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Calgary-based Foothills Creamery introduces high-protein ice cream

Foothills Creamery image
Foothills Creamery image

Calgary-based Foothills Creamery says it is committed to driving innovation in the dairy industry and its latest entry is a high-protein ice cream, which it says is a first in Canada.

“It’s an exciting time for our team at Foothills Creamery,” said Bill McKenzie, CEO of Foothills Creamery. “We have a very dedicated team that constantly comes up with new ideas that I believe will make the Canadian dairy industry more exciting, and our new Protein Ice Cream is leading that charge in 2026. 

Foothills Creamery image
Foothills Creamery image

“As far as we know, this could be the first true ice cream, not a frozen dairy dessert, in North America that’s also high in protein. Refusing to compromise on the Foothills Creamery standards of excellence was a key goal when we set out to make this ice cream.”

Bill McKenzie
Bill McKenzie

Foothills Creamery was founded in 1969. It continues to use the same old-fashioned, barrel-churned techniques as it did in 1969. Foothills Creamery supplies over 80 flavours of ice cream, sorbet, sherbet, and soft serve to over 1,000 independent ice cream shops across Western Canada. Its ice cream is also available at grocery stores and currently offers 14 flavours in 1.4 L containers, 8 flavours in 500 mL, and 6 flavours of 237 mL single serve (also available as a multi-pack).

Scott Wegener
Scott Wegener

Scott Wegener, VP Brand Operations at Foothills Creamery, said  product innovation is essential in today’s marketplace, not just to stay competitive but to stay relevant and top-of-mind. 

“In a category like ice cream, customer preferences are constantly evolving, with more people looking for products that offer both indulgence and added benefits. At Foothills Creamery, innovation is a key focus for us as we continue to listen and adapt to what our customers want. It is important that we evolve alongside them, while staying true to the quality and nostalgic feel our brand is known for, bringing forward new products that feel both exciting and familiar,” said Wegener.

“Innovation like this also plays an important role in supporting dairy producers. By creating products that align with modern consumer preferences, we’re helping drive continued demand for high-quality Canadian dairy. It reinforces the versatility of dairy and ensures it remains relevant in new and growing areas of the category, which supports long-term growth for the producers behind our products.”

The new high protein ice cream has 30 grams of protein per pint and contains 50 per cent less sugar. It comes in 500 mL Coffee Bean and Chocolate Peanut Butter. They retail between $7.49 and $7.99 and are available at Freson Bros., and select Sobeys and Safeway locations across Alberta, with Calgary Co-op availability beginning in stores April 10.

The new high-protein ice cream is just the latest in a series of new butter and ice cream products. In 2025, Foothills Creamery launched single-serve ice cream (237 ml), available individually and in a 6-pack multi-pack. The Ice Cream Multi-Pack won the 2025 Alberta Food & Beverage Awards for Sweets and Candy, hosted by the Alberta Food Processors Association. Foothills Creamery also launched flavoured whipped butter, including Maple Brown Sugar and Cowboy Spice Blend varieties. Other new ice cream flavours for 2026 include Whisky Caramel (500 ml), Coffee Bean (500 ml), and Spumoni Twist (1.4 L).

Foothills Creamery image
Foothills Creamery image

Wegener said consumers today are more thoughtful and intentional with their spending, but they haven’t moved away from treating themselves. 

“They’re simply more selective, choosing products that deliver clear value, whether that’s through quality, uniqueness, or how well it fits into their lifestyle. In categories like ice cream, there is still a strong desire for those small moments of enjoyment, but consumers expect more from what they choose, which is why delivering on both product quality and relevance is a top priority for us,” he said.

We love creating new products for consumers to try, while also being mindful of the realities of today’s retail environment, where shelf space in the freezer aisle continues to be limited. That means focusing on innovations that truly resonate and earn their place in store. We’re very excited about the protein ice cream launch and look forward to seeing how consumers respond. If there is strong demand, we would absolutely love to expand the line with additional flavours in the future.”

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Jillian Harris Named RCC Retail Ambassador of the Year

The Retail Council of Canada has named entrepreneur and designer Jillian Harris as its Independent Retail Ambassador of the Year, recognizing her role in building a purpose-driven retail platform that supports Canadian small businesses.

