A fresh new player is bringing style, convenience and innovation to Canada’s mobile accessories and electronics retail sector, says commercial real estate broker Think Retail.
Cellzy, a new modern retail concept focused on accessories, electronics and repair services, is preparing for an aggressive launch phase, with plans to open five new locations in 2026, said Tony Flanz, founder and principal of Think Retail.
“Designed for today’s connected consumer, the concept combines an extensive assortment of phone cases, accessories, electronics and repair services under one roof, creating a convenient one-stop contemporary destination for modern consumers living connected lifestyles,” said Flanz.
Tony Flanz
Think Retail is partnering with Cellzy as it debuts its retail concept in key markets in Ontario and British Columbia.
“What sets Cellzy apart is its elevated approach to a retail category that has traditionally been dominated by utilitarian kiosks and cluttered storefronts. The brand’s contemporary design features warm, inviting finishes, modern merchandising displays, digital screens, dedicated repair workstations and a carefully curated product mix that appeals to a broad customer base, from teenagers to seniors. The goal is to create an engaging retail environment that encourages browsing and discovery,” explained Flanz.
Flanz said the company aims to provide a better shopping experience: “Consumers rely on their mobile devices more than ever before, and they’re looking for products and services that reflect both their lifestyle and personal style.”
With four key revenue streams—phone cases (Android and IOS), electronics, accessories and repair—Cellzy offers multiple points of customer engagement while encouraging repeat visits, he added.
“This range makes the concept particularly attractive for landlords seeking tenants that can maximize productivity while enhancing the overall customer offering. Mobile accessories and electronics remain resilient retail categories driven by continual device upgrades, evolving technology trends and ongoing demand for repair services,” said Flanz.
Designed with flexibility in mind, ideal Cellzy locations are in regional and super regional malls in two formats—inline stores of about 750 square feet and kiosks of 100 square feet, he added.
HEAL Wellness, part of the Happy Belly portfolio, has been building serious momentum across Canada.
What started as a single Ontario location has now grown to more than 37 locations across the country, with a new U.S. expansion underway and a goal of reaching 100 locations across Canada and the U.S. by the end of 2026.
HEAL is scaling through franchising, expanding into new markets, and building a fast-casual wellness concept with traction among younger Millennial and Gen Z consumers.
The brand has also built a highly engaged community across Instagram and TikTok, creating the kind of organic demand that is helping drive awareness, foot traffic, and franchise interest.
Jesse Davidson
HEAL’s Co-Founder and Brand Leader Jesse Davidson talks about the growth of the brand and what’s next.
Question: Before HEAL became a national wellness brand, what was the original idea behind it? Can you share the origin story of the brand and what gap you felt HEAL could fill in the food and wellness space?
Answer: HEAL started with a simple belief: healthy food should taste incredible and fit naturally into people’s lives. At the time, many wellness brands felt intimidating or overly serious. We saw an opportunity to create something more approachable. From day one, HEAL was about more than smoothies and bowls. We wanted to build places where people could connect, recharge, and feel good about what they were putting into their bodies. We combined purposeful ingredients with an energetic, community-driven experience that made wellness feel fun rather than restrictive.
Jay Zuccato and Jesse Davidson (right), co-founders
Q: Can you share a bit about your own journey as Co-Founder and Brand Leader?
A: I’ve always been passionate about health, fitness, and entrepreneurship. HEAL allowed me to combine all three. In the early days, I did everything from making smoothies and cleaning stores to marketing and site selection. Today, my role is focused on growing and protecting the brand while ensuring we never lose sight of what made people connect with HEAL in the first place. As we’ve grown, my focus has shifted from operating stores to building a brand and culture that can scale across North America.
Q: HEAL started as one Ontario location and has now grown to 37+ locations across Canada. Can you walk us through that growth story?
A: Our growth has been driven by creating something people genuinely love. We focused on serving great products, building strong communities around our stores, and creating a brand that people wanted to be part of. That combination attracted passionate franchise partners who believed in the vision and wanted to bring HEAL to their own communities. The result has been steady, organic growth across Canada. At the end of the day, people connect with brands that stand for something, and we’ve worked hard to build that connection.
Q: HEAL is now expanding into the U.S. and has a goal of reaching 100 locations across Canada and the U.S. by the end of 2026. What does this next stage of growth look like?
A: The next phase is about thoughtful expansion. We’re focused on building density in existing markets while strategically entering new ones across both Canada and the United States. The wellness category continues to grow, and consumers are increasingly looking for brands that combine quality, convenience, and lifestyle. We believe HEAL is uniquely positioned to meet that demand. Most importantly, we’ve spent years building the systems and infrastructure needed to support growth at scale.
HEAL Wellness photo
Q: How does HEAL fit into Happy Belly’s broader growth strategy alongside brands like iQ Food Co.?
A: HEAL serves a consumer who is looking for healthier, functional food options without sacrificing taste or experience. What makes HEAL unique is that we’ve built a highly recognizable lifestyle brand around wellness and community. We don’t just sell products. We create experiences and environments that people want to return to. That combination of strong consumer demand, brand loyalty, and scalability makes HEAL an important part of the Happy Belly portfolio.
Q: How has the franchise model helped the brand expand while maintaining consistency?
A: Franchising has allowed us to partner with local entrepreneurs who are passionate about their communities. While every market is unique, the HEAL experience remains consistent through strong training, operational systems, and ongoing support. We empower franchisees to build local relationships while ensuring the brand standards remain consistent across the network. It’s a balance of local ownership and national brand strength.
HEAL Wellness photo
Q: How is HEAL’s franchise model creating opportunities for entrepreneurs?
