Creating a portfolio as a fresh graduate can be a bit tricky. You’ve got a handful of projects, maybe an internship or two, and lots of potential. But the experience bit is significantly lacking.
However, when well-crafted and presented through both digital formats and the use of professional printing services, you can show employers who you are and what you can do. The digital version will show what you are about, and the printed versions will come in handy during interviews, presentations, career fairs, and assessment centers.
But before that, you need to know how to draft and organize the portfolio so that it lets your skills shine while giving a clear idea of your potential. That’s what we’ll look at today.
Start with a clear purpose
Before you even draft the proposal, you need to think about why it exists in the first place. Who will be looking at it, and what would you like to convey to them? Even the introduction alone can make potential employers interested in your work and skills.
Since you don’t have much experience, the goal here is to highlight your potential and versatility. Each piece you include, and especially the descriptions, should be framed as an idea of what you can do. Even if it’s a small internship, let it show your skills clearly.
Showcase your strongest work first
Employers don’t really have the time to dig through every project as they are also reviewing lots of applications. This means you don’t have to display all of them, just the relevant ones or those that show a clear idea of your potential.
Maybe it’s a class project that had measurable results or an internship where you had a significant impact on a project or process. It can even be a personal project that shows your creativity and skill.
When listing them, start with your strongest work. This makes your portfolio more intriguing to employers and encourages them to go through your other projects.
Provide context for each piece
Portfolios are often a showcase of skill, but that works more in favor of experienced professionals. Instead of simply describing the project, give the story behind it. Explain the challenge, your approach, and the outcome. This will help them understand what you did and why it mattered.
Even if it’s a class assignment or volunteer project, it can showcase your abilities when framed well. Explain your role, the goals, and the results.
However, don’t go into unnecessary detail. Keep it just enough for someone to understand the significance.
Include transferable skills and achievements
When employing fresh graduates, employers are usually more focused on how they can enhance existing skills. This means your portfolio should position the skills and accomplishments that can move you from one context to another. Things like teamwork, problem solving, time management, creativity, and communication.
These types of skills show potential employers that you are adaptable and ready to contribute even if your experience is minimal. Accomplishments don’t even have to be a huge factor. If you completed a challenging assignment, led a group project, or found an innovative solution to a problem, these all matter. You can also briefly point out the impact of your work as employers tend to have a keen eye for results.
Polished printed copies for interviews and presentations
Ensure the printed version of your portfolio is clean and professional. You can use online printing services so that you can submit your digital copy, and they’ll ensure that your text is clear, the color is coordinated, and there’s consistency in the layout.
The physical copy will also appear polished, and it will give you an edge in interviews or career fairs. It will actually show that you care about details and results, which is a big plus when looking for a job.
The Just Socks Foundation has launched its 11th Annual Emergency Sock Drive, a winter campaign aimed at supplying new socks to people experiencing homelessness and hardship across Canada. The drive runs through February 15, 2026, and will culminate in a major distribution event known as the Big Sock Drop on February 13 in Concord, Ontario.
More than 40 charities from across the Greater Toronto Area and elsewhere in Ontario are expected to gather in person to pick up tens of thousands of pairs of new socks for immediate distribution. The annual campaign comes after a milestone year for the organization, which recently donated its one millionth pair of socks.
The Just Socks Foundation sock drive addresses a basic but often overlooked need. In 2025 alone, the organization distributed more than 160,000 pairs of new socks to over 100 charities across Canada, reinforcing the importance of consistent supply during cold weather months.
Foundation leaders say that socks are among the most urgently needed items for people living outside or in shelters, yet they remain one of the least donated essentials.
“New socks are one of the most urgently needed items for people living outside or in shelters — yet they are also among the least donated,” said Terry Smith, President of Just Socks Foundation. “Socks play a vital role in foot health, hygiene, and overall dignity. Our mission is simple: provide high-quality, new socks to the people who need them most, exactly when they need them.”
Individuals experiencing housing insecurity may walk up to 15 kilometres each day in search of food, shelter, and services, often with only one pair of socks. Exposure to rain, snow, and cold conditions can quickly lead to wet feet, discomfort, and serious health complications.
For health and safety reasons, most charities can only accept new socks, which makes monetary donations the most effective way to meet demand. The Just Socks Foundation sock drive focuses on converting donations directly into bulk sock purchases for immediate distribution.
Terri Smith, President of Just Socks
Supplier Partnership Supports National Distribution
The foundation works closely with long-time supplier Perri’s Corporation, which provides high-quality “comfort socks” produced specifically for the organization at below-market cost. The socks are then distributed directly to charity partners across the country.
“As a family business, we are proud to support Just Socks Foundation and its focused, practical approach to helping those in need,” said Anthony Perri, President and CEO of Perri’s Corporation. “It’s a simple item that makes a profound difference.”
The organization operates as a fully volunteer-run charity with a digital-first model. According to the foundation, about 95 per cent of funds raised are directed toward the purchase and shipping of new socks to partner charities nationwide.
Photo: Just Socks
Big Sock Drop Set for February 13
The 2026 campaign will culminate in the Big Sock Drop on February 13, when charity representatives gather at Perri’s Corporation’s Concord facility to collect tens of thousands of pairs of socks. The event provides immediate supply to organizations serving people experiencing homelessness across the region.
More than 40 charities are expected to attend the in-person distribution, which offers both logistical efficiency and a strong visual demonstration of the campaign’s impact. The Just Socks Foundation sock drive uses the annual event to ensure that donations translate quickly into tangible support for those in need during the winter season.
