Happy Belly Food Group Inc., a leading consolidator of emerging food brands, has announced the signing of an area development agreement for the province of Saskatchewan. This agreement will pave the way for 10 new franchised locations of Heal Wellness, a fresh smoothie bowls, acai bowls, and smoothies quick-service restaurant (QSR).
Sean Black
“The Health and Wellness sector is one of the most dynamic and rapidly expanding areas in the QSR industry, and today’s announcement is a statement of Happy Belly’s commitment to our growth plans for Heal across North America. Our ultimate goal is to establish this brand as a category leader in North America, so we are well on our way. With Saskatchewan now becoming the fourth province to sign an Area Development agreement for Heal Wellness, our brand’s total units with Area Developers and franchisees have reached 110, with several already open, under construction, or secured through franchise agreements. We plan on further accelerating our committed expansion plans in 2025,” said Sean Black, Chief Executive Officer of Happy Belly.
This new agreement represents a significant step forward for the Heal Wellness brand, which specializes in fresh, health-conscious offerings that align with growing consumer interest in wellness and nutritious fast food alternatives. The expansion in Saskatchewan marks another milestone in Happy Belly’s strategy to become a dominant force in the North American QSR market.
Black also emphasized the company’s commitment to delivering long-term value for shareholders through a strategic approach to growth. “We remain dedicated to delivering shareholder value through a disciplined approach to both organic and inorganic growth that has never been experienced before by any QSR consolidatory in Canada. By leveraging our franchising expertise and strategic roadmap, we are quickly positioning Heal as Canada’s leading national smoothie and acai bowl chain,” Black added.
In discussing the crucial role of Stephen Travers, Happy Belly’s newly signed Area Developer for Saskatchewan, Black said, “Our Area Developer, Mr. Stephen Travers, is one of the best professionals I’ve ever worked with and an expert in brand development across Central and Western Canada. We worked together at Extreme Brandz, MTY Group, Crave It Restaurant Group, and so far at Happy Belly Food Group, we are loving working together again. This achievement marks a significant milestone for both Heal and the Happy Belly team as we accelerate our growth plans across North America. Stephen’s proven expertise is a vital component of our success, enabling Happy Belly to sustain its rapid franchise expansion.”
Happy Belly Food Group’s commitment to growth is reflected in its expanding portfolio. Currently, the company has 456 contractually committed retail franchise locations from area developers across its emerging brands. Black further explained, “It is key for us to continue selecting the right franchise partners along with the right real estate in order to achieve our development goals for the brands.”
With the signing of this new area development agreement, Happy Belly is poised to continue its rapid expansion in 2025 and beyond, solidifying Heal Wellness as a leading brand in the health-conscious QSR sector.
A new report from the Credit Counselling Society (CCS) highlights the growing financial challenges facing Canadians, with rising debt levels and ongoing economic pressures leading to significant stress and anxiety. The 2025 Consumer Debt Report, based on a survey conducted by the Angus Reid Forum, reveals that seven-in-10 Canadians (71 per cent) are most concerned about the increasing cost of living, a key factor contributing to rising debt and financial strain.
Peta Wales
“Consumers were already feeling the strain of increased day-to-day expenses,” explained Peta Wales, President & CEO of the Credit Counselling Society. “Then, as additional information about potential tariffs emerged in the weeks leading up to President Trump’s inauguration, the likelihood of price increases and even the potential for job losses, only heightened feelings of anxiety and stress.”
Debt Fatigue and Complacency on the Rise
Over half of Canadians (54 per cent) are worried about their debt, with the number of those feeling anxious skyrocketing to 84 per cent among those who have seen an increase in debt over the past year. Despite the overwhelming stress, a startling 57 per cent of Canadians report being complacent about their debt, with many taking no action to address their financial situation.
“Unfortunately, we continue to see a trend of Canadians normalizing debt with a focus on only addressing their minimum payments,” stated Wales. “With record-high debt levels, consumers are grappling with the rising cost of living, and credit cards—once used primarily for emergencies—are now being used to carry month-over-month balances.”
Among respondents who reported an increase in debt, 54 per cent said it impacts their mental wellbeing. For those uncomfortable with their debt levels, 60 per cent said it negatively affects their outlook on life.
The study also found that those who are anxious about their debt are nearly three times as likely to fall further behind on payments compared to those who are not anxious (16 per cent vs. six per cent). Unfortunately, many individuals in this group avoid communicating with creditors or seeking professional help.
Debt Fatigue: A Barrier to Financial Relief
Debt fatigue—a mental and emotional exhaustion caused by constant worry over debt—is a significant barrier for many Canadians. The survey revealed that individuals experiencing debt fatigue are far more likely to cry about their debt (19 per cent) than to reach out to creditors (five per cent) or credit counsellors (eight per cent). Many also delay or defer payments, compounding the problem.
“The danger with becoming complacent about your obligations is that a small shift in your circumstances—such as reduced hours at work or an increase in the cost of an essential, like gas—can suddenly make your financial situation extremely difficult to manage,” explained Isaiah Chan, VP of Programs & Services at CCS.
Proactive Measures: Canadians Taking Action Against Rising Debt
While many Canadians struggle with debt fatigue, a substantial portion of respondents are taking proactive steps to manage their finances. The survey revealed that 70 per cent of Canadians who experienced an increase in debt this past year cut back on essentials, 34 per cent sold personal items, 12 per cent changed their living arrangements, and 44 per cent sought assistance from a financial advisor.
“Surprisingly, of Canadians who had an increase in debt this past year, we also saw that 44 per cent took on a second job as they worked to proactively manage their higher debt load,” explained Wales. “While this was almost three times higher than the prior year (at 16 per cent), it may not remain a viable option if the economy contracts due to geopolitical circumstances.”
Financial Strain and the Need for Early Action
For many Canadians, cutting back on essentials like food (77 percent) and recreation (72 percent) has become a necessary step to make ends meet. However, experts warn that waiting until debts become unmanageable can lead to higher interest rates, more drastic solutions, and increased stress.
