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Instacart expands Fulfillment Pro with new delivery management, picking capabilities

Instacart website photo
Instacart website photo

Instacart says it is expanding its Fulfillment Pro platform with new delivery management software and upgraded picking tools, as retailers seek more integrated systems to manage growing e-commerce operations.

The company said the updates are designed to help grocers streamline order fulfillment by bringing delivery, picking and labour management into a single system, addressing inefficiencies caused by disconnected tools.

The expansion includes software for retailers operating their own delivery fleets and enhanced in-store picking capabilities for staff, part of what Instacart described as an ongoing investment in its enterprise offerings. The platform is already used by more than 50,000 retail associates and supported over 45 million orders in 2025, according to the company.

Blake Wallace
Blake Wallace

“Retailers have made real investments in their ecommerce programs, and they need fulfillment tools that can scale with them,” said Blake Wallace, Vice President of Retail Partnerships at Instacart. “Fulfillment Pro brings picking, labor, and last-mile delivery into one system – giving retailers more control over their operations while helping them run more efficiently and deliver better experiences for their customers.”

The new delivery management system is aimed at retailers that run their own fleets, where coordinating routes, drivers and customer expectations can become increasingly complex as order volumes rise. Instacart said many existing delivery tools operate separately from in-store picking systems, adding operational challenges and affecting service consistency.

The updated software integrates the full workflow from picking to delivery, offering real-time visibility and route optimization tools. Dispatchers can monitor routes as they happen, make adjustments and manage exceptions, while drivers are provided with navigation tools, GPS tracking and automated customer communications.

The system also includes features designed to improve efficiency, such as load optimization and support for “megabatching,” which allows more than 20 orders to be grouped into a single delivery run. Instacart said this could enable fleets to complete more orders per trip while maintaining service levels.

Retailers are expected to begin rolling out the delivery management capabilities later this year.

The company is also upgrading its in-store picking software, building on tools originally developed for its network of approximately 600,000 shoppers over more than a decade of grocery operations. The enhancements are intended for retailers managing their own store teams.

Instacart website photo
Instacart website photo

The picking system supports multiple stages of fulfillment, including planning, item selection, substitutions and staging. Instacart said the updates are designed to improve speed and accuracy while supporting customer satisfaction.

New features include real-time communication between store associates and customers through an in-app chat function, as well as workflows that use scanning and dedicated bins to reduce errors such as missing or mixed items. The platform also supports multi-runner coordination for curbside pickup and includes automatic translation of customer messages to assist multilingual teams.

For store managers, the system builds on existing automated workflows by adding more control over batching, scheduling and labour allocation. Managers can assign or expedite orders as needed and set schedules across multiple locations.

Instacart said Fulfillment Pro can be deployed either as a standalone system that integrates with retailers’ existing technology or as part of a broader e-commerce solution alongside its Storefront Pro platform.

The company said the expanded capabilities are intended to support retailers investing in owned e-commerce operations and seeking systems that can scale across both online and in-store environments.

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AWS launches AI shopping assistant service for retailers, expanding Amazon technology beyond its platform

Amazon website photo
Amazon website photo

Amazon Web Services is introducing a new artificial intelligence tool aimed at helping retailers build their own conversational shopping experiences, extending technology developed for Amazon’s own platform to external businesses.

The company said its Agentic Shopping Assistant on AWS packages the architecture, code and technical guidance behind its Alexa for Shopping assistant into a deployable solution for retail customers, allowing them to create customized AI-driven shopping tools using their own data and branding.

The launch reflects a broader push by AWS to commercialize internal innovations from Amazon’s retail operations, offering them as services to enterprise clients. The company says the new tool can reduce development timelines for retailers seeking to build AI-powered interfaces, with deployments possible in a matter of weeks rather than years.

The Agentic Shopping Assistant was developed with the AWS Generative AI Innovation Center and is designed to give retailers a foundation they can adapt to their own catalogues, customer data and business rules. The system provides architecture guidance, starter code and access to AWS experts and integration partners.

Retailers are being encouraged to build their own AI interfaces as conversational tools increasingly shape how consumers search for and purchase products online. AWS said such systems can improve conversion rates compared with traditional keyword-based search, while allowing companies to maintain direct relationships with customers rather than relying on third-party platforms.

Amazon website photo
Amazon website photo

The company positioned the tool as a way for retailers to retain control over their brand voice and customer experience as AI agents become more central to commerce. Each implementation is tailored to a retailer’s specific environment, including its product catalogue and customer base.

