OCTANE
ALL NEW! CAR WASH + FORECOURT SECTION p. 36 TOMMY’S EXPRESS EXPANSION | CHARGING AHEAD WITH EV AND MORE
THE FUTURE LOOKS BRIGHT
MEET THE 2026 FUTURE LEADERS IN CONVENIENCE + CAR WASH PLUS!
2026 OUTLOOK: LEADERS FROM ACROSS CANADA ON WHAT’S SHAPING THE CHANNEL CLOCKWISE, TOP LEFT TO RIGHT: PAULINA DENG (CIRCLE K); ERIC KAN (MOLSON); JADE OSAGIE (JTI ); DYLAN MOLINSKI (RED RIVER COOPERATIVE); VIVEK SINGH (PETRO-CANADA); AUSTIN VAZ (7-ELEVEN); HANNA KAMIL (NESTLÉ)
JANUARY / FEBRUARY 2026 CCentral.ca @CSNC_Octane PM42940023 $12.00
CONTENTS
JANUARY | FEBRUARY 2026 VOLUME 9 | NUMBER 1
5
Editor Note
6
The Buzz
7
Consumer Corner Column
8
People, places, news and events Intentionality to define consumer choices in 2026: A focus on value, health and sourcing provides new opportunities
Top Ops
Delivery apps deliver growth: As the definition of convenience shifts, c-stores of all sizes are meeting customers where they’re at—increasingly, it’s their front door
10 2026 Future Leaders in Convenience + Car Wash The future looks bright: Meet the 2026 FLICC winners!
28 Feature
2026 outlook: Leaders from across Canada weigh in on the issues, trends and opportunities shaping the channel
33 Category Check
Hydration nation: With a focus on advanced hydration and functional ingredients, sports drinks are booming, making c-stores essential partners for continued growth
37 Charging Ahead Column
Reports of the death of EV are greatly exaggerated: Credible data sources show the electric vehicle market is simply evolving
39 Operator Profile
Tommy’s Car Wash Express shines with Ontario debut: OpenShine, a division of OpenRoad Auto Group, launches the first of six Tommy’s sites in the province, promising fast wash times, premium features and a customer-first experience built on rigorous staff training and technology
43 Feature
Hyper-personalization, the fuel driving loyalty: Ditching ‘one-size-fits-all’ points systems is essential. Industry leaders are winning by leveraging data, gamification and exclusive services to build deeper, more meaningful engagement with customers
35 Leadership Perspective Column
46 Show Preview
CSNC EDITORIAL ADVISORY BOARD
NEWSLETTERS
Marc Goodman outlines the business case for authenticity and doing what’s right: Why do we so often link doing the right thing in business to sacrificing financial gain?
Comprised of leading retail executives and convenience operators, this volunteer group of industry champions offer advice, key insights and on-the-ground perspectives that serve as an invaluable resource to ensure content is relevant and meets the needs of the industry. Want to join? Reach out to Michelle Warren mwarren@ensembleiq.com VITO AMATI
OCTANE
New beginnings
Robbie Broda, Quickie Convenience Marc Goodman, 7-Eleven Canada Leslie Gordon, Circle K Laurie & Randy Ure, Ure’s Country Kitchen CCentral.ca
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Convenience Store News Canada January | February 2026 3
The Inaugural
Celebrate Canada’s
Small Operators THE HEART OF CONVENIENCE RETAIL Independent operators make up a huge portion of the c-store channel, yet their voices are often underrepresented. This program provides recognition, visibility and peer-to-peer learning for small operators who are making a big impact. The Outstanding Independents Awards recognizes Canada’s single-store and small operators (1–20 stores) who are driving innovation, community impact and customer loyalty in the convenience industry. The Outstanding Independents Awards shine a spotlight on the trailblazers shaping the future of convenience retail across the country. Winners receive recognition in CSNC, logo usage rights, a store window decal and an award. One grand prize winner receives an education sponsorship or charitable donation ($1,000 minimum value).
Be part of history as a sponsor of Canada’s first-ever awards program dedicated to celebrating small operators.
ENTRY DEADLINE: FEBRUARY 7, 2026
Enter today: events.ccentral.ca/outstanding-independents FOUNDING ASSOCIATION PARTNER
FOUNDING PARTNERS
PRESENTED BY
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EDITOR’S MESSAGE
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CHIEF EXECUTIVE OFFICER Jennifer Litterick CHIEF FINANCIAL OFFICER Jane Volland CHIEF OPERATING OFFICER Derek Estey CHIEF PEOPLE OFFICER Ann Jadown SUBSCRIPTION SERVICES Subscription Questions contactus@ccentral.ca Subscriptions: Print $82.00 per year, 2 year $151.00, Digital $47.00 per year, 2 year $88.00, Single copy $15.40 Outside Canada $126.00 per year, 2 year $233.00, Single copy $20.50, Groups $57.96 Email: csnc@ccentral.ca Phone: 1-877-687-7321, between 9 a.m. to 5 p.m. EST weekdays Fax: 1-888-520-3608 | Online: www.ccentral.ca/subscribe Convenience Store News Canada | Octane is published 6 times a year by Ensembleiq. Convenience Store News Canada | Octane is circulated to managers, buyers and professionals working in Canada’s convenience, gas and wash channel. Please direct inquiries to the editorial offices. Contributions of articles, photographs and industry information are welcome, but cannot be acknowledged or returned. ©2025 All rights reserved. No part of this publication may be reproduced in any form, including photocopying and electronic retrieval/retransmission, without the permission of the publisher. Printed in Canada by Transcontinental Printing | PM42940023
WELCOME TO 2026—and what a year it’s already shaping up to be. We’re kicking things off with the annual Trends + Opportunities Issue, always one of our most anticipated editions. There is so much to unpack as the convenience, fuel and car wash industry accelerates into a new era marked by innovation, agility and opportunity. Plus, this issue shines a spotlight on the new class of Future Leaders in Convenience + Car Wash (FLICC) Awards winners. This year’s 40 honourees represent the full breadth of the channel—from independent operators and dealers to leaders at national and international chains, as well as distributors, vendors and CPG professionals. As innovators and ambassadors, they elevate their companies, their colleagues, their communities and the industry itself (p. 10). We’re looking forward to gathering the community to honour the 2026 FLICC winners in a new format—during the Industry Dinner at The Convenience U CARWACS Show March 10. I sincerely hope you’ll join us. Speaking of celebrations—this issue marks a milestone for us as well. For years, Convenience Store News Canada and OCTANE were presented as a flipbook, reflecting a time when convenience retail, forecourt operations and car wash were viewed as distinct sectors. But today, that separation no longer reflects reality. More often than not, convenience, fuel and car wash is an integrated ecosystem, each reinforcing the other to maximize traffic, revenue and customer loyalty. With that in mind, we are excited to debut our newly integrated magazine: Convenience Store News Canada | OCTANE. Here’s what’s new: • A unified, modern cover treatment that blends the CSNC and OCTANE brands • A single, fully integrated table of contents to engage our full readership • More valuable editorial pages for features, news and opinion pieces • A dedicated fuel and car wash section with deeper reporting, expanded analysis and operator profiles, including specific content for our loyal car wash-only operators This refreshed magazine reflects the momentum of the industry—and positions us to continue delivering the essential insights, data and reporting that leaders across Canada rely on. And there’s more: Planning is well underway for the 2026 Convenience U CARWACS Show and Conference, March 10–11, 2026. Our team is thrilled to once again curate two mornings of high-impact education and inspiration. You’ll find a Show Preview on p. 46 of the new OCTANE section, and an evolving agenda and exhibitor list online. Thank you for joining us as we step confidently into a bold new year—for the industry and for our magazine. We can’t wait to share what’s next. CSNC
MICHELLE WARREN
Editor & associate publisher
BE A PART OF OUR COMMUNITY! | CCENTRAL.CA | CSNCOCTANE | @CSNC_OCTANE
TK
CHANNEL ALLIANCES:
New beginnings
CCentral.ca
Convenience Store News Canada January | February 2026 5
THE BUZZ
CROSS-CANADA ROUND-UP / PEOPLE / PLACES / NEWS & EVENTS
S AV E T H E D AT E
The Convenience U CARWACS Show
F U N FA C T
There are
21,256 182,808
convenience stores in Canada employing
March 10-11, 2026: Toronto
Future Leaders in Convenience + Car Wash Awards March 10, 2026: Toronto
Star Women in Convenience Awards September 23, 2026: Toronto
CICC Summit
September 23-25, 2026
workers, according to the latest State of the Industry Report from the Convenience Industry Council of Canada.
What are your top business concerns for 2026? (select all that apply) 100% Economic uncertainty, inflation 100% Shrink and retail crime
67% Consumer behaviour and price sensitivity 67% Increased operational costs 33% Supply chain resilience
33% Geo-political uncertainty
33% Technology integration & data quality 33% U.S.-Canada relations & tariffs
33% Regulatory & public policy risks
33% Payment costs/credit card fees 33% EV charging strategy and ROI
33% Category upheaval/SKU rationalization 0% Talent acquisition and retention
0% Capital availability & cost of expansion
6 January | February 2026 Convenience Store News Canada
Nominations open: January 30 Event: September 23 For full award details, visit StarWomenConvenience.ca Winning By Design
Convenience Store News Canada art director, Jackie Shipley, is the winner of a Folio: Eddie & Ozzie Award for Design, Single Magazine Issue: B2B. The Eddie & Ozzie Awards are the most prestigious North American recognition program in the industry, honouring excellence in editorial content and design across all formats. CCentral.ca
SHUTTERSTOCK, MANIA MEE; SHUTTERSTOCK, JOZEF MICIC
READER POLL
CONSUMER CORNER BY E M M A B A L M E N T
Intentionality to define consumer choices in 2026 A focus on value, health and sourcing provides new opportunities for the convenience channel. Here’s how to keep pace
LOOKING AHEAD AT 2026 feels like leaning back in a roller coaster making its ascent: submitting to the peaks and valleys, twists and turns completely out of control. For the past several years, consumers and professionals alike have been searching for a sense of control amidst challenging social, economic, political and environmental forces. In its 12th year publishing Canadian food and beverage trends, the 2026 Ipsos CHATS report brings to life the intentional consumer. Author Jenny Thompson, vice-president of Ipsos Canada’s Market Strategy & Understanding division, writes: “Today’s consumers aren’t simply reacting to the roller coaster—they’re learning to anticipate the turns, strategically lean into the curves and find moments of joy and indulgence even during the most challenging stretches. Canadians are responding with intentionality, regaining control through more deliberate choices around value, sustainability, health and dining experiences—a collective recalibration…Consumers aren’t just buying food and beverages—they are curating experiences that align with their generational values and circumstances.” Buckle up and discover three of the ways consumers are regaining a sense of control and finding a little joy in this ride.
SHUTTERSTOCK, NTONOV MAXIM
Conscious sourcing
Ipsos Essentials tracker tells us that Canadians reacted strongly to tariffs on goods entering the United States. “Buy Canadian” sentiments cooled over time but made an impact on consumption habits and attitudes. Food items from the grocery sector and alcoholic beverages are increasingly being reported as made in Canada or locally sourced/grown. Convenience stores, however, are not getting their fair share of the made-in-Canada trend. That fact is in part because c-stores’ younger CCentral.ca
consumers are less inclined to buy patriotically than, for instance, boomers, but it’s largely driven by the channel’s product mix. Fresh produce will be impacted more by this trend and, as consumption shifts away from packaged snacks to fresh meals, it becomes more important for convenience store operators to emphasize any Canadian ingredients these products contain.
Informed indulgence
Consumers are torn between price consciousness and health consciousness, and c-stores are caught in the middle. In CHATS 2026, Thompson tells us that “consumers aren’t abandoning indulgence—they’re becoming more strategic about when, how, and what they choose to indulge in…The continued momentum of better-for-you products represents the sweet spot between health and decadence, allowing consumers to satisfy cravings while maintaining their wellness goals.” Older generations have commonly associated convenience with indulgence, but younger generations do not expect to compromise on health when buying from c-stores. In 2026, applicable products are required to display front-of-package labels outlining products’ high sugar, sodium and saturated fat contents. At the end of 2025, 67% of c-store customers told Ipsos such labels would impact their decision to purchase. Manufacturers must be prepared with new and innovative BFY products that don’t require the labels, aid in portion control and offer added benefits to make treats “worth it.” These types of products will help fulfill customers’ desires to indulge with intention.
Immersive experiences
The new crop of generation Z adults are continuing the trend popularized by millennials wherein they seek and create more meaning out of their food and
beverage moments; Exploration and social connection take a more prominent role in decisions about what to eat or drink. Traditionally, c-stores have been at a disadvantage when customers are making choices based on these experiential needs, but with each generation, customers are taking more and more visits to c-stores for these immersive experiences. To entice exploration, packaged goods manufacturers lift SKUs from Asian markets, grocers expand import aisles and restaurant chains offer flavours traditionally found at independent ethnic specialists. For convenience, urban independents and national chains have led the channel in this trend, creating an opportunity to better entice younger customers away from turning to grocery for better value on packaged goods. For social connection, it was once unthinkable to host friends and family with anything besides a full-service dining room or home-prepared meals and hors d’oeuvres. However, with a need to find more affordable solutions to “help me host,” young adults are increasingly willing to source from c-stores when entertaining family and friends.
