OK Tire Stores Inc. has announced the appointment of Brian Mielko as the company’s new President and Chief Executive Officer.
The company said Mielko brings a wealth of experience and a deep commitment to franchise-driven businesses— making him ideally suited to lead OK Tire into its next chapter of growth and innovation.
“Throughout his career, Brian has demonstrated a strong ability to support franchise owners and build thriving partner relationships. At Coca-Cola and Unilever, he developed retail programs for grocery clients and launched high-impact campaigns for Home Hardware, gaining valuable insight into working with independent yet highly dedicated business owners,” it said.
“Most recently, at Sailun Tire, Brian led high-performing sales and marketing teams responsible for delivering multi million-unit programs to TBC Corporation’s Big O and Midas channels. With over 13 years in the tire industry, he has consistently created strategic programs that accelerate client growth—anchored in solid planning, disciplined execution, and trusted partnerships.”
“Brian’s deep understanding of franchise operations, supplier dynamics, and customer needs makes him a natural fit to lead OK Tire,” said the Board of Directors in a joint statement. “We are thrilled to welcome him to the OK Tire team and look forward to the meaningful conversations ahead that will help shape the future of our organization.”
Shayne Casey
OK Tire said it would also like to extend its sincere gratitude to Shayne Casey, Chairman of the Board, for his dedicated leadership and support as interim CEO. “Shayne played a critical role in guiding OK Tire through a pivotal time in the company’s evolution, including the preparation and launch of the strategic distribution partnership with Groupe Touchette announced earlier this spring.”
Under Brian’s leadership, OK Tire will continue to pursue the brand’s bold vision: being the most trusted and recognized tire and auto service franchise brand in Canada, serving both commercial and passenger/light truck (PLT) sectors. The company remains committed to delivering exceptional service, enhanced inventory accessibility, and competitive pricing—empowering stores to maintain profitability while exceeding customer expectations, added the company.
Brian Mielko
“It’s truly an honour to join such a trusted and iconic Canadian brand — one with a rich legacy, a passionate and entrepreneurial network, and a clear vision for the future,” said Mielko.
“I’m excited to work alongside the talented teams at OK Tire, our new distribution partner Groupe Touchette, our valued suppliers, and most importantly, our incredible dealer network. Together, we’ll continue to grow, innovate, and deliver exceptional service to communities across the country. Looking forward to the road ahead!”
OK Tire has a deep-rooted history as a tire and auto service retailer, being a part of the Canadian landscape since 1953 and now driving more than 325 independently owned and operated locations across the country.
“Brian’s leadership style and deep-rooted commitment to collaboration, community, respect, and accountability align perfectly with our culture and vision as OK Tire moves into its next chapter,” added Casey. “As we continue striving for excellence across our network, we are confident that his focus on building strong partnerships at both the local and national level will drive sustained growth and innovation, and we look forward to the exciting road ahead.”
Nemesis’s in-house bakery is growing up. This summer, Dope Bakehouse is striking out on its own with the opening of its first-ever standalone location at 650 Mountain Highway in North Vancouver. Originally developed to complement Nemesis’s excellent coffee program, Dope Bakehouse has since earned a loyal following – and now, it’s ready for its solo debut.
At the helm is Kevin Lucas, a classically trained pastry chef who grew up in Brittany, France, the birthplace of the famous kouign-amann. His career has led him around the world, including working at prestigious spots such as Audierne, La Plagne, Tignes, Arcachon, and Saint-Barthélemy. Lucas brings a deep respect for French technique, creativity, and a passion for all things laminated, said the company.
Dope Bakehouse is expected to open later this summer
Jess Reno at Dope Bakehouse – credit Juno Kim
“We first named our in-house bakery program Dope Bakehouse at our Nemesis Polygon location, and it really took off beyond our imaginations. It was then we knew we had something really special,” explains Jess Reno, founder and CEO of Nemesis. “Through our pastry friends, we were connected with Kevin. It’s now the right time to give Dope its own home.
Lucas will work closely with Nemesis’s culinary leadership, executive chef Mielye Mitchell and executive sous chef Lina Serrano, to continue pushing the boundaries of what a modern bakehouse can be. Also on the team, an international network of super talented chefs and pastry chefs collaborating on this pursuit of passion, explained the company.
“Guests can expect a distinct Dope Bakehouse identity, one that still carries the Nemesis spirit of “coffee creating culture”, but with its own rhythm and energy. Every pastry will be made on-site, with new features dropping throughout the month. The menu will highlight signature viennoiserie, seasonal pastry creations, cookies, focaccia sandwiches, and more. Examples include: Mango Coconut Rice Pudding Danish, Hochija Strawberry Danish, Bacon Smoked Cheese and Fermented Honey Croissant, Marsala Tiramisu Cruffin, and Espresso Double Chocolate Smoked Sea Salt Cookie,” said the company.
