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Consumers approaching Valentine’s Day comfortably and intentionally: Lightspeed Commerce

Photo: Meg Aghamyan
Photo: Meg Aghamyan

Valentine’s Day is being redefined and shoppers are embracing it on their own terms. New Lightspeed Commerce data  shows that consumers are moving away from pressure-driven gifting and instead using the holiday as a moment for self-care and self-gifting.

Valentine’s Day pressure is fading:

  • Nearly two thirds of North American consumers (62%) feel little to no pressure to spend money on Valentine’s Day. Instead, most shoppers are approaching the holiday comfortably and intentionally.
  • More than half (57%) say they simply spend what feels comfortable to them.
  • Nearly a quarter (23%) say they do not think about Valentine’s Day spending at all.

Self-gifting is already mainstream:

  • Buying for yourself is no longer a fringe behaviour.
  • More than one in four consumers (27%) say they have already bought themselves a Valentine’s Day gift, and another 8% say they might this year.
  • In fact, 13% of shoppers explicitly say they buy Valentine’s Day gifts for themselves.

Self-care leads self-gifting choices:

  • When shoppers do treat themselves, their purchases reflect classic self-care habits.
  • Over a third buy clothing or accessories (35%).
  • One quarter purchase beauty or self-care products (25%).
  • Nearly one third treat themselves to a nice meal or takeout (32%).
  • Some go further, with 13% booking spa treatments or massages.

Valentine’s Day budgets remain modest, with most shoppers planning to spend under $100. This reinforces a shift toward small indulgences that feel good rather than extravagant gestures.

John Shapiro, Chief Product and Technology Officer of Lightspeed, said the decline in pressure-driven Valentine’s Day spending reflects a broader shift toward more intentional, self-directed consumer behaviour. 

“Shoppers are approaching the holiday with less obligation and more autonomy, which has led to a wider and more diverse range of spending patterns. Valentine’s Day is no longer just about buying a gift for a partner, it’s equally about self-gifting, gifts for children, or even spoiling pets,” he said.

John Shapiro
John Shapiro

“This shift mirrors what we’re seeing more broadly across retail, where consumers are prioritizing financial control and emotional value over performative or expectation-driven spending. Rather than spending to meet external norms, shoppers are making conscious choices about how, or whether, Valentine’s Day fits into their lives. As a result, the holiday is becoming less about social pressure and more about personal meaning, flexibility, and choice.”

Shapiro said retailers should stop treating self-gifting as a niche behaviour and start designing for it intentionally. 

“We found more than one in four consumers are buying Valentine’s Day gifts for themselves, with that increasing substantially for Gen Z (55%). The opportunity is clear; merchandising, messaging, and product bundles should find a balance between romantic gesture and self-care; think small moments of indulgence rather than romantic obligation. Retailers that make it easy for shoppers to justify a purchase “for themselves” will be more suited for the various demands consumers are looking for,” he said.

Shapiro said self-care-focused purchases highlight how consumers are redefining value during the holiday season as something increasingly emotional rather than purely transactional. 

“Items like clothing, beauty products, meals, and small indulgences continue to dominate self-gifting because they deliver immediate, personal satisfaction and a sense of control,” he said.

“Rather than chasing the biggest deal or the most extravagant purchase, consumers are prioritizing how a purchase makes them feel; whether that’s comfort, confidence, or a moment of relief. There’s a growing desire to feel good about where money is being spent, not just how much is being saved. This reinforces the idea that value today is defined by relevance and emotional resonance, not by price tags or grand gestures, especially during holidays.”

Shapiro said most shoppers plan to spend under $100, which creates a strong case for thoughtfully priced bundles, experiential framing, and clear use cases. Highlighting “treat yourself” moments with limited-edition items or small premium touches like product personalization can help brands maintain margin while still meeting shopper expectations. Shoppers are willing to spend; they just want their purchases to feel intentional.

Photo: Meg Aghamyan
Photo: Meg Aghamyan

This shift toward more intentional and self-focused spending appears to be a lasting change rather than a temporary trend. It aligns closely with several data points we’ve observed across the retail landscape, particularly among younger demographics who are increasingly willing to redefine traditional cultural norms around shopping and gift-giving. Rather than reserving indulgent purchases for special occasions, these consumers are finding more frequent opportunities throughout the year to treat themselves in ways that feel meaningful and justified,” he explained.

