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Due North Launches Canadian-Made EH Fridge Program

Due North EH! Campaign Image

With rising international tariffs and growing supply chain unpredictability, a Canadian refrigeration manufacturer is doubling down on local production. Toronto-based Due North, one of North America’s largest makers of self-contained refrigerated merchandisers, has launched its ‘EH!’ Fridge Program—a campaign built around Canadian manufacturing, national pride, and stable, tariff-free supply.

“Ultimately, what’s more Canadian than a big Canadian?” said Sean McGrann, Chief Commercial Officer of Due North, in an interview with Retail Insider. “That’s the whole premise—this is about products made in Canada, by Canadians, for Canadians.”

Sean McGrann, Chief Commercial Officer of Due North

The ‘EH!’ Fridge Program features the company’s QBD-branded merchandisers, which have been produced in Canada for over four decades. The new initiative is designed to promote Canadian-made refrigeration solutions to local brands and retailers facing an uncertain global trade environment.

Made in Canada: A Source of Strength

Due North operates three facilities in the Greater Toronto Area: one in Brampton for its QBD brand, another in Georgetown under the Minus Forty brand, and a technology hub and warehouse in Milton. Between these, the company employs 550 Canadians across engineering, customer service, manufacturing, and administration.

“Supporting Canadian families is at the core of what we do,” said McGrann. “We’ve been a Canadian manufacturer for nearly 40 years, and the people behind these products live right here in the communities we serve.”

The program launched last month, with a dedicated site, EhFridge.ca, reinforcing the campaign slogan: “Canadian brands belong in a Canadian fridge, EH!”

Guaranteed Supply, Price and Performance

The ‘EH!’ Fridge Program is built around three pillars: guaranteed supply, guaranteed price, and guaranteed performance.

“Our customers get peace of mind knowing that our fridges are in stock, priced competitively with imports, and supported by local service teams,” said McGrann. “You don’t have to worry about international delays, tariffs, or surprise shipping costs.”

QBD merchandisers come with patented Cooling Deck, ENERGY STAR® certification, and local support for quick parts replacement—ensuring reliability and uptime for customers across the country.

“We’ve made major investments to keep our inventory healthy and our supply chain stable,” McGrann noted. “When the world feels uncertain, that level of predictability means a lot.”

Image: Due North

An Initiative Rooted in National Pride

McGrann said the motivation behind the program grew out of rising protectionism and new tariffs —particularly from the United States, Canada’s largest trading partner.

“The uncertainty coming out of the U.S.—especially with talk of Trump tariffs—forced us to take a closer look at our message and our market,” he said.

Many Canadian manufacturers still rely heavily on the U.S. as an export market, and Due North is no exception. But with new steel and aluminum tariffs, businesses are being forced to rethink their exposure.

“There’s not a crystal-clear roadmap for what these tariffs will look like,” McGrann added. “But our strategy is to reduce our vulnerability by focusing on what we can control—strengthening our presence here at home.”

Customers Rallying Around a Canadian Message

Early response to the campaign has been strong.

“We’re hearing from retailers and partners we haven’t spoken to in years,” said McGrann. “They want to visit the plant, understand our capabilities, and see how we can work together. There’s a renewed sense of interest in Canadian-made products.”

Well-known Canadian names such as Tim Hortons, Labatt, Molson, Couche-Tard, and Clearly Canadian are already customers. Due North’s merchandisers are used in convenience stores, micro markets, liquor outlets, and specialty retailers nationwide.

“We’ve worked with brands that need to showcase their product at the point of sale,” McGrann explained. “We brand the fridges for them and they deploy them to sell beverages and food products across Canada.”

Campaign image from the Due North EH! campaign

More Phases in the Works

While the current program centres on QBD-branded merchandisers, McGrann said Due North is already looking at expanding it to other product lines.

“Minus Forty—our other brand—focuses more on freezer units,” he said. “They serve different end markets, but the messaging and values are the same: made in Canada, backed by Canadians, for Canadian needs.”

Although expansion plans are under development, the company is first focused on meeting surging demand from its initial launch.

“We didn’t expect this level of response so quickly,” he admitted. “But it’s a good problem to have, and we’re working to scale responsibly.”

A Renewed Spirit of Canadian Nationalism

The campaign also serves an internal purpose—boosting morale among Due North’s employees.

“We wanted to create something our team could rally behind,” said McGrann. “This is a message of pride—pride in our work, our country, and our future.”

With instability on the global stage, including tariff threats and shifting trade relationships, McGrann said Canadians are waking up to the importance of domestic manufacturing and economic independence.

“There’s a growing sense of nationalism in this country—and I think it’s long overdue,” he said. “We’ve spent decades relying on imports. Now it’s time to invest in ourselves.”

The Bigger Picture: Security Through Local Partnerships

McGrann sees the ‘EH!’ Fridge Program as part of a broader cultural and economic shift.

