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Staples Canada and MAP join forces to address chronic homelessness in Canada through Even the Odds Campaign

Staples Oakville (Image: Staples Canada)

Staples Canada and MAP, Canada’s largest health equity research centre, are tackling chronic homelessness in Canada. By supporting MAP’s innovative research and evidence-based programs, Staples’ Even the Odds program is raising funds that help people to get housed, stay housed, and regain their health and wellbeing, announced the retailer on Monday.

Rachel Huckle
Rachel Huckle

“Even the Odds is about creating pathways to opportunity, and we recognize that stable housing is fundamental to education, employment, and overall well-being,” said Rachel Huckle, CEO, Staples Canada. “The proven success of MAP’s research gives us confidence that our support is making a tangible, lasting difference in communities across Canada.”

Until May 11, customers can donate to Even the Odds and fund this life-changing research at any one of Staples’ 298 stores or online at Staples.ca/EvenTheOdds. All donations will be matched by the company up to $500,000.

For more than 25 years, MAP has been a leader in solutions-focused research to find the best ways to improve health and housing outcomes for people who are unhoused, including co-leading the largest research trial in Canadian history to evaluate solutions to end homelessness. MAP is based at St. Michael’s Hospital in Toronto.

Dr. Stephen Hwang
Dr. Stephen Hwang

“Our studies show that people experiencing chronic homelessness don’t just need housing—they need ongoing, individualized support in order to thrive and make positive changes in their lives,” said Dr. Stephen Hwang, Director of MAP and the Canada Research Chair in Homelessness, Housing and Health.

“I’m proud to say that MAP is among the organizations leading the world in this research, and the success of our Even the Odds programs demonstrates the power of investment in evidence-based interventions. Thanks to Staples Canada’s commitment, we can continue scaling to reach unhoused individuals across the country.”

Donations raised through Even the Odds will help fund several critical MAP programs, including MAP’s signature Navigator Program. The program pairs hospital patients who are homeless with an outreach counsellor—a “Navigator.” The Navigator gets to know the patient and connects them with the health and social support they need to break cycles of homelessness and poor health, and to move forward in securing housing that works for them, explained officials.

With support from Even the Odds, MAP said it has expanded the Navigator program from St. Michael’s Hospital in Toronto to St. Paul’s Hospital in Vancouver. To date, the innovative program has provided outreach support to more than a thousand people experiencing homelessness in Toronto and Vancouver, and will launch at CHUM (Centre hospitalier de l’Université de Montréal) in Montréal later this year.

Since the launch of Even the Odds in 2021, Staples said it has raised more than $7 million in support of MAP. In addition to the Navigator program, this funding has expanded MAP’s work throughout Canada to help end childhood health inequities, and to break down barriers to care and disease prevention.

These equity-building initiatives include:

  • APPLE Schools, an award-winning health promotion initiative to support a healthy start for children in underserved communities.
  • OurCare, the largest cross-Canada conversation about the future of primary care and how to create a stronger, more equitable system.
  • Healthbox, ‘smart’ vending machines that dispense free health supplies and essentials such as warm socks and hygiene products to people experiencing major barriers to healthcare.
  • Healthy Food Prescription, a landmark research trial to test a promising approach to food insecurity and chronic disease inequities: grocery store vouchers prescribed by physicians to low-income patients with diabetes.

Alberta government launches Buy Local campaign

Photo by Claudia Solano
Photo by Claudia Solano

When the going gets tough, Albertans stick together. That’s why Alberta’s government is launching a new campaign to benefit hard-working Albertans, it announced on Monday.     

“Global uncertainty is threatening the livelihoods of hard-working Alberta farmers, ranchers, processors and their families. The ‘Buy Local’ campaign, recently launched by Alberta’s government, encourages consumers to eat, drink and buy local to show our unified support for the province’s agriculture and food industry,” said the government in a news release.  

“The government’s ‘Buy Local’ campaign encourages consumers to buy products from Alberta’s hard-working farmers, ranchers and food processors that produce safe, nutritious food for Albertans, Canadians and the world.”

RJ Sigurdson
RJ Sigurdson

“It’s time to let these hard-working Albertans know we have their back. Now, more than ever, we need to shop local and buy made-in-Alberta products. The next time you are grocery shopping or go out for dinner or a drink with your friends or family, support local to demonstrate your Alberta pride. We are pleased tariffs don’t impact the ag industry right now and will keep advocating for our ag industry,” said RJ Sigurdson, Minister of Agriculture and Irrigation.

The Alberta government said it supports consumer choice.

“We are providing tools to help folks easily identify Alberta- and Canadian-made foods and products. Choosing local products keeps Albertans’ hard-earned dollars in our province. Whether it is farm-fresh vegetables, potatoes, honey, craft beer, frozen food or our world-renowned beef, Alberta has an abundance of fresh foods produced right on our doorstep,” it said.

This summer, Albertans can support local at more than 150 farmers’ markets across the province and meet the folks who make, bake and grow our food, it said.

In March 2023, the Alberta government launched the ‘Made in Alberta’ voluntary food and beverage labelling program to support local agriculture and food sectors.

