Sales at greenhouse, nursery, field-grown cut flower and sod operations increased 7.5% to $6.5 billion in 2025, marking a fifth consecutive annual increase, according to a recent Statistics Canada report.
Greenhouse growers accounted for just over four-fifths (84.4%) of total sales in 2025 at $5.5 billion, driven by increased production of greenhouse fruits and vegetables and by higher prices, said the federal agency.
Tomatoes were the top greenhouse crop by sales in 2025, up 4.5% year over year to 334.7 million kilograms. Although cucumber production was higher (+5.2% to 384.1 million kilograms), tomatoes accounted for a slightly larger share of sales (19.4% versus 18.8%), it said.
“Total greenhouse area increased by 1.4% to 35.9 million square metres in 2025. Ontario accounted for just under two-thirds (64.9%) of total greenhouse area nationally in 2025, followed by British Columbia (17.4%) and Quebec (10.4%),” explained Statistics Canada.
“Greenhouse harvested area dedicated to strawberry production grew at the fastest pace in 2025, rising 45.5% to 1.2 million square metres. Harvested area dedicated to lettuce (+8.1% to 414.1 thousand square metres), fine herbs (+11.2% to 200.6 thousand square metres) and Chinese vegetables (+23.0% to 114.0 thousand square metres) were also up significantly.”
Tomatoes and cucumbers were the leading greenhouse export commodities from Canada to the United States in 2025, said Statistics Canada.
In 2025, cucumber exports increased 12.7% to 290.0 million kilograms and tomato exports rose 0.5% to 231.7 million kilograms. The United States remained Canada’s primary export market, accounting for approximately 99% of Canada’s greenhouse export market, it noted.
Vitaly Gariev photo
“In 2025, sales of potted plants increased 8.9% to $1.5 billion, driven by a 3.9% rise in production to 269.1 million pots. Cut flower sales increased 9.8% year over year to $252.7 million,” said Statistics Canada.
“Canada’s total nursery area decreased 2.4% to 37.2 thousand acres in 2025, largely driven by declines in Ontario (-5.3%), Alberta (-1.5%) and British Columbia (-0.9%). In contrast, increases were reported in Quebec (+4.6%), New Brunswick (+3.2%) and Nova Scotia (+1.7%).
“Despite the reduction in area, nursery sales rose 1.8% to $852.7 million. Canada’s total sod area edged up 0.1% to 50.9 thousand acres in 2025 while sales rose 2.1% to $164.8 million.”
StatsCan said Canada’s total greenhouse operating expenses increased 4.3% to $4.2 billion in 2025 on higher input and production costs. Plant material costs rose 16.3% to $759.5 million and gross yearly payroll increased 2.6% to $1.2 billion.
Electricity costs rose by over one-fifth (21.2%) year over year to $181.9 million in 2025, while other fuels (+12.2%) and heating oil (+11.0%) costs were up by over one-tenth. Natural gas costs rose 4.7% to $265.4 million.
In the nursery sector, total operating expenses edged up 0.5% to $721.1 million. In contrast, operating expenses in the sod sector fell 3.3% to $130.6 million.
A new industry event examining the evolving dynamics of Canada’s retail sector is set to take place in Toronto this spring. The conference, organized by Insolvency Insider, will bring together executives, lenders, advisors, and restructuring professionals for a focused morning of discussion.
The Canadian retail in transition conference will be held on May 8, 2026 at the offices of PwC Canada at 18 York Street. The half-day event is positioned as a practical and candid forum to examine the forces reshaping retail in Canada, from insolvencies and restructuring activity to broader structural changes across the sector.
A Sector Under Pressure and Transformation
Canadian retail continues to navigate a period of significant disruption. While some formats remain resilient, others face mounting pressure driven by shifting consumer behaviour, supply chain volatility, tariffs, and the continued rise of e-commerce.
