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Exterior of Red Deer Sunterra Market. Photo: Red Deer Branding Photography
An Alberta judge has ruled that Alberta-based food and grocery company Sunterra engaged in cheque kiting on what the court described as an “astonishing scale,” finding the company liable to U.S. agricultural lender Compeer Financial for approximately $35 million. In a decision issued on January 27 by the Court of King’s Bench in Calgary, Justice Michael Lema also held Sunterra’s president personally responsible for the debt, marking a significant escalation in the legal and financial pressures facing the vertically integrated agri-food group.
The ruling arrives as Sunterra continues to restructure under court supervision following months of financial strain, lender disputes, and operational disruption. While the decision focuses on conduct between Canadian and U.S. affiliates and lenders, it carries implications for the broader Sunterra group, including its premium Sunterra Market grocery stores across Alberta.
In his written decision, Justice Lema likened the financial practices at issue to a game of musical chairs where there are not enough seats when the music stops. He concluded that Sunterra’s Canadian entities fraudulently misrepresented the availability of funds behind cheques sent to the United States, inducing Compeer to continue honouring payments that were not backed by actual cash balances.
“I find that cheque kiting occurred here, that the Canadian Sunterra entities involved fraudulently misrepresented that south-going cheques were anchored by sufficient funds to be honoured,” Lema wrote.
The Mechanics of the Cheque Kiting Scheme
At the centre of the case was a system of cross-border cheque exchanges between Sunterra’s Canadian and U.S. companies. According to the ruling, cheques were sent back and forth at high volumes and in large amounts for reasons unrelated to actual business transactions. The purpose, the court found, was to cover account shortfalls by depositing incoming cheques that themselves were not supported by real cash.
Justice Lema described the practice in stark terms, concluding that Sunterra engaged in cheque kiting “on an astonishing scale,” with intercompany transfers in 2024 totalling nearly $6.3 billion.
When Compeer froze the relevant accounts in February 2025 and stopped clearing cheques, the system collapsed. Lenders on both sides of the border ceased processing the reciprocal cheques, revealing the true financial position.
After applying all available credits, the court found that Compeer suffered a net loss of approximately $35 million US. By contrast, National Bank of Canada, Sunterra’s Canadian lender, emerged without direct losses related to the alleged cheque kiting.
Interior of Red Deer Sunterra Market. Photo: Red Deer Branding Photography
How the Money Moved — And Stayed Hidden
Behind the scenes, the scheme relied on a rapid-fire exchange of cheques between Sunterra’s Canadian and U.S. companies, timed to exploit the delay between when a cheque is deposited and when the money actually clears. Between January 1 and February 10, 2025 alone, the U.S. Sunterra entities wrote 474 cheques totalling about US$431.3 million to Sunterra’s Canadian accounts, while depositing 472 cheques in the opposite direction worth roughly US$432.4 million. In just over a month, about US$863.7 million cycled through the two banking platforms, far more than the group’s entire 2024 annual revenue of roughly C$144 million.
Court filings say most of those cheques fell in a narrow band between roughly US$800,000 and US$990,000, with none reaching US$1 million. That pattern mattered: cross‑border cheques at or above the US$1‑million mark would typically draw extra scrutiny or delays in the clearing system, so keeping each instrument just under that threshold allowed large amounts to move quickly while reducing the chance anyone would scrutinize individual items.
Because both Compeer and National Bank made the funds from deposited cheques available before they fully cleared, the Sunterra entities could immediately write new cheques against what was, in substance, only a temporary IOU. The Canadian companies would issue cheques to the U.S. side without having real cash to back them, the U.S. entities would gain conditional credit when those cheques were deposited at Compeer, and then promptly send fresh cheques back to Canada so that National Bank accounts appeared funded when earlier cheques came up for settlement. The court materials describe this as a self‑perpetuating loop that required ever more cheques to keep all accounts looking solvent on paper.
When Compeer finally intervened in mid‑February 2025, first flagging the volume and pattern of cheques, then cutting off automatic cheque‑writing and refusing to process new deposits, the loop broke. National Bank subsequently dishonoured dozens of previously credited cheques totalling just under US$60 million, instantly wiping out what had appeared to be a positive cash position at Compeer and leaving the U.S. Sunterra entities with a multi‑tens‑of‑millions overdraft on facilities that were only supposed to allow US$11.5 million in borrowing. After further adjustments and recoveries, Compeer’s net exposure from the scheme landed in the mid‑thirty‑million‑dollar range in U.S. dollars — the loss figure Justice Lema ultimately tied to the fraud finding and personal liability for Sunterra’s president.
Sunterra Market in Edmonton’s Lendrum Centre. Photo: Tripadvisor
Sunterra’s Defence Rejected
Sunterra argued that both lenders understood and accepted the cheque-based system, maintaining that it was designed to ensure that no overdrafts occurred on either side of the border. The court rejected that characterization.
Justice Lema found that Sunterra Canada knowingly made false representations with the intention that Compeer rely on them. The lender did rely on those representations, he concluded, and suffered substantial losses as a result.
“I find that Sunterra Canada made false representations knowingly, intending that they be relied on, which Compeer did rely on, suffering the noted losses,” the decision states.
The ruling reinforces the seriousness with which Canadian courts treat misrepresentation and fraud in complex financing arrangements, particularly when they intersect with insolvency proceedings.
President Held Personally Responsible
In one of the most consequential aspects of the decision, Justice Lema found that Ray Price, Sunterra’s president and a director of the company, personally directed and oversaw the cheque kiting practice. On that basis, the court held him personally liable for the debt owed to Compeer.
The judge declined to impose personal liability on two other Sunterra employees, concluding that they were acting under instructions rather than directing the scheme themselves.