Kate Spade, part of Tapestry Inc., is among the first companies to adopt the technology. The brand used the AWS solution to develop an AI-driven gift recommendation tool, launched in April, designed to guide customers through purchase decisions using conversational prompts.

The system engages shoppers by asking about the occasion, recipient and preferences, translating responses into curated product suggestions. The approach is based on insights drawn from customer interactions with Amazon’s Alexa for Shopping assistant.

The Kate Spade assistant was built using Amazon Bedrock AgentCore and Anthropic’s Haiku 4.5 model, with AWS infrastructure supporting functions such as authentication and performance monitoring. The company said the project moved from development to customer-facing deployment after approximately two and a half months of testing.

Yang Lu, chief information and digital officer at Tapestry, said the collaboration allowed the company to tailor the technology to its customers.

“We are excited about the possibilities agentic commerce can bring to our customers. AWS brought the recipe, but together we built the customization our consumers needed.”

AWS said the underlying system has been validated through its use within Amazon’s own retail operations, where AI-driven shopping tools have been refined through large-scale customer interactions. The company describes Amazon as “Customer Zero,” indicating that its internal systems serve as testing grounds for AWS products before they are offered externally.

Amazon website photo
Amazon website photo

The Agentic Shopping Assistant is built on a suite of AWS services, including Amazon Bedrock, AgentCore and OpenSearch. While the core technology is standardized, AWS emphasized that each retailer’s implementation is customized, allowing companies to integrate proprietary data and maintain competitive differentiation.

The company said retailers can deploy the system in roughly 60 days with support from AWS teams, positioning the offering as a faster alternative to building similar capabilities from scratch.

The move comes as AWS expands its portfolio of generative AI tools aimed at enterprise customers, particularly in sectors such as retail, customer service and business operations. The company said the new offering is intended to help retailers respond to shifting consumer expectations around personalized and conversational shopping experiences.

AWS said additional retailers are currently testing the technology, though it did not disclose names or timelines for broader adoption.

The company is encouraging interested retailers to engage with AWS directly to explore implementation options, signalling further efforts to scale the technology across the sector.

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CF Market Mall partners with Calgary Wild FC on in-mall soccer activation (Photos)

CF Market Mall. Photo by Mario Toneguzzi
CF Market Mall. Photo by Mario Toneguzzi

CF Market Mall is partnering with Calgary Wild FC to host a three-week interactive soccer experience aimed at engaging shoppers and promoting the city’s growing sports culture.

The event, called “The Ultimate Tryout,” will run until June 27 inside the Calgary shopping centre and feature a series of soccer-themed activities, digital simulations and athlete appearances.

The initiative reflects a strategy by Cadillac Fairview to drive foot traffic and deepen community engagement through experiential retail, while aligning with a new professional women’s sports franchise in the local market.

“We are proud to collaborate with Calgary Wild FC to bring the electric atmosphere of a professional stadium directly into CF Market Mall,” said Paige O’Neill, general manager of CF Market Mall. “Through this collaboration, we are creating a vibrant environment that blends digital innovation with interactive athletic challenges. Our goal is to foster genuine community connections and provide families, youth athletes, and future soccer professionals with a dedicated space to play, connect, and celebrate local sports.”

The activation will transform multiple areas of the mall into soccer-themed zones designed to attract both families and sports fans. Organizers say the event positions visitors as “recruits,” allowing them to participate in skill-testing activities while interacting with elements of the professional game.

CF Market Mall. Photo by Mario Toneguzzi
CF Market Mall. Photo by Mario Toneguzzi

Among the features are:

  • A digital simulator challenge in centre court, where participants can test footwork, shooting power and accuracy using a penalty kick simulator and a physical target wall.
  • One-on-one Subsoccer matches in the grand court, offering short-format games in compact, table-style setups.
  • A locker room-themed photo installation located in front of a retail storefront, designed to replicate a professional team environment.
  • Scheduled appearances by Calgary Wild FC players, including two meet-and-greet sessions on June 20 and June 25.
  • A mascot appearance by the team’s character, Echo, during the event period.

The June 25 session is set to include appearances by goalkeeper Kaitlin Talbert and forward Jorian Baucom, providing an opportunity for fans to interact directly with professional athletes.

The mall operator said the programming is intended to appeal to a broad demographic, from youth athletes to casual visitors, while reinforcing the property’s role as a community hub.

The partnership comes as Calgary Wild FC establishes its presence as a new entrant in professional women’s soccer, with the mall activation serving as a platform to build visibility and connect with potential fans.

