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.
BEST BUY EXPERIENCE STORE, CALGARY. PHOTO: BEST BUY
Canadian retailers continue to grapple with a consumer who is more selective, more value-conscious, and increasingly deliberate about discretionary purchases. Yet despite ongoing economic pressures, shoppers are still willing to spend when products offer meaningful innovation, practical benefits, or a compelling reason to upgrade.
Those were among the key messages from Best Buy‘s latest quarterly results, offering insights that may resonate well beyond the electronics sector. The retailer, which maintains a significant presence across Canada through its Best Buy and Best Buy Express banners, reported first-quarter revenue of US$8.9 billion and comparable sales growth of 2 per cent. However, the most relevant takeaway for many Canadian retailers may have been management’s assessment of consumer behaviour. According to company executives, consumers remain cautious and highly focused on value, but they have not stopped spending.
“We see a customer who is still spending but is value focused and attracted to sales moments,” said Best Buy CEO Corie Barry during the company’s first-quarter earnings call. “While customers continue to be thoughtful about big-ticket purchases, they are willing to spend on high price point products when they need to or when there is technology innovation.”
The comments align with what many Canadian retailers have reported over the past year. Consumers continue to face affordability pressures, elevated housing costs, and broader economic uncertainty. At the same time, retail spending has proven more resilient than some industry observers expected. Rather than pulling back entirely, shoppers appear to be carefully evaluating purchases and prioritizing products they view as necessary, useful, or worth the investment.
Image: Best Buy Canada Ltd
Technology Categories Continue to Show Strength
Best Buy’s strongest performance came from computing, mobile phones, gaming, and services. Chief Financial and Strategy Officer Matthew Bilunas said computing delivered its ninth consecutive quarter of comparable sales growth, while mobile phones recorded a fifth straight quarter of gains. Gaming also performed better than expected during the quarter.
The strength of those categories suggests consumers remain willing to spend on products that play an important role in their daily lives. Whether for work, communication, entertainment, or education, technology continues to be an area where many shoppers are willing to allocate discretionary dollars.
Replacement cycles are also contributing to demand. Many consumers who purchased laptops, tablets, and other devices during or shortly after the pandemic are reaching the point where upgrades are becoming increasingly relevant. Best Buy executives cited replacement demand as one factor supporting continued growth in computing.
The results reinforce a trend seen across much of retail: consumers have become more selective, but they are still willing to spend when they perceive clear value and practical benefits.
Consumers Are Not Rushing Purchases
One of the more interesting observations from the earnings call involved what Best Buy is not seeing.
Analysts questioned whether concerns about rising technology costs and potential supply chain disruptions were encouraging consumers to accelerate purchases ahead of possible price increases. The company said there is little evidence of that behaviour.
“It’s actually very interesting in our research around the consumer. We are not seeing any indicators that would say the customer is pulling forward purchases,” Barry said.
Instead, Best Buy described consumer behaviour as largely consistent with recent quarters. Customers continue to respond to promotions and sales events, but they generally shop within predetermined budgets and remain disciplined in their purchasing decisions.
That pattern may sound familiar to retailers across Canada. Many merchants have reported consumers spending more time researching products, comparing prices, and waiting for promotional opportunities before completing purchases.
Housing Market Pressures Continue to Affect Appliances
Not every category performed equally well.
Incoming CEO Jason Bonfig said appliance sales remained under pressure due to a stagnant housing market and an intensely competitive retail environment.
The comments are particularly relevant for retailers operating in home-related sectors. Housing market activity remains closely tied to spending on appliances, furniture, renovation products, home décor, and other household purchases. When fewer consumers are moving or undertaking major home projects, retailers often feel the effects.
Bonfig said Best Buy has been testing initiatives involving pricing, marketing, inventory availability, and delivery speed in an effort to improve performance in the category. The company has recently seen signs of improvement, although housing-related challenges continue to influence demand.
Innovation Continues to Drive Spending
If there was one recurring theme throughout the earnings call, it was the continued importance of innovation.
Best Buy reported strong growth in several emerging categories, including AI glasses, health rings, handheld gaming devices, 3D printers, and collectibles. Combined sales for those categories doubled compared with the same period a year earlier.