Taking control
This year is sure to be another wild ride in food and beverage. Ipsos is ever steadfast to provide our audience with the market and consumer insights required to take control, keep ahead of the curve and stay on track. CSNC Emma Balment is director, Ipsos, market strategy and understanding, Food and Beverage Group. Leveraging a team of industry experts and powerful syndicated data sets such as the FIVE Consumption Tracker, and the Foodservice Monitor, Emma specializes in uncovering growth opportunities for manufacturers, retailers and foodservice operators. emma.balment@ipsos.com
Convenience Store News Canada January | February 2026 7
BY C H R I S DA N I E L S
Delivery apps deliver growth
As the definition of convenience shifts, c-stores of all sizes are meeting customers where they’re at— increasingly, it’s their front door
DELIVERY SALES ARE soaring for some Cana- Food and drink dian c-stores. Foodservice is a major draw for 7-Eleven’s Just ask Susana Pulla, director of delivery customers, led by valuemarketing at 7-Eleven Canada, who packed “Big Yeah Deals” such as says the chain has posted double2-for-$3 pizza slices or 2-for-$5 digit year-over-year growth. The taquitos. “We’re seeing more interest Surrey, B.C.-based retailer offers in value bundles,” notes Pulla, who a “multi-platform approach” to adds long weekends, late nights and delivery through its own 7Now early mornings are peak ordering platform for 7Rewards members, times. She says interest is also high in Susana Pulla as well as Uber Eats, DoorDash and “age-restricted items, where allowed.” Skip—where 7-Eleven sees converIn Ontario, beverage alcohol sales sion rates 12% to 15% above industry averages. opened to c-stores in September 2024, and a Or ask Pinto Sood, owner of Pinto’s year later the Alcohol and Gaming CommisConvenience in London, Ont., which is on sion of Ontario reported more than 5,200 the same third-party delivery apps. “The last convenience stores were licensed to sell beer, time I calculated, our rolling 12-month total wine and RTDs. in delivery sales was between $25,000 and According to DoorDash’s 2025 Canada $30,000,” says Sood. Not bad for a small neigh- Delivery Trends Report, 40% of consumers bourhood store—especially since it closes at are ordering alcohol for delivery more often 11 p.m. and doesn’t offer beer, wine or cider than in 2024, with 61% preferring to do so on for delivery (more on the reason later). third-party apps. While delivery exploded during the “Expanding alcohol availability to convepandemic, it has clearly found renewed nience stores in Ontario has broadened what momentum. What began as a crisis response consumers can access locally,” says Kyra has become a lasting growth engine for Huntington, general manager of DoorDash c-stores of all sizes, reshaping customer expec- Canada. “We’ve seen strong engagement as tations and redefining how—and where— customers bundle alcohol with snacks and convenience happens. other quick-serve items.” 8 January | February 2026 Convenience Store News Canada
At Waypoint Convenience, beverage alcohol quickly became the top delivery item after Ontario opened the category. “It became the top seller almost immediately, followed by energy drinks, confectionery, ice cream and other sweet-and-salty pairings,” says Thea Bourne, retail program manager at parent company BG Fuels. Waypoint piloted delivery on DoorDash with a single store in 2022, then expanded to 30 stores, and by spring 2025, all 180 locations were on the app. “We wanted to ensure it was worthwhile—in terms of consumer uptake and whether our product mix aligned with DoorDash shoppers,” says Bourne. The chain is now considering adding Uber Eats and Skip. “When we look at our competitors, they seem to be on a spectrum of apps, which makes sense because different consumers use different apps for different reasons. It’s a net new customer capture,” she explains. Delivery isn’t just about foodservice. 7-Eleven’s top-selling item for deliveries is its Slurpee, while Pinto’s Convenience generates most of its sales from snacks, pop and household items. As for the decision not to offer beverage alcohol, Sood says it’s such a fast-selling category in-store that adding it to delivery could deplete stock, complicate operations and disappoint customers expecting them on shelves. “With only one person on cash, it would also create a lot of work and compromise in-store service,” he adds. Sood says basket sizes range from $30 down to a few dollars—some customers will just order a package of candy or a bottle of pop. In other words: customers will pay to satiate their cravings, without having to leave the house. Consider this research from DoorDash: 63% of Canadians have ordered delivery last-minute in the past month and in British Columbia, 36% of consumers surveyed say they often order based on cravings (“I need my Airheads fix!”), “making the province especially primed for convenience-driven orders,” says Huntington.
Finding success across categories
Rabba Fine Foods started offering delivery in 2024 with Uber Eats, and “it’s been a wonderful fit,” says company president, Rick Rabba. “We have managed to discover new customers and reinforce Rabba’s unique value as being the trusted local, independent, family-owned store that is ‘Here for You’.” As a 37-store chain operating 24 hours, he says key to the success of the partnership has been “inventory accuracy” and “expanding our catalog SKU count, allowing us to offer a much deeper assortment of our items. This includes guaranteeing that high-quality products, and goods like our prepared meals CCentral.ca
SHUTTERSTOCK, OASISAMUEL
TOP OPS
and fresh items, integrate seamlessly into the delivery process.” In terms of order baskets on the app, “we see strong sales across our full-service grocery offerings, including fresh organic produce like avocados and bananas, as well as bakery goods and top-quality meat. Customers combine these fresh items with pantry favourites and household brand names,” says Rabba. “The real story is in the strength of our Rabba Kitchen, where we have seen an increase in hot and ready meal options.” In addition, he notes, “We have also seen popularity in orders that fall under essential items, such as milk, eggs, oil and pasta, but delivered instantly. This could also describe the customers who are looking for late-night snacks and those critical missing ingredients. We are confident in the value we provide and our ability to satisfy our communities’ roundthe-clock needs.”
Standing out from competitors
Competition is heating up as delivery apps add more retailers, including behemoths like Walmart and Loblaw. “Retailers can stand out by uploading high-quality photos, keeping inventory up to date, offering limited-time promotions for key occasions or dayparts, and running sponsored listings to increase visibility,” says Huntington. “It’s just as important to ensure orders are accurate, packaged securely and delivered promptly. Reliability builds repeat customers and stronger store ratings.” Sood, whose store has a 4.9-star rating from 190 Uber Eats reviews, agrees. “You have to continuously monitor your menu to update items that are out of stock. Sometimes it’s a challenge, but it’s worth it to be on it.” Paul Sudarsan, SVP, partnerships at Paul Sudarsan Skip, emphasizes that success isn’t just about competing—it’s about connecting. “The most successful partners lean into what makes them distinct, whether that’s product assortment, price point or promotional creativity,” he says. “Through data insights, we help them understand customer preferences, optimize assortments and boost performance with targeted offers or Skip+ benefits.” Skip+ is Skip’s paid membership program offering perks like $0 delivery fees, discounted service fees and VIP experiences through partners such as CIBC, WestJet, Live Nation Canada and the NHL. “Ultimately, what drives success on Skip is customer experience,” Sudarsan adds. “Retailers who deliver speed, reliability and value build loyalty.” CCentral.ca
In demand
Skip’s 2025 National Orders Report reveals the country’s most-ordered items—insights c-stores can use to sharpen their offerings.
Trending treats Dubai-style chocolate—a social-media sensation with pistachio-tahini filling and crisp filo under a chocolate shell—soared 2,300% in orders. Better believe it’s (butter) chicken 7-Eleven Canada introduced its Butter Chicken Taquito just over a year ago, a smart bet given that butter chicken has been Skip’s most-ordered dish for three years running. Dogs, cats & clicks Canadians are ordering for their furry friends, too. Pet supplies were Skip’s secondfastest-growing category in 2025, surging 1,087% year over year. Calgary led the pack with the highest share of pet-related orders, from treats to toys.
Matcha goes mainstream Skip’s regional data shows small and midsize cities often lead national trends. Winnipeg, for example, ranks as Canada’s #1 matcha hotspot, ahead of Toronto and Vancouver. This finely ground green tea, prized for its earthy flavour and antioxidants, has become a global craze; in 2025, Circle K even launched a Strawberry Matcha Latte in Ireland, showing the trend is shaping convenience-store menus worldwide.
From meals to must-haves: Delivery apps embrace convenience
C-stores are increasingly focusing on ready-to-eat foodservice—sandwiches, pizza and other meals—to stay competitive and generate sales in-store, but also on delivery apps. At the same time, the apps have expanded beyond restaurants to everyday essentials— snacks, beverages, groceries, pet supplies and alcohol. Skip, which dropped “The Dishes” last year, has seen non-food orders from its retail and convenience categories grow more than 1,700%. “The results of our retail expansion have been phenomenal so far, reinforcing that there’s real pent-up demand for everyday essentials, health and wellness items, and certainly grocery,” says Paul Sudarsan, SVP, partnerships, at Skip. In October, Skip added Walmart to its platform, enabling delivery from more than 300 stores nationwide across groceries, home goods, pet care and personal essentials. “The Walmart partnership is a big step, but it’s just the beginning. You can expect to see even more retailers join our platform in the months ahead,” Sudarsan tells CSNC, adding convenience remains one of Skip’s most dynamic categories. “We’re seeing consistent growth across our convenience and retail categories as more Canadians turn to delivery for those ‘need it now’ moments. Whether it’s a late-night snack run, a forgotten ingredient, or an emergency pack of batteries.” Uber Eats has evolved similarly—it’s no longer just about the “eats.” “Over the past few years, we’ve invested heavily to transform Uber Eats from a platform for your favourite meals into a true one-stop-shop,” says Klaas Knieriem, head of retail for Uber Eats in Canada. “Today, Canadians can get almost anything they need— from pharmacy essentials to alcohol and cannabis to everyday grocery items.” On Nov. 12, 2025, Uber Eats added Loblaw banners, letting shoppers order from Real Canadian Superstore, No Frills, Maxi, Your Independent Grocer, Real Atlantic Superstore, Loblaws, Zehrs, Fortinos, Provigo, Valu-mart and Shoppers Drug Mart. As for DoorDash? “Convenience was one of the first retail categories that DoorDash supported as we expanded beyond restaurants,” says Kyra Huntington, general manager of DoorDash Canada. “We’ve seen continued growth as customers discover how convenient these stores are for last-minute Klaas Knieriem cravings and essentials.” CSNC
Convenience Store News Canada January | February 2026 9
FLICC
THE FUTURE LOOKS BRIGHT
MEET THE 2026 FUTURE LEADERS IN CONVENIENCE + CAR WASH
Convenience Store News Canada is thrilled to present the third annual Future Leaders in Convenience + Car Wash Awards, which shine a light on the achievements and vision of exceptional leaders under age 40 at the time of nomination. From across Canada and across the business, this year we celebrate 40 individuals who embody innovation and passion in so many inspiring ways. As leaders, the 2026 FLICC winners not only elevate their companies, but also their communities, their colleagues and the industry itself. B Y W E N DY H E L F E N B A U M A N D M I C H E L L E WA R R E N
10 January | February 2026 Convenience Store News Canada
MORGAN ARNELIEN
Senior manager, c-store category development Federated Co-operatives Limited Beginning in the car wash department working on efficiencies, sustainability and technology for the wash facilities, Morgan Arnelien quickly moved into c-store operations focused on supply chain, program development and c-store design of the future. He led development of car wash sustainability related to chemical use, water reclaim and refillable containers, and worked on a car wash app to improve the customer experience through technology. Today, he develops categories with vendors for better in-store execution and customer experience. “Developing and refining our c-store programs—including the development of our Iced Co-operative Coffee program—has been very rewarding,” says Arnelien. “The fast pace of the industry is exciting; there are always new programs, products or processes to consider and I’m proud that our c-store team feeds and fuels families across Western Canada.” Arnelien is especially proud to be part of an organization committed to investing in its communities. “Working within the Co-operative Retailing System, we’re truly a local business and community building is at the core of what we do. We’re owned by Co-op members and return our earnings back into each local community across Western Canada,” he says. CCentral.ca
KELLY ARRAN
Territory manager, Manitoba and Ontario Canadian Mobility Services | Shell Canada Kelly Arran’s ability to adapt, learn and lead is exceptional, and she’s described as a strategic thinker committed to driving growth. “Winning this award is a defining moment. It reflects the amount of learning, growth, dedication and collaboration it took to get here. It represents the relationships I’ve built from scratch and the results we’ve achieved together—especially in driving innovation
and customer experience at the ground level,” says Arran, who thrives on being in a fastpaced, constantly evolving, people-focused business. “I love being a part of an industry that’s essential to communities. Watching my sites interact and build relationships with their customers makes me especially proud. Knowing I have the ability and the responsibility to create inclusive spaces and support local initiatives is incredibly important to me.” Arran’s current role was a massive departure from her last position, and she initially found it overwhelming to step into a leadership role while learning the ins-and-outs of a new industry. “I listened, I learned and I applied—in that order. I owe any success in this role to constant communication, trust, adaptability and approachability. I’ve learned that good leadership isn’t about having all the answers but creating space for discussion,” she says. Celebrated for spearheading the alcohol category launch across CMS’s Ontario sites, Arran drove her team to deliver double-digit increases in total sales, while helping to transform three struggling sites to become among the company’s most profitable.
MAXIME BEAUREGARD-PALARDY
Strategic operational planning manager JTI-Macdonald Corp.