CF Market Mall. Photo by Mario Toneguzzi
CF Market Mall. Photo by Mario Toneguzzi

Cadillac Fairview, which owns and operates CF Market Mall, manages a portfolio of office, retail and mixed-use properties across Canada and is wholly owned by the Ontario Teachers’ Pension Plan. The company reported $26 billion in assets under management.

The company said additional details on event timing, athlete appearances and related retail promotions are available through its website.

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CF Market Mall. Photo by Mario Toneguzzi
CF Market Mall. Photo by Mario Toneguzzi
CF Market Mall. Photo by Mario Toneguzzi
CF Market Mall. Photo by Mario Toneguzzi
CF Market Mall. Photo by Mario Toneguzzi
CF Market Mall. Photo by Mario Toneguzzi
CF Market Mall. Photo by Mario Toneguzzi
CF Market Mall. Photo by Mario Toneguzzi

Sagamité to open Wendat restaurant and retail space at Québec City airport

Aéroport de Québec Inc. says a new restaurant and retail concept highlighting Wendat cuisine and craftsmanship will open at Québec City Jean Lesage International Airport later this year.

The airport authority and Sagamité announced recently that the 273-square-metre restaurant and shop will begin serving travellers in the fall 2026, offering dine-in and takeaway food alongside Indigenous-made goods.

The project adds food service and retail capacity beyond the security checkpoint, an area where airport officials say passengers have long sought more options before departure. The new location, situated between gates 31 and 32, will include seating for up to 80 people and feature a menu rooted in First Nations culinary traditions.

The expansion also marks a growth step for Sagamité, which will receive financial backing from federal and provincial governments as well as RBC to support the initiative.

“We are proud to be opening our third Sagamité restaurant at YQB, along with a souvenir and craft shop. It’s the perfect opportunity to share the Wendat Nation’s food and culture with travellers from around the world. We are grateful to the governments of Canada and Québec, and RBC, for their financial support, which is allowing us to honour our traditions and keep them alive by providing a unique, authentic experience to travellers at Québec City Jean Lesage International Airport,” said Steeve Gros-Louis, owner and founder of Sagamité.

Airport officials say the addition aligns with broader efforts to enhance passenger experience while incorporating regional communities into the airport’s commercial offering.

“We are pleased to be able to give travellers the chance to experience the richness of Wendat culture. Sagamité is helping our airport become not just a point of departure, but a gateway for exploration and discovery. The new concession also fits perfectly with our intention to enhance the passenger experience at YQB by involving communities from around Québec City and across all of Québec in YQB’s growth and offering a variety of outstanding services,” added Stéphane Poirier, President and CEO of YQB.

The announcement drew support from Indigenous and political leaders, who pointed to the project’s role in showcasing Wendat culture and expanding tourism-related offerings.

“As a Nation, we are recognized for our entrepreneurial dynamism and our ability to keep our culture alive through impactful initiatives. Sagamité, under the leadership of Mr. Steeve Gros-Louis, is a prime example. This new offering at the Québec City airport further underscores the historical and contemporary presence of the Wendat Nation in the greater Québec City area. Sagamité will allow travellers to experience aspects of Wendat culture,” said Pierre Picard, Grand Chief of the Wendat Nation.

“Having a Sagamité at YQB is wonderful news for all of Québec! Indigenous tourism is an extraordinary asset to our province, and each new project like this adds to the 250+ experiences already available across Québec. I am thrilled to be seeing Wendat culture and cuisine make their way to the Québec City airport, where they can be enjoyed by travellers from around the globe. Congratulations to the entire Sagamité team,” added Ian Lafrenière, Deputy Premier, Minister of Domestic Security, and Minister Responsible for Relations with the First Nations and the Inuit.

“In Québec City, one of the ways we share culture is around the table. It’s one of the best parts of our community. I am delighted to see the Wendat Nation’s culinary and crafting traditions be given such an excellent showcase right at our airport, where it can become visitors’ first or last impression of what our region has to offer,” said Bruno Marchand, Mayor of Québec City.

Sagamité currently operates two restaurants in the Québec City region. The business focuses on traditional dishes, including game and bannock, and will also sell handcrafted items such as jewellery, mittens and moccasins.

Aéroport de Québec Inc., which has managed the airport since 2000, said the addition is part of ongoing efforts to expand services and reflect the cultural identity of the region within its terminal operations.

