Employment increased by 83,000 (+0.4%) in June and the employment rate rose by 0.1 percentage points to 60.9%. The unemployment rate fell 0.1 percentage points to 6.9%, according to a report released Friday by Statistics Canada.
Employment in wholesale and retail trade increased by 34,000 (+1.1%) in June, the second consecutive monthly gain. The increase in June was concentrated in retail trade (+38,000; +1.7%). On a year-over-year basis, employment in wholesale and retail trade was up by 84,000 (+2.9%), said the federal agency.
Overall employment in the country rose among core-aged (25 to 54 years old) men (+62,000; +0.8%) and core-aged women (+29,000; +0.4%). There was little employment change among youth and people aged 55 years and older.
“There were employment increases in wholesale and retail trade (+34,000; +1.1%), as well as in health care and social assistance (+17,000; +0.6%). Employment declined in agriculture (-6,000; -2.6%) and was little changed in other industries. Employment increased in Alberta (+30,000; +1.2%), Quebec (+23,000; +0.5%), Ontario (+21,000; +0.3%) and Manitoba (+8,500; +1.2%), while it declined in Newfoundland and Labrador (-3,500; -1.4%) and Nova Scotia (-3,400; -0.6%),” said Statistics Canada. “Total hours worked rose 0.5% in June and were up 1.6% compared with 12 months earlier. Average hourly wages among employees increased 3.2% (+$1.10 to $36.01) on a year-over-year basis in June, following growth of 3.4% in May (not seasonally adjusted).”
The employment employment rose for the first time since January. Employment growth was concentrated in part-time work (+70,000; +1.8%).
Photo:
Arina Krasnikova
“The employment rate—the proportion of the population aged 15 years and older who are employed—increased by 0.1 percentage points to 60.9% in June. The employment rate had previously recorded a cumulative decline of 0.3 percentage points in March and April and had held steady in May,” explained Statistics Canada.
“The number of employees increased in both the private (+47,000; +0.3%) and public (+23,000; +0.5%) sectors in June, while the number of self-employed workers was little changed.”
The unemployment rate fell for the first since January. Prior to this decline, the unemployment rate had increased for three consecutive months ending in May 2025, reaching its highest level (7.0%) since September 2016 (excluding 2020 and 2021, during the COVID-19 pandemic), said the federal agency.
“The unemployment rate fell, and most sectors saw job gains. However, one month isn’t going to turn the page on what is a much cooler labour market relative to a year ago. With President Trump making new threats for a higher 35% tariff rate on Canadian goods just last night, certainty for many Canadian businesses doesn’t appear to be improving any time soon,” she said.
“The Bank of Canada gets its next kick at the can on July 30th. Today’s jobs report is another tick in the resilience tally, but next Tuesday’s June inflation report is likely to be the bigger factor in the Bank’s deliberations, given recent hotter-than-expected inflation readings. We think a strong argument for further rate cuts remains in Canada, we’ll soon see if the BoC agrees.”
Shake Shack is hitting the road! In celebration of their one year anniversary, the beloved burger joint is launching a food truck tour across Ontario.
Over the past year, the company said it has made a splash in the Canadian food scene — opening three locations across Toronto, teaming up with MIMI Chinese for an exclusive collaboration, and introducing crave-worthy limited-time shakes, burgers and chicken sandwiches.
Now, they are taking their fan-favourite ShackBurgers, Crinkle-Cut Fries, and hand-spun Shakes to the road, it said.
Billy Richmond
“This summer, we’re bringing the Shake Shack experience to Ontarians like never before,” said Billy Richmond, Business Director of Shake Shack Canada. “From lakeside lounging to neighbourhood parties, the Shack Truck Summer Tour is all about embracing the season with great food and great company. We designed the tour to reach people where they naturally gather, bringing Shake Shack to the moments they’re already enjoying and we can’t wait to share these experiences with communities across Ontario.”