The award will be presented at the Excellence in Retailing Awards Gala, part of RCCSTORE26, taking place June 2 to 3, 2026. The annual recognition highlights independent retailers who demonstrate leadership, innovation, and community impact across Canada’s retail sector.

 

Harris has built a retail ecosystem anchored by The Jilly Box, which includes both a seasonal subscription service and a year-round e-commerce platform known as The Market by The Jilly Box.

The business has grown into one of Canada’s most visible independent retail platforms, leveraging Harris’s audience of more than 1.5 million followers across digital channels. However, its core value lies in its merchandising strategy and brand curation.

Each edition of The Jilly Box highlights Canadian-owned, women-owned, BIPOC-owned, and 2SLGBTQIA+-owned businesses. This approach provides emerging brands with access to a national audience that may otherwise be difficult to reach through traditional retail channels.

In a market where independent brands often struggle with customer acquisition and retail distribution, the model offers a direct-to-consumer pathway that combines storytelling, product discovery, and community engagement.

Image: The Jilly Box
 

A Different Model for Independent Retail

According to Kim Furlong, President and CEO of Retail Council of Canada, Harris’s work stands out in a challenging retail environment.

“Jillian Harris has built something genuinely distinctive in retail,” Furlong said. “At a time when independent entrepreneurs are navigating one of the most challenging market environments in recent memory, she has used her platform and her business to actively open doors for them.”

The recognition reflects a broader shift in retail, where influence, content, and commerce increasingly intersect. Harris has effectively translated her background in design and lifestyle media into a scalable retail platform that prioritizes brand storytelling alongside product sales.

This model differs from traditional wholesale or department store distribution, instead positioning the platform as both curator and amplifier for independent brands.

Community Impact and Financial Contributions

Philanthropy has also been embedded into the business model. The company donates $40,000 from each quarterly box, with nearly $1 million reinvested into local community organizations to date.

This structure reinforces a broader positioning around values-driven retail, where commercial success is tied to social impact. It also aligns with growing consumer demand for transparency, purpose, and community engagement in purchasing decisions.

Recognition Within Canada’s Retail Industry

The Independent Retail Ambassador of the Year Award is part of RCC’s broader Excellence in Retailing Awards program, which recognizes innovation and leadership across the sector.

Past recipients include founders and operators of independent Canadian businesses that have demonstrated strong community engagement and brand leadership.

The award will be presented during RCCSTORE26, which is expected to feature more than 75 speakers and draw retail executives from across North America.

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Garage U.K. Debut Signals Global Growth for Groupe Dynamite

Rendering of the new Garage flagship store on Oxford St. in London UK. Image: Garage/Groupe Dynamite

Canadian fashion retailer Groupe Dynamite is seeing strong early traction in international markets as its Garage brand makes a high-profile debut in the United Kingdom, signaling potential for broader global expansion.

According to a new research report from Stifel, authored by Martin Landry, the company’s initial entry into the U.K. market has exceeded expectations, with both newly opened stores in London being the most successful openings in Groupe Dynamite’s history.

Martin Landry
Martin Landry

Strong Consumer Response in London

The Garage brand launched its U.K. e-commerce platform in early February, followed by the opening of two physical stores in London at the end of March. Early indicators point to exceptional demand.

According to the Stifel report, customers began lining up as early as the evening prior to opening, with queues forming ahead of the following morning’s launch. The level of consumer engagement underscores the brand’s ability to resonate beyond its North American base.

The company has already secured three additional locations in the U.K., with most expected to open later this year, suggesting that management is moving quickly to build on early momentum.

Garage Brand Resonating with Global Consumers

The success in the U.K. reflects the strength of the Garage brand, which has become the primary growth engine for Groupe Dynamite. The brand targets younger consumers with trend-driven assortments, accessible pricing, and a strong social media presence.

Stifel notes that Garage has been gaining market share, supported by effective digital marketing strategies that leverage influencers and brand ambassadors. This approach has contributed to significant online growth, with e-commerce revenue increasing more than 60% year-over-year and accounting for over a quarter of total sales.

The brand’s positioning appears to translate well across markets, which is a critical factor for international scalability.

Garage at Bluewater Shopping Centre near London. Photo: Bluewater Centre

International Expansion Gains Credibility

Groupe Dynamite’s early success in the U.K. suggests that its growth strategy is evolving beyond North America. While the company has already established a strong presence in the United States, the U.K. launch represents a meaningful step into Europe.

