As Juice Dudez continues to grow in Ottawa, the brand has started exploring franchising by taking a pretty different approach than most brands.
“Instead of looking for passive investors, we’re intentionally looking for owner-operators who want to run the business themselves and build a long-term career in hospitality,” said Nasr Nasr, Founder and CEO of the brand.
“Most franchises select partners based on capital. We’re doing the opposite — we’re selecting based on character, work ethic, and alignment with our mission. If the right operator doesn’t have capital, we’re open to structuring a path with them.
“It’s slower and probably harder, but our belief is that culture and product quality only survive if the people running the stores genuinely care about the craft and the customer experience.”
Nasr said the company story starts in the 1800s, in the fruit farms of Lebanon. Generation after generation, Nasr’s family grew real fruit with real flavour — long before “organic” was a buzzword. When Nasr moved to Canada in 2017, he expected to finish his engineering degree. Instead, he ended up washing dishes, delivering pizzas, and grinding through seven-day work weeks in sales.
He was “successful” by society’s standards but “completely miserable.”
Nasr Nasr
One line from a book flipped everything upside down: “Do what you love, and you’ll never work a day in your life.” Nasr dropped everything and chased what actually mattered: food, people, and building something real.
He saw what nobody else seemed to notice that drinks were stuck in a broken trade-off. They were either tasty and loaded with junk or healthy and tasted like punishment. So in 2019, Juice Dudez was born to break that rule. Real fruit. Real flavour. Drinks that taste amazing and make you feel good.
“And because joy deserves dessert, we started crafting sweets from the best chocolate on earth. We had no idea what we were doing. We messed up. We learned. And we refused to cut corners — even when a global pandemic tried to knock us out. Instead of shrinking, we got sharper. Better recipes. Better experience. Better reasons to show up every day,” said Nasr.
“People noticed. Lines formed. And what started as one little shop became a movement. Today, Juice Dudez isn’t just about juice or dessert. It’s about rejecting boring, fake, and forgettable and choosing joy, flavour, and community instead. It’s about turning small moments into better days and proving that “healthy” and “delicious” should never be opposites. This is our mission: to make people happier and healthier, one cup at a time — and to make it impossible not to smile while we do it.”
Nasr said the brand currently has four locations in Ottawa, and it’s opening two more — one more in Ottawa and one in Toronto in the next couple of months.
“Our goal is to be everywhere in the world very, very soon,” he said.
Two current locations are corporately owned and two of them are franchises.
Going forward the plan is to have all new locations as franchises.
Its oldest location was 900 square feet, and the biggest location is 3,000 square feet.
“Moving forward, I think our footprint is going to be 2,000 square feet on average,” explained Nasr.
Juice Dudez photo
The typical customer is millennials or Gen Z, and they’re typically foodies. They love food, they love exploring, they love traveling, and they like exploring new things.
“We study the neighbourhoods we want to open in, and if we see a higher concentration of these demographics, this is how we know that this would be a good neighborhood for us.
“I think what we’re doing is special, and the way we’re going to grow it — we’re choosing the slow way. We’re not choosing the quick, easy money way because we’re here to make an impact. We’re here to make people happy. We’re here to make a difference.
“We’re not going to compromise that for growth. We’re going to prioritize character over capital when it comes to franchisees, and that’s how we’re going to stay true to our mission.”
After three years of research and development, Toronto-based startup Tression recently launched its premium line of everyday trousers and leggings engineered with clinically functional graduated compression.
The collection introduces a new approach to compression therapy by integrating medical-grade functionality into elevated, modern wardrobe staples designed for daily life, said founder Parisa Agahi, who is based in Toronto.
Agahi was inspired to create Tression after witnessing her mother’s (Farzaneh Refahi) difficulty wearing prescribed compression consistently. This personal experience shaped the company’s mission to make supportive apparel that women genuinely want to wear — from workdays and travel to everyday routines.
“Women shouldn’t have to choose between feeling supported and feeling confident,” said Agahi. “We set out to create garments that seamlessly integrate into daily life while delivering the benefits of 20-30 mmHg graduated compression in a way that feels empowering rather than clinical.”
Parisa Agahi
Compression therapy has long been prescribed to support circulation, reduce leg fatigue, and help manage chronic venous conditions, yet adoption rates remain low due to discomfort and clinical aesthetics. Tression was founded to address this gap by reinventing compression garments with a focus on design, comfort, and wearability, she explained.
Agahi said the launch comes amid growing consumer interest in preventative wellness and functional apparel, as more individuals seek products that support comfort, energy, and longevity throughout the day. Tression positions itself at the intersection of fashion, health, and innovation — bringing a new category of performance-driven everyday wear to market.
The collection is available through Tression’s website (tression.com) with shipping across Canada and the United States.
“My mother has had varicose veins for many years, more than 20 years,” said Agahi.