“Leading the creation of the Synergy Planning Framework at JTI has been my proudest achievement. It gave me the chance to bring people together, simplify how we work and build stronger connections across the country. Seeing it make a real difference in how teams collaborate and plan together has been incredibly fulfilling,” says Maxime Beauregard-Palardy, who is described as a visionary leader whose contributions have significantly elevated operational excellence and strategic alignment within the industry. His creation of the Synergy Planning Framework introduced a new standard for transparency, collaboration and cross-functional planning. “I value the people, creativity and resilience it takes to succeed in a complex environment. Every success comes from trust, teamwork and a shared sense of purpose. What makes me proud is seeing teams grow stronger together and build something that lasts beyond individual results,” he says. “Leadership means creating a space where people feel safe, supported and valued. Ten years ago, I had a skiing accident that left me hydrocephalic. The recovery, both physical and mental, reshaped how I see life and leadership. It taught me resilience, humility and gratitude. Most of all, it reminded me that progress is built by showing up every day with courage and purpose, a mindset that continues to guide how I lead today.” CCentral.ca
COLTEN BISHOP
Sales manager DSL Inc.
Colten Bishop leads DSL’s general market team—the driving force behind the company’s work with independent and local convenience store owners and operators. “We’re in the business of spreading joy, and the highlights are when I get a genuine emotional response from a customer or colleague,” he says. “When you help solve a persistent challenge or introduce them to an exciting new product they’ve never seen before, their entire demeanor changes: Their face lights up, they start laughing, their body language relaxes. We also have the privilege of helping our customers provide a livelihood for themselves and their staff. It’s incredibly rewarding to be part of something that makes people’s days a little brighter.” Bishop believes every person brings a unique worldview, skill set, culture, values and beliefs. “It’s important that we respect and appreciate those differences because that’s the reality of both our world and our customers’ world. As a member of the LGBTQ+ community, I’ve seen firsthand how vital it is to create environments where everyone feels safe, respected and valued for who they are. Building inclusive, sustainable and communityminded workplaces isn’t just the right thing to do—it’s essential for creating stronger teams and more meaningful connections.”
Convenience Store News Canada January | February 2026 11
FLICC ALEX CUNNINGHAM
Shift manager Carleton Country Outfitters
JESSICA CHONG
Key account manager Mondelēz International Described as a strategic and creative thinker who leverages her analytical skills to become the customer’s go- to for promotion building, Jessica Chong has turned around the 7-Eleven business for Mondelēz, improving sales and share within the past year through innovative programs and collaborating with the customer. Leaving her previous role two years ago and joining a new industry proved challenging. “I had to rely on my analytical and relationship-building skills to quickly find my feet and build connections. I was able to adapt and learn quickly and find areas where I could apply my previous knowledge and experience to bring growth and success to my customers,” she says. “As a relative newcomer to the convenience industry, I’ve connected with so many amazing people and have been able to learn from them. Convenience is ever evolving and presenting new challenges, and I’m most excited when I can work with a customer to find creative solutions so we can achieve success together. Winning this award has been an amazing highlight and I feel grateful to be recognized by my organization, as well as the industry.”
Alex Cunningham is deeply involved in the family-owned c-gas operation, which is a cornerstone in the community of Carleton, N.S. Known as the ‘go-to’ person for a vast range of tasks, his responsibilities extend far beyond his official title. He manages staff; oversees health and safety; handles daily operations from stocking shelves and gas sales to running the coffee shop; and even assists with accounting, scheduling, technology and balancing cash. Carleton Country Outfitters owner, Jennifer Cunningham, highlights his invaluable contributions. “Alex has shown us new ways with new technologies,” she notes. His innovations include developing an electronic gas dip book, now shared with many companies to meet Nova Scotia environment requirements, and creating
checklists to adhere to Nova Scotia health and labour standards. She adds, “From IT to plumbing and electrical, Alex is our go-to.” Cunningham is also deeply committed to his community as a volunteer firefighter and medical first responder, involved with search and rescue by coordinating Project Lifesaver Nova Scotia. His dedication to family was recently demonstrated when he stepped up to manage all operations while Jennifer recovered from an injury.
NICOLE DANCAU
National category coordinator, foodservice Sunoco LP With no experience in business or convenience retail, Nicole Dancau quickly learned all aspects of the channel and within a few months of joining Parkland (now Sunoco), she was managing full categories. “My biggest career highlight has been earning trust and responsibility early on, stepping into category management for foodservice and CPG merchandising and being given the chance to make an impact,” says Dancau, who credits her senior manager, Jackie Pink, for taking a chance on her. “She has been an incredible mentor in letting me take ownership and learn through doing. Seeing ideas turn into results, from launching new categories and promotions and running pilot projects with vendors to leading pricing audits and data cleanups is incredibly rewarding.” Dancau has demonstrated her commitment to fostering an inclusive, dynamic vendor ecosystem, ensuring every vendor has a fair opportunity to introduce new products into stores. Being new and young in a fast-paced corporate space can feel intimidating, but Dancau learned to be resourceful by asking questions and seeking feedback. “Sometimes, you must act before you feel ready and prove to yourself that you can handle it. That mindset has shaped my confidence and how I lead today,” she says.
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KYLE DEGRACE
Director of sales ColdHaus Direct
With more than 10 years in the directstore-delivery business, Kyle DeGrace cites helping build brand presence in highly competitive markets, while developing strong, lasting partnerships with both retailers and co-workers, as his proudest career highlights. “I’ve had the privilege of working with incredible brands in both beverage and meat snacks. Seeing those collective efforts translate into individual growth and opportunity for everyone involved is
incredibly rewarding,” he says. A driving force behind some of the most successful beverage launches in the Canadian convenience and gas channel, DeGrace played a critical role in the rollout of Prime Hydration and Alani and now leads the in-market growth of Mas+. Under his guidance, these brands have gained strong placement and visibility across every major banner in the country, including Petro-Canada, Shell, On the Run and Circle K, as well as thousands of independent stores. As a former athlete who enjoys the energy of a highly competitive environment, DeGrace values the team aspect of his work. “Competition motivates me, but it’s the collaboration and people-first mentality that make the work truly meaningful. I’m proud to be part of a company that puts the team first while also giving everyone the opportunity to grow from within,” he notes. “Leadership is a privilege and an opportunity to coach and mentor others toward sustainable career success—helping them grow in ways that meet both personal and organizational goals.”
PAULINA DENG
Director, facilities and construction, Western Canada Circle K | Alimentation Couche-Tard Paulina Deng oversees capital planning and operating expenses for maintenance and construction at more than 270 sites, where she helped save more than $100,000 this year. “My greatest accomplishment has been strengthening our facilities and construction programs through efficient, scalable processes that improve performance, reduce costs and enhance consistency,” she says. “We’ve shifted from reactive to proactive management, building visibility into our assets and empowering the team to make data-driven decisions that support long-term growth.” Deng values the fast-paced, dynamic nature of the retail convenience industry, where every day brings new challenges that push her team to innovate and adapt. “I’m proud to lead a team that thrives on collaboration, problem-solving and accountability. I try my best to deliver results that move the business forward,” she adds. Deng accomplishes this by strengthening communication across this large organization, fostering crossfunctional alignment and encouraging proactive, transparent collaboration to build trust and shared success. She also built a culture of ownership and continuous improvement, empowering team members to identify process efficiencies and deliver higher service standards. “Leadership, to me, means creating space for others to succeed and ensuring every voice is heard and valued. Inclusion strengthens teams, and I’m committed to mentoring and supporting others in their own growth.” CCentral.ca
BRUNO ELEMOND
Fuel operations manager, Eastern Canada Division Circle K | Alimentation Couche-Tard
Bruce Elemond’s impeccable work ethic, natural leadership and impressive agility in managing special projects— even under pressure—has impressed his supervisors. He inspires trust and fosters an environment that encourages learning and innovation. “My proudest achievement is growing into a recognized leader in the fuel industry and taking strategic responsibilities for more than 800 sites and billions of litres of fuel,” he says, noting that he’s also grateful to be part of Circle K’s Emerging Leaders program. Over the past year, Elemond successfully led the implementation of a new IT system, demonstrating remarkable technical expertise and the ability to rally stakeholders around a shared goal. “To me, values like sustainability, community involvement and DE&I are no longer optional; they’re essential for companies that want to stay relevant and do the right thing,” he says. “In the fuel industry, it’s especially important that innovation and environmental responsibility move forward together. As I build my career, I feel that future leaders must build an environment that creates space for team members to grow and be themselves at work.” Elemond’s biggest challenge is navigating unpredictable fuel prices, but it has made him resilient. “By working closely with my team, we turned uncertainty into opportunity, balancing immediate solutions with long‑term vision to keep moving forward and deliver results,” he says.
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FLICC LAUREN FOWLER
Key account manager, convenience & gas Asahi Canada Described as a natural go-getter with a passion for data and insights, Lauren Fowler has executed a successful growth strategy, unlocking revenue growth and diversifying choice. One of her proudest moments has been helping build the convenience channel from the ground up. “Beer in convenience was uncharted territory in Ontario, and now it’s growing into a meaningful part of the business. Spearheading new initiatives and seeing brands like Peroni Nastro Azzurro, Asahi Super Dry and Grolsch grow in a new space has been really rewarding,” she says. “What I love most about this business is how community-minded it is. It’s built on relationships, creativity and problem-solving. I’m proud to represent brands with real heritage and character, and to be part of occasions that bring people together.” As the Canadian beer market continues to soar, Fowler believes the best companies stand for something bigger than what they sell. “Prioritizing sustainability, inclusion and giving back shows you care about your people and your impact. You get the best results when you invest in those things because purpose drives performance,” she says.
JORDON FRANCIS
Co-founder EcoTank Canada
“My proudest achievement is turning my dream into reality. I identified a simple issue— how people were refilling their washer fluid— and ventured into a completely new industry. Today, I can proudly say that millions of people
across North America have used EcoTank,” says Jordon Francis. “The incredible team around me listens to my wild ideas without hesitation because they believe we can achieve anything together.” Since its inception five years ago, EcoTank has grown to over 500 locations and diverted 500,000 plastic washer fluid jugs from landfills and the ecosystem. Launching a new business can be a steep learning curve, as Francis can attest. “We had to develop our own logistics software, establish a bulk refill network and manufacture our product in Canada, all while striving to maintain profitability to support growth. The most significant challenge was maintaining the belief that every problem we encountered daily was solvable,” he recalls. “Throughout my life as a visible minority, I never perceived myself as different. However, attending workshops for Black entrepreneurs in high school profoundly influenced me. Listening to the feedback from students about my achievements has been incredibly inspiring, motivating me to continue growing.”
MATTHEW GOETZ
Manager, retail distribution sales Now Prepay Throughout his nine years with the company, Matthew Goetz has remained a strong believer in professional development. “I’ve always embraced a mindset of continuous learning, which has helped me grow from an inside sales representative to account executive to managing our inside sales, account management teams, and national retail sales network. Each step reflects my commitment to evolving and adding value,” explains Goetz, who oversees strategy, relationship management and growth initiatives across Now Prepay’s extensive partner network. “I’m proud to collaborate with hardworking individuals who are deeply focused on serving their communities—their dedication and resilience inspire me daily. Values like inclusion and community building are central to my work. Our organization plays a key role in making prepaid products accessible to diverse consumers through local retailers, supporting real needs in real communities.” While navigating the pandemic, Goetz’s team helped retail partners adopt wireless android technology to reduce transaction times and contact, allowing them to safely and efficiently serve more customers. “Today, we’re building on that momentum with integrated solutions to further enhance the customer experience,” he adds. Goetz played a crucial role in expanding Now Prepay’s presence across the convenience and gas industry, building strong relationships with thousands of retail locations nationwide and partnering with major corporate chains to deliver customized prepaid and payment solutions tailored to their unique retail and fuel network needs.
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Maxime Beauregard-Palardy
Jade Osagie
Congratulations to JTI’s Future Leaders in Convenience Award Winners!
We are thrilled to celebrate MAXIME BEAUREGARD-PALARDY and JADE OSAGIE who have been recognized as winners of the FUTURE LEADERS IN CONVENIENCE AWARD! Thank you for your outstanding efforts in driving excellence and shaping the future of our industry.
FLICC
CINDY HASSAN
JASON HANDS
Category manager Sunoco LP
Joining Parkland (now Sunoco) straight out of university, Jason Hands quickly distinguished himself by taking on a range of categories and initiatives across the business—meeting each one with focus, drive and measurable success. Hands currently oversees general merchandise and service categories, and of his many career highlights, he is most proud of supporting the launch of a new loyalty app in the Canadian market. “Being a member of that project team, working collaboratively with so many amazing colleagues and vendors to build something used by millions of Canadians, was very rewarding and memorable,” he recalls. “I value how connected the convenience industry is to our local communities and how we impact the daily lives of so many people. To be able to serve our communities, our customers and to see our work in action at the local convenience store is what drives me every day.” While each day presents its own set of unique challenges, Hands is always determined to meet things head-on. “I approach them by collecting and understanding the available facts, evaluating the options thoroughly and not being afraid to ask for advice when needed,” he says.