“Through direct connections with processors, the program has created the momentum to continue expanding consumer awareness about the ‘Made in Alberta’ label to help shoppers quickly identify foods and beverages produced in our province,” added the government.

Taza Park expanding retail offerings with new developments

Source: Taza
Source: Taza

Taza Park is making waves in Calgary’s retail scene, with ongoing developments and big plans on the horizon. 

James Robertson, President of Taza, recently provided Retail Insider an update on the rapidly growing retail landscape in the area, shedding light on the exciting expansion at both the Shops at Buffalo Run and Taza Park itself.

James Robertson
James Robertson

Currently, the Shops at Buffalo Run is 85-90% leased, with over 50 businesses already up and running at the 278,000 square foot shopping centre. Robertson is optimistic about the remaining space, explaining, “Opportunities are starting to become fewer, but overall, we’re very excited about how it’s gone. The tenants are all doing well, and we look forward to the next phase of development.”

It was recently announced that a Real Canadian Superstore was set to open in 2026 at the development.

One key factor in the shopping centre’s success is its proximity to Costco, which Robertson believes drives a lot of foot traffic to the area. “The adjacency to Costco creates a traffic pattern that benefits the retailers,” he said. “We’ve noticed that a lot of the retailers have their own audiences, like Petfinity and Gold’s Gym, which are independent of Costco.”

However, Robertson also emphasizes that the Shops at Buffalo Run is much more than just a Costco-adjacent shopping centre. “The Shops at Buffalo Run are a destination in themselves,” he added, noting that despite certain retailers benefiting from Costco’s presence, the centre is a key draw on its own.

As for Taza Park, the focus is on creating a comprehensive mixed-use community with a retail heart. Robertson provided a detailed update on the ongoing construction in the area, noting that the first permanent building has already been completed, which will become the main street of Taza Park.

“The building houses our marketing centre and retail on the main floor, with office space on the second,” said Robertson. “We’ve taken up about half the office space and are in talks with other tenants for both office and retail space.”

Robertson said the buildings on the main street will range from one and two storeys to four and five storeys. But predominantly, there will be one and two-storey buildings. Overall, about 150,000 square feet of retail space will be available. It will be more of a community-level retail centre—bigger than a neighbourhood centre but not as large as a regional one. It will be home to up to 30 retailers.

Source: Taza
Source: Taza

“We’ve already completed our first building. We hope to start the second building next year. The intent is to keep going with the retail program and develop the main street. We believe the main street is a cornerstone for any new neighborhood, offering essential services and amenities like coffee shops, fitness centres, and quick-service food options. We want to make sure residents have what they need on a day-to-day basis,” added Robertson.

The expansion of Taza Park isn’t stopping with the opening of new buildings. A major component of the park’s growth involves the introduction of additional auto dealerships. Currently, two dealerships are open at Taza Park, and a third, Taza Park Volkswagen, is opening soon. “We’re planning to add two or three more dealerships, though the brands haven’t been announced yet,” said Robertson.

While the dealerships are a major part of the development, Robertson revealed that Taza Park will feature a diverse retail offering, including both essential services and lifestyle-focused amenities. Retailers such as grocery stores, pharmacies, banks, pet stores, and hair salons will make up the foundational component of the retail mix. Additionally, quick-service food outlets, coffee shops, and boutique fitness centres will also be part of the lineup.

“The goal is to provide a well-rounded mix of retailers that people both need and want,” said Robertson. He anticipates around 30 retailers will ultimately set up shop on the main street. “It will be a community-level retail centre—bigger than a neighbourhood centre but smaller than a regional one.”

Taza Park is also planning for future residential developments. “We’ve already announced residential builders, and they’re launching on May 24th,” said Robertson. More announcements are expected throughout the summer regarding the types of retailers that will fill the remaining spaces.

The vision for Taza Park’s retail landscape is clear: create a vibrant, walkable community where residents can access everything they need, from groceries to fitness centres, all within the confines of their neighbourhood.

Recently, Taza announced a partnership between the Tsuut’ina Nation and Canderel, and its first three residential builders for Taza Park: Brookfield Residential, Crystal Creek Homes, and Homes by Avi. This milestone marks an important step in the development of Taza Park, a transformative community designed to accommodate approximately 12,000 residents within a 470-acre, master-planned development.

Source: Taza
Source: Taza

The development is strategically located near Weaselhead Flats and North Glenmore Park, offering residents access to beautiful natural surroundings. Taza Park itself will feature more than 20 acres of green space, including ponds, wetlands, parks, and four dedicated dog parks. This combination of green spaces and outdoor amenities is designed to create a vibrant, nature-connected community that promotes both relaxation and recreation for all residents, said the company.

“The selection of Brookfield Residential, Crystal Creek Homes, and Homes by Avi marks an exciting chapter in the Taza development journey,” said Robertson. “These builders bring a wealth of experience and a strong commitment to quality, sustainability, and community values that align with our vision for Taza Park.”

