Master Mechanic, a trusted leader in automotive repair and maintenance services, is accelerating its growth in Canada with plans to expand its footprint beyond Ontario.
The company, which started in Mississauga in 1982, now boasts 46 locations, with recent agreements to open in Edmonton and Prince Albert, marking the brand’s first steps into Alberta and Saskatchewan. Since being acquired by Omnigence, a Canadian equity firm, in 2019, the company has focused on expanding its franchise model, attracting multi-unit operators and strengthening its network of franchisees.
The Canadian automotive aftermarket is experiencing a surge in franchise opportunities, and Master Mechanic is capitalizing on this trend by offering franchisees a proven business model supported by training, brand recognition, and operational expertise.
Todd Wylie
Todd Wylie, a key figure behind the company’s expansion, explained how Master Mechanic provides franchisees the ability to run their own businesses with the backing of a trusted brand. The company’s strategic focus on providing value to customers, offering warranty-approved services for all vehicle types—including electric and hybrid engines—positions Master Mechanic as a strong alternative to traditional dealerships.
As the automotive repair market continues to grow, Master Mechanic’s franchise model is attracting entrepreneurs looking for a reliable, risk-mitigated business opportunity. With a current mix of corporate and franchise locations, the company has expanded its base of multi-unit operators from just one in 2019 to six today, signaling the brand’s increasing appeal. As the company looks to expand into new regions, its focus on real estate and finding the right locations for its franchisees remains central to its success.
Wylie, who is President, has been with the company since 2019.
“We have three corporate stores. The rest are owned by franchise partners, and six are multi-unit operators,” said Wylie. “When we took over in 2019 we had one multi-unit operator.
“The challenge is finding the right real estate. We have a lot of interest, but finding the right location is key.
“We provide professional automotive repair and maintenance services for all types of vehicles—cars, trucks, electric, hybrid, and internal combustion engines. We’re warranty-approved, offering value to customers who might otherwise only consider dealerships.
“Franchising allows you to be in business for yourself, but not by yourself. It offers brand awareness, systems, training, and support, which is hard to get when starting from scratch. It mitigates the risks of business ownership. It’s about the support and guidance you get. You don’t have to go through the school of hard knocks with your own money. Franchising helps you avoid that.”
When looking at franchises, it has to be the right fit for both the franchisor and franchisee, explained Wylie.
“It’s about the people. The success of the business depends on the strength of your team. Do your due diligence and make sure you align with the values of the business,” he said.
EMERGE Commerce Ltd., a Canadian e-commerce brand portfolio, says its truLOCAL banner, a premium meat and seafood subscription brand that connects local farmers with a health-conscious audience across Canada, is seeing a surge in growth.
truLOCAL, EMERGE’s largest brand by revenue, experienced a surge in new customer acquisitions in February 2025, following the growing “Support Local” movement sweeping the country, it said, adding that during February 2025 growth was 193% increase in net new subscriptions compared to February 2024.
Net new subscriptions is defined as new (paid) subscriptions initiated minus subscriptions cancelled in that same period.
Despite it being a shorter month, February 2025 was truLOCAL’s highest month of net new subscriptions since May 2020, during the height of the pandemic, said the company.
Contributing to these results, truLOCAL benefited from a reduced cost per customer acquisition of nearly 20% YoY in February 2025, implying increased brand resonance and product appeal with Canadian customers prioritizing local options, it said.
Ghassan Halazon
“We believe the Support LOCAL movement is here to stay and has the potential to be a defining moment for truLOCAL, and for ‘Made in Canada” businesses at large. We are thrilled to see this influx of new members joining our growing community and believe this is exactly the right time to double down on our truly, local brand and business model,” said Ghassan Halazon, EMERGE CEO and truLOCAL President.
He described it as an “explosive level of growth.”
In light of these positive trends and favourable unit economics, truLOCAL has been ramping up advertising to drive brand awareness and grow market share with a focus on high ROI opportunities.
As an example, the company launched its “truLOCAL Retaliates: 25% OFF Campaign Meat and Seafood” ad campaign on February 5 as a response to the escalating tariff situation with the U.S., added Halazon.
“truLOCAL is like a premium meat and seafood subscription business. It connects local farmers with Canadian customers across the country on things like organic chicken, grass-fed beef, wild-caught salmon, that sort of thing. And then it’s a sort of a monthly delivery box. We’ve started to see some really exciting signs,” he said.
Unlike the COVID lift driven by the circumstances of the pandemic with store closures and people cautious of going out, this trend truLOCAL is seeing is driven by sentiment. “And we believe it’s here to stay. These are choices they’re making and they really believe supporting local is a priority now.”
Just last week, EMERGE announced the signing of a definitive agreement to acquire all issued and outstanding shares of Tee 2 Green Ltd.