Senior sales coordinator - retail sales and operations Petro-Canada, a Suncor Business “My biggest challenge—and proudest accomplishment—has been building a meaningful career at Petro‑Canada while being a mom,” says Cindy Hassan. “Balancing both roles has taught me empathy, resilience and what compassionate leadership truly means. Learning to lead with understanding and patience—the same qualities I value at home—has shaped how I build
relationships and support others at work. That approach has really come to life in my work with the Petro‑Canada dealer channel.” One of Hassan’s greatest career highlights has been building trusted, long‑term partnerships with dealers based on respect, collaboration and genuine care. “These connections are about more than business results; they’re about shared growth and mutual success. Seeing our dealers thrive and being part of their growth has been incredibly rewarding,” she adds. “I’m proud to work for a truly Canadian brand. As the world continues to evolve— with technology, AI and constant change—I believe compassionate leadership matters more than ever. It reminds us to never lose sight of our humanity, because people and relationships are what drive sustainable success. These are things no algorithm can replicate.” Hassan is inspired by the next generation of leaders who strive to align their work with their values around sustainability, inclusion and community. “Those principles guide how I lead and reflect the future I see for Petro‑Canada: grounded in purpose, driven by people and powered by connection,” she says.
CELINA HERNANDEZ
Key account manager PepsiCo Beverages
An experienced leader with strong sales success, Celina Hernandez has enjoyed bringing new products and programs to the market this year. “It’s been a highlight to be involved at every stage including development and commercialization, iterating with our partners to meet their business needs and collaborating with our frontline team to execute in stores,” she says. “Nothing is more rewarding than seeing our consumers excited and engaged with our products. Being able to work on new solutions, products and programs that address people’s changing needs is an exciting challenge.” Early in her career, Hernandez led a team of dedicated field sales representatives and when the pandemic hit in 2020, she faced her biggest challenge: supporting the team though the difficult and unprecedented period. “What I found most effective was leading with empathy and trust, which empowered my team to adapt and achieve strong results,” she says. Through her leadership, collaboration and innovative thinking, Hernandez helps deliver growth and operational excellence in one of PepsiCo’s most important channels. During the eight years she’s worked in the consumer packaged goods space, her deep expertise and strategic mindset have made her a trusted partner for her customers.
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HANNA KAMIL
Senior financial analyst Nestlé Canada Inc. Hanna Kamil thrives in the fast-paced environment within the convenience channel that continuously adapts to consumer needs. “The dynamic setting challenges me to grow and develop. Working in this business requires agility and strategic thinking as I engage with a diverse range of stakeholders,
fuelling my passion to make a meaningful impact,” she says.“I take pride in the resilience and collaboration I observe with my team daily—it inspires me to continually improve.” Kamil has enhanced operational efficiency by simplifying agreements and payment processes to meet the needs of Nestlé’s convenience and gas customers. “By establishing strategic partnerships with both internal and external stakeholders, I’ve closed gaps and nurtured positive relationships. My expertise in financial analysis has also enabled me to guide discussions on strategic investments, ensuring optimal resource allocation for significant growth,” she notes. In addition, she appreciates working for a company that values inclusivity and seeks to understand diverse perspectives. “At Nestlé, the various Employee Resource Groups under the DE&I initiative create a supportive and inclusive community that celebrates individual differences. This focus is crucial so early in my career, as it not only contributes to my personal development but also promotes collaboration and innovative thinking,” says Kamil.
ERIC KAN
Key account manager – convenience Molson Coors Beverage Company Eric Kan manages promos, contests and growth strategy for the company’s largest convenience customer, Circle K. He was instrumental in transforming Molson Coors’ business model to adapt to the expansion into the convenience channel, building business plans, fostering relationships with prospective customers and running multiple banners at once. “Over the past year, I had the pleasure to lead Molson Coors through the expansion of beer, cider and RTD in the convenience channel,” says Kan, adding this work culminated in a proud moment during the Convenience Industry Council of Canada Summit in September, when Molson Coors was recognized as Outstanding Partner of the Year. “I value the external relationships we build; partnering with customers and stakeholders toward shared goals creates a sense of alignment and purpose that makes the work incredibly rewarding. It’s a dynamic industry that constantly pushes you to grow and adapt.” Navigating the expansion of alcohol sales in convenience has been Kan’s greatest challenge. “With the industry changing rapidly, every day presents a new puzzle. Adapting quickly and being bold in decision-making has helped me succeed—and made the journey incredibly rewarding,” he explains. “As I continue to build my career, values like sustainability, DE&I and community building are increasingly important. At Molson Coors, inclusion and belonging are at the heart of our culture. I feel safe and empowered to bring my true self to work.” CCentral.ca
KIRANDEEP KAUR
Site manager & dealer Circle K | Alimentation Couche-Tard
Kirandeep Kaur, who is both a site manager and independent store dealer, rose through the convenience-gas ranks quickly, starting as a part-time cashier. Today, she manages several high-profile store locations to ensure their overall success, implements corporate programs like new foodservice initiatives and engages with the local community to support Circle K’s values and reputation. Known for transforming underperforming stores by focusing on cleanliness, visual merchandising and team morale and leadership, she demonstrates innovation and a strong commitment to the company, the industry and her community. Kaur is described as having an uncanny ability to rally a team, set high standards and deliver results, which speaks to her natural leadership and operational acumen. She has earned the trust and respect of her team, peers and district leaders, and is often chosen to oversee high-profile stores. Since coming to Canada as an international student with a nursing background, she has made a big impact in the industry, while also empowering others, improving the business, and representing the best of what the convenience-gas industry has to offer.
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FLICC
KAYIN KELLY
Founder and CEO Vendture Group
Kayin Kelly is reshaping Canada’s unattended retail landscape. He leads Vendture Group’s strategic direction, while building partnerships, overseeing business development and introducing innovative services that support vending and automated retail operators nationwide. From equipment leasing and location brokering to launching branded vending activations and facilitating high-value route deals, he has become a central force in modernizing the industry. He also co-leads Vendtelligence—a podcast and education platform designed
to empower the next generation of vending and automated retail professionals. “My biggest career highlight would be launching our podcast,” he says. “With Vendtelligence, we aim to provide the next generation of operators the information we never had.” Kelly pioneers branded vending activations in Canada, partnering with national brands and venues to deploy experiential machines offering everything from collectible trading cards to fully customized retail experiences. These projects blend gamification, automation and modern product marketing, opening new revenue channels for retailers and enriching consumer engagement. Recognized in Automatic Merchandiser’s 2025 40 Under 40, Kelly has built a reputation as an ethical, forward-thinking leader committed to sustainability, inclusivity and community. “I value the ability to help others put food on the table for their families. Times are tough and people need a side hustle to survive,” he says. “Vending is an excellent semi-passive business that anyone can run. I enjoy helping new people break into the industry and secure their financial independence. He credits boundary-setting, exercise and his support system for helping him balance multiple businesses while staying energized for what’s ahead.
DARREN KITTO
National account manager McCowan Design & Manufacturing Darren Kitto is being recognized for making a significant impact by driving growth, building strong national account relationships and delivering innovative solutions that help retailers stay competitive. He’s most proud of the partnership with a nationwide brand he assisted with, designing and completing hundreds of full-site renovations across Canada. “I helped manage this program and influenced the face of their global brand,” he explains. “I enjoy providing customers with solutions and am proud to work with them to come up with the perfect fit for their stores; it’s always exciting to piece together a unique or custom solution. Every site has its own complexities, and through practice and repetition with different scenarios, I’ve learned how to make changes on the fly and get to the finish line.” From coordinating large-scale programs to ensuring flawless project execution across multiple regions, Kitto leads by example with a forward-thinking approach. “I’m proud to work for an organization that invests in sustainability, supports its community and values inclusion— that kind of culture drives innovation and stronger relationships with customers and employees,” he says.
18 January | February 2026 Convenience Store News Canada
NICOLE LANG
Category manager MacEwen Petroleum | Quickie “What I love most about this business is the constant opportunity to learn, grow and push the boundaries. I enjoy finding ways to make things better, turning the perception that ‘nothing is perfect’ into a challenge: How can I make this even better?” says Nicole Lang. “While I am honoured to be selected for this award, the true recognition belongs to our front-line staff. Their dedication and hard work make our success possible, and I am proud to be part of their team.” Being part of a company that values community and diversity is important for Lang. “It is imperative to look beyond business results and remember the impact we can have on the people and communities we serve,” she explains. “Ongoing legislative changes and the prevalence of illicit trade have been a continuous challenge. Remaining adaptable and collaborating closely with cross-functional teams has been essential in growing our market share despite these challenges.” One of Lang’s greatest career accomplishments has been her long-standing involvement with the cadet program. “Having first joined as a cadet and later continuing as an officer, I have had the privilege of witnessing firsthand the incredible impact this program has on youth development. Seeing former cadets grow into outstanding leaders within their communities has been very fulfilling,” she says. CCentral.ca
when a coffee to go becomes an experience that stays. The A800 Fresh Brew is built for busy operators. With three bean options and fully automatic brewing, you’ll serve hot or iced coffee customers crave—fast. Boost sales, improve efficiency, and keep them coming back for more.
Approved Franke Partner www.dslinc.com
Congratulations to Francis Rainville Côté for receiving the 2025 Future Leader in Convenience and Car Wash Award! Francis stands out as a creative, visionary leader who tackles challenges from multiple angles. He consistently initiates new projects, setting the pace for others and inspiring his team to follow his lead. His dedication to coaching, combined with his genuine authenticity, creates an environment where people grow, collaborate, and deliver exceptional results across our organization. We are proud to celebrate this well-deserved recognition and look forward to seeing Francis continue to shape the future of our industry.
Mondelez Canada is proud to celebrate
Francis Rainville Côté Proxi retail network Director
JESSICA CHONG on receiving a 2026 Future Leaders in Convenience + Car Wash Award!
FLICC CASSANDRA LIEDKE
Corporate retail support McDougall Energy Inc.
Coming from a real estate background, Cassandra Liedke is now the main support for 19 retail sites. She’s proud to have played a crucial role launching a new back-office system for 16 sites. “As part of this system, I took initiative in creating a new inventory management process to monitor each site to ensure targets are met and variances are investigated thoroughly,” she explains. “With the implementation of a bespoke ERP system, I played a leading role in the development of a reconciliation app designed to accompany the new inventory management process. I provide training and on-going support to all site managers and supervisors.” Liedke values the knowledge gained by working with a diverse, experienced team and with cross-functional departments within the organization. “I’m proud to work for a company that values both the internal members of the organization and the external community in which we are located,” she says. “Being the first point of contact for all back-office and inventory related issues, my biggest challenge is taking charge of learning and self-educating on the backoffice system beyond standard training. Working with managers and supervisors to effectively resolve queries and share this knowledge with all team members allows me to overcome challenges within my role.”
TRAVIS MCCALLUM
Director of sales, Ontario Imperial Tobacco Canada | BAT Travis McCallum leads the company’s largest business sales strategy, manages key client relationships and drives performance across a high-performing sales team, delivering revenue growth, optimizing customer engagement and ensuring alignment between commercial goals and field execution. He has been instrumental in transforming the organization’s sales approach in the
convenience-gas channel, leading a strategic pivot that resulted in a 20% increase in revenue. McCallum says leading the talented, diverse sales team in Ontario has been the highlight of his career. “Empowering, supporting and unleashing the potential of our people is what makes this role so rewarding,” he says. “The biggest challenge most young leaders face is wanting to shape and own all aspects of the business, which can inhibit team development and doesn’t deliver growth. I’ve made it a priority to empower and trust my team by creating an environment where people feel ownership over their work and confident in their ability to make decisions.” McCallum says he’s proud to work with a company that prioritizes environmental and community values. “When a company is committed to responsible practices and creating inclusive spaces, it not only strengthens the work itself but also inspires people to bring their best. BAT has created a strong, value-driven culture that has motivated and empowered me to create a positive, community-centric culture for my team, and I’m proud of the work and community we have built.”
DYLAN MOLINSKI
Gas bar operations manager Red River Co-operative Limited Dylan Molinski has a passion for c-stores and drives people to their best by being hands-on, supportive and coming up with simple procedures to help keep the more than 45 sites he leads consistent. “One of my proudest accomplishments was leading a major dispenser upgrade project for Red River Co-op in 2024. We replaced 190 dispensers across 30 gas bars in under eight weeks, upgrading to Wayne Ovation II touchscreen models with TAPP-enabled payment,” he recalls. “It was a fast-paced rollout that required detailed planning and coordination with local contractors and national suppliers. I’m proud of how my team kept everything running smoothly with minimal downtime and service interruptions for our customers. It was a great example of how preparation, teamwork and clear communication can make a big project successful.” Molinski also launched the Co-op Car Wash App at Red River Co-op. “I worked closely with the app developers and our car wash team to bring it to market, set operational standards and manage customer communications. We refined the app based on user feedback before expanding it to other Co-op locations. Five years later, it’s still growing. I’m proud to have helped build something that continues to benefit Co-ops across Western Canada,” he says.