Construction of essential infrastructure to support the development of Taza Park is already underway, including roadways, underground services, utilities, and a water reservoir. 

“Taza is one of the largest Indigenous-led real estate developments in North America. The residential launch in Taza Park, the first of the three villages to offer residential living and the second to be developed, marks a historic moment in community-building on Tsuut’ina Nation. This project represents a unique opportunity for residents to live in a community that combines modern urban amenities with the rich culture of the Tsuut’ina Nation. The development seamlessly integrates residential, retail, commercial, and natural spaces, exemplifying a forward-thinking approach to sustainable growth and economic self-determination,” it said. 

Aurora at Taza Park - Homes By Avi
Aurora at Taza Park – Homes By Avi
Rhythm at Taza Park - Brookfield Residential
Rhythm at Taza Park – Brookfield Residential
Juniper Ridge at Taza - Crystal Creek Homes
Juniper Ridge at Taza – Crystal Creek Homes

SickKids and RioCan launch Virtual Urgent Care kiosk at Toronto mall to improve pediatric healthcare access

Source: RioCan
Source: RioCan

The Hospital for Sick Children (SickKids), in partnership with RioCan Real Estate Investment Trust, has launched a Virtual Urgent Care (VUC) kiosk at the Lawrence Allen Centre in Toronto. 

The pilot project aims to help improve equitable access to pediatric urgent care in one of Toronto’s most underserved communities. The kiosk provides high-quality virtual care access, complete with a staffed greeter, internet access, and interpretation in 230+ languages, setting a new benchmark for what mixed-use community space can offer​.

Located in a central, high-traffic retail hub, the VUC kiosk:

  • Transforms underutilized space into a health-enabling environment to support access to SickKids’ virtual urgent care services​.
  • Demonstrates how retail real estate can serve as a platform for community well-being and social infrastructure
  • Provides a data-informed response to the ‘digital divide,’ which has limited access to virtual care among equity-deserving populations in Toronto
Jennifer Suess
Jennifer Suess

Jennifer Suess, RioCan’s Senior Vice President and General Counsel ESG and Corporate Secretary, said Lawrence Allen Centre is one of the RioCan properties that it’s had in its portfolio for a long time. 

“It’s a major market, transit-oriented property situated at the intersection of two highways, as well as a subway station. It has ample parking for those who drive, and it features a strong tenant mix offering grocery, pharmacy, medical services, apparel, and more,” she said.

“The SickKids partnership with RioCan is located on the ground floor of the shopping centre, directly across from Fortinos, which also houses a pharmacy. It’s very close to the exit and parking area. This project is the result of a series of discussions between the hospital and RioCan, as we explored ways to improve healthcare access—especially in communities that struggle to reach downtown hospitals or to use existing virtual platforms from home.

“The area surrounding Lawrence Allen Centre includes some of Toronto’s poorest digital postal codes. Many people live in high-rise towers and may not have adequate WiFi, privacy, or time to access virtual healthcare. They often can’t afford to take time off work or school to go downtown to the SickKids emergency room.

“During COVID, emergency room wait times regularly exceeded 24 hours. So this partnership was about bringing virtual urgent care into communities that either don’t have access to care or can’t use the care as it’s currently provided. It’s a novel, innovative way to ensure equal access to healthcare.”

Source: RioCan
Source: RioCan

Suess said the service allows a caregiver to receive an email with a prescription or diagnostic imaging request from the virtual consultation, and then actually fill that prescription or imaging request within the shopping centre itself and take it home.

The unique concept is about 450 square feet and includes a waiting area with a full-time greeter, translation services in over 200 languages for families more comfortable communicating in languages other than English, and a private exam room for the virtual consultation.

Source: RioCan
Source: RioCan

The project opened to the public at the beginning of February.

“It’s intended to run for 12 months initially, but of course, we hope it becomes a permanent, sustainable feature. RioCan strongly believes in this model. We think it’s scalable across Canada, and several healthcare institutions—both pediatric and adult—are exploring similar partnerships with us. Our properties are transit-oriented and in major markets, making them ideal for this type of care delivery,” explained Suess.

“We’ve had hundreds of families visit the clinic since it opened, and they’re absolutely delighted to have access to this kind of service. I’m glad we can bring more attention to it.”

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Giant Tiger partners with DoorDash and Uber Eats

Giant Tiger Stores Limited is making shopping even more convenient with the launch of on-demand delivery available through new national partnerships with DoorDash and Uber Eats. Delivery of Giant Tiger’s full assortment is now available from more than 200 Giant Tiger stores. (CNW Group/Giant Tiger Stores Limited)

Giant Tiger Stores Limited has launched on-demand delivery available through new national partnerships with DoorDash and Uber Eats.

Now available at more than 200 stores across Canada, customers can shop the retailer’s full assortment including family fashion, grocery, health and beauty products, and household essentials, all at Giant Tiger’s low prices, said the company.

Giant Tiger said it is expanding its reach with DoorDash and Uber Eats to make shopping even more convenient for customers by delivering low prices right to their door in as fast as an hour. By expanding its availability to additional easy-to-use platforms, Giant Tiger added it is evolving to meet market dynamics and customer demand for faster, more convenient shopping options, while delivering on the promise to provide Canadians with low prices, always. 