The conference agenda reflects these realities, beginning with a panel focused on the changing face of Canadian retail. Industry insiders will examine which segments are performing, where weaknesses are emerging, and how operators and stakeholders can interpret current market signals.
Subsequent discussions will explore operational turnaround strategies, including store footprint optimization, vendor relationships, and liquidity management. These topics have become increasingly relevant as more retailers look to stabilize performance without entering formal insolvency proceedings.
Craig Patterson to Share Frontline Perspective
The morning will include a fireside chat titled “The Retail Insider View,” featuring Craig Patterson, Founder and Editor-in-Chief of Retail Insider. Drawing on extensive coverage of the sector, Patterson will examine recent retail insolvencies in Canada, identifying warning signs, structural challenges, and emerging patterns across cases.
The discussion is expected to provide insight into both high-profile failures and less visible pressures affecting retailers across the country. It will also explore how broader economic and competitive forces are influencing outcomes.
From Turnaround to Formal Proceedings
Later sessions will shift toward the mechanics of formal restructuring processes. Panels will examine how insolvency proceedings unfold in practice, including the role of monitors, debtor-in-possession financing, creditor dynamics, and landlord considerations.
As retail restructurings become more complex, particularly in cross-border contexts, the conference will also address valuation challenges, intellectual property considerations, and the evolving landscape for buyers and investors.
Bringing Together Key Industry Stakeholders
The event is designed for a wide range of participants, including retail executives, lenders, real estate professionals, and advisors working directly within the sector.
Confirmed speakers include senior professionals from PwC, Stikeman Elliott, Torys, Tiger Group, and FAAN Advisors, reflecting the multidisciplinary nature of retail restructuring today.
Attendance is complimentary for many industry participants, including retailers, landlords, and investors, while restructuring professionals and advisors can attend for a fee.
With limited capacity and a focused half-day format, the conference aims to deliver high-value insights and meaningful networking opportunities for those actively engaged in Canada’s retail landscape.
Kehoe traces his career back to 1975, beginning in marketing roles at Southcentre Mall before moving into management and leasing with major developers. He describes the 1980s as a period of rapid expansion in Alberta’s shopping centre sector, followed by a pivotal shift in the mid-1990s when institutional investors, including pension funds and REITs, transformed ownership structures. According to Kehoe, the industry is now seeing a partial return to entrepreneurial ownership as institutions divest non-core assets.
A major theme in Kehoe’s outlook is the constant evolution of shopping centres. He notes that while malls have become more standardized with national and international brands, there is growing pressure to differentiate through local tenants and unique experiences. He points to the rise of non-traditional uses—such as fitness, healthcare, and recreational amenities—as evidence of how landlords are repurposing space to match changing consumer behaviour.
Despite the growth of e-commerce, Kehoe emphasizes the resilience of brick-and-mortar retail. He views physical stores as a critical component of an omnichannel strategy, offering tactile and social experiences that online platforms cannot replicate. At the same time, he acknowledges that technology, including AI, is accelerating change across the sector.
Kehoe also addresses challenges in downtown retail, particularly around public safety and shifting traffic patterns, but remains optimistic about long-term recovery driven by urban revitalization efforts.
Throughout the conversation, he underscores that commercial real estate remains fundamentally a relationship-driven business, where in-person interaction, market insight, and trust continue to be essential for success.
Retail Insider’s latest articles are listed below, followed by Canadian Retail News From Around the Web. Lululemon names Heidi O’Neill as CEO to lead global growth and product innovation amid flat North American sales. Danier is expanding with a new boutique-style store concept to attract younger shoppers in Calgary and Mississauga. Meanwhile, METRO reports strong Q2 sales growth driven by its discount and pharmacy businesses despite supply challenges. These developments highlight strategic leadership shifts and retail expansion efforts to navigate evolving market demands.
Vancouver-based Lululemon Athletica Inc. has confirmed the appointment of Heidi O’Neill as its next Chief Executive Officer, marking a significant leadership transition as the company looks to reposition itself for its next phase of global growth.