The Summer Tour kicks off on July 19-20 at 18 Ossington Avenue in Toronto with a block party. The tour will make seven stops through the height of summer, featuring picnic tables, lawn games, music, and a menu including Shack faves. Each destination has been curated to celebrate the best of Ontario summers—from waterfront weekends and cottage escapes to iconic boardwalks and beachside hangs.
The Shake Shack Summer Tour stops include:
July 19–20: 18 Ossington Ave, Toronto
July 26–27: Square One Shopping Centre, Mississauga
August 2–4: Dockside at SWS Boatworks (Lake Rosseau), Port Carling — Arriving by boat is encouraged!
August 9–10: 316 Main St, Bar Tiki, Sauble Beach
August 16–17: Drake Motor Inn, Wellington, Prince Edward County
August 23–24: Friday Harbour Resort, Lake Simcoe
August 30–September 1: Woodbine Beach Boardwalk, Toronto
“True to Shake Shack’s mission to Stand for Something Good, a portion of proceeds from every stop will be donated to Second Harvest, Canada’s largest food rescue organization, helping to ensure more communities have access to fresh, nourishing food,” it said.
Shake Shack at Toronto’s Yorkdale Shopping Centre. Photo taken from food court escalators. Photo: Shake Shack
Formed in 2023, Shake Shack Canada is a partnership between Osmington Inc. and Harlo Entertainment Inc. – both Toronto-based private investment companies. Shake Shack Canada’s ambitious vision includes opening Shacks nationwide, with its first three locations now open at Yonge & Dundas, Union Station, and Yorkdale Shopping Centre in Toronto.
Since the original Shack opened in 2004 in NYC’s Madison Square Park, the company has expanded to over 590 locations system-wide, including over 380 in 34 U.S. States and the District of Columbia, and over 210 international locations across London, Hong Kong, Shanghai, Singapore, Mexico City, Istanbul, Dubai, Tokyo, Seoul and more.
“We achieved net revenue of $663 million in the first quarter of Fiscal 2026, a 33% increase compared to last year. Comparable sales grew 19%, fueled by double-digit growth in all channels and all geographies. Our results were driven by the strong performance of our Spring/Summer product, which resonated exceptionally well with our clients, as well as our optimized inventory position, strategic marketing investments and our new and repositioned boutique openings. Growth was consistent across channels, with net revenue increasing 34% in retail and 30% in eCommerce, underscoring the broad strength of our multi-channel business. Our performance in the United States, where net revenue increased a tremendous 45%, continued to fuel our results,” said Jennifer Wong, Chief Executive Officer. “In addition, we generated meaningful gross profit margin expansion and SG&A leverage, resulting in outstanding adjusted EPS growth of over 90%.
“Trends across the business remain strong, and we are pleased with the start to our second quarter. We continue to navigate macro developments from a position of financial and operational strength, as we adapt to the environment around us and execute across our key strategic growth levers – geographic expansion, digital growth and increased brand awareness. The strength of the Aritzia brand has never been greater, and yet we still have a long runway for growth in the United States. This gives me great confidence in our ability to execute and capitalize on all of the opportunities that lie ahead.”
First Quarter Highlights
For Q1 2026, compared to Q1 2025:
Net revenue increased 33.0% to $663.3 million, with comparable sales growth of 19.3%
United States net revenue increased 45.1% to $413.0 million, comprising 62.3% of net revenue
Retail net revenue increased 34.2% to $480.3 million
eCommerce net revenue increased 30.0% to $183.0 million, comprising 27.6% of net revenue
Gross profit margin increased 320 bps to 47.2% from 44.0%
Selling, general and administrative expenses as a percentage of net revenue decreased 190 bps to 33.5% from 35.4%
Adjusted EBITDAincreased 76.9% to $95.3 million. Adjusted EBITDA as a percentage of net revenue increased 360 bps to 14.4% from 10.8%
Net income increased 167.7% to $42.4 million, or 6.4% from 3.2% as a percentage of net revenue. Net income per diluted share was $0.36 per share, compared to $0.14 per share in Q1 2025
Adjusted Net Income increased 97.4% to $49.3 million. Adjusted Net Incomeper Diluted Share was $0.42 per share, compared to $0.22 per share in Q1 2025
Aritzia said it expects the following for the second quarter of Fiscal 2026:
“Based on quarter-to-date trends, Aritzia expects net revenue in the range of $730 million to $750 million, representing growth of approximately 19% to 22%. The Company expects gross profit margin to increase approximately 100 bps and SG&A as a percentage of net revenue to decrease approximately 100 bps for the second quarter of Fiscal 2026 compared to the second quarter of Fiscal 2025,” it said.