“And for that, she was prescribed and often recommended to wear compression garments. For her, she has had to wear the full-leg compression product that goes up to the waist, and that tends to be the most challenging, one of the types of compression garments that are out there which is the most restrictive.
“It’s very difficult to put on. You always have to layer it because it’s sheer material. It’s see-through, and it gets very hot in the summer. So for all of these reasons, even 20 years ago when she was first prescribed, she didn’t really like them. She didn’t wear them.
Parisa Agahi and mom Farzaneh Refahi
“Her condition got worse over the years because she didn’t manage the condition as she was recommended by her healthcare provider. And in the pandemic, because I was sitting down a lot, I started to feel a lot of aching in my legs. And when I went to the doctor, they said, “Well, if your mom has varicose veins, this might be an early sign of varicose veins for you as well. So let’s give you a prescription of compression stockings’.”
Agahi was very familiar with this as her mother never liked them. Agahi thought that the product really did not change in 20 years.
“I started talking to friends and family because there was no way, as someone in her 20’s, I was going to wear a stocking every day for the rest of my life. So I started talking to other people to see what others were doing. There is no way we’re all just wearing this every day, right?,” she explained.
“And that’s when I realized not only are there a lot of other people similar to my mom and similar to me who don’t like the existing products and aren’t wearing them, but also it’s not limited to just people with varicose veins. It’s a host of other health conditions … that you need to wear compression garments for, but also pregnant women postpartum, those that are flying, those that have a sedentary job, for example. They need to stand or sit for long hours every day. It’s actually one in every three individuals globally that is told to wear compression.”
The products are made in China.
“We’re looking at some partnerships now and, of course, in the future. There are lots of opportunities for us in the healthcare space. So there are, for example, clinics, physiotherapy clinics, foot clinics that offer compression garments,” she said.
Tression photo
“We actually have a couple of partnerships in our pipeline. The first one is with a bioped company. That’s all in our plan. We just partnered with a Pilates studio also in Toronto, so that’s a whole other opportunity and space for us—Pilates, yoga, fitness studios.
“Lots of opportunities in the airline industry, in the hospital healthcare space, just boutique clothing stores as well.”
Agahi said there’s many trends toward wellness-focused shopping in general and, of course, within apparel as well.
“For us it took three years of research and development to get here. My background is in business and science,” she said.
“And that was certainly helpful to understand the physiology of how compression garments work, how technical our product needs to be, and, of course, the business fundamentals. But in terms of the fashion side of things, I knew nothing about the world of fashion.
“And that was a big and steep learning curve for me to understand how a product is designed, how we can even connect with manufacturers. The manufacturing and production side of the product, I would say, was the toughest part of it, and that’s why we had that delay.
Parisa Agahi
“There were numerous times where we had to start from scratch just because a partnership or a manufacturer that we were working with for a year it turns out the material and the product wasn’t quite there. And I would say the biggest challenge was we were developing a product that had to be both fashion and medical compression.
“So when I would go to factories that have made compression in the past, their material is entirely different from what we wanted. And when I went to fashion factories, they knew nothing about the world of compression. So that was a challenge.
“And that made me realize quickly that we needed to own the patent and be the leader of the construction and the technology of our product because it was so unique.”
Today’s Retail Insider articles highlight notable moves in both experiential retail and discount market dynamics. SUKOSHI continues to expand immersive Asian beauty stores across North America, while Dollarama surpasses $7 billion in sales with growth in Canada and abroad. Meanwhile, evolving grocery competition in Canada faces challenges as Aldi and Lidl remain unlikely entrants. These stories reflect ongoing shifts toward value-driven expansion and experiential engagement in Canadian retail. Below are today’s Retail Insider articles followed by Canadian Retail News From Around the Web.
Most e-commerce teams have already done the basics. Better images. Cleaner layouts. Faster pages.
But conversions still hit the ceiling.
That’s because the problem isn’t just design anymore. It’s how products are experienced online.
Video-first product pages are changing that. Instead of asking customers to imagine how a product works, you show it. Clearly and instantly.
For business leaders, this is not a creative upgrade. It’s a direct lever for improving conversions, reducing returns, and scaling content faster.
Here’s how video-first pages are reshaping e-commerce today.
1. They Help Customers Decide Faster
When shoppers rely only on images, they hesitate. They zoom in, scroll, and still feel unsure.
Video removes that uncertainty.
A short product video shows how the product looks, moves, and works in real life. Customers get answers within seconds instead of guessing.
This leads to:
Faster decisions
Higher add-to-cart rates
Less dependency on long product descriptions
You are not just showing the product. You are helping customers decide more quickly.
2. They Bring the In-Store Feel Online
In a physical store, customers can see and try products. That confidence is hard to replicate online.
Video gets you closer to that experience.
With real-life demonstrations, close-ups, and usage shots, customers understand the product better. Whether it’s how a shirt fits or how a device functions, video makes it clearer.