The company said T2G is a profitable, discount golf apparel and equipment business with a 38-year track recordof operations, focused on the Canadian market. T2G achieved revenue of $6.4M, Adjusted EBITDA of $1M and positive net income of $700K in 2024 (unaudited). T2G is based in Ontario and was founded in 1987 by Robert J. Fell, who will continue to support T2G under EMERGE in his capacity as a consultant. T2G has a diversified revenue stream comprising two retail stores, dozens of roadshows, an online store, and a private label golf apparel brand, NORTHERN SPIRIT, added the company.
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 24 hours.
Hudson's Bay at Park Royal in West Vancouver, BC. The store originally opened in 1950 as a Woodward's store -- Woodward's was also the developer of Park Royal at the time. Photo: Apple Maps
Hudson’s Bay Company ULC, the Canadian entity encompassing department store chain Hudson’s Bay and e-commerce platform TheBay.com, announced the launch of a court-approved sale and investment solicitation process (SISP), along with a separate lease monetization initiative. Both processes are being conducted under the supervision of the Ontario Superior Court of Justice as part of the company’s ongoing efforts to restructure under the Companies’ Creditors Arrangement Act (CCAA).
The move comes just weeks after Hudson’s Bay filed for CCAA protection on March 7, seeking breathing room to reorganize its operations amid mounting financial pressures. The company’s future has since been the subject of significant uncertainty following the announcement that 74 of its 80 department stores, as well as all Saks OFF 5TH locations in Canada and likely all Saks Fifth Avenue stores, would shutter in the coming months.
A Court-Supervised Process to Solicit Offers for Assets and Investment
The SISP is designed to attract interest in the purchase or refinancing of Hudson’s Bay’s assets. Reflect Advisors, LLC, acting as financial advisor, will manage the process in coordination with Alvarez & Marsal Canada Inc., the court-appointed monitor.
The objective is to solicit interest in all or part of the company’s business—whether through asset sales, investment, or refinancing—on either a liquidation or going concern basis. Interested parties will gain access to a virtual data room and confidential materials, provided they sign a non-disclosure agreement approved by both the company and the Monitor.
According to documents filed with the court, binding proposals from qualified parties must be submitted by April 30, 2025, at 5:00 p.m. EDT. The SISP outlines further terms and deadlines for those wishing to participate in what is expected to be a highly scrutinized process given Hudson’s Bay’s historical significance in Canadian retail.
Separate Lease Monetization Process Underway
In tandem with the sale and investment process, the company has also initiated a court-approved Lease Monetization Process aimed at disposing of or otherwise transacting its leasehold interests. This includes potential assignments, surrenders, or sales of leases across the country.
This lease-focused effort is being led by Oberfeld Snowcap Inc., a prominent retail real estate advisory firm. Under the supervision of the Monitor, Oberfeld Snowcap will work to secure proposals related to the leases held by Hudson’s Bay and affiliated entities. As with the SISP, the lease process includes access to a virtual data room and documentation, also contingent on an NDA.
Non-binding letters of intent for the lease process are due earlier—by April 15, 2025, at 5:00 p.m. EDT. Jay freedman at Oberfeld Snowcap can be reached at: jay@oberfeldsnowcap.com
Scope of Store Closures and Impact on Canadian Retail Landscape
The restructuring plan announced earlier in March signaled a seismic shift in the Canadian retail landscape. Of Hudson’s Bay’s 80 stores nationwide, 74 are expected to permanently close. The closures also encompass the entire Saks OFF 5TH portfolio in Canada, totaling 13 stores, and two of the three Saks Fifth Avenue stores, with sources indicating that the third location in downtown Toronto is also likely to close.
The decisions could result in the loss of more than 9,000 jobs, marking one of the largest retail layoffs in Canadian history. Liquidation sales began on March 25, 2025, with the bulk of store closures anticipated by June.
However, six Hudson’s Bay stores have been temporarily excluded from liquidation due to unexpectedly strong sales performance. These include the flagship store on Yonge Street in downtown Toronto, Yorkdale Shopping Centre, and Hillcrest Mall in Richmond Hill. In Quebec, three high-performing stores were spared for now: downtown Montreal, CF Carrefour Laval, and CF Fairview Pointe-Claire.
Hudson’s Bay at Park Royal in West Vancouver, BC. The store originally opened in 1950 as a Woodward’s store — Woodward’s was also the developer of Park Royal at the time. Photo: Apple Maps
A recent court decision has thrown a wrench into Hudson’s Bay’s restructuring roadmap. Ontario Superior Court Judge Peter Osborne rejected a proposed agreement between the company and its lenders, ruling it was “neither necessary nor appropriate at this time.” The rejection raises the stakes, as some lenders may now seek to move the company into receivership—an outcome that would strip HBC’s management of operational control.