The 3,000-square-foot space, including its kitchen facility, features 15 seats and a 24-foot ceiling. The room highlights baking themes, designed in collaboration with up-and-coming design firm Sml Studio Architecture. Inspired by re-interpreted nostalgia, guests will see the curves of viennoiserie, colours of baked goods, and a glossy bar reminiscent of butter upon their visit, it said.
“We’re just having a lot of fun with this concept. Our goal has always been to create spaces where people feel inspired by the whole experience – from the food, the drinks, to the music, the design, and the people. Dope Bakehouse is the embodiment of our tongue and cheek spirit – the playful, younger sibling to Nemesis. We can’t wait to share it with the North Shore community and beyond,” said Reno.
Canadian consumers registered 426,872 new motor vehicles in the first quarter of 2025, representing a 2.9% increase over the same quarter in 2024 but a 3.8% decline from the final quarter of last year, according to newly released figures by Statistics Canada.
Driving the year-over-year growth were vans, which surged by 23.3% in registrations. Pickup trucks followed with a 9.8% increase, and multipurpose vehicles edged up by 2.6%. Passenger cars, however, continued their downward trend with a significant 10.6% drop in new registrations.
Multipurpose vehicles remain the preferred choice for Canadian drivers, accounting for 63.5% of all new vehicle registrations. Pickup trucks comprised 20.6%, while passenger cars and vans made up 11.9% and 4.0%, respectively, explained Statistics Canada.
Hybrid Electric Vehicles See Surge, While Battery Electrics Stall
Hybrid electric vehicles posted a strong performance, with new registrations soaring by 54.1% compared to Q1 2024. Diesel-powered vehicles also saw a notable rise of 31.5%. But not all categories were on the rise—battery electric vehicles declined sharply by 26.2%, and plug-in hybrids fell by 14.4%. Even gasoline-powered vehicles saw a slight drop of 0.4%.
First Year-Over-Year Drop in Zero-Emission Vehicle Registrations Since COVID-19
Zero-emission vehicle (ZEV) registrations hit a bump in the road during Q1 2025. A total of 37,299 ZEVs were registered, representing 8.7% of all new motor vehicle registrations. This marks a 23.1% decrease year-over-year and the first such decline since the onset of the COVID-19 pandemic, noted Statistics Canada.
The drop was most pronounced in Quebec, where new ZEV registrations plummeted by 50.8%. This coincided with the province’s temporary suspension of ZEV purchase subsidies from February 1 to March 31, 2025. Given that Quebec accounted for 54.4% of Canada’s new ZEV registrations in 2024, the impact on national totals was significant.
Statistics Canada said British Columbia also recorded a decline of 11.5% in ZEV registrations, while Ontario bucked the trend with an 8.9% increase.
There were also positive gains in several smaller provinces. Manitoba led the pack with a 52.6% increase in ZEV registrations, followed by New Brunswick (+41.9%), Nova Scotia (+33.2%), Prince Edward Island (+19.4%), and Saskatchewan (+12.8%).
Retail and automotive stakeholders will be closely watching how these trends evolve, particularly as policy shifts and consumer preferences continue to shape Canada’s vehicle market.
Strawberries in a grocery store. Photo: Institut national de la recherche scientifique (INRS)
When Canadian-grown fruits and vegetables reach the market — typically from June to October — prices in this category become much more stable. Historically, during this window, price fluctuations are roughly half as volatile as they are during the rest of the year. The reason is straightforward: seasonal abundance and shorter supply chains anchored in domestic production.
However, spotting real seasonal deals has become more difficult. Many fruits and vegetables are now available year-round due to imports, blurring the lines of traditional harvest calendars. Still, our food culture and consumer instincts remain tied to seasonal cues. Strawberries, for instance, are a symbolic summer staple — even if other crops ripen before them, strawberries often serve as nature’s announcement that summer has officially begun.
Unfortunately, every year, some retailers exploit that sentiment. Just recently, strawberries were listed at $17.50 for two litres — over $11 per pound. That’s excessive. And in today’s social media landscape, a single viral post can tarnish an entire industry’s reputation. If a price seems exorbitant, don’t stay silent — denounce it and bring it to light online. Transparency is a powerful consumer tool, and digital platforms can hold retailers accountable.