The performance of the initial stores indicates that Garage could expand further into other European markets over time, supported by strong brand awareness and product-market fit.

For investors, this development may shift perceptions around the sustainability of Groupe Dynamite’s growth trajectory. Stifel raised its target price on the company following the results, reflecting increased confidence in future earnings potential.

Garage at Bluewater Shopping Centre near London. Photo: Bluewater Centre

Momentum Extending Into 2026

The company’s strong performance is not limited to a single market or quarter. Early results for the first quarter of fiscal 2026 indicate continued momentum, with comparable sales up approximately 28% year-over-year in the first eight weeks of the period.

This sustained growth is supported by a combination of strong merchandising, effective marketing, and operational discipline, including rapid inventory turnover that allows the company to respond quickly to changing trends and cost pressures.

A Canadian Brand Scaling Internationally

Groupe Dynamite’s expansion into the U.K. highlights a broader opportunity for Canadian retailers seeking growth beyond domestic markets. While international expansion can be challenging, particularly in fashion retail, early indicators suggest that Garage has the potential to establish itself as a global brand.

As the company continues to execute on its strategy, the combination of strong brand positioning, digital engagement, and disciplined operations may support further international growth in the years ahead.

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Beer Canada raises concerns as the federal government proceeds with another tax increase on beer

Beer Canada photo
Beer Canada photo

Beer Canada is raising concerns following the federal government’s decision to proceed with another tax increase on beer, at a time when affordability remains a top concern for Canadians.

This latest increase adds further strain on Canada’s domestic brewing industry and its unionized workforce, who have joined a growing coalition of voices calling on the government to repeal the escalator policy and return tax decisions to Parliament, said the national organization.

“Canadian consumers already pay some of the highest beer taxes in the world. With today’s increase, the federal excise component will now be more than 20% higher than it was in 2017, when the current system of automatic annual increases was introduced,” it said.

The federal government announced a cap of 2% on this year’s increase, which is irrelevant, as it simply mirrors the rate adjustment already scheduled. In reality, it will result in an estimated $14 million in additional taxes on beer this year alone, added Beer Canada.

Beer Canada photo
Beer Canada photo

It said the policy of unreviewed and automated tax increases ignores core challenges facing the industry, including:

  • Rising input costs, particularly aluminum used in beer packaging
  • Weak and declining sales volumes across the category
  • Declining beer sales volumes in restaurants and pubs
Richard Alexander
Richard Alexander

“This policy choice is making life less affordable for Canadians and placing additional strain on an industry that supports jobs in nearly every federal riding,” said Richard Alexander, President of Beer Canada. “From barley farmers to brewers, to pubs and restaurants in our communities, this sector is deeply rooted in the Canadian economy.”

“While targeted support for small brewers is welcome, the reality is that taxes are increasing on more than 95% of beer sold in Canada,” added Alexander. “At a time of declining sales and rising costs, allowing another increase to proceed is the wrong decision at the wrong time.”

Beer Canada said it continues to call on the federal government to cancel future automatic increases, repeal the escalator policy, and restore parliamentary oversight of tax decisions, ensuring they are subject to proper scrutiny and reflect the impacts on Canadian jobs, investment, and affordability.

Beer Canada’s member companies brew 90% of all beer consumed by Canadians annually. The production, distribution and sale of beer supports 149,000 Canadian jobs, generates $13.6 billion in Gross Domestic Product and $5.7 billion in government tax revenues.

Meanwhile, the Canadian Craft Brewers Association said it is delighted with the news that craft breweries will continue to receive a 50% reduction in excise taxes on their first 15,000 hectolitres of beer brewed for an additional two years, along with a 2% cap on the annual escalator.

“This announcement demonstrates the Federal Government’s recognition of the importance of reducing the tax burden on Canada’s locally owned and operated craft breweries. It is a welcome and timely development for our sector, which is facing unprecedented uncertainty for small businesses and workers. Together, these two measures are expected to provide more than $30 million in total relief through to 2028. For typical local craft breweries, this keeps thousands of dollars in their operations, with savings reaching as high as $90,456 for Canada’s larger independent brewers,” it said.

