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Realm Fitness Builds 2,500-Member Community Inside Calgary Industrial Property

With two locations in Kelowna and now Calgary, Realm Fitness is drawing 700 to 800 visits a day as owner Michael Zvonik expands its recovery, retail and event-driven model.

Realm Fitness has grown to approximately 2,500 members since opening its 44,000-square-foot Calgary facility in spring 2025, giving owner Michael Zvonik early evidence that a large, independently operated gym can compete on community, experience and frequency of use.

The gym is registering between 700 and 800 visits on an average day, according to Zvonik. That is equivalent to roughly 28 to 32 percent of Realm’s total membership base passing through the facility daily.

Michael Zvonik, Founder of The Realm Fitness

Realm is also signing up approximately 100 to 120 new members each month. Zvonik said the larger membership base is contributing to increased merchandise sales, adding another source of revenue beyond monthly dues.

The figures are notable in an industry where many operators rely on large membership rolls but expect only a small portion of customers to use their facilities regularly.

For Zvonik, the objective is different.

“I genuinely want this to be the best part of your day,” he said.

Realm positions the gym as a social gathering place

Realm operates from a roughly 44,000-square-foot former industrial building with its second location at 1390 17 Avenue SE, near Calgary’s Inglewood neighbourhood.

The scale allows Zvonik to combine a large training floor with retail, supplements, recovery services, independent trainers, and social events and spaces designed for fitness content.

His vision was to recreate the community atmosphere of smaller independent gyms inside a much larger facility.

Zvonik believes gyms are becoming a social “third space” for consumers who spend much of their time between home and work. For some younger customers, he said, training with friends has taken on part of the social role once filled by bars and nightclubs.

Canadian consumer data offers some support for the shift in social habits. Statistics Canada has reported four consecutive annual declines in alcohol volumes through the 2024-2025 fiscal year.

That does not mean gyms are directly replacing nightlife. It does suggest that some consumers are changing how they spend their leisure time, with fitness, wellness and group activities taking a larger role.

Realm has leaned into that behaviour.

Groups of members gather before and after workouts. Fitness creators film content throughout the building. Athletes, trainers and visiting personalities bring their own audiences into the facility.

The gym’s size helps those groups coexist, according to Zvonik. A person filming with a tripod can usually find space without interfering with another member’s workout.

There is still a clear rule.

“The lifting comes first” Zvonik said.

Realm permits filming, but members are expected to respect the people using the facility primarily to train. Zvonik said content creation is welcome as long as it remains secondary to the gym’s main purpose.

The Realm Fitness Main Lobby. Photos: Evan Nagy

Membership model avoids contracts and promotional pricing

Realm charges $119.99 per month for a standard membership, positioning the facility above many low-cost and conventional gyms in the Calgary market.

Zvonik said the higher price reflects the building, equipment, amenities and operating model.

The company does not use long-term membership contracts, enrolment fees, cancellation fees or recurring promotional discounts. Zvonik said he does not want a new customer receiving a lower price than a member who supported the business from the beginning.

Early members remain locked into their original rate.

The straightforward pricing strategy is also intended to reduce one of the most common sources of frustration in the fitness industry: complicated membership agreements and unexpected charges.

Zvonik said customers should be able to pay for the service, use it and leave if it no longer meets their needs.

“If you don’t want to be here, don’t be here,” he said. “I don’t want to keep you stuck here.”

Realm supplements the core membership with services such as towel access, shower products and areas where members can prepare food or coffee. The facility also includes a supplement store and sells Realm-branded merchandise.

Zvonik said membership growth is now translating into stronger merchandise activity, although he did not provide sales figures.

Industrial conversion created room to differentiate

Realm’s Calgary location was previously used as a steel plant and industrial warehouse.

The building’s size gave Zvonik the opportunity to create a facility that would have been difficult to fit into a conventional retail unit. It also came with substantial conversion work.

The property needed new building systems to support its change of use. Zvonik said the work included a new fire hydrant, an eight-inch water line, sprinklers, HVAC equipment, drainage lines, electrical transformers and interior construction.

Work began around September, with occupancy secured near the end of the following May.

Zvonik, who has a background in construction and development, was directly involved in the project. He said he and his network of tradespeople completed much of the work, allowing him to control costs and make design changes during construction.

He also installed lights, fans and other building components himself.

The conversion offers a useful example for the commercial real estate industry. Large fitness operators can absorb older industrial properties that may not suit conventional retail, office or warehouse tenants. Those conversions can also require major investments in water, ventilation, life-safety systems, parking and interior infrastructure.

Realm currently leases the building.

Zvonik has said he would eventually like to purchase the property and the industrial building across the street. The additional property could support more parking, equipment storage, merchandise operations and future expansion.

Parking is already becoming a constraint despite the size of the existing lot, he said.

The Realm Fitness Gym Floor. Photos: Evan Nagy

Recovery and wellness facilities remain under construction

Realm is developing a 3,600-square-foot Nordic spa inside the Calgary property.

The spa is under construction and is not yet open.