Canada’s fresh produce season runs mainly from June through October, peaking between mid-July and mid-September. Reasonable in-season price benchmarks include:
Strawberries (June–July): $2.99–$3.99/lb
Blueberries (July–August): $2.49–$3.49/lb
Apples (August–November): $0.99–$1.49/lb
BC cherries (July–August): $3.99–$5.99/lb
Tomatoes (July–September): $1.29–$2.49/lb
Sweet corn (August–September): $0.50–$0.75/ear
Cucumbers (June–September): $0.79–$1.29 each
Carrots (July–October): $0.69–$0.99/lb
New potatoes (July–September): $0.99–$1.29/lb
Prices can vary depending on where you shop — whether it’s a supermarket, farmers’ market, or farm gate — and also by quality, size, growing method (organic or conventional), and timing within the season. For the best deals, public markets — especially near closing time — and discount grocery chains are often your best bet. Shopping local in summer means fresher, more flavourful food and a lower grocery bill. By contrast, buying out-of-season produce — like strawberries in January or corn in March — can cost two to three times more, with a much larger environmental footprint.
In short, summer has arrived. Let’s take advantage of Canada’s fresh harvests, but let’s stay alert. Retailer price abuse doesn’t belong in this season — and in today’s digital age, ignoring consumer backlash isn’t just naïve, it’s reckless. If something feels off, say something. Social media doesn’t take summers off.
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 3 days.
Hudson's Bay/Saks Fifth Avenue flagships in downtown Toronto. The building at 176 Yonge Street began its life in 1898 as a Simpsons store. Photo taken April 23, 2025 by Craig Patterson
June 1, 2025 marked the end of Saks Fifth Avenue’s presence in Canada, closing the chapter on one of the most ambitious luxury retail expansions in the country’s history. Once viewed as a game-changing arrival for Canadian luxury retail, Saks Fifth Avenue Canada shuttered its final three locations as part of the broader liquidation of its parent licensee, Hudson’s Bay Company (HBC).
For Shayne Stephens, who served as Director of Marketing for Saks Fifth Avenue in Canada during its launch years, the closure evokes both professional pride and deep disappointment. In an interview, Stephens offered an insider’s perspective on how Saks entered the Canadian market with enormous fanfare — and how it eventually collapsed under structural mismanagement and shifting retail dynamics.
A Highly Anticipated Arrival
Shayne Stephens
“When I left Holt Renfrew to build out the marketing strategy for Saks in Canada, I had never seen such excitement for a brand entering the country,” Stephens recalled. “Every campaign exceeded expectations. We had a palpable buzz.”
Saks Fifth Avenue officially entered the Canadian market on February 18, 2016, with the opening of its flagship store in Toronto at CF Toronto Eaton Centre. Spanning approximately 150,000 square feet inside the eastern portion of Hudson’s Bay’s historic Queen Street building, the store launched with great fanfare. Notably, it featured a Pusateri’s-operated food hall, designed to bring an elevated culinary experience to the luxury shopping environment. A second Toronto store at CF Sherway Gardens followed just a week later.
“There was a clear strategy to exceed expectations,” said Stephens. “We staged events with Cindy Crawford, Fern Mallis, artist Shantell Martin, Steve Aoki, and others. Every activation was thoughtfully designed to give Canadians a taste of international luxury culture.”
Saks initially planned for five full-line stores across Canada: two in Toronto, one in downtown Vancouver, one in downtown Montreal, and one in Calgary. However, after the early openings, expansion stalled. “When I was hired, they told me five stores. But after Toronto and Calgary, the Vancouver and Montreal plans were put on hold indefinitely,” Stephens explained.
Women’s designer department on the third floor of Saks Fifth Avenue in downtown Toronto (Hudson’s Bay Queen Street/CF Toronto Eaton Centre), 2016. Photo: Saks Fifth Avenue
The Early Success: Toronto’s Flagship Exceeds Expectations
The Queen Street flagship was an immediate hit. According to Stephens, the store quickly became one of Saks Fifth Avenue’s top-performing locations globally.
“In its first year, the Eaton Centre store was already the number three store in the company, behind only New York and Brickell in Miami,” he said. “Sales well exceeded $100 million in year one. The excitement around the opening was enormous, and we leveraged that momentum aggressively.”
Meanwhile, the CF Sherway Gardens location, which spanned roughly 143,000 square feet, saw slower traction but eventually stabilized. “Sherway was a different beast. It took a bit longer to build, and while it never hit Eaton Centre’s numbers, it was still producing solidly,” Stephens added.