“None of us know where this is all going,” he said. “But if we want to build something sustainable, we need deep local partnerships—retailers, suppliers, manufacturers, all working together.”

He added that while globalization won’t disappear overnight, strategic sourcing, stable manufacturing, and proximity to the customer are becoming key competitive advantages.

“It’s not just about avoiding tariffs. It’s about agility. It’s about control,” McGrann said. “We can respond faster, deliver quicker, and provide more support—because we’re right here in Canada.”

As Canadian businesses brace for what could be a turbulent trade environment, Due North is positioning itself as a reliable, proudly Canadian partner.

“We’re not just building fridges,” said McGrann. “We’re building confidence in Canadian business.”

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STACKT soars to #4 on Fast Company’s 2025 List of the World’s Most Innovative Companies in Economic Development

STACKT has been named to Fast Company’s prestigious list of the World’s Most Innovative Companies of 2025. 

STACKT has secured an impressive #4 ranking in Fast Company’s Economic Development category, the only Canadian company to land on this year’s list, a recognition of its groundbreaking role in creative placemaking.

Matt Rubinoff
Matt Rubinoff

“We’re thrilled to be recognized on Fast Company’s list of the World’s Most Innovative Companies of 2025 as a testament to our pursuit of innovating urban spaces and amplifying local voices,” said Matt Rubinoff, founder and president of STACKT.

“This recognition comes after exciting growth for STACKT, highlighted by the launch of our Canadian expansion with STACKTˣ and the addition of new events, businesses, and partnerships at our Toronto flagship. STACKT isn’t just about making use of empty city spaces, it’s creating spaces that amplify commerce and the community for the greater good.”

This transformative moment marks a pivotal milestone as STACKT starts the expansion beyond its Toronto flagship, launching STACKTˣ across Canada, a small business accelerator platform that’s reshaping the future of commerce and empowering Canadian small businesses.

STACKTˣ empowers entrepreneurs by tackling key challenges like access to retail space and professional networks. Through monthly storefront grants, exclusive networking events, partner perks, and educational resources, the platform equips businesses with the tools they need to thrive. With over 11,000 entrepreneurs on the horizon, STACKTˣ is fueling innovation that strengthens the Canadian economy. Since its inception, the platform has awarded 30 small business grants, helping diverse businesses take their first step into physical retail and amplifying its impact across Canada.

Beyond the launch of STACKTˣ, STACKT market continues to strengthen its ecosystem with purpose, hosting over 300 events in 2024 and welcoming over 1,000 businesses to its flagship location in the heart of downtown Toronto. The company also secured a 10-year lease with the City of Toronto last year, solidifying its role in supporting Canadian businesses and celebrating diverse cultures. Through these initiatives, STACKT demonstrates its ongoing dedication to community engagement, inclusivity, and local business development.

Source: STACKT
Source: STACKT

STACKT creates innovative ecosystems that drive a new way of thinking. From large-scale public spaces to satellite pop-ups, STACKT designs concepts that provide inspiration, opportunity and connection. The community is made up of innovators, entrepreneurs, creators, collaborators, and consumers alike. STACKT’s award-winning Toronto flagship, STACKT market, animates over 100,000 square feet with art, retail, events and public space. 

The flagship downtown Toronto location opened in 2019 at the intersection of Front and Bathurst in the King West neighbourhood.

Rubinoff said the property is about the size of a city block with about 25 retail units on 100,000-square-foot site.

“Those are constantly turning over. Some businesses are in for as short as a week, so in total, we host over a thousand businesses in a year. Outside of those retail units, we also have space for vendor markets, activations, or businesses working within the brewery. On weekends with a market going on, we could have over a hundred businesses on site at any time,” he said.

Also open now, is STACKTˣ  at the Byward Market in Ottawa, which is the brand’s expansion project and small business accelerator program. It was launched there last year, early summer.

Rubinoff said the concept is coming to both Calgary and Vancouver this year.

“We haven’t released the specific dates yet, but they’re both on track for this year,” he said.

“STACKTˣis a small business accelerator program that’s reshaping the future of commerce and empowering Canadian small businesses. We address key challenges, such as access to retail space and professional networks. Through STACKTˣ, we offer monthly storefront grants, exclusive networking events, partner perks, and educational resources to equip businesses with the tools they need to thrive and scale. Since the inception of the program, we’ve awarded 30 small business grants, offering free space for businesses to test physical retail, along with other support services. The program is growing, and we’re on track to have over 20,000 entrepreneurs in the community by the end of this year.”

Rubinoff said the company looks for high foot traffic locations. These are different from the flagship where it has 100,000 square feet. These are one-unit spaces designed to be modular retail applications with a small footprint, but they give the company the ability to set up in a variety of locations. The high foot traffic provides tons of exposure for the brands inside.