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From The Desk: Strategic Expansion and Consumer Shifts Define Canadian Retail in Early June

Canada’s retail sector continues to show signs of resilience and adaptation as the industry moves through early June. Expansion activity from both established and specialty retailers points to ongoing confidence in Canadian shopping districts and regional markets, even as consumers remain mindful of economic pressures. Looking ahead, the 2026 FIFA World Cup is expected to provide a temporary boost to tourism, hospitality, and retail spending in major host cities such as Toronto and Vancouver. At the same time, leadership changes and evolving consumer spending patterns highlight an industry that is adjusting to new realities while continuing to invest in growth.

This week’s developments underscore several broader trends, including regional expansion, tenant diversification, and the ongoing evolution of brick-and-mortar retail. Retailers, landlords, and developers continue to adapt their strategies as they navigate a challenging economic environment and changing consumer expectations.

 

Retailer News

This week’s retail news is punctuated by notable expansions that reinforce the importance of targeted growth and diversified tenant mixes. The evolving role of grocery and lifestyle offerings within malls is evident as T&T Supermarket announces a new location at CF Sherway Gardens, replacing Pusateri’s food hall with a “grocerant” experience that caters to Asian culinary demand while generating hundreds of jobs in Toronto.

Simultaneously, Zellers is accelerating its expansion with new stores planned for Toronto and Windsor, reintroducing its nostalgic mascot and curated retail formats balancing apparel, home goods, and groceries. This signals renewed confidence in the department store sector and fresh opportunities for landlords aiming to capitalise on community retail dynamics.

In Atlantic Canada, Tim Gu’s acquisition of McAllister Place mall marks a meaningful bet on secondary markets with high occupancy affirming the mall as a social and economic anchor, aligning with investor interest in physical retail assets supporting omnichannel strategies.

Luxury retail also sees noteworthy developments, including Veronica Beard’s third Canadian store at Vancouver’s Oakridge Park and Kiokii and… expanding across top malls, highlighting experiential and culturally distinct retail’s mainstreaming in Canada’s luxury scene. Vince’s reimagined Oakridge Park store further emphasises hospitality and curation tailored to affluent customers.

Additional highlights include Walmart+ membership launch in Canada blending e-commerce convenience with value, and the planned aggressive Ontario and BC expansion of mobile accessories retailer Cellzy. The Retail Council of Canada’s RCCSTORE2026 awards also acknowledge leaders advancing sustainability, supply chains, and talent amidst changing market pressures.

Employment data from May shows mixed retail sector performance with job gains in construction and accommodation offset by wholesale and retail trade declines, illustrating a cautious labour market that tempers optimism. Nevertheless, Dr. Phone Fix reported record Q1 revenue growth, driven by network expansion and electronics repair demand, highlighting focused category strength.

Lululemon’s Canadian sales decline and downward revision of North American growth expose pressures on legacy retailers to innovate and refine operations amid intensifying competition and shifting consumer interest.

The nuanced spending patterns of Millennials, who simultaneously trade down for value and splurge on premium items as explored in recent studies, create new strategic imperatives for retail assortments and marketing agility. Additionally, the ongoing challenge for grocery e-commerce to replicate impulse purchases detailed in analysis reports underscores the importance of physical retail as a complement to digital efforts.

Retailer People News

In leadership developments, METRO announced Marc Giroux as its next President and CEO, positioning the company for strategic navigation through Canada’s complex food retail market.

Voices raising concerns include Edmonton entrepreneur Ravi Prakash, who highlights growing small business insolvencies and vacancy rates, calling attention to the need for increased government support.

Success in franchising emerges through stories like the Ontario bakery owner featured in franchise model videos, while the hospitality sector’s resilience is showcased in Charcoal Group’s CEO insights into disciplined growth amid uncertainty.

Retailer Op-Eds

Insights into the food sector’s resilience despite Canada’s economic contraction come from food industry opinion piece, which stress the importance of strategic support and innovation to sustain competitiveness within a critical economic segment.

 

Editor’s Take

This week’s coverage highlights a retail industry that continues to adapt to changing economic conditions, evolving consumer expectations, and shifting demographics. Expansion plans from both established and emerging brands show that growth remains a priority, whether through specialty grocery concepts, luxury retail, department stores, or experiential formats designed to attract shoppers and strengthen customer engagement.

At the same time, financial results and labour market data point to a consumer environment that remains cautious. Success stories such as Dr. Phone Fix demonstrate how retailers with a clear focus and strong execution can continue to grow despite broader challenges. Consumers are increasingly seeking both value and premium experiences, creating opportunities for retailers that can effectively balance assortment, pricing, and customer experience.

Leadership changes at companies such as METRO Inc., along with ongoing discussions around support for small businesses, also highlight the importance of strong leadership, long-term planning, and policies that encourage investment and growth.