Ketut Subiyanto photo
Ketut Subiyanto photo

“This change acknowledges the urgent need to support Canada’s smaller breweries, which represent almost 30,000 industry jobs. According to data from Innovation, Science and Economic Development Canada, 63% of the nearly 900 breweries producing less than 15,000 hectolitres annually are not yet profitable. A major barrier to profitability is the level of provincial and federal markups and taxes that small brewers face, and today’s announcement helps address this challenge.

“We applaud the Federal Government’s action and recognize that there is still more work to be done to modernize the excise tax framework to support larger independent craft brewers that produce more than 15,000 hectolitres annually. Collectively, these measures help support Canada’s world class brewers, protect Canadian jobs and ensure Canadians and tourists alike can enjoy the best Canada has to offer. We thank the Federal Government for this announcement and look forward to continued collaboration to strengthen and grow the Canadian craft beer sector.”

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Why Toronto’s 4-Store public grocery test will not work: Bruce Winder

Helena Lopes photo
Helena Lopes photo

Last week Toronto City Council approved a motion to study and develop a plan for a 4-store public grocery test. But should government focus on food insecurity this way & will these stores work?

Food Affordability

I think we can all agree that there are serious issues in Canada and in Toronto as it relates to food affordability.

Global food inflation has increased significantly since the pandemic due to a number of factors such as changing weather patterns & its effect on crop yields, herd sizes, cost increases from large global consumer-packaged-goods (CPG) companies who have used price as a way to meet earnings targets, increasing input costs such as fertilizer, ingredients, energy, labour and more.

This has become more critical as other household spending costs such as housing & rent, insurance, taxes and the like have taken a bigger bite out of consumer disposable income.

Wages too, particularly for lower income consumers (bottom quartile), have not kept up with inflation. These people are feeling the squeeze more than others as their disposable income is lower & an increase in food costs hits harder.

Also, unemployment has ticked upward, particularly for younger consumers.

So how should governments address this issue?

Bruce Winder
Bruce Winder

Public Run Grocery Stores

On paper, the concept of opening non-profit government run grocery stores may sound attractive at first glance. Why?

First, the concept is easy to understand and discuss. It makes for a great political soundbite. Second, the perception with consumers is that grocers make a lot of money and by operating these stores at break-even, they would save shoppers a significant amount of money (30-40%). Thirdly, it conveniently paints grocers as the “bad guys” taking on the role as scapegoat for decades of poor policy decisions & inaction.

Challenges With Opening & Running Public Grocery Stores

If and when the government completes its business case for the 4-store public grocery pilot, they will no doubt face a number of challenges with making the concept viable.

Current Grocery Margins

Last year, I completed an analysis that looked at the average net income % for Canada’s big 3 grocers (Loblaw, Metro, Empire) over a 3-year period and it was about 4%. This profit rate has remained fairly constant pre and post pandemic. Compare this to global CPG companies who have seen margins climb steadily over the last few years & according to my analysis were about 14%.

This means that after the 3 grocers pay all of their bills, they make $4 of profit on every $100 they sell. Therefore, the most that government can save on prices by operating at break-even is 4%. Even this outcome will be impossible for reasons I discuss below.

Required Infrastructure

To run a grocery store, never mind 4 of them, you need significant infrastructure. Examples include management teams, staff to receive goods, stock shelves, pay suppliers, and much more. You also need technology to administer payment to suppliers, employees & receive payment from shoppers. Store fixtures are not cheap either, particularly for frozen goods. Material handling equipment is a must also.

Does the city already have this infrastructure? If not then they need capital to purchase it or operational cost to lease equipment. This must be factored in too.

Scale Economies

Combined, Canada’s 3 big grocers buy many tens of billions of dollars a year from suppliers. That volume allows the grocers to buy food at very low costs. The more you buy, the lower the price. If Toronto opens 4 grocery stores, food costs will be exponentially higher based on volume.

If the city does not have its own supply chain infrastructure & suppliers must handle that capability, then prices go up even further as the city will need to buy from distributors who add their mark-up.

Expertise & Efficiency

Canada’s existing 3 big grocers have a combined three hundred years of experience and expertise selling food. This has enabled them to become incredibly efficient at what they do. Same with independent grocers who have sold into Toronto neighborhoods for decades.