The foundation says that demand remains high, particularly during cold weather, when clean, dry socks can have a direct impact on comfort, hygiene, and overall health.
Photo: Just Socks
How the Public Can Support the Campaign
The Just Socks Foundation encourages donations through its online platform, where contributions are converted directly into sock purchases. According to the organization, a $100 donation provides a box containing 60 pairs of socks, while $50 provides 30 pairs. Tax receipts are automatically issued for donations over $3.
Now in its 11th year, the Just Socks Foundation sock drive continues to rely on public contributions, corporate sponsors, and charity partners to sustain its distribution efforts across Canada. Since its founding in 2013, the organization has focused exclusively on supplying new socks to homeless and marginally housed individuals, addressing what it describes as one of the most essential and under-donated items.
With winter conditions intensifying across much of the country, the foundation says the need for donations is immediate, as it works to keep people a little warmer and more comfortable during the coldest months of the year.
Future Bang & Olufsen at 135 Yorkville Avenue. Photo: Craig Patterson
Bang & Olufsen is preparing to make a formal return to Toronto’s luxury retail landscape with a new store opening at 135 Yorkville Avenue. The Danish luxury audio and visual brand has secured the Yorkville address, and marking the company’s re-entry into one of Canada’s most prominent high-end shopping districts.
The forthcoming Yorkville location follows the closure of Bang & Olufsen’s previous Toronto flagship several years ago and represents a renewed commitment to physical retail in a market the brand has continued to serve primarily through wholesale partners. The new store will anchor the brand once again within Toronto’s luxury streetscape, aligning with its global strategy of focusing on flagship and mono-brand environments in key metropolitan markets.
Bang & Olufsen currently operates branded stores in Vancouver (410 Howe Street) and Montreal (6555 St. Denis). The new Yorkville store will give the Danish luxury audio brand a physical presence in Canada’s three largest metropolitan markets, following several years without a dedicated downtown Toronto flagship.
A Yorkville Return After Several Years Away
Bang & Olufsen previously operated a dedicated Toronto experience centre at 100 Davenport Road, a location long associated with the brand in the Yorkville area. That store announced its permanent closure in 2019, following a clearance period that was communicated publicly through social media at the time. Since then, the brand has not operated a central downtown flagship, despite maintaining a presence in the Greater Toronto Area through other retail channels.
In the years following the Davenport Road closure, Bang & Olufsen products remained available to Toronto consumers through select partners, including Holt Renfrew locations in Toronto and Missisauga. The brand’s Canadian store locator has also listed an Ontario custom integration partner in North York, operating by appointment. While these channels preserved brand access, the absence of a flagship left a noticeable gap in Bang & Olufsen’s experiential retail footprint in Canada’s largest urban market.
The secured lease at 135 Yorkville Avenue closes that gap. Leasing announcements and recent brand communications have positioned the location as Bang & Olufsen’s official return to Toronto, though a specific opening date has not yet been publicly disclosed. Social media content released in early 2026 reinforces that the brand is actively preparing to reopen in the city, framing the Yorkville store as a key milestone in its Canadian strategy.
Details of the New Retail Space
The Yorkville Avenue storefront spans approximately 2,150 square feet on the main floor, according to lease plans. The space was previously occupied by CNTRBND, an upscale men’s fashion retailer known for its edgy positioning and international designer mix. CNTRBND ceased operations last year, leaving behind a high-profile vacancy in one of Toronto’s most sought-after luxury retail corridors.
The retail space was listed by the CBRE Urban Retail Team, which has been active in shaping tenant evolution across the Yorkville and Bloor luxury districts. The selection of Bang & Olufsen for the location aligns with broader leasing trends in the area, where experiential, design-driven brands continue to replace conventional apparel concepts.
Given Bang & Olufsen’s global store design language, the Yorkville location is expected to emphasize immersive presentation rather than dense product merchandising. The brand’s recent flagship concepts in major global cities have leaned toward gallery-style layouts that highlight materials, craftsmanship, and customization, positioning products as integrated elements of interior architecture rather than standalone electronics.
135 Yorkville Avenue. Photo: Craig Patterson
Brand Heritage and Luxury Positioning
Founded in 1925 in Struer, Denmark, Bang & Olufsen has spent a century refining a brand identity built on the intersection of Scandinavian design, acoustic engineering, and craftsmanship. The company has long differentiated itself from mainstream consumer electronics by treating its products as long-term design objects, often emphasizing durability, serviceability, and timeless aesthetics.
The brand’s portfolio spans loudspeakers, soundbars, headphones, televisions, and multiroom home entertainment systems. Across categories, Bang & Olufsen places significant emphasis on premium materials such as aluminum, wood, and textiles, paired with proprietary acoustic technologies. Product design often favors sculptural forms and visual restraint, allowing pieces to function as both performance equipment and interior design elements.
In recent years, the company has increasingly framed its positioning alongside luxury categories rather than traditional electronics. Management and marketing communications have likened the brand’s philosophy to that of luxury watchmakers, focusing on longevity, emotional connection, and craftsmanship rather than rapid product replacement cycles. This positioning has resonated with affluent consumers as well as design-conscious younger buyers who prioritize aesthetics and brand values alongside performance.