Current plans include a steam room, sauna, hot tub, cold plunge and hydrotherapy equipment. Zvonik expects the space to accommodate approximately 20 people at a time through a booking system, with visits likely limited to two-hour sessions.

The relatively low capacity is intentional. Zvonik wants the spa to feel spacious even though individual features, including the sauna and steam room, will be built to hold larger groups.

Nurses’ offices and a tanning salon are also under development. Medical, testing and tanning services are not currently available.

Zvonik has discussed eventually offering services such as blood testing and DEXA body-composition scans through qualified providers. Those remain future plans and will depend on the completion of the spaces and the involvement of licensed operators.

The additions could broaden Realm’s revenue base by allowing members to combine training, recovery, retail purchases and other appointments within one property.

They would also move the business closer to a hybrid fitness and wellness model, where the gym floor serves as one part of a larger customer relationship.

Realm Fitness Built-In Supplement World Location. Photos: Evan Nagy

Realm also functions as an equipment showroom

Zvonik is involved in gym-equipment sales, and the Calgary facility serves as a working showroom.

Gym owners can visit Realm, try different machines and evaluate equipment before purchasing it for their own facilities.

That arrangement gives Realm another commercial function. The equipment is used by members while also helping Zvonik generate business-to-business sales.

It also helps explain why he is cautious about expanding Realm into every available market.

Zvonik said he would prefer to sell equipment to independent gym owners and help them grow than open competing Realm locations in their cities. He cited Edmonton as an example of a market where he knows several operators and does not want to compete directly with them.

The approach is unusual in a sector where successful operators are often encouraged to franchise quickly.

Zvonik said he does not want Realm to become a conventional commercial chain. Rapid expansion could reduce the time and attention available for the Calgary facility and weaken the culture that has helped attract members.

Realm also has a location in Kelowna. Zvonik said that operation developed through a partnership with a local gym owner after the facility transitioned away from its previous brand.

He has also teased a separate gym project in Ottawa involving other partners. The Ottawa project is not a Realm Fitness location, and Zvonik said he could not disclose further details.

The Realm Fitness Gym Floor. Photos: Evan Nagy

Events extend the brand beyond memberships

Realm uses events and entertainment to reach people outside the traditional fitness audience.

Before construction was completed, Zvonik invited drivers to bring drift cars into the empty industrial building. The resulting content demonstrated the size of the property and generated attention before members began using the space.

Realm has since hosted car shows, anniversary events and live music.

Zvonik said the events are partly about community and partly about marketing. His approach is influenced by brands that build an audience through experiences and culture, with the product appearing as part of that larger identity.

The facility’s industrial setting gives Realm room to host activities that would be difficult inside a conventional shopping centre gym.

For retail and real estate operators, that event strategy matters because it can generate visits beyond normal workout patterns. It also gives sponsors, apparel brands, food operators and fitness personalities reasons to participate in the business.

Zvonik said future events may be organized with relatively little lead time, based on opportunities and partnerships.

Realm grows as Canadian fitness spending recovers

Realm’s early growth comes as Canada’s fitness industry continues to recover from the disruption of the pandemic.

Statistics Canada reported that operating revenue for Canadian fitness and recreational sports centres increased 14.9 per cent in 2024 to $5.8 billion. Industry expenses rose 11.9 per cent, while the operating profit margin increased to 8.3 per cent.

The figures indicate that Canadians are again spending heavily on gyms, recreation and in-person fitness.

Realm is positioned at the premium end of that market, although it does not follow the traditional luxury-club model. Its proposition centres on scale, specialized equipment, social culture, recovery facilities and high member usage.

Zvonik said the Calgary facility was profitable during its first month of operation. He expects the project to recover its initial investment within three years of opening.

He did not disclose the total capital investment, revenue or operating profit.

The 2,500-member base and 700 to 800 daily visits provide a clearer measure of the facility’s traction. The next test will be whether Realm can maintain that level of participation as membership continues to grow.

Looking ahead

Zvonik’s immediate focus remains the Calgary facility.

The Nordic spa, nursing spaces and tanning salon are still being built. Equipment sales, merchandise and events are continuing to develop alongside membership revenue.

The potential acquisition of the existing building and neighbouring property could give Realm more control over its long-term expansion, but Zvonik has not announced a purchase agreement.

His larger ambition is to make Realm one of the most recognized gyms in the world without turning it into a standardized chain.

That creates a difficult balance.

The gym’s appeal is closely tied to its scale, local relationships, industrial building and Zvonik’s direct involvement. Those qualities have helped Realm grow to 2,500 members, but they may also make the concept difficult to reproduce.

For now, the Calgary location shows that a fitness facility can function as a daily-use business, social gathering place, equipment showroom, retail platform and event venue within the same space.

The model gives members several reasons to visit and several reasons to spend once they arrive.

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Baffin joins the Royer Group of Companies 

Simon La Rochelle, President, Royer and Mark Hubner, Managing Director, Baffin
Simon La Rochelle, President, Royer and Mark Hubner, Managing Director, Baffin

Baffin, Canada’s leading manufacturer of technically advanced footwear, has been acquired by Royer from Canada Goose Holdings Inc.

