A Montreal-founded fragrance and skincare company is betting that tight control over production, distribution and storytelling can sustain demand as it expands selectively in Canada and abroad.
GASPARD PREMIER, founded by Raphaël Gaspard, has spent five years developing a business built around small-batch production, natural ingredients and a limited retail footprint. The company operates its headquarters, production and shipping from a single facility and says it has sold out each recent product release, including two launches in December.
“We do start stuff in small batches because we use really high-end botanical ingredients that we want to respect,” Gaspard said in an interview. “Everything people buy, when they receive it, has been made and bottled a day or two prior.”
The company began as a fragrance project in Montreal, where Gaspard said years of research and development led to a partnership with a master perfumer and the creation of its first fragrance, Chalet. The initial focus on base notes and all-natural formulations later expanded into skincare after what he described as strong customer response and media attention.
That early traction helped drive orders and shaped a strategy centred on freshness and limited runs, Gaspard said, contrasting his approach with products that sit in warehouses for years.
From fragrance to skincare
Gaspard brings a background in food and beverage, including wine and spirits, where scent played a central role in his work. He said his early years in South America, where he grew up in a jungle environment, also shaped his sensitivity to smell.
“I was always drawn to that,” he said, adding that he struggled to find traditional perfumery products that resonated with him. “I’m an entrepreneur, so I like to dive into something a bit on the outsider side of things.”
The result, he said, was a business built around natural perfumes without fixatives and products positioned as unisex. “We don’t think scents have genders,” Gaspard said.
Design and production choices are also tightly controlled. Bottles are hand-blown by a glass artist, hand-engraved and finished with gold foil. Gaspard described the overall aesthetic as luxury and minimalist, an approach he said extends across the brand.
Controlled distribution
GASPARD PREMIER currently sells through a small number of channels. Its products are available online and through select retail partners, including the Monocle shop in Toronto. Gaspard said the company is finalizing retail partners for 2026, with Monocle remaining a key outlet.
“We want to control who sells our product,” he said, noting that online sales remain strong despite customers often purchasing fragrances without having smelled them first.
The company’s ability to sell perfume sight unseen, he said, reflects demand within the niche fragrance market and the role of narrative in attracting customers. “We’re lucky to sell perfume online to people that have never smelled them before, just because we’re good at storytelling,” Gaspard said.
While the retail footprint remains limited, demand has supported repeated sellouts. Gaspard said the company deliberately avoids scaling production rapidly, citing the need to preserve ingredient quality and freshness.
Global reach from a niche market
Despite its controlled growth strategy, GASPARD PREMIER has built an international customer base. Gaspard said the company has repeat customers in Japan and established markets in Europe and South America, alongside its core markets in Canada and the United States.
Because niche fragrance buyers tend to connect through specialized media and online communities, Gaspard said visibility can travel quickly across borders. Coverage in Elle Québec and Elle Canada, he added, has contributed to international recognition.
“When people look for niche perfumes, we’re usually pretty easy to find,” he said.
The company sources botanical extracts from local farms and producers, with final assembly and blending handled in-house before products are shipped. Gaspard said that operational model supports consistency and quality control but also requires careful planning to meet demand without overextending production.
Balancing demand and discipline
Gaspard characterized the past five years as a steady build rather than rapid expansion, emphasizing research, formulation and brand development. He said the decision to add skincare followed customer response rather than a pre-set growth target.
“It’s been a really good journey,” he said.
The December product launches, both of which sold out, underscored the tension between demand and the company’s production philosophy. Gaspard said maintaining freshness remains a priority even as interest grows.
“That freshness to skincare … is super important,” he said.
Leadership perspective
As founder and creative director, Gaspard remains closely involved in both creative and operational decisions. He described his role as bridging product development, supplier relationships and brand direction.
While he did not outline specific expansion targets, Gaspard said the company’s focus remains on deliberate growth and maintaining standards rather than maximizing distribution.
The approach, he suggested, reflects both personal philosophy and practical constraints within a niche category.
“We’re doing perfumes, it’s all natural,” he said. “We work with artisans.”
As GASPARD PREMIER looks ahead to new retail partnerships in 2026, the company’s strategy signals a preference for controlled expansion over scale, relying on small batches, limited channels and a growing international audience to support its next phase.
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