Despite the legal roadblock, Hudson’s Bay continues to explore various strategic alternatives, hoping to secure new investment or a buyer to preserve part of the business. Industry observers believe the company may be seeking a buyer for its e-commerce operations and its remaining high-performing stores, while simultaneously offloading real estate leases and shuttering underperforming locations.
A Legacy in Question
Founded in 1670, Hudson’s Bay is Canada’s oldest retailer and the oldest operating company in North America. Once a fur trading giant, the company evolved into a dominant department store chain and was long considered a pillar of Canadian commerce.
In recent years, however, Hudson’s Bay struggled with a changing retail environment, rising operating costs, and intense competition from online players and off-price retailers. A series of ownership changes, divestments, and leveraged financing left the company increasingly vulnerable to macroeconomic pressures. Some are also accusing owner Richard Baker of ‘demolition by neglect’, as the condition of stores and the online business deteriorated significantly in recent memory.
Though some assets like real estate holdings and the e-commerce platform TheBay.com have value, some retail experts suggest that a complete revival of the brand in its traditional format may be unlikely without a significant strategic overhaul and capital injection.
Monitor and Advisors Now at the Helm
While Hudson’s Bay continues to operate under CCAA protection, much of the restructuring will now be steered by court-appointed advisors. The Monitor, Alvarez & Marsal Canada Inc., is overseeing the company’s operations, while Reflect Advisors and Oberfeld Snowcap are responsible for navigating the sale and lease processes.
The next several weeks will be crucial. Should no satisfactory bids emerge by the respective April deadlines, Hudson’s Bay may face further asset liquidations or creditor actions, including receivership.
Future La Maison Générale storefront at 237 Laurier Street W. in Montreal. Image: La Maison Générale
French lifestyle retailer La Maison Générale, known for its refined blend of décor, design, and culture, is opening its first store outside of France this spring in Montreal. The new 3,000 square foot boutique, located at 237 Laurier Avenue West, is set to open April 17, 2025, coinciding with both Easter weekend and the birthday of the brand’s original founder, Lucienne Thibaut.
“This expansion is deeply personal,” said Gwenaelle Thibaut, co-founder of La Maison Générale Montreal and granddaughter of the brand’s founder. “Our boutique here in Montreal is not only the brand’s first international store, it’s also a way to honour my family’s heritage while connecting it to the city I call home.”
Founded in Saint-Malo, France in 1946, the brand has grown from a household linen shop into a destination for home décor, custom furnishings, and curated lifestyle objects. La Maison Générale currently operates three stores in France, along with a design studio, sewing workshop, and tearoom.
Photo: La Maison Générale
A Transatlantic Family Collaboration
La Maison Générale Montreal is a collaboration between cousins Gwenaelle Thibaut and Dominique Tosiani, the latter serving as artistic director of the brand in France. While Dominique continues to lead the brand’s creative direction, Gwenaelle Thibaut brings the concept to life in Canada, merging her Quebec roots with her family’s French legacy.
“When my father passed away and Dominique lost his mother, we realized we needed to find a new way to preserve the connection between our two sides of the family,” said Ms. Thibaut. “Opening this store became the perfect way to honour that connection.”
She emphasized the significance of the store’s launch date. “My grandmother, who started the business in 1946 when women couldn’t even sign documents, was born on April 19. Easter weekend was always when she visited Montreal. Opening during that time felt like a tribute.”
La Maison Générale in Saint Malo. Image: La Maison Générale
An Immersive Concept Store
The Montreal location will reflect the same design-forward, multi-sensory experience as its French counterparts. Spanning approximately 3,000 square feet, the space will include:
A small café and tea room
Curated collections of European furniture and home goods
A rotating selection of handmade rugs from Morocco, Turkey, and Afghanistan
A “made-to-measure” curtain service, honouring the brand’s origins in sewing
A variety of clothing and artisanal objects from both France and Quebec
“We want to create a space where you can wander, discover, and be inspired,” said Ms. Thibaut. “It’s not about buying something every time you visit—it’s about experiencing something.”
The store will carry renowned French brands such as Le Mont Saint-Michel, Yves Delorme, and Maison de Vacances, alongside Quebec-based names including Kanopé Fragrances natural perfumes and Akua Nature, an Indigenous herbal products brand founded by Mélanie Paul. Partnerships with other local producers are underway, including a bakery and seasonal produce providers for the café.
“We want to bring Canadian products to France too—creating a two-way exchange,” she added.
Future La Maison Générale storefront (building on the right in the photo) at 237 Laurier Street W. in Montreal. Image: Apple Maps
A New Approach to Retail Management
La Maison Générale Montreal will also differentiate itself through its management style. Ms. Thibaut described it as a “lean company” model, empowering the six-person team to take ownership over their work.