“We’ve seen this behaviour reflected in our “valuespending” data, where shoppers are making more deliberate, value-driven purchasing decisions that prioritize personal relevance and long-term satisfaction over impulse buying. This mindset has also shown up in recent Black Friday trends, where consumers were increasingly likely to shop for themselves alongside, or even instead of, buying gifts for others. Taken together, these signals suggest a broader evolution in consumer behavior, one that emphasizes intentionality, personal reward, and redefining what value looks like in today’s retail environment.”

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Monthly vs. Quarterly Bookkeeping: Which Is Right for Your Business?

In the case of small and medium-sized companies, the financial profitability, cash flow, and tax readiness hinge on the appropriate choice of the bookkeeping schedule. Which one is best, monthly or quarterly bookkeeping, is not always a one-size-fits-all answer.

There are advantages and disadvantages of each strategy. The trick is that you can match your bookkeeping frequency with the size and complexity of your business, as well as with its business growth pattern. 

Another advantage of using the services of such firms as Webtaxonline is that the business owners are merely deciding on the best option and making sure that bookkeeping is not tiresome or embarrassing.

Why Bookkeeping Frequency Matters

Bookkeeping is more than just tracking income and expenses. It gives insight into cash flow, profitability, tax obligations, and financial health. If your bookkeeping is outdated, you may miss important deductions, miscalculate taxes, or overlook cash flow issues. Regular bookkeeping helps prevent that risk.

As founder Abid Manzoor explains: “Accurate and frequent bookkeeping isn’t just paperwork,  it is the financial heartbeat of a business. When you know where every dollar came from and where it went, you make better decisions.”

Benefits and Ideal Use Cases for Monthly Bookkeeping 

Real-Time Financial Visibility

With monthly bookkeeping, you receive up-to-date financial statements every month. That means you know your revenues, expenses, and cash flow in near real time. For businesses with frequent transactions or variable cash flow, this visibility helps you manage payroll, inventory, supplier payments, and growth investments confidently, especially if you rely on tools like a pay stub generator to keep payroll records accurate and organized.

Better Tax Readiness

Monthly bookkeeping ensures all expenses, receipts, and invoices are recorded promptly. This reduces the risk of missing deductible expenses or losing important documents. When tax season arrives, your records are organized and complete, making filing easier and less stressful.

Easier Cash Flow Management

Monthly bookkeeping helps you spot cash shortages or excess early, allowing you to plan for upcoming bills, seasonal swings, or business scaling. It helps you make smarter decisions about spending, hiring, or investments based on accurate, recent data.

Ideal For

  • Businesses with frequent transactions (retail, services, contractors)
  • Companies with fluctuating cash flow
  • Businesses growing fast or planning expansion
  • Business owners who want tight control and clarity

Benefits and Ideal Use Cases for Quarterly Bookkeeping 

Lower Costs and Less Administrative Burden

Quarterly bookkeeping reduces the frequency of bookkeeping tasks. For small operations or businesses with limited transactions, this may save time and bookkeeping fees while still keeping basic financial tracking.

Sufficient for Simple Business Models

If your business has minimal expenses and revenue flows, and transactions are predictable, quarterly bookkeeping may be sufficient to stay organized and compliant.

Reduced Overhead for Stable Businesses

When cash flow and expenses are stable, and you have few moving parts, quarterly bookkeeping keeps the books clean without requiring monthly management.

Ideal For

  • Small or micro-businesses with low transaction volume
  • Self-employed individuals or freelancers with infrequent invoices
  • Businesses with minimal overhead and a simple structure

Which Approach Is Right for You?

Choosing between monthly and quarterly bookkeeping depends on several factors:

  • Volume of transactions: More transactions favor monthly; fewer may suit quarterly.
  • Cash flow variability: If you have irregular income or expenses, monthly offers better control.
  • Business growth and complexity: Growing businesses or those with inventory, payroll, or multiple clients benefit from monthly tracking.
  • Budget and resources: Smaller businesses may prefer quarterly to reduce bookkeeping costs.
  • Tax planning needs: If you want to maximize deductions and keep accurate records, monthly is safer.

In many cases, businesses evolve; what worked as a quarterly bookkeeping setup may no longer be sufficient once transactions increase. Flexibility and periodic review of your bookkeeping frequency are key.

Why Expert Bookkeeping Support Can Help

Outsourcing bookkeeping to a firm like Webtaxonline ensures reliable, consistent, and professional financial records. Whether you choose monthly or quarterly bookkeeping, having experts manage your books reduces error risk, improves compliance, and saves time. Professionals can help you stay on top of receipts, reconcile bank accounts, produce financial statements, and prepare for tax filings with confidence.