The appointment, announced on April 22, 2026, follows a four-month executive search that began after the departure of former CEO Calvin McDonald. O’Neill will officially assume the role on September 8, 2026, and will also join the company’s Board of Directors. She will be based at Lululemon’s Vancouver headquarters.
In the interim, leadership responsibilities will remain with co-CEOs Meghan Frank and André Maestrini, with Frank continuing to oversee efforts tied to product assortment and brand positioning.
Veteran Nike Executive Brings Global Scale Experience
O’Neill joins Lululemon following more than 25 years at Nike Inc., where she most recently served as President of Consumer, Product, and Brand. During her tenure, she played a central role in scaling Nike’s global business from approximately $9 billion to more than $45 billion in revenue.
Her experience spans product innovation, digital transformation, and direct-to-consumer strategy. She also led Nike’s women’s division for several years, an area of particular relevance as Lululemon seeks to strengthen engagement with its core female customer base.
Earlier in her career, O’Neill held marketing roles with the Dockers brand under Levi Strauss & Co..
Heidi O’Neill
Strategic Priorities Focus on Product and Global Growth
Lululemon’s board has positioned O’Neill as a leader capable of driving “disruptive change and growth at scale,” with a focus on revitalizing product innovation and accelerating international expansion.
In a statement, O’Neill said she intends to “accelerate product breakthroughs, deepen the brand’s cultural relevance, and unlock growth in markets around the world.”
Immediate priorities are expected to include addressing consumer feedback around product newness and assortment, particularly in core categories where competitors have gained traction. At the same time, the company continues to expand internationally, including recent e-commerce developments in Mexico and ongoing growth in China.
The company is also advancing its North American growth strategy beyond its core markets. Earlier this week, Lululemon launched a dedicated e-commerce platform in Mexico and confirmed plans to open eight stores in the country in 2026, positioning the market as a key expansion opportunity. By year-end, the company expects to operate more than 30 stores in Mexico, reflecting a broader push to build an integrated omnichannel presence in the region.
The expansion aligns with O’Neill’s experience in scaling global markets and integrating digital and physical retail channels, capabilities that are expected to be central to Lululemon’s next phase of growth.
Photos: Lululemon
Leadership Change Comes Amid Performance Pressures
The leadership transition comes at a pivotal moment for Lululemon. The company has reported multiple quarters of flat or declining comparable sales in the Americas, alongside elevated inventory levels that have raised concerns about discounting and brand positioning.
At the same time, international markets have emerged as a growth engine, with China delivering strong performance. O’Neill’s experience with global operations is seen as an asset as Lululemon looks to balance regional challenges with international opportunities.
Chip Wilson
Founder Tensions Add Complexity to Transition
The appointment also unfolds against the backdrop of ongoing public criticism from founder Chip Wilson, who remains the company’s largest individual shareholder.
Wilson has recently voiced concerns about the company’s direction, arguing that Lululemon has lost its creative edge and cautioning against leadership approaches that prioritize operational efficiency over product innovation. He has also publicly questioned the board’s strategy and its ability to support long-term brand vision.
These tensions are expected to form part of the broader narrative as O’Neill steps into the role, particularly as she brings a large-scale corporate background that differs from Wilson’s entrepreneurial approach.
A Defining Moment for the Brand’s Next Chapter
The appointment of O’Neill signals a strategic shift as Lululemon positions itself as a global athletic brand with expanded reach beyond its origins in yoga apparel.
For Lululemon, the leadership change represents both an opportunity and a test. The company is seeking to reinvigorate product innovation, strengthen its connection with consumers, and navigate a competitive and evolving athleisure market.
As O’Neill prepares to take the helm, the effectiveness of her strategy will likely shape the brand’s trajectory in both North America and international markets in the years ahead.
Reitmans Takes Centre Court (CNW Group/Reitmans (Canada) Ltd)
Canadian apparel retailer Reitmans has announced a partnership with the Toronto Tempo, marking a notable intersection of retail, sport, and cultural momentum as Canada prepares to welcome its first Women’s National Basketball Association franchise.