“While the Company’s momentum across channels and geographies remains strong year to date, the outlook for Fiscal 2026 accommodates for a range of scenarios given uncertainties related to the broader macroeconomic environment, including tariffs.”
Aritzia said it expects the following for Fiscal 2026:
Net revenue in the range of $3.10 billion to $3.25 billion, representing growth of approximately 13% to 19% from Fiscal 2025. This includes the contribution from retail expansion with a minimum of 12 new boutiques and five boutique repositions. Eleven new boutiques and two repositions are expected to be in the United States with the remainder in Canada.
Adjusted EBITDA as a percentage of net revenue to be approximately 15.5% to 16.5% compared to 14.8% in Fiscal 2025, driven by IMU improvements, freight tailwinds, savings from the Company’s smart spending initiative and expense leverage, offset by higher US tariffs.
Capital cash expenditures (net of proceeds from lease incentives) of approximately $180 million. This includes approximately $110 million related to investments in new and repositioned boutiques expected to open in Fiscal 2026 and Fiscal 2027. It also includes approximately $70 million related to the Company’s distribution centre network, including its new facility in the Vancouver area, and technology investments.
Depreciation and amortization of approximately $110 million.
Foreign exchange rate assumption for Fiscal 2026 USD:CAD = 1.37.
Canada’s leading fashion trade event is preparing to welcome retailers, buyers, and suppliers from coast to coast this summer, as the AFA Expo returns to the Toronto Congress Centre from August 12-14, 2025. The show, operated by the Association of Footwear + Apparel Canada (AFA Canada), represents the evolution of what was once known as the Toronto Shoe Show—a reinvention that continues to gain momentum as the Canadian fashion sector adapts to changing retail realities.
With hundreds of exhibitors spanning footwear, apparel, accessories, and emerging sustainable brands, AFA Expo 2025 aims to be both a critical buying platform and a vibrant community gathering point for the industry.
From the Toronto Shoe Show to AFA Expo: A Story of Reinvention
“We were the Toronto Shoe Show for over four decades,” explained Michelle Kofman, Director of Operations and Events at AFA Canada, during an in-depth interview. “But around 2019, we realized the market was changing. Retailers were diversifying their offerings, blending apparel, accessories, and footwear. That’s when we officially became the Association of Footwear and Apparel Canada.”
Michelle Kofman, Director of Operations and Events at AFA Canada
The inaugural AFA Expo was scheduled for February 2020. Then the pandemic hit. “Two weeks after our launch, the world shut down,” Kofman recalled. “We pivoted quickly—not to virtual trade shows, which didn’t align with our industry—but to online conferences. We did panels, including one where you spoke, Craig.”
Since that disruption, the organization has steadily rebuilt the show while adapting to shifting retailer needs.
“We’ve been very focused on moving out of survival mode and into thriving mode,” added Becky Collins, President of AFA Canada. “You can’t stay in a conservative, cost-cutting mode forever. At some point, you have to start investing again to build the future.”
United in Style: A Fresh Approach to Community and Collaboration
Becky Collins, President of AFA Canada
This year’s theme, “United in Style,” reflects that growth mindset. “We want to be a positive light in the community,” said Collins. “There’s been so much negativity—economic challenges, the U.S. relationship, inflation—but Canada still has a strong retail market. And footwear, in particular, remains a category where people value trying on product in-store.”
The trade show itself is adopting a collaborative approach. AFA Expo will once again overlap for two days with Toronto’s national gift show, allowing registered buyers to access both events. “Our badges are reciprocal,” said Kofman. “If you have a badge for the gift show or AFA, you can move freely between both halls.”