“It’s always very concerning when someone struggles to pay for their day-to-day expenses and, with savings exhausted, risks undermining any of their remaining financial stability through high levels of consumer debt,” revealed Chan.
Anne Arbour
Anne Arbour, Director of Partnerships & Education at CCS, emphasized the importance of early intervention. “Waiting to take action until debts become unmanageable can result in higher interest rates, more drastic solutions, and ultimately more stress and sleepless nights. Taking steps early on is when someone can make the biggest impact on improving their finances and overall wellbeing.”
A Call for Action: Don’t Let Debt Fatigue Take Control
While many Canadians are experiencing significant financial challenges, the survey results show that it’s possible to take control and avoid the negative impacts of debt fatigue. As Arbour explained, “When it comes to what Canadians worry about most, problems with money tops the list. However, consumers often suffer in silence because they are more uncomfortable talking about their debt than they are personal relationships or even struggles with physical and mental health.”
Despite uncertainty around the future, including the potential impact of tariffs and other economic factors, Arbour urges Canadians not to let anxiety or embarrassment prevent them from seeking help. “We can’t predict what the next four years will hold for us economically, politically, or financially. But tariffs or no tariffs, don’t let anxiety or embarrassment deter you from reaching out for the help you need. Debt fatigue is a genuine concern, and complacency is not an effective solution.”
About The Credit Counselling Society (CCS)
The Credit Counselling Society is a non-profit organization dedicated to helping Canadians manage their money and debt more effectively. CCS offers free, confidential credit counselling, debt repayment options, budgeting assistance, and financial education to support individuals in achieving financial stability.
Minister Anita Anand, the outgoing Liberal minister, recently announced that over 60% of Canada’s internal trade barriers will soon be eliminated. Ottawa claims to have removed 64% of federal exceptions in the Canadian Free Trade Agreement (CFTA), though it has yet to release a list of the 20 newly removed exceptions—expected next week. While this is a commendable step, it falls short, particularly in the food sector, where inefficiencies persist due to longstanding protectionist policies.
While much attention has been given to interprovincial restrictions on alcoholic products—an issue rooted in Canada’s regulatory history—barriers in the broader food sector remain just as problematic. Nova Scotia and British Columbia boast the highest number of vineyards per capita in the country, yet both provinces struggle to sell their world-class products to Canadians in other regions. This inefficiency is emblematic of Canada’s broader internal trade dysfunction.
Multiple studies, including reports from the Canadian Chamber of Commerce, the OECD, and the Competition Bureau, estimate that eliminating interprovincial trade barriers could save Canadians up to $9 billion annually on food alone—excluding potential savings in the restaurant sector. For the average Canadian, this could translate into more than $250 in yearly savings. However, most of these savings’ hinge on reforming supply management, a policy that remains politically untouchable for the current government.
Dairy Sector: The Struggle with Supply Management
Anand’s continued shielding of supply management in dairy is problematic. Eggs and poultry also operate under supply management, but these sectors have demonstrated a long-standing tradition of coordinated governance and strategic collaboration among provincial marketing boards, ensuring stability and efficiency across the supply chain. That is not the case in dairy.
Supply management functions as a quota system that limits imports through tariffs exceeding 200% on certain products from countries like the United States. This system, while benefiting a concentrated group of producers, drives up domestic prices, creating artificial inefficiencies in Canada’s food economy. Quebec remains the epicenter of protectionism, benefiting disproportionately from these internal trade barriers. Despite housing just 20% of Canada’s population, Quebec produces nearly 40% of the nation’s milk. The provincial control over quota allocation ensures that Quebec’s dairy industry operates in a closed system, effectively blocking competition from other provinces and maintaining inflated prices.
Towards a Competitive, Harmonized Dairy Market
A truly free and competitive dairy market in Canada would require federal harmonization of quota allocations and the elimination of provincial dairy boards. This would allow all provinces an equal opportunity to produce milk and butterfat competitively, rather than permitting smaller, less efficient Quebec farms to dictate national pricing structures. Removing these artificial constraints would introduce greater efficiency into the sector, benefiting consumers and non-Quebec producers alike. Yet, political considerations have consistently obstructed any meaningful reform.
Quebec Premier François Legault’s insistence that supply management is “not negotiable,” as stated in Washington, underscores the entrenched nature of these policies. However, his stance is increasingly untenable in the face of mounting economic evidence that these trade barriers impose significant costs on consumers and hinder national competitiveness.
Beyond dairy, regulatory fragmentation across provinces stifles food manufacturing. If a food product is deemed safe for sale in Nova Scotia, it should logically be permitted for sale in Alberta, Ontario, or Quebec. Yet, under the current system, manufacturers and processors with only provincial licenses can sell exclusively within their province. Even federally licensed facilities must navigate redundant bureaucratic hurdles to access domestic markets. Enforcing mutual recognition of food safety standards across provinces would significantly reduce these inefficiencies, allowing beef and pork processors, seafood producers, and other food manufacturers to expand their markets without costly regulatory duplication.
Regional Benefits of Market Access Reforms
Such reforms would be transformative, particularly for the economies of Atlantic Canada and the Prairies, regions that would benefit from improved market access. Increased competition would lower costs for consumers, strengthen regional food industries, and foster a more dynamic national economy. Yet, resistance from entrenched interests continues to stifle progress.
Minister Anand’s announcement is a step forward, but it does not address the fundamental inefficiencies that continue to plague Canada’s food economy. The CFTA was designed to facilitate internal trade, yet its multiple exemptions continue to allow provinces to uphold protectionist policies at the expense of consumers and businesses. The federal government has long championed international free trade agreements but has failed to secure genuine free trade within its own borders.