Sunterra has been operating under the Companies’ Creditors Arrangement Act since 2025, using the insolvency framework to restructure its operations while shielding itself from creditor enforcement. However, the fraud finding significantly constrains the company’s ability to rely on those protections in relation to Compeer’s claim.
Because the debt was found to have arisen fraudulently, the court determined that Sunterra cannot use bankruptcy or restructuring laws to force Compeer to accept pennies on the dollar without the lender’s consent. This distinction places Compeer in a materially different position from other creditors participating in the Canadian restructuring process.
Sunterra Market at West Market Square in Calgary. Photo: Tripadvisor
Sunterra’s Retail and Agri-Food Roots
Founded in 1970 by the Price family, Sunterra traces its origins to Pig Improvement Canada, a hog-production business built on higher-standard farming practices. The company launched Sunterra Meats and Sunterra Market in 1990, the latter debuting in downtown Calgary’s Bankers Hall with a European-style market concept that emphasized fresh food, in-house production, and premium positioning.
Today, Sunterra remains a privately held, family-run business with multiple generations of the Price family involved in leadership. Its vertically integrated model encompasses hog farming, meat processing, value-added brands, and retail grocery stores operating under the Sunterra Market banner.
Sunterra Market locations operate in Calgary, Edmonton, and Red Deer, offering fresh produce, in-house butchery, bakery, deli, prepared meals, and café-style seating. Several locations include expanded hospitality elements such as cooking-class spaces, event rooms, and full-service bars, reinforcing the brand’s differentiation within Alberta’s grocery landscape.
A Premium Player in Alberta Grocery
Within the Alberta market, Sunterra occupies a premium niche rather than competing on price with mass grocers. Its European market ambiance, vertically integrated supply chain, and emphasis on fresh and prepared foods have helped distinguish the brand among consumers seeking quality and experience.
Corporate materials highlight local sourcing, Canadian suppliers, and community engagement, including workforce partnerships such as training programs with the Calgary Immigrant Women’s Association. This positioning has historically supported customer loyalty, particularly in urban neighbourhoods where Sunterra’s markets are embedded into daily routines.
However, premium positioning also exposes retailers to heightened vulnerability during periods of economic stress, as inflation, higher interest rates, and shifting consumer behaviour pressure discretionary food spending.
Interior of Red Deer Sunterra Market. Photo: Red Deer Branding Photography
Financial Stress and Court Protection
Sunterra’s legal troubles with Compeer unfold against a backdrop of broader financial distress across the group. In late March 2025, several Sunterra entities filed a notice of intention to make a proposal under the Bankruptcy and Insolvency Act. That process was later converted into a full Companies’ Creditors Arrangement Act restructuring after the Alberta Court of King’s Bench granted an initial order in April 2025.
Court documents filed in the restructuring proceedings disclosed significant liabilities, including roughly $17.5 million owed to National Bank of Canada, approximately $17.8 million to Farm Credit Canada, and millions more to trade creditors. Retail-focused reporting at the time indicated that Sunterra Quality Food Markets alone carried close to $18.9 million in liabilities and more than 200 creditors.
The restructuring covers Sunterra’s vertically integrated operations, from hog farms and greenhouses to the Trochu meat-processing facility and the retail grocery chain.
Operational Disruptions Compound Pressures
Operational challenges have compounded Sunterra’s financial strain. A fire at the Trochu pork-processing plant in 2024 forced a shutdown of a core asset within the company’s meat business, disrupting production and cash flow. Court materials also reference inflationary cost pressures, rising interest rates, and changing consumer habits as broader headwinds affecting the business.
These pressures have played out alongside escalating disputes with lenders. National Bank of Canada sought the appointment of an interim receiver in March 2025, alleging concerns related to cheque circulation practices. The court dismissed that application, allowing Sunterra to continue restructuring under its chosen path.
Sunterra Farms later filed a statement of claim against National Bank, alleging breaches of a 2022 loan agreement and seeking damages for lost sales, reputational harm, and increased operating costs. Those claims remain separate from the Compeer litigation.
Sunterra Market at Lendrum Centre in Edmonton. Photo: Tripadvisor
Parallel U.S. Litigation and Claims
Compeer’s claims extend beyond the Canadian courtroom. In the United States, the lender has asserted claims exceeding $36 million relating to Sunterra’s American subsidiaries, with litigation in South Dakota involving allegations of serious overextensions of credit and requests for receivership.
These U.S. proceedings run in parallel to the Canadian CCAA process, adding complexity to Sunterra’s efforts to stabilize its business and resolve creditor claims across jurisdictions.
While Sunterra Market stores have continued operating throughout the restructuring, their long-term footprint remains uncertain. Court filings identify the retail grocery chain as one of the group’s core operating segments whose value the restructuring seeks to preserve, alongside the Trochu facility and U.S. joint venture interests.
Industry observers have noted that outcomes could range from refinancing or new investment to asset sales or store closures, depending on creditor negotiations and court approvals. The cheque-kiting ruling introduces additional risk, particularly if it limits Sunterra’s flexibility in resolving claims with key lenders.
Toys “R” Us Canada has formally sought creditor protection under the Companies’ Creditors Arrangement Act, marking a significant escalation in the retailer’s ongoing retrenchment across the country. The company confirmed on February 3 that it has commenced proceedings under the CCAA following an initial order granted by the Ontario Superior Court of Justice’s Commercial List. The filing provides an immediate stay of proceedings while the company evaluates strategic alternatives and begins a court-supervised restructuring process.
In its announcement, Toys “R” Us Canada said it reached the decision after reviewing all reasonably available options and determining that creditor protection was necessary to stabilize operations and address mounting challenges. The company emphasized that all currently operating stores will remain open during the initial phase of the process as it works through its restructuring plans.
The CCAA filing comes after months of accelerating store closures, provincial exits, legal disputes with landlords, and visible operational strain, all of which have raised questions about the long-term viability of the chain’s national footprint.