The Reitmans Toronto Tempo partnership positions the brand as presenting sponsor of the team’s dance crew, The Rhythm Section, as part of a broader effort to engage with audiences through sport and lifestyle activation. The collaboration arrives as Reitmans celebrates its 100th anniversary in 2026, aligning a legacy Canadian retailer with a new chapter in women’s professional sports in the country.
A Strategic Cultural Alignment for a Centennial Brand
The partnership reflects a strategic evolution for Reitmans, which is seeking to connect its longstanding presence in Canadian retail with emerging cultural platforms. The brand’s centennial campaign, “A Century Is Just the Beginning,” underscores this transition toward a more contemporary positioning that emphasizes relevance and engagement.
“Celebrating our 100th anniversary by joining the Tempo’s inaugural season feels like a defining moment for Reitmans,” said Isabelle Bonin, Vice President of Marketing. “We’ve supported Canadian women for generations, and today we’re showing up where women are shaping culture – not just following it. This partnership is about confidence, energy, and self-expression–on and off the court.”
From a retail perspective, the Reitmans Toronto Tempo partnership signals a continued shift toward experiential branding. By integrating into live sports environments and fan engagement moments, the company is expanding beyond traditional merchandising into lifestyle-driven marketing.
Hyba Brand Takes Centre Stage with Custom Uniforms
At the core of the collaboration is Reitmans’ activewear label, Hyba, which will design custom uniforms for The Rhythm Section. Created at the brand’s Montreal headquarters, the apparel is intended to combine performance functionality with a modern aesthetic inspired by the energy of the team.
The initiative reflects broader trends in retail where private labels and in-house brands are leveraged to drive differentiation. By placing Hyba within a high-visibility sports platform, Reitmans is effectively positioning the label within a performance and lifestyle context that resonates with younger consumers.
In addition, the retailer will provide curated styling experiences for the team’s front office staff, extending the partnership beyond on-court activation into corporate and professional environments tied to the franchise.
REITMANS’ CF CARREFOUR LAVAL SHOP PHOTO: REITMANS
Toronto Tempo Builds Momentum with Founding Partnerships
For the Toronto Tempo, the collaboration adds to a growing roster of corporate partners as the team prepares for its inaugural 2026 season.
“The Tempo is setting the tone for a bold new era of women’s sport in Canada, and we’re intentional about choosing partners who share that vision,” said Lisa Ferkul, Chief Revenue Officer, Toronto Tempo. “Reitmans has supported the diverse lives of Canadian women for a century, and we’re thrilled to have this Canadian icon help write this first chapter of our team’s story.”
The team, owned by Kilmer Sports Ventures, represents a milestone for Canadian sports as the first WNBA franchise outside the United States. The arrival of the Tempo reflects increasing investment in women’s professional sports and growing demand for live sports experiences in Canada.
Fans will see the partnership activated through multiple touchpoints, including an in-arena Reitmans-sponsored Game Day on June 7 at Coca-Cola Coliseum, where the Tempo will face the Chicago Sky.
The Rhythm Section presented by Hyba x Reitmans will appear at every home game, while additional activations will extend into digital and social channels. These integrations are designed to deepen brand engagement and create ongoing visibility throughout the seaso
If product is the foundation of luxury retail, and store execution is the proof, then staff are the heartbeat.
Luxury retail does not work because of marble floors, curated lighting, or carefully edited assortments. It works because of human connection. The associate standing in front of the client determines whether the brand feels aspirational or transactional.
To understand how luxury retail actually works, we have to examine Luxury Retail Staff Strategy.
Douglas Mandel, former VP of Dior who led Canada and a veteran global luxury executive, makes a direct point. “You can’t build a client-centric brand without first building an employee-centric culture”.