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JADE OSAGIE
VERONICA MORALES
Marketing specialist Sunoco LP
In 2025, as Parkland (now Sunoco) revitalized and rebranded its Journie Program, Veronica Morales oversaw the rollout of the enhanced loyalty program, ensuring that marketing collateral and activations were effectively developed and deployed across all retail. “I’ve had countless career highlights,
like supporting the launch of a new loyalty partnership where we hit 60% of our yearly targets in just one month, executing multiple high-impact campaigns and playing a key role in our loyalty program rebrand. Witnessing our strategy and efforts spark stronger customer connections and measurable growth has been incredibly rewarding,” she says. “This industry is never idle, much like the customers we serve. It’s constantly pushing us to innovate, adapt and think creatively. There’s a real sense of pride in knowing our work fuels both communities and everyday journeys.” Sustainability, community building and DE&I aren’t just checkboxes to Morales; they’re essential. “Working for a company that truly lives out those values has given me a strong sense of purpose, belonging and the confidence to grow while contributing meaningfully,” she says. “Supporting with budget management of an eight-figure budget was a true challenge for me, as finance is outside my comfort zone. Learning to balance creativity with financial discipline taught me how strategy and structure can co-exist.”
BEN OPPENHEIMER
Controller, retail operations MacEwen Petroleum | Quickie Overseeing all financial aspects of store performance, Ben Oppenheimer ensures accurate reporting, budgeting and forecasting, while managing cash and inventory controls and enforcing compliance with financial regulations and internal policies. He also motivates a finance team to continuously improve and become more efficient. “We acquired and integrated a business recently; it was a major highlight for me to work with so many great people across the two organizations towards a common goal,” says Oppenheimer. “Change management, especially when it comes to people, is difficult. I found what works best is an open, honest approach towards communication. Once people are informed and bought in, it makes the process much easier.” Oppenheimer is known not just for keeping the company’s financial goals in mind, but also for embracing the people aspect of the business and demonstrating compassion for retailers. He establishes clear goals and solves problems creatively while focusing on the human aspect. Oppenheimer has been described as a hard worker, who ensures all cross-functional partners understand the financial part of the job, and he coaches those around him to make the best-informed decisions. “I’m lucky to work for a company that treats people fairly, and I see community, DE&I and other initiatives as an extension of this core value,” he says. CCentral.ca
District sales manager, British Columbia/Manitoba JTI-Macdonald Corp. Stepping into her district sales manager role, relocating to Vancouver and learning a new customer base was both a professional and personal milestone for Jade Osagie. “Leading two provinces, developing my management style and adapting to a new market strengthened my leadership and shaped who I am today,” she says. “It was a steep learning curve, but I leaned heavily on my team and remained open to learning from their experience and insights. Their support and dedication helped me adapt quickly and succeed in this new environment. Overcoming that challenge reinforced how powerful teamwork, adaptability and mutual respect are. I’m proud of how my team continues to show resilience and excellence in a challenging industry—it motivates me every day to lead by example and celebrate every win, big or small.” Osagie values seeing how JTI’s portfolio continues to evolve and how those innovations strengthen partnerships her team has built with customers—ones based on trust and collaboration. “What makes me most proud is witnessing my team go above and beyond for our customers. That commitment reflects our culture, where teamwork and customer focus are at the heart of everything we do,” says Osagie, who oversees 10 reps across Manitoba and British Columbia, while driving regional sales performance, coaching the team and ensuring strategic territory coverage.
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FLICC NIDHI PATEL
Operations coordinator Ding Mart Convenience Nidhi Patel values the sense of purpose and community working in this industry brings. “In today’s world, finding stable, meaningful work can be challenging, so I’m grateful and proud to contribute to a business my parents built from the ground up. It’s rewarding to see how our work can make a small but positive difference in people’s lives,” she says. One of Patel’s proudest accomplishments has been using her tech-savvy skills to modernize operations at the store in Ajax, Ont. “I introduced more efficient, technology-driven processes that made daily tasks easier for both my parents and customers. It’s rewarding to see how my small improvements have helped the business run more smoothly, strengthening our connection with the community,” she explains. Patel, who has a background in human resources, believes values like sustainability, community building and diversity, equity and inclusion are very important in today’s workplace. “As someone starting my career, I want to be part of organizations that care about making a positive impact on people and the environment,” she says. “Community has always been a big part of my life through my family’s business, where we serve and support people every day. I’ve seen how inclusion and kindness create trust and stronger relationships. So, as I build my career, I want to contribute to workplaces that reflect those same values and help create an environment where everyone feels respected, supported and valued.”
FRANCIS RAINVILLE
Director of operations Proxi network east Harnois Énergies
Overseeing a network that includes six territory managers and approximately 70 stores, Francis Rainville always demonstrates persistence, creativity and determination, while building strong relationships and putting people first. Becoming director of operations after only five years in the industry has been a major milestone. “I had no prior convenience-retail background, so rising quickly into a director role is something I’m proud of,” he says. “But what I value most is the team culture we’ve built
along the way: a high-performance group that delivers strong results while genuinely enjoying working together. Achieving that balance between expectations, accountability and happiness at work is the accomplishment I’m most proud of.” Rainville enjoys working for a fast-growing, family-owned company that offers the resources of a large organization with the agility of a smaller one. “That balance allows me to have a real, immediate impact, supporting our store teams, improving the customer experience and seeing the results directly in our communities,” he explains. “I love knowing that the work we do every day truly makes a difference to thousands of people who walk into our locations.” For Rainville, leadership is rooted in authenticity, respect and collaboration. “Community building starts within our own teams, creating an environment where people support one another, share best practices, and grow together. When people feel valued, included, and supported, and when the bar is clear, they naturally deliver a better experience to our customers and communities. These values guide my approach every day.”
VANESSA RAKOVITIS
Key account manager Mark Anthony Brands | Declaration Wine & Spirits With beverage alcohol expanding into new retail channels across Ontario, Vanessa Rakovitis has developed strong partnerships with key convenience stores for Mark Anthony Brands and Declaration Wine & Spirits. “What I enjoy most about working in the alcohol industry is the mix of creativity, culture and consumer connection,” says Rakovitis. “Ready-to-drink beverages aren’t just products—they’re tied to celebrations, storytelling and shared experiences. I love being part of an industry that blends craftsmanship with brand building. I’m proud to work in a business where quality, heritage and innovation all matter.” Having Rakovitis lead the company’s expansion into the c-store channel brought a significant increase in volume for its ready-to-drink portfolio, allowing the brand to reach new customers. She is most proud of becoming a mother while continuing to grow professionally. “Helping lead the growth of RTD beverages within the Ontario convenience channel has been a defining milestone in my career,” she explains. “Introducing our brands to a new retail environment, building partnerships and watching the category gain momentum has been incredibly rewarding. My biggest challenge has been balancing competing priorities while consistently delivering results. I overcame this by focusing on building strong relationships, understanding my customers’ needs and being proactive in problem-solving.”
22 January | February 2026 Convenience Store News Canada
CCentral.ca
Congratulations to
TRAVIS MCCALLUM
and all the other 2026 Future Leaders in Convenience + Car Wash Award Winners!
KIRANDEEP KAUR
Store Manager Central Canada
Congratulations to this year’s Future Leaders in Convenience + Car Wash, especially our own! These talented team members are making a lasting impact, and we are proud to recognize and support the exceptional talent across Canada!
BRUNO ELEMOND
Fuel Operation Manager Eastern Canada
Morgan Arnelien Senior Manager, C-Store Category Development
Play to Win! PAULINA DENG
Facilities & Construction Director, Western Canada
Congratulations to Morgan for being a 2026 Future Leaders in Convenience + Car Wash Awards winner!
FLICC KARA REGO
Senior marketing and communications specialist &Back Coffee At &Back Coffee, Kara Rego develops and executes marketing strategies across all channels to produce meaningful, value-driven storytelling. “Building our D2C platform allowed us to connect directly with a more values-driven audience, especially young consumers and women who care deeply about sustainability and authenticity,” says Rego. “I loved the challenge of reaching people who want their purchases to reflect their principles and finding creative ways to tell that story.” Rego developed &Back’s multichannel storytelling strategy that highlights how every cup supports women coffee farmers and sustainable farming practices, so customers can share this commitment with their own audiences. “I love knowing my work makes a real impact—every project I work on helps support women coffee farmers and their communities. That sense of purpose is what motivates me and makes me feel proud every day,” says Rego. “My generation is reshaping how businesses operate because we expect our values to be visible in what we buy, where we work and the brands we support. “I want to help industries like convenience and gas better understand the importance of connecting with my generation’s values because when they do, it helps create more opportunities and impact for women in need.” Rego is proud to be a woman of colour in a male-dominated industry, working on projects that uplift others: “That representation, and the impact it creates, reminds me why this work matters and motivates me to keep pushing forward.”
STEVE SCHULTZ
President Complete Distribution Services Ltd. Having grown up in the convenience/distribution business his parents started—PA Fine Foods—Steve Schultz’s path to success was paved with hands-on hard work. He joined the team in 2005, learning the business from the ground up. Since purchasing the company from his parents in 2021, Schultz has expanded it throughout Western Canada, continually seeking ways to improve service to his customers by modernizing and growing the business.
“When I was promoted to management in 2013, we were still following the ‘pack and peddle’ method where a driver/salesman loaded his truck as a travelling warehouse with speculative inventory to try and fill our clients’ needs,” recalls Schultz. “Today, we operate using a pre-sell method where our territory managers place the customer’s orders at store level and they are fulfilled from our central warehouse. Our drivers depart with the orders pre-picked to meet the client’s exact needs. Sales increased substantially with our legacy customer base when we changed our methodology, and we have been able to offer significantly increased product assortment to our customers.” Schultz values the close, mutually beneficial relationships built over many years with his customers. “Maintaining and developing existing and new vendor relationships is also rewarding and enjoyable,” he says. “Our operating model is unique within the industry, where we’ve paired traditional distribution services with value added market execution capabilities. When I explain our role in the market to new customers and vendors, it brings me a great sense of pride and accomplishment.”
VIVEK SINGH
ARL & owner/director 12936381 Canada Inc. A/O Petro‑Canada, a Suncor business With four FLICC nominations, there’s no doubt Vivek Singh’s industry peers see his tremendous value and accomplishments. After starting as a front-line employee, he rose quickly to team lead, site manager and operator of two successful c-gas locations, each with QSR restaurants, overseeing day-to-day operations, financial performance and customer service. “I felt truly grateful for the opportunity to lead my own Petro‑Canada site in 2021. It’s been a wonderful journey since I started as a GSA in Dorchester, Ont. and I have always believed in Petro‑Canada’s goal of energizing lives and supporting the communities we serve,” says Singh, who stepped into the ARL role in 2024, supporting multiple sites in the Maple, Ont. area, which feature A&W restaurants. “Over time, regular customers start to feel like family, and being able to mentor others as I was mentored has been very meaningful. In such a fast‑paced industry, staying connected to the community and supporting one another makes a real difference.” Leading larger teams while balancing multiple responsibilities and the art of delegation proved challenging. “I learned to listen, build trust, and create an environment where everyone feels supported. With the help of mentors and by keeping communication open, I have grown as a leader and helped others grow along with me,” he explains.
24 January | February 2026 Convenience Store News Canada
CCentral.ca
DEAN STAIKOPOULOS
National account manager
LSI Enterprises Canada Jack Link’s “The convenience and gas business is all about the ability to adapt to the ever-changing environment, and my biggest accomplishment has been leading national account strategies that drove double-digit growth and strengthened long-term partnerships with key retailers. Seeing those results translate into measurable market share gains has been a proud moment,” says Dean Staikopoulos, who values connections made with vendors, coworkers and mentors. “They’ve brought me to where I am today and significantly impacted my professional journey.
Companies that prioritize sustainability and inclusivity create stronger teams and better serve customers. For me, aligning with organizations that invest in these areas is non-negotiable—it reflects the kind of leadership I aspire to.” Managing national accounts, strategy, promotions and merchandising placement, Staikopoulos integrated into the Jack Link’s team in the last year, growing the 7-Eleven business with an EDLP strategy and developing solid relationships with PetroCanada, Shell and 7-Eleven. Driving growth in Canada’s highly fragmented and competitive convenience channel, which includes over 11,000 retailers, has been an interesting challenge for Staikopoulos. “Aligning national strategies with regional execution while adapting to changing consumer behaviours continues to be complex,” he explains. “I addressed this by using data to pinpoint high-impact opportunities, creating agile account plans, and maintaining strong retailer relationships. This approach led to measurable results and strengthened our position as a trusted partner in the channel.”
UDAYA LALITH ROHITH SUNKARAPALLI
Assistant manager Express Auto Wash
Udaya Lalith Rohith Sunkarapalli, who was nominated four times for this award, has been leading the successful stabilization and growth of the Kamloops Express Auto Wash location, while managing a system-wide software transition. “Being the key point of operational expertise during this change, I guided multiple teams through the transformation while maintaining exceptional wash quality, customer satisfaction and workflow efficiency. It was a defining moment that tested my ability to lead under pressure, drive innovation and deliver results without compromising service standards,” he says. Sunkarapalli joined the company in 2022 as a car wash attendant, and thanks to his hands-on, customer-first approach, he quickly advanced to more challenging roles. The car wash industry moves fast, he adds, noting it’s the people and purpose that make it rewarding. “Every wash is an opportunity to provide convenience, consistency and care for our customers while contributing to a cleaner, more sustainable community,” he explains. “I believe great teams create great experiences. At Express Auto Wash, we’re a diverse, inclusive group that supports each other like family. We take pride in delivering an eco-friendly, high-quality wash while ensuring every customer leaves with a better car—and a better day.” CCentral.ca
SEAN SWANNEY
Branch manager Keller Equipment Supply Ltd. Sean Swanney has been described as a young, driven manager making a real impact in the industry. Starting in the warehouse gave him a clear understanding of how petroleum sites are built and operated, and moving into inside sales helped him learn how to solve customer challenges and develop practical solutions to address them. “That foundation has been key to how I lead teams and support customers effectively today,” he explains. “What I value most about this business are the relationships I’ve built with customers and suppliers. I take pride in understanding my customers’ needs and being able to bring together the right combination of suppliers to deliver effective, reliable solutions. Seeing those partnerships create real value for everyone involved is what makes this work rewarding.” Sustainability is a core motivating factor in how Swanney approaches his career path. “As our industry evolves, it’s our responsibility to lead with solutions that help customers stay ahead in evolving energy sources and solutions. It’s not just about meeting today’s needs but building a foundation for future energy requirements and regulations,” he says. In a time of change, with new technology, evolving regulations and the need to attract and develop the next generation of talent, Swanney has stepped up to mentor the next generation through his work as a board member with the Alberta Petroleum Storage Systems Contractors Association (APSSCA).