Taken together, these developments illustrate the close relationship between retail and commercial real estate. Shopping centres and retail districts continue to evolve as landlords seek to create compelling destinations, while retailers adjust their strategies to reflect changing market conditions. From grocery innovation and luxury expansion to technology-driven growth, the months ahead will reveal which organizations are best positioned to respond to new opportunities while managing rising costs and shifting consumer behaviour.

This Week’s Articles

Retailer News

Retailer People News

Retailer Op-Eds

News From Around the Web

Vancouver Brides Are Ditching the Mall and Shifting Toward Independent Bridal Retailers

A bride can usually tell within ten minutes if a dress appointment is going to feel good. The room has a tone. The stylist either hears what she is saying or starts steering too soon. The bride’s shoulders either relax a little, or she begins performing happiness for the people who came with her.

For this article, stylists from a bridal boutique in Vancouver shared what they are hearing from brides who have tried the bigger retail route first. The complaint is rarely dramatic. It is more often a quiet frustration with rushed rooms, crowded racks, and dresses that seem chosen for volume rather than the wedding in front of them.

That frustration has opened the door for independent bridal retailers across the city. Vancouver weddings have become more personal in style, and brides are expecting the dress search to feel personal too. A boutique appointment does not guarantee an easier decision, but it often gives the bride a better chance to make one without all the noise.

The Big Retail Floor Feels Different Now

Large bridal stores were once the default because they made the process feel official. The bride arrived, the group gathered, and the appointment had a familiar ceremony of its own. For some shoppers, that still works. For others, it feels dated before the first zipper goes up.

The modern bride has usually done too much research to be handed a random rail of gowns. She has seen designer collections online. She has looked at venue photos. She knows the difference between a dress that looks pretty on a model and a dress that might survive a damp photo session near the seawall.

The mall appointment can still be useful for trying basic shapes. Its weakness is the atmosphere. When the room feels busy, the bride may end up reacting to the pace of the store instead of the dress on her body.

Smaller Shops Edit Before the Bride Arrives

There is a real advantage in a smaller selection when the edit is good. A bride does not always need forty versions of the same strapless dress. She may need six gowns that each show her something different about shape, fabric, and comfort.

Independent shops usually buy with a specific bride in mind. The result can feel less generic. You see it in the mix of gowns that appear more suited to Vancouver weddings, with lighter movement for outdoor portraits and cleaner lines for restaurant receptions.

Couples booking their reception at one of the city’s Vancouver restaurants often bring the venue’s mood into the fitting room before they’ve even picked a gown.

I tend to prefer a sharp boutique edit over a huge rack. It saves energy. It also makes the appointment feel more honest because the stylist has fewer places to hide. If the shop’s taste is clear, the bride can decide quickly if she trusts it.

What Boutique Retail Data Tells Us

FactorNational ChainIndependent Boutique
Appointment modelWalk-in or brief slotsDedicated private appointments
Designer exclusivityMass-market labelsRegional or national exclusives
AlterationsOutsourced or optionalTypically in-house
Collection sizeLarge, standardizedCurated, rotated seasonally
Staff expertiseVariableDeep product knowledge

These differences translate into measurable satisfaction outcomes. Brides who report feeling confident in their final selection are, in survey after survey, more likely to have purchased from an independent retailer than from a national chain.

Vancouver does not push every bride toward one kind of gown. A wedding at a downtown hotel asks for a different feeling than a North Shore ceremony with wet grass underfoot. A dress that is lovely in the mirror can become wrong once the venue is part of the decision.

Independent retailers are often better at that kind of practical styling. They ask where the wedding is happening before treating the gown as a separate purchase. That question changes the appointment because the bride starts thinking about the day as a whole.

This is especially helpful in a city where weather is rarely background information. A bride planning outdoor portraits in February needs fabric and movement she can live with. Romance is still the goal, but so is staying comfortable enough to enjoy the photos.

Brides Want Fewer Opinions In the Room

The old idea of a big entourage has lost some shine. A crowd can be fun, but it can also turn the appointment into a committee meeting. Someone loves sparkle. Someone else hates sleeves. The bride disappears somewhere between their reactions.

Boutiques cannot control who a bride brings, but the setting can influence the tone. A smaller room often makes people speak with more care. It also gives the stylist a better chance to bring the focus back to the person wearing the dress.

Many brides now bring one or two people instead of a full group. That choice feels sensible. A wedding dress is emotional enough without asking six people to vote on it in real time.