Financial Performance and Strategic Transition
For the 2024 and 2025 financial year, Bang & Olufsen reported revenue of approximately DKK 2.6 billion. While revenue for the full year declined modestly in local currencies, the company recorded fourth-quarter growth of about 4 percent in local terms. More notably, Bang & Olufsen achieved a record-high gross margin of roughly 55 percent for the year, with an even stronger margin reported in the fourth quarter.
The company also reported a positive EBIT margin before special items of around 1 percent and generated positive free cash flow of DKK 16 million. Management has characterized the period as a year of transition, emphasizing improved performance in branded channels and a stronger financial foundation heading into the brand’s 100th anniversary.
Bang & Olufsen has prioritized profitability, margin discipline, and brand alignment over aggressive growth. This strategic recalibration has included refining the product portfolio, reducing exposure to lower-margin distribution channels, and concentrating investment in markets and cities where the brand believes it can command premium positioning and experiential relevance.
Product Strategy and Design-Led Differentiation
Bang & Olufsen’s product strategy centres on a relatively focused assortment of high-price, high-margin offerings with longer life cycles than typical consumer electronics. This approach supports both brand consistency and operational efficiency, while reinforcing the perception of products as enduring investments rather than disposable technology.
Limited editions and collaborations play a supporting role in this strategy, creating moments of heightened visibility and desirability without diluting the core product lineup. The brand’s renewed collaboration with Ferrari, spanning the 2024 and 2025 Formula 1 seasons, exemplifies this approach, linking Bang & Olufsen’s design and performance narrative with a globally recognized luxury automotive brand.
Design language remains central to differentiation. Products are often designed to integrate seamlessly into residential environments, with mounting systems, modular components, and customizable finishes that allow for architectural integration. This design-first philosophy distinguishes Bang & Olufsen from both mass-market electronics brands and traditional audiophile manufacturers that emphasize technical performance over visual form.
Store Network and Retail Distribution Strategy
The upcoming Toronto opening fits squarely within Bang & Olufsen’s broader reconfiguration of its global retail network. The company has been actively reducing its reliance on broad multi-brand distribution and non-aligned e-commerce platforms, instead investing in mono-brand stores, flagships, and carefully selected wholesale partners that reinforce its luxury positioning.
In the United States, the brand has exited certain lower-alignment channels while redirecting resources toward branded environments. Flagship stores in cities such as New York City, London, and Paris serve as both sales drivers and brand showcases, offering immersive experiences that emphasize heritage, materials, and personalization.
These flagship environments are designed to function as halo locations within a broader omnichannel ecosystem. They support clienteling, custom installation consultations, and long-term service relationships, reinforcing the brand’s emphasis on lifetime value rather than transactional sales.
Toronto’s Yorkville store is expected to operate within this same framework. As part of Bang & Olufsen’s “win cities” strategy, the location underscores the brand’s view of Toronto as a key luxury market with sufficient scale, affluence, and design culture to support a flagship concept.
Omnichannel Integration and Digital Evolution
Alongside its physical retail strategy, Bang & Olufsen has invested heavily in modernizing its digital commerce infrastructure. The brand has implemented a headless, microservices-based platform designed to unify online and offline channels and support advanced omnichannel use cases.
This architecture allows in-store staff to access the full online catalogue, enabling endless aisle capabilities, click-and-collect options, and home delivery for out-of-stock items. It also supports tighter integration between branded stores and e-commerce, ensuring consistent pricing, assortment control, and brand presentation across touchpoints.
Bang & Olufsen has consolidated previously separate online destinations into a single brand platform, simplifying navigation and reinforcing a cohesive brand story. Digital storytelling, service integration, and appointment-based consultations increasingly complement physical store visits, particularly in luxury markets where consumers expect a seamless experience across channels.
The Toronto flagship is expected to benefit from this infrastructure, serving as both a physical showroom and a gateway to the brand’s broader ecosystem of products, services, and customization options.
Yorkville’s Evolving Luxury Retail Landscape
Bang & Olufsen’s return to Yorkville comes amid a period of sustained luxury and upscale retail activity in the district. The Bloor and Yorkville corridor has continued to attract global brands, with new openings, relocations, and flagship announcements reshaping the area’s retail mix between 2024 and 2026.
Recent activity has included the arrival of high-end home and lifestyle brands such as Frette (opening soon), new fashion flagships on side streets (including a Harry Rosen flagship opening later this year), and ongoing investment by landlords seeking to elevate tenant quality. Yorkville Village shopping centre has undergone a notable refresh, adding upscale furniture, jewelry, and specialty retail concepts while upgrading existing tenants.
Major redevelopment and flagship projects are also reinforcing Yorkville’s role as a luxury destination. The transformation of key properties into large-format flagships reflects confidence in the area’s long-term appeal to affluent shoppers, tourists, and design-oriented consumers.
Against this backdrop, Bang & Olufsen’s decision to locate at 135 Yorkville Avenue aligns with the district’s evolution toward experiential and design-driven retail. Luxury audio, positioned at the intersection of technology and interior design, fits naturally within a corridor increasingly defined by lifestyle and home-related categories alongside fashion and accessories.
Canada represents a relatively small but strategically important market for Bang & Olufsen, particularly in major urban centres. Vancouver and Montreal already host brand-operated stores, and the addition of a Toronto flagship completes a tri-city presence across the country’s largest metropolitan areas.
Retail sales reached $72.3 billion in November, an increase of 1.8% compared with the same month one year earlier. Higher sales were recorded in 13 of the 18 commodity classes, reported Statistics Canada on Friday.