“We see the STACKTˣprogram scaling. We’ve committed to these markets, but we’re looking at national expansion. We expect more of these units to appear, and there’s a lot of excitement behind the program. Municipalities, landlords, and developers are eager to partner with us. It’s been successful for both sides. It’s a great way to animate downtowns and main streets, and at the same time, we’re giving businesses the opportunity to test physical retail space they might not otherwise have access to. Many are then going on to sign longer-term leases, helping revitalize these areas.”

Tut’s Egyptian Street Food expands, eyes major growth

Source: Tut's
Source: Tut's

Tut’s Egyptian Street Food, a fast-growing restaurant chain founded by Amr Elmazariky, is bringing authentic Egyptian street food to the Canadian mainstream, with plans to expand rapidly across the country. 

Since opening its first location on King Street in downtown Toronto in August 2020, the concept has received widespread acclaim, offering a unique menu that blends traditional Egyptian flavours with street food charm. Despite launching during the pandemic, the company has since opened six operational locations, with three more under development in cities including Ottawa, Guelph, and Scarborough.

Amr Elmazariky
Amr Elmazariky

Elmazariky, who transitioned from a successful engineering career to pursue his passion for food, explains that the brand’s growth is driven by its unique positioning in the market. Tut’s focuses on Egyptian sandwiches made with house-made Egyptian bread and fillings like falafel, chicken, and beef, creating an experience reminiscent of Cairo’s street food scene. The restaurant is also known for its bowls and koshari, a hearty national dish made of rice, lentils, pasta, and chickpeas, offering a flavourful taste of Egypt that has yet to be fully explored in North America.

Looking ahead, Tut’s plans to grow its presence significantly, with a goal of reaching 10 locations by the end of 2025 and 20 locations by 2026. A central kitchen supports the operation, ensuring consistency across locations, and Elmazariky, the company’s CEO, is committed to maximizing capacity before embarking on even more expansion. 

With an innovative approach to Egyptian street food and a strategy rooted in quality and authenticity, Tut’s is poised to become a leading player in the Canadian restaurant scene.

“I’m born and raised in Cairo. I did electrical engineering at Cairo University and then I moved to Canada in 2009 to do my Master’s in Engineering at the University of Waterloo,” said Elmazariky. “And then I graduated. I worked for around 12 years, different engineering jobs. I worked some time for the government. I worked for corporate. I worked in construction. All of them were around electrical engineering.

“Just before COVID I had met my wife and back then I told her, “I’m good at engineering. I’ve been doing it for 12 years, but I’m not really passionate about it. I don’t like it that much.” She told me something no one told me before. “Just quit and do whatever you want.” And that’s where Tut’s came from.

Source: Tut's
Source: Tut’s

“I’ve always loved to host my friends over, host my family, make food. I’m not a chef, but it’s something that I used to like. I love to do . . . I wanted to do something that’s different, unique, and it’s not just any regular burger or tacos and stuff like that. I wanted to bring something special. And that kind of food has never been introduced in North America. There are people that introduced Egyptian food but not from the street point of view. They introduced it from the home-cooked kind of meals.”

Elmazariky said no one had ever really done those sandwiches where after a night out in Egypt, in Cairo, where people would eat on the streets. He missed that. 

The strategy was to open in downtown Toronto first to test it, see if i works and then expand to other cities.

“It was received amazingly in August, 2020,” said Elmazariky.

Source: Tut's
Source: Tut’s

“We have a central kitchen that does everything. So everything that we do right now and across all the locations from Waterloo all the way to Ottawa is made from our central kitchen. So all the bread is rolled and made fresh, and then frozen as dough. And then that dough we deliver to all the locations where it gets baked on site. Same thing with all the marination, all the chicken, all the falafel, all the beef sausage, everything gets done there, vacuum-sealed, boxed, and shipped to the locations. So that central kitchen, we are trying to maximize its capacity before we grow more. 

“Right now, we  estimate that it’s around 25 locations. My short-term goal is to reach that 20-25 locations. We are planning to be 10 locations by end of 2025. By 2026, we want to double that to be around that 20 figure.”

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Brewery & the Beast returns for 2025 with 3 epic culinary celebrations – Vancouver, Calgary, Vancouver Island

Fire up your appetite. A mouthwatering summer tradition is back and better than ever.

Brewery & the Beast is returning this summer to Vancouver, Calgary and Vancouver Island.

Following the Vancouver festivities on July 27, Brewery & the Beast will take its signature experience on the road, with stops in Calgary on August 24 and Vancouver Island on September 21.

Scott Gurney
Scott Gurney

“Brewery & the Beast has always been about bringing people together over incredible food, drinks, and music,” said Scott Gurney, Director of 17 Black Events, the festival’s producer.

“This year, we’re raising the bar with an even more polished and immersive experience. From the lineup of chefs and presenters  to the beverages and entertainment, 2025 will be our best year yet.