“We give the vision and the values,” she said, “but our employees shape the experience. They know everyone’s salaries, they organize events, build partnerships, and truly open their wings. It creates an energy where everyone moves in the same direction.”
This structure, she noted, helps attract passionate talent and cultivates a sense of community. “We’re not just opening a store; we’re building a creative hub.”
A Neighbourhood Rich in Culture
The boutique is nestled at the intersection of three of Montreal’s most vibrant districts: the Plateau, Mile End, and Outremont. According to Ms. Thibaut, it was important to choose a location with both character and connectivity.
“We wanted a space that had soul,” she explained. “This area is a destination in itself, surrounded by great restaurants, shops, and cultural life. It’s accessible from across the city, and it reflects the creative energy we want to tap into.”
The Laurier West corridor has long been known for its cosmopolitan charm, making it a natural fit for the brand’s blend of European sophistication and local artistry.
La Maison Générale in Saint Malo. Image: La Maison Générale
More Than Retail: Building Community
La Maison Générale Montreal is designed not just as a retail destination, but as a gathering space. The team plans to host events including book launches, running clubs, and meet-ups for female entrepreneurs.
“Retail should be about more than just transactions,” Ms. Thibaut emphasized. “We want people to feel welcome whether they’re grabbing a coffee, buying a candle, or just connecting with others.”
This vision of retail as a lifestyle—rooted in tradition, community, and curated design—is what Ms. Thibaut believes will resonate with Montrealers.
Eyes on Future Growth
When asked about potential expansion, Ms. Thibaut said the team is focused on making the Montreal location a success, but other Canadian cities could be on the horizon.
“We’d love to explore Toronto eventually,” she said. “Even the South Shore of Montreal could be interesting. But for now, our energy is here—creating something meaningful, grounded, and sustainable.”
Future La Maison Générale storefront (building at the left in the photo) at 237 Laurier Street W. in Montreal. Image: Apple Maps
Grand Opening on April 17
Montrealers can experience the world of La Maison Générale for themselves beginning April 17, 2025. The boutique promises to bring together design, culture, and a sense of belonging—rooted in nearly 80 years of French family tradition, and now reimagined for a new city and a new audience.
“We’re bringing a little piece of Saint-Malo to Montreal,” said Ms. Thibaut. “And we can’t wait to welcome everyone in.”
Royalmount in Montreal. Photo: Sara Sanjou/Google Maps
Contributors: Vanessa Velentzas, Michael Black, and Gavin Reiff of Richter
Once the epicenter of social life, malls were where teenagers gathered, seniors exercised, and shoppers found everything they needed—long before the days of Amazon and online retail. But over the years, their relevance faded, and the surge in e-commerce during the pandemic only accelerated their decline. So, what’s bringing people back to the in-store experience? The demand for something greater than what’s on the hanger. Because after all, the items can all be found online. What’s really drawing the attention of both brands and consumers is the next step in the evolution of shopping. Luxury brands – both those established, international labels, and emerging, Canadian names – are finding a new home in innovative, enticing spaces. Destination shopping, at its core, is all about the experience, as much as it is the inventory. It’s a concept that combines retail with engaging experiences. This approach goes beyond traditional storefronts, transforming retail into a curated, sensory-driven journey to attract affluent audiences.
“While e-commerce offers convenience, physical retail is adapting to provide something the internet cannot: a multi-sensory brand experience,” says Vanessa Velentzas, partner at Richter and retail advisory expert. “Luxury retail is evolving. These stores are no longer just places to buy products — they are becoming immersive environments designed to evoke emotion. Everything from the lighting to the scent to the music plays a role in transporting customers into a brand’s world.”
The Well in Toronto. Photo: Hariri Pontarini Architects
So where do shoppers go to find such experiences? Traditionally, those looking for luxury have sought out established destinations, like Toronto’s “Mink Mile” of Bloor St. with its many high-profile flagship stores. As Retail Insider noted in a previous article, in the last year and a half alone, “Bloor Street saw the openings of flagship Rolex, Van Cleef & Arpels, Ferragamo, Alexander Wang, …as well as a 10,400 square foot Saint Laurent.” And just around the corner from the Mink Mile is Yorkville. The quaint outdoor-indoor neighborhood where the well-heeled love to dine, shop, and see and be seen. Or Montreal, once Canada’s garment producing powerhouse, is seeing a slow-but-steady revitalization of neighbourhoods like Sainte-Catherine Street, and Quartier des Spectacles, a district where fashion, art, and entertainment intersect. But harkening this new era in experiential retail are two new destination-shopping-darlings, housing some of the world’s most iconic brands and attracting attention from both locals and tourists, alike: The Well in Toronto, and Montreal’s Royalmount.