In November, the largest monthly increase in dollar terms came from sales of food and beverages, which rose 5.6% compared with the same month in 2024. Sales of packaged food dry goods (+11.0%) led the gains in this commodity class in November 2025, followed by sales of fresh meat and poultry (+11.8%) and cookies, confectionery and snack foods (+8.7%), said the federal agency.
Statistics Canada said retail sales of clothing grew 10.7% in November 2025. The largest gain within this commodity class was for sales of women’s clothing (+13.5%), followed by sales of men’s clothing (+7.8%). Sales of footwear rose 9.2% compared with November 2024.
The largest decline in dollar terms in November 2025 came from sales of motor vehicles (-7.3%). The decrease in this commodity class was driven by lower sales of new motor vehicles (-12.3%). Used motor vehicles posted higher sales in November, increasing 2.5% from the same month in 2024, it added.
“Retail sales of automotive and household fuels declined 1.3% in November. With lower prices seen at the pump, sales of automotive fuels posted a decrease of 3.2% compared with the same month one year earlier,” noted the federal agency.
“The advance estimate provided by the Monthly Retail Trade Survey suggests that unadjusted total retail sales in December increased by 1.9%. Because of its preliminary nature, this figure will be revised.”
Time Out Market Vancouver – the first of its kind to launch in Western Canada – has revealed the latest additions to its impressive lineup of local culinary talents.
Set to open this Spring, the food and cultural market will bring the best of the city together under one roof: a curated mix of the best chefs and restaurateurs, drinks and cultural experiences – showcasing the city’s top talents and making them accessible in a unique space, said the Market.
Time Out Market Vancouver – located atOakridge Park – is 51,000 square feet of space and will feature 18 kitchens, one dessert and one coffee counter, alongside three bars, multiple event spaces, around 1,000 seats and a large outdoor terrace facing onto a public park.
“ We are exceptionally proud of the concepts announced as we continue to highlight the best of the city under one roof. Our vision is to celebrate a thoughtfully curated mix of accoladed, neighbourhood gems, and rising star chefs. For the final announcement, count on some surprises that really shine a spotlight on the culinary scene in Vancouver,” he said.
Julien Lavoie
“Time Out Market’s vision is simple: the best of the city under one roof. It’s a vibrant community hub where we celebrate local culture, entertainment, talent and, of course, incredible food and drink. Think of every time you visit a friend’s home- you always end up at the kitchen table. Time Out Market is Vancouver’s kitchen table. Here, both locals and tourists get a real taste of the city.
“Guests can explore local culture and diverse culinary offerings from multiple kitchens, then come together at communal tables to enjoy their meals in a thoughtfully designed, lively space. We bring people together- whether they come with family, friends, or solo- so they can experience exciting culinary and cultural moments, all while watching top chefs and their teams in action. With the upcoming opening at Oakridge Park, Time Out Market continues its mission of building a new community hub, providing the perfect place to amplify and share the stories of Vancouver’s best chefs and restaurants.”
Communal tables, open kitchens, and a thoughtfully designed interior will offer a casual atmosphere where families, groups of friends and solo visitors can get together and easily connect with one another. Time Out Market is not just a foodie destination but a vibrant community space. With a year-round calendar of entertainment and activations, there will be culinary and cultural experiences for everyone, said the Market.
With six chefs and restaurateurs already announced, more culinary top talents – from beloved local institutions to award-winning and rising talents and much-loved local gems – have been revealed to complement Time Out Market Vancouver’s roster, serving a diverse range of cuisines.
Chef Vikram Vij brings new Indian concept, Peacock, to Time Out Market Vancouver
One of the city’s most well-known and loved chefs, Vikram Vij, is famous for his namesake Vancouver-based restaurant, Vij’s. Open since 1994, the institution was described as “easily among the finest Indian restaurants in the world” by The New York Times. Chef Vij has earned global recognition for his culinary career, cookbooks, and industry advocacy, highlighted by the Michelin Guide and James Beard Awards, alongside appearances on Top Chef Canada, Chopped Canada, and Dragons’ Den, among many others. For the Market, Chef Vij is launching Peacock, a new Indian concept which will serve Vij’s Samosa Chaat salad with beets and candied walnuts, Jennifer’s Salt Fish Curry, and Vij’s family Chicken Korma with pickled chillies.
Photo: Time Out – Vikram VijPhoto: Time Out – Peacock
Authentic Neopolitan pizza concept, Via Tevere, joins Market lineup
For over a decade, Via Tevere founders and brothers Dom and Frank Morra have shared their family heritage through several concepts in Vancouver, including Straight Outta Brooklyn Pizza, Dante Italian Sandwich, Don’t Argue Pizza, Cafe Soccavo, and il Saltimbocca food truck. Dedicated to bringing authentic Italian food and culture to the West Coast of Canada, both Via Tevere locations hold a prestigious “Vera Pizza Napoletana” certification, using traditional methods and ingredients to honour the streets in Naples where the owners’ family hails from. The brothers continue their mission by joining Time Out Market Vancouver, where they will serve traditional Neapolitan pizzas, from Margherita to Vesuvio, and paninos, including Prosciutto e Tartufo and Mortadella e Pistachio.