The Vancouver event will transform Concord Pacific Place into an open-fire cooking spectacle of flavour, flame, and festivity. Featuring top-tier chefs, acclaimed restaurants, and a curated lineup of craft beverages, this all-inclusive festival promises an epic afternoon of indulgence, live music, and culinary adventure.

“More than just a food event, Brewery & the Beast is a full-scale premium sensory experience. Over 60 of Vancouver’s best culinary talents will present bold, innovative, flame-kissed creations, offering guests an “all you can savour” feast. Each dish is thoughtfully prepared, and guests can choose their own adventure when it comes to pairing the dishes with a refreshing selection of cocktails, craft beer, cider, premium wine, seltzers, and non-alcoholic options. Adding to the vibrant atmosphere, live music and guest DJ’s will set the tone throughout the afternoon, with details of the entertainment lineup to be announced soon,” said the company.

Originally launched in 2012 by the team at 17 Black Events, Brewery & the Beast is all about premium food, exceptional drinks, live music and supporting community — a culinary-focused event proudly promoting ethical, sustainable and natural farming practices, while showcasing talented chefs and the best of Western Canada’s food and beverage industry.

“Brewery & the Beast was created to educate and inform guests of the importance of being a conscientious consumer and how now is more important than ever to support responsible and sustainable Canadian food producers by purchasing their harvest in restaurants, grocery stores and markets,” it said.

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Delta Bingo Etobicoke opens its doors, bringing Bingo and Vegas-style Gaming to Toronto’s West End

Delta Bingo brings the thrill of Bingo and Vegas-style gaming to Etobicoke with its newest location now open at 360 Evans Avenue. (CNW Group/Delta Bingo & Gaming)

Delta Bingo Etobicoke has opened, offering a reimagined space where fun and excitement take centre stage.

Located at 360 Evans Avenue, this isn’t your typical Bingo facility. Spanning 46,000 square feet, Delta’s flagship venue is its largest location yet, combining the excitement of Bingo with over 200 Vegas-style gaming machines, a welcoming bar, and a menu full of crowd-pleasing bites. With more than 800 Bingo seats, Delta Bingo Etobicoke offers more ways to play, unwind and connect, said the company.

“This venue marks a significant step forward for Delta Bingo & Gaming,” said Cam Johnstone, President. “Our vision was to create a welcoming space where people could come together and enjoy a variety of gaming options, amazing prizes, great food and entertainment. We’re excited to open our doors and share this new chapter with the Etobicoke community.”

With more than 800 Bingo seats, and 200 Vegas-style gaming machines, Delta Bingo Etobicoke offers more ways to play, unwind and connect. (CNW Group/Delta Bingo & Gaming)

Delta Bingo said the location offers a unique blend of experiences, where tradition meets modern entertainment. The city’s newest gaming destination combines the nostalgic charm of classic Bingo with the vibrant energy of Vegas-style gaming. Whether you’re socializing with friends, enjoying a date night, or celebrating a special occasion, this new venue provides the perfect setting for fun, excitement, and unforgettable moments, all under one roof.

“And it’s not just about entertainment–Delta Bingo is deeply committed to giving back. Every game played helps fund essential community programs and services, with over $600 million raised for Ontario charities to date. In 2024 alone, Delta Bingo and its charity partners proudly raised over $40 million for their communities. Delta Etobicoke is continuing that tradition and partnering with 80 local charitable organizations. These partners span a range of causes including health and social services, grassroots community organizations (such as food banks and social clubs), educational initiatives, the arts, youth sports, and more,” said the company.

Spanning 46,000 square feet, Delta’s flagship venue is its largest location yet. (CNW Group/Delta Bingo & Gaming)
Shawn Fisher
Shawn Fisher

“Giving back to the community has always been at the heart of what we do,” said Shawn Fisher, COO. “With this new location, we’re excited to offer an exceptional experience for our guests while continuing to support the incredible work of our charity partners. We’re proud that Delta Bingo Etobicoke is a place that brings people together and contributes to something bigger.”

Delta Bingo & Gaming has been the ultimate destination for gaming entertainment for over 55 years. Partnered with 960+ charitable organizations across 18 locations in Ontario, Delta Bingo & Gaming’s charity partnerships have generated over $600 million for local communities.

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Canada’s unions call for immediate action on U.S. tariffs threatening over one million jobs

Canadian labour leaders standing and smiling (CNW Group/Canadian Labour Congress (CLC))

Canada’s unions are sounding the alarm on the devastating impact of new U.S. tariffs that threaten more than one million jobs in critical sectors, including steel, aluminum, forestry and public services.

Canadian Labour Congress (CLC) President Bea Bruske and Fédération des travailleurs et travailleuses du Québec (FTQ) President Magali Picard called on the federal government to deliver urgent and robust support for affected workers, industries and communities.

“Over one million jobs. That’s what’s on the line. These reckless and unjustified tariffs from President Trump are a direct attack on Canadian workers, our industries and our economy,” said Bea Bruske. “Workers are watching. They want to know if their government has their back and is ready to fight for them. We need a plan to protect livelihoods, stabilize communities and stand up to the United States.”