What draws such prominent brands – think Louis Vuitton, Gucci, and Saint Laurent – to such corridors? “What brands have with The Well and Royalmount, is the opportunity to build their environments from the ground up. It’s an enticing way for brands to express themselves,” says Richter partner and strategy advisor, Michael Black. “They are young, fresh, sought-after spaces that encourage more than just shopping. They are new destinations for residents of these bustling cities and they’re also garnering international attention and attracting tourist dollars.” Not only are these big-name luxury brands setting up shop, but so too are unique, more boutique, local, and emerging brands which offer products and places you just can’t find anywhere else.
Royalmount in Montreal. Photo: www.geminy.ca
The Well, a $3.5 billion mixed-use project, is located in the heart of downtown Toronto, adjacent to both the financial core and the entertainment district. This transformative space blends upscale retail with office spaces, high-end residences, and entertainment, creating a self-contained ecosystem where shoppers can experience world-class fashion, fine dining, and leisure all in one place. It’s an architectural feat that welcomes the outside in and uses dynamic materials to uniquely define its various spaces and buildings.
“Based on the tenants that call The Well home, it’s clear they’ve created space for Canadian brands that want to give shoppers more,” says Black. “Take, for example, a Canadian brand like Etiket. They are committed to bringing a luxury experience to shoppers with their spa treatments at The Well. They also carry full product lines, which contrasts with traditional department stores that may only offer one or two top-selling items for purchase in store.”
Etiket at The Well in Toronto. Photo: Etiket
Another new destination shopping hub is Royalmount, a $7 billion mixed-use project that is reshaping Montreal’s retail landscape by integrating upscale shopping with dining, cultural venues, entertainment, and green spaces. Notably, developer Carbonleo highlighted Royalmount’s food hall in a previous interview with Retail Insider: “Le Fou Fou, [the food hall] will span about 35,000 square feet and be run by MTB Collective. The European-style food hall will have 12 distinct culinary offerings including catering plus four bars with indoor/outdoor dining that seats over 900 guests. It’s described as being Montreal’s first food hall to combine top-tier talent, hi-touch technology and programming all year round.” This immersive, walkable environment is set to become a central lifestyle destination for both locals and international visitors. “While each retail outlet is offering their own experiences, developers are taking this to heart, too,” says Velentzas. “Beyond shopping you can spend an entire day discovering amazing venues and attractions at a place like Royalmount. It’s a multi-branded, layered experience that offers so much more than window shopping.”
Royalmount in Montreal. Photo: Bruno Ranieri
Key Drivers of Growth
Several factors are contributing to the rapid growth of luxury retail in Montreal and Toronto, making these cities increasingly attractive to both developers and retailers.
1. Tourism and Globalization
Both Montreal and Toronto benefit from a rising influx of international tourists, many of whom are drawn to luxury shopping offerings. This influx of tourism — coupled with the global recognition of Canadian cities as luxury destinations — helps drive demand for high-end retail experiences.
2. Affluent Local Consumer Base
Canada’s growing affluent population, particularly in urban centres like Montreal and Toronto, is another key driver of the luxury retail boom. High-net-worth individuals (HNWIs) are increasingly looking for curated shopping experiences that reflect their status and tastes.
3. Experiential Shopping
Modern luxury consumers are no longer content with traditional retail transactions. Today’s shoppers are seeking experiences, not just products. This shift reflects the concept of place – where visitors can interact with their environment. This concept is key in the design of developments like Royalmount and in the architectural highlights that make up The Well. Here, retail is integrated with entertainment, art, and dining to create a holistic experience. Whether through the physical environment, location, materials, VIP lounges, personal shoppers, or curated events, these developments are reshaping what it means to shop for luxury goods.
The Well in Toronto. Photo: Hariri Pontarini Architects
The Trend to Support Local
As luxury hubs like Royalmount and The Well gain prominence, smaller luxury retailers or independent Canadian brands may feel like it would be direct competition to be next to bigger brands in these larger developments. On the contrary, “there are opportunities for emerging labels to find space within these mixed-use developments,” says Richter VP and real estate advisor, Gavin Reiff. “Limited duration shopping experiences or special events assist in reaching a broader audience. Landlords also seek differentiation along with a mix of complementary offerings. Including local brands within their business plans and market positioning is a meaningful point of differentiation.” Focusing on niche products or services that cannot easily be replicated by larger luxury juggernauts can also give smaller retailers a competitive edge, which is something landlords may be looking for when curating the overall shopping experience for its audience, as well.
