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
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, 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
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.