This partnership reflects the evolving nature of independent retail in Canada, where many stores now stock a mix of footwear, apparel, accessories, and lifestyle products. “Retailers today have to diversify,” said Collins. “Even traditional mom-and-pop stores carry socks, handbags, and accessories alongside footwear and apparel.”
Driving Retailer Attendance with Targeted Marketing
One key focus for AFA Canada this year is growing retailer attendance. “We’ve ramped up our marketing efforts substantially,” said Kofman. “When times get tough, the natural reaction is to cut marketing, but we’ve done the opposite. The board approved a specific marketing budget for the next three shows—starting with August 2025.”
New marketing initiatives include a bold postcard campaign, where over 1,500 physical mailers were sent out across Canada—most heavily in Ontario, but reaching retailers nationwide. “We wanted to cut through the digital noise,” said Kofman. “Retailers get flooded with emails, but when you get something in the mail now, it stands out.”
The postcards promote not only the show’s theme but also its incentive programs, including the popular “Buyer Bucks” draw. “We’ll do five draws per day during the show,” said Kofman. “Retailers who win receive Buyer Bucks, which they can spend at any exhibitor on the floor.”
Additionally, postcard recipients will receive a $40 lunch discount at Sketch, the restaurant inside the Toronto Congress Centre—another small way the show is adding value and encouraging participation.
Broadening Exhibitor Categories and Brand Diversity
As the show’s name suggests, AFA Expo now offers a far more diverse exhibitor base than its early shoe-centric days. “We’ve got everything from casual and comfort footwear to orthopedic, industrial, and fashion-forward brands,” said Collins. “You’ll also see travel brands, handbags, wallets, footbeds, insoles, and sustainable fashion lines.”
While both Collins and Kofman were cautious not to name specific first-time exhibitors yet, they confirmed new sustainable brands are joining the roster for 2025. “Sustainability is definitely an emerging category we’re seeing growth in,” Collins noted.
By August, AFA Expo expects to have roughly 120 unique exhibitors on the floor. “It’s a very solid, healthy show floor for this cycle,” Kofman added.
Value for Retailers: One-Stop Buying and Industry Networking
For retailers—whether independent boutiques or larger chains—AFA Expo’s primary value lies in its efficiency. “We know it’s hard for store owners to step away from the shop floor,” said Collins. “But here, they can meet with numerous vendors all in one place over one to three days.”
The alternative—vendors visiting stores individually—often disrupts daily operations, distracts staff, and makes it difficult to focus on buying decisions. “Being here allows retailers to fully focus on the season ahead and strategically fill inventory gaps,” Collins said. “And now, with the gift show overlap, retailers can also discover additional products that might complement their core assortment.”
Retailers from across the country will attend, but Collins notes the East Coast is particularly well represented.
“There aren’t as many shows out east, and it’s often cheaper for retailers from Newfoundland or Nova Scotia to fly into Toronto for a few days than to arrange multiple vendor visits locally.”
Creating a Social Atmosphere on the Show Floor
While AFA Expo is serious about business, the organization is also placing emphasis on creating a relaxed, community atmosphere. “We have what we call our Caffeination Station on the show floor, with coffee, hot chocolate, and snacks throughout the day,” said Collins. “In the afternoons, it converts into a Libation Station with wine and cold drinks.”
For the August 2025 edition, organizers are considering adding a happy hour element to foster additional informal networking late in the day. “People don’t necessarily want to stay long after the show closes, but they’re open to casual conversations on the floor with a drink in hand before heading out,” Collins noted.
Toronto Congress Centre
Strategic Partnerships to Build Industry Connectivity
Beyond its growing collaboration with the gift show, AFA Expo is actively building partnerships with complementary organizations. That includes with Fashion Art Toronto (FAT), a platform for emerging designers.
“We’re working with Fashion Art Toronto to bring some of their programming or presence into AFA Expo, though final details are still being worked out,” said Kofman. “Their Fashion Week schedule has made it a bit tricky to coordinate, but the relationship is developing.”