A Rapidly Contracting Retail Footprint
Toys “R” Us Canada entered 2024 with more than 100 locations nationwide. By early 2026, that number had fallen sharply, with industry reporting indicating the chain is now operating roughly 22 stores across the country. The pace of closures intensified through late 2025 and early 2026, including complete exits from British Columbia and Saskatchewan and a growing concentration of remaining locations in Ontario.
The company’s press release acknowledged that a reduction in its retail footprint will be a core component of the restructuring process. While no specific store list has been disclosed, Toys “R” Us Canada said it intends to right-size its physical presence to better align with current market conditions.
For many landlords and suppliers, the filing was not unexpected. Court records and media reports over the past year have pointed to rising unpaid rent obligations, stalled lease negotiations, and properties being marketed for sale in multiple provinces. The CCAA process now provides a structured framework to address those liabilities while the company assesses whether a sustainable operating model remains achievable.
Former Langley Toys “R” Us store. Photo: Willowbrook Shopping Centre
Court Protection and Immediate Next Steps
Under the initial court order, Toys “R” Us Canada has been granted a stay of proceedings for an initial period of 10 days, subject to extensions as approved by the court. This stay temporarily halts creditor enforcement actions and litigation, allowing the company to continue operating while it develops a restructuring plan.
In court filings, Toys “R” Us Canada said the creditor protection filing was necessary after the company struggled to absorb sustained inflation, rising labour costs, supply chain disruptions, and a continued shift toward e-commerce that reshaped consumer purchasing behaviour.
The company told the court that it implemented a series of measures throughout 2023 and 2024 in an effort to stabilize the business. Those efforts included layoffs, the closure of unprofitable stores, negotiations with suppliers, and the exploration of alternative revenue streams. Despite those actions, the filings state that the measures were insufficient to offset mounting financial pressures.
In an affidavit filed with the court, Toys “R” Us Canada warned that without creditor protection, the business faced the risk of an “abrupt cessation,” a scenario it said would materially reduce recoveries for all creditor groups.
The affidavit also outlines the scale of the company’s recent financial deterioration. In the 10-month period ending November 2025, Toys “R” Us Canada recorded a net loss of approximately $170 million, according to court filings.
According to the court documents, Toys “R” Us Canada now owes at least $120 million to its vendors, in addition to what it described as “substantial” amounts owed to landlords.
As part of the process, the company has appointed Neil Taylor as Chief Restructuring Officer. Taylor will oversee the restructuring efforts and work alongside management as Toys “R” Us Canada navigates the CCAA proceedings, maintains store operations, and communicates with stakeholders.
Alvarez & Marsal Canada Inc. has been appointed as monitor, a standard role in CCAA filings. The monitor will oversee the restructuring process, report to the court, and provide transparency to creditors. Court filings and ongoing updates related to the case will be made publicly available through the monitor’s website.
Toys R Us store in Saskatoon. Photo: Google Maps
Structural Pressures Behind the Filing
Industry observers say the CCAA filing reflects long-standing structural pressures rather than a sudden disruption. Alex Hennick, President and CEO of A.D. Hennick & Associates Inc., said the warning signs had been evident well before the formal court filing.
Alex Hennick
“You had a lot of underperforming locations, but very large locations,” Hennick said in an interview with Retail Insider. “Over time, when your sales are down, minimum wage goes up, rent goes up, it becomes very difficult to survive.”
Hennick pointed to the compounding effect of rising operating costs across a large national footprint. In his view, even strong individual stores struggle to offset weaker locations when overhead, logistics, and labour costs continue to climb.
“At the end of the day, it doesn’t matter what your sales are, it matters what your expenses are against your sales,” he said. “If you have a lot of locations that are not performing, it takes away from what the stronger stores are doing.”
Broader Challenges at the Ownership Level
Ancaster, Ont.-based Putman Investments acquired Toys “R” Us Canada from Fairfax Financial Holdings in 2021, positioning the toy retailer as part of a broader portfolio of specialty retail brands. The company is also behind HMV, Sunrise Records, FYE, Ricki’s, Cleo, and Northern Reflections, giving it a significant footprint across music, apparel, and specialty retail categories.
In recent years, that portfolio has shown signs of strain. Over the 2025 holiday period, Putman Investments closed the last of its T. Kettle locations and previously shuttered a short-lived home goods venture, Rooms + Spaces. FYE stores closed in Ottawa and Toronto. In addition, Everest Toys, a sister company founded by the father of Putman Investments leader Doug Putman, was placed into receivership last year, underscoring the broader pressures facing parts of the group’s retail and wholesale operations.
Sunrise Records, Ricki’s, Cleo, and Northern Reflections have all paused e-commerce operations, with notices posted on their websites indicating that online shopping is temporarily unavailable. A Retail Insider reader provided an email showing that an online order placed with Cleo was later cancelled. Industry sources suggest the suspension of e-commerce may be linked to the loss of shared warehouse and fulfillment infrastructure. HMV Canada’s website provides notice of the CCAA filing.
Hennick said the inability to sell online is often a sign of deeper logistical disruption. “If you can’t shop online, that usually means the warehouse is gone,” he said. “That means they don’t have the ability to ship anymore. All of that inventory was coming out of the same warehouse.”
While Putman Investments has not publicly commented on the broader implications for its retail portfolio, the operational overlap between its brands has raised questions about how challenges at one business can ripple across others. Retail Insider reached out to Doug Putman directly for this story, and he politely declined providing comment on the situation at this time.
The Changing Economics of Toy Retail
Beyond company-specific issues, Toys “R” Us Canada is operating in a toy retail environment that has become increasingly difficult over the past decade. Consumer behaviour has shifted sharply toward price comparison, online ordering, and fast delivery, eroding the advantages once held by large specialty retailers.
“There is demand at the right price,” Hennick said. “But people are spending less, and it’s a very seasonal category. Christmas is critical, and Q1 is always tough.”