Photo: Time Out -Dom and Frank MorraPhoto: Time Out – Via Tevere
Kishimoto brings authentic Japanese cuisine to Time Out Market Vancouver
With over three decades of industry experience, Chef Akira Kishimoto honed his culinary skills in Osaka and Kyoto before moving to Vancouver to launch his own restaurant. His concept, Kishimoto, has been a staple of Japanese cuisine in the city for over fourteen years. Securing second at the prestigious 2023 Canada’s Great Kitchen Party contest and gold for best Japanese in the 2024 Vancouver Magazine Restaurant Awards, Kishimoto cemented his place within the Canadian culinary scene, regularly recognized by industry peers. At Time Out Market Vancouver, Kishimoto will serve Wagyu Broth Udon, Okonomiyaki and Oshizushi, alongside a few vegetarian and vegan menu items.
Photo: Time Out -Chef Akira KishimotoPhoto: Time Out – Kishimoto
SANTO TACO will offer heritage Mexican dishes and an authentic taco experience rooted in bold, traditional flavours
Newly opened Mexican taquería SANTO TACO has quickly become a city favourite, earning strong reviews for its commitment to authenticity and its distinctive cultural point of view. Inspired by the street food of Mexico, SANTO TACO’s menu is built around carefully sourced, high-quality proteins prepared with respect for tradition. At the Market, guests can expect tacos, burritos, and quesadillas featuring standout proteins such as slow-braised beef birria, NY striploin asada, citrus-marinated pork belly, and classic pork al pastor, alongside rotating chef specials. The offering is rounded out with craveable appetizers and shareable plates, delivering a comforting yet elevated take on Mexican street food.
Photo: Time Out -Chef Gerardo RegaladoPhoto: Time Out – Santo Taco
Modern Chinese BBQ concept, Heritage, joins Market lineup
Currently operating three Vancouver locations, Heritage Asian Eatery has made a name for itself by delivering Asian comfort food, using locally sourced ingredients and clever culinary techniques. From Peking duck to versions of Chinese BBQ, each dish is a celebration of flavour. Dishes served at Time Out Market Vancouver will include Premium Char Siu Pork, Signature Roast Duck, Succulent Soy Chicken and Charcoal Roasted Lamb Skewers, to mention a few.
Photo: Time Out – Paul ZhangPhoto: Time Out – Heritage
Mello Donuts brings elevated artisan donut concept to Time Out Market Vancouver
Well-known in Vancouver and across the country, Mello has become a popular destination for hand-crafted, artisan donuts. Baked fresh from scratch everyday, Mello uses high-quality, natural ingredients and experiments with creative, flavorful fillings. At Time Out Market Vancouver, Mello will serve its much-loved signature brioche donuts, with popular fillings like matcha, as well as a selection of cakes and cookies, including crowd-pleasers like the strawberry short cake and cereal cookie.
Photo: Time Out – Mello Donuts
Boba Run offers fresh, fun, and unique flavoured bubble tea options
Locally owned and operated Boba Run is a Korean-inspired bubble tea concept on a mission to create drinks that are fresh, fun, and a little defiant. Known for staples like Strawberry Matcha Latte and Korean Banana Milk, as well unique flavour combinations like the Honeycomb Dalgona Latte and Jolly Pong Cereal Shake, Boba Run crafts drinks without artificial ingredients, using fresh or non-dairy milk and house-made syrups made from real fruits and organic cane sugar. At Time Out Market Vancouver, guests will be able to order a range of drinks from the Boba Run menu, including a Brown Sugar Matcha Latte, Thai Iced Tea, and Peach Oolong Milk Tea.
Photo: Time Out -Christine LauPhoto: Time Out – Boba Run
The newly mentioned vendors join the previously revealed:
Chef Rob Feenie will launch Feenie’s at Time Out Market Vancouver to serve gourmet burgers
Chef Chanthy Yen joins with Mee Bar – a celebration of his Cambodian heritage
Lunch Lady is coming to Time Out Market with its renowned Vietnamese street food
At the heart of MaKaam is modern Artisan Thai cuisine from Baan Lao’s Chef-Owner Nutcha Phanthoupheng
DownLow Chicken will serve its iconic crispy fried chicken
Barnacle by Bar Bravo will offer a selection of raw and cooked seafood
Time Out Market is part of Time Out Group PLC, a global brand launched in London in 1968. There are currently more than 10 Markets in cities such as New York (Brooklyn and Manhattan), Montreal, Dubai, Cape Town and Osaka, with several new sites in development, in addition to a pipeline of further locations in advanced discussions.
In recent years shopping centres have become more than just places to shop.
It’s all about the experience.
Cadillac Fairview, one of the largest owners, operators, investors and developers of best-in-class office, retail, multi-family residential, industrial and mixed-use properties in North America, has been at the forefront of providing interactive experiences to customers.
And right now it’s a busy time for the company as it celebrates the Olympics and Chinese New Year.
It has launched CF Play Makers, an immersive, winter play experience coming to select CF shopping centres nationwide. It launched with a flagship activation CF Toronto Eaton Centre on Thursday, transforming the centre into a dynamic hub for winter sport, play, and community spirit, bringing the excitement of the 2026 Olympic Winter Games to the heart of downtown Toronto.
“Timed to coincide with the 2026 Olympic Winter Games, CF Play Makers offers our guests a relevant and timely opportunity to engage with and try out Olympic winter sports at 10 select centres, including CF Toronto Eaton Centre, creating memorable experiences and community connection,” she said.
Jodi Clare
“Our shopping centres serve as true gathering places for our communities, and our curated experiences play a big role as we aim to inspire and delight our guests with each and every visit.”
Clare said the company maintains an ongoing, robust schedule of activations.