Simon Rodrigue
Simon Rodrigue

“Canadians are looking for easier, more convenient ways to shop, and we’re thrilled to expand our digital offerings to meet that need with new partnerships with DoorDash and Uber Eats,” said Simon Rodrigue, Senior Vice President of Strategy, Supply Chain and Chief Digital Officer, Giant Tiger Stores Limited.

“At Giant Tiger, we’re committed to helping Canadians save both time and money. By offering same-day delivery at in-store pricing, we’re making our wide selection of everyday essentials, including our exclusive private label brands and Made in Canada products, more accessible than ever. Building on our successful partnership with Instacart, DoorDash and Uber Eats allow us to bring even more convenience to our customers in the communities we proudly serve, while staying true to our promise of delivering unbeatable value as Canada’s place to save.”

Lewis Matthews
Lewis Matthews

“Giant Tiger is a neighbourhood favourite within hundreds of communities across our country. This new partnership connects customers with an extensive, affordable range of products at in-store prices – when and where they wish,” said Lewis Matthews, Head of Grocery and Retail Partnerships at DoorDash Canada. “Giant Tiger and DoorDash share a commitment to evolving alongside customer preferences, whether that’s increasing convenience through local commerce or investing within communities to create meaningful connections. We’re looking forward to providing seamless experiences time and time again, no matter how you choose to shop.”

Klaas Knieriem
Klaas Knieriem

“We’re proud to welcome Giant Tiger to the Uber Eats platform, giving Canadians even more affordable options for groceries and household essentials,” said Klaas Knieriem, Head of Grocery and Retail for Uber Eats in Canada. “With over 200 stores across the country, Giant Tiger is a trusted name in value and convenience–and now, shoppers can get their favourite items delivered straight to their door in as little as an hour through Uber Eats. This partnership is part of our commitment to expand our in-app selection and make everyday essentials more accessible through the Uber Eats app Canadians already know and rely on.”

To begin shopping, customers simply download DoorDash or Uber Eats, search for Giant Tiger, and add their favourite everyday essentials to their order for fast on-demand delivery. Giant Tiger is now available on both platforms with locations in Alberta, Manitoba, New Brunswick, Nova Scotia, Ontario, Prince Edward Island, Quebec, and Saskatchewan.

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Canadian Retail Exports Face $27B Tariff Risk: NIQ

Maple syrup in a store. Photo: Not Without My Passport

A new report from data and analytics firm NielsenIQ (NIQ) is raising concerns for Canadian manufacturers and exporters tied to the U.S. market. The April 9, 2025 edition of Tariffs Perspectives by Category reveals that more than $27 billion in Canadian exports are potentially exposed to U.S. trade tariffs, including a wide array of goods in food, health and beauty (HBA), and household care categories. Although tariffs between the U.S., Canada, and Mexico are currently paused, the report underscores the fluidity of the trade environment and suggests brands must prepare for disruption.

Canadian Food Exports to the U.S. Face Significant Tariff Risk

In terms of volume and value, Canadian food exports represent the largest category of concern. NIQ estimates that approximately $15.2 billion in food and produce is imported into the United States from Canada annually, with the Eastern U.S. accounting for 63 percent of these import sales. Several everyday grocery items dominate the list, including confectionery at $647 million, cookies at $563 million, chocolate at $471 million, and muffins and cakes together exceeding $600 million. Granola bars, crackers, and cucumbers are also notable contributors to the trade flow. These figures signal the high degree of integration between Canadian food production and U.S. consumer demand.

Chris Costagli, Vice President of Food Insights at NIQ, noted that tariffs could have a significant effect on grocery and produce departments in the U.S., particularly for weather-sensitive categories such as fruit and vegetables. He said manufacturers must focus on strategic sourcing and leverage regional distribution strengths to maintain availability and meet consumer demand in the event of renewed tariffs. The implication for Canadian exporters is clear: disruption in even one of these categories could have cascading effects on pricing and shelf presence in a key international market.

Health and Beauty Products from Canada at Risk of Supply Chain Disruption

The health and beauty sector is also highly exposed. According to the report, $1.9 billion in HBA products are imported into the United States from Canada. Key product types include facial skin care, accounting for $482 million in U.S. sales, followed by deodorant at $361 million, hair care at $339 million, and hand and body lotion at $220 million. These figures point to the essential role Canadian manufacturers play in supplying personal care items to U.S. retailers. The Southern U.S. was identified as the leading region for Canadian HBA imports, accounting for 42 percent of related dollar sales.

Jo-Anne Lynch, Vice President of Beauty Vertical Insights at NIQ, warned that tariffs could raise production costs and disrupt supply chains, which may in turn lead to higher prices for consumers and weakened demand. She added that while large multinational beauty brands may find ways to shift sourcing, smaller and emerging players could struggle to adapt. Lynch also emphasized that current “deconsumption” trends in beauty — where consumers reduce product usage or simplify routines — could intensify if prices rise, further threatening volume sales.