Further, while the recent threat of tariffs is causing economic uncertainty, it is also renewing a sense of local pride and an impetus to shop Canadian-made. And generally, high net worth individuals generally will maintain spending patterns under a variety of economic conditions. Luxury spending is also generally more resilient during economic downturns. In 2024, luxury apparel sales increased by 4.2%, with projections suggesting an 18.8% growth by 2027.
The Well in Toronto. Photo: Hariri Pontarini Architects
Montreal and Toronto have evolved into major players on the global retail stage, thanks to their embrace of the destination shopping concept. The integration of high-end retail with entertainment, culture, and leisure is reshaping the way consumers engage with brands. So where does this leave Canadian brands that are looking to establish themselves on the scene? For retailers, the key to success in this new era will be to adapt to the demand for experiential, immersive shopping experiences while finding ways to collaborate with larger developments like Royalmount and The Well.
“Many businesses have been challenged within this prolonged retail transition,” says Reiff. “However, there are opportunities where Canadian brands can benefit from this dislocation.” Michael Black adds to this: “this is a good time to ensure you are surrounded by the right people and to determine what is best for your brand’s vision, for your commercial objectives, and for your own personal goals.” Even if this is to be seen as an opportunity, Velentzas notes that, “retailers still must remain agile and responsive to shifts in consumer behavior.”
With strong local economies, a growing affluent consumer base, and an influx of international tourists, Montreal and Toronto are setting a global standard for destination shopping. Royalmount and The Well are proving that the future of retail isn’t just about what’s being sold, but rather how it is felt and experienced with all five senses. For Canadian brands, this presents an undeniable opportunity: the chance to stand alongside brand powerhouses, redefine what homegrown prestige looks like, and carve out a space in the next era of retail that’s all their own. A promising future for emerging and established brands right here in Canada, indeed.
*Partner Content: Retail Insider worked with Richter to publish this article. To work with Retail Insider, contact Craig Patterson at craig@retail-insider.com
Greek quick-service restaurant and beloved Canadian family business, Jimmy The Greek, announced Wednesday its multi-year partnership with Toronto FC.
Rooted in a shared commitment to community, this partnership celebrates two key things that bring people together, food and sports, said the company in a news release.
James Mitrothanasis
“Toronto FC represents passion, tradition, and a strong connection to the community—values that align closely with our own,” said James Mitrothanasis, Director, Network Development. “As a Toronto-born brand with longstanding roots in the city, we’re thrilled to support the Toronto FC team and its fans by creating new opportunities for shared experiences.”
Jordan Vader
“As two organizations with community at the forefront, we are proud to partner with Jimmy The Greek to further our shared commitment to engaging fans across the Global Toronto Area,” said Jordan Vader, Senior Vice President, Global Partnerships, MLSE. “Toronto FC fans
can look forward to new activations and collaborations on and off the pitch as we celebrate the diverse community of the game and Toronto with Jimmy The Greek.”
As an official partner of Toronto FC, Jimmy The Greek said it will be the first ever brand to present all pre-match player walkout ceremonies during regular season home games as well as present a dedicated promotional night.
Jimmy The Greek celebrates its 40th anniversary this year, having opened its first location in downtown Toronto in 1985. With 55+ locations, the brand continues to expand its footprint in Canada, building on momentum after the opening of its first dine-in restaurant concept introduced last year.
Nicole Mitrothanasis
“We’re incredibly excited for what’s ahead,” said Nicole Mitrothanasis, Director of Operations, Jimmy The Greek. “This is a pivotal moment for us, not just in celebrating our history, but in shaping our future. We can’t wait to bring fans and customers together in new and exciting ways as part of what will be a truly memorable partnership.”
Options for Her at 163 Cumberland Street in Toronto. Photo: Craig Patterson
Toronto’s retail landscape has seen countless changes over the past few decades, but few businesses have demonstrated the resilience and community focus of Options for Her, an upscale women’s retailer. Founded in 1979, the multi-brand fashion store has stood the test of time by offering a curated selection of clothing and accessories paired with personalized service. The boutique, led by David Seligman and his wife, Elana Seligman, is celebrating its 45th anniversary this year.
With locations at 163 Cumberland Street in Yorkville and within the TD Centre in Toronto’s Financial District, Options for Her has become synonymous with quality, style, and a customer-first philosophy.
From Humble Beginnings to Toronto Staple
“Our journey began with Edna Schwartz, a renowned retailer on Bloor Street,” explains David Seligman, the founder and President of Options for Her. “We took over her business in the late ’70s and eventually transitioned to focus solely on upscale women’s fashion under the Options for Her banner.”
The Yorkville store has been a cornerstone of the business for 18 years, housed in a boutique-sized 1,200-square-foot space that feels more like an intimate living room than a traditional retail environment. Meanwhile, the 2,100 square foot Financial District store caters to professional women with a more mission-driven shopping experience.