“Our dedicated Experience team manages a wide range of initiatives, from small, unique moments to major seasonal campaigns, such as the holiday program. Furthermore, we consistently partner with brands and retailers to host diverse activations across our portfolio throughout the year,” she explained.
“While national campaigns like CF Play Makers utilize a unified strategy, our overall approach is market-specific, tailoring experiences and activations to reflect the unique local markets and communities each CF property serves.”
Until February 22, people are invited to get in the game and participate in a variety of Olympic-inspired activities at CF Toronto Eaton Centre, including:
Team Canada Viewing Lounge – Queen’s Cross Food Hall
In addition to CF Toronto Eaton Centre, CF Play Makers activations will take place across the Greater Toronto Area including CF Sherway Gardens and CF Fairview Mall, featuring hockey and Curling Canada-partnered curling experiences alongside Olympic Games screenings.
Photo: Cadillac Fairview
Cadillac Fairview is also inviting shoppers to celebrate the Year of the Horse at select shopping centres. Until March 4, CF Toronto Eaton Centre, CF Markville and CF Fairview Mall will host a variety of community-focused events, including traditional performances, interactive activities, and festive décor. Activities will also take place until March 3 at CF Pacific Centre and CF Richmond Centre.
Guided by the Horse’s traditional associations with energy, persistence, and social connection, this year’s program mirrors that vitality through high-impact performances and immersive environments. Guests will be greeted by stunning visual displays, including iconic “supertrees” inspired by Singapore Marina Bay’s giant vertical gardens, themed decals, and pillar wraps, said Cadillac Fairview.
Lillian Tummonds
“We are proud to offer a truly vibrant program that embodies the energy and vitality of the Year of the Horse,” said Lillian Tummonds, Senior Vice President, Retail, Cadillac Fairview. “Lunar New Year is a significant celebration for many of our guests, and we are committed to creating an unforgettable, welcoming experience for visitors across our centres. Gung hay fat choy / 恭喜發財.”
Affirm is expanding its partnership with Wayfair, bringing its financial products to shoppers in the UK and Canada.
Whether shopping for a new dining table or the perfect sofa, approved shoppers in the UK and Canada can now split their purchases with Affirm, said the company.
The experience is straightforward: customers receive a quick, real-time approval decision and can choose the payment plan that fits their needs. Affirm never charges late fees or hidden fees, and there is no compounding interest. Customers only pay what they agree to, it said, adding that the announcement builds on the companies’ recently expanded partnership, which brought Affirm to Wayfair’s online and in-store checkouts across the US last October.
“Since first partnering with Affirm nearly a decade ago, we’ve seen how much our customers value having flexible, transparent payment options. Expanding Affirm to the UK and Canada means more shoppers can invest in their homes in a way that works for them, with no hidden fees or surprises.”
Wayne Pommen
“When people are shopping for their homes, they want to focus on finding the right piece for their space — and not worry about fine print or surprise fees that come with it,” said Wayne Pommen, Chief Revenue Officer at Affirm. “We’re proud to expand on our years of successful partnership with Wayfair, delivering the same peace of mind to even more consumers in the UK and Canada.”
With Canadians facing ongoing cost-of-living pressures, Prime Minister Mark Carney recently announced food affordability measures to help ease the burden on consumers.
Yu Ma, Professor at McGill University’s Desautels Faculty of Management, said the expanded Canada Groceries and Essentials Benefit does not reduce the grocery bills.
“Instead, it increases the purchasing power of the targeted Canadians. To lower the grocery bills, we need to improve our food supply chains in Canada. In fact, it is often overlooked that the government also announced that they will set aside $500 million from the strategic response fund to encourage greenhouse development, funding food banks, and develop a National Food Security Strategy to strengthen domestic food production,” he said.
“These supply-side measures are what can ultimately lower grocery bills. Although the impact will not be immediate, I think this approach is the only sustainable way to make groceries more affordable in the long run.”
Ma said there is a risk that retailers feel less pressure to engage in aggressive pricing, knowing that 12 million Canadians would receive a cash injection.
Yu Ma
“Also Canada’s grocery sector is a clear oligopoly, which also leads to lack of competition. While the Competition Bureau has flagged this in recent reports, they currently do not have power to force structural changes or break up the dominant players,” he said.
Ma said shoppers are already aggressively pivoting to discount banners and ethnic grocers to stretch their budgets.
“I don’t think this benefit will reverse that structural shift. Given the 27% cumulative increase in food costs over the last five years, this measure feels more like a desperate catchup. It provides a temporary relief but would not restore the lost purchasing power of Canadians,” he said.
How do the announced measures fit into the broader challenges and structural issues in Canada’s food system?
“I see two main points. First, Canada’s food system is heavily dependent on external inputs. Geopolitical uncertainty and ongoing trade disputes will continue to stress our supply chain,” explained Ma.
“While the government is on the right track by incentivizing domestic production (like greenhouse expansion), these systems require deeper, long-term investment to truly build resilience. Second, the high concentration of the grocery sector remains a barrier to competitive pricing. This is a fundamental structural issue that requires perhaps government intervention.”
Ma said these measures are well intentioned, and he can see how they help many Canadians immediately.
“I remain concerned that injecting cash without addressing supply constraints can inadvertently keep prices high. I think the focus should shift more weights from immediate relief to long-term structural reforms.”
Recently, the federal government said the global landscape is rapidly changing, leaving economies, businesses, and workers under a cloud of uncertainty.