Under Royer’s ownership, Baffin will operate as Baffin Footwear Inc., preserving the Baffin brand, its leadership team, employees, customer relationships and day-to-day operations while benefiting from Royer’s long-term investment and manufacturing expertise, according to a news release.

“A Canadian factory was founded by the Hubner family in 1979 and since that time Baffin has earned an international reputation for engineering technically advanced footwear trusted everywhere from polar expeditions to industrial worksites. Together, Royer and Baffin share a commitment to Canadian craftsmanship, innovation and technical expertise, creating a strong foundation for the brand’s continued growth,” it said.

As part of the transition, founder Paul Hubner, who led Baffin for decades and helped transform it into one of Canada’s most respected footwear brands, is moving on following the completion of the transaction after more than 45 years with the company, said the release.

Mark Hubner has been appointed Managing Director of Baffin Footwear Inc. and will continue to lead the company into its next chapter alongside the existing leadership team.

“Baffin is one of Canada’s most respected footwear brands, with an incredible legacy, exceptional team and tremendous potential,” said Simon La Rochelle, President of Royer. “We believe strongly in the Baffin team and are committed to investing in the brand, preserving everything that has made it successful while supporting its continued growth for years to come.”

“Today marks the beginning of an exciting new chapter for Baffin,” said Mark Hubner. “For more than 45 years, Baffin has been built by incredible people who are passionate about designing the world’s best footwear. That doesn’t change. Our people, our values and our commitment to our customers have always been at the heart of everything we do.

“Royer shares those values and brings a long-term commitment to investing in our future while preserving everything that makes Baffin unique. Together, we’re building on a strong foundation and creating new opportunities for our employees, customers, partners and the brand.”

Baffin will continue operating as its own brand within the Royer Group of Companies, with its existing leadership team, employees and operations remaining in Stoney Creek, Ontario. The transaction includes the entire Baffin organization. Customers, retail partners, suppliers and employees can expect business to continue as usual, with no interruption to products, service or day-to-day operations.

“This is an investment in Baffin’s future,” added Hubner. “We’re proud of what we’ve built over the past 45 years, through Real-World Testing, and I am excited for the opportunity to be a steward of this great brand alongside a Canadian owner that shares our values, believes in our people and is committed to growing the next chapter of the Baffin story.”

Baffin was founded in 1979 by the Hubner family in Stoney Creek, Ontario, Baffin has spent more than four decades engineering technically advanced boots for the coldest and most demanding environments on earth. 

Royer was founded in 1934 and headquartered in Sherbrooke, Quebec, Royer is a Canadian manufacturer of technical footwear recognized for its performance, comfort, and durability, serving workers across the most diverse industrial sectors – mining, oil and gas, metallurgy, construction, and heavy industrial manufacturing.

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First T&T Supermarket in Manitoba coming to CF Polo Park in Winnipeg

CF Polo Park Rendering
CF Polo Park Rendering

Canada’s largest Asian grocery retailer T& T Supermarket is expanding into Manitoba with its first store at Winnipeg, located at CF Polo Park, Winnipeg’s premier shopping centre, which is a Cadillac Fairview property.

The new 48,000-square-foot store will be located on the lower level of the mall at 1485 Portage Avenue and is expected to open in Spring 2028.

CF Polo Park marks T&T’s third project together with Cadillac Fairview, following the successful opening at CF Fairview Mall and the recently announced store at CF Sherway Gardens in Ontario, the company said.


“We’ve finally figured it out,” said Tina Lee, CEO of T&T Supermarkets. “Winnipeg is more than a thousand kilometres away from the nearest T&T, but we’ve found a way to bring T&T’s immersive Asian food experience to the community. We’re proud to have found the perfect home at CF Polo Park, where customers can discover fresh produce, exotic fruits, trendy Asian snacks, beauty products, and beloved T&T kitchen and bakery favourites. We’re excited to once again partner with Cadillac Fairview and can’t wait to become part of the city’s vibrant food scene.”

“We are thrilled to build on our successful and growing partnership with T&T Supermarket to bring their unique retail experience to Winnipeg at CF Polo Park,” said Sal Iacono, President & CEO, Cadillac Fairview. “This opening represents a significant milestone in our commitment to evolving our properties into vibrant, multifaceted destinations, and we look forward to the energy and excitement this new store will undoubtedly bring to our guests in Manitoba.”

T&T Supermarket is Canada’s largest Asian grocery retailer, operating more than 40 stores across British Columbia, Alberta, Ontario, Quebec, Washington, and California. Founded in Vancouver in 1993, T&T is led by second-generation successor and CEO Lee. The company is headquartered in Richmond, British Columbia.

T&T Supermarket is owned by Loblaw Companies Limited, Canada’s largest food retailer. Loblaw acquired T&T in 2009, and T&T has operated as a subsidiary ever since.

CF Polo Park Rendering
CF Polo Park Rendering

Following the successful openings of its Erin Mills store in Ontario and its first California location in San Jose earlier this year, T&T has been praised by shoppers and media alike as a “cult-favourite” Canadian supermarket known for its loyal fan following, said the grocery store chain.