Saks Fifth Avenue CF Sherway Gardens in 2016. Image: Alex Rebanks Architects
Calgary: An Expansion That Never Fully Materialized
The third Saks Fifth Avenue store opened in February 2018 at CF Chinook Centre in Calgary, occupying 115,000 square feet in a former Zellers space. However, this location struggled from the outset.
“Calgary was never a true Saks store,” Stephens admitted. “It lacked the full luxury brand matrix and never carried the kind of high-end inventory we envisioned. It almost felt like a nice Hudson’s Bay store with a Saks sign on it.”
Unlike the Toronto locations, Calgary’s store did not feature a food hall or extensive high-end brands. The sales challenges reflected the city’s volatile economic environment, particularly during Alberta’s oil price downturns.
Saks Fifth Avenue at CF Chinook Centre in Calgary, 2023. Photo: Saks Fifth Avenue
The Role of Hudson’s Bay Company
While Saks Fifth Avenue remained a distinct luxury brand in the U.S., its Canadian operations were fully controlled by the Hudson’s Bay Company, which had acquired the U.S. retailer in 2013. In Canada, Saks was effectively licensed to operate under HBC’s banner, and the integration was not without tension.
“There was always a kind of eye-rolling dynamic between Saks and Hudson’s Bay,” Stephens recalled. “Saks was luxury, and Hudson’s Bay was not. There was friction anytime Hudson’s Bay attempted to give direction to Saks.”
Stephens emphasized that while many consumers assumed Saks was the parent company, the reverse was true. “People would say, ‘Saks bought Hudson’s Bay,’ and I’d have to correct them — it was Hudson’s Bay that owned Saks.”
That ownership structure ultimately contributed to the downfall. When Hudson’s Bay Company entered creditor protection in early 2025, the Canadian Saks stores were bundled into the liquidation.
“Effectively, Saks Canada was shaved off and included in the Hudson’s Bay bankruptcy while Saks U.S. remains operating under Richard Baker’s ownership and now forms part of his Neiman Marcus and Bergdorf Goodman group (Saks Global),” Stephens explained.
Dolce & Gabbana and Ferragamo boutiques at Saks Fifth Avenue CF Sherway Gardens in 2016. Image: Alex Rebanks Architects
The Turn in Strategy — And the Beginning of the End
According to Stephens, the early success of Saks Fifth Avenue Canada started to unravel after corporate leadership in New York began imposing U.S.-based strategies on the Canadian operations.
“A couple of years after opening, we had visiting executives come to Toronto. They started talking about implementing U.S. strategies here. Myself and Stefane Ledoux [Saks Canada’s first hire] both told them, ‘That won’t work in Canada,’” Stephens said.
One executive’s dismissive response marked a turning point. “He leaned back, crossed his legs, and said, ‘No, guys. We know how to run these big stores.’ I knew then the writing was on the wall. I resigned about three months later.”
Once the Canadian leadership team departed, the business shifted to a cost-cutting mode. Marketing budgets dried up. Staff turnover accelerated. The stores lost much of their energy and local relevancy.
“After I left, there was essentially no marketing. I would walk through the store and not recognize a single associate anymore,” Stephens said. “Momentum was lost, and luxury retail is very much about sustained excitement.”
Inside Saks Fifth Avenue at CF Chinook Centre in Calgary, 2023. Photo: Victor Law
The Unique Challenges of Selling Luxury in Canada
Stephens noted that luxury retail operates differently in Canada compared to the U.S., particularly for high jewelry and ultra-luxury categories.
“In the U.S., high jewelry events generate enormous immediate sales. In Canada, those same events generate sales — but often spread over six months,” he explained. “The Canadian consumer is more humble in their purchasing behaviour. There’s less ‘flex culture’ than what you see in places like New York or Miami.”
He added: “It’s not that Canadians aren’t buying luxury — but when they do, it’s often done very quietly, and sometimes even directly at the runway shows in Europe, bypassing local retail altogether.”
This cultural nuance was often misunderstood by Saks’ U.S. leadership. “They expected the same sales cadence as their American stores, but Canada’s market simply doesn’t operate that way,” said Stephens.
Fifth Avenue Club on the third floor of Saks Fifth Avenue in downtown Toronto (Hudson’s Bay Queen Street/CF Toronto Eaton Centre), 2016. Photo: Saks Fifth Avenue
Expansion Plans That Never Came to Be
Plans for additional Saks locations in Vancouver and Montreal were eventually shelved. Hudson’s Bay tried to sell the downtown Vancouver building where Saks was originally supposed to open. Montreal’s proposed store — slated for a 220,000-square-foot space behind Hudson’s Bay’s flagship on Saint Catherine Street — remained permanently on hold.