Returns eat into margins. And most returns happen because expectations don’t match reality.
Video sets the right expectations upfront.
When customers see the product in action, they know what they are buying. There are fewer surprises after delivery.
This helps reduce:
Fit or size issues
Quality misunderstandings
“This is not what I expected” returns
Operationally, this means lower costs and smoother order management.
4. They Work Better for Mobile Users
Most e-commerce traffic today comes from mobile. But mobile users don’t like to read long descriptions or scroll endlessly.
Video makes things easier.
A short, clear video delivers all the important details quickly. Customers don’t need to zoom or search for information.
This improves:
Engagement in the first few seconds
Time spent on the product page
Conversion rates on mobile
5. They Match How People Consume Content Today
People are used to watching content, not reading it. That behavior has naturally moved into e-commerce.
Video-first pages simply align with this shift.
Instead of forcing customers to read through content, you let them watch and understand quickly.
This leads to:
Faster information processing
Better engagement
Lower drop-offs
This is not a passing trend. It reflects how buyers behave today.
6. They Explain More Without Cluttering the Page
Product pages often struggle with too much or too little information.
Video solves this balance.
In under a minute, a product video can explain features, benefits, and use cases without overwhelming the customer.
This results in:
Cleaner product pages
Clear communication
Less reliance on heavy text
You keep the page simple while still giving complete information.
7. They Help Maintain Consistency Across Products
Managing content for large catalogs is not easy. Different images, styles, and formats can make your brand feel inconsistent.
Video brings structure.
With a defined format and workflow, you can create consistent videos across all products. Every product follows the same quality and presentation standards.
This ensures:
A uniform customer experience
Faster content production
Better brand consistency
8. They Improve Marketing Performance
Your product page is where conversions happen. But it’s also connected to your marketing efforts.
When your ads use video and your product pages also use video, the experience feels seamless.
This improves:
Conversion from ad clicks
Performance of video campaigns
Overall return on ad spend
9. They Give You Clear Performance Insights
With video, you can track how customers interact with your content.
You can see:
How many people play the video
How long do they watch
Where they lose interest
These insights help you improve your content over time. You don’t have to rely on guesswork.
10. They are Easier to Scale with the Right Partner
Creating product videos regularly requires time, people, and a clear process.
Doing everything in-house can slow you down.
Working with a specialized video editing partner helps you scale without adding internal pressure.
You get:
Faster turnaround times
Consistent output
A structured production workflow
This allows your team to focus on growth while ensuring your product content keeps up.
Final Thoughts
Video-first product pages are quickly becoming the standard in e-commerce.
Customers want clarity. They want to see how a product works before they buy it. Video delivers that in the simplest way.
For e-commerce leaders, the focus should now be on execution.
Make video a core part of your product pages
Keep formats consistent across your catalog
Build a scalable workflow for production
When done right, video doesn’t just improve conversions. It improves the entire buying experience and makes your product pages work harder for your business.
Let’s talk about a problem every academic department and research institute knows too well. It’s not the big-ticket items like lab equipment or conference travel those are planned for. It’s the quiet, constant drip of digital subscriptions. The AI tool a PhD student needs for a paper. The design software for a conference poster. The new visualization platform a postdoc wants to test.
Individually, each request seems small. “It’s just $30 a month,” they say. But multiply that by fifty researchers across ten different fields, and suddenly you’re managing a small fortune in fragmented software licenses. The finance office groans, the IT department is stuck playing license cop, and brilliant minds are stuck waiting for approval or, worse, doing without the tools that could accelerate their work.
There’s a smarter way to do this. It’s not about saying ‘no’ more often. It’s about saying ‘yes’ to access, intelligently.
Think Library, Not Bookstore: A Shared Toolkit for Your Whole Team
We don’t buy a separate copy of every journal for every researcher; we buy institutional subscriptions. The same logic is revolutionising how forward-thinking groups handle software.
Imagine a centralised, shared-access platform a digital toolkit for your entire institution. Instead of fifty individual ChatGPT accounts, you have a pool of shared access. Instead of buying Adobe Creative Cloud for one project, you have a suite of creative and analytical tools available on-demand.
This changes everything. A graduate student analyzing satellite imagery doesn’t need to beg for a specialized subscription; they can use a tool that helps them how to describe an image programmatically, turning visual data into structured text for their analysis. A team designing a public-facing report isn’t blocked by a lack of design skills; they can use a runway ai image generator to create professional-grade graphics in minutes. The barrier isn’t money or permission; it’s just a login.
Why This is More Than Just Saving Money
Yes, the cost savings are dramatic. Converting dozens of individual subscriptions into one managed plan is basic financial sense. But the real win is in what you unlock.
You Kill Administrative Friction. The days of processing hundreds of individual software reimbursements and managing expired credit cards on file are over. One contract. One renewal. One point of contact.