For Canadian retailers navigating rising labor costs, digital disruption, and evolving client expectations, that statement is more than philosophical. It is operational.
The Client Experience Mirrors the Employee Experience
In luxury, the sales associate is not simply an employee. They are the frontline brand storyteller.
“They’re the ones translating product into emotion, and interaction into loyalty,” Mandel says.
Luxury brands often invest heavily in store design, visual merchandising, and marketing campaigns. Yet underinvestment in team development remains common. Training becomes rushed. Coaching becomes reactive. Feedback becomes transactional.
Douglas Mandel
The result is predictable. Service quality plateaus.
“The client experience will never exceed the employee experience,” Mandel argues.
Luxury Retail Staff Strategy begins with culture. Respect shown internally transfers externally. When associates feel empowered, supported, and educated, that confidence translates into poise on the floor.
For Canadian luxury retailers competing in increasingly sophisticated urban markets, empowerment is not a soft concept. It is a competitive advantage.
Leadership on the Floor
Luxury retail leadership cannot be confined to an office.
Mandel emphasizes the importance of leaders who coach in real time, who are visible on the floor, and who guide service standards by example.
He compares strong retail leaders to orchestra conductors, bringing individual talent together toward a shared crescendo of service.
This metaphor captures something essential. Luxury service is collaborative. It requires rhythm. It depends on clarity of cues.
In Canada’s expanding luxury corridors, where global brands and domestic players operate side by side, visible leadership builds consistency. It ensures rituals are respected. It allows service standards to be refined daily rather than reviewed quarterly.
Luxury Retail Staff Strategy is not simply about hiring charismatic personalities. It is about building managers who understand culture as much as conversion.
A retail worker and an employee in a luxury store. Retail staffing in Canada has its ups and downs says Suzanne Sears. Photo: RI/Google
Empowerment Over Pressure
The traditional sales model in retail often leans heavily on pressure. Individual quotas. Commission races. Internal competition.
In luxury, that model can undermine the very atmosphere the brand seeks to create.
“Luxury retail isn’t just about what you sell. It’s how you make people feel,” Mandel says.
When commission structures reward only the individual transaction, collaboration weakens. Associates compete for clients rather than collaborate around them. Clients sense tension. The emotional journey fractures.
Luxury Retail Staff Strategy requires a smarter approach to incentives.
The solution is not eliminating incentives. It is realigning them.
Team-based goals, retention metrics, service excellence recognition, and structured handoffs reinforce collective ownership of the client journey.
In luxury, the client does not care who closed the sale. They care how they felt.
For Canadian retailers, particularly in multi-brand stores and high-traffic luxury streets, compensation design shapes culture. When staff are rewarded for protecting relationships rather than capturing transactions, loyalty strengthens.
From Salespeople to Brand Stewards
Luxury associates must understand more than product features. They must understand the “why” behind the service standard.
Ownership transforms behaviour. When employees see themselves as stewards of the brand rather than executors of tasks, they deliver with pride.
Mandel emphasizes shifting from instruction-based management to empowerment-based leadership.
That includes collaborative feedback, structured training, and clarity around the client journey.
In a market increasingly influenced by AI tools and automated service systems, human connection becomes the differentiator.
“In an era of AI chatbots and shrinking margins, human connection is the luxury,” Mandel says.
For Canadian luxury retailers investing in digital innovation, this perspective is critical. Technology can support service. It cannot replace the emotional nuance of a skilled associate reading a client’s cues.
Luxury Retail Staff Strategy must therefore prioritize emotional intelligence as much as product knowledge.
Dior Yorkdale store in Toronto. Photo: Daniel Bray, Here and Now Agency
The Baton Pass
Luxury service often involves multiple associates interacting with the same client. A greeter welcomes. A specialist presents product. A manager confirms availability. A cashier finalizes packaging.
Without clear protocols, these transitions become awkward.
Mandel highlights the importance of service rituals and zone clarity so associates know how to pass the baton gracefully.