Household Care Imports from Canada Show Signs of Decline

Though smaller in dollar value compared to food and beauty, Canadian household care exports also carry exposure. The report places the annual total for these products at approximately $30.6 million. Leading items include cleaning implements, which make up the bulk of Canadian-origin household care imports, along with fabric treatments and laundry detergent. While this segment is not as large as that of Canadian competitors in Mexico, the report indicates that imports from Canada have declined both in dollar sales and in-store distribution. Many of these products are now primarily sold in legacy retail channels and through Amazon, which has become an important growth outlet for the category.

Jake Del Valle, Vice President of CPG Insights at NIQ, highlighted that manufacturers must be mindful of potential peripheral impacts tied to fluctuations in oil and gas prices, particularly given Canada’s role as a supplier. He said changes in transportation and packaging costs could further destabilize Canadian-origin household products sold into the U.S. market.

Temporary Suspension of Tariffs Offers Only Short-Term Relief

Although the current trade environment includes a temporary suspension of tariffs between the U.S., Canada, and Mexico, the NIQ report makes it clear that this pause is not a long-term guarantee. Maria Maysonet, Insights Director at NIQ, stated that manufacturers must prepare for possible shifts in policy and emphasized the urgency of stabilizing operations. She pointed to more than $26 billion worth of food imports alone as being directly exposed to potential price increases. Categories such as cookies, chocolate, and crackers were singled out as especially vulnerable, with consumers in those aisles already facing inflationary pressure and reducing purchases. Households with children are among the most impacted, changing snacking habits in response to rising costs.

The report also provides useful insights into U.S. consumer attitudes toward tariffs and pricing. According to a January 2025 NIQ survey of 1,001 shoppers, 34 percent of respondents said they would prioritize U.S.-made products to avoid tariff-driven price hikes. However, more than half indicated that their decisions would continue to be based on price differences and perceived quality. The survey revealed that 80 percent of shoppers want transparency from brands if tariffs lead to price increases, with younger and higher-income consumers the most likely to check sourcing information and respond to origin labeling.

These shifts in consumer behaviour offer both challenges and opportunities for Canadian companies. While some shoppers may opt for domestic alternatives, others remain loyal if Canadian products can compete on value and quality. In particular, Millennials and households earning over $100,000 annually were identified as high-value import buyers, and they are most engaged with Canadian-made products. This suggests that exporters who can reinforce quality messaging and align with transparency expectations may be better positioned to weather any trade turbulence.

Canadian Manufacturers Must Prepare for Trade Volatility

The report’s overarching message is one of preparation. For Canadian exporters embedded in the U.S. retail ecosystem, especially in high-volume categories like food, HBA, and cleaning products, the risks associated with tariff reinstatement are substantial. While the political environment remains in flux, and while tariffs are on hold for now, NIQ’s research makes it clear that the situation could change quickly — particularly as the U.S. enters an election cycle.

Canadian manufacturers and retailers are encouraged to assess their supply chain vulnerabilities, evaluate pricing strategies with elasticity in mind, and prepare regionally targeted responses for the U.S. market. With over $27 billion in exports at stake, the ability to adapt quickly and transparently could be the difference between resilience and market erosion.

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Frank And Oak Closing Most Stores in Canada Amid Debt Crisis

Frank and Oak at CF Toronto Eaton Centre
Frank and Oak at CF Toronto Eaton Centre - Photo by Dustin Fuhs

Montreal-based retailer Frank And Oak has confirmed it will shutter the majority of its Canadian stores by May 7, 2025, as the company continues its court-supervised restructuring process. The announcement comes as Frank And Oak and its parent company, Unified Commerce Group (UCG), seek a buyer for the once high-flying fashion brand.

A total of 10 stores are expected to close, including prominent locations at CF Carrefour Laval, Place Ste-Foy, CF Rideau Centre in Ottawa, and two shops in Vancouver. Stores in Montreal’s Stanley Street and St-Viateur, once seen as flagship concepts, will also shut down. The company has confirmed that its e-commerce platform will continue to operate, and stores in the Greater Toronto Area will remain open for now.

Retail Expert: “They Surfed a Wave — Then It Crashed”

Frank And Oak was once seen as a model for modern, sustainable fashion. Founded in 2012 by Ethan Song and Hicham Ratnani, the brand gained national attention for its minimalist aesthetic and eco-conscious values. But its fast rise may have masked deeper issues.

Carl Boutet

“They caught an amazing wave,” said retail expert Carl Boutet. “They were part of that hipster Brooklyn aesthetic, and they had incredible branding. But they took on way too much venture capital and tried to scale too fast.”

Boutet added that the problem wasn’t just the rapid expansion — it was how that growth was financed. “They were losing money and kept expanding. Venture capitalists were okay with it at first. The thinking was: ‘Get the market share now and figure out profit later.’ But profit never came.”

Digital marketing costs were another culprit. “The cost of customer acquisition skyrocketed on platforms like Instagram and Facebook,” said Boutet. “They were expecting scale efficiencies that never materialized.”