You Fuel Serendipitous Innovation. When the tool is just there, people experiment. A sociologist might play with an AI text analyzer and discover a new methodology. A biologist might use a graphic design tool to better communicate their findings. Innovation happens when play is possible, and play requires low-stakes access.
You Build a Universal Skillset. When your entire team uses the same core set of platforms, collaboration gets easier. They speak the same digital language. Onboarding new team members means giving them the keys to the whole toolkit, not scrambling to purchase a dozen new accounts.
The Bottom Line for Institutions That Want to Move Fast
In research and education, speed and agility are currency. We can’t afford to have our best ideas stuck in a procurement queue.
Moving to a shared-access model for digital tools isn’t an IT decision. It’s a strategic leadership decision. It’s a commitment to removing the petty obstacles that slow down discovery. It tells your researchers and students: “Your job is to break new ground. Our job is to make sure you have the tools to do it.”
Streaming a pre-recorded video as a live broadcast on YouTube isn’t simple, as YouTube does not have a feature that supports this.
In order to loop a pre-recorded video on YouTube as a stream, you’ll need to use a third-party tool.
In this guide we’ll break down the tools that are available, how they work, and more. Let’s jump right in.
Why You Need a Third-Party Tool
YouTube Live is designed for real-time broadcasting. There’s no built-in scheduler or looping feature that lets you take a pre-recorded file and stream it continuously as live content. To do that, something needs to act as the bridge between your video file and YouTube’s live stream infrastructure.
The traditional answer was OBS – open-source broadcasting software that can capture a video file and stream it to YouTube via a stream key. It works, but keeping a 24/7 loop running on OBS means keeping a computer on permanently, managing your home internet connection’s reliability, and dealing with the inevitable crashes and restarts that come with running software around the clock unattended. For a stream meant to run indefinitely without supervision, local software is a fragile solution.
Cloud-based streaming platforms solve this by running the broadcast on their own servers rather than yours. Your computer’s job ends once the stream is configured and started.
The Best Tools for Looping Pre-Recorded Video on YouTube
LiveReacting – Best Overall
LiveReacting is the strongest option for most creators and brands, and the reasoning is straightforward: it’s as simple as any dedicated looping tool for basic use cases, and significantly more capable than any competitor when you need more.
For a standard looping setup, the workflow is minimal. Connect your YouTube channel, upload your video file, set it to loop continuously, and go live. LiveReacting automatically encodes your file to meet YouTube Live’s technical specifications – bitrates, format compatibility, resolution – so you don’t need to pre-process anything. Upload a .mov file, a 4K video, or a standard MP4 and it handles the conversion. The stream then runs on LiveReacting’s cloud servers indefinitely, with no local hardware involved.
For creators who want to go further, LiveReacting is the only platform in this space that supports interactive elements layered directly onto a looping stream. Live polls, trivia games, countdown timers, and an AI-powered host can all run on top of pre-recorded content – turning a passive video loop into something viewers actively engage with. YouTube’s algorithm rewards chat activity, so streams that prompt interaction tend to perform differently in search and recommendations than static loops. For brands running engagement campaigns, this is a meaningful capability that no other looping tool offers natively.
Additional features include simultaneous multi-streaming to YouTube, Twitch, and other platforms, built-in YouTube ad slot control, and the ability to manage client YouTube channels without requiring login credential sharing – relevant for agencies handling multiple accounts.
Best for: Creators running lo-fi music, ambient, or news channels; brands running interactive live campaigns; agencies managing multiple client streams; anyone who wants to start simple and scale without switching platforms.
Gyre – Functional but Limited
Gyre is a dedicated video looping service with a very simple interface.
For creators who want a single video looped continuously and nothing else, it gets the job done. The setup is very quick, and there isn’t really any learning curve to get over.
The limitations are equally straightforward. There’s no support for interactive features, playlist functionality is limited, and there’s no multi-streaming capability.
Gyre does one thing – loop a video – and doesn’t extend much beyond that. For creators certain they’ll never need more than a basic loop, it’s a workable option, though the pricing relative to more capable platforms is worth factoring in.
Best for: Creators who want the simplest possible setup with no interest in additional features.
Upstream – Reliable with File Restrictions
Upstream is a competent cloud streaming tool with generally solid stability. For standard file formats and straightforward looping requirements, it performs reliably.
The practical friction point is file support. Upstream doesn’t handle .mov files or 4K-to-1080p downscaling, meaning video files often need to be re-encoded before uploading – an extra step that platforms like LiveReacting remove entirely with automatic encoding. Like Gyre, there are no interactive features, so the ceiling for channel growth within the platform is limited.
Best for: Creators with pre-encoded standard-format files who want a no-frills cloud streaming option.
OBS (with PC or VPS)
OBS remains an option for creators who want granular control over every aspect of their stream setup.
It’s free, highly configurable, and widely documented. For a 24/7 loop specifically, though, the trade-offs are significant – local hardware running around the clock, home internet dependency, and no native loop function without additional plugins or workarounds. On a rented VPS, the hardware problem is solved but the setup complexity increases and ongoing costs accumulate.