When handoffs are seamless, the client feels cared for. When they are clumsy, the magic dissolves.
In Canadian luxury environments, where bilingual service, tourism, and high expectations converge, choreography matters. Retail floor movement should feel effortless, even if carefully designed behind the scenes.
Luxury retail works because the experience feels personal, even when structured.
What This Means for Canada
Canada’s luxury market is growing more competitive. International brands are expanding.
Domestic brands are professionalizing. Clients are increasingly global in perspective.
In this environment, Luxury Retail Staff Strategy will define the next era of performance.
The brands that thrive will invest in empowerment rather than pressure. They will design compensation models that protect collaboration. They will train leaders to coach on the floor. They will recognize that employee experience shapes client experience.
Product matters. Store design matters. Execution matters.
However, in the final moment, when a client decides whether to return, it is the human interaction that lingers.
Luxury retail does not work because of price. It works because of people.
Behind every iconic storefront stands a team. And when that team is empowered, aligned, and respected, the brand becomes real.
Danier store at Heartland Town Centre in Mississauga. Photo: Ashwin Raman
Canadian retailer Danier is entering a new phase of growth as it marks roughly a decade under current ownership, unveiling a new store concept and expanding into key markets with locations at Heartland Town Centre in Mississauga and The CORE Shopping Centre in downtown Calgary.
The brand, which was acquired out of bankruptcy in 2016, has undergone a significant transformation over the past ten years. Once a dominant mall-based leather retailer with more than 80 stores across Canada, Danier now operates a streamlined network of approximately 18 locations, supported by a growing e-commerce business and a repositioned product offering that extends well beyond its heritage in leather outerwear.
“We’re driven by the momentum behind the brand’s evolution,” said Olga Koel, Executive Managing Director at Danier, in an interview. “We want to grow, and we have a much bigger breadth and depth of our assortment now.”
The recent openings in Mississauga and Calgary highlight Danier’s continued belief in physical retail as a critical component of its strategy, even as digital commerce expands across the industry.
“Physical retail is still very important to us,” said Koel. “Even though e-commerce is strong in all categories, we really feel that the retail environment showcases the depth and breadth better than even an e-commerce site can.”
The Calgary location at The CORE Shopping Centre offers exposure to a dense, urban customer base and a fashion-forward tenant mix. According to Koel, the environment aligns well with Danier’s evolving positioning.
“It’s modern, it’s multi-category, and it’s a good fit for us,” she said. “It’s very fashion-forward, and with the tenant mix, that’s a perfect blend for Danier to be in that market.”
Meanwhile, the Heartland Town Centre store in Mississauga represents a different but equally strategic move. The open-air power centre is one of Canada’s highest-performing retail destinations, known for its strong traffic and co-tenancy with major global brands.
“We always felt that Heartland was part of our core strategy,” said Koel. “It has strong traffic, huge areas, and that was always very important for us to showcase the brand.”
Danier store at Heartland Town Centre in Mississauga. Photo: Ashwin Raman
New Store Concept Debuts at Heartland
The Heartland location is particularly significant as it serves as the debut of Danier’s new store concept, which will inform future locations across the country.
“This is the foundation of our new focus going forward,” said Koel. “We want to change it, upgrade it, and move forward as the customers have changed and grown.”
The store spans approximately 4,200 square feet and has been designed to prioritize openness, visibility, and customer engagement. Unlike traditional layouts that emphasize density and transactions, the new concept is built around discovery and experience.
“It’s not dense and transactional, it’s about an experience,” Koel explained. “When you walk into the store, it’s open and presented in a way where you can see almost everything. It makes you want to discover the product and touch it.”
Danier store at Heartland Town Centre in Mississauga. Photo: Ashwin Raman
Design Strategy Elevates Brand Perception
The Heartland store was developed in collaboration with retail strategist and designer Ashwin Raman, founder of Ramans Design Services Inc. who was brought in to help reposition the brand’s physical environment through a strategy-led design process.