“We always felt Montreal was unlikely,” said Stephens. “There were always vague excuses related to construction delays or other issues, but in hindsight, it was clear the expansion was stalling.”
Rendering of the proposed/unbuilt Saks Fifth Avenue store in Montreal, via HBC
The Broader Collapse of Large-Format Retail
Saks Fifth Avenue’s Canadian collapse mirrored a broader retrenchment of large-format retail. Nordstrom exited Canada in 2023 after a nine-year run, Target departed in 2015 after less than two years, and Holt Renfrew has transitioned largely to a lease model for many of its departments.
“We’re witnessing the death of large-format department stores,” said Stephens. “The dollar per square foot just doesn’t add up anymore.”
Luxury brands increasingly prefer standalone boutiques where they control the customer experience and client data. “Dior, Louis Vuitton — they want full control. Shop-in-shops inside department stores no longer serve their long-term interests,” he added.
The broader economic climate, including rising prices, generational wealth gaps, and shifting consumer attitudes toward luxury markups, is also playing a role.
“There’s greater awareness now about luxury markups,” Stephens said. “Many younger consumers know they’re paying thousands for handbags that might cost a fraction to produce. They’re less willing to accept those margins.”
Lower level men’s department at Saks Fifth Avenue CF Sherway Gardens in 2016. Image: Alex Rebanks Architects
A Bittersweet Legacy
Despite the disappointment of Saks Fifth Avenue’s closure in Canada, Stephens remains deeply proud of what his team accomplished.
“It was the highlight of my career,” he reflected. “They let us build the Canadian strategy from scratch, and we were able to execute a world-class launch that resonated with Canadians.”
He pointed to memorable events such as the Canada 150 Gucci Ghost party and intimate conversations with icons like Cindy Crawford as defining moments.
“In Canada, they allowed us to be a little edgier, a little rougher around the edges — and it worked. We captured the excitement Canadians felt about finally having Saks Fifth Avenue here.”
Today, those memories stand as a testament to what was possible — and serve as a case study in both the promise and peril of international retail expansion.
Paddle & Pickle in Bromont Quebec. Photo: Paddle & Pickle
In the midst of growing economic uncertainty, many Canadians are searching for affordable ways to stay active, socialize, and engage in their communities. One rapidly growing sport is offering exactly that: pickleball. At the forefront of this phenomenon in Quebec is Paddle & Pickle, a specialty retailer located in Bromont that has quickly become much more than just a retail store.
“In the beginning, we weren’t sure if it would be successful,” said Dany Viens, co-founder of Paddle & Pickle. “But now it’s crazy — it’s going very well. We’ve put our name and brand everywhere in Quebec.”
Viens and his partner Leslie Gamache opened Paddle & Pickle just nine months ago, turning their personal passion for pickleball into a thriving business that blends retail, sport, and community.
From Hobby to Business
The idea for Paddle & Pickle came, quite literally, over a cup of coffee. As avid pickleball players themselves, Viens and Gamache had struggled to find places where they could test equipment before purchasing. Pickleball paddles can be expensive, often ranging from $300 to $400 each, and buying online made it difficult to know which paddle would feel right.
Paddle & Pickle co-founders Dany Viens and Leslie Gamache
“Dany was ordering so many rackets online,” Gamache recalled with a laugh. “We were having coffee one morning and said: why don’t we open a store where people can try the paddles before buying? That way they wouldn’t spend money unnecessarily.”
This simple idea quickly evolved into a brick-and-mortar location that offers customers the chance to not only shop, but also play. Inside the 1,300 square foot store is a mini pickleball court, outfitted with professional flooring that allows visitors to test paddles and play casually. “It’s not full-sized,” Gamache explained, “but it’s a perfect size for people to practice and get a feel for the equipment.”
A Comprehensive Product Line
Today, Paddle & Pickle offers one of the most extensive selections of pickleball products in Quebec, if not Canada. The store carries approximately 350 different paddles, representing more than 25 brands including major names like JOOLA, CRBN, Franklin, Selkirk, and Diadem. Beyond paddles, the store sells everything from pickleball-specific footwear by Babolat to accessories, apparel, overgrips, training aids, and even novelty dog toys shaped like paddles.
“We even have the Titan ball machine, which is very popular. We are the only retailer in Canada to sell that model in-store,” said Viens.
The store’s extensive inventory draws customers from across Quebec, and even from other provinces. Though online sales represent only about 5% of total business so far, their growing digital presence is helping Paddle & Pickle reach customers from as far away as British Columbia.