The results support management’s view that consumers remain willing to spend when they encounter products that offer meaningful new capabilities or experiences. In a retail environment where shoppers are scrutinizing purchases more carefully, innovation can provide a powerful reason to buy.
For retailers, that lesson extends beyond technology. Whether through new products, enhanced services, or improved customer experiences, businesses that can clearly communicate value and differentiation may be better positioned to capture consumer spending.
What Retailers Can Take Away
Best Buy’s latest quarter offers a useful reminder that consumer caution does not necessarily mean consumer retreat.
Shoppers remain focused on value. They are comparing options, watching their budgets, and taking more time to make purchasing decisions. Yet they continue to spend when they believe a product or service delivers meaningful benefits.
For Canadian retailers, the challenge is increasingly about earning those dollars rather than simply waiting for consumer confidence to return. Success may depend on delivering a convincing combination of value, innovation, relevance, and practical utility.
Best Buy’s experience suggests that consumers are still spending. They are simply becoming more intentional about where they spend and what they choose to buy.
Walmart Canada announced Thursday the launch of Walmart+, what it describes as a first-of-its-kind membership program that goes beyond delivery for Canadians, bringing together unlimited same-day delivery from store, free shipping with no order minimum from Walmart.ca and a subscription to Crave – for $8.97 per month or $89 annually.
The retailer said Canada is the first Walmart market outside of the United States to launch the membership. It said the program offers everything customers love about Delivery Pass, which launched at the same everyday low price of $89 in 2023, plus more. Existing Delivery Pass members will automatically become Walmart+ members.
She said Canadians will be able to access a unique membership offering that combines unlimited grocery and general merchandise delivery with benefits beyond retail.
At launch, benefits include:
Unlimited free same-day delivery from store on orders over $35, at the same everyday low prices available in our stores. Members even save on Express Delivery, which arrives in 2 hours or less.
Free shipping with no order minimum on thousands of items from Walmart.ca and the Walmart app.
A subscription to Crave Standard with Ads: From acclaimed Crave Originals like Heated Rivalry, Project Runway Canada, and Shoresy, to exclusive HBO and Max Originals, popular CTV and Noovo series, blockbuster films and more, it’s is the only membership to offer Crave as an embedded benefit at no additional cost. Plus, members can access select live sports, including competitions from marquee leagues across Canada and around the world.
“Crave is built around bringing Canadians premium entertainment that fits naturally into their everyday lives,” said Steve Cummings, Vice President, Subscription Sales and Partnerships, Bell Media. “Through Walmart+, we’re making that experience even more accessible by pairing Crave’s premium content lineup, with one of the country’s most compelling membership offerings. It’s an exciting opportunity to reach audiences through a service that delivers value and convenience, every day.”
Andrew GoSteve Cummings
“For the first time, we’ve unlocked free shipping with no order minimum, arriving as soon as the next day, for thousands of items on Walmart.ca,” said Andrew Go, Vice President, eCommerce and Marketing, Walmart Canada. “This benefit is only available through Walmart+ and is going to transform how Canadians shop with Walmart, giving them even more convenience, value and flexibility every day.”
The retailer has more than 400 stores across Canada.
For Jacques Pérusse, the beauty industry has never simply been a business. It has been part of his family history for generations.
Long before clean beauty became a global trend and before specialty beauty retailers transformed the cosmetics industry, Pérusse’s step-grandfather helped bring Lancôme to Canada in 1947. Years later, Pérusse himself would build a decades-long career helping launch and grow prestige beauty brands across the Canadian market, working with names such as Christian Dior, Guerlain, Roc, Bioderma, and Decléor.
Today, alongside his daughter Valérie Pérusse, he is helping shape another chapter in that story through Montreal-based Sovanic Inc., the company behind the Canadian expansion of Italian skincare brand Teaology.
What began in 2019 as a small operation run from Pérusse’s dining room following his retirement has evolved into one of the more notable clean beauty growth stories in Canadian pharmacy retail. Teaology products are now sold nationally through retailers including Shoppers Drug Mart, Rexall, London Drugs, Jean Coutu and others, along with Brunet and Familiprix locations across Canada.