Rather than beginning with aesthetics, the project started with a pre-design phase that examined customer behaviour, brand positioning, and the in-store experience. This approach identified a key opportunity to move away from legacy store formats that prioritized product density toward a more refined and accessible environment focused on spatial clarity.
Ashwin Raman
“If we want to reposition the store and do justice to the product, we need to up the game and create a look and feel that is more like a boutique, but not spend as much as a boutique,” Raman explained.
The redesign introduces a hybrid retail model that blends boutique-style presentation with the operational realities of higher-volume merchandising. The store is organized into clearly defined zones, including a more open and curated front section, a central area designed for engagement and transactions, and a rear zone that accommodates broader assortments and clearance product.
Lighting and materiality play a central role in shaping the environment. Warmer lighting tones enhance the depth and richness of leather and textiles, while new finishes, including textured walls, matte metals, and wood elements, create a more cohesive and elevated setting.
“We changed the lighting to a warmer temperature so the product really stands out,” said Raman. “We also created breathing room around the product so customers can move through the space and experience it properly.”
Custom-designed fixtures and improved circulation further support the experience, ensuring flexibility as product categories evolve while maintaining accessibility and ease of navigation.
The result is a retail environment that balances aspiration and accessibility, allowing Danier to elevate brand perception without abandoning its value proposition.
Danier store at Heartland Town Centre in Mississauga. Photo: Ashwin Raman
Product Evolution Expands Beyond Leather
While leather remains central to the brand’s identity, Danier has significantly broadened its assortment in recent years to reflect changing consumer preferences.
“The brand now is not just about leather,” said Koel. “That is our core competency and heritage, but we do a lot more now.”
Today’s product mix includes wool outerwear, shirting, suiting, handbags, travel bags, and luggage. Koel noted that certain categories, particularly men’s bags and travel accessories, have seen strong growth.
“We’re finding that men are more and more shopping for bags,” she said. “Our assortment of travel bags and duffel bags has been extremely successful.”
The expansion into luggage is also a natural extension of the brand’s materials expertise, with products designed to complement its leather offering.
Danier store at Heartland Town Centre in Mississauga. Photo: Ashwin Raman
Broadening Customer Demographics
As the product assortment has evolved, so too has Danier’s target customer. Historically associated with an older demographic, the brand is now attracting a wider and younger audience.
“We’re getting everybody, actually,” said Koel. “We made a strong effort to include younger customers. Now we’re seeing customers in the 25 to 30 range, along with our existing base.”
This shift reflects both updated design direction and a broader lifestyle positioning, with collections intended to serve customers across different life stages.
“What we’re designing is for lifestyle and for life changes,” Koel said. “You can start younger and still find product that works for you as you get older.”
Danier store at Heartland Town Centre in Mississauga. Photo: Ashwin Raman
Looking Ahead: National Growth and Omnichannel Focus
Looking forward, Danier is focused on continued expansion across Canada, with an emphasis on establishing a presence in major markets while maintaining a strong digital platform.
“Over the next five years, we’re looking for more new retail stores,” said Koel. “We believe having stores in every major market is important.”
Despite the growth of e-commerce, Koel emphasized that physical stores remain essential for a brand like Danier, particularly given its focus on quality materials and higher price points.
“People want to see it, touch it, and try it on,” she said. “Once they experience it, they understand the value.”
KEEN, maker of original hybrid footwear, and Space Available, a Bali-based sustainable design studio, have launched their first collaboration: the KEEN UNEEK 360.
KEEN and Space Available share a commitment to sustainability and circular design, creating products that foster a more conscious connection to nature. Blending KEEN’s outdoor performance heritage with Space Available’s upcycled, design-led philosophy, the collaboration bridges city life and the natural world, encouraging everyday engagement with the outdoors, explained a news release.
“At the center of the partnership is the UNEEK 360—KEEN’s iconic two-cord silhouette reengineered with a modular, solvent-free construction. Eliminating traditional adhesives, the design supports KEEN’s detox initiative to remove harmful chemicals from footwear production,” it said.