Paddle & Pickle in Bromont Quebec. Photo: Paddle & Pickle
More Than a Store — A Community Hub
While retail sales remain the core business, Paddle & Pickle has quickly evolved into something larger: a true community gathering place. Local schools bring students to play on the mini court during lunch hours, and the store serves as a meeting point for Bromont’s passionate pickleball community, which boasts an estimated 500 active players in a town of just 10,000 residents.
“We have kids from the nearby elementary school who come in at lunchtime to play,” said Viens. “They bring candy as little gifts and have so much fun here. It’s become part of the neighbourhood.”
Gamache added, “It’s not just about selling products. We talk with customers, we share stories, we often spend 30 minutes just chatting about pickleball. It’s really become a community in itself.”
In fact, Viens jokingly refers to himself as the town’s unofficial “pickleball hairdresser” — the person everyone talks to about the latest club gossip, tournaments, and new equipment.
The Business of Pickleball Expands Rapidly
Pickleball’s explosive growth in Canada mirrors trends south of the border. In the United States, the sport now ranks as one of the top three most popular recreational activities. In Canada, participation is estimated to be about four years behind the U.S., but growing rapidly.
“When we first started playing four years ago, people thought it was just for seniors,” said Gamache. “Now it’s everyone — kids, adults, retirees — and it’s only growing.”
One major driver of growth has been pickleball’s accessibility. Unlike sports such as hockey or golf, the cost to begin playing is relatively low. Starter kits, which Paddle & Pickle sells at a rate of roughly 10 per week, include two paddles, three balls, and a carry bag — often for under $150.
“We don’t try to oversell people when they’re just starting out,” said Gamache. “We help them get exactly what they need. A starter kit allows them to get on the court quickly, and they can always come back later if they want to upgrade.”
Many customers do exactly that. After trying the sport with an entry-level paddle, new players often return within a few months looking for higher-end equipment tailored to their play style.
Paddle & Pickle in Bromont Quebec. Photo: Paddle & Pickle
Building Canadian Manufacturing
While Paddle & Pickle’s retail business continues to grow, Viens and Gamache are also eyeing a potentially game-changing expansion: domestic manufacturing.
“Almost all pickleball paddles sold today are manufactured in China, even if the designs originate in North America,” Viens explained. “But with the trade tensions between China and the U.S., and the growing desire for locally-made products, we saw an opportunity.”
Paddle & Pickle has partnered with a Quebec-based engineering company to develop a factory that will produce paddles entirely in Canada — using locally-sourced materials and fully Canadian labour. “We want to be the first to make pickleball paddles fully built in Quebec,” said Gamache.
The manufacturing project is still in early stages, with prototypes now under development. However, the co-founders believe Canadian-made paddles could appeal strongly to consumers looking to support local business while avoiding international shipping delays, tariffs, and geopolitical risks.
“It’s about independence, control over quality, and offering something truly unique to Canadian customers,” said Gamache.
Bringing Pickleball to More Players
Beyond their retail storefront, Paddle & Pickle has been expanding its presence throughout Quebec’s broader pickleball scene. The company now participates in virtually every tournament across the province, setting up booths and selling equipment on-site.
“There’s a full tournament circuit in Quebec now,” said Viens. “We’re there for every event, getting our name out and connecting with players.”
Viens and Gamache are also negotiating partnerships with newly constructed indoor pickleball centres, many of which are opening year-round facilities with multiple courts. Some of these centres plan to feature small Paddle & Pickle retail spaces within their venues, offering another growth opportunity for the young brand.
“We’re starting small, but we definitely see the potential to expand,” said Gamache. “And the name ‘Paddle & Pickle’ would work anywhere in Canada.”
The Technology Behind the Business
Running an inventory-heavy specialty retail business presents its own challenges, but Viens credits their partnership with Montreal-based Lightspeed for making operations smoother.
“Lightspeed allows us to manage inventory between the physical store, online store, and our mobile sales at tournaments,” Viens said. “We can process sales directly from our phones using the app, and inventory automatically updates across all platforms.”
Gamache added that Lightspeed’s integrated system allows them to better serve customers by instantly checking product availability whether they are in the store or at a remote event.
“It’s been a huge help in keeping everything organized, especially as we grow,” she said.
Paddle & Pickle in Bromont Quebec. Photo: Paddle & Pickle
A Sport That Brings People Together
What sets pickleball apart from many other sports is its unique ability to bridge generations and create meaningful social connections.
“People of all ages play together,” said Gamache. “Sometimes a 70-year-old can completely outplay a 40-year-old because of their finesse and technique. It’s a humbling but fun sport that brings everyone together.”