Can governments really offer the same or anywhere near this efficiency? If not, costs soar and service falters.

Gustavo Fring photo
Gustavo Fring photo

Pricing & Demand

Based on the challenges that have been outlined above, I can’t see a world where the city could sell groceries cheaper than existing discount grocers & still break-even. Therefore, the city would need to spend tens of millions of dollars of taxpayer money on subsidies to attempt to do so. This would no doubt cause significant harm to local independent grocers who sell in the GTA, not to mention larger grocery chains who employ thousands of Torontonians.

Now, let’s assume for a moment that the city has an appetite to sell at a tremendous subsidized loss to save consumers 30-40%. How would the city manage the demand of millions of GTA shoppers rushing the stores from all income groups and all geographies to buy cheaper than existing grocers?

Shelves would be bare. Crowds would be massive. Parking lots would be jammed. Line ups would be hours long. Social unrest would ensue.

Opportunity Cost

If the City of Toronto gets into the grocery business and spends tens of millions of dollars on the initiative, what else could it have spent that money on?

If one believes in specialization & doing what you do best then the City of Toronto should focus on governing and let grocers of all sizes focus on selling food.

Certainly, the city could use more attention in other key areas such as crime, transit & housing.

Gustavo Fring photo
Gustavo Fring photo

What is the solution?

The inconvenient truth is that global food prices will continue to increase.

From my perspective, the way out of this involves 2 steps:

  1. Invest the money earmarked for the test to bolster Toronto’s existing food bank network. Buy more food for these facilities to offset a drop in donations.
  2. Increase Canada’s productivity. Champion key industries that provide high paying jobs (ie. technology, energy) to eventually increase real wages for all income groups, especially those in the bottom half of the economy.

(Bruce Winder is a retail analyst and author)

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Rocky focuses on future growth in Ontario as retailer grounds itself with connection to nature (Photos)

Rocky photo
Rocky photo

Rocky, the Canadian personal care brand formerly known as Rocky Mountain Soap Co., continues to expand beyond its Western Canadian roots buoyed by a redesign of its stores in recent years to emphasize nature, hands-on product discovery and community.

True to its nature-first ethos, Rocky’s stores are anchored in the company’s philosophy of connecting with nature. The exteriors feature a deep earthy green, reminiscent of walking into a forest. Paired with lush plants and organic textures, the space becomes an environment that invites customers to slow down and connect. The result is a space that feels less like traditional retail and more grounded and human. 

At the heart of this is Rocky’s signature quartzite community sink: a sculptural focal point designed not just for product testing, but for gathering. It’s where customers are invited to connect, explore, and experience Rocky’s products in a hands-on, sensorial way. It’s immersive, communal, and quietly powerful from a design perspective, turning something as simple as a sink into the emotional centre of the space.

Beyond design, Rocky’s stores are built around people. At the heart of the experience are store associates who meet customers where they are, offering thoughtful, personalized recommendations rooted in care. It’s not just about selling a product; it’s about building authentic, lasting relationships in a space designed for discovery and connection.

Karina Birch, owner of the brand, said the brand’s first store opened in Canmore, Alberta in 1998. The current ownership bought it in 2000.

There are 14 stores – 10 in Alberta (the Bow Valley, Edmonton, Calgary, Red Deer, and Lethbridge, and Winnipeg, Saskatoon, and two in the Greater Toronto Area.

Karina Birch
Karina Birch

Birch said the most rent openings were in Ontario at CF Sherway Gardens and Upper Canada Mall in Newmarket. They opened within the past  year.

“The name changed last year. The official change was the summer of last year. We had been slowly working up to that change for the last 10 years informally, because customers referred to us as Rocky. Internally, we called the company Rocky, and we used that language on some of our marketing materials, blogs, gift sets, packaging, emails. So we were informally using the term Rocky, and then we formally made the change across all of our branded assets in summer 2025,” said Birch.

The Canmore store was renovated about three years ago.

“The biggest change is that our sinks got bigger, so we leaned into the experience, building out the experience at the sink. We’ve had sinks in the stores for 20 years, but now we’ve expanded them considerably and made them a feature. They often sit in the centre of the store, and that’s a really important part of the physical experience of the brand,” explained Birch.