Canada has also become Teaology’s top global market, according to Pérusse, even as the brand expands internationally into more than 30 countries.
“The beauty industry runs in our veins,” said Pérusse during an interview with Retail Insider.
Valérie Pérusse, left, with Jacques Pérusse
A Family Legacy in Beauty
Jacques Pérusse, Président of Sovanic Inc.
Pérusse’s career has closely mirrored the evolution of Canada’s beauty retail landscape over the past half century.
His father operated a beauty distribution business during an era when department stores dominated prestige cosmetics and fragrance sales in Canada. Beauty counters at retailers such as Eaton’s, Simpson’s, Holt Renfrew, Ogilvy, Woodward’s, and Hudson’s Bay introduced international luxury brands to Canadian consumers long before Sephora or online beauty shopping existed.
Pérusse joined the family business in the mid-1970s and later helped grow a portfolio of brands that eventually attracted acquisitions or Canadian subsidiaries from multinational beauty companies.
“We would build brands and bring them to a certain level,” he said. “Eventually, they would fly on their own.”
That long history in prestige beauty retail eventually laid the groundwork for Teaology’s Canadian expansion years later.
After briefly retiring, Pérusse reconnected with Italian industry contacts Paolo Bevegni and Cecilia Garofano, founders of Teaology. The conversations eventually evolved into a partnership to help scale the brand internationally, with Canada becoming a priority market.
At roughly the same time, Valérie Pérusse was returning from maternity leave after the birth of her two sons and re-entering the family business. The timing unexpectedly created a new father-daughter partnership that blended decades of beauty industry experience with a younger generation’s understanding of modern skincare consumers.
“My father has decades of experience in the beauty industry,” said Valérie Pérusse. “I bring a more modern, consumer-focused perspective, especially around clean beauty trends, social engagement, and how younger consumers connect with brands today.”
Today, Valérie oversees much of the communication and storytelling strategy around Teaology in Canada, focusing heavily on authenticity, transparency, and direct consumer engagement.
“We focus heavily on authenticity and transparency with both beauty advisors and consumers,” she said.
Photo: Teaology
Teaology’s Position in the Clean Beauty Market
Founded in Italy in 2015, Teaology built its identity around a patented formulation process that replaces water, typically the main ingredient in skincare products, with concentrated tea infusions rich in antioxidants and nutrients.
The formulations incorporate ingredients such as matcha, green tea, black tea, white tea, and blue tea.
“What makes Teaology unique is that the brand replaces water with tea infusion,” Valérie Pérusse explained.
The brand’s positioning has aligned closely with broader shifts in consumer purchasing behaviour, particularly growing interest in ingredient transparency, cleaner formulations, and sustainability-focused products.
Teaology carries certifications including B Corp, EWG Verified, vegan formulations, and Yuka certification, while also using packaging initiatives that incorporate sugarcane waste materials.
“Consumers are becoming far more informed about the ingredients in the products they use,” said Valérie Pérusse. “Those certifications help reassure consumers before they even ask questions.”
The company’s growth has also coincided with continued expansion of the prestige and clean beauty categories in Canada. According to Circana, Canada’s prestige beauty market continued growing through 2025, supported by resilient demand across skincare, fragrance, and hair care categories.
Teaology Display, Image: Teaology
Building Through Pharmacy Retail
Teaology’s Canadian rollout began cautiously.
The company initially tested the market through TSC before gradually expanding into pharmacy retailers. Early traction at Quebec pharmacy banner Brunet helped create momentum for broader distribution with Jean Coutu, Familiprix, Rexall, London Drugs, and eventually major expansion with Shoppers Drug Mart.
“We had to start slowly because we were newcomers to the market,” Jacques Pérusse said.
The pharmacy channel ultimately became central to Teaology’s Canadian strategy. Pérusse said the company intentionally pursued a prestige-oriented positioning within pharmacy retail environments rather than mass-market distribution.
“We want to be accessible in price, but we don’t want to be perceived as mass,” he said.
That strategy also reflects how beauty retail has evolved in Canada over the past two decades.
As department store beauty floors have declined, pharmacy retailers have significantly expanded skincare and cosmetics assortments, increasingly competing with specialty beauty chains and digital platforms for prestige-oriented beauty consumers.