This solution can work really well, but you will need to put in the time to learn how to do it properly and expect hurdles along the way.
Best for: Technically experienced creators who need custom configurations not supported by cloud platforms.
How to Pick the Right Tool
The decision comes down to how much reliability matters and how much you want to be able to do over time.
If your channel is a single looped video – a music mix, an ambience track, a news ticker – and you’re certain that’s the full scope of it, any of the cloud options will work.
If you want the setup to be genuinely simple from the start, file format flexibility without pre-processing, and room to add playlists or engagement features without migrating to a new platform, LiveReacting is the clear starting point.
For brands specifically, the interactive layer changes the outlook entirely. A looping stream is passive reach; a looping stream with live polls or trivia running on top of it generates comments and engagement signals that compound over time.
LiveReacting is the only tool in this space that offers that natively.
Summary
Looping a pre-recorded video on YouTube Live requires a third-party streaming tool – YouTube has no native feature for this. Cloud-based platforms are the most reliable approach, removing the dependency on local hardware.
Of the available options, LiveReacting offers the best combination of simplicity for basic setups, flexibility for advanced ones, and interactive features no competitor matches. For most creators and brands, it’s the natural starting point.
Opening of SUKOSHI at Bellevue Collection in Bellevue, Washington. Photo: SUKOSHI
Linda Dang did not follow a conventional path into retail. Her journey into entrepreneurship began early, driven by a desire to build something of her own and shaped by a consistent focus on the customer experience.
“I always knew early on that I wanted to build something of my own,” Dang said. “I started my first e-commerce business at 18, which ended up paying for my university.”
That early venture laid the groundwork for a career that would move across disciplines, including marketing and strategic sourcing, where Dang worked with major internet companies. She later launched a restaurant business in Toronto before turning her attention to what would become SUKOSHI.
Across each venture, a consistent theme emerged. “At the core of everything I’ve done, it always comes back to the customer, how they discover, how they experience, and what makes them come back,” she said.
That customer-first mindset would ultimately define SUKOSHI’s retail model.
Linda Dang, Founder and CEO of SUKOSHI
Identifying a Gap in Asian Beauty Retail
SUKOSHI was founded in 2018 after Dang identified a clear opportunity in the North American market. While Asian beauty was gaining global traction, it remained underrepresented and poorly executed in physical retail environments.
“At the time, Asian beauty was largely underrepresented in North America, and even when you could find it, the experience felt fragmented and transactional,” Dang explained. “There wasn’t a place that made discovery easy, approachable, or exciting.”
The original concept was not simply to sell products, but to create an immersive retail environment centered on discovery and education. Customers would be encouraged to explore, test products, and build routines in-store.
“It was always meant to be more than a store. It was about building a destination centered around discovery, education, and experience,” she said.
What began as a small-format concept in Toronto has since evolved into a rapidly scaling retail business operating across Canada and the United States.
Building a Distinct Retail Experience
SUKOSHI’s growth has been closely tied to its ability to differentiate itself through in-store experience. Rather than overwhelming customers with product, the brand focuses on curated assortments and intuitive merchandising.
“SUKOSHI’s identity is really about discovery, but in a way that feels intuitive, not overwhelming,” Dang said. “We’re not trying to be everything; we’re trying to be the place where you find the right things.”
Stores are designed to encourage interaction. Customers are invited to test products, learn about routines, and engage with knowledgeable staff. The goal is to guide shoppers from curiosity to confidence within a single visit.
“A lot of people walk in not knowing exactly what they want and leave with a full regimen because the space naturally guides them there,” she said.
This approach reflects a broader shift in retail toward experience-led environments, particularly in categories such as beauty where education plays a critical role.
SUKOSHI at 1542 Third Ave in New York City (Upper East Side). Photo: SUKOSHI
Scaling a Retail Concept Across North America
One of the defining moments in SUKOSHI’s trajectory came when the company proved that its concept could perform in physical retail at scale.
“Early on, the biggest unlock was proving that this category could work in physical retail at scale,” Dang said. “Once we saw the first few stores perform, it became clear this wasn’t niche, it just hadn’t been executed properly yet.”
Today, the company operates 21 stores and is pursuing aggressive expansion plans. Dang confirmed that SUKOSHI is aiming to roughly double its store count in the near term, with a focus on both Canadian and U.S. markets.
The United States represents a major growth opportunity. Early traction in key markets has reinforced the brand’s belief that its concept translates beyond Canada.
“We’ve seen strong early traction there, and we believe there’s a real opportunity to scale the concept across major markets,” Dang said.
A Brand Accelerator Model for Global Beauty Labels
Beyond retail, SUKOSHI has positioned itself as a strategic partner for international brands entering North America. The company’s role extends beyond distribution into brand building, education, and market positioning.