“It’s the one time customers get to luxuriate in unique combinations of all our products. At the sink, you can go beyond trying just the soap or body scrubs. It’s almost like entering our lab. The team focuses on coming up with unique combinations . . . Basically, you get to play around like you’re in a lab and try unique combinations, creating beauty or personal care “cocktails,” showcasing versatility and the fact that many products are multitasking formulas. You can use them in three or four different ways.

“The sinks have been the biggest change. We’ve also leaned more into bringing nature into the store, so you’ll see more plants and branded content on our screens, telling stories about our connection to nature and highlighting product launches. You’ll also see lifestyle pieces throughout the store, like photography, books or other lifestyle items.”

Rocky photo
Rocky photo

When it comes to growth, Rocky is focusing on Ontario.

“We’re looking at new locations to supplement the two stores there. Once we feel we have the traction we want in Ontario, we’ll look to the West Coast. But for now, our focus is Ontario,” added Birch.

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Nando’s returns to Kerrisdale neighbourhood in Vancouver after devastating fire had closed the longstanding restaurant (Photos)

Nando's photo
Nando's photo

In October 2023, a fire destroyed Nando’s in the Kerrisdale neighbourhood in Vancouver, a community-favourite for two decades. 

After more than two years of rebuilding, they recently reopened their doors at a new location, which has moved down the street to 2179 West 41st Avenue with a fresh new look and updated interiors. 

“Kerrisdale has always meant more to us than just a restaurant location. For 20 years, it was a place where friendships were built, families gathered, and our team truly felt part of the community,” said Sonny Mahal, Owner & Operator, Nando’s Kerrisdale

Sonny Mahal
Sonny Mahal

“Losing the restaurant in the fire was heartbreaking, but the support we received from the neighbourhood reminded us how special that connection really was. Reopening in Kerrisdale is incredibly meaningful for us,  it’s a chance to continue the story, welcome our longtime guests back, and create new memories with the Kerrisdale community.”

The new restaurant features updated interiors and a refreshed design that reflects a new direction for the brand.

“The Kerrisdale restaurant had been part of the neighbourhood for so long, losing it was incredibly sad for the entire company,” said Lauren Aubry, Director of Marketing for Nando’s Canada. “Seeing the dedication to rebuild after the fire has been inspiring for all of us. We’re excited to welcome guests back.”

Lauren Aubry
Lauren Aubry

Nando’s signature chicken is marinated in PERi-PERi chili peppers for 24-hours and flame-grilled to order in the heat level of your choice, meaning there’s something for both mild lovers and heat seekers. The diverse menu includes sandwiches, wraps, bowls, salads, and more. Guests can choose between dine-in, pick-up takeout, or order for delivery.

After making its 1987 debut in Johannesburg, South Africa, Nando’s expanded to Canada with its first location in 1994. There are currently 29 locations across Canada.

Mahal said he started with Nando’s in 2006 with the location in Kerrisdale. He also has another location in North Vancouver which he has owned since 2021.

Mahal still vividly remembers the night of the fire.

“We were at work, and everything happened so fast. One minute we were cooking, and the next, the fire department came into our building saying everybody needed to evacuate,” he explained.

“We left everything inside, thinking it might be a small incident. But there were police everywhere, a whole bunch from the fire department, smoke coming into our building. We weren’t sure where it was coming from, but we were evacuated and told to stay behind police lines because it was not safe. We stayed there until about eight o’clock in the morning, just watching what was going on.

“The fire happened two doors south, two businesses down, and it slowly spread because these old buildings did not have firewalls. After one building caught fire, it kept spreading. Around 2:30 a.m., it jumped to the restaurant, and that was it. They couldn’t put the fire out. They had over 80 firefighters, and around 5:30 a.m., they made the decision to get a bulldozer and demolish it because it wasn’t coming under control.

“It was devastating. Not just for us, but for our employees too. Over 25 employees overnight lost their jobs. It also affected the neighbourhood—some businesses were here 10–15 years, and some apartment buildings meant people were left homeless. It devastated the community; it affected everybody personally.”

Nando's photo
Nando’s photo

Mahal said it was definitely a challenge to rebuild. Challenges included finding a site, construction, and design. They had four design teams involved—from South Africa, the UK, Canada, and U.S. Everything was custom: lighting and furniture from South Africa, tables from the UK, some furniture from the US, tiles from Italy.