As Abid Manzoor notes, seeing your financials clearly each month or quarter lets you “make better decisions.”

For many business owners, what matters most is not just bookkeeping frequency but consistency, accuracy, and clarity. With Webtaxonline, you get those and more.

Retail Real Estate Reinvented: Making Vacant Spaces Work for Brands

Across global cities, retail real estate is undergoing a structural transformation. Long-term leases, fixed store formats, and rigid footprints are no longer aligned with how modern brands grow, test markets, and engage consumers. As a result, vacant spaces, underutilized storefronts, and empty malls are no longer just a challenge for landlords. They are becoming strategic opportunities. Short-term retail leasing and flexible marketplace models are redefining how physical spaces generate value, turning idle square meters into dynamic environments for pop up shops and pop up stores designed around brand activation, experimentation, and experiential retail.


Why Traditional Retail Real Estate Models Are Breaking Down

For decades, retail real estate was built on predictability. Long leases, standardized layouts, and stable tenant mixes defined success. Today, that model is under pressure.

Consumer behavior has shifted rapidly toward digital-first discovery, while physical retail has taken on a new role as a touchpoint for experience rather than pure transaction. At the same time, brands are scaling faster, entering new markets more frequently, and demanding flexibility.

This mismatch has led to a visible increase in vacant spaces and underused locations, particularly in secondary streets, shopping centers, and legacy malls. However, vacancy does not indicate a lack of demand. It signals a lack of adaptability in how spaces are offered and activated.


From Vacancy to Activation: The Rise of Short-Term Retail

Short-term retail leasing has emerged as a pragmatic response to these structural shifts. Instead of committing to multi-year contracts, brands can now access spaces for days, weeks, or months, aligning physical presence with campaign cycles, product launches, and seasonal demand.

Pop up shops and pop up stores allow brands to transform vacant spaces into revenue-generating environments while maintaining agility. For landlords, this means monetizing inventory that would otherwise sit idle. For brands, it means testing locations, formats, and audiences without long-term risk.

This approach reframes retail real estate as a service rather than a static asset. Spaces become platforms for storytelling, engagement, and data collection, rather than fixed cost centers.


Experiential Retail as a Driver of Value

The most successful short-term activations are not transactional by design. They are experiential. Retail esperienziale focuses on immersion, interaction, and emotional connection, turning physical space into a brand medium.

In this context, pop up shops are used to host events, workshops, influencer activations, and community experiences. Empty spaces are reimagined as cultural venues, product laboratories, or content studios. This shift increases dwell time, amplifies social reach, and creates value that extends far beyond in-store sales.

Experiential retail also generates insights. Brands can observe customer behavior, test merchandising strategies, and refine messaging in real time, using physical environments as living testbeds.


Marketplace Models and the New Retail Infrastructure

What enables this transformation at scale is the emergence of marketplace-based infrastructure for short-term retail. Instead of fragmented negotiations and opaque processes, brands can now access curated inventories of spaces, transparent pricing, and end-to-end support.

xNomad operates as “An Airbnb of pop up shops,” combining a global marketplace with agency-level execution. Through its platform, brands can discover, book, and activate spaces across Europe, the USA, and China, using a single operational framework.

By lowering friction and standardizing access, marketplace models unlock latent value in retail real estate portfolios. Vacant spaces are no longer passive assets. They become flexible tools for brand activation, content creation, and market entry.


Design, Operations, and the Shift in Store Footprints

Another key change is how physical spaces are designed and operated. Short-term retail encourages modular layouts, adaptable furniture, and fast deployment. Stores are built to evolve, not to remain static for years.

Project management, design, staffing, and influencer marketing are increasingly integrated into the activation process. This holistic approach ensures that even temporary retail environments deliver consistency, quality, and measurable impact.

As a result, store footprints are becoming smaller, more strategic, and more experience-driven. Empty spaces that were once considered unsuitable for traditional retail can now host high-performing pop up stores precisely because they are flexible.


Strategic Perspective from the Industry

According to Rohan Singh, Head of Marketing at xNomad,
“Retail real estate is no longer about permanence. The brands winning today treat physical space as a flexible marketing channel, where temporary presence can create long-term brand equity and measurable business impact.”

This perspective reflects a broader industry shift, where success is defined not by square meters leased, but by relevance, engagement, and speed to market.


Economic and Talent Implications of Flexible Retail

The reinvention of retail real estate also has implications beyond brands and landlords. Short-term activations create demand for local talent, from retail staff and visual merchandisers to event managers and creatives.