A: One of the most rewarding parts of our growth has been watching franchisees build successful businesses of their own. We’re giving entrepreneurs the opportunity to join a fast-growing wellness brand with proven systems, strong support, and a category that continues to gain momentum. For many, it’s an opportunity to own a business while making a positive impact in their community.
Q: The restaurant industry has been challenging. How has HEAL continued to grow?
A: Consumers continue to prioritize health and wellness, even during challenging economic times. We’ve remained focused on delivering value through quality products, a strong guest experience, and a brand that people trust. We also take a disciplined approach to growth and operations, which has helped us navigate industry challenges while continuing to expand.
Q: How has social media helped drive awareness and demand?
A: Social media has been a major driver of our growth because it allows us to connect directly with our community. HEAL is a highly visual brand, but what really resonates is the authenticity. We showcase real customers, real franchisees, and real moments happening inside our stores. That connection has helped us build strong engagement and turn customers into brand advocates.
Q: What do you think younger consumers are responding to most when it comes to HEAL?
A: I think they’re responding to the combination of fun and function. They want products that support their lifestyle, but they also want brands that feel authentic and create a sense of belonging. The menu is important, but so is the experience, the community, and the overall brand. People want to be part of something, and that’s what we’ve worked hard to build.
HEAL Wellness photo
Q: How do you balance rapid growth while keeping the brand community-driven?
A: Community has always been at the centre of HEAL. Whether it’s local partnerships, school programs, charity initiatives, or grassroots events, we encourage every location to be actively involved in its community. As we grow, we don’t want stores to feel more corporate. We want them to feel more connected. Growth is important, but staying true to who we are is even more important.
Q: Looking ahead, what are you most excited about for HEAL’s next chapter?
A: I’m excited about introducing HEAL to new communities across North America. We still believe we’re at the beginning of our journey. There is tremendous opportunity ahead, not just to grow the business, but to continue building a brand that inspires healthier lifestyles and stronger communities. If we’ve learned anything so far, it’s that we’re building something much bigger than smoothies and bowls.
Mayors from Canada’s largest cities are urging the federal government to boost infrastructure funding, tackle homelessness and address public safety concerns as part of a push to strengthen downtown cores and support economic growth.
The Big City Mayors’ Caucus, representing 23 municipalities, outlined a set of priorities this week ahead of the Federation of Canadian Municipalities’ annual conference in Edmonton, positioning them as key measures to help attract investment and sustain economic activity in urban centres.
City leaders say revitalizing downtowns is central to broader national economic goals, with impacts on employment, business activity and community well-being. The proposals are aimed at shaping federal decisions ahead of Budget 2026 and focus on infrastructure, housing and crime.
“Strong nations need strong downtowns. They are where investment takes shape; culture thrives, and some of our most pressing challenges intersect,” said BCMC chair Josh Morgan. “Canada’s economic success depends on vibrant downtowns, where housing, public safety, mobility and infrastructure work together to create places of opportunity, foster civic pride, support local businesses, and build strong, connected communities.”
Among the priorities, mayors are calling for increased and more predictable federal infrastructure funding to support transit systems, roads and bridges. They argue that reliable transportation networks and efficient movement of goods are critical factors in business location decisions and urban growth.
Hudson’s Bay downtown Calgary. Photo by Mario Toneguzzi
Specifically, the caucus is asking Ottawa to at least double the Community Stream of the Build Communities Strong Fund to provide municipalities with stable revenue for infrastructure projects. It is also seeking to restore the Canada Public Transit Fund to $30 billion and enhance it to ensure long-term investment keeps pace with population and economic growth.
Housing and homelessness form another major pillar of the proposal. The mayors point to rising homelessness as both a social and economic concern, warning it can undermine investor confidence and signal broader systemic challenges.
They are recommending the federal government invest $3.5 billion annually to cut chronic homelessness by at least half by 2030, in line with advice from the parliamentary budget officer. The group also wants homelessness prevention embedded in an updated National Housing Strategy and is calling for a federally led working group to co-ordinate responses across jurisdictions, including mental health, addictions services, income supports and affordable housing.
Public safety, particularly organized crime, is the third area of focus. The caucus says issues such as illicit drugs, gun violence and extortion are affecting cities across the country and increasingly involve youth.
To address these concerns, the mayors are proposing enhancements to the Building Safer Communities Fund to expand community-based crime prevention initiatives. They also want the creation of a federal table bringing together municipal leaders and departments responsible for public safety, immigration and justice to examine enforcement gaps and co-ordinate responses, including consideration of international practices.
Hudson’s Bay/Saks Fifth Avenue flagships in downtown Toronto. The building at 176 Yonge Street began its life in 1898 as a Simpsons store. Photo taken April 23, 2025 by Craig Patterson
“Cities see the connection between homelessness, mental health, addictions, public safety, and the health of our downtowns every day,” said BCMC vice-chair Scott Gillingham. “In Winnipeg, we are working with frontline partners to better coordinate emergency response and community safety, but local action needs to be matched by sustained investment from federal and provincial governments. That means scaling up homelessness funding, supporting deeply affordable housing, and investing in the infrastructure that keeps downtowns safe, connected, and moving.”
The caucus says its recommendations reflect conditions being observed in communities across the country and represent initial steps toward strengthening urban cores and supporting long-term economic growth.
Ocgrow Group is moving into the luxury hospitality sector with the launch of a new hotel division, marking a significant expansion for the Calgary-based real estate developer as it looks to capitalize on rising tourism demand and shifting market conditions.