While Anand’s announcement represents incremental progress, it is far from sufficient. Until Canada takes decisive action to eliminate all interprovincial trade barriers—including those protecting supply management—consumers, businesses, and entire regions will continue to bear the burden of political inaction.
Le Fou Fou food hall at Royalmount in Montreal. Photo: Le Fou Fou
By Leighton Prabhu
In an industry that has always valued personal service, artificial intelligence is starting to reshape restaurant front-of-house operations. Historically, full-service restaurants depended on human hosts and hostesses for managing reservations. However, emerging AI-powered solutions are now disrupting this norm, offering a blend of efficiency and interactions that feel surprisingly human.
The Evolution of Front-of-House Technology
New AI solutions represent a quantum leap forward in automating customer-facing functions. These systems, exemplified by a new generation of companies like Newo.ai, Slang, RestoHost, Maitre D AI, Revmo, and PolyAI aren’t just managing bookings – they’re conducting natural conversations, handling multiple languages, and demonstrating soft skills that were once thought to be exclusively human domain.
Or that’s the promise. In practice, there are still barriers to widespread adoption due to both technological and human factors. If you’ve ever been trapped in your bank’s automated voice recognition system, you’ll be familiar with the frustrations that can arise. The quality of the voice signal, the system’s latency and siloed options can easily lead to fuming customers.
On the operator side, these risks could damage guest relations and lead to negative reviews in the all-important Yelp and Google Maps rankings. Users are much more likely to leave negative feedback than positive feedback. Is it worth the risk of becoming an early adopter of the technology?
An Immediate Bottom-Line Impact
Perhaps it is. “In our existing implementations, AI hosts are generating an additional revenue of $3,000 to $18,000 per month per location, up to 25 times the cost of the AI host itself,” says David Yang, founder of Newo.ai. “Technology has never been more accessible for businesses of any size. In just a couple of years there will hardly be any business that hasn’t hired an AI employee.”
Multioutlet sitdown restaurants with well established training procedures are perhaps the best positioned to make the quickest return on investing in AI hosts, as learnings can be applied throughout the organization and with internal IT expertise capable of implementing and supporting the AI technology.
Where to start?
However, with such a wide array of technology providers, how would a restaurant assess the capabilities of each and decide on a specific one?
When it comes to differentiating, the main aspects to look at are the ease of creation, ability to customize at low cost, and human-like functionality. For example, with Newo.ai a restaurant can create their AI host with just 1 click in a couple of minutes. Their AI host comes with phone and chat channels out of the box with the ability to make reservations directly in a restaurant’s existing booking system.
An initial implementation can be done in less than an hour, as the system is “fed” the restaurant’s menu, signature dishes, reservation schedule and other basic data. It can also be trained in the style and brand voice of the restaurant, and in prior scenarios. It can then handle the most basic tasks such as bookings, cancellations, and menu questions.
For more complex scenarios, humans can review cases where the AI failed and then teach it how to handle them. Over time, the AI will have access to all prior cases and be able to cover more and more cases. And, unlike humans, such lessons are not lost when staff turnover occurs.
AI assistants are already in place in many early adopters, sometimes unbeknownst to guests. Specific use cases where the technology has led to concrete revenue gains include taking bookings during hours when the restaurant is closed and the caller would have otherwise been forwarded to a voicemail service, or during peak times when the human host or hostess is unable to answer calls.
“I’m skeptical on the state of AI agents currently,” says Sanjay Singhal, owner of Coffee Oysters Champagne in Toronto. “I have enough trouble trying to train a human on how to respond to anything other than the simplest seating requests — I don’t see how any AI would be able to make the requisite analysis of whether the room could be rearranged to fit a large number of last minute guests. If a buzz develops around a particular solution, of course we’ll try it out, but our favoured approach would be if our reservations software (Sevenrooms or OpenTable) offered an AI host solution.”
Beyond Basic Booking
Modern AI hosts can:
Engage in natural conversations across multiple languages
Handle bookings without any human intervention, including groups and complex booking modifications
Remember guest preferences and special occasions
Manage wait lists dynamically
Provide real-time updates on table availability
Cross-sell special events and promotions
Handle dietary restrictions and special requests
The Canadian Context
The chronic shortage of entry-level staff in the Canadian restaurant market leads naturally to a role for AI hosts.
In multicultural hubs like Toronto and Montreal, the multilingual capabilities of AI systems are particularly valuable. AI solutions can seamlessly switch between English, French, Mandarin, Spanish, Punjabi and other languages, ensuring a welcoming experience for a diverse clientele.
The Human Element
Contrary to initial concerns about job displacement, many restaurants are finding that AI hosts complement rather than replace human staff. An AI system can handle routine tasks, allowing human hosts to focus on high-touch guest interactions and improving their job satisfaction. It’s about enhancing the guest experience, not diminishing the human element.
Virtually any restaurant format can benefit from AI hosts, although it would make the greatest impact in high-volume, full service restaurants.
“Restaurants are rapidly becoming the last bastion of personal interaction in the retail space,” says Lenny Lighter, former owner of Moishe’s Restaurant in Montreal and now of the Prime Bar à Boeuf restaurant in Royalmount. “AI is coming and coming fast, but will AI be intelligent enough to find the balance between technological innovation and the warmth of the human touch?”
Moreover, the adoption of any new system causes disruptions to existing systems, resistance to change, and a skills gap / training need. While the technology providers can show demos that implement an AI host in minutes, in reality it requires specialist skills to take advantage of the technology and to keep up with developments. These skills are unlikely to be found in-house, and smaller establishments may become beholden to external technical consultants.
ROI and Operational Benefits
The business case for AI hosts is compelling:
24/7 reservation capability without staffing costs
Reduced no-shows through automated confirmation and reminder systems
Improved table utilization through smart scheduling
Consistent guest communication
Reduced training requirements
Lower operational costs
Implementation Challenges
While the technology is promising, restaurants face several considerations:
Initial setup and integration costs
Staff training, acceptance, and adaptation
Guest acceptance and comfort levels
Technical support requirements
Data privacy and security compliance
Looking Ahead
As AI is evolving at such a rapid pace, it’s impossible to predict whether AI technology specialists like Newo.ai will emerge as the essential providers, or whether AI features will become embedded within existing platforms that already support the restaurant sector, such as OpenTable, Resy, or LightSpeed.