As experiential retail expands globally, it contributes to new career paths in marketing, operations, and retail innovation. Flexible retail ecosystems support project-based work, cross-functional teams, and international exposure, reshaping how people build careers in the retail sector.


Looking Ahead: A More Adaptive Retail Landscape

The future of retail real estate will be defined by adaptability. Vacant spaces will not disappear, but their role will change. They will function as dynamic platforms for experimentation, storytelling, and community engagement.

Short-term retail leasing and marketplace models will continue to bridge the gap between physical infrastructure and modern brand needs. By aligning space usage with business strategy, the industry can transform vacancy from a liability into a catalyst for growth.

For brands seeking to explore this model, platforms like Pop-Up Shores enable access to curated spaces and operational expertise without the constraints of traditional leasing. The result is a retail ecosystem that is more resilient, more creative, and more aligned with how brands and consumers interact today.


FAQ

What is meant by retail real estate reinvention?
Retail real estate reinvention refers to transforming vacant or underutilized spaces into flexible environments that support pop up shops and pop up stores focused on experiential retail and brand activation.

How do pop up shops benefit landlords?
Pop up shops allow landlords to monetize vacant spaces, increase foot traffic, and keep properties active while maintaining flexibility in tenant strategy.

Why are pop up stores important for modern brands?
Pop up stores enable brands to test markets, launch products, and engage consumers through retail esperienziale without long-term lease commitments.

How does a marketplace model support short-term retail?
A marketplace model simplifies access to short-term retail spaces by offering transparency, curated locations, and integrated support for pop up shops.

What role does xNomad play in this ecosystem?
xNomad acts as both a marketplace and agency, enabling brands to launch pop up stores globally while helping transform vacant retail spaces into high-impact brand experiences.

Ways To Cut Household Costs In 2026

With the rising cost of living, many people are looking for ways to cut back on their household costs in 2026 to give themselves a bit more breathing room. Fortunately, there are plenty of ways to lower your household costs without making any major lifestyle changes. This post will take a look at a few areas where you can make savings. By combining these together, you could free up a lot of money each month and reduce financial strain. Interested? Keep reading to find out more.

Cut Subscriptions

We live in a subscription era where households often have a high number of monthly subscriptions that can include streaming services, fitness apps, software subscriptions, and monthly deliveries. These are easy to forget about, but can be hugely expensive over 12 months. This is why it is a good idea to audit all of your subscriptions and unsubscribe from those you do not use or need. For example, many people pay for two or more film and TV streaming services – cutting down to one will save you a lot of money each year.

Lower Energy Bills

The rising cost of energy has been a huge concern for households in recent years, particularly during the colder months of the year. Fortunately, there are many ways that you can lower your bills without sacrificing comfort at home. These include:

  • Solar panels
  • LED lightbulbs
  • Energy-efficient appliances
  • Washing clothes on a cold setting
  • Batch cooking meals
  • Taking shorter and/or colder showers
  • Switching energy provider
  • Using a smart thermostat

Reduce Food Spending

Food is a huge and unavoidable expense, but there are ways to make savings while still enjoying a balanced, healthy, and delicious diet. A few of the best ways to reduce your food spending include:

  • Shop at a cheaper supermarket
  • Buy non-brand products
  • Buy in bulk
  • Cook more meals from scratch
  • Limit luxury purchases
  • Plan meals in advance

Save On Postage Fees

Postage might seem like a minor cost, but for those who regularly send mail, it can quietly add up to a large amount over the course of a year, particularly with the new USPS postal rates. This is another where you can make savings with Certified Mail Labels rates, allowing you to save $3.45 per mailing, plus you can print your own labels at home, so you don’t have to spend time and money on a trip to the post office.

Reduce Transport Costs

Transport costs can also be expensive, especially if you drive on a daily basis. You can often make big savings here when you plan ahead, which could involve combining errands, using public transport, or walking/cycling where possible. It is also wise to perform regular car maintenance to keep the vehicle in the best condition.

Hopefully, this post will give you a few ideas for ways to save money each month. By combining a few of these methods together, you can give yourself more breathing room and improve your financial well-being over the course of a year.

DX3 2026 Reimagines Canada’s Leading Retail Conference

Photo: DX3

As Canadian retailers contend with economic uncertainty, rising costs, and accelerating technological change, DX3 is undergoing an evolution. The DX3 2026 retail and marketing conference will return to Toronto on February 23 and 24 with a redesigned format that deliberately moves beyond the traditional trade show model in favour of a more intimate, strategy-driven experience focused on meaningful connection and actionable insight.