The company has introduced Ocgrow Hotels & Resorts, anchored by its flagship premium brand, Ocgrow Reserve, with its first suites now operating within the firm’s large-scale Greystone development in Cochrane.
Founder and CEO Harish Consul said the move follows years of evaluating the hotel sector and waiting for the right market conditions to align.
“We’ve been looking at the hotel industry for 20 years, and it hasn’t been the right time,” Consul said in an interview. “With COVID well behind us, room rates are rising, and there’s a lot of demand from international arrivals, especially in Alberta.”
Harish Consul
Strategic timing drives entry into hospitality
The decision reflects a broader strategy to diversify Ocgrow’s business beyond its core real estate operations, which include development, ownership and management.
Consul pointed to strong tourism trends and economic growth in Alberta as key drivers behind the expansion.
“We’ve got record growth, record venture capital and tech and the entire ecosystem,” he said. “People have really made a mind-shift here, and we’re seeing incredible interest in hotel rooms and finally really tourism for Alberta.”
The company’s first hotel offering is located within Greystone, a 150-acre master-planned community where Ocgrow is the largest developer and landlord. The development includes several thousand residential units and approximately 500,000 square feet of commercial retail space.
Consul said the overall Greystone project is about 65 to 70 per cent complete, with multiple residential and commercial components already occupied or operating.
“It’s really exciting. It’s one of the fastest-growing regions in Canada,” he said.
Pilot project tests demand for luxury suites
The Ocgrow Reserve suites are housed in a newly built structure within the Terez rental project at Greystone. The building includes 154 suites, with 76 currently designated under the Reserve brand as the company tests market demand.
“We’re also testing the market to see how much absorption and interest,” Consul said, adding the company has flexibility to increase the number of hotel units as needed.
The suites are positioned as high-end, all-suite accommodations aimed at visitors attending events at nearby facilities, including the SLS Centre, as well as families and travellers seeking premium lodging options in the area.
Consul described the concept as more than a traditional hotel offering, emphasizing technology and wellness as differentiating features.
“We’re really tech-focused. So we have AI-enabled hotel rooms,” he said. “There’s no more keys. It’s wireless entry with facial recognition.”
The company is also integrating wellness and longevity programming into the guest experience, which Consul said reflects growing global demand for health-focused travel.
“It’s really an experiential luxury hospitality service that we’re adding in addition to just a basic hotel room,” he said.
Ocgrow Group photo
Global expansion plans underway
While the initial launch is centred in Cochrane, Ocgrow is already pursuing an international growth strategy for its hotel division.
Consul said the company is in negotiations and site acquisition discussions in several global markets, including Dubai, Goa in India and coastal Portugal.
“We’re building a global hospitality brand headquartered in Calgary with a very extensive international strategy already underway,” he said.
He added that Western Canada, particularly the Calgary region and Cochrane, will remain a primary focus alongside international expansion.
“We’re very bullish on Cochrane,” Consul said.
The company’s global ambitions are supported by its existing international relationships through its venture capital activities, which Consul said provide access to opportunities in key markets.
Core real estate business remains central
Despite the push into hospitality, Consul said Ocgrow will continue to prioritize its real estate operations, which form the foundation of the business.
“We do the full stack,” he said. “We buy, build, manage, and asset management internally.”
At Greystone, that integrated approach includes residential projects such as Vertos and Terez, as well as commercial developments like Greystone Place, which is already home to a range of retail tenants.
The community also features amenities including parks, waterfront pathways and services such as daycare, medical and retail facilities, contributing to its positioning as a new urban hub within Cochrane.
Consul said the combination of real estate development and hospitality allows the company to enhance the overall destination experience while capturing additional value from visitors.
Ocgrow Group photo
Looking ahead
As Ocgrow advances its hotel strategy, the company will be closely monitoring demand and refining its model based on performance at its initial location.
Consul said the launch represents a major milestone for the company as it enters a new sector with long-term growth potential.
“This marks another major growth expansion for Ocgrow as we enter the luxury hospitality sector,” he said. “Ocgrow Reserve sets a new benchmark for premium accommodations and creates a powerful offering for guests and event organizers alike.”
With additional projects in the pipeline and international opportunities under review, he said the company is positioning itself to scale its hospitality platform in the years ahead.
“It’s very exciting for Calgary, very exciting for us,” Consul said.
Retail Council of Canada recognized retailers, brands, product innovators, and industry leaders through two major awards programs held as part of RCCSTORE2026 in Toronto this week.
The awards celebrated achievements in customer experience, sustainability, product development, supply chain modernization, merchandising, talent development, and leadership across Canada’s retail and grocery sectors.
RCCSTORE is Canada’s largest retail conference, bringing together retailers, suppliers, technology providers, and industry experts for educational sessions, networking opportunities, and discussions on emerging trends shaping the industry. Retail Insider attended the conference, where topics including artificial intelligence, retail crime, customer experience, employee development, and operational efficiency were among the recurring themes.
Kim Furlong
Those same themes were reflected in many of this year’s award recipients.
“The ERA winners represent the best of what Canadian retail has to offer; those retailers who are investing in innovation, reimagining the customer experience, and setting the standard for the industry,” said Kim Furlong, President and CEO of Retail Council of Canada. “Nights like this matter. This is the sector coming together to recognize the companies executing at the highest level.”
Excellence in Retailing Awards Recognize Industry Leadership
The 2026 Excellence in Retailing Awards highlighted retailers making investments in customer experience, sustainability, supply chain innovation, merchandising, and employee development. The awards were presented during a sold-out gala event held in conjunction with RCCSTORE2026.