Favouring the former is the emergence of “AI-native business applications” which will disrupt legacy SaaS applications based around hard coded business logic. Essentially, an AI agent can ingest virtually unlimited operational data to learn how to become an expert restaurant manager. Predictive analytics will lead to autonomous actions: AI systems will not only manage reservations but predict staffing needs, order supplies, optimize table turns, and personalize guest experiences at an unprecedented level.
In this fundamental re-thinking of the nature of software, legacy providers must recognize the threat and adapt. History teaches us that few will do so before it’s too late.
But don’t count out the legacy platforms just yet. Restaurants are famously difficult to scale and still rely on the human touch at all tiers of the sector. Dripping AI-assisted features into human-facing operations will allow users to adapt gradually.
The Future is Now
For Canadian restaurant operators, the question is increasingly not whether to adopt AI front-of-house solutions, but when and how. With labour challenges, rising costs, and increasing guest expectations, AI offers a promising path to operational efficiency while maintaining – and potentially enhancing – the guest experience.
As we move forward, the most successful implementations will likely be those that find a balance between technological efficiency and the warmth of human hospitality that defines the restaurant industry.
About the Author:
Leighton Peter Prabhu
Leighton Peter Prabhu, based in Montreal, is a Director of Interstice Consulting. With a background combining finance, accounting, international tax and e-commerce, he specializes in advising entrepreneurial companies on strategies to grow their profits.
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 few days.
Ernst Lubitsch’s The Shop Around the Corner was released in 1940, starring Margaret Sullavan and Jimmy Stewart. Decades later, in 1998, filmmaker Nora Ephron adapted the film into the Tom Hanks and Meg Ryan-starring vehicle You’ve Got Mail. But where the latter film honed in on the romantic tale at the center of the story, eschewing the location, time period, and themes of the earlier film, the original is as much about the customer service and retail industries as it is about the blossoming romance of the characters within it.
Perhaps no film more succinctly epitomizes the melancholy, joyous triumph, and profound hardships of working in customer service during the holiday season than The Shop Around the Corner. Throughout the film’s runtime, viewers can view the interworking of the relationships between these characters who all work together within the same titular ‘shop,’ and how they interact with one another and with the customers in the store. It all builds up to Christmas Eve, their busiest day of the year, where the team of workers bands together and makes it through the onslaught of sales, forging stronger relationships amongst themselves and their ardent shoppers in the process.
What The Shop Around the Corner so brilliantly foregrounds that so many films made about customer service roles since then have missed is the way in which the shared human experience is such a fundamental aspect of the industry. The way in which a worker’s relationship with their fellow workers and the customers they serve may begin within the strict confines of a capitalist system, but how through empathy, care, and genuine human emotion, it can evolve into something much more meaningful. This human element is at stake when it comes to implementing AI in customer service roles. As AI is more actively courted in interpersonal scenarios, such as an AI girlfriend or retail positions, the beauty of human connection may well be irreparably damaged.
The Essential Nature of Customer Service
Customer service roles are not exactly positions that many people aspire to, yet they are essential. This was proven, quite literally, during the COVID lockdowns, in which only ‘essential workers’ were allowed to leave their homes and continue working. These essential positions were almost entirely comprised of customer service roles, as sanitation and restaurant workers were allowed to continue working to better serve their local communities.
But beyond the essentialness of such positions to the community surrounding them, these positions are also essential to workers themselves. While working in these roles may not seem aspirational, they can be well-paying roles that allow people to make a living through the effort and grit of their day-to-day work. These roles serve as gateway positions for countless individuals in the workforce and have done so for decades. The number of people whose first job was working as a waitress or as a retail clerk is astounding, and it’s easy to see why. Though these positions are full of hardships and often underappreciated, they instill a rigorous work ethic and a core set of institutional values into the individual in a palpable fashion.
AI Encroaching Upon Invaluable Human Positions
To this degree, customer service positions benefit everyone. The worker gets a job, a paycheck, and a crash course in a professional field. The company gets a worker and the community surrounding the worker receives the service they desire, so it’s a win-win-win. Yet, despite this, as AI has grown increasingly common in professional fields, the customer service industry has been increasingly disrupted by this new technology. As businesses and companies realize that AI is capable of performing more work in a shorter period of time for a smaller amount of money, they have begun phasing out lower-class workers in favor of utilizing AI.
Initially, the workers themselves met the spread of AI in the customer service industry with open arms. Just as AI took over remedial, mundane, and repetitive tasks in the business sphere, so too did it do so within the customer service industry, bringing joy to the workers who were freed of the burden of performing these tasks themselves. When the first AI system was implemented into the drive-thrus of Checkers nationwide, few workers voiced any concerns or disdain for the move because working the drive-thru was a largely thankless task that workers weren’t exactly passionate about. However, if the AI system is running the drive-thru, there’s less human work necessary, meaning that one worker may be eliminated from the schedule.
The Checkers example illustrates the shift in a microcosm: what began as a change that incited relief in the human workers on-staff in customer service positions has gradually evolved into something that breeds far more resentment and fear than it does joy among the workers.
Theory vs. Execution
What AI has proven remarkably talented at in business during its implementation is the consumption and analysis of data. AI is more adept at filling out paperwork than any human worker, able to do so in record times at mass qualities, all while adhering vehemently to the template provided. What AI has proven not nearly as skillful at is anything involving human interactions. While services such as AI Girlfriend have proven highly advanced and capable of substantially benefitting many grappling with isolation or loneliness, the technology is not yet advanced enough to fully replace interhuman interactions.