As Canadian retailers contend with economic uncertainty, rising costs, and accelerating technological change, DX3 2026 returns to Toronto on February 23 and 24 with a redesigned format in favour of a more intimate, strategy-driven experience focused on meaningful connection and actionable insight.

Held at the Hilton Toronto, DX3 2026 reflects a broader recalibration across the retail industry. Inflationary pressures, shifting consumer behaviour, and intensifying global competition are prompting retailers to seek depth over scale. In response, DX3 has reshaped the event to prioritize senior-level conversations, curated networking, and strategic dialogue over crowded exhibit halls and transactional interactions.

Moving Beyond the Traditional Trade Show Model

DX3’s transformation marks a clear departure from the conventional trade show format. Rather than large-scale booths and pass-through foot traffic, the 2026 conference is designed around purposeful engagement, structured networking, and extended discussions among retail and marketing leaders.

The updated format emphasizes quality over quantity, creating space for decision-makers to connect in a more focused environment. A centrepiece of the new approach is an exclusive cocktail networking reception, intended to facilitate meaningful, face-to-face conversations among retailers, marketers, technology providers, and industry leaders, supporting deeper relationship-building and collaboration.

DX3 2026 also reflects a new chapter under the ownership of the Economic Club of Canada. With this shift, the conference is being positioned as a thought leadership platform for the retail and marketing sectors, both of which play a critical role in Canada’s economic landscape.

Stephanie Gadbois, Executive Vice President of the Economic Club of Canada and DX3, has emphasized that the reimagined conference is designed to convene C-suite executives and senior leaders to address the real challenges shaping Canadian commerce. Topics such as economic volatility, AI transformation, and competitive pressure will be explored in a setting built for insight, dialogue, and connection.

Photo: DX3

Programming Focused on Retail’s Most Pressing Challenges

The DX3 2026 agenda centres on the strategic and operational issues defining Canadian retail today. Sessions will examine how retailers are navigating inflation, interest rate uncertainty, and shifting consumer confidence, all of which continue to influence spending behaviour and margins.

Competition and scale will also feature prominently. As global players with advanced logistics and significant buying power expand their presence, Canadian retailers are reassessing how they differentiate, grow, and remain competitive. Programming will explore how brands can adapt their operating models while maintaining relevance across both physical and digital channels.

Physical retail remains a core focus of the conference, particularly as store costs rise and foot traffic patterns continue to evolve. DX3 2026 will explore how retailers are rethinking store networks, balancing experiential investment with financial discipline, and integrating omnichannel strategies that more effectively connect physical locations with digital ecosystems.

Supply chain resilience and tariff risk will also be addressed, reflecting growing concern around global disruption and geopolitical uncertainty. These discussions are expected to resonate strongly with executives responsible for long-term planning and risk management.

AI, Data, and Practical Retail Applications

Technology will play a defining role at DX3 2026, with a strong emphasis on artificial intelligence, data, and personalization. As retailers increasingly turn to AI to improve efficiency and enhance customer engagement, the conference aims to move beyond theory toward practical, real-world application.

Sessions will explore how AI and data are being deployed across omnichannel environments, from personalization and pricing to marketing automation and operational efficiency, offering attendees frameworks to evaluate technology investments amid tighter budgets and heightened accountability.

Photo: DX3

Marketing, Social Commerce, and Brand Trust

Marketing leaders attending DX3 2026 will explore the growing convergence of commerce and content. Platforms such as TikTok and Instagram are reshaping discovery and engagement, while live-stream shopping and retail media networks continue to gain momentum.

The program will also address brand trust, transparency, and sustainability. As consumer expectations evolve, CMOs face increasing pressure to align brand values with action, making these discussions especially timely.

DX3 2026 will feature speakers from across retail, marketing, and economics. The lineup includes Benjamin Tal, Deputy Chief Economist at CIBC, alongside senior leaders from IKEA Canada, Google Canada, Amazon, Revlon Canada, Snapchat, Snuggle Bugz, the University of Toronto, and the brand strategy and consulting community, offering a blend of strategic and frontline perspectives.

A Conference Built for Senior Decision-Makers, Looking Ahead to DX3 2026

DX3 continues to attract a senior audience, with more than three-quarters of attendees at the director level or above. Participants include retail executives, CMOs, eCommerce leaders, digital transformation specialists, and operations professionals.

This concentration of decision-makers aligns with the conference’s reimagined format, which is designed to foster higher-quality engagement and more meaningful conversations.