Among the notable winners was Staples Canada, which received recognition in the In-Store Experience & Design category. The retailer has been investing in a new generation of stores, including its Burlington concept location, which features redesigned merchandising, expanded technology and learning departments, a dedicated seasonal area, open sightlines, and an enhanced service hub intended to improve customer engagement and navigation.
Pet Valu earned recognition for Supply Chain Innovations following several years of investment in distribution infrastructure and logistics modernization, while Sobeys Inc. was honoured for Environmental Leadership.
The awards also recognized Loblaw Companies Ltd. for Loss Prevention, Walmart Canada for In-Store Merchandising, IKEA Canada for Pop-Up Experience & Design, and la Vie en Rose for E-Commerce Experience. Farm Boy Company Inc. received the Philanthropic Leadership award, LCBO was recognized for Talent Development, and both Indigo Books & Music Inc. and RONA earned honours in the Retail Marketing category.
RCCSTORE2026 Awards. Image: RCCSTORE2026 Awards
Awards of Distinction Honour Retail Leaders
Some of Canada’s most respected retail leaders were also recognized through RCC’s Awards of Distinction program.
The 2026 recipients were Michael Brownstein of Brown’s Shoes, Deb Craven of Longo’s, Alex Miller of Couche-Tard, and Jillian Harris of The Jilly Box. According to RCC, the awards recognize individuals whose influence extends beyond their own organizations and contributes to the broader advancement of the retail industry.
The organization also awarded Retail Education Scholarships to sixteen students pursuing careers in retail, with five students receiving additional specialty awards sponsored by industry partners.
Canadian Grand Prix Awards Celebrate Product Innovation
RCC also presented its 33rd annual Canadian Grand Prix New Product Awards, recognizing innovation across food, grocery, household, health, pet care, and consumer packaged goods categories. The program honoured 41 category winners representing a broad cross-section of products sold through Canadian retailers.
The Grand Prix winners included products from major retailers and consumer brands such as Metro, Loblaw Companies Limited, Sobeys Inc., Federated Co-operatives Ltd., Pattison Food Group, Café William, Demetres, Kraft Heinz, Happy Planet, Maple Lodge Farms, Saputo, and Calgary Co-operative Association.
Several special accolades were also awarded. Federated Co-operatives received the All-Canadian trophy for its Blueberry Sea Buckthorn Fruit Spread, while Demetres was recognized for Excellence in Ethnic Product. OHME! earned the Innovation and Originality award, Café William received recognition for Innovative Packaging, and Loblaw Companies was honoured for Overall Consumer Value for its President’s Choice Probiotic Yogurt for Gut Health.
Lifetime Achievement Awards Presented
As part of the Canadian Grand Prix gala, RCC presented Lifetime Achievement Awards to Cara Keating, CEO of PepsiCo Canada, and Sandra Sanderson, Chief Marketing Officer of Empire Company Limited.
“Cara Keating and Sandra Sanderson have spent careers pushing this industry to be better,” said Furlong. “Their contributions have made Canada’s grocery sector stronger, more innovative, and more dynamic, and that deserves to be recognized.”
Together, the winners recognized during RCCSTORE2026 offered a snapshot of the priorities shaping Canadian retail today. From experiential store design and e-commerce innovation to sustainability, product development, supply chain efficiency, and workforce development, the awards highlighted how retailers and brands continue to invest in growth while adapting to changing consumer expectations and operating environments.
Welcome to the Daily Synopsis by Retail Insider. We released 8 articles today covering prominent developments in Canadian retail and property investments.
T&T Supermarket is expanding with a new 40,000-square-foot store at CF Sherway Gardens set to open in Summer 2027, generating about 120 jobs in a space formerly occupied by Saks Food Hall by Pusateri’s. Smart Investment Ltd., led by MEC owner Tim Gu, acquired McAllister Place mall in Saint John for $64 million with plans to improve tenant mix and community value. Meanwhile, Walmart Canada launched Walmart+, a membership program featuring unlimited same-day delivery and a Crave subscription aimed at boosting customer convenience.
Jacques Pérusse and daughter Valérie are scaling Teaology nationally through major pharmacy chains, capitalizing on clean beauty trends and elevating pharmacy retail’s prestige beauty presence. Additional coverage includes Best Buy’s insights on cautious but selective consumer spending, Charcoal Group’s continued expansion amid restaurant sector challenges, HG Vintage’s cautious growth in vintage fashion sustainability, and Toronto hosting significant downtown spending surges linked to Taylor Swift’s Eras Tour.
Lululemon on Robson Street in Downtown Vancouver. Photo: Lee Rivett.
Few Canadian retailers have achieved the global success of Vancouver-based Lululemon. Since its founding in 1998, the company has grown from a single yoga-inspired apparel store into one of the world’s most recognizable athletic and lifestyle brands, helping to define the athleisure category and building a global retail footprint of more than 800 stores.
Now the retailer is confronting a more difficult environment.
Lululemon reported first-quarter revenue of US$2.5 billion, up 4 per cent from a year earlier, but the results revealed growing pressure in North America, where sales declined in both Canada and the United States. The company also lowered its outlook for the year and acknowledged that weaker customer traffic, product challenges and negative commentary surrounding the brand have affected performance.
The results come at a pivotal moment as the company prepares for a leadership transition, responds to increasing competition and works to restore momentum in the market where the brand was born.
Canadian Sales Decline as North America Weakens
While Lululemon continues to generate strong international growth, particularly in China, its North American business remains under pressure.
Revenue in Canada declined 3 per cent on a constant currency basis during the quarter, while U.S. revenue fell 4 per cent. Comparable sales across North America decreased 6 per cent.