Recently Retail Insider reported that T&T Supermarket‘s first California store generated the highest first-week sales of any location in Loblaw Companies Limited’s history, giving the Canadian-founded Asian grocer a strong start as it expands its presence in the United States.

The approximately 55,000-square-foot supermarket opened June 18 at Westgate Center in San Jose, occupying a former Walmart space at 1600 Saratoga Avenue. It is T&T’s third U.S. store and its first outside Washington State.

During Loblaw’s second-quarter earnings call, President and Chief Executive Officer Per Bank said the San Jose supermarket set a company record during its opening week. Management also pointed to strong customer traffic and lengthy lineups as evidence of demand for the banner in California.

In a LinkedIn post, Bank said: “What has been most rewarding is seeing how enthusiastically the local community has embraced the store. Customers have welcomed T&T with open arms, and their excitement continues to inspire us every day. We’re just getting started. We can’t wait to open two more T&T stores in the U.S. this year, with Los Angeles coming soon.”

Also coming up this year in Canada is a North York store in Ontario, and Gilmore Place store in Burnaby.

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Corby to sell Lamb’s rum brand and assets for $39.2 million as it shifts focus to growth categories

Corby Spirit and Wine Ltd. photo
Corby Spirit and Wine Ltd. photo

Corby Spirit and Wine Ltd. says it has agreed to sell the Lamb’s rum brand and certain related assets for $39.2 million in a move the company says will sharpen its focus on higher-growth areas of its business.

The Toronto-based spirits, wine and ready-to-drink beverage company said it has signed a definitive agreement to sell the brand and related intellectual property, along with brand inventories at closing, to Maison des Futailles, L.P., a subsidiary of Phildan Inc., and Glen Turner Company Limited, a subsidiary of COFEPP SAS.

Under the agreement, Phildan will acquire the North American rights to the Lamb’s brand, while COFEPP will acquire rights to the brand outside North America.

Corby said the transaction is intended to concentrate its resources on priority growth platforms, including ready-to-drink beverages and premium spirits, while freeing capital for higher-return opportunities. The company also said the sale will simplify its portfolio and support its long-term growth, profitability and shareholder value objectives.

Florence Tresarrieu
Florence Tresarrieu

“The sale of Lamb’s is a disciplined portfolio management decision that supports Corby’s long-term strategy,” said Florence Tresarrieu, president and chief executive officer of Corby. “It allows us to further focus our resources on higher-priority categories, strengthen our financial position, and continue investing behind the brands and innovations that will drive Corby’s next chapter of growth.”

Corby said it and its affiliated companies will continue to provide transition support related to production and distribution of the brand for a period following the closing of the transaction.

The company’s board of directors has approved the sale.

For the buyers, the acquisition expands their ownership of the Lamb’s brand across different geographic markets.

Corby Spirit and Wine Ltd. photo
Corby Spirit and Wine Ltd. photo

“Lamb’s is one of Canada’s most recognized rum brands, and we’re proud to welcome it into the Dandurand Group family. This acquisition strengthens our brand portfolio, expands our presence in the spirits category and reflects our long-term commitment to investing in brands with strong consumer recognition and significant growth potential,” said Hugues Gauthier, president of Phildan.

COFEPP, through its subsidiary Glen Turner Company Limited, will assume ownership of the brand outside North America.

“Lamb’s is a well-established brand in the United Kingdom that complements our existing portfolio and strategic objectives. We are excited about the opportunities ahead and committed to supporting the brand’s continued success, and building the next chapter of its long history,” said Christophe Pichambert, international director, La Martiniquaise-Bardinet.

Corby is a Toronto-based manufacturer, marketer and distributor of spirits, wines and ready-to-drink beverages. Its portfolio includes owned brands such as J.P. Wiser’s, Lot 40, Pike Creek, Polar Ice, McGuinness, Cottage Springs, Nude and Foreign Affair, while it also represents a range of international spirits, wines and ready-to-drink products in Canada through commercial affiliations.

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Yoto Expands Into 90 Indigo Stores Following Strong Canadian Growth

Indigo Manulife Centre (Image: Dustin Fuhs)

Children’s audio platform Yoto has made its largest Canadian retail expansion to date through a new partnership with Indigo, bringing its screen-free audio players, cards and accessories to 90 stores across the country.

Karen Zakeri, Country Manager for Yoto Canada

The products launched August 5 in Indigo’s Kids departments and on Indigo.ca. Dedicated branded displays have been introduced in stores to help families explore Yoto’s card-based audio system, which gives children control over the stories, music and other content they hear.

The rollout marks Yoto’s first major national retail partnership in Canada after approximately four and a half years of building its direct-to-consumer business in the market.

Karen Zakeri, Country Manager for Yoto Canada, said the company waited until its Canadian operations, content library and fulfilment capabilities were ready to support expansion on a national scale.

“Canada has always been a key market for us. Yoto fans here have been some of our most loyal from day one,” she said. “But we wanted to earn this moment rather than rush it.”

Canadian Growth Drives National Retail Expansion

The Indigo partnership follows a period of considerable Canadian growth for Yoto. According to the company, Canada was its largest growth market globally last year, recording a 50 per cent year-over-year increase.