“In Yorkville, customers often spend hours in the store, socializing and exploring our collections. Downtown, it’s about finding the perfect suit or outfit for a presentation,” Seligman says.
Options for Her at 163 Cumberland Street in Toronto. Photo: Options for Her
A Boutique with Heart
What sets Options for Her apart is its focus on relationships over sales. “Our philosophy has always been about building connections,” says Seligman. “It’s not about making every sale; it’s about ensuring every customer feels at home. Our customers come to chat, have a coffee, and even make new friends.”
This approach extends to the staff, many of whom have been with the company for over 20 years. “We’re a family,” adds Seligman. “Our team loves what they do, from designing window displays to helping customers build their dream wardrobes.”
Seligman emphasizes this point: “When someone walks into our store, they’re not just another customer. We take the time to get to know their preferences, their lives, and even their families.”
The warmth of the store’s environment is often likened to a living room. “It’s a space where customers feel comfortable. They’re not just shopping; they’re building relationships,” he adds.
A Curated Selection of Global Brands
Options for Her offers a thoughtfully curated range of brands, including Marc Cain, Cambio, Marie Saint Pierre, Sarah Pacini, Circolo, Jenny Bird, Gerry Weber, and Sosken. Each brand is chosen to reflect the boutique’s ethos of timeless, elegant style.
“We specialize in separates now,” explains Seligman. “Customers want versatility—like a Cambio pant paired with a Circolo jacket. It’s about creating outfits that are both comfortable and sophisticated.”
He adds, “We’ve always believed in offering quality over quantity. Each piece in our store has been handpicked for its craftsmanship and design.”
Seligman notes that the store’s focus on separates aligns with modern customer preferences. “People want pieces that fit into their lifestyle, whether it’s for work, social events, or casual outings,” he says.
Options for Her at TD Centre in Toronto’s Financial District. Photo: supplied
Adapting to Changing Times
While the Financial District location faced challenges during the pandemic due to reduced office foot traffic, Yorkville has continued to thrive. “The Yorkville clientele isn’t as affected by economic shifts,” says Seligman. “We see a lot of repeat customers and word-of-mouth referrals. It’s a testament to the strong relationships we’ve built.”
Seligman also notes a shift in fashion preferences post-pandemic. “Our downtown customers are now looking for standout pieces they can mix and match. It’s a shift from the traditional head-to-toe suit.”
In the Financial District, customers are often time-strapped professionals seeking quick, high-quality solutions. “It’s a different dynamic,” Seligman explains. “They come in on a mission, and we’re here to help them accomplish it efficiently.”
Options for Her at 163 Cumberland Street in Toronto. Photo: Craig Patterson
Building a Sense of Community
Beyond its product offerings, Options for Her has cultivated a sense of community among its clientele. The boutique’s Yorkville location is particularly known for its warm, welcoming atmosphere.
“People often say it feels like they’re shopping in someone’s living room,” Seligman shares. “We’ve become a meeting place where customers connect with friends, share stories, and create lasting memories.”
The social aspect extends beyond customers. “Our staff enjoys designing window displays and playing with the merchandise. It’s a creative outlet that reflects their passion for fashion,” David explains.
This community-driven approach has been instrumental in the store’s success. “We hear all the time, ‘How have I never known about you?’ when new customers discover us. Word-of-mouth has been our strongest marketing tool,” Seligman adds.
Options for Her at 163 Cumberland Street in Toronto. Photo: Craig Patterson
A Legacy of Innovation and Resilience
The journey from Edna Schwartz to Options for Her’s current iteration is a story of adaptation and foresight. “When we moved to Cumberland, we embraced the boutique model because it allowed us to offer a more personalized experience,” Seligman says.
He notes how the business has adapted over decades to meet the evolving retail landscape. “From the days of a bustling Bloor Street to the more intimate spaces in Yorkville, we’ve adjusted to ensure our customers feel connected to us”.
A Timeless Icon in Toronto
Over the past 45 years, Options for Her has weathered economic downturns, changing fashion trends, and even a pandemic, emerging stronger than ever. Its success lies not just in the luxury brands it carries but in the relationships it has nurtured along the way.
As Seligman puts it: “Good things come in small packages. We may not have the visibility of a Louis Vuitton, but we have something even better—customers who trust us and feel at home here.”
Waves Coffee House has opened its latest location at Lions Gate Hospital in North Vancouver, bringing high-quality coffee and fresh food options to the dedicated healthcare professionals, patients, and visitors of the hospital. This location introduces an innovative, first-of-its-kind food locker ordering system, designed to provide fast, contactless service—perfect for the hospital’s busy environment.