Management lowered its full-year guidance and now expects revenue of between US$11 billion and US$11.15 billion, representing flat to slightly negative growth compared to the previous year.
The revised outlook marks a notable shift for a company that spent years delivering consistent growth and regularly exceeding expectations. During the earnings call, executives devoted significant attention to initiatives aimed at rebuilding traffic and improving sales trends in North America.
“We faced a few headwinds and a moderating sales trend,” said Meghan Frank, Interim Co-Chief Executive Officer and Chief Financial Officer.
For many Canadian shopping centre owners and landlords, the performance is noteworthy. Lululemon remains one of the country’s most productive apparel retailers and occupies prominent locations in many of Canada’s highest-profile shopping destinations.
Lululemon at 1035 Ste-Catherine O in Montreal. Photo: Maxime Frechette
Management Acknowledges Traffic and Product Challenges
One of the most notable aspects of the earnings call was management’s unusually candid assessment of the business.
Executives attributed the slowdown largely to weaker traffic and product launches that failed to generate the anticipated consumer response.
Frank said the company experienced a decline in traffic late in the first quarter and into the second quarter. Management believes negative commentary in both traditional and social media affected customer perceptions of the brand and contributed to softer performance.
The company also acknowledged that several recent product launches did not perform as expected.
Retailers rarely discuss unsuccessful product introductions in such direct terms.
“As we closed Q1 and entered Q2, we faced a few headwinds and a moderating sales trend,” Frank said. “We experienced spikes of negative commentary in the media and on social channels with regard to our brand, which had an impact on traffic and overall top-line performance.”
Recent months have brought several challenges for the retailer. Earlier this year, Lululemon temporarily paused online sales of products from its Get Low collection following customer complaints regarding product transparency during movement.
The company has also been dealing with public scrutiny stemming from a governance dispute involving founder Chip Wilson.
Wilson, who founded Lululemon and remains one of Canada’s best-known retail entrepreneurs, launched a proxy challenge earlier this year and publicly criticized aspects of the company’s direction. The dispute was resolved in late May after Lululemon agreed to add two new directors supported by Wilson.
Competition Continues to Intensify
The North American slowdown is occurring against a backdrop of increased competition in the premium activewear market.
For years, Lululemon largely defined the category. Today, consumers have more choices than ever.
Los Angeles-based Alo Yoga has expanded aggressively across Canada since entering the market in 2022. The retailer now operates stores in major Canadian markets including Toronto, Vancouver, Calgary, Ottawa and the Montreal region. Most recently, Alo opened at Oakridge Park in Vancouver, one of Canada’s most closely watched retail developments and a project located in Lululemon’s home city.
Industry sources also indicate that California-based Vuori has been actively pursuing Canadian retail opportunities as part of its broader expansion strategy.
Neither Alo nor Vuori were identified by management as contributors to recent weakness. However, the premium activewear category has become considerably more competitive than it was during much of Lululemon’s rise. The category the company helped create now includes several well-capitalized brands targeting similar consumers with premium products and growing physical store networks.
Alo Yoga at the Corner of Bloor and Bay streets in Toronto, May 25, 2026. Photo: Craig Patterson
International Markets Continue to Drive Growth
While North America remains challenged, international markets continue to perform strongly. Revenue in Mainland China increased 30 per cent during the quarter, while comparable sales rose 13 per cent. Lululemon continues to project approximately 20 per cent annual growth in China for the full year.
The company now operates 816 stores globally and plans to continue expanding internationally, with a significant portion of future store openings expected to be located in China and other international markets.
The contrast between North America and international markets highlights how the company’s growth profile is evolving. Markets that were once viewed as emerging opportunities are increasingly becoming primary drivers of expansion.
A New Chapter Begins in September
The coming months will bring another significant transition. In September, Heidi O’Neill will assume the role of Chief Executive Officer following a lengthy career at Nike, where she held senior leadership positions spanning product, consumer and marketplace operations.
She will be based in Vancouver and take over leadership of the company at a time when investors and industry observers are closely watching Lululemon’s ability to regain momentum in North America.
Her appointment comes shortly after the resolution of the proxy battle involving Wilson and amid growing questions about how the company will balance international growth with efforts to strengthen performance in its core market.
Rebuilding Momentum
Management emphasized that it is already taking action. The company plans to increase marketing investment, accelerate product development timelines, expand community-focused activations and improve its ability to respond more quickly to consumer demand through supply chain enhancements.
Executives also highlighted investments in technology and artificial intelligence initiatives aimed at improving operational efficiency.
“We are not sitting still,” Frank said during the earnings call. “We are moving with urgency to make the necessary adjustments to reaccelerate momentum, particularly in North America.”
In August, Lululemon will bring back its SeaWheeze Half Marathon and Festival in Vancouver, one of several community-focused initiatives the company is using to deepen engagement with consumers and strengthen brand affinity.
Whether those efforts are enough remains to be seen.
What is clear is that Lululemon is entering a new phase in its evolution. The company that helped pioneer modern athleisure is navigating increased competition, changing consumer expectations and a leadership transition, while working to restore momentum in the North American market that fueled its rise from a Vancouver startup to a global retail powerhouse.
In the ever-evolving landscape of the rental market, the need for thorough tenant verification has never been more crucial. Landlords and property management companies face the daunting task of selecting reliable tenants from a pool of applicants, which can significantly impact the success of their rental business.
One of the most common steps in this process is performing a credit check for landlords to evaluate an applicant’s financial responsibility and payment history. However, traditional tenant verification methods, including the common practice of conducting background and credit checks for renters, are increasingly proving to be inadequate. This article explores why these methods are broken and offers insight into more effective approaches for tenant verification.