He added that licensing dynamics also complicate inventory planning. Toy brands tied to entertainment franchises can surge in popularity and then fade quickly, leaving retailers exposed to excess inventory that ties up cash and warehouse space.
“You’re constantly chasing what’s hot,” he said. “If you miss it, or if demand changes, you’re sitting on inventory that may not have the value it once did.”
These pressures have been compounded by competition from mass merchants and online platforms that can operate with thinner margins and far less real estate.
Mall entrance to the former Toys “R” Us at Willowbrook Centre in Langley in 2021. Photo: Lee Rivett
Real Estate and Asset Sales in Focus
Real estate strategy is expected to play a central role in the restructuring process. In recent months, multiple Toys “R” Us Canada properties have been listed for sale, including freestanding locations in Ontario, Alberta, and Quebec. Some assets have already been sold, while others remain on the market.
Hennick said selling real estate is often one of the few levers available to highly leveraged retailers. “You start selling off assets to pay for other obligations,” he said. “It’s very similar to what we’ve seen in other retail restructurings such as Hudson’s Bay.”
Landlords, meanwhile, have expressed growing frustration over unpaid rent and limited communication leading up to the CCAA filing. Several have already initiated legal action, much of which is now paused under the court-ordered stay of proceedings.
Liabilities, Assets, and Consumer Protections
Financial disclosures published by the court-appointed CCAA monitor show that Toys “R” Us Canada reported total liabilities of $496.78 million, compared with estimated assets of $126.85 million.
Those liabilities include approximately $36 million in unredeemed gift cards. The company said it anticipates continuing to honour outstanding gift cards for 14 days following the CCAA filing, but has stopped issuing new gift cards. It also stated that it intends to honour its existing return policy for merchandise purchased prior to the commencement of the CCAA proceedings.
What Comes Next for Toys “R” Us Canada
The CCAA process gives Toys “R” Us Canada time, but not certainty. Over the coming weeks, the company will be required to outline a restructuring plan that demonstrates a viable path forward, whether through further downsizing, lease renegotiations, asset sales, new investment, or a potential sale of the business.
“There are options,” Hennick said. “Sometimes companies are acquired out of a restructuring. It does happen.”
However, he cautioned that maintaining the existing store network under the current model appears increasingly unlikely. “Long term, it’s hard to see how all of these locations stay open without major changes,” he said.
For now, Toys “R” Us Canada continues to operate, serve customers, and employ thousands of Canadians. Whether the brand can emerge from CCAA protection as a smaller, more sustainable retailer remains one of the most closely watched questions in Canadian retail in 2026.
Westbeach on West 4th Avenue in Vancouver. Photo: Westbeach
The Westbeach brand revival marks a rare and meaningful full-circle moment in Canadian retail. More than four decades after Chip Wilson founded the original surf, skate, and snowboard label in Vancouver, the iconic name is back, grounded in the same coastal culture that shaped it in the first place. With a newly opened flagship store at 2138 West 4th Avenue in Kitsilano and a carefully staged plan to expand across Canada, Westbeach is once again positioning itself as a community-driven action sports brand rooted in quality, durability, and authenticity.
The relaunch is being led by Braden Parker, a Vancouver-based entrepreneur best known as the co-founder and former CEO of Casca Footwear. Parker was appointed CEO after Wilson quietly bought back the rights to the Westbeach brand roughly two years ago. Rather than rushing the name back to market through licensing or wholesale distribution, the team has chosen a deliberate retail-first approach that emphasizes physical experience, heritage storytelling, and product integrity over speed.
Braden Parker
“Chip started the brand, and he bought it back,” Parker said. “We were chatting last February after I had sold my business, and he mentioned Westbeach as an opportunity he had but did not really know what to do with. We both felt the timing was right to bring back a surf, skate, and snow brand with real authenticity, centered around high-quality product.”
Why West 4th Avenue Matters
The choice of Kitsilano, and specifically West 4th Avenue, was not incidental. The street has long been one of Vancouver’s most established lifestyle retail corridors, closely associated with surf culture, athleticwear, and outdoor brands. It also carries historical significance for Westbeach itself. One of the brand’s original stores was located just down the street decades ago.
“West 4th was a natural fit,” Parker said. “The first Westbeach store was actually on West 4th, just down the street. There is an alignment there that felt right, both culturally and historically.”
The new flagship spans approximately 3,600 square feet and was designed less as a traditional apparel store and more as a modern interpretation of what Westbeach once represented. The space blends retail, heritage display, and community gathering into a single environment that feels intentionally unfinished in the best possible way.
“When people talk about the original Westbeach, a huge part of what made it special was the store itself,” Parker said. “It was a community hub. People would hang out, learn about new products, and skate. We really wanted to recreate that.”
A Store Designed for Community, Not Just Commerce
Walking into the new Westbeach store feels closer to entering a surf shack or clubhouse than a conventional apparel shop. Heritage photography lines the walls, chronicling the brand’s early days and its evolution through surf, skate, and snowboard culture. Vintage Westbeach pieces are displayed alongside new product, reinforcing continuity rather than reinvention.
One of the most distinctive features of the store is a skateboard mini ramp installed in the back corner. While the original Westbeach location featured a much larger pipe, the modern version is intentionally more accessible.
“The original Westbeach had a six-foot pipe,” Parker said. “Ours is a two-and-a-half-foot mini ramp. It is more forgiving and more approachable. People from as young as 12 up to much older come in and skate.”
Customers can use the ramp by scanning a QR code and signing a digital waiver, a process that required extensive coordination with insurers and the landlord. The sound of skateboards rolling through the space has become a calling card for the store, drawing in passersby who hear it from the sidewalk.
“It has been a really cool part of the store,” Parker said. “You hear the skating, and people walking by get curious and come in.”