Pérusse believes Canadian pharmacy retailers still have opportunities to evolve further, particularly around experiential beauty retail and curated merchandising.
He pointed to Familiprix as one example, noting that the retailer created dedicated “ethical beauty” sections focused specifically on cleaner formulations and certified products.
The Changing Face of Beauty Retail
Pérusse has witnessed enormous changes across the beauty industry during his career, from the dominance of department stores to the rise of specialty beauty chains, Amazon, and digital commerce.
One of the most significant transformations, he said, was the early rise of Sephora in North America.
Pérusse recalled that many major beauty conglomerates initially refused to supply Sephora when the retailer first expanded into the United States. As a result, Sephora relied heavily on smaller emerging brands to fill shelves during its early years.
“They became market leaders by turning beauty retail into a discovery experience,” he said.
He also believes the Canadian market still lacks enough beauty retail space following the decline of major department store operators.
“Consumers deserve more choice, and brands need more opportunities to connect with shoppers,” he said.
At the same time, he sees digital commerce becoming increasingly critical to the future of the beauty industry.
Teaology is now investing heavily into e-commerce infrastructure, digital growth, and Amazon expansion as consumer shopping behaviour continues evolving globally. The company recently hired new leadership focused specifically on accelerating digital business internationally.
Looking ahead, Teaology plans to continue strengthening its Canadian and Italian operations while preparing for future expansion into the United States.
For Pérusse, adapting to retail evolution has been one of the defining lessons of his career.
“You can never stop evolution,” he said. “You can only adapt to it.”
The Charcoal Group is moving ahead with plans to open new restaurants even as economic uncertainty and rising operating costs continue to pressure Canada’s hospitality sector.
“We’ve been moving through this period of uncertainty with many factors — tariff talk, economic uncertainty, rising unemployment in some areas,” Palubiski said in an interview. “We’ve been keeping a clear mind, like we have in other difficult times — COVID, the 2008 recession — taking the same approach we always have.”
The Charcoal Group operates roughly 20 restaurants under several brands, including Charcoal Steakhouse, Martini’s, Del’s Italian Kitchen, Moose Winooski’s, Wildcraft, Bauer Kitchen, Soleil Restaurant and Sociable Kitchen and Tavern. The company also operates 12 Beertown locations and is developing three additional Beertown restaurants and two more Wildcraft locations.
Palubiski said consumers are still spending on dining out, but have become more selective about where they choose to go.
“I think people are being a little more selective,” he said. “You have to be performing well and delivering excellent experiences. If you’re firing on all cylinders, you’ll garner support from the community.”
Jody Palubiski
That focus on experience has become increasingly important as operators grapple with higher labour, product and service costs. Palubiski said restaurants risk damaging customer loyalty when cost-cutting measures begin affecting service levels or the overall environment.
“We hear a lot about shrinkflation,” he said. “In a full-service restaurant, that’s not just portion size. It’s not just raising prices because costs go up. It’s when you reduce staff, expand sections, delay maintenance. Shrinkflation is anything that impacts the experience.”
He said the company’s strategy has been to protect what he described as the three core pillars of hospitality: service, product quality and environment.
“It’s about maintaining and doubling down on those pillars, not pulling back,” he said.
At the same time, the company has been reviewing spending across its operations to identify costs that do not directly affect guests.
Palubiski said the company models expected increases annually across staffing, food products and services at each location before determining where savings can be found.
“We ask, ‘Where are we spending money that doesn’t positively impact the guest experience?’” he said.
One example involved branded takeout packaging at Beertown locations.
“We realized we were spending $40,000 a year on Beertown stickers for takeout packaging,” he said. “We asked, ‘Does removing that impact the experience?’ The answer was no, so we cut it.”
The company has also tried to manage menu pricing carefully despite continued cost pressures.
“You find several areas like that to offset rising costs,” Palubiski said. “Then you pass along some costs, but do it carefully, thoughtfully and respectfully. People understand prices go up — it’s how you do it that matters.”
While labour shortages have challenged many restaurant operators since the pandemic, Palubiski said staffing has remained stable within the Charcoal Group, which he attributed to long-term employee retention and recruiting relationships with colleges and existing staff networks.