“In response, Canada’s new government is focused on what we can control: building a stronger economy to make life more affordable for Canadians. To that end, we are securing new trade and investment partnerships abroad and building our strength at home – to create good career opportunities with higher wages for Canadians,” it said.
“Our plan is moving Canada’s economy from reliance to resilience, though some of the biggest long-term payoffs of this transformation will take time to be felt. To ensure Canadians have the support they need right now, the government has introduced a series of new measures to bring down costs – including cutting taxes for 22 million Canadians, supercharging homebuilding, and protecting and expanding vital social programs.”
Prime Minister Mark Carney
Carney introduced new measures to make groceries and other essentials more affordable:
1. Putting more money back in Canadians’ pockets
The government is introducing the new Canada Groceries and Essentials Benefit – formerly the Goods and Services Tax (GST) Credit. We are increasing its amount by 25% for five years beginning in July 2026.
In addition to that, we are providing a one-time payment, equivalent to a 50% increase this year.
Combined, this means that a family of four will receive up to $1,890 this year, and about $1,400 a year for the next four years; and a single person will receive up to $950 this year, and about $700 a year for the next four years.
The new Canada Groceries and Essentials Benefit will provide additional, significant support for more than 12 million Canadians.
2. Tackling food insecurity, supporting producers, and strengthening supply chains
The government is setting aside $500 million from the Strategic Response Fund to help businesses address the costs of supply chain disruptions without passing those costs on to Canadians at the checkout line.
For the same purpose, the government will create a $150 million Food Security Fund under the existing Regional Tariff Response Initiative for small and medium enterprises and the organisations that support them.
To lower the cost of food production, we are introducing immediate expensing for greenhouse buildings. This allows producers to fully write off greenhouses acquired on or after November 4, 2025, and that become available for use before 2030. This measure supports increased domestic supply and investment in food production over the medium-term.
To ease immediate pressures with food banks, the government is providing $20 million to the Local Food Infrastructure Fund. This supports food banks and other national, regional, and local organisations to deliver more nutritious food to families in need.
To tackle the root causes of food insecurity, we are developing a National Food Security Strategy – one that strengthens domestic food production and improves access to affordable, nutritious food.
This strategy will also include measures to implement unit price labelling and support the work of the Competition Bureau in monitoring and enforcing competition in the market, including food supply chains.
Valentine’s Day is being redefined and shoppers are embracing it on their own terms. New Lightspeed Commerce data shows that consumers are moving away from pressure-driven gifting and instead using the holiday as a moment for self-care and self-gifting.
Valentine’s Day pressure is fading:
Nearly two thirds of North American consumers (62%) feel little to no pressure to spend money on Valentine’s Day. Instead, most shoppers are approaching the holiday comfortably and intentionally.
More than half (57%) say they simply spend what feels comfortable to them.
Nearly a quarter (23%) say they do not think about Valentine’s Day spending at all.
Self-gifting is already mainstream:
Buying for yourself is no longer a fringe behaviour.
More than one in four consumers (27%) say they have already bought themselves a Valentine’s Day gift, and another 8% say they might this year.
In fact, 13% of shoppers explicitly say they buy Valentine’s Day gifts for themselves.
Self-care leads self-gifting choices:
When shoppers do treat themselves, their purchases reflect classic self-care habits.
Over a third buy clothing or accessories (35%).
One quarter purchase beauty or self-care products (25%).
Nearly one third treat themselves to a nice meal or takeout (32%).
Some go further, with 13% booking spa treatments or massages.
Valentine’s Day budgets remain modest, with most shoppers planning to spend under $100. This reinforces a shift toward small indulgences that feel good rather than extravagant gestures.
“Shoppers are approaching the holiday with less obligation and more autonomy, which has led to a wider and more diverse range of spending patterns. Valentine’s Day is no longer just about buying a gift for a partner, it’s equally about self-gifting, gifts for children, or even spoiling pets,” he said.
John Shapiro
“This shift mirrors what we’re seeing more broadly across retail, where consumers are prioritizing financial control and emotional value over performative or expectation-driven spending. Rather than spending to meet external norms, shoppers are making conscious choices about how, or whether, Valentine’s Day fits into their lives. As a result, the holiday is becoming less about social pressure and more about personal meaning, flexibility, and choice.”
Shapiro said retailers should stop treating self-gifting as a niche behaviour and start designing for it intentionally.
“We found more than one in four consumers are buying Valentine’s Day gifts for themselves, with that increasing substantially for Gen Z (55%). The opportunity is clear; merchandising, messaging, and product bundles should find a balance between romantic gesture and self-care; think small moments of indulgence rather than romantic obligation. Retailers that make it easy for shoppers to justify a purchase “for themselves” will be more suited for the various demands consumers are looking for,” he said.
Shapiro said self-care-focused purchases highlight how consumers are redefining value during the holiday season as something increasingly emotional rather than purely transactional.
“Items like clothing, beauty products, meals, and small indulgences continue to dominate self-gifting because they deliver immediate, personal satisfaction and a sense of control,” he said.
“Rather than chasing the biggest deal or the most extravagant purchase, consumers are prioritizing how a purchase makes them feel; whether that’s comfort, confidence, or a moment of relief. There’s a growing desire to feel good about where money is being spent, not just how much is being saved. This reinforces the idea that value today is defined by relevance and emotional resonance, not by price tags or grand gestures, especially during holidays.”