Viens added, “People even plan vacations around pickleball now. We see organized trips to Cancun or Spain where 60 people travel together just to play. It’s a real lifestyle movement.”
The sense of community is apparent even within Paddle & Pickle’s four walls. Customers often spend hours chatting, playing, and building relationships — transforming what could have been a simple transactional business into a vibrant third space for social engagement.
The Road Ahead
As Paddle & Pickle approaches its first full year in business, Viens and Gamache remain passionate about both the sport and the growing community they are fostering.
“We’ve put thousands of hours into this,” said Viens. “Our families, our kids, our neighbours — everyone helped get the store ready. It’s been a huge effort, but we love what we’re building.”
From a coffee-table conversation to a full-fledged business — and potentially Canada’s first pickleball paddle factory — Paddle & Pickle’s journey reflects not only the rise of pickleball itself but also the enduring power of community-driven retail.
OCHE has officially landed in Toronto — and it’s unlike anything the city has seen before.
From the same team behind SPIN Toronto, OCHE is taking over the space formerly known as Second Floor Events (above SPIN) at 461 King Street West and reimagining the classic pub game of darts through immersive, tech-driven gameplay and an elevated social experience.
“OCHE is more than just a gaming venue — it’s a global Norwegian-born community that taps into the growth of social gaming, answering the call for meaningful social interaction in a world where traditional drinking-focused nightlife is evolving. With a white glove service approach that competitors don’t offer, OCHE brings a fresh, inclusive space where pubs remain the heart of the community, but drinking isn’t the main event,” said the company.
Photo: OCHE
“Our mission is to lower the barrier to socializing, and The Social Gaming Group’s groundbreaking tech products, commitment to community building, and emotionally impactful experiences made this partnership a no-brainer. Infusing well-loved, familiar activities like shuffleboard, karaoke, and darts with innovative tech makes for a truly memorable experience, confident that Oche King Street West will be an unqualified success,” said Ryan Fisher of Paper Plane Hospitality Inc.
OCHE Toronto Highlights:
Immersive Darts Experience with real-time scoring and gamified challenges
Interactive Shuffleboard, Private Karaoke Rooms, and high-energy games like Hoggern, Cricket, and High Striker
Classic British Pub Ambience meets modern digital flair
Menu of elevated pub fare and craft cocktails, designed for sharing
White glove service that sets a new standard in social gaming hospitality
Group bookings and event packages are available
“With shifting social habits leading to reduced alcohol consumption, OCHE bridges the gap by creating a vibrant hub that blends community, competition, and connection. It’s inspired by the camaraderie of classic pubs but designed for today’s social landscape. A place where gamers, friends, and newcomers can gather, play, and engage without the pressure of alcohol being the main attraction,” explained the company.
“Already making waves in cities like Amsterdam, Dubai, and Melbourne, OCHE is internationally recognized for its fusion of gastro-gaming, elevated dining, and bold nightlife – and now Toronto gets to experience it firsthand.”
“Our first-quarter results, marking the third consecutive quarter of year-over-year growth in sales, gross margin, and adjusted EBITDA, speaks to the growing resonance of the Roots brand and the discipline with which we are executing our strategic priorities,” said Meghan Roach, President and CEO of Roots. “From elevated marketing to improved product availability and AI-operational enhancements, we drove meaningful gains across key performance metrics. As we begin 2025, I am proud of how our team continues to innovate and deliver value, while navigating consumer preferences and the evolving retail landscape.”
Key highlights:
Sales were $40.0 million, a 6.7% increase compared to $37.5 million in Q1 2024.
DTC sales were $34.6 million, a 10.2% increase compared to $31.4 million in Q1 2024
DTC comparable sales growth was 14.1%
Gross margin was 61.5%, up 250bps compared to 59.0% in Q1 2024
DTC gross margin of 62.9%, up 80bps compared to 62.1% in Q1 2024
Net loss totaled ($7.9) million, improving from ($8.9) million in Q1 2024
Excluding the impacts from cash settled instruments under our share-based compensation plan, net loss would have been ($7.4) million, improving 16.5% compared to ($8.9) million in Q1 2024
Adjusted EBITDAamounted to ($7.1) million, a 10.7% improvement from ($8.0) million in Q1 2024
Excluding the impacts from cash settled instruments under our share-based compensation plan, Adjusted EBITDA would have been ($6.6) million, improving 16.8% compared to ($8.0) million in Q1 2024
Net debt reduced 6.7% year-over-year to $29.6 million
Repurchased 115,300 shares for $0.3 million under the normal course issue bid that launched in Q1 2025
In an interview, Roach said the company had “really strong results.”