“We’re in great shape,” he said. “We have a lot of long-term staff.”
The company also receives referrals from employees and customers, he added.
“It’s a great compliment when guests want their kids to work with you,” he said.
Palubiski described staffing as the foundation of restaurant operations, saying management attention shifts quickly when teams are understaffed or inexperienced.
“If you don’t have a quality team, that’s your only problem,” he said. “If you do, then you can focus on everything else — expansion, service quality, training.”
Jody Palubiski
The company’s continued expansion has also become a recruiting tool, he said, particularly during a period when some competitors may be slowing development plans.
“People look at us and say, ‘You seem confident and optimistic at a time when others are holding back,’” Palubiski said. “That attracts guests, suppliers and talent who want to join and lead within the organization.”
Palubiski has spent more than two decades with the Charcoal Group after joining partners in 2003. The original Charcoal Steakhouse dates back to 1955.
Before joining the company, he worked in Toronto restaurants including Alice Fazooli’s, Al Fresco’s and the Loose Moose, and later spent time with Oliver & Bonacini.
He said he entered the hospitality industry as a teenager after getting a job at Rockway Fish and Chips in the Kitchener-Waterloo area.
“At 15, she gave me keys and responsibility,” Palubiski said of owner Hedy Hughes. “That environment — the teamwork, the highs and lows — and her belief in me gave me confidence and a desire to grow in the industry.”
More than 30 years later, Palubiski said the variety of responsibilities within the restaurant business continues to hold his attention, from culinary development and beverage programs to construction, real estate and finance.
“One day I’m with culinary teams doing tastings, another with beverage teams, then design, construction, legal, accounting, real estate,” he said. “The diversity of disciplines is incredible.”
He compared the business to conducting a symphony, with multiple departments working together to create a consistent experience for guests.
Moe Khoja, founder of HG Vintage. Photo by Mario Toneguzzi
Vintage fashion retailer HG Vintage is exploring expansion opportunities across Canada after moving into a larger space at CF Chinook Centre, a step founder Moe Khoja says reflects growing demand for second-hand apparel and the company’s cautious approach to growth.
Khoja, who launched HG Vintage in 2019 after decades in conventional fashion retail, said the Calgary-based business recently relocated within the shopping centre after operating for three years in a smaller location.
The move comes as shopping centre operators and landlords in Alberta and elsewhere in Canada approach the company about opening additional stores, although Khoja said any expansion will be carefully evaluated.
“We have other landlords approaching us to expand into their shopping centres, not just in Calgary, but also Alberta and Canada,” Khoja said in an interview. “But we want to make sure that we find the right partners that we can do this with and that it makes sense for us.”
Moe Khoja, founder of HG Vintage. Photo by Mario Toneguzzi
The retailer currently operates two brick-and-mortar locations in Calgary — one on 17th Avenue and another at CF Chinook Centre — alongside an online store.
From traditional retail to vintage fashion
HG Vintage was born from a shift in strategy that emerged while Khoja was travelling in Los Angeles in 2019.
At the time, Khoja had already built a lengthy career in fashion retail. While attending university in 1989, he founded Hot Gossip Clothing and eventually expanded the business to seven stores across Alberta. Raised in South Africa, he was introduced to the industry through his father, Dolfie Khoja, who operated a large fashion retail business and exposed him to buying, merchandising and retail operations from an early age.
The idea for HG Vintage took shape after Khoja encountered vintage markets and growing interest in sustainability during a trip to Los Angeles.
“Basically, 2019, while travelling to LA, we came across the vintage markets there and the whole sustainability,” he said. “So we thought at the time that we would branch out from our traditional retail, which was Hot Gossip, into the vintage scene.”
The company was founded with a focus on extending the life cycle of clothing through reuse and resale, positioning itself within a segment of the apparel market centred on vintage and second-hand merchandise.
Today, HG Vintage carries a broad assortment of products, including denim, leather jackets, music-related apparel and other vintage items for men, women and children.
Moe Khoja, founder of HG Vintage. Photo by Mario Toneguzzi
Larger store designed to support product assortment
Khoja said the decision to relocate to a larger space within Chinook Centre was driven largely by the need for additional selling space and inventory capacity.