Bruske emphasized the gravity of the situation, citing the 123,000 jobs in Canada’s steel and aluminum industries and over 587,000 auto and supply chain jobs at risk.

“These are not just numbers on a spreadsheet,” added Bruske. “These are real people, real families and real communities who are already stretched to the brink. The time for warnings is over. This is real, and we need immediate action.”

Beyond manufacturing and resource sectors, Bruske warned that the ripple effects of these tariffs threaten Canada’s broader economy, including critical jobs in healthcare and public services.

“Let’s be clear. When our economy suffers, public services are at risk. Cuts to healthcare and public care services always follow austerity. And right now, in the midst of an election, is not the time to slash support for the very public servants who keep this country running,” said Bruske.

The CLC and FTQ are urging all political parties to deliver bold commitments that put Canadian workers first, including:

  • Investing in public healthcare and housing affordability
  • Cracking down on corporate price gouging
  • Making corporations pay their fair share
  • Cutting off U.S. access to key Canadian resources—such as electricity, lumber, critical minerals and oil and gas—until tariffs are lifted
  • Supporting communities through job protections and public service investments

FTQ President Picard echoed Bruske’s call to action and emphasized the unity of Canada’s labour movement.

“This isn’t just an economic crisis, it’s a national emergency for workers and families,” said Picard. “We cannot allow our communities to shoulder the cost of a political game being played in the U.S. Canada’s unions are united. We are ready to fight—together—for the jobs, livelihoods and future of every worker in this country.”

Picard stressed the significance of the upcoming federal election and urged Canadians to hold their leaders accountable.

“This is a defining moment for Canada. We need leaders who are prepared to go to the mat for workers—who won’t waver in the face of pressure from foreign governments or corporate lobbyists. The path forward will be hard, but if we act with courage and unity, we can protect our jobs, our industries and our communities,” added Picard.

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AI Transforms Hourly Hiring for Canadian Retailers

AI powered retail staffing. Image: HireVue

Retailers in Canada and beyond are facing historic challenges in filling frontline roles. According to recent industry data, companies met only 47.9% of their hiring targets in 2024—the lowest success rate in four years. Labour shortages, high turnover, and interview no-shows continue to plague the sector.

“The challenges in Canada are very similar to those in the U.S.,” said Jon Puckett, CEO of Cadient, a U.S.-based AI-driven hiring platform that works with several major retailers north of the border, including Costco and PetSmart. “Companies are getting applicants, but not always the right ones—and when they are, it’s hard to get them to stay.”

Jon Puckett, CEO of Cadient

Puckett, who has worked in the hourly hiring space for more than 25 years, says retail is now at an inflection point. “With Gen Z entering the workforce and older workers retiring, the entire ecosystem is shifting. AI is no longer optional—it’s essential.”

AI as a Solution to Turnover and Efficiency

Cadient’s tools are specifically built for high-volume hourly hiring. The company’s SmartTenure platform uses artificial intelligence to identify applicants who are not only qualified but statistically more likely to stay on the job.

“Our clients might get 400 applicants for a single job,” explained Puckett. “Without AI, hiring managers look at the last ten applicants and pick someone just to fill the role. But with our technology, we can reduce that pool to 10 or 20 of the best fits—those with the right skills and higher likelihood to stay.”

AI-driven interviews are another breakthrough. Traditionally, store managers handle screening, but with multiple operational duties, hiring often becomes a rushed afterthought. “These managers are overwhelmed,” said Puckett. “AI interviews let us automate that first screening step, allowing managers to spend their limited time with the best candidates.”

Addressing Gen Z Expectations

As Gen Z becomes the dominant demographic in the hourly workforce, their expectations are reshaping recruitment. “They don’t want to spend 45 minutes filling out an application,” Puckett said. “They want to submit their interest in under five minutes and hear back quickly—ideally through text.”

Cadient offers flexible application tools and integrates texting solutions to speed up communications. “We see a 96% improvement in response time with text over email,” he added. “It’s a massive advantage.”

Additionally, Cadient enables retailers to add realistic job previews to job postings—often in video format—so Gen Z applicants can understand a company’s culture before applying. “If candidates know what they’re getting into, they’re more likely to stick around,” said Puckett.

Post-Hire AI Support: A Full Lifecycle Approach

Once a candidate is hired, Cadient continues to engage with them using AI-driven follow-up calls. Within days of joining, new employees receive an automated call asking for feedback on the hiring experience. At 30 and 90 days, follow-ups assess onboarding satisfaction, training effectiveness, and whether they plan to stay.

“This feedback loop is crucial,” said Puckett. “And because the calls are AI-driven, employees can choose to remain anonymous—giving more honest input.”