“We signed the lease in June. The hardest part was finding a location back in Cardale. We could have opened anywhere in Vancouver, but coming back to this community, where we started, was important. It took two and a half years to finally secure a location,” said Mahal.

“I think the hardest challenge for us was finding a location back in Kerrisdale. Technically we could have opened anywhere in Vancouver but just coming back in this community because we had been here for so long (was important). The support from the community and guests has been amazing,” said Rachel Chand, co-owner.

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Daily Synopsis: Apr 1, 2026

Today’s Retail Insider articles highlight key moves in Canada’s retail landscape, featuring Groupe Dynamite’s growth driven by relocating into top-tier malls and Farm Boy’s expansion into Collingwood’s secondary market. Additionally, Brunello Cucinelli’s Vancouver flagship enlargement underscores the strengthening luxury retail corridor. Retail Insider also published it annual study of international brands entering Canada. These stories reveal how strategic location choices and market diversification continue to shape retail success across Canada. Below are the detailed insights followed by Canadian Retail News From Around the Web.

 

🗞️ The Day’s Retail Insider Article List

 

🌐 Canadian Retail News From Around the Web

Groupe Dynamite Growth Driven by Top-Tier Mall Strategy

Dynamite store at Royalmount in Montreal. Photo: Charlie Marois, Berenice Golmann

Canadian fashion retailer Groupe Dynamite is seeing strong momentum as a result of a strategic shift toward higher-quality shopping centres and improved store productivity, according to a new report from Stifel.

 

In a research note published April 1, Martin Landry highlighted that Groupe Dynamite delivered a stronger-than-expected fourth quarter. Importantly, performance was driven primarily by increased sales productivity. As a result, the findings point to a broader retail trend where location quality and operational efficiency play a growing role in performance.

Martin Landry
Martin Landry

Top-Tier Mall Strategy Driving Performance

A key driver behind the company’s recent success is its ongoing repositioning of stores into higher-tier shopping centres. Specifically, Groupe Dynamite has been relocating locations from lower-tier malls into top-tier properties, where foot traffic and co-tenancy are stronger.

According to the Stifel report, this strategy is delivering measurable results. Sales per square foot increased by nearly 30% year-over-year, reaching approximately $952. As a result, store productivity improved significantly.

In some cases, the impact of relocation is substantial. The report notes that stores moved into higher-tier malls can generate up to four times the sales of their previous locations, even with similar square footage.

Overall, this dynamic reinforces the importance of premium retail environments. Leading shopping centres continue to attract stronger brands and higher-spending consumers.

Dynamite store at Royalmount in Montreal. Photo: Charlie Marois, Berenice Golmann

Productivity Gains Supporting Strong Financial Results

Groupe Dynamite’s focus on improving store performance is contributing to strong financial results. For example, quarterly revenue increased by 45%, while margins expanded meaningfully.

The company reported fourth-quarter revenue of $394 million, exceeding expectations. At the same time, EBITDA rose 82% year-over-year. These gains were supported by improved operating leverage, as higher sales volumes were achieved without a proportional increase in costs.

Taken together, these results reflect stronger store productivity and continued optimization of the company’s retail footprint.

Garage store at Royalmount in Montreal. Photo: Garage/Groupe Dynamite
 

Implications for Canadian Retail Real Estate

Groupe Dynamite’s results provide further evidence that top-tier shopping centres continue to outperform. On one hand, landlords operating premium properties benefit from stronger tenant sales. On the other hand, retailers are seeing meaningful returns from positioning stores in these environments.

At the same time, lower-tier malls face ongoing challenges. As retailers refine their store networks, productive tenants are increasingly concentrating in higher-performing centres.

As a result, the gap between top-tier and lower-tier retail properties is expected to widen further.

Dynamite store at Royalmount in Montreal. Photo: Charlie Marois, Berenice Golmann

Strong Outlook Supported by Strategy

Looking ahead, Groupe Dynamite is forecasting continued comparable sales growth in the low double-digit range. In addition, the company expects further margin expansion. This guidance suggests that its focus on store productivity and premium locations will remain central to its strategy.

Separately, Groupe Dynamite is also seeing early success internationally. Its Garage brand debuted in the United Kingdom to strong consumer demand, according to Stifel.