To this extent, for businesses to assume that these customer service positions (even something as simple as taking a customer’s order or working the drive-thru) are equivalent to filling out paperwork in a sterile setting is folly. Customer service positions are built upon the back of human interaction and connectivity, no matter how rigidly a given company may attempt to sterilize and streamline the experience. Customers will have questions and modifications and even require guidance to some extent, and it is in these moments that human workers can step up to the plate and deliver in abundance. In such moments, workers can forge a genuine human connection with customers, and, in turn, repeat customers occur. Emotional connections bring people back to an establishment time and again, and those connections are fostered exclusively through interhuman interactions, something overactive AI implementation will come at the cost of.
The Shop Around the Corner is over eighty years old. Yet Lubisch’s film has stood the test of time, remaining a vitally prescient and deeply moving work that embodies the emotional rollercoaster of customer service in 2024 just as it did in 1940. But with further AI advancements looming, this realm of industry looks to change fundamentally. As the human element of the customer service interaction is removed, something essential may very well be taken away with it.
Montreal-based sustainable jeweller Ecksand has expanded into Toronto, opening its second retail location at 162 Cumberland Street in the city’s prestigious Yorkville neighbourhood. The boutique, which is just under 1,000 square feet, offers an intimate shopping experience designed to reflect the brand’s ethos of “quiet luxury.”
Ecksand, co-founded by Erica Bianchini, has made a name for itself in sustainable fine jewellery, emphasizing ethically sourced materials, high-quality craftsmanship, and minimalist design. The new Toronto boutique follows the success of its flagship in Montreal, marking a strategic move for the brand as it continues to grow its presence in Canada and beyond.
A Boutique Designed for Intimacy and Craftsmanship
Unlike many upscale jewellery stores that prioritize large retail spaces, Ecksand’s new Yorkville boutique embraces a smaller, more personal setting. According to Bianchini, this was an intentional choice that aligns with the brand’s values.
Erica Bianchini, Co-founder and Creative Director of Ecksand
“We wanted to embrace the fact that you don’t have to have big, grandiose things in life for them to be impactful,” Bianchini explained. “Even the small things make a world of difference. We didn’t want a massive space because a massive space means massive markups—and people don’t realize that. When you walk into a store with several security guards, who’s paying for it?”
The boutique’s layout is meticulously curated, with each section dedicated to a specific collection. “Every single inch of the space is customized so that we can bring forward how it feels with the packaging,” Bianchini said. The design reflects Ecksand’s philosophy of “less is more,” an approach that aligns with the growing consumer interest in understated, high-quality luxury.
The Process of Building the Toronto Boutique
Bringing the new Yorkville store to life was a carefully managed project that required a team effort. The brand partnered with PragerNuform, a firm specializing in retail fixtures, to ensure that every design element met Ecksand’s exacting standards.
“They worked with us on the accents. We didn’t want anything to be overly bright or in your face,” Bianchini said. “Ultimately, our clients are the statement. That’s what we’ve always been working for—we want to serve, and we want people to feel like their jewels are a representation of them.”
In December 2018, Ecksand inaugurated its flagship boutique at 632 Rue Cathcart in Montreal’s historic jewellery district. The 1,700-square-foot space was meticulously renovated to showcase Ecksand’s collections, including diamond and precious gemstone engagement rings, wedding bands, and other fine jewellery. The expansion aimed to provide clients with an immersive brand experience in a centrally located, accessible setting.
The opening of the Montreal boutique marked a significant milestone for Ecksand, transitioning from a predominantly online presence to establishing a physical retail space. This move allowed the brand to offer personalized consultations and a tangible experience of their handcrafted pieces, all designed and produced in-house at its Montreal atelier.
Commitment to Ethical Jewellery Making
Ecksand distinguishes itself in the fine jewellery industry by ensuring complete control over its production process. Unlike many jewellery retailers that carry multiple brands, Ecksand exclusively sells pieces designed and crafted in-house.
“We don’t retail any other brand,” Bianchini said. “Everything we sell, we handcraft ourselves—engagement rings, wedding bands, fine jewellery—all using 100% recycled gold.”
The brand also offers a lifetime warranty on its jewellery, a testament to the quality and durability of its craftsmanship. “Being able to say that this piece will last you a lifetime, and if it doesn’t, come back to us—that’s a huge statement of confidence,” she said. “It’s why we can’t subcontract. We have to do it all in-house.”
Celebrity Endorsements and the Power of Quiet Luxury
Ecksand has gained traction among high-profile clientele, with celebrities such as Meghan Markle and Oprah Winfrey seen wearing the brand’s pieces.
The brand’s appeal lies in its approach to quiet luxury, a trend that is gaining momentum in the fashion and jewellery industries. “People are starting to notice that you don’t have to be overly flashy to make your mark,” said Bianchini. “It’s about quality materials, longevity, and timeless craftsmanship.”
She referenced Italian luxury brand Loro Piana, which remained relatively under-the-radar for years before experiencing a surge in popularity. “For so many years, nobody was talking about Loro Piana, and now suddenly everyone appreciates that quiet, understated elegance,” she noted.
Campaign image for Ecksand’s Arctic Dragon collection. Image: Ecksand
Launching the Arctic Dragon Collection in Toronto
One of the highlights of the new store is the launch of Ecksand’s Arctic Dragon Collection, the brand’s first unisex jewellery line. The collection debuted at New York Fashion Week and has since received widespread acclaim.
“We had some really incredible, iconic people tell us, ‘I’ve never liked jewellery, but this is the first time I actually wanted a piece,’” said Bianchini. “The Arctic Dragon Collection is about bringing together the mystical element of dragons with the real-world beauty of the Arctic—a place that needs protection.”
The collection features bold, edgy designs that maintain the brand’s commitment to sustainability. Every piece is handcrafted with 100% recycled gold and follows environmentally conscious production practices. Bianchini emphasized that sustainability is at the core of Ecksand’s identity.