Millions in Debt and a Second Restructuring

Frank And Oak filed for creditor protection under the Bankruptcy and Insolvency Act in December 2024, citing $71 million in debt. Secured creditors, including UCG and Desjardins, are owed $55.5 million, while unsecured creditors are owed $14.6 million.

Among the major unsecured claims:

  • $3.5 million to the Canada Border Services Agency (CBSA)
  • $1.7 million to the Canada Revenue Agency (CRA)
  • $529,000 to Shopify
  • $504,000 in prepaid customer cards

Dustin Jones, CEO of UCG, acknowledged in a December letter to creditors that the brand never fully recovered from the impacts of the pandemic. “Despite significant growth over the past few years, the company has struggled to recover from losses incurred as a result of the COVID-19 pandemic,” wrote Jones.

Signs of Interest from Bidders — But No Clear Path Yet

Court filings indicate that Frank And Oak has received “robust” interest from prospective buyers. However, no names have been disclosed, and there are no guarantees a sale will be completed.

Boutet noted that the company’s leases in areas like Stanley Street in Montreal might attract other retailers. “I’ve told my friends in vintage retail to take a look at those spaces. The foot traffic is already there, and it’s the right customer demographic,” he said.

For now, Frank And Oak has announced that liquidation sales are underway, and all sales will be final once those begin. The company has not indicated how many of its approximately 150 employees across headquarters and retail locations could be impacted.

Frank and Oak Montreal (Image: Frank and Oak

Sustainability Efforts and a B Corp Pivot

After being acquired by UCG in 2020, Frank And Oak pivoted to a stronger emphasis on sustainability and received B Corporation certification. But the effort failed to win back enough market share.

“They tried to do the B Corp thing, which is great,” Boutet commented. “But beyond the badge and the clothing, it didn’t really come through in the experience. They weren’t Patagonia.”

Even as a sustainability-focused brand, Frank And Oak struggled in a market flooded with inexpensive options from global e-commerce players.

The Rise and Fall of a Canadian Fashion Darling

Frank And Oak’s origin story began with optimism. Launching as a direct-to-consumer online retailer, it quickly expanded into brick-and-mortar locations and built a reputation for modern, ethically made fashion. Its experiential stores and sleek marketing struck a chord with millennial consumers.

But the very model that fueled its early success became a liability. “They opened too many stores, moved too fast, and didn’t build a stable financial base,” said Boutet. “They were just one of many digital-native vertical brands that struggled with scale.”

By 2020, facing $19 million in debt, the company filed for creditor protection for the first time. UCG, a New York-based firm specializing in distressed retail turnarounds, acquired Frank And Oak later that year, attempting to salvage the brand.

What’s Next for Frank And Oak?

The immediate future involves winding down most store operations while attempting to restructure under court supervision. UCG has signaled a desire to continue the e-commerce side of the business and maintain a reduced store footprint.

But the viability of Frank And Oak as a retail brand hinges on attracting a strategic buyer — someone willing to invest not just in the name, but in its sustainability promise and design ethos.

“Frank And Oak could still have a future,” said Boutet, “but it needs a clearer identity and a realistic financial model. The hype isn’t enough anymore.”

Key Stores Closing by May 7:

  • Place Ste-Foy (Quebec City)
  • Carrefour Laval (Laval, QC)
  • CF Rideau Centre (Ottawa)
  • Cordova Street and 4th Avenue (Vancouver, BC)
  • Dix30 (Brossard, QC)
  • Stanley and St-Viateur (Montreal, QC)

Remaining Stores:

  • GTA (including Toronto and suburbs)

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AI Reshapes Retail Supply Chains Amid Rising Complexity

AI and retail supply chains. Image: BeyondSupplyChain

As retailers continue to navigate a fast-changing and often unpredictable global environment, artificial intelligence (AI) is emerging as a critical tool for supply chain optimization. From predicting inventory demand to simulating the impact of geopolitical disruption, AI’s role is growing rapidly—particularly in distribution centres (DCs).

Retail Insider spoke with Kim Baudry, Market Development Director at Dematic, to better understand how AI is influencing retail supply chains and what the future may hold.

The Omnichannel Shift and the Rise of AI

According to Baudry, AI’s emergence in retail supply chain operations is being driven in large part by the ongoing evolution of omnichannel retailing.

Kim Baudry, Market Development Director at Dematic

“We’re really just at the tip of the iceberg,” she said. “Retailers are trying to offer a seamless experience whether it’s in-store, online, or click-and-collect. That puts pressure on the supply chain to be flexible and responsive.”

With more retailers filling orders from stores, distribution centres, and even direct-to-consumer shipments from the same facility, AI is increasingly being tapped to improve inventory visibility and planning.

“AI can help make predictions and recommendations for where inventory should be placed,” explained Baudry. “It can support planning for seasonal changes or unexpected surges in demand.”

AI’s Expanding Role in Inventory and Demand Forecasting

While Dematic’s primary focus is on automation within distribution centres, Baudry noted that AI is quickly proving useful in forecasting and demand planning—especially given the uncertainty introduced by events like the COVID-19 pandemic and geopolitical tensions.