Additionally, AFA Canada has strengthened its association partnerships to add further member value. “For both retailers and exhibitors, membership comes with added benefits,” said Collins. “One significant partnership is with the Canadian Federation of Independent Business (CFIB). Members get access to CFIB’s resources and services alongside their AFA Canada membership.”
Strong Digital and Social Media Presence
AFA Expo has also invested heavily in social media marketing, enlisting influencers and creating dynamic content. “We don’t just want to sell the show on our socials,” said Kofman. “We want it to feel like a real community. We regularly reshare content from our exhibitors and retailers, highlight creative store displays, and promote contests.”
Influencers have been invited to previous shows, offering additional exposure for brands. “If an influencer spotlights a particular exhibitor while attending, that brand gets introduced to a much wider audience,” said Collins. “It creates FOMO for people who didn’t attend.”
Registration Now Open for Exhibitors and Attendees
With just weeks to go, registration remains open for both exhibitors and attendees. “Retailers can register online in advance or even onsite during the show,” said Collins. “Exhibitors do need to register ahead of time to secure booth space.”
Hotel room blocks are available at preferred rates at nearby properties, including the Delta Hotel across the street from the Congress Centre. “We still have room block availability at this stage,” Kofman confirmed.
For full show information, registration, and travel details, participants can visit the official website: www.afacanada.com
Looking Ahead: Building for the Long-Term
Both Collins and Kofman emphasized that the energy behind AFA Expo reflects a broader optimism for the sector. “When you’ve been in survival mode for years, it feels good to build again,” said Collins. “We’re trying new things, investing in new marketing channels, and strengthening the community.”
Kofman agreed, noting that even in challenging economic times, connection matters. “Retail is built on relationships—between retailers and vendors, but also between peers. AFA Expo brings everyone together under one roof. That’s where the real value lies.”
As AFA Expo 2025 prepares to open its doors, it promises not only a marketplace, but a meeting place—one that continues to evolve alongside the Canadian retail landscape it serves. The event takes place at the Toronto Congress Centre from August 12-14, 2025.
Craig Patterson and Ravi Rangan, Chief Technology Officer at Centric Software, discuss how the company’s end-to-end product lifecycle management (PLM) solutions are revolutionizing fast-moving consumer goods, fashion, and adjacent industries. Rangan details how Centric evolved from its roots in apparel PLM to now supporting footwear, consumer electronics, and even formulated products like food and cosmetics. By unifying planning, development, sourcing, and in-season optimization, Centric enables brands to streamline processes, improve cohesion, and close feedback loops that have traditionally been siloed.
The conversation explores Centric Software’s innovative use of artificial intelligence, from early expert systems managing complex material compatibilities to predictive analytics forecasting assortment demands and the latest generative AI applications. Rangan shares how Centric’s generative AI tools assist designers with rapid ideation and virtual sampling, dramatically reducing time-to-market by integrating creative inspiration with companies’ own qualified materials and business rules. Grounding AI outputs in enterprise data ensures that suggestions are practical, compliant, and tailored to each customer’s established processes.
Patterson and Rangan highlight shifting industry attitudes toward AI, especially among Canadian retailers, and discuss the critical role of keeping humans in the loop for validation as adoption grows. Looking ahead, Ravi reveals Centric’s excitement about expanding into new categories like consumer electronics and harnessing AI-driven insights to empower retailers with comprehensive, real-time product intelligence. Together, they emphasize the transformative potential of connected PLM solutions to improve agility, design accuracy, and competitiveness in a rapidly evolving retail landscape.
Featured during this interview:
Ravi Rangan, Chief Technology Officer at Centric Software
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Ground coffee prices in Canada have surged by 19% since the start of 2025, according to Statistics Canada—making it one of the fastest-rising food items on grocery store shelves this year. Many consumers may attribute the spike to global market volatility, especially after coffee futures soared to a record high of over USD $4.40 per pound in February. But that explanation no longer holds. Futures have since dropped by more than 30%, yet retail prices remain stubbornly high. So, what’s driving this divergence?