“Our atelier in Montreal is optimized to avoid residue in the water system, no chemicals, and maximum recycling,” she said. “Even the gold dust is repurposed. That allows us to maintain fair pricing and fair practices, making sure everything goes back into the system.”
Screen shot from Ecksand’s website, showing the Arctic Dragon collection.
What’s Next for Ecksand?
Following the Toronto expansion, Ecksand has its sights set on New York City. “The next stop after Yorkville is New York,” said Bianchini. While a location has yet to be confirmed, the brand is eyeing SoHo as a potential option.
Bianchini also hinted at potential expansion beyond New York City. “Miami is on our horizon as well,” she revealed, noting the growing demand for ethical luxury brands in key U.S. markets.
Trail Appliances, a family-owned business, is celebrating its 50th anniversary this year. Since its founding in 1974, the company has expanded across Western Canada while maintaining a strong focus on customer experience and service.
Jason Broderick
Jason Broderick, CEO of Trail Appliances, reflects on the company’s journey: “We go back to 1974, when my grandpa and six sons within the family, my dad and five uncles, started the business in Calgary. Very humble roots, actually starting as an appliance rental company. A few years in, they decided to start selling appliances and found success quickly by providing genuine customer service.
“A 50th anniversary is a significant milestone for any business, but even more so for a family-owned business like ours that has been passed down three generations. My grandfather believed in providing customers with exceptional service and product expertise.”
The company opened its first B.C. showroom in Richmond in 1980 when his father and uncle moved to British Columbia. The first showroom was about 3,000 square feet. Other members of the family stayed in Calgary as the business grew in both provinces.
James Reynolds
“Many retailers have shifted to a low-cost model at the expense of physical stores, customer satisfaction and employee retention,” says James Reynolds, President of Trail Appliances. “We believe though that long-term business success means giving customers the most value and we do that by investing in our showrooms, employees and technology to make buying a new appliance as easy and enjoyable as possible.”
Richard Broderick
“Trail’s showrooms are a key part of what sets us apart from the competition,” says Richard Broderick, Vice President of Trail Appliances. “In addition to featuring thousands of appliances on display, Trail’s showrooms give customers the opportunity to touch, test and experience appliances before buying.”
The company has invested in new experiential elements like education centres, digital displays and 125 award-winning display kitchens that allow customers to get inspired and imagine how different appliances will look in their home. The experience continues through to the delivery process, as the company still handles delivery and customer service in house, while other retailers have outsourced it.
Today, the company has 12 showrooms, including three outlet centres in B.C., and seven showrooms in Alberta. While the company operates with two head offices—one in Richmond, B.C., and another in Calgary—Broderick emphasizes that the family sees Trail Appliances as a unified brand. “We do think of ourselves as being just one Trail, all the family in the same business,” he says.
When asked about the key to longevity in a competitive retail industry, Broderick highlights agility and a relentless focus on customer needs. “We’ve managed to be successful by staying agile. Each day we come in trying to be better than the day before. So it’s a little bit of an insatiable desire to just continue to improve and add value for our staff and for our customers.
“As a retailer, our focus has always been on the customer. The thing that has allowed us to be successful for 50 years is by having a central focus on what are the customer’s needs and what can we do to not only meet those needs but add value and exceed those needs in as many ways as we possibly can. The last 50 years there’s been a great deal of evolution because customer needs have changed in that time. With customer needs and expectations shifting, it means that as a family and as a business we’ve had to evolve and adapt with those customer needs.”
Trail Appliances has faced challenges from big-box competitors but has remained committed to providing an elevated level of service, which Broderick says is second to none. The showrooms are designed to create a ‘wow’ moment for customers. Whether it’s beautiful kitchen displays or live appliances they can test, Trail wants them to experience something unique – something they haven’t seen anywhere else.
Looking ahead, Broderick says the family is entrepreneurial, always looking for opportunities. The company is investing in technology to enhance both in-store and online experiences. “Rather than adding store count in the immediate future, we’re very focused on implementing a new technology stack that will guide us into the number of years and generations ahead,” says Broderick, adding the retailer wants to make the shopping experience seamless. There’s also investment back into the showrooms.
Trail Leadership (l-r Richard Broderick, James Reynolds, Jason Broderick)
Broderick says the kitchen has become the heart of the home with people spending more and more time there, where memories are made.
“It’s where life really takes place and takes shape,” he says. “As the heart of the home has grown and flourished, so too have our showrooms.”
The family-owned company’s longstanding focus on investing in customer service, product expertise, the physical retail environment, and technology has seen its sales volume triple over the past decade. The e-commerce offering has been elevated to reflect the showroom experience. The brand selection has evolved over time as well to meet customer needs and expectations.
As an investment into both its employees and customer service, Trail has developed the Trail Learning Experience. Through this industry-leading education program, more than 50 new Product Specialists per year participate in an intensive seven-week classroom and three-month in-store training program led by an in-house training team, says the company.
Another key to Trail’s success has been the expansive growth in the company’s B2B Division and the dedicated sales teams that serve real estate developers, builders, and interior designers. The specialized approach has allowed Trail to become the leader in B2B appliance sales in B.C., providing appliances for more than 500 real estate projects last year. Trail has been the appliance supplier for some of B.C.’s most iconic developments, including Vancouver House, The Butterfly and River District.
As a family-owned business, Trail cares deeply about the communities it operates in. In the past ten years, the company has donated more than $1 million to charities like the CKNW Kids Fund, BC Cancer Foundation and Ronald McDonald House. The company also donates appliances to victims of natural disasters like floods and wildfires whose homes have been damaged. To celebrate their 50th anniversary, Trail aims to raise $50,000 for Food Banks BC and will be matching all donations up to $25,000.
