux
L’Heureux’s path to restaurant ownership wasn’t conventional. Before entering the food industry, he cut his teeth as apromoter and DJ in Calgary’s nightlife scene. “I put myself through university DJing and promoting bars, nightclubs, and restaurants,” L’Heureux recalls. He credits his time as a DJ for helping him hone a unique skill—understanding what appeals to a crowd.
In the late ’90s, the music scene in Calgary, like much of North America, was dominated by Top 40 hits. But L’Heureux found his niche in a rapidly rising genre: hip hop and R&B. “Most bars played Top 40 music, so I found a niche playing hip hop and R&B, which was kind of just bubbling at that time,” he explains. “It did very well for me because, at that time, no one was doing it. So it worked out really well.”
This understanding of what excites people became a valuable asset as L’Heureux transitioned into the restaurant industry, ultimately leading him to open CRAFT in 2011. He said another site could open this year.
Today, L’Heureux’s portfolio includes CRAFT—a “boisterous, social-style” restaurant that caters to large groups and corporate events—and Central, a smaller, more intimate neighbourhood restaurant concept. The two brands share a commitment to great food and service but offer distinct experiences.
CRAFT
“CRAFT is large, it’s boisterous. We’re able to accommodate large groups of 20 or more and host big functions. It’s a place to gather in a really great environment. We pride ourselves on the vibe,” says L’Heureux.
In contrast, Central is “focused on being the best neighbourhood hangout spot” in a more intimate setting. “It’s a modern twist on the neighbourhood restaurant, a little more focused on cocktails and elevated food, all in an environment that’s super inviting and relaxed,” he says.
Central
L’Heureux is determined to keep growing, confident in his team and the loyalty of his customer base.
L’Heureux credits the strength of his team as a major driver of his success. “I’m confident in that we’ve built a great team,” he says. “The team is the key.” He understands that, in an increasingly challenging landscape for restaurants, the ones that thrive are those executing at the highest level.
“It’s a tough landscape for restaurants right now. Since COVID, it’s easy to cut corners. But that’s exactly what you shouldn’t do,” says L’Heureux. “You’ve got to really just be in your business, understand your costs, and understand your guests. The number one reason we’re in the restaurant business is for the guests. Make sure they feel like there’s value for their experience.”
He adds that maintaining quality is paramount, even when faced with rising costs of goods and labour. “You can’t compromise on people or product,” he explains. “It’s about keeping a focus on the experience, the value, and making sure your guests have a memorable time.”
At 50 years old, L’Heureux’s energy and enthusiasm for his work are as high as ever. He credits the fast-paced nature of the restaurant business for keeping him young. “The business keeps you young,” he says. “The team keeps you young. There’s always something new happening, and there’s a lot of great young people doing amazing things in this industry.”
L’Heureux’s deep connection to his team and his customers has been key to his long-term success. And while he’s proud of the growth his brands have experienced, he’s not resting on his laurels. With a sharp focus on quality, community, and innovation, L’Heureux’s vision for Central and CRAFT is only just beginning to take shape.
CRAFT
“I’m just excited about what’s next,” he says. “We’re always looking for new ways to improve and give people a great experience. It’s all about evolving with the times while staying true to what made us successful in the first place.”
L’Heureux’s ability to evolve and remain grounded in the fundamentals of good food, strong service, and a great atmosphere is what continues to drive the success of CRAFTand Central. His journey is a powerful reminder that the best way to stay ahead in business is to keep learning, adapting, and most importantly, staying connected to the people who matter most: your guests and your team.
Dr. Phone Fix Expanding Rapidly Across Canada with Ambitious Growth Plans
Dr. Phone Fix, a Canadian electronics repair and certified pre-owned device retailer, is in rapid expansion mode across the country, with plans to hit 125 locations by 2030.
The company, founded in August 2019, opened its first store in St. Albert, Alberta, and has grown quickly since then to 35 locations stretching “all the way from Victoria to Ontario.”
Piyush Sawhney
“There was always a demand for certified repair services. Electronics are getting expensive—cell phones, iPads—they cost an arm and a leg these days,” says Piyush Sawhney, Founder and CEO of Dr. Phone Fix.
“That’s where we saw the market demand. People are moving toward repair services and certified pre-owned devices. With phone prices rising, repair just makes sense.”
Sawhney says the company is currently working through new leases and has “a few locations in the pipeline coming soon.”
Looking ahead, Dr. Phone Fix is targeting “125 locations by 2030.”
The company’s growth strategy includes focusing on shopping plazas with high-traffic anchor tenants. “Our primary focus is shopping plazas with strong anchor tenants. Those anchors drive traffic to the plaza, and that’s where we get more customers,” explains Sawhney.
Dr. Phone Fix recently earned national recognition by being named to the Financial Times list of fastest-growing companies.
“It’s definitely exciting,” says Sawhney. “It distinguishes our business from others in the same category. I’m really thankful to our customers and employees who contributed. We have about 27,000 positive online reviews and a large customer database. We’re very excited to be on the list. Only 48 Canadian companies made it, and I’m proud to say we’re one of them.”
Dr. Phone Fix
This comes on the heels of the Globe and Mail recognizing the brand twice on its annual company growth list.
Adding to its momentum, Dr. Phone Fix officially became a publicly traded company on the TSX Venture Exchange on March 4, 2025.
“The response has been great,” says Sawhney. “It’s another distinction for us in our category, and we’re quite happy with it.”
He believes the move to go public offers a compelling opportunity for investors.
“Phones are something everyone has—people can relate,” he says. “Investors who missed the bus when Apple or Samsung went public now have the opportunity to be part of the telecom industry at an early stage. It’s exciting.”
The company, which is based in Edmonton, continues to see strong demand for its services and products as the cost of new electronics rises and consumer interest in sustainable options like repair and refurbishment grows.