The Price Conversation Is More Grown Up

Unfortunately, for many, retail does not always mean affordability once the full process is accounted for. 

A good boutique explains the numbers early. The bride should know the order timeline, the alteration expectations, and the real room left in the budget before falling too hard for a gown. That conversation is not glamorous, but it is kinder than surprise costs later.

This is another reason brides are moving toward shops with a stronger service culture. They are not only buying fabric. They are buying guidance through a purchase they have probably never made before.

The Shift Is Really About Control

The move away from the mall is not a rebellion against tradition. Vancouver brides still want the emotional moment. They still want the mirror, the veil, and the feeling that something has clicked. They are simply less willing to accept a shopping format that makes them feel rushed or spoken over.

Independent bridal retailers give brides more control over the pace and tone of the appointment. The room can be quieter. The gowns can feel more specific. The advice can be more direct.

That does not mean every bride will find her dress in a boutique. Some will still find the right gown in a larger store, and that is fine. The larger change is that brides are becoming more selective about where they spend their attention. For a decision this personal, that seems overdue.

Daily Synopsis: Jun 5, 2026

Welcome to the Daily Synopsis by Retail Insider. We hope you enjoy the 10 articles we published most recently, covering key developments in Canadian retail.

Veronica Beard opened its third Canadian store at Vancouver’s Oakridge Park, marking its first West Coast location. The luxury retail sector is evolving with brokerage agreements shaping growth in flagship stores at Oakridge Park and Yorkdale Shopping Centre while expanding into emerging markets such as Calgary and Montreal reshaping luxury retail in Canada.

HEAL Wellness is expanding rapidly across Canada and the U.S. with plans for 100 locations by year-end through franchising. The value of franchising is also highlighted by an Ontario bakery owner who leverages this model to manage economic challenges. Employment increased by 88,000 jobs in May while Cellzy is preparing an aggressive launch in Canada with multiple locations planned.

🗞️ The Day’s Retail Insider Article List

 

🌐 Canadian Retail News From Around the Web

VIDEO: Franchise model helps Ontario bakery owner navigate economic uncertainty

Steff Steers
Steff Steers

As economic uncertainty continues to weigh on would-be entrepreneurs, a growing number of Canadians are hesitant to start a business, according to a recent TD survey.

The survey found 27 per cent of Canadians believe the economy is too uncertain to launch a business, while 24 per cent say they are uncomfortable with the financial risk.

Despite those concerns, Steff Steers, a multi-unit franchisee operating four COBS Bread locations in the Kitchener-Waterloo region since 2016, said she entered the business fully aware of the risks tied to entrepreneurship.

Steers, who has a background in restaurant management along with her husband, said they were motivated by a shared entrepreneurial drive to build something of their own. After exploring independent ventures, they chose franchising, citing the structure and support provided by an established brand.

She said franchising can offer operational assistance such as human resources and technology support, along with brand recognition that helps create a stronger foundation for new business owners.

Steers said passion and commitment remain essential, noting that business ownership requires significant time and effort. However, she added that aligning with the right franchisor can provide a critical support system, particularly during uncertain economic periods.

Despite that support, Steers pointed to rising labour and food costs as the most significant challenges facing small business owners today. She said frequent minimum wage increases in Ontario have driven up labour expenses, while ongoing supply chain disruptions since the COVID-19 pandemic have increased the cost of goods and transportation.

Steers has expanded her business to four locations over nearly nine years, supported in part by early financing that allowed her to scale more quickly than is typical. While she said the Kitchener-Waterloo market is now well-served, she remains open to future growth opportunities.

For prospective entrepreneurs, Steers emphasized the importance of thorough research, particularly when choosing a franchise partner, describing it as a long-term relationship that requires strong alignment in goals and values.

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Jobs increase in May, unemployment rate edges down: Statistics Canada

Andrea Piacquadio photo
Andrea Piacquadio photo

Employment increased by 88,000 (+0.4%) in May and the employment rate rose 0.2 percentage points to 60.7%. The unemployment rate fell 0.3 percentage points to 6.6%. Employment increased among core-aged (25 to 54 years old) women (+31,000; +0.5%), core-aged men (+25,000; +0.3%), and youth aged 15 to 24 (+22,000; +0.8%), reported Statistics Canada on Friday.

The unemployment rate for youth declined 0.9 percentage points to 13.4%. The rate also fell among core-aged women (-0.4 percentage points to 5.5%) and core-aged men (-0.4 percentage points to 5.7%), said the federal agency.