Ballroom Bowl, Yonge and Dundas (10 Dundas St. E.) in Toronto. Photo: Ballroom Bowl
Toronto’s entertainment and dining scene has a new addition with the grand opening of Ballroom Bowl’s third location at The Tenor, at 10 Dundas Street East. Overlooking Yonge-Dundas Square, the venue offers an immersive entertainment experience, combining bowling, dining, and social activities in one of the city’s most vibrant areas.
Ballroom Bowl founder Paul Donato shared insights into the decision to expand to Yonge-Dundas Square, describing it as a natural evolution for the brand.
“As we looked to grow our presence in Toronto, the opportunity to open at The Tenor was an exciting venture to explore,” said Donato. “We saw a need for a central entertainment destination downtown, and The Tenor, situated at Yonge and Dundas, offers a space that hosts a wide range of events and community gatherings.”
With its high foot traffic and status as a bustling hub for tourists and locals alike, Yonge-Dundas Square provides a strategic location for Ballroom Bowl to reach a diverse audience. “Introducing The Ballroom Bowl in this area is an ideal match given the area’s popularity with both locals and visitors, making it a beloved hub for people coming to the city,” he added.
Paul Donato at Ballroom Bowl Yorkville (Image: Adrian Ozimek)Ballroom Bowl, Yonge and Dundas (10 Dundas St. E.) in Toronto. Photo: Ballroom Bowl
A Unique Atmosphere with a Signature View
While Ballroom Bowl’s other locations at John Street and Yorkville have their distinct charm, the new venue stands out for its energy and dynamic atmosphere.
“Our new location at Yonge and Dundas stands out from our other Toronto venues with its energy and atmosphere reflecting the spirit of its surrounding neighbourhood,” Donato explained. “What sets this venue apart is its vantage point and panoramic views overlooking one of the most famed intersections in Toronto. Guests can dine, drink, and bowl while experiencing the glow and buzz of the bustling city below.”
The venue aims to strike a balance between the nostalgia of its John Street flagship and the refined experience of the Yorkville location, ensuring a blend of sophistication and fun.
The Tenor at 10 Dundas St. E. in Toronto Photo: Dustin Fuhs
Introducing Duckpin Bowling to Downtown Toronto
One of the standout features of this new Ballroom Bowl location is the introduction of duckpin bowling, a variation of the traditional game that brings a fresh and exciting challenge to Toronto’s entertainment landscape.
“Bowling is best enjoyed as a group, and our new location offers 15 duckpin bowling lanes that provide a fun yet challenging experience that’s perfect for all ages,” said Donato. “With its lighter balls, smaller pins, and shorter lanes, the aim isn’t to make the game easier but to introduce a fresh, exciting challenge that adds variety to the traditional bowling experience, and the response has been overwhelmingly positive.”
Ballroom Bowl, Yonge and Dundas (10 Dundas St. E.) in Toronto. Photo: Ballroom Bowl
Beyond Bowling: A Full Entertainment Experience
Ballroom Bowl has always positioned itself as more than just a bowling alley, and the Yonge-Dundas location is no exception. In addition to bowling, guests can enjoy a range of social games, dining options, and entertainment features.
“Beyond bowling, guests can enjoy our robust food and drink menu, a spacious bar, a pool table, shuffleboard, and more traditional social games providing plenty of entertainment for everyone,” Donato explained. “As they play, guests can relax on comfy couch seating or enjoy a meal at high-top tables, conveniently placed next to the lanes for the perfect balance of accessibility and comfort.”
Elevated Comfort Food and Signature Drinks
Dining is a major part of the Ballroom Bowl experience, with a menu that goes beyond typical bowling alley fare.
“We’re not just a typical bowling alley. We aim to be a destination for great food and drinks,” Donato emphasized. “Some of our standout dishes include Miso Honey Garlic Wings and Steak Frites, which put a contemporary spin on classic pub fare. House-made pizza is also one of The Ballroom Bowl’s most popular menu items, with each pie made from scratch using freshly prepared dough that undergoes a 72-hour fermentation process.”
Complementing the food menu is a well-curated beverage program featuring 16 draft beers, a selection of wines, and craft cocktails.
“Our standout cocktail, or signature cocktail, if you will, is aptly named ‘Spare the Details,’ a blend of vodka, lemon, lavender, and prosecco,” said Donato. “For those seeking non-alcoholic options, we also offer a selection of mocktails.”
Ballroom Bowl, Yonge and Dundas (10 Dundas St. E.) in Toronto. Photo: Ballroom Bowl
Building Community and Future Plans
With the opening of its Yonge-Dundas location, Ballroom Bowl aims to integrate itself into the fabric of the local community, offering a venue for gatherings, events, and celebrations.
“We want to contribute to the Yonge and Dundas community by offering a space where people can enjoy great entertainment, connect with others, and celebrate special occasions, whether it’s a birthday party or work event,” Donato said. “We believe in the power of shared experiences, and our goal is to become a local destination that complements the area’s culture while providing an inclusive, fun experience for everyone.”
Programming and special events will also play a key role in Ballroom Bowl’s engagement with its audience.
“We’re committed to bringing people together, so there will be no shortage of programming, events, and offers at the Yonge and Dundas location,” Donato said. “Similar to our other venues, we’ll have weekly events such as Brunch n Bowl and Thursday Night Strikes.”
Ballroom Bowl, Yonge and Dundas (10 Dundas St. E.) in Toronto. Photo: Ballroom Bowl
Looking Ahead: Expansion and Industry Trends
While the Toronto market remains a primary focus, Donato acknowledges the potential for further expansion.
“It has always been my vision to grow and expand the brand, and we’re incredibly proud of what we’ve built in Toronto,” he said. “While our future expansion plans may be influenced by the current economic climate, the original Ballroom Bowl was established during the subprime meltdown of 2009-2010. Similarly, both The Ballroom Bowl Yorkville and The Ballroom Bowl Yonge & Dundas were developed during the COVID pandemic—proof that we can adapt and thrive in challenging times.”