These insights allow employers to make real-time improvements to hiring and onboarding processes. “AI can surface what’s working and what’s not—without tying up HR staff,” he said.

Canadian Retailers Embrace Predictive Hiring

While Cadient already works with several Canadian retailers, the company sees strong alignment with national hiring challenges, especially given similarities with the U.S. market.

“Canada’s retail environment is just as competitive when it comes to hiring,” noted Puckett. “We see the same bottlenecks—large applicant pools, ghosting, and poor retention from job board traffic.”

According to Cadient’s internal data, candidates who come in through job boards like Indeed are less likely to stay long-term. “They’re constantly being pinged with other job offers,” he said. “But if someone is referred by a friend who works there, they’re much more likely to stick around.”

To address this, Cadient helps companies build internal referral programs, and also facilitates applicant pooling between store locations. “If you apply at Store A, but Store B nearby has an opening, our system ensures that your application gets reviewed there, too.”

Future-Focused: Predictive Analytics and AI Wellness Checks

Cadient’s roadmap includes even more advanced tools, such as predictive analytics that forecast hiring needs before a role becomes vacant. “Imagine knowing weeks ahead that you’ll need a new cashier at Store 104,” said Puckett. “That’s where we’re heading.”

AI is also being used for employee wellness checks, helping employers maintain engagement post-hire. “Instead of surveys that sit unread in inboxes, we’re using phone-based conversational AI that feels more personal—and again, employees can stay anonymous.”

As AI becomes more advanced, Puckett emphasized the importance of transparency. “We’re very clear when a part of the hiring process is AI-driven. It builds trust. The goal isn’t to replace the human—it’s to make their job easier.”

Building a Better Candidate Experience

Puckett believes that AI will help retailers not only hire more efficiently but also protect brand loyalty. “If an applicant feels ignored or ghosted, they won’t just walk away from the job—they may stop shopping with you.”

Cadient helps clients maintain communication with unsuccessful applicants as well. “Even if they didn’t get the job, they might be a great fit for another role,” said Puckett. “We can automatically notify them when a new opportunity opens.”

Retailers Can’t Afford to Wait

The National Retail Federation has declared 2025 the “Year of the AI Agent,” and Cadient is well-positioned to support Canadian retailers through the transition. While there is some nervousness around AI adoption, Puckett says those who hesitate risk falling behind.

“Some smaller retailers may wait, but the reality is—if you’re not using these tools, you’re going to get left behind,” he said. “This isn’t a passing trend. It’s the future of hiring.”

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Canadian Retail News From Around The Web For April 7, 2025

Canadian Retail News From Around The Web

News at a Glance

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 several days.

Hudson’s Bay closures to cause job losses well beyond the retailer (Canadian Press)

Island billionaire says she wants to acquire ‘dozens’ of Hudson’s Bay stores (Victoria Times Colonist)

As it seeks sale, Hudson’s Bay mulls fate of trove of art, artifacts, including 1670 charter (Globe & Mail/ paywall)

Grocers rank among the top for best in-store experiences: Leger WOW study (Grocery Business)

Why shoppers are snapping up ‘stripes’ products for eye-popping prices (Yahoo)

Saskatchewan see modest increase in average retail prices (Discover Moose Jaw)

Vancouver retailers applaud anti-theft task force amid ‘egregious’ shoplifting spike (Globe & Mail)

Alberta unemployment up amid a decline in manufacturing, wholesale and retail (CTV)

Demise of Hudson’s Bay holds lessons for Vancouver retailers (BIV)

Yellowknife grocery co-op acquires northern grocer Super A Foods

Ontario wine agents say it’s ‘unfair’ province’s grocery stores still selling California wines (CBC)

Middle Eastern grocer/bakery adds cafe: ‘50% Arab, 50% Canadian’ (London Free Press)

Egg prices soar in the U.S. but not in B.C. Here’s why (CBC)

Toronto’s beloved corner stores are about more than convenience. Why are they fading away? (Toronto Star)

‘We have to live in constant fear’: Pickup smashes into Scarborough jewelry store in 2nd robbery attempt this year (CTV)

Investor Deadline Looms for Hudson’s Bay as Billionaire Eyes Purchase

Mall entrance to the Hudson's Bay store at Metropolis at Metrotown in Burnaby, BC, on Saturday, April 5, 2025. Photo: Lee Rivett

The Hudson’s Bay Company is edging closer to a historic turning point, with a critical investor deadline looming and a surprise contender emerging from the West Coast. On Monday, insiders must declare whether they intend to make a bid for any part of the 354-year-old Canadian retailer’s remaining assets, including stores, leases, and intellectual property.

While many await clarity on what exactly is for sale, the process is revealing just how complex—and potentially transformative—this restructuring may be for Canada’s oldest company.