The answer lies, in part, in trade policy.
Since March 3, Canadian importers have been paying an additional 25% tariff on imported coffee. This counter-tariff, introduced as part of Ottawa’s retaliatory measures during a trade dispute, directly affects a product Canada doesn’t even grow. Unlike dairy or poultry, coffee has no domestic farming sector to protect. These tariffs are not shielding Canadian farmers—they are punishing Canadian consumers and businesses.
To grasp the scale of this impact, consider the size of the industry. According to Introspective Market Research, retail coffee sales in Canada total over CAD $27 billion annually and are projected to grow steadily over the next decade. Meanwhile, coffee shops and quick-service restaurants (QSRs)—from Tim Hortons to independent cafés—generate an additional CAD $6.4 billion per year. Tim Hortons alone sells over 5 million cups of coffee per day. This is not a fringe sector; it’s a critical part of both our economy and our culture.
Ironically, the United States—our supposed trade adversary in this case—doesn’t grow coffee either. Yet both countries are now entangled in a tariff tug-of-war that serves no practical purpose. The same logic applies to tea, which is also subject to retaliatory measures.
These tariffs were introduced under the Trudeau government in a broader geopolitical strategy that often felt more performative than pragmatic. Ottawa’s elbows-up approach to trade—seemingly crafted on a whiteboard without regard for economic fallout—may have resonated politically, but it ignored basic economic principles. Consumers were never part of the equation.
Prime Minister Mark Carney appears to be taking a more measured approach. Tariffs on U.S. alcohol and citrus products remain, but those can be sourced from other markets with relatively little disruption. Coffee and tea, however, are another matter entirely. There are no alternative domestic sources. The cost of these tariffs is being passed directly to roasters, grocers, restaurants—and ultimately, to the consumer.
Moreover, the volatility of American trade policy under Donald Trump continues to inject uncertainty into food markets. Tariffs come and go with the political winds, forcing companies to engage in “buffer pricing”—a form of risk management where businesses price in uncertainty to protect their margins. It’s effectively a tax on unpredictability, and it’s now embedded in the price Canadians pay at the till.
And while consumers might not feel the same pinch at their local café—where coffee is a smaller fraction of the total cost of a cup—the grocery aisle tells a different story. That’s where the full weight of these policies lands.
Whether a new trade agreement can be reached by the July 21 deadline remains uncertain. But what should be obvious is this: both Canada and the U.S. should leave the agri-food sector—especially essential imports like coffee and tea—out of their geopolitical skirmishes.
Canada has a vibrant coffee ecosystem, built on roasting, innovation, and consumer culture—not cultivation. There is no economic rationale for taxing it. Canadians shouldn’t be paying more for their morning brew just to send a symbolic message to Washington.
It’s time Ottawa led by example and scrapped these pointless tariffs.
New RONA+ store at Emerald Hills in Sherwood Park, Alberta. Photo: Christa Patterson
Home improvement retailer RONA published on Thursday its 2024 Overview of Sustainable Development Activities highlighting the organization’s environmental and social initiatives and the progress made towards achieving its sustainability goals.
J.P. Towner
“Every day, I see our teams working hard to reduce our environmental footprint, support every person’s well-being, and contribute to the communities we serve. The 2024 overview is a testimony to our remarkable accomplishments and progress. I’m proud of our shared commitment to being a responsible corporate citizen, and of the essential role each individual plays in reaching our sustainability goals and continuously improving our practices,” said J.P. Towner, President and Chief Executive Officer at RONA inc.
RONA said some of the highlights of the 2024 overview include:
1,612 ENERGY STAR certified products available in store and online
1,775 tonnes of paint and other products collected in store
150 non-profit organizations supported by the Home Sweet Home campaign
In 2024, RONA said it also received many awards and recognitions to highlight its sustainable development initiatives and accomplishments:
GoRecycle’s Coup de cœur award for RONA’s contribution to their mission of ensuring the proper recovery of household refrigeration appliances
Ranking among Canada’s Greenest Employers for a fifth consecutive year
The “Leader in Sustainability” award, presented by Call2Recycle Canada, in recognition of RONA’s exceptional accomplishments in battery recycling in 2024
Great Place to Work certification
Certification of recognition (COR) issued by the Workers Compensation Board (WCB) and the Alberta Association for Safety Partnerships (AASP) for the company’s health and safety strategy
To learn more about RONA’s initiatives and view its 2024 Overview of Sustainable Development Activities, click HERE.