“Retailers used to keep leaner inventories,” she said. “But now, due to supply chain disruptions and geopolitical volatility, they’re storing more inventory both in their DCs and stores. That has changed the kind of automation solutions we’re selling—more storage-focused, compact systems that don’t require building new facilities.”

AI helps retailers make data-informed decisions on where to position inventory and how much to store. “It’s not just about cost—it’s also about agility and resilience,” she said. “AI can simulate supply chain scenarios and help retailers determine the best course of action if, say, tariffs are imposed on goods from a specific region.”

Navigating Geopolitical Uncertainty with Predictive Tools

Baudry recalled a recent industry conference attended by both American and Canadian retailers. The original agenda focused on tariff planning related to China, but post-election discussions shifted toward potential tariffs on Canada and Mexico.

“When your supply chain strategy has to pivot that quickly, predictive AI tools become essential,” she explained. “If you need to shift sourcing from China to Vietnam, for instance, AI can help assess the cost, the delay in supply, and the knock-on effects on your entire operation.”

From Machine Learning to AI-Powered Automation

Although the industry isn’t fully immersed in AI-powered robotics yet, Baudry said the groundwork is being laid through machine learning applications.

“We’re still in the machine learning phase more than true AI, especially when it comes to robotics,” she said. “But that’s the building block. Right now, predictive maintenance is one of the key use cases.”

Baudry explained that software connected to equipment, like conveyors or diverts, can already detect irregularities and alert operators to possible failures before they occur.

“In the future, we’ll see AI used not just for predictive insights, but for decision support,” she said. “It will help determine the right type of automation for a facility, how workflows should be adjusted, and how to optimize performance in real-time.”

AI-Driven Efficiencies in the Warehouse

Even without full AI integration, warehouse systems today already create significant operational efficiencies. Baudry gave an example of a distribution centre where the system detects that a worker has too much on their plate.

“The software can reallocate tasks to balance the workload,” she said. “As we introduce more machine learning and AI, these adjustments will become even smarter and more proactive.”

Ultimately, this helps workers perform better while improving overall output, without requiring major infrastructure changes.

AI for Customer-Facing Retail Applications

AI’s influence is not limited to the back-end. Baudry said she’s seeing growing interest in consumer-facing AI tools as well.

“For example, grocery apps are starting to use AI to anticipate customer needs,” she said. “If the system sees you buy two gallons of milk every two weeks, it could prompt you to reorder before you even realize you’re out.”

This type of personalization deepens customer loyalty—but it also increases pressure on supply chain accuracy. “If a retailer promises the milk will be there and it’s not, that’s a problem,” Baudry added. “AI helps tighten that entire value chain.”

Tariffs, Transportation, and the Role of AI in Planning

Another area where AI is gaining ground is in transportation optimization.

“Whether it’s planning for port disruptions or rerouting trucks more sustainably, AI can help retailers respond faster,” said Baudry. “It’s about reducing fuel costs, improving delivery speed, and lowering carbon emissions.”

She also emphasized the importance of supplier-retailer communication. “AI is going to give suppliers more visibility into what retailers need and when they need it,” she said. “That transparency benefits everyone.”

A Future of Continuous Disruption

Baudry concluded with a sobering yet realistic view of the retail landscape: constant change is the new norm.

“In the past, change happened every ten years or so. Now, we’re looking at disruption every three years—if not sooner,” she said. “Between customer behaviour, e-commerce, and global instability, retailers need to be more agile than ever.”

That means investing in flexible, scalable solutions, including robotics, machine learning, and AI-powered systems. “We can’t plan 10 years out anymore,” she noted. “But we can build systems that help us adapt quickly, and that’s where AI really shines.”

Key Takeaways:

  • AI is reshaping retail supply chains by improving forecasting, inventory placement, and demand planning.
  • Geopolitical disruption, including tariffs, is forcing retailers to adopt predictive tools and re-evaluate sourcing strategies.
  • While true AI-powered robotics is still evolving, machine learning is already improving warehouse operations.
  • Customer expectations for speed and accuracy are driving the need for better inventory visibility across all fulfillment channels.
  • Retailers can’t afford long-term rigidity—the focus now is on building agile, data-driven infrastructure for future adaptability.

As Baudry put it, “AI isn’t just about replacing humans or automating tasks—it’s about creating a supply chain that can keep up with the world we live in today.”

More from Retail Insider: 

Bootlegger Sold to Warehouse One Parent Amid Restructuring

Bootlegger at Guildford from Lower Level - Photo by Lee Rivett

Canadian apparel retailer Bootlegger is set to continue operations following a major development in the restructuring of its parent company. On April 12, 2025, the Ontario Superior Court approved the sale of Bootlegger to a subsidiary of Comark Holdings Inc., allowing the retailer to be operated through Warehouse One Clothing Ltd., an affiliate of the parent company.