The new locker system allows customers to place their orders through the Waves Coffee app, receive a text notification when their order is ready, and pick up their items from a designated locker by scanning a code—eliminating wait times and ensuring a seamless experience.
Kayvan Rahmati
“We wanted to craft a special way to serve the hardworking doctors and surgeons who have very little time to wait,” says Kayvan Rahmati, President of Waves Coffee House, who conceptualized the idea. “We considered multiple express lines but worried that special treatment could hinder the guest experience or cause confusion. Instead, we developed this locker system, where our staff prepare and load the order, and customers can simply scan and go—completely contact-free.”
This marks Waves Coffee House’s first location inside a hospital and, based on available information, the first locker installation for a coffee house. The initiative aligns with the company’s ongoing mission to blend innovation, convenience, and exceptional service, reinforcing its reputation as ‘Your Place to Connect.’
The Lions Gate Hospital location will offer a full menu of Waves’ signature specialty coffees, handcrafted beverages, fresh pastries, and meal options, all available for quick and easy pickup.
Payroll employment in retail trade increased by 9,800 (+0.5%) in January, offsetting the declines observed in December (-6,000; -0.3%) and November (-3,800; -0.2%). On a year-over-year basis, payroll employment was down 18,500 (-0.9%) in January 2025, according to a report by Statistics Canada.
The year-over-year payroll employment decline in the sector in January was led by sporting goods, hobby, musical instrument, book, and miscellaneous retailers (-11,400; -5.4%), furniture, home furnishings, electronics and appliances retailers (-5,900; -5.5%) and general merchandise retailers (-3,000; -1.1%), said the federal agency.
These losses were partially offset by gains in health and personal care retailers (+3,100; +1.4%), motor vehicle and parts dealers (+2,800; +1.3%) and clothing, clothing accessories, shoes, jewelry, luggage and leather goods retailers (+2,300; +1.1%) in January, it said.
Overall, the number of employees receiving pay and benefits from their employer—measured as “payroll employment” in the Survey of Employment, Payrolls and Hours—rose by 26,800 (+0.1%) in January, following an increase of 66,400 (+0.4%) in December 2024. On a year-over-year basis, payroll employment was up 198,900 (+1.1%) in January 2025, explained StatsCan.
In January, monthly payroll employment increases were recorded in 6 out of 20 sectors, including educational services (+26,200; +1.8%), retail trade (+9,800; +0.5%) and health care and social assistance (+7,300; +0.3%). These gains were partially offset by declines in construction (-8,000; -0.7%), accommodation and food services (-3,400; -0.3%) and information and cultural industries (-2,700; -0.8%). There was little change in the remaining 11 sectors, according to the report.
Photo by
Gustavo Fring
Meanwhile, job vacancies were little changed in January. On a year-over-year basis, job vacancies were down by 136,700 (-20.6%) in January.
“There were 526,200 job vacancies in January, little changed from December. On a year-over-year basis, job vacancies were down by 136,700 (-20.6%) in January. Total labour demand—which corresponds to the sum of filled and unfilled positions—was little changed in January from both the previous month and the same month last year,” noted the report.
“The job vacancy rate—which corresponds to the number of vacant positions as a proportion of total labour demand—was 2.9% in January, down 0.1 percentage points from December (3.0%). The monthly decline followed four consecutive months of little change. Year over year, the job vacancy rate was down by 0.8 percentage points in January.
“There were 2.8 unemployed persons for every job vacancy in January, unchanged from December, but up from 1.9 in January 2024. The year-over-year increase in the unemployment-to-job vacancy ratio in January 2025 reflects a decrease in vacancies (-135,200; -20.5%, excluding territories), and an increase in the number of unemployed persons (+250,500; +20.2%, according to the Labour Force Survey).”
In January, four sectors recorded a decline in job vacancies: transportation and warehousing (-5,800; -18.9%), finance and insurance (-5,100; -27.0%), educational services (-2,800; -14.8%) and utilities (-700; -33.3%). Job vacancies were little changed in the remaining 16 sectors.
“Year over year, vacancies declined in 15 out of 20 sectors in January. The largest declines were recorded in health care and social assistance (-35,000; -24.3%), retail trade (-16,800; -25.0%), and accommodation and food services (-13,000; -15.9%). Job vacancies were little changed in the remaining five sectors,” said the federal agency.
“In January, the number of job vacancies in accommodation and food services edged up (+4,600; +7.1%) to 69,000. Vacancies in the sector have trended upwards from a recent low in August 2024 (52,800). From August 2024 to January 2025, the job vacancy rate in the sector increased by 1.1 percentage points to 5.0%. This was the highest job vacancy rate across all sectors in January.”
On a year-over-year basis, the number of job vacancies in accommodation and food services was down by 13,000 (-15.9%) in January.