Much of that growth occurred without a major national bricks-and-mortar presence. Yoto had concentrated on its direct-to-consumer channel, supported by Amazon, paid media, word of mouth and a smaller network of independent retailers.

Zakeri said the strength of demand, despite limited physical availability, showed that the Canadian market was ready for a broader rollout.

“When organic demand outpaces your physical availability at that rate, it’s a clear signal the market is ready for you to show up in a bigger way,” she said. “Indigo allows us to meet that demand where families already are.”

Founded by Ben Drury and Filip Denker in 2017, Yoto offers two principal devices: the Yoto Player and the portable Yoto Mini. Children choose what to hear by inserting physical audio cards into the players, without navigating a conventional phone or tablet interface.

Yoto’s catalogue includes more than 1,200 stories, songs, activities and other audio experiences. The platform carries original programming and licensed or co-created content from publishers, music companies and entertainment brands. Its players have no cameras, microphones or advertising.

Building the Canadian Business Before Scaling

Yoto developed its Canadian business gradually, focusing first on the operational foundation needed to serve customers reliably.

Before entering a national retail partnership, the company wanted to ensure its distribution, fulfilment and content offering were properly established for Canada. Zakeri said Yoto did not want to copy the approach used in its more mature markets without considering the needs of Canadian families.

“This launch with Indigo represents the moment all of that came together,” she said. “It’s not the start of our Canadian strategy, but it’s proof that now, the foundation is right, and we can build on it with confidence.”

Physical retail adds another route to market for a company that will continue to place considerable importance on direct sales.

Yoto’s own platform allows the company to maintain relationships with customers, observe purchasing patterns and respond quickly to feedback. Indigo gives the brand exposure to families who may be unfamiliar with the system or who want to handle a player and understand how its cards work before purchasing.

“DTC and retail aren’t competing channels for us. They’re complementary,” Zakeri said. “DTC lets us build direct relationships and respond quickly to what families want; retail like Indigo lets us put the product in front of new families who may not have discovered us yet, in a setting where they can see, touch and experience it in person.”

That physical interaction is particularly relevant for a product built around an ecosystem of players, audio cards and accessories. The Indigo partnership puts Yoto in front of parents who are already browsing children’s books, educational products and gifts.

Photo: Yoto

Why Indigo Was Selected

Yoto selected Indigo because of the retailer’s national reach and longstanding association with books, storytelling and discovery.

“Indigo isn’t just a retailer to Canadian families; it’s a cultural institution,” Zakeri said. “It’s where parents already go to build a love of reading and discovery in their kids, from picture books to gifts to experiences.”

Yoto extends that connection with storytelling into audio. Its card-based format allows children to select and control their own stories, music and learning content independently.

Nicole Savo, Kids Senior Category Manager at Indigo, said the product aligned with the retailer’s focus on encouraging a lasting interest in reading and learning.

“At Indigo, everything we do is rooted in inspiring a lifelong love of reading and learning,” she said. “We’re thrilled to bring Yoto to our customers because they share that same belief—that stories have the power to spark imagination, creativity and connection.”

Savo said Yoto also gives families a way to keep children engaged with stories without relying on a conventional screen, whether they are at home, travelling or spending time outdoors.

The products are available through Indigo’s Kids departments in 90 stores nationwide and through the retailer’s website.

Dedicated Displays and a Larger Holiday Presence

Yoto has been introduced through dedicated branded displays within Indigo’s existing Kids sections.

The approach places the products alongside categories associated with children’s reading, learning and imaginative play, while giving Yoto a clear visual identity within the department. The displays are intended to help shoppers understand the players and browse the card library.

Zakeri said Yoto would appear more prominently within the Indigo ecosystem during the holiday season, although the companies have not yet disclosed details of the planned activity.

The holiday period is likely to be an important test of how the brand performs in a national retail setting, particularly among shoppers encountering Yoto for the first time while looking for children’s gifts.

The Yoto Mini and travel-oriented content have already generated strong interest among Canadian customers, according to Zakeri. She said families are using the portable player during cottage weekends, road trips and flights.

Yoto is also seeing demand for recognizable entertainment properties and music tied to current cultural interests, including Disney and K-pop. Other areas of interest include original stories, music discovery and audio developed for bedtime or focus routines.

Make Your Own cards have consistently ranked among the company’s bestselling products, Zakeri added. Families can use the cards to add their own recordings or audio, including stories, music and personal messages.

Demand for Tactile, Screen-Free Experiences

Yoto’s retail expansion comes as some parents reconsider the role of phones and tablets in children’s entertainment.

Zakeri said the company is seeing several consumer trends converge, including concern about unstructured screen time, interest in child-led play and renewed enthusiasm for tactile products that children can hold and collect.

Yoto’s physical cards allow children to browse and choose content without opening an app or navigating an illuminated screen. Once audio has been downloaded, Wi-Fi is not required for regular listening, according to the company.

Zakeri compared the interest in tangible children’s products with the resurgence of vinyl records and board games. In each case, the physical format becomes part of how consumers discover, organize and interact with the content.