Since launching in 2011, DX3 has played a key role in shaping dialogue around Canadian retail and marketing. The 2026 edition represents one of the most significant evolutions in the conference’s history, reflecting both the maturity of the sector and the need for deeper, more strategic engagement.

Retail Insider readers are eligible for 20% off current DX3 2026 registration pricing by visiting www.dx3canada.com and using the code INSIDER20 at checkout.

Partner content. To work with Retail Insider, contact Craig Patterson at craig@retail-insider.com

VIDEO: Canadian consumers holding steady but under strain as debt and uncertainty persist: Economist Todd Hirsch

Canadian consumers are treading water financially, according to economist Todd Hirsch, who says household spending has stalled amid uneven income growth, persistent debt pressures and lingering economic uncertainty.

Hirsch said recent retail sales data show overall consumer spending has been essentially flat over the past year after adjusting for inflation. While total sales are up modestly, population growth means individual Canadians are spending roughly the same amount as they were a year ago. That stability suggests consumers have avoided a collapse in spending, but it also points to a lack of meaningful growth.

Interest rates have provided some relief. Hirsch noted that the Bank of Canada has lowered rates in 2025 and recently held its policy rate steady at 2.25%, creating a more favourable borrowing environment than in previous years. While consumers do not pay that rate directly, it influences mortgage and loan costs across the economy. He said the central bank appears comfortable with current conditions and is unlikely to make significant policy changes before the summer.

Hirsch cautioned, however, that averages obscure growing financial strain for many households. Some Canadians have seen income gains over recent years and are able to manage higher debt loads. Others have experienced stagnant or declining incomes and are living paycheque to paycheque, leaving them vulnerable to even small financial shocks.

Household debt is a growing concern, particularly among consumers relying on high-interest credit cards to cover essentials such as food and fuel. Hirsch said those borrowers face increasing difficulty escaping debt cycles and may soon hit financial limits.

Retail spending patterns reflect this stress. Hirsch pointed to a sharp increase in spending on used vehicles, while purchases of new vehicles have declined significantly. The shift suggests consumers are still meeting basic needs but are opting for lower-cost alternatives.

Looking ahead, Hirsch said retailers should closely monitor consumer sentiment data, including the Bank of Canada’s survey of consumer expectations. He added that concerns about tariffs and trade disputes are weighing on households and could influence spending decisions in the year ahead, even though those factors are beyond retailers’ control.

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Lightspeed Commerce sees revenue increase but a net loss in Q3

Lightspeed Unveils Innovative AI-Powered Website Builder for Retailers (CNW Group/Lightspeed Commerce Inc.)

Lightspeed Commerce Inc., the unified omnichannel platform powering retail and hospitality businesses in over 100 countries, announced Thursday its financial results for the three and nine months ended December 31, 2025, indicating revenue grew by 11% compared to last year but a net loss of $33.6 million.

“Lightspeed’s transformation continued to deliver results this quarter with both Customer Locations and GTV growing at an accelerated pace,” said Dax Dasilva, Founder and CEO in a news release. “Our consistent delivery of new, highly innovative features such as Lightspeed AI, Marketplace within NuORDER by Lightspeed and Lightspeed Tempo, along with disciplined go-to-market execution, is driving momentum across our growth engines.”

Dax Dasilva
Dax Dasilva
Asha Bakshani
Asha Bakshani

“This quarter again demonstrates disciplined execution against the framework we laid out at Capital Markets Day,” said Asha Bakshani, CFO. “We delivered strong results, continued to improve our already healthy balance sheet, and expanded Adjusted EBITDA while investing behind our growth engines. This is exactly how we intend to execute our transformation – with focus, predictability, and profitability.”

Third Quarter Financial Highlights

  • Total revenue of $312.3 million, an increase of 11% year-over-year.
  • Transaction-based revenue of $209.4 million, an increase of 15% year-over-year.
  • Subscription revenue of $93.0 million, an increase of 6% year-over-year.
  • Net loss of ($33.6) million, or ($0.24) per share, as compared to a net loss of ($26.6) million, or ($0.17) per share. After adjusting for certain items, such as share-based compensation, the Company delivered Adjusted Income of $20.2 million, or $0.15 per share, as compared to Adjusted Income of $18.5 million, or $0.12 per share.
  • Adjusted EBITDA of $20.2 million up from Adjusted EBITDA of $16.6 million.
  • Cash flows from operating activities of $28.9 million as compared to cash flows from operating activities of $2.7 million, and Adjusted Free Cash Flow of $14.9 million as compared to Adjusted Free Cash Flow used of ($0.5) million.
  • As at December 31, 2025, Lightspeed had $479.0 million in cash and cash equivalents.