The company’s previous location generated strong sales despite its smaller footprint, he said, prompting discussions with the landlord about a larger unit.
“We were upstairs for three years here in Chinook in a smaller space, which we moved a lot of product out of,” Khoja said. “Then eventually, the landlord approached us to see if we wanted to do a bigger space.”
The larger store allows HG Vintage to showcase a wider range of merchandise and improve the overall shopping experience, he said.
“For us, it was more about trying to get more product through here,” Khoja said. “We carry everything from band tees to Harley tees to denim to leather jackets, men’s, women’s, kids.”
The expanded space aligns with the company’s merchandising strategy, which centres on curated vintage inventory sourced from multiple categories rather than a narrow product focus.
“So the bigger space is kind of where we wanted to be, and it seems to be working out quite well,” he added.
HG Vintage. Photo by Mario Toneguzzi
Growth strategy focused on partnerships
While Khoja acknowledged interest from landlords seeking to bring HG Vintage into additional shopping centres, he suggested the company is taking a measured approach rather than pursuing rapid expansion.
That strategy reflects a focus on finding locations and partners that fit the business model before committing capital and operational resources to new markets.
The company sources vintage apparel and collectibles through curated buying efforts and has built a reputation around categories including denim, graphic T-shirts and other vintage apparel. As the business grows, Khoja said future expansion opportunities will be evaluated through the lens of long-term sustainability and operational fit.
The retailer’s ambitions extend beyond commercial growth. HG Vintage is also developing the Dolfie Khoja Charity Foundation, an initiative intended to support clothing donations and assist people in need, including Calgary’s homeless population during both summer and winter months.
For now, however, the company’s immediate focus remains on maximizing the potential of its expanded Chinook Centre location while assessing opportunities elsewhere in Alberta and across Canada.
“We want to make sure that we find the right partners,” Khoja said, “and that it makes sense for us.”
Excitement is already brewing ahead of the FIFA World Cup soccer among fans and businesses alike. To understand the impact the World Cup might have on local businesses, Moneris, Canada’s leading commerce provider, looked at another large-scale global event that touched down in Toronto and Vancouver: Taylor Swift’s Eras Tour.
The Eras Tour helped reveal that longer events, like the World Cup, create more opportunities to capture spending. Moneris said it’s important for merchants to be staffed, stocked and ready not just for game days, but throughout the weeks the tournament is played here:
In Toronto, over the 10-day span of Taylor Swift’s six concerts, Moneris transaction data showed that spending downtown rose 45% week-over-week;
Over the three days Taylor Swift played in Vancouver, total spending across the downtown core rose 154% week-over-week.
Businesses in Toronto and Vancouver should be prepared for international fans to contribute to spending: International visitors were also a major contributor to the overall spending increase during Taylor Swift’s Eras Tour, with foreign spending increasing 48% in Toronto and 97% in Vancouver week-over-week, said Moneris.
Sean McCormick
“To understand what the FIFA World Cup could mean for businesses in Toronto and Vancouver, it helps to look at a recent global event with similar demand. During Taylor Swift’s Eras Tour, the impact extended beyond the venue, across the downtown core, over multiple days and across a wide range of categories. For businesses, the opportunity begins before kickoff and can continue well after the final whistle,” said Sean McCormick, Vice President of Business Development, Data Services.
“International visitors can drive meaningful spending. During the Eras Tour, foreign spending rose sharply in both Toronto and Vancouver, especially in hotels, restaurants and apparel. With the World Cup expected to attract fans from around the world, businesses that are ready to serve international customers will be better positioned to capture that demand.”
“Convenience matters. During Taylor Swift’s Eras Tour, we saw especially strong spending growth at fast food restaurants and bakeries in both Toronto and Vancouver. Fans are likely to look for quick, affordable options they can grab on the go, and businesses that are ready to meet that demand will be best positioned to benefit.”
Data Tables:
Spend volume in downtown Toronto for Taylor Swift’s concerts.