For Yoto, the combination of physical cards and digital audio also creates opportunities for repeat purchases. Families can expand their libraries over time through individual titles, collections and user-created cards.

The system therefore sits across several retail categories, including children’s books, toys, consumer electronics, licensed entertainment and gifts. Indigo’s Kids departments give the company a setting where those categories already overlap.

Canadian Authors and French-Language Content

As its distribution expands, Yoto is also working to make its content and marketing more specific to the Canadian market.

The company ran a dedicated Canada Day campaign for the first time in 2026, highlighting Canadian content and interests. It has partnered with Canadian parent communities and is exploring collaborations with domestic brands.

Content localization will be another priority. Yoto is pursuing work involving Canadian authors and examining opportunities to expand its Quebec French-language library.

“We want Yoto to feel like it was made for Canadian families,” Zakeri said.

The company is also preparing to launch a partnership with a major Canadian author during the holiday season. Yoto has not yet identified the author or disclosed details of the project.

The French-language opportunity could help the brand reach more families in Quebec and other bilingual markets. It also supports Yoto’s goal of building a Canadian offering informed by local customer demand.

Further Retail Partnerships Planned

Indigo is Yoto’s first major Canadian retail partner, though the company plans to continue broadening its physical distribution.

Zakeri said Yoto would pursue retailers whose values and customer base align with the brand. She did not identify prospective partners or provide a timeline for additional announcements.

Over the next 12 to 24 months, Yoto’s Canadian strategy will centre on expanding its business-to-business retail network, developing partnerships with Canadian brands and communities, and using customer feedback to guide product and content decisions.

Those priorities could lead to a deeper French-language catalogue, further Canadian author collaborations and content connected to emerging cultural interests.

“Canadian families grew this business on trust,” Zakeri said. “Our responsibility now is to honour that as we scale into what comes next.”

The Indigo rollout gives Yoto a national physical platform after Canadian consumers had already demonstrated demand through online purchases and recommendations within parent communities. It also provides a foundation for the company’s next stage of growth, connecting wider retail availability with a more localized Canadian content strategy.

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Restaurant Brands International reports Q2 results as system-wide sales reach US $12.7 billion

Tim Hortons photo
Tim Hortons photo

Restaurant Brands International Inc. today reported financial results for the second quarter ended June 30, 2026, with consolidated system-wide sales growth of 6.4% year-over-year, including 10.7% in International. System-wide sales reached US$12.7 billion in the quarter.

It said comparable sales accelerated to 3.8%, including 8.5% at Burger King US and 5.5% at International. RBI returned $435 million of capital to shareholders via dividends and share repurchases.

And it said it remains on track for 8% organic Adjusted Operating Income growth in 2026.

Josh Kobza, Chief Executive Officer of RBI commented, “We built on our strong start to 2026 with another quarter of over 3% global comparable sales and double-digit earnings growth, led by Burger King’s standout performance and continued strength at International. These results show the benefits of our diversified portfolio and that the strategy we outlined at Investor Day is working. Burger King’s performance is a great example of what’s possible when you invest in the fundamentals and execute well – an approach we’re applying across all of our brands.”

Restaurant Brands International Inc. is one of the world’s largest quick service restaurant companies with nearly $49 billion in annual system-wide sales and over 33,000 restaurants in more than 120 countries and territories. RBI owns four of the world’s most prominent and iconic quick service restaurant brands – Tim Hortons, Burger King, Popeyes and Firehouse Subs.

RBI’s principal executive offices are in Miami, Florida. In North America, RBI’s brands are headquartered in their home markets where they were founded decades ago: Canada for Tim Hortons and the U.S. for Burger King, Popeyes and Firehouse Subs.

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McDonald’s Canada Beverage Platform Shows Early Success

Image: McDonalds Canada

McDonald’s says its new specialty beverage platform is performing at or above expectations in Canada, giving the restaurant giant early evidence that an expanded cold-drink menu can generate customer visits beyond its traditional meal periods.

Canada is one of the first major markets participating in the rollout, alongside the United States and Germany. Australia introduced the platform in July, with additional countries expected to follow as McDonald’s develops beverages into what it believes can become a long-term global growth platform.

The strategy reaches well beyond adding new drinks to the menu.

Executives said during McDonald’s second-quarter earnings call this week that the strongest early results have come during the afternoon, when restaurants typically have excess capacity. More than half of the beverage traffic across the initial launch markets has been occurring after lunch, creating new customer occasions rather than simply shifting existing demand. Customers are also adding food to many beverage purchases, producing average cheques approximately 50 per cent higher than McDonald’s full-day average.

McDonald’s did not disclose Canada-specific sales, traffic or average-cheque figures. The company said results from Canada and the other initial markets were consistently meeting or exceeding expectations.

Canada Becomes an Early Launch Market

McDonald’s Canada introduced its permanent beverage lineup nationally in May, adding Crafted Sodas, Refreshers and Cloud Iced Coffees at participating restaurants across the country.