The Inadequacy of Background Checks
At the heart of tenant verification lies the background check. This process typically includes a review of an applicant’s rental history, credit history, and criminal record. Many landlords rely on abackground credit check for renters to assess a prospective tenant’s financial responsibility, reliability, and overall suitability for a rental property. However, this method has significant shortcomings.
Firstly, many background checks fail to provide a comprehensive picture of a tenant’s financial responsibility. A credit score might reveal past financial troubles, but it doesn’t account for changes in an individual’s circumstances, such as job loss or medical emergencies.
Moreover, inaccurate credit reporting can misrepresent a potential tenant’s financial standing. A tenant with a solid payment history could be unjustly categorized by a single missed payment or an outdated credit report.
Secondly, traditional background checks do not always consider the tenant’s behavior as a resident. While a criminal record check might reveal past offenses, it often overlooks the context. Someone might have made poor choices in the past, but may have since changed their life circumstances.
Conversely, applicants with clean records may have other underlying issues. Without understanding the full context of an individual’s history, landlords risk making decisions based solely on incomplete data.
The Slow and Cumbersome Process
Another drawback of traditional tenant verification is the slow and cumbersome nature of the process. Background checks often take several days or even weeks to complete, leaving landlords in a time-sensitive position.
In a competitive rental market, a slow approval process can result in lost opportunities as better tenants may secure housing before a landlord has a chance to finalize their decision.
This delay can frustrate well-qualified tenants who might be eager to sign a lease agreement. Not only does this cause a vexing experience for landlords and applicants alike, but it also discourages potential tenants from the drawn-out waiting period, leading them to move on to properties that offer a more streamlined application process.
The Growing Need for Modern Solutions
The rental industry has changed significantly over the past decade. Digital applications, online banking, remote employment, and evolving fraud techniques have created new challenges that traditional screening methods were not designed to address.
To meet these challenges, landlords are increasingly adopting technology-driven verification tools that improve efficiency, strengthen fraud detection, and provide a more complete understanding of applicant risk.
Modern screening solutions help landlords access information faster, verify applicant data more accurately, and make more informed leasing decisions without adding administrative burden.
The rest of the article (digital screening tools, alternative data, AI-powered analytics, and relationship-building) can remain largely unchanged because those sections already flow naturally into the discussion of modern screening solutions. This approach makes the article more credible, professional, and aligned with a landlord audience while naturally setting up AI as the next evolution in tenant verification.
1. Digital Tenant Screening Tools:
With the rise of digitalization, landlords can utilize tenant screening platforms that streamline the verification process. These platforms typically offer integrated services that combine credit checks for landlords, rental history verification, and criminal background checks into a single, easy-to-use interface.
By harnessing technology, landlords can receive results in real time, eliminating the lengthy waiting periods associated with traditional checks.
2. Alternative Data Sources:
Traditional credit checks often fail to paint the full picture of an individual’s financial responsibility. By tapping into alternative data sources, such as insights from payment histories on utilities, internet services, or even rental payment histories, landlords can assess a tenant’s reliability more effectively.
Such comprehensive evaluations can provide a broader understanding of an applicant’s financial habits and current abilities.
3. AI-Powered Predictive Analytics:
Employing artificial intelligence and machine learning can revolutionize tenant verification. Predictive analytics can analyze patterns and trends in tenant behavior to predict potential risks.
By assessing a tenant’s likelihood of defaulting based on historical and behavioral data, landlords can make more informed decisions. This method goes beyond surface-level data and provides insight into a tenant’s capability of maintaining responsible tenancy.
4. Tenant References and Testimonials:
While traditional background checks can overlook important tenant behavior, gathering references from previous landlords can shed light on an applicant’s character and reliability.
Encouraging applicants to provide testimonials from former landlords can speak volumes about their rental history. This approach highlights not only how reliably tenants paid, but also their behavior as neighbors and their overall impact on the rental community.
Building Relationships and Community
Beyond technology, the future of tenant verification should also focus on creating a collaborative relationship with tenants.
A successful landlord-tenant relationship is built on trust, communication, and a sense of community. By engaging with potential tenants on a personal level, landlords can better understand their needs and motivations.
Conducting in-person interviews, meeting applicants at the property, or even hosting community events can foster an atmosphere of openness. This approach not only aids in tenant verification but also encourages long-term positive relationships that benefit both parties.
Conclusion
The challenges posed by traditional tenant verification methods emphasize the need for a transformative approach in the rental market.
Embracing modern tenant verification services, utilizing alternative data, integrating technology, and focusing on relationship-building can significantly enhance the tenant selection process.
As landlords adapt to the changing environment and embrace innovative methodologies, they will not only improve their chances of finding reliable tenants but also contribute to healthier, more vibrant rental communities.
The future of tenant verification is not just about assessing risk; it’s about understanding people and fostering positive experiences for everyone involved.
T&T Supermarket Inc., Canada’s largest Asian grocery retailer, is expanding its Ontario footprint with a new location at CF Sherway Gardens, one of Toronto’s premier shopping malls, located at 25 The West Mall in Etobicoke.
The 40,000-square-foot store is expected to open in Summer 2027 and will be situated on the lower level of the mall, said the company.
T&T Supermarket will occupy the lower-level grocery and food hall space formerly operated by Pusateri’s Fine Foods, which had run a food hall concept in conjunction with the Saks Fifth Avenue department store above. Pusateri’s closed its CF Sherway Gardens location in January 2023, while Saks Fifth Avenue ceased operations on June 1, 2025, as part of the broader closure of Hudson’s Bay-owned retail banners in Canada.