Convenience Store News Canada January | February 2026 25
FLICC MARIE THIFFAULT
CEO, founder Sunii Energy Inc.
Landing a national launch with Circle K Ontario was a huge milestone for Marie Thiffault. In just one year, she turned Sunii from a simple idea into a fastgrowing Canadian brand that’s gaining real traction in the convenience industry. “Having a major retailer believe in Sunii early on while we’re such a young brand is incredibly validating. It’s proof that our vision and product resonate beyond our local community, and that a small B.C.born idea can grow into something much bigger when you stay consistent and trust what you’re building,” she says. “I love that I get to build something that means something. Sunii isn’t just caffeine in a gum; it’s this little piece of sunshine that helps people push through when their brain says, ‘nope.’ I’m proud that we’ve created a brand that reflects how I want people to feel: motivated, alive and capable of more. I want Sunii to stand for the kind of energy I believe in—one that connects, uplifts and gives back.” Thiffault says she’s not trying to build the biggest brand, just one that’s most authentic. “Whether it’s working with local ambassadors in the Sea-to-Sky, using local manufacturers, or simply showing real, diverse humans in our content community, is the core. We live in a society where it’s so hard to feel authenticity and I want to make sure that’s what people feel.”
AUSTIN VAZ
Marketing manager, food and beverage brands 7-Eleven Canada Though he joined the company just a year ago, Austin Vaz has already proven to be a valuable leader, heading up marketing for 7-Eleven Canada’s proprietary food and beverage programs and managing well-known brands like Slurpee, Big Gulp and Big Bite. “I’m very proud of building our 2026 Fresh Food and Beverage Marketing strategy. The
company prides itself on being customerobsessed, so having the freedom to research customer needs and pitch bold, disruptive ideas gave me the motivation to produce my best work,” says Vaz. “I find immense joy in creating products and experiences that bring joy to young people. A Slurpee always brought a smile to my face as a kid, so I’m glad I get to help bring those feelings to today’s youth.” Vaz says overcoming imposter syndrome early in his career was his biggest challenge, and he values companies that promote diversity. “I made a fundamental shift to believe in my ability to do the job and make real, impactful change. This belief has allowed me to excel in my career and exist in spaces with the most seasoned marketers as equals,” he explains. “It shows the younger version of myself that someone who looks like me can thrive in important roles. I don’t think about what DE&I can do for my career, but rather how it can inspire young people to chase after their aspirations.”
NIKKI WARNER
Product & marketing manager Strategic Retail Partners Canada Working creatively with other industry leaders to develop exclusive merchandise from concept-to-consumer has been exciting, rewarding and fun for Nikki Warner. Described as a rising leader whose ability to anticipate customer needs and transform them into market opportunities is redefining the way the convenience and gas industry connects with its communities, she plays a pivotal role connecting customers with trend-right products and merchandising solutions for their stores. Warner supports everyone from national brand category managers to independent store owners, handling a catalogue of more than 4,000 different general merchandise products. “I value being a part of a team that develops high-quality merchandise, designed by Canadians for Canadians. I pride myself in listening to the needs of the customer and sourcing the right product for the right time,” she says. “I’ve been incredibly lucky to work at SRP Canada where I’ve been mentored by forwardthinking leaders who have encouraged me to take charge regardless of age, gender or race. Diversity in the workplace is essential to catering to the Canadian consumer.” Warner was a key project lead for the launch of SRP Canada’s products beyond the convenience channel into grocery and drug. “This required breaking new ground with complicated vendor-onboarding and listing procedures that I had to teach myself how to execute. You can achieve anything when you do the reading,” she says.
26 January | February 2026 Convenience Store News Canada
CCentral.ca
Congratulations to Eric Kan on winning the Future Leaders in Convenience & Car Wash Award! This achievement is a true reflection of your hard work, vision, and commitment to excellence. Your ability to build strong relationships and deliver results has not only driven success for the business but also inspired those around you. We’re thrilled to see your efforts recognized on such a big stage and couldn’t be prouder to have you as part of our team.
dslinc.com
Congratulations STEVE! Your leadership continues to set the standard for excellence. By always leading by example, you inspire the Complete team to strive for greatness and position us as true leaders in the industry. Your unwavering focus on our customers ensures that every decision and action drives value and strengthens our reputation.
Thank you for your dedication and for pushing us all to be better every day.
Congratulations, Colten Bishop and all the other winners for receiving the 2026 Future Leaders in Convenience + Car Wash Award!
TRENDS AND OPPORTUNITIES
2026 OUTLOOK
Leaders from across Canada weigh in on the issues, trends and opportunities shaping their businesses and the channel
Stephen Bown
VICE-PRESIDENT SALES— CONVENIENCE RETAIL
COCA-COLA CANADA BOTTLING
At Coca-Cola, we are confident and enthusiastic about the opportunities 2026 will bring. This year promises iconic Canadian moments—from the Winter Olympics to Stephen Bown FIFA—that will unite fans and consumers through their shared passion for sport and connection. These events are more than milestones; they represent strategic opportunities for convenience stores to deliver joy and create memorable experiences. With comprehensive 360-degree strategies and an unwavering commitment to flawless execution, we are prepared to help retailers capture this excitement and trans28 January | February 2026 Convenience Store News Canada
late it into incremental growth. Innovation will be a key element to this vision. Shoppers can look forward to variety in package sizes, on-trend flavours and options aligned with wellness trends. To support this, we are implementing omni-channel programs designed to engage consumers wherever they shop—online or in-store. Working closely with our partners, we will energize the store with activations and programs that resonate with today’s consumers and elevate the shopping experience. Convenience stores remain a vital growth channel, uniquely positioned to serve on-the-go shoppers who prioritize speed, accessibility and variety. Coca-Cola is committed to driving success for retailers by increasing traffic, building baskets and enhancing purchase frequency. Guided by shopper insights and executed with precision, our goal is to deliver value and excitement, while driving sustainable growth for our retail partners. CCentral.ca
SHUTTERSTOCK, GANNVECTOR
BY TO M V E N E T I S
Michael Bonelli
SENIOR VICE-PRESIDENT, SALES AND TRADE MARKETING IMPERIAL TOBACCO CANADA
Retailers have always been empowered to provide adult Canadians with regulated products, such as lottery tickets, alcohol and cigaMichael Bonelli rettes. In 2026, convenience stores will go beyond their traditional role; they will become key partners in Canada’s journey towards smoking cessation. These small businesses are uniquely positioned at the heart of communities, combining trust and accessibility with a proven track record of responsible sales. By enforcing age verification, upholding provincial regulations and offering legal, regulated products, they can help lead a shift towards innovative solutions that support adult smokers to quit. That’s why the current situation makes zero sense. Zonnic, Canada’s first nicotine pouch authorized by Health Canada as a nicotine replacement therapy (NRT), was designed to help adult smokers quit. It was originally approved for sale alongside other quit aids, like patches and gums, and made available where smokers buy their cigarettes: convenience stores and gas stations. When Zonnic was sold in convenience stores, the positive impact was impressive. Smokers were switching, retailers were supporting and public health outcomes were improving. Then, a federal ministerial order was issued, forcing Zonnic off convenience store shelves and behind pharmacy counters. Overnight, access was restricted, pharmacists were burdened and retailers lost a regulated product that supported both their business and their customers’ quit journeys. As we look to 2026, it’s time to restore balance and logic. We hope this restrictive trend will be reversed so that authorised cessation products like Zonnic can once again be sold in regulated retail environments. The government has an opportunity to reaffirm a tried, tested and trusted approach, one that allows convenience stores to continue supporting adult Canadians on their smoking cessation journey. Let’s work together to make them part of the solution and accelerate progress towards a Smokeless Canada by 2035.
Roberto Caruso
DIRECTOR, REAL ESTATE & CONSTRUCTION AISLE 24
As we head into 2026, Canada’s convenience retail sector is evolving rapidly, driven by shifting consumer habits, economic pressures and the convergence of convenience, technolRoberto Caruso ogy and real estate. The sector is not only highly competitive among traditional convenience players but also faces growing pressure from large-format grocery stores that are expanding into quick-trip and urban markets. Today, Canada is home to more than 15,000 grocery and convenience outlets, but consumer behaviour is shifting: more than 30% of Canadians now report difficulty accessing flexible shopping options, particularly after-hours or between major shopping trips. Aisle 24 is built for this future. We provide a 24/7, fully automated retail experience that gives customers the power to shop on their terms whenever a need arises. Whether it’s an item forgotten on a big-box grocery run or a spontaneous social event with more guests CCentral.ca
than expected, Aisle 24 offers immediate, local access to essentials without the lineups or closing hours. One of the most powerful trends shaping 2026 is the rise of frictionless retail as an amenity, particularly within urban developments, residential towers and student housing campuses. Developers and campus operators are increasingly integrating retail amenities into real estate projects to improve tenant experience and activate underutilized square footage. According to recent data, more than 55% of new multi-residential or campus developments in Canadian cities now include or plan to include on-site smart retail options. These frictionless formats are becoming expected lifestyle features, not perks. Aisle 24 fits seamlessly into this trend, delivering a turnkey, no-staff solution that supports both resident needs and building performance goals. At the same time, traditional franchise models have become increasingly rigid and capital-intensive, excluding many aspiring business owners. Aisle 24 is responding with a new licensing model that dramatically lowers the barrier to entry. It provides licensees with the full benefit of our technology platform, supplier partnerships and brand ecosystem without the overhead and operational restrictions of a traditional franchise. We’re putting entrepreneurship back in the hands of local operators, while scaling our national footprint. The shift toward “in-fill retail” and hyper-local convenience is accelerating. especially in high-density communities where time, access and flexibility matter most. Automation and self-service retail formats are forecast to account for 15% to 20% of new store development in Canada’s convenience sector by 2026, confirming that this is more than a trend; it’s a long-term shift. Looking to 2026, the winners in the convenience sector will be those who not only adapt but lead: delivering on-demand access, removing friction and building ecosystems that serve both consumers and partners.
Curtis Davison
VICE-PRESIDENT, GENERAL MANAGER, CANADA JACK LINK’S PROTEIN SNACKS
When we look at the new year, the biggest trend in food is protein and its presence on social media. If you walk into any retail stores or search online, you’ll see more protein bars, Curtis Davison high-protein food offerings and protein being added to certain beverages and even cereals. Much of this is being driven by the growing social media popularity of high-protein diets and amplified by the growing popularity of GLP-1 drugs requiring higher protein consumption. Here at Jack Link’s, we like to think of ourselves as the original high-protein snack, a provider of high-quality protein products like our beef jerky and we are well positioned to support consumers on this trend. We plan to innovate beyond our core jerky and meat stick products into new forms and formats that lean into better-foryou high-protein snacking and you will learn more from us on our social media. Our social [media] presence will be amplified through our global partnership with Mr. Beast (Jimmy Donaldson) who has more than 500 million followers on YouTube alone. This partnership will see us launch a new line of co-branded meat snacks, known as Beast Packs. Look for our products to be featured in his upcoming Beast Games 2 coming soon to Amazon Prime and in stores now across all retailers in Canada. Convenience Store News Canada January | February 2026 29
Jeff Dafoe
Michael Howe
PREMIER BRANDS, LTD.
WASHLINKS
PRESIDENT
Ontario’s evolving beer market is rewriting the rules for consumers, retailers and suppliers alike. What was once a tightly controlled, dual-channel environment has become one of the most dynamic categories in Canadian Jeff Dafoe beverage retail—defined by accessibility, variety and innovation. For consumers, expanded retail access via the convenience channel has transformed beer purchasing from a planned occasion into an impulse opportunity. Assortment, access and affordability are expanding consumption occasions. For retailers, beer is a growth engine. With deregulation, C&G stores now view beer as a traffic driver that increases basket size and margin contribution. And the future is bright—retailers can benefit from forthcoming logistics optionality, improved category management and data partnerships to optimize profitability, shelf performance and enhance customer experience. For suppliers, success no longer depends strictly on scale—innovation, whether in packaging, ABV or flavours, is driving growth in this race-ready channel. Brands that integrate marketing, retail execution and digital storytelling are positioned to outperform legacy competitors. Ontario’s beer revolution represents more than a policy shift— it’s a commercial and cultural reset. Those who adapt to this consumer-centric marketplace will shape the next decade of beer in Canada. Viva la beer revolution!