Employment increased in several industries, most notably in construction (+27,000; +1.7%), information, culture and recreation (+19,000; +2.3%), transportation and warehousing (+19,000; +1.7%) and accommodation and food services (+17,000; +1.5%). On the other hand, employment decreased in wholesale and retail trade (-35,000; -1.2%), it noted.

Statistics Canada said employment increased by 88,000 (+0.4%) in May, the first significant employment gain since November 2025. The increase in May follows a net decline of 112,000 (-0.5%) over the first four months of 2026. On a year-over-year basis, employment was up by 147,000 (+0.7%) in May.

The number of people working full-time rose by 154,000 (+0.9%) in May. The increase in the month offsets a downward trend observed from January to April, in which the number of full-time workers fell by 156,000 (-0.9%). In May, part-time employment decreased by 66,000 (-1.7%).

The employment rate—the proportion of the population aged 15 and older who are employed—rose by 0.2 percentage points to 60.7% in May. This was the first increase since November 2025. The employment rate was unchanged on a year-over-year basis in May 2026.

Employment rose among employees in both the private sector (+56,000; +0.4%) and the public sector (+20,000; +0.4%) in May. The number of self-employed workers was little changed.

Thumbnail for map 1: Unemployment rate by province and territory, May 2026
Andrew Grantham
Andrew Grantham

The Canadian labour market sparked back to life in May, with the 88K gain in jobs well above consensus expectations and taking the unemployment rate back down to 6.6%.  Job gains were driven by full time work, with the sector breakdown showing particularly strong growth in construction, information & recreation, transportation and manufacturing. However, while much stronger than expected, the release should be viewed in the context of the weakness seen earlier in the year. The six-month average for employment is still slightly negative (-2K) and the unemployment rate is still a touch higher than the recent low recorded in January. Statistics Canada noted that students seem to be seeing a better start to the summer job market than in recent years, and the unemployment rate for 15-24 year olds fell by almost 1% to 13.4%. Prime-aged (25-54) unemployment also fell from 6% to 5.6%. Hourly wage growth for permanent employees was weaker than expected at 3.2%, suggesting that many of the new jobs picked up this month may have been lower paying,” said Andrew Grantham, Senior Economist, CIBC Capital Markets.

“For the Bank of Canada, today’s release shouldn’t change the current on-hold stance, even with the large headline beat. For now today’s strength has brought us back to where we stood earlier in the year, and further tightening in the labour market will need to be seen (alongside an acceleration in core inflation) to bring the Bank of Canada off the sidelines.”

Andrew Hencic
Andrew Hencic

Andrew Hencic, Senior Economist, TD, said: “No bones about it, this is a solid report. Strength in hiring across public and private sectors, and a whopping 154k jump in full-time jobs. However, this basically brings employment back to where it was in January, with an unemployment rate 0.1 percentage points higher.

“There continues to be a lot of noise in the Canadian economic data. The surprise contraction in first quarter GDP was disappointing, but with April’s flash GDP estimate signalling a 0.4% monthly gain and now May’s labour force report showing a drop in the unemployment rate, we continue to expect a second quarter bounce-back in activity. Nonetheless, the economy continues to operate below capacity, providing a disinflationary offset to the energy price shock. With this backdrop we expect the Bank of Canada to stay on the sidelines next week and keep its policy rate at 2.25%.”

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Veronica Beard Opens Third Canadian Store at Vancouver’s Oakridge Park

Veronica Beard at Oakridge Park in Vancouver. Image supplied

Three years after entering Canada with its first standalone boutique in Toronto’s Yorkville neighbourhood, New York-based fashion brand Veronica Beard has expanded to the West Coast with the opening of a new store at Vancouver’s Oakridge Park.

The new boutique marks Veronica Beard’s third Canadian location following openings in Toronto and Montreal, and establishes the brand’s first standalone presence in Western Canada. The opening also adds another fashion tenant to Oakridge Park as the massive mixed-use redevelopment continues to attract luxury, premium, and contemporary retailers from around the world.

Founded in 2010 by sisters-in-law Veronica Miele Beard and Veronica Swanson Beard, the company has evolved from a women’s tailoring label known for its Dickey Jacket into a contemporary fashion and lifestyle brand offering apparel, denim, footwear, handbags, and accessories. The Vancouver boutique is the brand’s 47th location globally.

For Stephanie Unwin, Chief Executive Officer of Veronica Beard, Vancouver represented a natural next step as the company continues to build on growing momentum in Canada.

“The Vancouver customer is closely aligned with our core demographic and psychographic, and we’ve already built a relationship with her through our wholesale partners in the market,” said Unwin.