Adding to the sense of hospitality is a small coffee bar near the front of the store. For now, it serves complimentary coffee, reinforcing the idea that the space is meant for lingering, not just transacting. Over time, the team plans to introduce services such as free hemming, further blurring the line between retail and community space.
Westbeach on West 4th Avenue in Vancouver. Photo: WestbeachWestbeach on West 4th Avenue in Vancouver. Photo: Westbeach
Launch Night and Immediate Response
The store officially opened with a launch party that quickly became a litmus test for the brand’s relevance. According to Parker, roughly 300 people passed through the space that night, packing the store shoulder to shoulder.
“It was wild,” he said. “People were skating, hanging out, and reconnecting with the brand. It felt like something real.”
That response has continued in the weeks since opening, with daily foot traffic driven as much by curiosity and nostalgia as by purchasing intent. In a retail environment increasingly dominated by efficiency and conversion metrics, Westbeach’s early success has been measured in conversations, return visits, and time spent in the store.
Westbeach opening party on West 4th Avenue in Vancouver. Photo: Westbeach
A Deliberate Physical Retail-First Strategy
Notably absent at launch was a fully functioning e-commerce site. While the Westbeach website exists, online shopping has been intentionally delayed, a decision driven partly by necessity and partly by philosophy.
“We are a really small team,” Parker said. “There are six of us full time. We wanted to learn in real life how people interact with the product and the brand before going all in online.”
Parker described the decision as an “accidental benefit” that has encouraged discovery through physical retail rather than digital convenience. Customers interested in the brand must visit the store, engage with staff, and experience the space firsthand.
“Everyone goes e-commerce first,” he said. “We are going physical retail first. That has created interesting conversations and real connections.”
The e-commerce site is expected to launch within weeks, but Parker emphasized that digital will support, not replace, the physical experience.
Building the Product Line Slowly and Intentionally
At opening, Westbeach’s product assortment is intentionally narrow. The initial offering consists primarily of hoodies, T-shirts, and cotton fleece pieces, with additional graphic tees arriving shortly. Seasonal expansion is already planned, but the brand is resisting the temptation to accelerate too quickly.
“By spring and summer, we will add French terry, shorts, and more warm-weather items,” Parker said. “By winter, the store will be full, including outerwear. The goal is to have a full collection by the following year.”
The measured rollout reflects a core philosophy inherited from the brand’s early years. Parker has spent significant time sourcing original Westbeach garments from the 1980s and 1990s, often through resale platforms, to study their construction and durability.
“I spend half my time in meetings and half my time on eBay,” he said, laughing. “Some of these original pieces still look incredible decades later. We are reverse-engineering what they did back then because the quality holds up.”
Every new product is pre-shrunk, machine washable, and designed to withstand years of wear. The focus is on longevity rather than trend cycles, an approach that aligns closely with Parker’s previous work at Casca Footwear.
Lessons From Casca and Technical Apparel
Before joining Westbeach, Parker built Casca Footwear into a recognized direct-to-consumer brand focused on durable, multi-purpose sneakers. Casca positioned itself against fast fashion by designing shoes meant to last three to five years, using technical materials more commonly found in running and hiking footwear.
That mindset carries directly into Westbeach’s relaunch.
“The main thing is making sure everything we build lasts,” Parker said. “We want these pieces to still be wearable decades from now, just like the old Westbeach product.”
Parker’s background in real estate investment has also influenced how he approaches store development. Rather than chasing maximum density or aggressive rollout schedules, the plan is to grow as product depth and operational confidence allow.
Westbeach on West 4th Avenue in Vancouver. Photo: Westbeach
Canada-First Expansion Plans
While Vancouver is the starting point, the vision for Westbeach extends well beyond the West Coast. The brand’s second phase includes opening additional stores across Canada, with Calgary, Toronto, and Whistler identified as priority markets.
“The plan is definitely to expand, focusing on Canada,” Parker said. “We want to recreate these community hubs in each city. It is more than just retail space.”
Calgary carries personal significance for Parker, who grew up in Cochrane, Alberta, while Toronto represents both a major retail market and a historical touchpoint for the brand. Westbeach previously operated stores in Ontario during its earlier expansion, though exact locations remain buried in archival records.
Wholesale distribution, by contrast, will remain limited.
“We will probably focus on our own stores and e-commerce,” Parker said. “Maybe we do some strategic wholesale, but we are not looking to be in every surf, skate, or snow shop.”
Westbeach on West 4th Avenue in Vancouver. Photo: Westbeach
Vancouver’s Role as an Apparel Powerhouse
The decision to anchor the brand in Vancouver also reflects the city’s growing influence in Canadian apparel and lifestyle retail. While Toronto and Montreal have traditionally dominated fashion narratives, Vancouver has quietly emerged as a hub for technical apparel and direct-to-consumer brands.
“There is so much talent here,” Parker said. “You have Lululemon, Aritzia, Herschel, and so many others. The ecosystem is strong.”
Parker believes the Pacific Northwest’s climate plays a role, forcing brands to prioritize performance and durability. The region’s outdoor lifestyle creates a demanding consumer who expects apparel to function across environments.
A Founder’s Return Without the Spotlight
Although Chip Wilson’s involvement is foundational, the relaunch has been notably understated. Wilson is not positioned as a public-facing figure in day-to-day operations, instead supporting the brand strategically while allowing Parker and the team to define its modern identity.
The dynamic mirrors Wilson’s original Westbeach journey, which laid the groundwork for his later success with Lululemon through early experiments in vertical retailing and technical apparel.
For now, the focus remains squarely on refining the Vancouver flagship, completing the initial product lineup, and preparing for a carefully timed digital launch. Expansion will follow, but only once the brand feels fully grounded in its values.
“We will definitely do more stores in the next couple of years,” Parker said. “But we want to grow it in as we need to, and make sure we are proud of every step.”