Week-over-week
Category
Total spend
International spend
Hotels
+16%
+45%
Clothing stores
+49%
+81%
Accessory/specialty
+102%
+145%
Movie theatres
+30%
+67%
Theatrical productions
+130%
+58%
Restaurants
+12%
+57%
Fast food
+11%
+28%
Bakeries
+54%
+26%
All Categories
+45%
+48%
About the data: Figures are based on week-over-week spending volume in downtown Toronto. Week-over-week compares to the same day the week prior. Moneris spending reports measure spending in Canada across a range of categories by analyzing credit and debit card transaction data. The figures cited are derived from aggregated transaction data being processed by Moneris in the applicable categories.
Rank of spend by country in downtown Toronto for Taylor Swift’s concerts.
Rank
Country
Percent of total volume
1
United States
83%
2
China
3%
3
United Kingdom
1%
4
Mexico
1%
5
Hong Kong
1%
About the data: Ranking is based on share of international spend volume in downtown Toronto. Moneris spending reports measure spending in Canada across a range of categories by analyzing credit and debit card transaction data. The figures cited are derived from aggregated transaction data being processed by Moneris in the applicable categories.
Spend volume in downtown Vancouver for Taylor Swift’s concerts.
Week-over-week
Category
Total spend
Foreign spend
Hotels
+109%
+145%
Clothing stores
+923%
+254%
Cosmetic Stores
+529%
+80%
Variety Stores
+178%
+92%
Restaurants
+135%
+106%
Fast food
+151%
+99%
Bakeries
+102%
+69%
All Categories
+154%
+97%
About the data: Figures are based on week-over-week spending volume in downtown Vancouver. Week-over-week compares to the same day the week prior. Moneris spending reports measure spending in Canada across a range of categories by analyzing credit and debit card transaction data. The figures cited are derived from aggregated transaction data being processed by Moneris in the applicable categories.
Rank of spend by country in downtown Vancouver for Taylor Swift’s concerts.
Rank
Country
Percent of total volume
1
United States
83%
2
Ireland
4%
3
China
2%
4
United Kingdom
1%
5
Australia
1%
About the data: Ranking is based on share of foreign spend volume in downtown Vancouver. Moneris spending reports measure spending in Canada across a range of categories by analyzing credit and debit card transaction data. The figures cited are derived from aggregated transaction data being processed by Moneris in the applicable categories.
For many Canadians looking to earn extra income, ecommerce is proving to be one of the most lucrative side hustles. A new survey from Omnisend finds that 25% of Canadian ecommerce side hustlers make more than $1,000 per month.
The findings come as selling items online is now the most common side hustle overall, chosen by 48% of side hustlers, said Omnisend.
Among ecommerce side hustlers earning more than $1,000 per month, many are building those income streams quickly and without full-time hours: 49% launched their online business less than a year ago, while one-in-three (33%) spend fewer than 10 hours a week managing it, it said.
“Many people assume you need a huge audience, a large budget, or years of experience to succeed online, but that’s rarely the case,” said Marty Bauer, Ecommerce Expert at Omnisend. “Today’s marketplaces and social commerce platforms have lowered the barriers to entry, making it easier for people to test ideas, reach customers, and start generating income much faster than in the past.”
Marty Bauer
Among high-earning online sellers, the most commonly sold items are handmade or custom goods (25%), print-on-demand products like t-shirts or mugs (19%), and vintage or second-hand items (13%), said Omnisend.
It said high earners also use established marketplaces to reach customers:
57% use Amazon
51% use Facebook Marketplace
38% use eBay
25% use Shopify
“Successful side hustlers aren’t necessarily the ones spending the most time on their business. They’re finding products that appeal to a specific audience and using marketplaces that already attract millions of shoppers,” said Bauer. “That allows them to compete successfully even against much larger retailers – without treating it as a second full-time job.”
For those looking to build a profitable ecommerce side hustle, Bauer recommends the following:
Solve a specific problem. Products that address a clear need or serve a passionate community tend to outperform generic items competing solely on price. Before investing heavily in inventory, test demand through pre-orders or marketplace listings.
Build direct customer relationships from day one. Marketplaces can help generate initial sales, but you should also encourage customers to subscribe to email or SMS updates. Owning customer relationships makes it easier to grow independently of any single platform.
Track repeat purchases, not just first-time sales. A product that generates loyal customers can be more valuable than one that sells quickly but rarely brings shoppers back.