The decision comes as part of Comark’s broader creditor protection proceedings under the Companies’ Creditors Arrangement Act (CCAA). Justice Peter Cavanagh approved the transaction, which aims to preserve a portion of Bootlegger’s store footprint and secure employment for some of its staff following a period of financial uncertainty.

A Legacy Brand with Deep Canadian Roots

Bootlegger was founded in 1971 and became well known for its denim and casual apparel offerings. At the time of the CCAA filing, the retailer operated 53 standalone locations and shared another 19 locations with sister brands Ricki’s and Cleo.

However, as part of Comark’s restructuring plan, Ricki’s and Cleo were sold in March 2025 to Putman Investments—owner of Toys “R” Us Canada—for $14.4 million. That transaction marked a significant step in Comark’s effort to slim down its operations and focus on Bootlegger, its remaining apparel banner.

No Outside Bidders for Bootlegger

Despite interest from multiple parties, court filings indicate that no external bidders ultimately came forward with an offer to acquire Bootlegger. This paved the way for the retailer to remain within the Comark family, with operations transitioning to its affiliate Warehouse One.

The sale includes agreements with landlords to retain 45 retail leases. Some of these stores will be converted to Warehouse One locations, while others will continue to operate under the Bootlegger brand. The deal is expected to close later this month.

Within two days of the closing, staff at the retained stores will be issued termination notices—followed by employment offers from Warehouse One, ensuring some continuity in staffing.

Restructuring Driven by Mounting Financial Pressures

Comark’s move to seek creditor protection in January 2025 was the result of prolonged financial challenges. The company cited several factors contributing to its financial difficulties:

  • COVID-19 Pandemic: Lockdowns and a major shift to online shopping negatively impacted foot traffic and in-store sales.
  • Cybersecurity Breach: A ransomware attack in 2021 caused a major operational disruption, resulting in an $8.2 million revenue loss during a key sales period.
  • Supply Chain Disruptions: Delays in receiving seasonal products led to missed revenue opportunities and aggressive markdowns that cut into margins.
  • Increased Competition: The rise of low-cost fast fashion competitors drew value-focused consumers away from legacy mid-market retailers like Bootlegger.

These cumulative pressures led to a 19% drop in sales for Comark and a $21 million operating loss during the first nine months of 2024.

Mounting Debt Prompted Court Protection

By late 2024, Comark Holdings Inc. was under considerable financial strain, with liabilities exceeding $60 million. The bulk of this debt stemmed from overdue payments to suppliers, with approximately $44 million owed to merchandise vendors alone. The company also faced $5 million in unpaid rent to landlords across its retail portfolio. Compounding the situation, Comark’s senior secured lender, CIBC, demanded repayment of more than $32 million in loans. 

These mounting obligations left the company with few options, ultimately leading it to seek protection under the Companies’ Creditors Arrangement Act (CCAA) in January 2025. The court filing enabled Comark to pause creditor actions and initiate a structured process to stabilize its business, sell off assets, and attempt to preserve elements of its operations—most notably the Bootlegger brand.

A New Chapter Under Warehouse One

Warehouse One, which operates its own national chain of value-oriented casualwear stores, will now oversee the Bootlegger brand through a related corporate structure. While some Bootlegger locations will be converted to Warehouse One stores, others will retain the Bootlegger branding—preserving a legacy that spans over five decades.

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Canadian Retail News From Around The Web For April 14, 2025

Canadian Retail News From Around The Web

News at a Glance

Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past three days.

Tariffs could spell end of the line for some smaller Canadian food makers (Financial Post)

Are you paying more than before to buy Canadian? Experts say it’s complicated (CBC)

Can this man make you love Loblaws again? How new CEO Per Bank is changing Canada’s largest grocer to win back trust (Toronto Star)

Hudson’s Bay sale now using protocol designed to handle insider bid: document (Canadian Press)

Marketplace found up to 1 in 3 groceries get labelled as Canadian. Customers say they’re skeptical (CBC)

Can Canada grow more of its own food? Greenhouses, vertical farming make it possible, experts say (CBC)

Expanded Guidance for Identifying Canadian Food Products (RCC)

MTY Food Group reports Q1 profit down on foreign exchange losses, revenue up (The Canadian Press)

Cannabis Retailers Across Canada Are Hiring AI Employees for Their Safety (Business Wire)

He bought 20 gift cards and 7 were worthless: Gift card fraud is out of control — and retailers aren’t doing enough to stop it (Toronto Star)

Duty-free shops struggle to make ends meet as Canadians steer clear of U.S. (CBC)

Fashion legend Ross Mayer pledges loyalty to Toronto by opening a flagship store in Yorkville (Streets of Toronto)

Second-Hand Success: Exploring the Thrift Economy of Montreal’s Youth (Bull and Bear)

Calgary record stores sell Taylor Swift, Bon Iver vinyl exclusives for Record Store Day (Calgary Herald)

Hudson’s Bay Company opened store in Vernon more than 100 years ago – Vernon News (Castanet)

New Chalo! FreshCo store opens in Mississauga (Grocery Business)

2 wanted, 5 charged in connection with arsons at York region autobody shops: police (CityNews)