The menu includes Crafted Sodas such as Sprite Berry Bliss, Orange Dream and Creamy Strawberry Coke, alongside fruit-based Refreshers and a range of Cloud Iced Coffees topped with cold foam.

The drinks are considerably more elaborate than the fountain beverages and traditional iced coffees long associated with McDonald’s. Cold foam, fruit garnishes, popping pearls and layered flavours move the chain into territory more commonly occupied by coffee shops, bubble tea operators and specialty beverage concepts.

Importantly, McDonald’s is pursuing that opportunity through its existing restaurants, drive-thrus and digital ecosystem rather than introducing a separate store format.

Canada’s menu also demonstrates how the company intends to scale the platform globally. While the overall beverage architecture is shared across markets, flavours and product combinations can be adapted to local tastes, allowing McDonald’s to balance global consistency with regional preferences.

Creating a New Afternoon Occasion

The most significant insight from the earnings call was not which drinks customers are ordering, but when they are buying them.

Afternoon traffic has long represented an opportunity for quick-service restaurant operators because restaurants typically have available capacity between the lunch and dinner rushes. Every additional beverage visit during those hours improves utilization without requiring another restaurant or additional dining space.

McDonald’s believes beverages can become a destination in their own right.

Management said customers frequently add food to their beverage purchases, increasing average order values while creating incremental visits that may not otherwise have occurred.

The company developed the broader strategy through testing in parts of the United States, where it evaluated customer demand, restaurant equipment, employee training and operational execution before expanding into Canada and other international markets.

Executives now view beverages as a platform capable of supporting multiple years of growth through new flavours, seasonal offerings, loyalty promotions and future product innovation.

That represents a different approach from the limited-time entertainment collaborations that have become common across the restaurant industry.

Chief Executive Officer Chris Kempczinski told analysts that McDonald’s must be careful not to rely too heavily on what he described as “borrowed equity” such as movies, sporting events or celebrity partnerships. While those campaigns can generate significant short-term attention, permanent menu platforms provide a stronger foundation for recurring customer visits and sustainable growth.

Competition Extends Beyond Traditional Quick Service

McDonald’s is expanding into one of the most competitive segments of Canada’s restaurant industry.

Tim Hortons has recently broadened its own cold beverage lineup with Sparkling Quenchers, Protein Quenchers and flavoured iced beverages, while Starbucks, bubble tea chains, convenience stores and specialty beverage operators continue investing heavily in the category.

McDonald’s has chosen to compete through visually distinctive drinks featuring cold foam, fruit garnishes and colourful flavour combinations designed to appeal to younger consumers and social media sharing.

The company also benefits from advantages many competitors cannot match, including one of Canada’s largest restaurant networks, an extensive drive-thru system and direct access to millions of customers through its mobile app and loyalty platform.

The objective is straightforward: encourage consumers to think about McDonald’s when they want an afternoon drink, even if they are not initially planning to purchase a meal.

Balancing Value and Premiumization

The beverage strategy also illustrates how McDonald’s is attempting to balance affordability with higher-value purchases.

The company brought back Summer Drink Days alongside the beverage launch while continuing its broader value initiatives, including $1 small McCafé coffee and $5 McValue Meals.

Those promotions reinforce McDonald’s value credentials while allowing Crafted Sodas, Refreshers and Cloud Iced Coffees to occupy a more premium position within the menu.

The approach reflects current consumer behaviour. Many customers remain highly price-conscious on everyday purchases while continuing to spend selectively on products they perceive as distinctive, convenient or indulgent.

McDonald’s is attempting to capture both ends of that spectrum within a single restaurant visit.

Execution Will Determine Long-Term Success

The earnings call also highlighted the principal risk facing the strategy.

McDonald’s acknowledged that U.S. restaurant teams became overwhelmed during the second quarter after several major initiatives, including value menu changes, digital promotions, the beverage rollout and FIFA marketing, were introduced within a relatively short period. The result was slower service and lower customer satisfaction.

Management has already begun simplifying restaurant operations and reducing non-customer-facing activities to allow employees to focus more closely on speed, hospitality and food quality.

“If it looks great on paper, but you can’t execute it, it doesn’t matter,” Kempczinski told analysts.

The company did not identify comparable issues in Canada. Even so, the U.S. experience illustrates the operational challenge associated with introducing products requiring additional preparation steps into a system built around speed and consistency.

Canadian restaurant teams now prepare beverages using syrups, cold foam, fruit toppings and multiple product builds while continuing to deliver McDonald’s core menu efficiently.

Execution is particularly important in Canada because approximately 92 per cent of the country’s 1,520 McDonald’s restaurants are operated by franchisees. Consistency across hundreds of independently operated restaurants will ultimately determine whether the platform can achieve the scale the company envisions.

Part of McDonald’s Next

The beverage rollout is one of the earliest public examples of McDonald’s Next, the company’s new global growth strategy that will be presented in greater detail during its September Investor Day.

The strategy focuses on improving food quality, strengthening customer engagement, simplifying restaurant operations and enhancing hospitality while identifying productivity improvements that can help fund future investment.

McDonald’s also plans to launch what it describes as the largest training initiative in its history on October 5, providing instruction centred on taste, quality and hospitality to more than two million restaurant crew members, company employees and supplier partners.