A new TD survey reveals nearly three in 10 Canadians (30%) are now going on fewer dates because they’re expensive, while 29% are switching to more low-or no-cost date options instead. Gen Z is most likely to opt for frugal dates at 36%.
The current economic climate is also influencing pillow talk, with 1 in 4 Canadians (25%) polled now prioritizing financial transparency earlier in their relationships and another 22% focusing on partnering with someone who shares their perspective on finances, said the report.
Other impacts on love lives include:
Prioritizing finding a partner who’s good with their money (18%)
Prioritizing finding a partner with a secure financial standing (16%)
“Adapting to these realities within relationships means reassessing what truly matters – whether that’s how we spend, save or connect with one another.”
Jeet Dhillon
While more than half of Gen Z Canadians (54%) surveyed ranked lying about money as their top financial relationship dealbreaker, four in 10 (40%) admitted to keeping a financial secret from their partner – 13% higher than the national average. Gen Z also leads the way in maintaining separate bank accounts in relationships, significantly outpacing the rest of Canadians (54% vs. 32%), said the TD report.
“As economic uncertainty continues to reshape daily life, nearly one in four Gen Z Canadians are now placing greater emphasis on seeking partners with sound financial habits (24% compared to 18% of other generations). For the second straight year, the majority of Gen Z (51%) would want their partner to sign a prenup if they get married or enter a common-law relationship, soaring above the national average (28%),” it said.
“Canadians are making financial transparency a dating essential. More than half (52%) of respondents say it’s a big factor when choosing a partner, along with spending habits (51%), having similar financial goals (51%) and debt levels (41%).”
Openness is also crucial when it comes to top financial relationship dealbreakers among Canadians, said TD:
Lying about finances (53%)
Bad spending habits (43%)
Never offering to pay for anything (41%)
Making risky investment decisions (28%)
Refusing to save for mutual goals (25%)
Photo:
cottonbro studio
“Despite a demonstrated desire for financial clarity, two in five Canadians (39%) say they only had the ‘money talk’ with their partner after moving in together or reaching even later milestones, such as getting married or entering a common-law arrangement. Another 15% haven’t had the conversation at all,” according to the report.
“Perhaps it’s no surprise that a whopping 35% of Canadians admitted they don’t have a shared budget with their partner and, among those who do, three in 10 (29%) struggle to stick to it.”
Cooler Co., one of Canada’s fastest-growing yerba mate and kombucha beverage brands, has officially transitioned 100% of its manufacturing to Canada, marking a significant investment in domestic production and a new chapter in the company’s long-term growth.
Its kombucha line continues to be brewed at Cooler Co.’s facility in Coquitlam, B.C., while its yerba mate is now produced at National Dry in Toronto, Ontario, an organic-certified facility capable of producing up to 800 cans per minute. Together, the two sites form an all-Canadian, coast-to-coast production model.
“Cooler Co. is incredibly proud to bring all of our production home,” said Dan Larsen, Co-Founder and CEO of Cooler Co. “This move represents more than just a shift in geography — it’s a statement of who we are. By manufacturing entirely within Canada, we’re reducing our environmental footprint, strengthening local partnerships, and ensuring every can reflects the innovation, integrity, and energy of the communities that inspire us.
“When I first started making kombucha, my goal was to create beverages that feel good to drink and good for the people enjoying them. Having Cooler Co. fully made in Canada makes me excited for what’s ahead. We’re already working on developing more flavours and getting our products onto even more Canadian shelves.”
Dan Larsen
Larsen was a former chef who founded the original Culture Craft Kombucha in 2015 before rebranding it to Cooler Co. in 2024 with the addition of yerba mate. His relationships with local farmers and his personal health journey were catalysts in creating a brand focused on low-sugar, nutrient-dense alternatives to mass-produced beverages.
Cooler Co.’s beverages are currently available at retailers across B.C. and Ontario, including (in alphabetical order): Country Grocer, Foxy Farm Market, Fresh Street Market, Greens Market, Healthy Planet, IGA, Langley Farm Market, London Drugs, Nature’s Fare, Save-On-Foods, Stong’s Market, Urban Fare, and Whole Foods.
Rebuilding production ecosystem
Larsen said the biggest operational tradeoff in moving its manufacturing was rebuilding its production ecosystem from the ground up.
“Our former U.S. partners provided established workflows and predictable output. Transitioning to Canada required requalifying suppliers, onboarding new teams, and implementing our QA standards from scratch,” he said.
“Financially, the move was favourable. With domestic ingredient sourcing, streamlined freight, and the elimination of cross-border logistics, our unit costs have decreased. The stability of a Canadian supply chain, combined with closer proximity to our core retail market, has improved both cost efficiency and operational control.
“Internally, the justification became clear once we aligned around three core priorities. First, producing in Canada strengthens our positioning with retailers who increasingly value domestic manufacturing. Second, we removed operational risk tied to cross-border variability and USD exposure. And third, consolidating production within Canada enables tighter oversight, faster innovation cycles, and a more resilient platform for national scale.”
Strengthening supply chain resilience
Larsen said a coast-to-coast production model fundamentally strengthens its supply chain resilience by reducing exposure to the very pressures that have challenged beverage companies over the past few years.
“By manufacturing our kombucha in our HACCP-certified facility in Coquitlam, BC and producing our Yerba Mate with Canada Dry in Ontario, we have removed single-point dependency and built regional redundancy into the system. This geographic diversification allows us to balance production loads, respond more quickly to regional demand shifts, and maintain continuity if one facility experiences downtime, ingredient delays, or labour constraints,” he explained.
“On the financial side, the model significantly mitigates tariff and currency exposure. By eliminating cross-border manufacturing, we removed the volatility tied to U.S.–Canada freight, USD exchange fluctuations, and evolving import duties. Our cost structure is now more predictable, and we are no longer vulnerable to regulatory or geopolitical changes that can disrupt U.S. production pipelines.