CF Sherway Gardens offers a curated mix of fashion, dining and entertainment experiences. The addition of T&T Supermarket adds a new dimension to the shopping experience, giving customers opportunities for authentic Asian food discovery. Customers can also enjoy T&T’s signature “grocerant” experience, which combines the convenience of grocery shopping with restaurant-quality meals at supermarket prices, said the company.
CEO Tina Lee
“I’ve been getting requests from customers to bring T&T to Etobicoke for a while,” said Tina Lee, CEO of T&T Supermarkets. “After the positive response to our CF Fairview Mall location, Sherway Gardens was the perfect opportunity to continue collaborating with Cadillac Fairview to replicate that success. This location checks all the boxes—it’s in the former Pusateri’s space, has covered parking, and is conveniently located just off Highway 427 and the Gardiner. It’s a wonderful location that we expect to draw customers from a huge radius.”
“We’re extremely proud to extend our partnership with T&T with a new store opening at CF Sherway Gardens,” said Sal Iacono, President and CEO, Cadillac Fairview. “With a shared vision to enhance the retail experience, T&T’s unparalleled offerings will be a highly celebrated addition to the community.”
Sal Iacono
The grocery store chain said shoppers will be able to discover thousands of Asian grocery products, including fresh fruits and vegetables, live seafood, premium meats, and popular Asian snacks. The store will also feature T&T’s signature self-serve hot food bar, fresh sushi, bakery items, ready-to-eat meals, and a dedicated Asian beauty section carrying popular K-beauty and skincare brands.
This fall, T&T will also open its largest Ontario store at RioCan Empress in North York and Gilmore store in Burnaby, B.C. The CF Sherway Gardens store will be T&T’s 17th location in Ontario and is expected to create approximately 120 jobs in the local community. Interested applicants can visit T&T’s careers page at www.tntsupermarket.com for more information.
T&T image
T&T Supermarket is Canada’s largest Asian grocery retailer, operating more than 39 stores across British Columbia, Alberta, Ontario, Quebec, Washington, and California. Founded in Vancouver in 1993, T&T is led by second-generation successor and CEO Tina Lee.
It’s not yet known what will happen with the former Saks Fifth Avenue space directly above TNT, or the space formerly occupied by Sport Chek beside it.
One of Atlantic Canada’s largest shopping centres has changed hands as Smart Investment Ltd., led by Mountain Equipment Company (MEC) owner Tim Gu, has acquired McAllister Place in Saint John, New Brunswick, for $64 million. The transaction marks the second-largest retail property sale in Canada so far this year and signals the continued appetite among investors for dominant shopping centres that serve as retail and community hubs within their markets.
The acquisition follows Smart Investment’s purchase of Garden City Shopping Centre in Winnipeg and reflects a strategy focused on dominant community malls in secondary Canadian markets. While many conversations surrounding retail real estate in recent years have centred on the growth of e-commerce and changing consumer habits, Gu believes physical retail continues to play a critical role in how consumers interact with brands and communities.
Tim Gu
Gu has become increasingly visible within Canadian retail circles following his involvement in MEC’s return to Canadian ownership. Through Smart Investment and other business interests, he has built investments spanning retail, apparel manufacturing, consumer products, commercial real estate and shopping centres. His experience as both a landlord and retailer has shaped a perspective that differs from many traditional shopping centre owners.
For Gu, the acquisition represents an opportunity to apply that perspective to an asset that has served as a commercial and community hub for generations.
“What attracted us to McAllister Place was its strong position in Saint John,” Gu told Retail Insider. “It is a dominant retail destination, has loyal customers, and has been an important part of the community for many years.”
He added that Saint John itself was a key factor in the decision.
“We also like Saint John as a market. It has a strong community, good people, a stable local economy, and we believe there is long-term growth potential.”
A Landmark Property in Atlantic Canada
Located on Westmorland Road in Saint John’s east side retail district, McAllister Place has served as the region’s dominant enclosed shopping centre for decades. Opened in 1975, the property has undergone several significant transformations over the years as retail trends and consumer expectations have changed.
Saint John remains one of Atlantic Canada’s most important retail and commercial markets. As New Brunswick’s largest metropolitan area and a major port city, it serves consumers from across southern New Brunswick and has long attracted national retailers seeking regional market coverage. McAllister Place has historically been at the centre of that retail landscape.
The approximately 400,000-square-foot centre today houses roughly 100 retailers and service providers. Current tenants include Sephora, SportChek, GoodLife Fitness, American Eagle, Roots, Dollarama and The Brick, among others. The centre’s occupancy currently stands at approximately 91.8 per cent, according to Gu.
The property underwent a major renovation in 2009 and later expanded following the closure of Sears Canada, a redevelopment that helped modernize the centre and reposition it for a changing retail environment.
For decades, McAllister Place has functioned as Saint John’s primary enclosed shopping destination, adapting through multiple waves of retail change. The centre has navigated the expansion of power centres, the growth of e-commerce, shifting consumer habits and the collapse of major department store chains while maintaining its role as a key shopping and community destination for the region.
McAllister Place in Saint John, NB. Photo: National Retail Investment Group
Building a National Shopping Centre Platform
The McAllister Place acquisition appears to be part of a broader strategy for Smart Investment.
Gu confirmed that the company is actively looking at additional shopping centre acquisitions across Canada.
“Yes, we are open to acquiring additional enclosed shopping centres in Canada,” he said. “Our strategy is focused on dominant community malls in secondary markets, where the centre plays an important role in the local economy and daily life.”