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Canada Goose announces Q3 results and names Patrick Bourke as President, North America

Canada Goose at CF Toronto Eaton Centre (Image: Benoy)

Canada Goose Holdings Inc. announced Thursday its financial results for the third quarter of fiscal 2026 ended December 28, 2025 as well as appointing Patrick Bourke as President, North America.

“Our third‑quarter results underscore the strength of our global brand and top‑line engine, with broad‑based revenue growth and continued momentum across key regions and channels,” said Dani Reiss, Chairman and CEO of Canada Goose. “Our peak selling period reflected sharper execution — higher quality traffic driven by integrated global campaigns, strong consumer response to our expanded year‑round assortment, and robust performance across both retail and e-commerce.”

Dani Reiss
Dani Reiss

“Margins this quarter reflected deliberate choices we made to expand product relevance and fuel brand momentum. Our focus now is converting this demand into stronger profitability. In recent years we have driven real overhead efficiency in our business, and now we are bringing the same focus to channel level SG&A discipline and marketing efficiency. These actions will position us to expand margins in the years ahead.”

Third Quarter Fiscal 2026 Business Highlights

The retailer said its third quarter results reflect traction from its focused investment program:

  • Launched Fall/Winter 2025 New Heirlooms and Snow Goose campaigns, which strengthened brand momentum, increased repeat customer purchases, and elevated cultural relevance. The campaigns balanced fresh creative expression, showcasing its durable outerwear assortment crafted with enduring materials, reflecting its heritage of quality and craftsmanship.
  • Strengthened its retail presence in key markets with four new store openings, bringing its total permanent store count to 81. It showcased a new store design concept in its relocated Milan store, strategically positioned among luxury adjacencies driving brand elevation.
  • Expanded its year-round assortment which is broadening customer appeal, with newness driving strong engagement and accelerating unit sales growth across down-filled outerwear and non down-filled outerwear categories.

Third Quarter Financial Highlights

  • Total revenue increased 14.2% to $694.5 million, up 13.2% on a constant currency basis .
    • DTC revenue increased 14.1% to $591.0 million, or up 13.2% on a constant currency basis  led by strong retail and e-commerce performance in Asia Pacific and North America. DTC comparable sales increased 6.3%.
    • Wholesale revenue increased 16.6% to $88.3 million, or 13.9% on a constant currency basis primarily due to timing of shipments to partners, with delayed deliveries from the prior quarter fulfilled in the current quarter.
    • Other revenue increased 5.6% to $15.2 million, or 10.4% on a constant currency basis due to higher employee sales.
  • Gross profit increased 13.7% to $513.8 million due to higher revenue. Gross margin for the quarter was 74.0% compared to 74.4% in the third quarter of fiscal 2025, primarily due to product mix.
  • Selling, general and administrative (SG&A) expenses were $313.6 million, compared to $247.7 million in the prior year period. The increase in SG&A was primarily driven by a one-time bad-debt provision related to a U.S. wholesale partner, run-rate costs associated with the expansion and operation of the global retail network, higher marketing investments, and a foreign exchange gain in fiscal 2025 that did not recur in fiscal 2026.
  • Operating Income was $200.2 million, compared to operating income of $204.3 million in the prior year period.
  • Net income attributable to shareholders was $134.8 million, or $1.36 per diluted share, compared with a net income attributable to shareholders of $139.7 million, or $1.42 per diluted share in the prior year period.
  • Adjusted EBIT was $203.7 million, compared to $205.2 million in the prior year period. Adjusted EBIT margin was 29.3%, compared to 33.8% in the prior year period.
  • Adjusted net income attributable to shareholders was $142.3 million, or $1.43 per diluted share, compared with an adjusted net income attributed to shareholders of $148.3 million, or $1.51 per diluted share in the prior year period.

The appointment of Bourke is effective today and he will oversee the brand’s North American business with responsibility for driving brand momentum, strengthening retail and wholesale execution, and deepening consumer connections across the region. He will partner closely with the global leadership team to advance the company’s operating imperatives, with a focus on brand heat, strategic channel expansion, and operating with pace and accountability.

Patrick Bourke
Patrick Bourke

“Patrick is an action‑oriented, high‑energy leader with a strong track record of delivering results,” said Reiss. “He brings deep strategic expertise, commercial acumen, operational rigor, and a collaborative leadership style. Patrick has helped shape and accelerate important revenue growth and profit margin expansion initiatives for our company, and I’m confident he will continue to build momentum across North America.”