As for the evolution of the entertainment and dining landscape in Toronto, Donato believes that the demand for unique social experiences will continue to grow.
“We’re seeing an increasing demand for entertainment hubs in Toronto, where people can have fun without pressure and expectations,” he noted. “At The Ballroom Bowl, we’re dedicated to staying ahead of the curve. We continually adapt to trends, ensuring our venues remain a top choice for delicious food and entertainment.”
Built by BUILD IT, the trusted construction partner behind Ballroom Bowl’s Yorkville location, the transformation of a third-floor restaurant and food court space at The Tenor showcases the team’s ability to execute complex projects in one of Toronto’s busiest commercial districts. Navigating the challenges of high foot traffic and a bustling urban environment, BUILD IT demolished and reconfigured the space to accommodate 15 lanes of duckpin bowling, dining, and entertainment. The team fabricated and installed high-end millwork, ensuring precise finishes, fixtures, and installed advanced mechanical systems, all while reinforcing a commitment to quality, innovation, and safety in every detail.
Ballroom Bowl, Yonge and Dundas (10 Dundas St. E.) in Toronto. Photo: Ballroom Bowl
Innovation in Social Entertainment
Since its inception in 2010, The Ballroom Bowl has redefined what a bowling venue can be, starting with its flagship location at John Street, which spans 23,500 square feet over two floors and includes nine ten-pin bowling lanes, multiple bars, and a variety of games. In 2024, the Yorkville venue followed, offering an upscale take on the traditional bowling experience with VIP lanes and a refined atmosphere. The newest location at Yonge-Dundas Square builds upon this legacy, further cementing Ballroom Bowl as a leader in Toronto’s entertainment landscape, blending entertainment, elevated dining, and community engagement into a single experience.
“Our focus has always remained on creating a space where the food is as memorable as the fun,” Donato said. “While we want to keep bowling as the traditional and beloved activity people look forward to, we look to transform an ordinary bowling outing into an experience people will talk about for days.”
The Tenor, 10 Dundas St. E. in Toronto. Image: BentallGreenOak
The Tenor at 10 Dundas Street East: A Premier Entertainment Hub
The Tenor, located at 10 Dundas Street East in Toronto, is a dynamic 10-storey, 360,000-square-foot entertainment, retail, and office complex situated at the bustling intersection of Yonge and Dundas. Managed by BentallGreenOak, the building underwent a rebranding in December 2021 to adopt its current name, “The Tenor,” a nod to its address and number of floors.
The complex offers approximately 268,392 square feet of retail space, housing prominent tenants such as Winners, Dollarama, and a Cineplex Cinemas with 24 screens. Notably, several of these theaters double as lecture halls for Toronto Metropolitan University during daytime hours. The Tenor also features a diverse array of dining options.
In the summer of 2024, The Tenor expanded its entertainment and dining offerings with the addition of Shake Shack, marking the brand’s first Canadian location. A Hard Rock Cafe will open on the upper floors of the complex in a few months.
Retail sales increased 2.5% to $69.6 billion in December. Sales were up in all nine subsectors and were led by increases at food and beverage retailers and motor vehicle and parts dealers, according to a report release Friday by Statistics Canada.
Core retail sales—which exclude gasoline stations and fuel vendors and motor vehicle and parts dealers—were up 2.5% in December, said the federal agency, adding that in volume terms, retail sales increased 2.5% in December.
“Retail sales were up 2.4% in the fourth quarter of 2024, marking a second consecutive quarterly increase. In volume terms, retail sales increased 1.8% in the fourth quarter,” said the report.
“In 2024, retail sales increased 1.3%, led by gains at motor vehicle and parts dealers. In volume terms, sales were up 0.7% in 2024.”
Following a decrease of 1.0% in November, core retail sales increased 2.5% in December on higher sales at food and beverage retailers (+3.5%). The increase in this subsector was led by gains at supermarkets and other grocery retailers (except convenience retailers), which were up 3.9% in December following a decline of 2.0% in November. Higher receipts at beer, wine and liquor retailers (+3.9%) and specialty food retailers (+2.4%) in December also contributed to the increase at food and beverage retailers, said StatsCan.
Higher sales were also recorded at general merchandise retailers (+3.2%) and clothing, clothing accessories, shoes, jewelry, luggage and leather goods retailers (+3.1%) in December, it said.
Photo by Antoni Shkraba
The federal agency said sales at motor vehicle and parts dealers (+1.9%) were up in December on the strength of higher sales at new car dealers (+2.0%), which posted their third consecutive monthly increase. Sales gains were also recorded at automotive parts, accessories and tire retailers (+4.7%) and used car dealers (+3.2%).
“Sales at gasoline stations and fuel vendors (+4.2%) increased in December for a second consecutive month. In volume terms, sales at gasoline stations and fuel vendors increased 0.7%,” it said.
“On a seasonally adjusted basis, retail e-commerce sales increased 3.1% to $4.3 billion in December, accounting for 6.1% of total retail trade.
Retail sales in 2024
The report said Canadian retailers finished 2024 with $803.1 billion in sales, up 1.3% from 2023, and increases were observed in five of the nine subsectors. Leading the gain in retail sales in 2024 were higher sales at motor vehicle and parts dealers (+2.9%), which were driven by gains at new car dealers (+3.7%). The largest decrease in retail sales in 2024 was observed at gasoline stations and fuel vendors (-2.5%), largely the result of lower gasoline prices in 2024 compared with 2023.
“Core retail sales increased 1.3% in 2024, led by higher sales at general merchandise retailers (+3.9%) and health and personal care retailers (+4.6%). Sales were also up at food and beverage retailers (+0.9%) on higher sales at supermarkets and other grocery retailers (except convenience retailers) (+2.0%), which saw gains in seven months in 2024,” noted the federal agency.
Statistics Canada said an advance estimate of retail sales suggests that sales decreased 0.4% in January 2025.