NEW OPENING: PIANO PIANO Expands West with First-Ever Hamilton Location (CNW Group/PIANO PIANO the restaurant)
After a series of successful openings across the Greater Toronto Area, PIANO PIANO has announced its second expansion beyond Toronto, with a brand-new location on King Street in downtown Hamilton.
The new restaurant brings the signature style, spirit, and menu that have made the brand a household name in Ontario dining — and continues a journey that’s as personal as it is delicious, said the company.
Co-founders Victor Barry and Brendan Piunno both grew up in the Niagara region. With each westward expansion — from Oakville to now Hamilton — they’re slowly making their way back toward home, bringing their boldest, most delicious work along for the ride, said the brand in a news release.
“We’re not just building a brand — we’re paving a road back home,” says Barry. “And we want to bring tasty, f*#kin’ delicious food to every corner of Ontario while we’re at it. Hamilton’s creative energy is electric, and we’re excited to become part of that.”
This seventh location represents a major milestone for the brand and reflects its growing presence across Southern Ontario. Just like its Toronto & Oakville counterparts, the Hamilton outpost is designed to feel magical, fun, and a little unexpected, said the company.
Designed by the award-winning interior design firm Future Studio, with designer Ali McQuaid Mitchell and the restaurant’s Creative Director Nikki Leigh McKean at the helm, the space brings together vintage glamour, playful Italian charm, and curated details that make every visit feel like a special occasion, it added.
“Guests can expect a menu full of house-made pastas and sourdough pizzas — the kind of comforting, craveable dishes that PIANO PIANO is known for — alongside Italian specialties like Ribeye, Rack of Lamb, Octopus, and truffle-topped everything. It’s food that is generous and joyful, with big flavours and real value, whether you’re popping in for a glass of wine and a quick bite or settling in for the full spread,” the brand said.
“With its signature hospitality, over-the-top design, and a menu that balances comfort and decadence, PIANO PIANO Hamilton is poised to become a go-to spot for locals and visitors alike.”
PIANO PIANO Hamilton is located at 62 King Street East.
Global commercial real estate advisor, Avison Young, has announced the successful purchase of 8.4 acres in Fort McMurray’s Quarry Ridge – earmarked as the new site of Home Depot and its 183rd store in Canada.
Located at the southwest corner of Highway 63 and MacKenzie Boulevard, the 80,000-square-foot building is anticipated to open in Q2/Q3 2026 and will employ approximately 150 associates, said the real estate firm.
Avison Young’s Darren Snider and Ben Snider were the exclusive advisors and agents for the retailer, which purchased from Camgill Developments in May of 2025 for an undisclosed amount.
Ben Snider
“Avison Young could not be more thrilled about The Home Depot selecting Quarry Ridge – and, even more so, for the people of Fort McMurray,” said Ben Snider, Senior Associate, Avison Young.
“This is a very resilient community, committed to rebuilding and growth, and what better place to help and support you in your rebuilding and growth efforts than The Home Depot. I’ve heard so many stories from residents about how the closest Home Depot store is a four-hour drive away so having one so close to home will provide a level of unmatched service and convenience.”
Securing this site is historic in nature, given Avison Young’s existing business relationship as the retailer’s preferred broker for retail locations in Alberta. Ben was brought onto the Avison Young team to investigate the Fort McMurray market for the home improvement chain, culminating in a request for Ben and Darren to provide real estate options. This included several sites, and the retailer landed on Quarry Ridge, said the company.
BeaverTails at Canada's Wonderland (Image: BeaverTails)
BeaverTails is doubling down on its destination-first strategy, with major renovations across Canada and a continued eye on the U.S. market—even as global tensions add complexity to expansion timelines.