“We’ve positioned ourselves as a launch and growth partner in North America, not just a retailer,” Dang said. “Many brands come to us to enter the market, and we help them build awareness, educate customers, and sell through.”
This “brand accelerator” approach has become a key differentiator. Rather than simply stocking products, SUKOSHI actively shapes how brands are introduced and scaled within the market.
The model also informs merchandising decisions. Product selection is guided not only by quality but by long-term brand alignment.
“We’re not just asking, ‘Is this a good product?’ We’re asking, ‘Can we make this brand work in this market?’” Dang explained.
The Role of Physical Retail in a Digital World
Opening of SUKOSHI at Bellevue Collection in Bellevue, Washington. Photo: SUKOSHI
While e-commerce remains an important channel, Dang sees physical retail as central to SUKOSHI’s strategy, particularly in a category that relies heavily on trial and education.
“Physical retail is where everything comes together for us. It’s where discovery actually happens,” she said.
Online channels play a role in awareness and engagement, but the in-store experience drives understanding and trust.
“We view our physical stores as our strongest acquisition and education channel. Once someone experiences the brand properly in person, it drives repeat behaviour across all channels.”
This perspective aligns with broader industry trends, where physical retail is increasingly being repositioned as a complement to digital rather than a competitor.
Leadership in a High-Growth Environment
As SUKOSHI continues to scale, Dang remains closely involved in the business, maintaining a hands-on leadership style.
“I’m very hands-on and involved across most parts of the business,” she said. “As we scale, every year feels like a different company, so I like staying close to what’s actually happening on the ground.”
At the same time, she places strong emphasis on building a capable and empowered team.
“I care a lot about building a team that can think, not just execute,” Dang said. “The best ideas don’t always come from the top, so creating an environment where people can push things forward is important.”
That approach has contributed to a culture that supports rapid growth while maintaining operational discipline.
Recognition and a Female-Led Leadership Team
SUKOSHI’s recent recognition as one of Canada’s top growing female-led companies reflects both its commercial success and its leadership structure.
“It’s meaningful, but even more so because of the team behind it,” Dang said.
She pointed to internal initiatives, such as the company’s Women’s Day campaign, as examples of the team’s strength and cohesion.
“Watching the team come together, take ownership, and execute it the way they did was genuinely energizing,” she said.
The company’s leadership composition and culture have become defining elements of its identity.
Navigating Growth and Maintaining Focus
Rapid expansion has brought its share of challenges. Dang identified scaling operations and maintaining focus as two of the most significant.
“When you grow quickly, things break, and you’re constantly rebuilding processes while the business is still moving,” she said.
Equally important is the ability to prioritize.
“There are plenty of opportunities, but not all of them matter. You have to be very clear on what actually drives growth and what doesn’t.”
This disciplined approach has allowed SUKOSHI to expand while preserving the core elements that define its brand.
SUKOSHI at 1542 Third Ave in New York City (Upper East Side). Photo: SUKOSHI
The Evolution of Canadian Retail
Dang sees a clear shift in the Canadian retail landscape toward experience and specialization, particularly within beauty.
“Retail in Canada is shifting away from just product and more toward experience,” she said. “Customers expect more, especially in beauty. They want to learn, try, and feel something when they walk into a store.”
She noted that when SUKOSHI launched, consumer awareness in the category was limited. Today, customers are more informed and expect a higher level of expertise.
“There’s still a gap in how the category is presented,” Dang said. “That’s where I think the opportunity is, retailers that can go deeper, not just wider.”
Looking Ahead: Expansion Without Compromise
Looking forward, Dang is focused on scaling the business while maintaining its core principles.
“We’re focused on scaling, but doing it in a way that doesn’t dilute what got us here,” she said.
That includes continued investment in staffing and in-store expertise, which Dang views as critical to the brand’s success.
“We intentionally over-index on staffing beauty consultants on the floor because that’s a big part of what makes the experience work,” she said.
At the same time, the company is expanding aggressively across North America, with a clear emphasis on strategic location selection and brand partnerships.
“Helping brands not just enter the market, but actually win here is where we add the most value,” Dang said.
Advice for the Next Generation of Retail Entrepreneurs
For aspiring entrepreneurs, Dang’s advice reflects the same principles that have guided her own journey.
“If the customer doesn’t care, nothing else matters,” she said. “Especially in retail, you can build something that looks great on paper, but if it doesn’t resonate in real life, it won’t work.”
She also emphasized the importance of action over perfection.
“Don’t overthink it. A lot of people wait until things are perfect before they start, but you learn the most by actually doing.”
For women in particular, Dang encourages confidence and authenticity.
“Trust your instincts and don’t feel like you need to fit a certain mold of what a founder or leader should look like,” she said.