Shapiro said most shoppers plan to spend under $100, which creates a strong case for thoughtfully priced bundles, experiential framing, and clear use cases. Highlighting “treat yourself” moments with limited-edition items or small premium touches like product personalization can help brands maintain margin while still meeting shopper expectations. Shoppers are willing to spend; they just want their purchases to feel intentional.
Photo: Meg Aghamyan
“This shift toward more intentional and self-focused spending appears to be a lasting change rather than a temporary trend. It aligns closely with several data points we’ve observed across the retail landscape, particularly among younger demographics who are increasingly willing to redefine traditional cultural norms around shopping and gift-giving. Rather than reserving indulgent purchases for special occasions, these consumers are finding more frequent opportunities throughout the year to treat themselves in ways that feel meaningful and justified,” he explained.
“We’ve seen this behaviour reflected in our “valuespending” data, where shoppers are making more deliberate, value-driven purchasing decisions that prioritize personal relevance and long-term satisfaction over impulse buying. This mindset has also shown up in recent Black Friday trends, where consumers were increasingly likely to shop for themselves alongside, or even instead of, buying gifts for others. Taken together, these signals suggest a broader evolution in consumer behavior, one that emphasizes intentionality, personal reward, and redefining what value looks like in today’s retail environment.”
In the case of small and medium-sized companies, the financial profitability, cash flow, and tax readiness hinge on the appropriate choice of the bookkeeping schedule. Which one is best, monthly or quarterly bookkeeping, is not always a one-size-fits-all answer.
There are advantages and disadvantages of each strategy. The trick is that you can match your bookkeeping frequency with the size and complexity of your business, as well as with its business growth pattern.
Another advantage of using the services of such firms as Webtaxonline is that the business owners are merely deciding on the best option and making sure that bookkeeping is not tiresome or embarrassing.
Why Bookkeeping Frequency Matters
Bookkeeping is more than just tracking income and expenses. It gives insight into cash flow, profitability, tax obligations, and financial health. If your bookkeeping is outdated, you may miss important deductions, miscalculate taxes, or overlook cash flow issues. Regular bookkeeping helps prevent that risk.
As founder Abid Manzoor explains: “Accurate and frequent bookkeeping isn’t just paperwork, it is the financial heartbeat of a business. When you know where every dollar came from and where it went, you make better decisions.”
Benefits and Ideal Use Cases for Monthly Bookkeeping
Real-Time Financial Visibility
With monthly bookkeeping, you receive up-to-date financial statements every month. That means you know your revenues, expenses, and cash flow in near real time. For businesses with frequent transactions or variable cash flow, this visibility helps you manage payroll, inventory, supplier payments, and growth investments confidently, especially if you rely on tools like a pay stub generator to keep payroll records accurate and organized.
Better Tax Readiness
Monthly bookkeeping ensures all expenses, receipts, and invoices are recorded promptly. This reduces the risk of missing deductible expenses or losing important documents. When tax season arrives, your records are organized and complete, making filing easier and less stressful.
Easier Cash Flow Management
Monthly bookkeeping helps you spot cash shortages or excess early, allowing you to plan for upcoming bills, seasonal swings, or business scaling. It helps you make smarter decisions about spending, hiring, or investments based on accurate, recent data.
Ideal For
Businesses with frequent transactions (retail, services, contractors)
Companies with fluctuating cash flow
Businesses growing fast or planning expansion
Business owners who want tight control and clarity
Benefits and Ideal Use Cases for Quarterly Bookkeeping
Lower Costs and Less Administrative Burden
Quarterly bookkeeping reduces the frequency of bookkeeping tasks. For small operations or businesses with limited transactions, this may save time and bookkeeping fees while still keeping basic financial tracking.
Sufficient for Simple Business Models
If your business has minimal expenses and revenue flows, and transactions are predictable, quarterly bookkeeping may be sufficient to stay organized and compliant.
Reduced Overhead for Stable Businesses
When cash flow and expenses are stable, and you have few moving parts, quarterly bookkeeping keeps the books clean without requiring monthly management.
Ideal For
Small or micro-businesses with low transaction volume
Self-employed individuals or freelancers with infrequent invoices
Businesses with minimal overhead and a simple structure
Which Approach Is Right for You?
Choosing between monthly and quarterly bookkeeping depends on several factors:
Volume of transactions: More transactions favor monthly; fewer may suit quarterly.
Cash flow variability: If you have irregular income or expenses, monthly offers better control.
Business growth and complexity: Growing businesses or those with inventory, payroll, or multiple clients benefit from monthly tracking.
Budget and resources: Smaller businesses may prefer quarterly to reduce bookkeeping costs.
Tax planning needs: If you want to maximize deductions and keep accurate records, monthly is safer.
In many cases, businesses evolve; what worked as a quarterly bookkeeping setup may no longer be sufficient once transactions increase. Flexibility and periodic review of your bookkeeping frequency are key.
Why Expert Bookkeeping Support Can Help
Outsourcing bookkeeping to a firm like Webtaxonline ensures reliable, consistent, and professional financial records. Whether you choose monthly or quarterly bookkeeping, having experts manage your books reduces error risk, improves compliance, and saves time. Professionals can help you stay on top of receipts, reconcile bank accounts, produce financial statements, and prepare for tax filings with confidence.
As Abid Manzoor notes, seeing your financials clearly each month or quarter lets you “make better decisions.”
For many business owners, what matters most is not just bookkeeping frequency but consistency, accuracy, and clarity. With Webtaxonline, you get those and more.