Marc Goodman
VICE-PRESIDENT AND GENERAL MANAGER 7-ELEVEN CANADA
Value. Value. Value. If we thought the economy was challenging in 2025, then buckle up for 2026. Canadians are just starting to feel the impact of tariffs with rising unemployment Marc Goodman rates, rising consumer prices and an overall weakening economy. While we can likely expect further rate cuts in the new year, the bottom line is the state of the economy will continue to challenge consumers who have less disposable income and will be more choiceful on what and where they spend their hard-earned dollar. To win in such an environment starts with value, more specifically, competitive retail pricing. There’s long been an industry belief that customers are willing to pay a premium because of our convenient locations and hours of operations, and while that may have been true in the past, that is not the case today. Premium pricing is now synonymous with insult pricing. If we don’t adjust our pricing to meet customers’ needs, then we should expect to see lower traffic counts, lower unit sales and eventually fewer convenience stores, as customers change their shopping habits from our channel to shop more frequently at club and discount retailers. There are big opportunities for us as an industry as Canadians continue to look to pay less, while wanting to get more, without sacrificing quality, including entering or expanding one’s private brands assortment, giving customers choice versus only offering the higher priced leading national brands. It means adjusting your assortment to offer more bulk and larger package formats offerings versus singles. Opportunities are endless to attract the value seeking customer. 30 January | February 2026 Convenience Store News Canada
GENERAL MANAGER Developing a car wash is an expensive endeavour, however as time progresses, outside forces of the car wash industry are making it more and more of an uphill climb to success. At one time, it was easy to source property, confirm Michael Howe zoning and apply for permits. Today, however, it’s becoming increasingly difficult to find a suitable property for a car wash, while simultaneously finding a property that is in fact zoned for car wash. Depending on the municipality, exorbitant development fees are added to anyone applying to build a car wash. Red tape is gaining ground by the minute, and the industry is hearing that properties are taking up to three years or more to get a shovel in the ground. Environmental assessments become a critical component of a car wash approval and with it brings some significant compliance requirements when it comes to water. While the water may be plentiful, there are water discharge restrictions that come into play that limit how much you can put into the sewer system for treatment. This has spawned a growing reclaim water industry that adds an additional layer of cost and maintenance. Building a car wash is an expensive venture and when determining a budget for building and equipping, costs can fluctuate dramatically from the time of planning to the time of building and ordering equipment. The majority of car wash equipment is made outside of Canada and is sourced in U.S. dollars. Considering the amount of dollars involved, a five-cent swing in the Canadian to U.S. dollar can make a significant difference to a proforma. Couple the exchange challenges with looming tariff charges and it creates a perfect storm for car wash owners entering the industry for the first time. We don’t anticipate any issues with tariffs with goods coming into Canada, however, we have already seen a slight uptick in raw costs that have resulted in increased equipment costs at the manufacturing level.
Andrew Mackay PRESIDENT BG FUELS
As I booked a flight today and declined the optional cost of offsetting my carbon footprint, it struck me that what consumers say is important doesn’t always reconcile with their actions. We say we want modern gas stations Andrew Mackay with new dispensers that play video and accept all the payment options, premium grade fuels, high-end car wash packages, etc., because that sounds better than saying I’m cheap and will cut across three lanes of high-speed traffic or wait 20 minutes in line to save 4 cents per litre. We want the frills, but less and less of us seem willing or able to pay for them. The retail industry trend I believe will dominate 2026 and beyond is the pursuit of absolute lowest cost: a flight to frugality. Consumers will chase the deal, and that means less premium grade fuel sales, less high-end car wash packages, less convenience store purchases with built-in convenience price premiums, and a greater pursuit of immediate savings. Hoarding points for aspirational rewards is pointless if you can’t pay the rent. Expect that more and more Canadians will be tightening their belts until we see a clear path out of the economic malaise caused by the political chaos in the U.S. and the last decade of waste and ideCCentral.ca
ology-driven decision making in this country that has done little to invest in commercializing the resources with which we’re blessed. We’re facing an affordability crisis in this country, and only retailers with a relentless and ruthless focus on expense management will thrive.
Serge Nadeau
VICE-PRESIDENT - PROJECTS & DEVELOPMENTS GROUPE BEAUDRY
Our objective for the new year is very much on fresh foods and diversifying our food offerings for our many partners and their customers. For example, today’s convenience Serge Nadeau customers are very much looking for a wider variety of fresh and ready-made offerings to meet their needs throughout their day. As an example, we are going to be expanding our breakfast offerings in the new year with more sophisticated coffee offerings and a wider range of fresh-baked goods and breakfast sandwiches. Also, we are looking at offering unique cheeses and increasing the amount of fresh fruit. When it comes to beverages, we look in the new year to expand our offerings from a wider range of non-alcoholic beverages to meet today’s cravings for new flavours of the traditional drinks that everyone is familiar with. In Quebec, where it is very common to buy beverage alcohol at convenience stores, we plan to introduce a wider range of ciders and seltzers to appeal to younger consumers. In addition, we are working toward offering unique pairings of cheeses, meats and other foods with the wines and other beverage alcohol offerings that will be very appealing to customers.
Anne Nielsen
VICE-PRESIDENT, BRAND DEVELOPMENT HYDE’S DISTRIBUTION
One of the most significant trends poised to impact most markets and businesses in 2026 is the integration of artificial intelligence (AI). Companies are adopting AI to automate tasks Anne Nielsen and analyze data. While AI-powered analytics are helping make data-driven decisions, predict consumer behaviour and optimize supply chains, within our c-store environment, how we harness AI effectively is essential to our continued growth in 2026. We are a national distributor that pioneered using technology to drive communication and ease of ordering for our customers with our TONOL app. With rising manufacturer costs, we know that customers will be more selective, they will look for value and products that will turn quickly. Within TONOL, we are strategically leveraging AI to create operational agility and deliver value. We have changed our approach from a dollar discount on specific SKUs to “TONOL Reward Points” that can be used to reduce the total invoice. As we plan for 2026, the fusion of AI into our TONOL platform represents a new era of intelligent commerce. Personalization, automation and AI data insights will provide a competitive edge in this fast-evolving digital marketplace.
CCentral.ca
Mathieu Robillard
VICE-PRESIDENT, OPERATIONS, RETAIL NETWORK AND CARDLOCK HARNOIS ÉNERGIES
Price competitiveness will remain a central battleground for Canadian retailers in 2026. As consumers tighten their budgets, dollar stores are capturing disproportionate growth, Mathieu Robillard in some cases selling certain products below our own acquisition cost. A recent example illustrates this imbalance: a standard Kit Kat bar selling for $0.95 at a discount banner, while the wholesale cost for convenience retailers is actually higher than that. Something in that value chain no longer adds up. This phenomenon reflects a deeper structural shift. Four in 10 Canadians now say they only buy the essentials, and more than half actively seek discounts, promotions and private labels. For the convenience industry, this migration toward discount banners is a wake-up call. In the short term, convenience retailers must collaborate more transparently with suppliers and wholesalers to restore a sustainable value equation. But the real transformation lies ahead: we must accelerate the shift from transactional proximity to experiential destination. That means intensifying our focus on foodservice, leveraging technology to personalize the customer journey and delivering operational excellence that builds loyalty and trust. Price may win the day, but experience and trust will win the decade.
Anthony Ruffolo PRESIDENT
MCCOWAN DESIGN & MANUFACTURING
The Canadian convenience store industry has experienced change over the past 12 months. Some changes have precipitated growth, while some have formed headwinds; however, our industry is resilient and adaptable. Anthony Ruffolo Growth has come from the addition of beer and wine to stores in Ontario, bringing in new customer traffic and has strengthened our industry’s relationship with its customers. The additional revenue stream is allowing new c-stores to open and existing ones to grow. On the economic front, our industry has felt the impact of tariffs and has adapted to changing supply chains. Supply chains are becoming shorter with managers ensuring that projects can be executed through domestic manufacturing and are reducing reliance on imported fixtures. In the face of economic headwinds, convenience stores play a critical role for their customers by supplying necessities as purchasing habits change. We see the continued improvement of foodservice in the c-store industry and the addition of more grocery items. The formation of new communities in Canada has a greater focus on local, walkable stores that are accessible by foot. The Canadian convenience store industry is growing, dynamic and will play an ever more important role in the well-being of its customers: 2026 will surely be another exciting year. McCowan will be there to support growth and provide store fixture solutions to c-stores across Canada. CSNC
Convenience Store News Canada January | February 2026 31
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Hydration nation: Sports drinks With a focus on advanced hydration and functional ingredients that appeal to a wide audience beyond just athletes, sports drinks are booming, making c-stores essential partners for continued growth
Sports Drink
DIGGING INTO THE numbers, the period between 2019 and 2021 stands out. Sales of sports and energy drinks jumped by 50%, significantly outpacing growth in the overall non-alcoholic beverage market at just 19%. While current figures aren’t quite as dazzling, they remain impressive. It’s sunny days for the Canadian sports and energy drink category with 2025 revenue estimated at US$2.17 billion. According to Statista, that’s headed north, expected to reach US$4.4 billion by 2033. That’s a healthy increase of 8.2%. Add to this, the fact that Canada is ranked 15th among the 20 largest energy and sports drinks markets in the world, based on 2024 revenues. Fortunately, c-stores are perfectly poised to reap the benefits of consumers’ sustained thirst for hydration and performance beverages, making sports drinks a must-stock item in 2026 and beyond.
SHUTTERSTOCK, IVECTOR
Sophisticated consumers demand more “The sports drink category is evolving rapidly,” says Enrico De La Torre, commercial director, Electrolit. “Beyond traditional hydration, consumers expect, and are willing to pay, for more functionality from the products they purchase.” For him, two trends stand out— premiumization and rapid hydraCCentral.ca
tion. Rapid hydration is the fastest-growing segment, he says, driven by consumers’ desire for products that deliver functionality. Lifestyle integration also plays a role. “Sports drinks are no longer limited to athletes,” he points out. “They’re part of everyday wellness routines, appealing to gamers, office workers and social occasions.” Since joining Electrolit in 2022, De La Torre has learned that the Canadian market is highly dynamic, with the rapid hydration segment driving the largest dollar growth with growing distribution. “Rapid hydration delivers some of the highest sales per SKU compared to other premium hydration beverages in the category,” he says. Electrolit stands out, he says, because of the brand’s scientific formulation targeting electrolyte balance and rapid hydration. Its premium position has enabled the brand to achieve mainstream traction and make it the fastest-growing scaled brand in sports hydration. De La Torre expects strategic expansion of the brand, thanks to a new U.S. manufacturing facility opening in 2026. The new year will also see Electrolit going big with partnerships like the one with Aryna Sabalenka, world No.1 tennis player, and experiential campaigns focusing on lifestyle integration. Enrico De La Torre Meanwhile, at Cwench Hydration
(owned by Cizzle Brands Corporation), John Celenza, CEO & founder, is gearing up to bring innovative programs and partnerships to the c-store channel to stand out and drive consumer excitement. “Cwench as a brand has the ability to develop major initiatives with John Celenza our partners, athletes, and creators and our c-store partners will play a key role in bringing those moments to life,” he says. “Being present where consumers naturally go is essential for us and c-stores give us direct access to that everyday momentum. Convenience store stops are woven into everyone’s daily routines. They’re a core touchpoint in how people move through the world.” To drive interest, Cwench highlights its clean ingredients, balanced electrolytes that support hydration, low-calorie options and functional benefits, like recovery support, vitamins, or sustained energy without stimulants. It also focuses on authenticity to create a brand people love, drink and integrate into their lives, alongside taste and a brand identity that aligns with active lifestyles. To engage consumers, Cwench’s new limited-edition flavours will tap into what’s happening across the sports and pop-culture worlds for 2026. “These drops are built to spark hype, drive trial and keep Cwench at the centre of the cultural conversation through seasonal moments and collaborative tie-ins,” says Celenza. “Each limited-time offer will be brought to life with targeted retail displays, social amplification and athlete/creator activations.” Those initiatives help fuel sports drinks’ shift toward health-forward, performance-driven products. “Consumers aren’t just looking for basic hydration,” explains Celenza. “They’re looking for beverages that are authentic through being functional, clean and trusted by athletes.” He says that better-for-you formulations with low or zero sugar, balanced electrolytes, natural flavours and fewer artificial ingredients are top of mind for consumers. Athlete-led credibility also resonates. “Customers gravitate toward brands used, endorsed and validated by athletes who prioritize performance and authenticity, helping to showcase why we are an elite hydration formula.”
Convenience Store News Canada January | February 2026 33
CATEGORY CHECK BioSteel makes a bold return
BioSteel CEO and owner Dan Crosby is leading the company’s comeback with multi-tiered, comprehensive strategies and a top-notch team, highlighted by recent news that Marc Curcio has rejoined the company as chief business development officer. BioSteel was originally created by strength and conditioning coach Matt Nichol. “He developed the product because nothing on the market met the performance and health standards his athletes needed to perform at the highest level,” notes Crosby, who acquired the company in December 2023. “Every existing option was filled with unnecessary chemicals, artificial ingredients and sugars that didn’t belong in a professional athlete’s body. BioSteel was built to fill that gap and that same philosophy still drives everything we do today.” Crosby has big plans for BioSteel, including the introduction of Electrolytes Max, a higher-performance hydration formula designed for athletes who demand more from their hydration.” New launches will tie into the BioSteel Teams app. The company is rolling out new geolocation technology within the app to show users exactly where to find its products in local retail and convenience stores, driving realworld foot traffic directly to retail partners. Crosby calls it “a powerful bridge between digital engagement and in-store sales.”