“We’ve also seen strong engagement from Canadian customers shopping online and in our Montreal and Toronto boutiques. It became clear that there was not only customer demand, but also a genuine connection to the brand and the way it fits into her lifestyle.”

Canada Continues to Gain Importance

Canada has become an increasingly important market for Veronica Beard since the company’s arrival in 2023.

While the brand initially entered the country through wholesale partnerships, the success of those relationships helped lay the groundwork for a growing standalone retail presence. Today, Veronica Beard operates stores in Canada’s three largest luxury fashion markets and continues to see opportunities for expansion.

“We’ve seen an incredibly positive response from Canadian customers since entering the market,” said Unwin. “What’s been most exciting is seeing how the brand resonates across different regions while still reflecting each city’s unique character.”

The company has also seen substantial growth through its Canadian ecommerce business.

“As we have developed our Canadian infrastructure, we have also focused on growth within our ecommerce channel which has seen triple digit growth in the Canadian market over the last few years,” said Unwin.

The strong online performance suggests Canadian consumers are engaging with the brand well beyond the markets where it currently operates physical stores.

Veronica Beard at Oakridge Park in Vancouver. Image supplied

Building a Canadian Customer Base

Long before opening its own stores, Veronica Beard was building awareness among Canadian shoppers through a network of wholesale partners.

The brand is carried in multiple Holt Renfrew locations across Canada and has also developed a presence through specialty fashion retailers including TNT (The New Trend) in Toronto and Hangar9 in Ontario. Those relationships helped introduce the brand to Canadian consumers while providing valuable insight into regional demand before the company committed to standalone stores.

According to Unwin, wholesale remains an important component of the company’s Canadian strategy.

“Wholesale is an important part of our distribution strategy in Canada,” she said. “Partners like Holt Renfrew, TNT and many wonderful boutiques have helped us introduce the brand to customers across the country, while our own stores allow us to create a more immersive brand experience.”

She added that those partnerships helped reinforce the company’s confidence in the Canadian market.

“Our partnership with Holt Renfrew and other local boutiques has given us valuable insight into the Canadian customer in all key markets and helped build brand awareness,” said Unwin. “Following a strong response, we expanded from a limited presence to all doors, which reinforced our confidence in the brand’s long-term potential in Canada.”

Veronica Beard at Oakridge Park in Vancouver. Image supplied

Why Oakridge Park?

For Veronica Beard, Oakridge Park offered an opportunity to establish a West Coast presence within one of North America’s most closely watched retail developments.

“Vancouver felt like a natural next step for us as we continue to expand our presence in Canada,” said Unwin.

“While we’ve built strong customer relationships in Toronto and Montreal, Oakridge Park gave us an opportunity to establish a West Coast presence, and in a place that has long been synonymous with luxury shopping in the city.”

The boutique is located within Oakridge Park’s contemporary fashion district, where it sits alongside brands including Sandro, Maje, and Weekend Max Mara. The placement reflects Veronica Beard’s position within the contemporary luxury segment and complements Oakridge’s broader merchandising strategy, which includes dedicated clusters of luxury, contemporary, and lifestyle retailers throughout the development.

While Oakridge Park has attracted attention for luxury tenants such as Versace, Brunello Cucinelli, Chanel, Dior, and the upcoming Giorgio Armani flagship and Canada’s first Armani Café, the Veronica Beard location strengthens the project’s contemporary fashion offering and adds another internationally recognized brand to the growing retail mix.

Unwin said Oakridge’s merchandising approach aligns naturally with Veronica Beard’s own position in the market.

“We’re excited to be a part of its new chapter, bringing together an exciting mix of heritage and contemporary brands,” she said. “That modern approach to luxury, centered on quality, versatility, and how women live today, aligns naturally with the Veronica Beard brand.”

Veronica Beard at Oakridge Park in Vancouver. Image supplied

Looking Ahead

While Veronica Beard is not currently announcing additional Canadian locations, the company continues to see opportunities for growth across retail, wholesale, and ecommerce channels.

“Canada remains an important market for Veronica Beard, and we continue to see opportunities for growth across both retail and wholesale,” said Unwin. “We’re always evaluating how to best serve our customer, and our focus remains on thoughtful, strategic expansion that feels authentic to the brand.”

The Vancouver opening represents another milestone in Veronica Beard’s Canadian growth story. From its first Yorkville boutique in Toronto to Montreal and now Vancouver, the brand has established a presence in Canada’s key luxury fashion markets while continuing to broaden its reach through wholesale partnerships and ecommerce growth.

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