The acquisition follows Smart Investment’s purchase of Garden City Shopping Centre in Winnipeg and suggests the company is building a portfolio focused on community-oriented retail properties across Canada.
The purchase is notable because it comes at a time when investment activity in the shopping centre sector has become increasingly selective. While weaker retail properties have struggled in some markets, dominant regional and community shopping centres continue to attract capital because of their established customer bases, strategic locations and redevelopment potential.
Across Canada, owners continue to invest billions of dollars into shopping centres through redevelopments, mixed-use projects, food halls, entertainment concepts and residential intensification. Rather than disappearing, many centres are evolving into broader community destinations.
‘There Are No Bankrupt Industries’
Gu’s confidence in shopping centres stems from a broader belief about retail itself.
“There are bankrupt companies, but there are no bankrupt industries,” he said.
While some retailers have disappeared in recent years, Gu argues that consumer demand for shopping, dining, services and experiences remains strong. The challenge, he says, is ensuring that both retailers and shopping centres continue evolving alongside changing customer expectations.
“My core belief is that retail is not disappearing, it is evolving,” he said. “Physical retail still matters, especially when it works together with online channels. The future is not online versus offline. The future is omnichannel.”
Retail Experience Shapes Ownership Philosophy
One factor that differentiates Gu from many traditional shopping centre owners is his background.
His business interests span apparel manufacturing, consumer goods, retail operations and commercial real estate. In recent years, he became part of the investor group that acquired Mountain Equipment Company and returned the outdoor retailer to Canadian ownership.
That experience has influenced how he views shopping centres and landlord-tenant relationships.
“Owning MEC has made me believe even more strongly in the value of physical retail stores and physical footprint,” Gu said.
“Stores are not only places to sell products. They are places where customers experience the brand, feel the product, understand the quality, and build trust.”
MEC’s return to Canadian ownership generated significant attention across Canada’s retail sector. For Gu, the experience provided a firsthand look at how retailers evaluate markets, negotiate leases, build customer relationships and balance physical stores with digital channels. Those lessons are now influencing how he approaches shopping centre ownership and tenant relationships.
“It helped me understand more clearly what retailers need from landlords: traffic, flexibility, customer experience, strong operations, and a true partnership mindset.”
Gu believes that perspective gives Smart Investment a different approach to shopping centre ownership. Rather than viewing a property solely through the lens of occupancy and rent, he argues that successful centres depend on helping retailers succeed over the long term.
Unlike many institutional owners that manage large numbers of properties across multiple markets, Smart Investment plans to take a direct and active role in McAllister Place.
“Smart Investment will directly manage the property through our property management platform,” Gu said. “We will also take a very hands-on ownership role.”
That approach contrasts with the more institutional ownership structures common among large shopping centre portfolios and reflects Smart Investment’s intention to be directly involved in leasing, operations and the property’s long-term evolution.
McAllister Place in Saint John, NB. Photo: National Retail Investment Group
Looking Beyond Traditional Retail
The acquisition also includes a significant long-term redevelopment opportunity.
The shopping centre occupies approximately 79 acres, of which only a portion has been developed. Existing approvals allow for approximately 526 residential units on excess lands associated with the property.
While Gu emphasized that any redevelopment decisions remain in the future, he acknowledged the site’s potential.
“We do see redevelopment potential over time, but we need to carefully study the market condition, local demand, timing, and what is best for the community and the property.”
Across Canada, excess shopping centre lands have become increasingly valuable as owners explore opportunities to add residential density and create mixed-use environments that support retail activity. McAllister Place appears well positioned to participate in that trend over the long term.
At the same time, Smart Investment is focused on strengthening the existing shopping centre.
Gu said the company is evaluating opportunities to improve the tenant mix and bring additional uses to the property.
“We are looking at opportunities for new retailers, tenant upgrades, and stronger food, service, and experiential uses.”
The emphasis on experiences reflects changing consumer expectations. Shopping centres increasingly compete by offering reasons to visit beyond purchasing products, including restaurants, health and wellness services, events, entertainment and community gathering spaces.
“A mall today cannot only be a place to sell products,” Gu said. “It should also be a place for food, services, events, experiences, local connection, and community life.”
A Long-Term Vision for Saint John
The acquisition comes nearly two years after McAllister Place was first brought to market and follows a period of portfolio repositioning by Primaris REIT. The Toronto-based real estate investment trust has completed several major acquisitions in recent years while selectively disposing of assets as part of its capital allocation strategy.
For Primaris, the sale aligns with a broader strategy of portfolio optimization that has seen the company acquire larger regional shopping centres while selectively disposing of certain assets. The transaction also demonstrates the continued investor interest in well-located retail properties despite years of speculation about the future of enclosed malls.
For Smart Investment, however, the focus is firmly on the future.
Gu said success will not simply be measured by occupancy levels or financial performance.
Instead, he hopes the shopping centre strengthens its role within the community while continuing to evolve alongside changing consumer expectations.
“Five years from now, success would mean McAllister Place is more stable, more active, and more valuable to Saint John,” he said.
“That means strong occupancy, a better tenant mix, more customer traffic, more community uses, and stronger confidence from tenants, customers, employees, lenders and the local community.”
While the acquisition of McAllister Place represents a significant investment in Atlantic Canada, it may also provide insight into Smart Investment’s broader ambitions. With shopping centre ownership now spanning Winnipeg and Saint John and additional acquisitions under consideration, the company appears to be building a portfolio around a conviction that dominant community malls remain important economic and social anchors in Canadian cities. In an era when many retail properties are being reimagined, Gu is betting that the strongest shopping centres still have considerable room to evolve and grow.