Two-Track Sale Process Underway

The restructuring of Hudson’s Bay is being handled under court supervision, with Alvarez & Marsal leading the restructuring efforts. Oberfeld Snowcap has been retained to oversee lease-related inquiries, while Reflect Advisors is acting as financial advisor for the company. The restructuring plan involves two key tracks: one for leasing assets and another for non-lease assets such as brand IP, the Gluckstein homewares label, the Zellers banner, and even the company’s art collection.

Insiders, including owner Richard Baker, have until Monday to formally express interest in acquiring assets. Any internal bid must be disclosed to Alvarez & Marsal and Reflect Advisors. If a bid involves leases, Oberfeld Snowcap must also be informed.

The process has been designed to ensure fairness, with court orders preventing advisors from disclosing sensitive financial data to insiders until they clarify their intentions. Those from outside the company—including investors, landlords, and other retailers—have more time to get involved, with final bids due by April 30 and lease-specific bids by May 1.

Richard Baker’s Next Move?

Richard Baker, owner and Governor of the Hudson’s Bay Company

The future of Hudson’s Bay may still include its current owner. Richard Baker, who acquired the company in 2008 for $1.1 billion, remains a powerful figure in North American retail. Over the years, Baker has taken the company public and then private again, while selling off prized real estate to generate liquidity. Many of those moves attracted criticism for gutting the brand of its assets without reversing its decline.

Last summer, Baker added another twist to his portfolio by acquiring Neiman Marcus and Bergdorf Goodman for US$2.65 billion. He merged them into Saks Global, which now includes Saks Fifth Avenue and Saks Off 5th. Some observers suspect that stripping Hudson’s Bay of valuable IP and leases was always part of a longer-term play to consolidate luxury under a single umbrella, leaving the struggling Bay chain to collapse under its own weight.

Should Baker decide to bid again, it would offer a lifeline—but potentially at a significant discount compared to the brand’s past valuation. Bidding through a creditor protection process allows insiders to acquire assets free of prior liabilities, making it a strategic option in situations like this.

Hudson’s Bay store at Metropolis at Metrotown in Burnaby, BC, on Saturday, April 5, 2025. Photo: Lee Rivett

The End of an Era?

It’s expected that Hudson’s Bay will shutter the vast majority of its stores by summer. As liquidation sales roll out, up to 74 Hudson’s Bay locations, three Saks Fifth Avenue stores, and 13 Saks Off 5th outlets are anticipated to close, resulting in thousands of job losses nationwide.

Although the company has not published a full list of saleable assets, the scope appears vast. Everything from the brand’s trademarked Stripes motif to valuable downtown flagship leases could be in play. Experts say the company’s real value may lie in its legacy intellectual property, storied customer loyalty, and still-recognizable banners.

A potential wind-down would mark a sobering chapter in Canadian retail history. Founded in 1670, Hudson’s Bay was once the backbone of Canadian commerce and exploration. Today, it faces insolvency with liabilities nearing $1 billion, including $860,000 owed to a surprising potential suitor—B.C.-based shopping centre owner Weihong Liu.

Weihong Liu Declares Her Bid

Weihong Liu, chair of Nanaimo-based Central Walk

Amid the uncertainty, an unexpected contender has stepped into the spotlight. As reported on the weekend by the Toronto Star, Billionaire businesswoman Weihong Liu, chair of Nanaimo-based Central Walk, has publicly declared her interest in acquiring Hudson’s Bay’s retail business. Her statement came through a series of videos posted to Chinese social media network RedNote.

Liu, who resides on Vancouver Island and also owns a mansion in Vancouver’s University Endowment Lands, says she intends to bid on “dozens” of Hudson’s Bay stores. In one video, filmed during a tour of a Bay flagship store, Liu said she feels the sadness Canadians are experiencing as the retailer falters and sees the opportunity as one that comes along “once every 300 years.”

She said in social media that she plans to hold a press conference on April 18 to formally outline her proposal.

Central Walk’s Canadian Footprint

Liu’s company, Central Walk, owns a trio of significant shopping centres in British Columbia: Mayfair Shopping Centre in Victoria, Woodgrove Centre in Nanaimo, and the expansive Tsawwassen Mills south of Vancouver. Her property empire also includes Arbutus Ridge Golf Club in Cobble Hill, all acquired in part using proceeds from the 2019 sale of her former Chinese mall—Central Walk Shenzhen—for the equivalent of C$1.25 billion.

In Canadian retail circles, Liu is known more for her low-profile approach than for public engagement. However, she has recently begun sharing more of her life online, using Mandarin-language video platforms to connect with Chinese-Canadian audiences and promote her shopping malls.

What’s Next for Hudson’s Bay?

Insiders have until end of day Monday to declare interest in the Hudson’s Bay assets. While insiders must act now, outsiders—including Liu—have until the end of April to submit binding bids. These bids must be accompanied by a 10% refundable deposit.

Alvarez & Marsal, Oberfeld Snowcap, and Reflect Advisors will evaluate all proposals, possibly auctioning assets where there are multiple interested parties. Any resulting deals must receive court approval by May 30, while leases not picked up will be disclaimed by July 15.