“Consciously created with recycled materials—including cords made from recycled plastic bottles—the UNEEK 360 is built for durability and designed for end-of-life disassembly, marking a progressive step toward more circular footwear systems.
“Inspired by the ocean and the natural world, the collaboration features a thoughtfully curated color palette and is elevated by Space Available’s signature design elements, including a hand-stitched co-branding logo on the shoe tongue and recycled-material charms.”
A special campaign film was created to capture the spirit of the collaboration. Set against a record store journey through Tokyo, the film explores themes of cultural connection and respect—celebrating the rituals, spaces and communities that shape creative expression. Moving fluidly between city streets and moments of quiet discovery, the film expresses a lifestyle rooted in culture, curiosity and a deeper awareness of one’s surroundings—reflecting the shared values of craftsmanship, authenticity, and conscious living that unite KEEN and Space Available, said the press release.
· Modular design: Innovative four-piece construction with removable knit upper can be disassembled at end-of-life.
· Abrasion-resistant foam outsole: Hybrid rubber/foam compound is super lightweight without compromising traction and durability.
· Articulated comfort: Cording moves on multiple axes for a snug, comfortable fit that adapts to your foot.
· Glue-free construction: Held together by cords, not glue, for a durable design that’s lighter on the planet.
· Pesticide-free odor control: Eco Anti-Odor uses natural probiotics that are safe for the environment.
This limited-edition UNEEK 360 Space Available sneaker is available worldwide at $260 CAD (men’s sizing) through KEEN and Space Available’s official retail and online channels.
Space Available is a sustainable design studio founded by Daniel Mitchell, the creator of the London-based brand LN-CC. Established in 2020 in Bali, the studio focuses on upcycling and recycling materials to create environmentally conscious products.
Small businesses are calling on the federal government to reduce taxes, incentivize investment and improve Canada’s entrepreneurial environment in its spring economic statement on April 28, says the Canadian Federation of Independent Business (CFIB).
Corinne Pohlmann
“The government is too often focusing its policies on big businesses while ignoring Main Street. Government officials don’t know which business may be the next Lululemon, Shopify or Couche-Tard. Give all Canadian-born companies, of all sizes, a better chance to not just survive but thrive,” said Corinne Pohlmann, CFIB executive vice-president of advocacy.
“We’ve had six consecutive quarters of more businesses closing than entering the market, which means Canada is in an entrepreneurial drought, and it’s time government paid attention to small businesses.”
The CFIB said 73% of small firms say they are not confident that the federal government has their back as a business owner.
CFIB has sent a letterto Minister Champagne, urging the government to address Canada’s declining level of entrepreneurship and to invest in small businesses by:
Reducing the federal small business tax rate from 9% to 6% over the next three years.
Increasing the small business deduction threshold from $500,000 to $700,000 and indexing it to inflation
Introducing a lower EI premium rate for smaller employers.
Supporting succession planning by expanding existing current rollover provisions.
Incentivizing investment by expanding Immediate Expensing and the Accelerated Capital Cost Initiative to all capital investment and sectors to let business owners choose how best to use the deduction.
Introducing a lower capital gains inclusion rate tax on a second tranche of gains beyond the Lifetime Capital Gains Exemption (LCGE).
Eliminating two requirements for every new one introduced to reduce the red tape burden.
Jasmin Guenette
“These measures would provide immediate relief, increase productivity and help small firms invest in their operations and our economy. A country that neglects its small businesses will eventually lose its economic resilience. Fewer start-ups mean less innovation and competition, and slower economic growth,” said Jasmin Guenette, CFIB vice-president of national affairs. “Government needs to use the spring economic statement to deliver policies that will help small firms and future entrepreneurs succeed.”
The CFIB is Canada’s largest association of small and medium-sized businesses with 103,000 members across every industry and region.