Bourke brings a proven commercial track record, having led Investor Relations, Strategy, Business Development, Indirect Procurement and Go-To-Market over his nearly 10 years at Canada Goose. He has strengthened the company’s partner ecosystem, advanced key strategic relationships, and supported the company’s global expansion. He is also known as a disciplined cost‑management leader, driving meaningful savings through supplier optimization and spend governance. In parallel, he has worked cross‑functionally to accelerate go‑to‑market timelines and simplify processes to better support our evolving product strategy, explained the company.

“Canada Goose is an exceptional brand with a strong foundation and an incredibly talented team,” said Bourke. “Stepping into this role, my focus is on working closely across the region to drive meaningful growth and ensure we’re delivering the kind of experiences our consumers expect from us — sharp, agile, and truly best‑in‑class.”

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Marc Cain Appoints New Canada President for Growth

Image: Marc Cain at CF Rideau Centre

Premium womenswear brand Marc Cain has announced a leadership realignment in North America, naming new executives in both the United States and Canada as the company positions the region as a key growth market.

 

As part of the changes, Jessica R’Bibo has been appointed President of Marc Cain Canada Inc., effective January 2026. Her appointment follows the earlier naming of Joy Corson as Vice President of Marc Cain USA Inc. in November 2025.

The moves are part of a broader organizational shift that restructures leadership responsibilities across North America, replacing a previous structure that saw one managing director overseeing both markets.

Market-Specific Structure for North America

According to the company, the leadership changes are intended to inject new momentum into the region by introducing market-focused executives in each country. Both new leaders will concentrate on brand development, retail expansion, and wholesale partnerships within their respective territories.

Marc Cain said the appointments reflect a more targeted approach to North America, which it considers a strategic growth region.

The company also noted that buyers and partners will continue to access upcoming collections through its expanded showroom in New York and its showroom in Montreal.

 

Seven Canadian Stores Across Major Markets

Marc Cain maintains a selective physical retail presence in Canada, currently operating seven corporate boutiques in major regional shopping centres. Locations include CF Chinook Centre in Calgary, West Edmonton Mall, Square One in Mississauga, CF Rideau Centre in Ottawa, CF Carrefour Laval, Place Ste-Foy in Quebec City, and Royalmount in Montreal.

In addition to its standalone stores, the brand is sold through several dozen multi-brand specialty retailers across the country, providing a broader wholesale footprint in key urban markets.

Canadian Market Built on Premium European Positioning

Marc Cain is a German premium womenswear brand with a selective presence in Canada, combining European knitwear expertise and bold prints with a boutique and wholesale footprint nationwide.

Founded in 1973 by Helmut Schlotterer and headquartered in Bodelshausen, Germany, the company positions itself in the premium to luxury segment of women’s fashion. It focuses on high-quality materials, advanced knitting technology, and in-house print and design capabilities. The brand’s aesthetic is described as feminine, modern and sophisticated, blending expressive prints, colour, and knitwear with tailored pieces.

The core Marc Cain Collections line offers ready-to-wear that mixes contemporary silhouettes with distinctive prints and knitwear. Product categories typically include dresses, tailored jackets, trousers, outerwear, and coordinated outfits, often sold as complete looks.

Canadian Entry and E-Commerce Expansion

Marc Cain entered the Canadian market with corporate boutiques in major enclosed shopping centres, beginning in October 2015 with openings at CF Carrefour Laval near Montreal, Place Ste-Foy in Quebec City, and CF Chinook Centre in Calgary. The brand expanded into the Greater Toronto Area in 2016 and continued to add locations through 2017 before later rationalizing its store network.

In 2022, Marc Cain launched a dedicated Canadian e-commerce site featuring Canadian pricing, bilingual content, and local fulfillment from a domestic distribution centre. The online channel now complements the brand’s physical boutiques and wholesale network across the country.

Global Premium Brand with European Roots

Headquartered in Bodelshausen, Germany, Marc Cain is a globally operating premium womenswear brand that maintains a share of its production domestically. The company is led by Chairman Helmut Schlotterer and remains owner-operated, a distinction that is increasingly rare among fashion companies.

The brand is known for distinctive prints, vibrant colours, and its “Knitted in Germany” craftsmanship, supported by a technologically advanced knitting facility in Europe.

Marc Cain operates a global retail network of more than 120 branded stores, along with over 1,000 multi-brand points of sale across dozens of countries, reflecting a tightly controlled international distribution strategy.

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