“Transportation efficiency is another major advantage. With facilities on both coasts, we shorten haul distances, reduce reliance on long-range refrigerated freight, and improve delivery timeliness for key retail partners. This not only lowers transportation costs but also reduces carbon impact and enhances freshness at the shelf.
“Global uncertainty remains a constant, but domestic, regionally distributed production gives us greater control over the variables that matter most: ingredient sourcing, labour, quality oversight, and speed to market. Rather than reacting to global disruptions, we’ve positioned Cooler Co. to operate with stability, predictability, and the flexibility required to scale nationally without structural bottlenecks.”
Cooler Co.
Controlling the supply chain end to end
Larsen said ensuring quality, organic certification, and consistency at scale begins with controlling the supply chain end to end.
“Our board has maintained direct business relationships with some of the largest Yerba Mate suppliers in Brazil for more than fifteen years, which gives us priority access to certified organic growers, full traceability, and consistent ingredient quality. Every shipment is supported by certificates of analysis, organic declarations, pesticide panels, and microbiological testing before it leaves South America,” he added.
“Once ingredients arrive in Canada, they enter a tightly managed domestic system. Canada Dry’s Ontario facility, which is certified organic through Ecocert, follows strict organic handling protocols, segregated storage, and validated allergen and sanitation controls. Each lot is retested on arrival to confirm identity, organic compliance, and sensory profile.
“Consistency at scale is maintained through standardized batching, calibrated extraction parameters, and in-process controls that monitor Brix, acidity, colour, and aroma. Monthly joint QA reviews ensure any deviations are addressed quickly and the process continues to tighten as we grow.”
Cooler Co.
Larsen said manufacturing entirely in Canada strengthens both its pricing and its value proposition.
“By removing cross-border freight, USD exposure, and U.S. co-pack volatility, our cost structure has improved. As a result, our pricing will decrease, making us more competitive with U.S. brands while still protecting our margins,” he said.
“The Made in Canada advantage does not come at a premium. Domestic production gives us tighter control, shorter transportation routes, and greater efficiency, allowing us to keep shelf pricing affordable while offering retailers a stronger, locally produced option.”
Plans for broader expansion underway
Larsen said this move positions Cooler Co. to scale nationally while building a strong foundation for continued U.S. growth.
“Producing entirely in Canada gives us the stability and efficiency we need for coast-to-coast distribution at home, but it also supports our expansion south of the border. We have already launched in the United States through Amazon and begun distribution across all five boroughs of New York as well as Northern Florida. Plans for broader expansion are underway with major U.S. grocery banners, and the improved cost structure from domestic manufacturing strengthens our competitiveness in those markets,” he said.
“The strategy is both Canada-first and globally minded. Establishing a reliable, efficient Canadian production base allows us to serve our home market exceptionally well while scaling into the U.S. with confidence and consistency.”
Following the success of the US program, the Canadian launch introduces two courses, with more to be added in the future:
Retail Media
Sponsored Products
Through this in-depth and comprehensive training, users will:
Build expertise in retail media
Better understand Walmart Connect Canada’s evolving ad solutions
Unlock the full potential of Walmart Connect Canada to optimize campaign performance
Gain credibility and demonstrate expertise with a recognized certification
Participants who complete the training and achieve a passing score of 80% will earn a LinkedIn-enabled certification badge valid for one year
The end result? Through certification, people can drive stronger results for their business or clients using Walmart Canada’s growing advertising network, ultimately helping to increase brand growth.
The Walmart Connect Canada Academy Ad Certification is designed to educate and empower advertisers and partners to become credentialed experts in its platform and products, to help drive meaningful results for the brands they represent.
“The Walmart Connect Canada Academy was launched to help build a foundational understanding of retail media and Walmart Connect Canada’s solutions through free, self-paced education. By offering courses in Retail Media and Sponsored Products, the program is designed to empower Canadians with the knowledge and skills needed to build confidence and consistency across our platforms,” she said.
Conway said the Walmart Connect Canada Academy is specifically adapted for the Canadian market, combining retail media fundamentals with platform-specific learning.
“The free, self-paced program is open to Walmart suppliers, media agencies, partners and anyone interested in building their understanding of retail media. Available in both English and French, the Academy is designed to expand over time as new content is added,” she said.
Conway said the Academy is designed with the ongoing evolution of retail media in mind.
“Foundational courses on Retail Media and Sponsored Products are available now, with additional content planned as our offering continues to expand. Future modules will focus on onsite solutions and in-store opportunities, allowing learners to continue building their understanding as the platform evolves,” she explained.
Conway said the certifications are designed to do more than elevate knowledge – they’re intended to drive measurable, long term improvements across campaign performance, investment behaviour, and strengthen long-term partnerships with Walmart Connect Canada.
“As Walmart Connect Canada continues to grow, the Academy plays a foundational role by building an understanding of retail media through accessible, industry-specific education. By empowering Canadians with the knowledge and skills to navigate the retail media landscape, the program helps support a strong informed ecosystem that can grow alongside Walmart Canada’s platforms,” added Conway.
Airports are no longer just points of transit; they’ve become prime destinations for brand storytelling.
With passengers spending hours in terminals, especially during peak travel periods such as the winter break and summer months, digital out-of-home (DOOH) screens capture captive, affluent, and highly engaged audiences, making airports one of the most effective advertising environments in Canada.
Vistar Media Canada is helping drive momentum in the space, with 202 screens across seven media owners, including premium inventory in Toronto and Vancouver, which also happen to be host cities for the 2026 FIFA World Cup. This creates opportunities for brands to deliver global campaigns, local messaging, and real-time activation to travellers.
“Airports are one of the few environments where brands can combine scale, attention, and context,” said Scott Mitchell, Vistar Media Canada’s managing director. “This is where creative and relevance meet in a way that delivers real impact for advertisers.”