While risks remain, including shifting fashion trends and sourcing pressures, the current trajectory points to sustained momentum.

Ultimately, Groupe Dynamite’s performance underscores a clear message for the retail industry. In today’s environment, where a store is located can be just as important as what it sells.

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Brunello Cucinelli Expanding Vancouver Flagship

Brunello Cucinelli will occupy the entire Thurlow Street retail frontage at 745 Thurlow Street in Vancouver. Image: QuadReal

Italian luxury brand Brunello Cucinelli is expanding its downtown Vancouver presence, annexing a neighbouring retail space on Thurlow Street as part of a broader push to elevate its Canadian flagship network.

The Brunello Cucinelli Vancouver expansion will see the brand take over the former Thom Browne boutique at 747 Thurlow Street, directly adjacent to its existing store at 765 Thurlow Street. The combined footprint is expected to exceed 4,500 square feet once complete, creating one of the brand’s most prominent locations in North America.

The expanded store is targeted to open by fall 2026, with construction already underway following possession of the new space on March 1.

Strategic Expansion in Vancouver’s Luxury Corridor

The Alberni/Thurlow Street corridor has emerged as Vancouver’s most important downtown luxury retail node, anchored by high-end brands and proximity to office towers and luxury hotels. The Brunello Cucinelli Vancouver expansion reinforces the area’s positioning as a key destination for affluent shoppers and international visitors.

The lease transaction was negotiated by DWSV Realty, under the direction of David Wedemire and Stan Vyriotes, who were also involved in securing the brand’s original Vancouver location in 2015. The team also represented Thom Browne in its prior lease for the adjacent space, highlighting DWSV’s ongoing role in shaping tenancy in downtown Vancouver’s ‘Luxury Zone’.

The expansion reflects a broader trend among luxury brands toward larger, more immersive flagship environments that showcase full lifestyle assortments, including ready-to-wear, accessories, and home collections.

Brunello Cucinelli on Thurlow Street in Vancouver. Photo: Terri Meyer Boake

A Space with Layered Luxury History

The newly acquired space carries a notable retail lineage. Prior to Thom Browne, the unit was occupied by Versace, which opened alongside Brunello Cucinelli in 2015 before closing in 2020. Thom Browne subsequently debuted its Vancouver boutique in the space in 2021.

At approximately 1,875 square feet, the former Thom Browne store featured a distinctive office-inspired interior, contrasting with Brunello Cucinelli’s warm and residential “Solomeo” aesthetic.

The annexation signals a shift toward consolidation, with Brunello Cucinelli absorbing adjacent luxury units to create larger, contiguous retail environments.

Dual Strategy with Oakridge Park Entry

The Brunello Cucinelli Vancouver expansion is unfolding alongside the brand’s upcoming debut at Oakridge Park, a major mixed-use development expected to open its retail component in spring/summer 2026.

At Oakridge Park, the brand will join an elite cluster of luxury retailers including Louis Vuitton, Chanel, Dior, Prada, Versace, Moncler, and others. The development is designed as a high-end cultural and retail destination, integrating residential towers, green space, and experiential retail concepts.

This creates a two-location strategy in Vancouver. The Thurlow Street flagship (and Holt Renfrew concessions) will continue to serve the downtown business and tourist market, while Oakridge Park is positioned to attract local high-net-worth consumers in a lifestyle-driven environment.

Thom Browne is also opening at Oakridge Park, replacing the downtown store that recently shuttered (DWSV also negotiated that lease)

Brunello Cucinelli store at Toronto’s Yorkdale Shopping Centre. Photo: Tablizo Media

Canadian Expansion Reflects Direct-to-Consumer Shift

The Brunello Cucinelli Vancouver expansion is part of a broader Canadian growth strategy that emphasizes direct-to-consumer retail. The brand has steadily transitioned from wholesale distribution through partners like Holt Renfrew to standalone boutiques and large-format flagships.

Following its first Canadian store opening in Vancouver in 2015, Brunello Cucinelli has expanded with a flagship on Yorkville Avenue in Toronto, a boutique at Yorkdale Shopping Centre, and multiple concession spaces within Holt Renfrew locations across the country.

In Toronto, the brand is executing a similar expansion strategy by annexing adjacent space on Yorkville Avenue, reinforcing a pattern of growth through absorption of neighbouring units.

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