Taken together, those initiatives reflect a broader shift in strategy. Rather than relying primarily on periodic promotional campaigns, McDonald’s is investing in permanent platforms that it believes can generate recurring customer visits over many years.

Financial Results

McDonald’s reported global comparable sales growth of 1.3 per cent during the second quarter.

Comparable sales increased by 0.8 per cent in the United States, while International Operated Markets, which include Canada, recorded growth of 1.5 per cent. International Developmental Licensed Markets increased 1.9 per cent.

Systemwide sales grew four per cent in constant currencies, and McDonald’s generated more than US$4 billion in restaurant margins during the quarter.

The company continues to plan approximately 2,600 gross restaurant openings globally this year but now expects to reach 50,000 restaurants in 2028, one year later than previously anticipated, reflecting higher development costs and a more challenging consumer environment.

McDonald’s did not disclose a Canadian restaurant-opening target.

Canada’s early beverage results are likely to play an important role in determining how quickly the company expands the platform across additional international markets. If the early performance continues, beverages could become one of McDonald’s most significant growth opportunities outside its traditional breakfast, lunch and dinner business.

More from Retail Insider:

Neighbourly Pharmacy continues to grow, acquiring 7 more pharmacies

Neighbourhood Pharmacy Association of Canada photo
Neighbourhood Pharmacy Association of Canada photo

Neighbourly Pharmacy Inc., Canada’s largest and fastest-growing network of independent pharmacies, says it recently acquired seven additional pharmacies across the Prairies and Central Canada in multiple transactions, bringing its national footprint to 332 pharmacies and further expanding access to essential community healthcare.

“Independent pharmacies play an essential role in the health of the communities they serve, and we’re honoured that more pharmacy owners continue to choose Neighbourly as their long-term partner,” said Skip Bourdo, Chief Executive Officer of Neighbourly.

Skip Bourdo
Skip Bourdo

“These acquisitions reflect our commitment to supporting local healthcare providers, investing in the communities we serve, and ensuring patients continue to have access to trusted care close to home. We look forward to welcoming these pharmacy teams to Neighbourly and building on the strong foundations that they have already established.”

Neighbourly says it is Canada’s largest and fastest-growing network of community pharmacies.

“United by a patient-first focus and their role as essential, trusted healthcare hubs, Neighbourly pharmacies deliver accessible care with a personal touch,” says the company which has been around since 2015.

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Shopify Q2 results indicate a “monster quarter”

Photo: Shopify
Photo: Shopify

Shopify announced Wednesday financial results for the quarter ended June 30, 2026. Shopify said it achieved 34% revenue growth (33% in constant currency) and 18% free cash flow margins.

“This was a monster quarter: more than 30% growth in GMV (Gross Merchandise Volume) and revenue and gross profit and free cash flow,” said Harley Finkelstein, President of Shopify. “We power every kind of business, and with AI, we’re expanding what’s possible for all of them. No one else comes close.”

GMV was $115.6 billion, the fifth straight quarter of more than 30% growth. Revenue increased 34% year over year to $3.58 billion.

Shopify provides essential internet infrastructure for commerce. Millions of businesses in 175+ countries use Shopify—from entrepreneurs to brands like Aldo, BarkBox, Carrier, Meta, SKIMS, Supreme, and Vuori.

“GMV growth accelerated on top of last year’s already strong Q2 with solid results across all merchant sizes, channels, and geographies. Alongside this momentum, we continue to drive operating leverage, which flowed through to 18% free cash flow margins. Broad-based, consistent, and compounding growth with financial discipline; that’s exactly the model that we’ve been building,” said Jeff Hoffmeister, Chief Financial Officer.

The company said AI is becoming a major driver of merchant growth and the company’s own productivity.

For the third quarter of 2026, Shopify said it expects:

  • Revenue to grow at a low-thirties percentage rate on a year-over-year basis;
  • Gross profit dollars to grow at a mid-to-high twenties percentage rate on a year-over-year basis;
  • Operating expenses as a percentage of revenue to be 33% to 34%;
  • Stock-based compensation to be $150 million; and
  • Free cash flow margin to be in the high-teens to low-twenties.

More from Retail Insider:

Shopify delivers again as merchants clear $100 billion in Q1 GMV

Daily Synopsis: Aug 5, 2026

Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 11 articles we published covering key developments in Canadian retail.

Sleep Country expanded its portfolio through acquiring Sleep Number, boosting its North American presence with 600 U.S. stores and enhancing its omnichannel retail strategy. Fendi opened its only independent Canadian boutique at Vancouver’s Oakridge Park, marking a significant return to the market with luxury offerings. Goodfood filed for CCAA protection to restructure and simplify operations under new CEO Najib Maalouf while maintaining service continuity.

Wayfair’s results highlight contrasting furniture market trends with a U.S. recovery contrasting subdued Canadian demand amid economic pressures. Retail Insider also published that Australian beef imports may sustain Canadian consumer demand as local prices remain high, and May retail sales data signals retail gains driven by fuel rather than discretionary spending.

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