“We saw growth across all of our important metrics—sales, gross margin, and adjusted EBITDA. Comparable sales were up 14.1%, driven by growth in both our stores and online, which was great to see. We also saw very strong overall sales growth, which was very positive,” said Roach.
“The business is trending well for a combination of reasons: the product is resonating with customers, we’ve had good product availability, and we’ve made improvements in our in-store merchandising, staff training, and engagement. The in-store customer experience has been elevated, and the results reflect improvements across a number of different areas.
“We’ve also gained good traction from our branding and marketing efforts, which are bringing in new customers and contributing to our growth.
Roots CEO Meghan Roach, centre, with Roots founders Don Green (left) and Michael Budman (right). The three are standing at the original cabin where Roots started, in celebration of the 50th anniversary of Roots in the summer of 2024 (Image Provided)
“On the margin side, we saw an 80-basis-point increase year-over-year in our direct-to-consumer (DTC) margins. That reflects lower discounting this quarter and strong upfront product margins. While those gains were partially offset by foreign exchange headwinds and slightly higher freight costs, we still achieved great growth overall.
“Two final points on the results: first, we typically lose money in our first and second quarters due to the seasonality of our business. But we saw a significant reduction in our first-quarter loss. Our adjusted EBITDA—excluding something we call DSU revaluations—was up 16.8% year-over-year. So we reduced losses by 16.8%. Second, our balance sheet is very healthy. We’ve got more inventory this year, which has been helpful, and we feel well-prepared for the rest of the year.”
Roach said Roots is not being impacted by the Buy Canadian movement.
“We do track this. We categorize our products, and one of the categories is called “Canada.” While sales in that category are up year-over-year, it only accounted for a small portion of our overall growth. Part of the increase was due to better inventory availability in that specific collection,” she said.
“Looking at our performance more broadly, we’ve seen positive comps since Q3 of last year—so Q3, Q4, and now a third consecutive quarter of strong comparable sales. We feel that Canadian consumers are holding up better than we expected, and we’re definitely seeing more travel within Canada, which likely benefits us in certain regions.
“But overall, we don’t believe the Buy Canada movement is what’s driving our sales. The momentum has been consistent since Q3 of last year.”
Meghan Roach (Image: Roots)
Roach said the company is closely watching for a resolution to the tariff situation.
“Even though we don’t have a large U.S. business, tariffs create supply chain volatility more broadly, which affects us. There’s also been a lot of foreign exchange volatility, which we’re monitoring,” she said.
“At a higher level, we’re continuing to invest in branding and marketing. Our brand ambassador program has been paying dividends, and you’ll see more people joining that program and increased engagement in the second half of the year. We also have a number of product launches and events planned, which we’re really excited about.
“The business continues to benefit from our operational improvements. We’ll also keep talking about the gains we’re seeing from our investments in artificial intelligence—whether that’s improving inventory management or optimizing our online platform. There are a lot of positive developments ahead, but we are mindful of the broader market uncertainties that remain.”
Roach said Roots will be opening a new store on Robson Street in Vancouver this summer, hoping to have it open before Canada Day. It’s also doing a major renovation of its store in Mont Tremblant, which should also be completed this summer.
“Right now, we’re focused on optimizing our store base. That includes a mix of closures, enlargements, and reinvestments to improve the footprint. Aside from Robson, we don’t have other new stores currently planned, but we’re always evaluating new opportunities,” she said.
Meghan Roach
“It’s great to see the continued resilience of the company. We’ve had strong momentum over several quarters, and I think it reflects the strength of the brand. Roots has been around for 50 years in the Canadian marketplace. We’ve got great products, great people, and we’re doing things that are resonating with customers. Despite broader market uncertainty, the Roots brand is performing well.
“A 14.1% comp sales increase is very positive. Our customers continue to return for what Roots is known for—comfort, quality, and premium materials. What’s exciting is they’re buying into both our new collections and our heritage styles. That shows we’re hitting the right balance between modernizing our offering and staying true to our DNA. So overall, I’m very excited about the opportunities ahead. You can really see that the work we’ve been putting into the business is paying off now.”
Established in 1973, Roots is a global lifestyle brand. Starting from a small cabin in northern Canada, Roots has become a global brand with over 100 corporate retail stores in Canada, two stores in the United States, and an eCommerce platform, roots.com. It has more than 100 partner-operated stores in Asia, and it also operates a dedicated Roots-branded storefront on Tmall.com in China. It designs, markets, and sells a broad selection of products in different departments, including women’s men’s, children’s, and gender-free apparel, leather goods, footwear, and accessories.
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