“Our community stores, which were more relevant during COVID—those in strip malls or local neighbourhoods—don’t really represent what we are,” said Di Ioia. “We belong in big, bold, beautiful places like Banff, Jasper, Waterton. West Edmonton Mall is still a great example. 17th Avenue (in Calgary) is a decent one too—it’s a main street, but still carries that destination vibe.”
The company has divided its model into two formats: Express and Full Shops. “We now separate them into Express—like Calaway Park (in Calgary) and food trucks—and Full Shops. Those 50 full stores deliver more magic and more brand,” he said. “We call our Express stores ‘embassies.’ So, if you’re at a Ribfest, the Embassy gets you hooked on a BeaverTail. But visiting the Italian Embassy isn’t like visiting Italy, right? To really experience it, you’ve got to go to one of our full stores. That’s where we deliver the full magic.”
The focus now, Di Ioia explains, is on finding more “spectacular places” for flagship locations. “It’s tough—we’ve already done most of the obvious ones. Not much left,” he said.
Recent renovations show the scale of BeaverTails’ commitment. “Canmore went through a big renovation. It was already nice, but now it’s even more beautiful. That was about a year ago,” he said. “Banff is being renovated—both stores. They’re already high-performing, but they’re going to look beautiful by fall. Blue Mountain was just renovated. The big stores are getting the attention they deserve. The brand is 47 years old. Blue Mountain’s been there for 30 or 35 years.”
And that investment is no small number. “We just renovated both flagship stores in Old Montreal. They’re 35—maybe coming up on 40 years old. They got a combined million dollars worth of renovations. For a snack concept, that’s big money.”
On the growth front, Di Ioia says the U.S. remains a priority. “The U.S. is still on the roadmap. The spike in tariffs and the political back-and-forth has slowed things a bit. We’re being cautious, maybe moving more slowly, but it’s still very much in the plan,” he said. “The American Rockies is a priority for us. We’re talking with real estate agents and have been for six months. I expect we’ll have something signed in 2026—if not opened.”
Back at home, the Express format is finding success in the right environments. “We’re still looking at the right Express opportunities. It took us years to get into Calaway. They just weren’t ready to brand. The Calgary Zoo—we’ve talked to them. Good people. Our contact there retired, but we’re in with the next generation now. Eventually, we’ll be ready for the Zoo.”
“Express stores work well for those leisure environments because we have the perfect product for them. But the full store is where you get everything: the ice cream, the savoury items, the poutine, the BeaverDog, merchandise, beverages—it’s an experience. A destination.”
Photo: BeaverTails
New openings continue to roll out this year. “This year we’ve done a couple of mobiles. The Windsor mobile just opened. Amherstburg—across from Detroit—that just opened too. Amherstburg is an old sports town. I think it was one of the battles of 1812. Beautiful new store, new format. That was about six months ago.”
Still, some coveted locations remain elusive.
“We’d love to be in places like Granville Island and the Distillery District, but they don’t take franchises,” he said. “Or at least, they don’t take national chains.”
“But we’d love to be in Granville Island, love to be in the Distillery District. So we keep waiting for the right time.”
In the meantime, BeaverTails is focused on making its best stores better. “We’re renovating our best stores so they look better than ever,” said Di Ioia.
Tony Flanz
In a blog post Tony Flanz, of Think Retail who is working with BeaverTails on its real estate, said the brand is targeting the following markets from coast to coast: Vancouver’s Granville Island and Water Street in St. John’s, as well as several Toronto neighbourhoods-downtown, Distillery District, Queen’s Quay, and Yonge & Dundas Streets. They will also consider other high traffic tourist and pedestrian locations in major centres.
BeaverTails offers several flexible formats and a fresh welcoming store design: Ideal spaces are 300 to 1,000 square feet (ventilation required), explained Flanz. “With an average 14 annual openings for the last six years, this team knows what they’re doing and how to set up for success in a new market. Growth continued, even during the pandemic (its grab-and-go format was ideal for that period),” he said.