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Canadians Will Pay More for Local Food Amid U.S. Tariff Risk

Shop Canadian/Made in Canada/shop local at a grocery store. Photo: Dustin Fuhs

As geopolitical friction between Canada and the United States intensifies, particularly on the trade front, the real battleground may not be in boardrooms or policy circles—but in grocery aisles across the country. Our team at the Agri-Food Analytics Lab at Dalhousie University, in partnership with Caddle, surveyed nearly 10,000 Canadians at the end of March 2025 to assess how consumer sentiment might shift in the face of U.S. tariff actions.

The results are telling—and deeply instructive for food policy analysts, supply chain strategists, and retailers alike.

Majority Willing to Pay More for Canadian Food

Asked whether they’d be willing to pay a premium (5–10%) for Canadian-grown produce, dairy, or meat over cheaper U.S. imports, 60.8% of Canadians said yes, either always or for specific products. This willingness was most pronounced among Baby Boomers, 36.2% of whom said they would always opt to “buy Canadian,” compared with just 25.5% among Gen Z. What this shows is more than patriotic sentiment. It’s a consumer base increasingly aware of the origins of their food and prepared, in many cases, to absorb modest cost differentials to support Canadian producers—especially when they feel national interests are at stake. But the conditional nature of this support (“only for specific products”) underscores the reality: price elasticity still matters. Sentiment alone does not override household budgeting concerns, particularly among younger or more economically constrained demographics.

In the event of U.S. food import restrictions—a not-so-unthinkable scenario given recent policy signals—Canadians are nearly evenly split between turning to alternative international sources (39.6%) and absorbing the cost of Canadian-made substitutes (37.6%). Again, older Canadians lean toward global diversification, while Gen Z skews slightly toward local sourcing, despite their price sensitivity. This finding complicates the common narrative that younger consumers are always more global in orientation. It also highlights a key takeaway for policy-makers and retailers alike: Canadians value access and will adjust if given clear alternatives—but they also expect stability. Disruptions in American supply may not result in a linear shift to Canadian producers; sourcing strategies must remain agile and responsive to evolving market sentiment.

Despite all the goodwill toward Canadian agriculture, only 20.7% of respondents completely trust Canadian grocers and producers to maintain stable prices during trade instability. Another 30.6% somewhat trust them—but 48.7% are either neutral or express active distrust. This trust deficit matters. It speaks to a broader anxiety around pricing mechanisms and the transparency of cost transmission along the food value chain. Even as most consumers are willing to pay more when necessary, they’re not convinced that price increases are always justified—or fairly communicated. Retailers and industry groups should see this as a call to action. Improved transparency on cost structures, tariff impacts, and sourcing could bridge this trust gap. Communication, not just inventory, is part of food security.

Domestic Food Seen as Higher Quality Than U.S. Imports

When it comes to perceptions of food quality and safety, nearly 48% of Canadians believe that domestic products are superior to U.S. offerings. Only 1.5% view American food as better, and roughly 28% consider the two comparable. This represents an underleveraged advantage for Canada’s agri-food sector. “Brand Canada” still holds currency when it comes to food safety and quality—a crucial factor in premium positioning, both domestically and internationally. But with nearly one in three Canadians seeing parity between Canadian and U.S. products, especially among Gen X and Millennials, this perception is not ironclad. Investment in certification, labeling, and public communication could help entrench the comparative advantage.

Loblaw’s recent announcement to label tariff-affected products with a “T” is widely supported—60.6% of Canadians called it a “great idea,” with particularly strong support among women and Ontarians. While some see it as political or irrelevant to their purchasing habits, the initiative underscores something fundamental: consumers want clarity. From a food economics perspective, this is a crucial insight. Consumers are not passive. They seek to understand how macroeconomic forces—like trade policy—affect microeconomic realities, like grocery bills. Retailers who are transparent and proactive in this space can build long-term trust, even during periods of volatility.

Three Strategies for Retailers and Policymakers

For supply chain managers, policymakers, and retail leaders, these findings should catalyze three key strategies: support domestic supply resilience, enhance cost transparency, and leverage Canada’s reputation for food quality. If the public is willing to pay more for Canadian food, ensure that Canadian producers are positioned to scale efficiently when import disruptions occur. Whether through labeling, public communication, or digital tools, clearer messaging about what drives food prices—especially during trade tensions—will build trust and reduce skepticism. And finally, strengthen the domestic brand not just with messaging, but with tangible investment in traceability, food safety standards, and global outreach.

In times of global uncertainty, Canadians still look inward for food security. The willingness to pay more for local goods, the openness to sourcing diversification, and the desire for pricing clarity all signal a mature, engaged consumer base. But goodwill is not infinite. Trust and transparency will be the critical currencies in weathering trade disruptions—and ultimately in safeguarding the integrity of our food system.

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