Aldi Location in Franklin, North Carolina. Source, Harrison Keely. Lidl location, source: Shutterstock. Image edits by Evan Nagy
Calls for more grocery competition in Canada have grown louder amid persistent food inflation and public frustration with pricing. International discount chains such as Aldi and Lidl are frequently mentioned as potential disruptors. However, despite consumer demand and even public courting by government officials, the prospect of an Aldi and Lidl Canada expansion remains highly unlikely in the near term.
In a recent interview with Retail Insider, Dr. Sylvain Charlebois, Senior Director of the Agri-Food Analytics Lab at Dalhousie University, said bluntly that a Canadian entry by either chain is not on the horizon.
“No, it’s not going to happen,” he said when asked about the possibility of Aldi or Lidl launching in Canada.
His reasoning reflects broader structural realities within the Canadian grocery market that make entry far more complex than public debate often suggests.
A Grocery Market With Fewer Stores Per Capita
At first glance, the Canadian grocery sector appears active and competitive. Loblaw recently announced a $2.4 billion investment plan that includes 70 new stores and renovations. Metro and Sobeys continue to expand selectively. Walmart and Costco are investing heavily in food.
However, Dr. Charlebois cautions that headline announcements do not tell the full story.
“I actually went into numbers and tried to figure out what is the per capita ratio in Canada versus the US,” he explained.
Since 2020, the number of grocery stores per 100,000 Canadians has declined from over 22 to roughly 18 or 19. That represents a meaningful drop. In the United States, by contrast, store density barely changed over the same period.
“It is a bit of an issue because as soon as you have fewer stores based on population, you can argue that there is less competition out there or less access,” he said.
In smaller markets, the loss of even one store can effectively leave a single operator controlling local food retail. That concentration is one reason consumers are calling for more competition. Yet ironically, it is also one of the reasons why Aldi and Lidl may stay away.
PHOTO: ALDI
The Oligopoly Problem
Canada’s grocery market is dominated by a handful of major players. Loblaw, Sobeys, and Metro collectively control a large share of national grocery sales. Each operates multiple banners, including discount formats such as No Frills, Maxi, Food Basics, and FreshCo.
Dr. Charlebois believes this entrenched structure presents a significant barrier to entry.
“It’s not an attractive market. It’s as simple as that,” he said, referencing Aldi’s recent announcement that it plans to open approximately 180 new stores in the United States without “a peep about Canada.”
For a foreign discounter, entering Canada would mean going head-to-head with incumbents that already operate their own discount chains and have deeply integrated supply chains. Those companies also control prime real estate in many communities.
Instead of seeing new foreign entrants, Dr. Charlebois believes consolidation is more likely.
“I think you are likely to see a merger or an acquisition of one of our players before seeing a new player coming into the market,” he said.
Aldi’s Efficiency Model and Canadian Realities
Aldi’s global success is rooted in extreme efficiency. Founded in Germany and now split between Aldi Nord and Aldi Süd, the company operates a no-frills model built around private labels, limited assortment, and operational discipline.
In the United States, Aldi Süd operates nearly 2,800 stores across 40 states and plans to reach 3,200 by 2028. It recently committed to a $9 billion multi-year investment plan.
About 90 percent of Aldi’s assortment consists of private label products, and the chain typically carries only around 1,500 items compared with the 30,000 or more found in a traditional supermarket.
Operational efficiencies include customers bagging their own groceries, bringing reusable bags, and returning carts to retrieve a coin deposit. Products often feature multiple barcodes to speed up scanning.
That model works well in dense markets with large populations and established distribution networks. Canada’s geography complicates that formula.
“It’s logistics. It’s barriers,” Dr. Charlebois said. “You saw what happened with Target. It’s not an easy market to develop.”
Canada’s vast landmass, relatively small population, and long distribution distances create high costs. For a model built on razor-thin margins, those logistical challenges are significant.
“You have to build your private label. It’s not going to be easy for them,” he added.
Image: LIDL
Lidl’s Phantom Canadian Launch
Lidl, often described as Aldi’s fiercest rival, has its own history with Canada. Years ago, the company quietly established a corporate office in Mississauga, hired staff, scouted real estate, and filed trademarks.
Then it abruptly shut down its Canadian operations before opening a single store.
While Lidl never formally explained its exit, analysts have pointed to several factors. The company ultimately prioritized the United States, where it has opened roughly 190 to 200 stores since entering in 2017. Lidl is currently focused on the US East Coast and expanding in markets such as New York City.
At the same time, Lidl continues to invest heavily in Europe, including the UK and Ireland. There has been no official indication that it plans to revisit Canada in 2026.
Economic Headwinds and Limited Growth
Beyond logistics and market structure, macroeconomic conditions also matter.
“Our economy is stagnant, there’s no wealth creation,” Dr. Charlebois said. “Our population’s not growing and those are really not good signs.”
He framed grocery retail bluntly as “the business of stomachs.” Without meaningful population growth or rising household wealth, the opportunity for large-scale expansion becomes limited.