Scott Mitchell
He said airports have evolved beyond being just transit points. Travellers are often forward-looking and in an aspirational mindset, thinking about their next meeting, vacation, or homecoming.
“For brands, this makes airports a powerful place to connect: high foot traffic, well-placed screens, and advanced digital technology give advertisers more flexibility and creative options. What’s also shifted is how brands think about airports. They’re not simply buying reach, they’re buying context,” he said.
“You’re speaking to affluent, mobile audiences in moments where they have time, headspace, and a heightened awareness of their surroundings. When you add things like audience data, flexible ads that can change in real time, and automated ad buying, airport digital screens become a really strong way to tell your brand’s story and deliver the right message at the right moment.”
Mitchell said speed is becoming a huge advantage in digital out-of-home advertising. Thanks to new technology and ready-to-use airport networks, brands can go from an idea to a live ad in a matter of days, sometimes in just a few hours.
“We recently worked on a campaign tied to a major Canadian NHL team that wanted to reach travellers returning home after a major tournament in the U.S. The brief came in, and within 24 hours we had creative approval, inventory secured, and screens live inside the airport. That kind of turnaround would have been almost impossible in traditional out-of-home a few years ago,” he said.
“What enables that is tighter integration between media owners, technology platforms, agencies, and a growing comfort from brands in using DOOH not just as a long-term branding channel, but as a real-time marketing tool that can respond to sport, culture, weather, or breaking moments.”
Global events become international gateways
Mitchell said global events like the World Cup and the Olympics fundamentally change the role airports play in the media ecosystem.
“They become international gateways, cultural showcases, and the first—and last—touchpoints visitors have with a city or country.
For brands, that creates a unique opportunity to connect with a global audience while delivering locally relevant messages. Airports allow you to welcome fans, celebrate national pride, showcase sponsors, or create immersive activations that reflect the energy of the event,” he explained.
“In 2026, I expect brands to go beyond scale and use airports to tell stories, tailor creative by terminal, language, or audience segment, and deliver experiences that feel purposeful and timely. Global brands can make a statement and Canadian brands can maximize impact on a world stage.”
Photo: Gustavo Fring
Every airport zone has a different mindset
Mitchell said the beauty of airports is that every zone represents a different mindset.
“Departures are about anticipation and excitement. Security and lounges skew toward business travellers and premium audiences. Baggage claim is that moment of return, homecoming, relief, and reflection. Smart brands are designing creative specifically for those moments rather than running one message everywhere. We’re seeing customized messaging by location, dynamic creative that shifts by time of day or destination mix, and storytelling that unfolds as travellers move through the terminal,” he said.
“There’s also a growing appetite for large-scale, immersive formats, digital walls, corridor takeovers, and synchronized screens that stop people in their tracks. When creative is built for the environment rather than simply placed into it the impact is dramatically stronger.”
Personalization will be crucial
Mitchell said the biggest missed opportunity is still under-utilizing airports as agile, strategic media platforms rather than static buys.
“Brands often lock in inventory far in advance—which is important—but leave value on the table by not planning for flexibility, creative rotation, or reactive moments. There’s also significant upside in expanding beyond the largest hubs. We’re seeing growing interest in secondary airports and regional networks that can deliver scale in different ways and reach travellers closer to home,” he said.
“Finally, personalization will be crucial. Brands that coordinate screens across terminals, craft messages for different types of travellers, and tie campaigns to major cultural or travel moments, like international sporting events or holiday peaks, will stand out, while others will just blend into the background.
“For me, the future of airport DOOH is about scale plus sophistication: bigger footprints, smarter creative, and the ability to move at the speed of culture.”
The French Connection Group (FCG) has announced a long-term partnership with G-III Apparel Group (G-III), a global expert in fashion, to develop and distribute men’s and women’s apparel and selected accessory products across North America.
The company said the agreement marks a major milestone in French Connection’s growth strategy, reinforcing the long-term vision set by its current owner, MIP Holdings.
“We are delighted to partner with G-III to advance this strategy and are confident in their ability to unlock meaningful opportunity for French Connection in North America. This agreement builds on our global momentum and reflects our commitment to expanding the brand’s reach and relevance.”
Founded in 1972, French Connection is a London-based global fashion brand known for its contemporary, design-led clothing, accessories, and homeware. With a presence in over 200 locations across the world, the brand offers stylish, high-quality products across multiple categories and channels, including retail, e-commerce, wholesale, and licensing.
The company said the partnership draws on G-III’s deep market expertise and established North American retail relationships to accelerate French Connection’s growth, strengthening its position as a contemporary fashion brand and advancing FCG’s global expansion strategy across key international markets.
French Connection Group and G-III Apparel Group Announce Licensing Agreement for the North American Market
G-III Apparel Group, Ltd. is a global fashion leader with expertise in design, sourcing, distribution, and marketing. The Company owns and licenses a portfolio of more than 30 preeminent brands, each differentiated by unique brand propositions, product categories, and consumer touchpoints. G-III owns ten iconic brands, including DKNY, Donna Karan, Karl Lagerfeld, and Vilebrequin, and licenses over 20 of the most sought-after names in global fashion, including Calvin Klein, Tommy Hilfiger, Levi’s, Nautica, Champion, Halston, Converse, BCBG, and major national sports leagues, among others.
“Expanding our portfolio of strategic licenses remains central to our growth strategy,” said Morris Goldfarb, G-III’s Chairman and Chief Executive Officer. “This partnership leverages our scaled infrastructure and proven strengths in design, sourcing, and distribution to extend the brand’s legacy and deepen its connection to today’s consumer.”
Retail Insider is streamlining its Canadian retail news from around the web to include a handful of top news stories that can be viewed quickly during the day. Here are the top stories from the past several days.