While Canada has experienced immigration growth in recent years, Dr. Charlebois argued that economic capacity and purchasing power are equally important factors in assessing market attractiveness.
For a discounter looking to deploy billions in capital, the United States presents a far larger and denser opportunity.
Discount Saturation at Home
Ironically, one of the strongest arguments for an Aldi and Lidl Canada expansion is also a barrier.
Consumers are demanding lower prices. In response, Canadian incumbents are aggressively expanding their own discount banners. Loblaw’s recent investment plan includes a wave of new No Frills and Maxi stores, effectively reinforcing the discount segment.
“It’s totally normal for grocers to adapt to a more frugal market,” Dr. Charlebois said.
In addition, liquidation centres and extreme discounters are emerging, selling near-expiry or rejected products at steep discounts. Ethnic and specialty grocers are also gaining traction by offering competitive pricing and unique assortments.
“All these operators are actually operating stores very differently,” he noted. “A lot of them offer some really good deals too.”
That layered discount ecosystem further reduces the white space that a foreign discounter might hope to occupy.
Government Courting vs. Corporate Silence
The federal government has publicly encouraged international grocers to enter Canada in an effort to increase competition and reduce prices. Aldi and Lidl have been specifically named in policy discussions.
However, corporate action has not followed political encouragement.
Instead, Aldi is celebrating its 50th anniversary in the United States and accelerating expansion. Lidl is refining its American footprint and investing in digital tools such as its Lidl Plus loyalty app.
Neither has made any formal announcement about Canada.
For now, the idea of an Aldi and Lidl Canada expansion remains more political talking point than strategic reality.
A Market That Rewards Patience
If either chain were to enter Canada, Dr. Charlebois suggests it would require a cautious, incremental approach similar to Walmart’s entry in the 1990s.
“Unless you are progressive, and you do like Walmart in 1994, opening up a few stores here and there, and then you grow your network, you have to be patient,” he said.
Given current capital commitments elsewhere, that patience appears unlikely to materialize in the short term.
Despite ongoing consumer frustration and demand for new competition, structural barriers, economic realities, and strategic priorities abroad suggest that Aldi and Lidl are not preparing to enter Canada.
For now, the country’s grocery landscape will continue to evolve internally, through discount expansion, consolidation, and technological investment, rather than through a dramatic foreign disruption.
With federal, provincial, and territorial ministers set to meet next week for the Committee on Internal Trade (CIT), the Canadian Federation of Independent Business (CFIB) is calling on governments to build on recent progress and ensure reforms translate into real improvements for small businesses trying to operate across provincial and territorial borders.
“Canada has seen more movement on internal trade over the past year than we have in nearly a decade,” said Keyli Loeppky, CFIB’s director of interprovincial affairs. “The signing of the Canadian Mutual Recognition Agreement (CMRA) on the Sale of Goods and the introduction of mutual recognition legislation show governments are serious about tackling barriers. But momentum alone isn’t enough — businesses need clear rules, consistent implementation, and fewer exceptions.
Keyli Loeppky
“Small businesses are ready to grow, hire, and expand across Canada. Governments have an opportunity right now to turn momentum into meaningful change. Acting decisively will help unlock economic potential and make Canada’s economy stronger and more competitive.”
According to CFIB’s latest State of Internal Trade report, business owners continue to face obstacles such as duplicative testing requirements, inconsistent provincial regulations, and restrictions on moving goods and services across provincial borders.
“Small businesses are encouraged by recent announcements, but they’re also worried governments could replace old barriers with new, more complicated ones,” added Loeppky. “Reciprocal requirements, broad exceptions, and slow pilot projects risk recreating the same patchwork of rules that has held back Canada’s internal trade market for years.”
While the Canadian Mutual Recognition Agreement on the Sale of Goods is an important step forward, CFIB warns that inconsistent implementation or excessive carveouts could limit its impact. At the same time, major barriers remain in key sectors important to small businesses, including all services, food, alcohol, and labour mobility. Alcohol remains a clear example of slow implementation. The deadline for direct-to-consumer alcohol shipment is just two months away (May 2026), yet most provinces have made little visible progress, with the exception of New Brunswick and Manitoba, explained the CFIB.
CFIB is urging the Committee on Internal Trade to prioritize several actions at its upcoming meeting, including:
Quickly expand Canadian Mutual Recognition Agreement to include all services, food, alcohol, and labour mobility.
Ensuring consistent and transparent implementation of the Canadian Mutual Recognition Agreement on the Sale of Goods.
Removing reciprocal requirements from mutual recognition legislation to reduce red tape.
Publishing details of the interprovincial trucking agreement and its implementation timelines.
Resolving federal–provincial barriers preventing provincially inspected food products from moving freely across Canada.
Accelerating timelines for direct-to-consumer alcohol shipments.
The CFIB is Canada’s largest association of small and medium-sized businesses with 103,000 members across every industry and region.