Pleasure craft
Craft beverage maker Collective Arts is taking a fresh approach with its latest innovation by focusing on women consumers. Botany Energy is a better-for-you beverage made for the c-store customers who want to cut back on sugar and excessive caffeine. It features six SKUs with 120 mg caffeine (no taurine), schisandra and ginseng for functional energy. Collective Arts partnered with 7-Eleven Canada for an exclusive initial roll out. Toni Shelton, VP brand & strategy, says Botany Energy, a Toni Shelton sister product to Botany Adaptogenic Elixirs and Botany Waters, are a must-stock for c-stores. “Energy drinks are already top sellers in c-stores, and consumers are actively looking for healthier, lower-sugar, clean-label alternatives,” she explains. “Botany Energy fills that gap perfectly.”
is driving growth in ready-to-drink formats and hydration boosters that fit seamlessly into busy lifestyles.” BodyArmor and Powerade deliver what consumers want. BodyArmor provides better-for-you hydration with electrolytes, coconut water and has no artificial colours. Powerade delivers 50% more electrolytes than the leading sports drink to help athletes and active consumers replenish electrolytes lost through sweat. The duo has been a winning combination for Coca-Cola: The company has seen impressive growth in the sports drinks category. Together, Powerade and BodyArmor An ever-changing landscape have driven $3.7 million growth, according to for sports drinks Nielsen (for the period ending Oct. 18, 2025). Companies are highly attuned to shifts in Kioussis expects 2026 to be a milestone consumer preferences. “We are year for sports in Canada, thanks always listening to consumers and to global events like the Olympic adapting to shifting trends in active Winter Games Milano Cortina 2026 and functional hydration, and our and FIFA World Cup. “We anticipate portfolio reflects that commitstrong demand for sports drinks and ment,” says Soula Kioussis, chief related categories as Canadians rally commercial officer, Coca-Cola behind their teams and look for Canada Bottling Ltd. “Canadians hydration that fuels performance are increasingly intentional about and connection.” Soula Kioussis what they put into their bodies, Powerade is the official sports and this is shaping the sports drink drink of FIFA World Cup and will category in meaningful ways.” deliver limited-time offerings and celebraShe has noticed several trends in the cate- tory packaging. With soccer as Canada’s fastgory. “Beyond taste, functionality continues est-growing participatory sport and millions to rise in priority,” she says. “Consumers want expected to tune in, Powerade will connect products that deliver real benefits. As well, with fans through promotions and exclusive ingredient transparency. More consumers FIFA World Cup-themed activations. are reading labels and paying close attention Canadians can also expect to see BodyArto ingredients. People are also looking to mor’s refreshed packaging and exciting innobrands as a source of truth. They trust brands vations, supported by in-store activations and that are transparent and authentic in their marketing that celebrates the country’s passion claims. And finally, convenience matters. In for sport. The brand continues to build upon today’s hybrid world, convenience is key. This its newly launched visual identity and “Choose 34 January | February 2026 Convenience Store News Canada
Better” campaign, featuring Canadian icons Connor McDavid (Edmonton Oilers) and Vladimir Guerrero Jr. (Toronto Blue Jays). Coca-Cola Canada Bottling recognizes c-stores as a vital sales channel and a key growth driver for BodyArmor and Powerade. “It’s where we meet consumers in their moment of need: on the go, ready for hydration,” explains Kioussis. “And, as a proudly Canadian, family-owned business, we rely on strong partnerships to deliver consistent messaging and flawless execution. Success in c-stores starts with strong visibility and availability, including bold displays, cold ready-to-drink products and a full assortment that meets every consumer’s needs. Impactful promotions are essential, especially multibuys and limited-time offers (LTOs) tied to major events.” Between innovations and major events, 2026 is shaping up to be a big year for the sports drink category.”CSNC
Back from the brink
Two years after taking the helm, BioSteel CEO Dan Crosby talks to CSNC about his vision for the sports drink company Read the Q&A
Dan Crosby
CCentral.ca
LEADERSHIP PERSPECTIVE BY M A R C G O O D M A N
The business case for authenticity and doing what’s right
Why do we so often link doing the right thing in business to sacrificing financial gain? THERE’S A PREVAILING narrative that running a business sustainably demands dramatic, large-scale interventions that can be costly. Is it possible for convenience operators to incorporate sustainability into their business to actually drive performance? Sustainability initiatives should align with and reinforce an organization’s core values. The goal is to do what’s right for people and the planet—not as a gesture, but because it delivers business results. The companies that understand this will be better positioned in the long run. For convenience retailers, progress should focus on improving the quality of life for customers, employees and their communities. In practice, this means using less energy, reducing in-store waste, making responsible sourcing decisions and finding like-minded partners who can help advance your sustainability goals.
SHUTTERSTOCK, VECTORMINE
Why it makes good business sense
Doing the right thing in the convenience industry doesn’t have to be complicated, and it certainly doesn’t mean sacrificing the bottom line. In fact, research confirms that it pays to be socially responsible. Morgan Stanley’s inaugural Sustainable Signals survey found that more than 80% of global companies see opportunities for sustainability to drive stronger cash flows, higher profitability and higher revenue growth in the next five years. That being said, the broader economic climate is shifting. Ernst & Young writes that 2025 trade uncertainty and regulatory turbuCCentral.ca
lence has forced Canadian businesses to reassess their sustainability strategies. In today’s fractured environment, sustainability still matters and is clearly emerging as a requirement for market access, capital investment and long-term resilience.
Putting sustainability into action
Too often, organizations wait for regulation or societal pressures before taking action. The strongest organizations act because their moral compass and business acumen point them there, not because something forces their hand. 7-Eleven Canada takes social responsibility seriously. Consider our effort to reduce single-use plastic packaging. We’ve expanded our partnership with EcoTank, bringing refillable windshield washer-fluid dispensers to 34 locations across British Columbia and Ontario. Customers can refill their vehicles and pay at the dispensing unit, eliminating the need for individual plastic jugs. Refillable dispensers and the shift away from other proprietary plastic packaging avert extended producer responsibility fees, saving money for the business. We’ve invested in cleaner energy by expanding our EV-charging stations, and we introduced hydrogen fuelling in partnership with HTEC. We’ve also taken steps to cut food waste through our partnership with Too Good To Go, to redirect unsold food and reduce CO₂ emissions. As a destination for fresh sandwiches, 7-Eleven Canada is now moving to cage-free eggs, in support of more ethical treatment of hens. Our community partnerships reflect the same
approach. Our longstanding partnership with Food Banks Canada helps the noble goal that no Canadian goes hungry or thirsty, while our new partnership with the Children’s Miracle Network helps provide access to life-changing health care for children across the country. This is not about accolades. This is not about recognition. This is not about an asterisk in a sustainability report. Each of these actions ties directly into our brand promise to be the go-to destination for convenience customers—and doing so responsibly. Sustainability done right strengthens people, communities and business performance.
Authenticity is the multiplier
Our values matter and guide how we live and
work with others. Being true to those values creates a life with purpose. We act instinctively on them because it feels right. Businesses are no different. Many of them display their values in hallways or on corporate websites; but the real measure is whether those principles show up in everyday decisions. When a company’s actions match its messaging, customers notice—and they’re more likely to reward brands that reflect their own beliefs, interests and needs. Doing the right thing doesn’t detract from shareholder value; it strengthens it. At 7-Eleven Canada, we’d argue that authenticity is the multiplier to longer-term success. Doing the right thing is what’s best for our customers, our communities and our collective future. CSNC Marc Goodman is the vice-president and general manager of 7-Eleven Canada.
Convenience Store News Canada January | February 2026 35
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OCTANE CHARGING AHEAD BY TO M V E N E T I S
Reports of the death of EV are greatly exaggerated Credible data sources show the electric vehicle market is simply evolving IF YOU FOLLOW what often is posted on the Internet, Reddit forums or ‘experts’ on YouTube, you are under the impression that electric vehicles (EVs) are dying. You will come across many posts and videos claiming that consumers are in revolt, abandoning EVs and returning to gasoline-powered vehicles. Almost all will cite some random study or news item to prove that no one wants EVs and that all the claims about EVs were hype, or outright fabrications, driven by governments—or worse, ‘socialists’—to ‘force’ people to buy them and ‘bribe’ manufacturers to build them. To use a tired and now likely forgotten adage: Do not believe everything you read— or better, do not believe what someone on YouTube, Reddit or a self-proclaimed expert posts. Too often, it is bunk, based on anecdotal evidence, cherry-picked data and questionable reports from supposed ‘news’ sites. Still, it is not hard to see why this idea that EVs are dying is so prevalent right now. In Canada, much of this is driven by the recent news that General Motors is shutting down the BrightDrop electric vehicle assembly operations in Ingersoll, Ont. and Stellantis announcing that its battery plant in Windsor, Ont. will begin production of batteries for energy storage, and not for EVs as it said it would when ground was broken on the project. Then there is the news that Ford, Porsche and Stellantis, which owns Jeep and Ram, are scrapping new electric models, while Honda is ending production of the U.S.-only Acura EV. When one looks at data from credible analyst firms that track automotive vehicle sales across North America, however, the EV market in Canada and North America is not dying at all. It is changing, certainly,
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but nowhere near the apocalyptic collapse being claimed, nor are EV sales the result of a grand conspiracy by governments. S&P Global Mobility’s Canada Electric Vehicle Industry Insights: Q2 2025 report found that Zero-Emission Vehicles (ZEVs) accounted for one in 11 new vehicles registered in Canada. ZEV market share was 9.2% for Q2 2025, down from 9.7% quarter-overquarter. ZEV volume increased 25.6%, while total light-duty vehicles (gross vehicle weight volume increased by 32.3%). Quebec had the highest EV adoption rate of all provinces with ZEVs accounting for 11.8%, and the province led in overall ZEV volume in Canada, accounting for 45.9%. Diving into the numbers a bit more, S&P Global Mobility found the EV market is changing to meet shifting consumer demands driven by economic factors in Canada and across North America: “The Canadian market has reached a pivotal inflection point. For the first time, full hybrids (12.9% market share) have surpassed the entire ZEV segment (9.2%), signaling a major shift in consumer priorities toward practicality and affordability.” There certainly has been a decrease in ZEV sales growth with the market in the second quarter of 2025 falling from 9.7% to 9.2% quarter-over-quarter, but you cannot call that a devastating collapse. The bifurcation of the market in Canada is being driven by consumers who say full-electric vehicles are too expensive. There was a study a while back with Canadians reporting more openness to buying a fully EV if the average price was the same or lower than gasoline-powered vehicles. Added to this has been the rollback of Canadian and provincial government
incentives for consumers purchasing EVs, which has dampened sales. In addition, the continuing 100% tariff on Chinese-made EVs is cutting off a source of high-quality and affordable vehicles for Canadians. Another key factor is that with economic uncertainty and higher interest rates, there is now uncertainty as to the Canadian government’s future direction when it comes to Canada’s EV sales mandate. Starting in 2026, vehicle makers were to ensure that 20% of all new vehicles—including SUVs and lightduty trucks—were to be zero emission. That sales target was to rise to 60% by 2030 and 100% by 2035. Prime Minister Mark Carney in September paused this and announced a 60-day review, which is now upon us. Reporting from inside the government suggests these targets will be amended as the government explores additional flexibilities going forward. Then there is the fractured provincial EV market, with Quebec being an EV stronghold, while Ontario, British Columbia and Alberta shift to hybrids. So, no, there is little evidence the EV market in Canada is cratering. Changing, yes, but not disappearing. Going forward, the EV market in Canada will adjust depending on larger factors, such as decisions made by the federal and provincial governments around incentives and manufacturing support; whether to change the tariffs around EV manufactured in China; the upcoming review and renegotiation of the Canada-United States-Mexico Act that replaced NAFTA in 2020; and the unpredictability of the tariff regime of the United States that has hit Canadian industries, especially automotive manufacturing in Ontario. OCTANE
OCTANE January | February 2026 37
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OPERATOR PROFILE
TOMMY’S CAR WASH EXPRESS SHINES WITH ONTARIO DEBUT
OpenShine, a division of OpenRoad Auto Group, launches the first of six Tommy’s sites in the province, promising fast wash times, premium features and a customer-first experience built on rigorous staff training and technology B Y T O M V E N E T I S • P H O T O G R A P H Y V I T O A M AT I
The automated wash tunnel is designed to clean a vehicle in under three minutes and can accommodate vehicles up to 7 ft. high CCentral.ca
OCTANE January | February 2026 39
OPERATOR PROFILE
D
RIVERS PASSING THROUGH Brampton, Ont., along 6 Maritime Ontario Blvd., near Airport Road and Queen Street East, will notice a new addition to what was once an empty lot beside the large Honda dealership operated by OpenRoad. That empty space is now home to the first of six Tommy’s Express Car Wash locations planned for Ontario. The new site is operated by OpenShine, a division of OpenRoad Auto Group, the British Columbia–based automotive retailer representing more than 20 brands through its dealerships and collision centres. OpenShine was created to serve as a Canadian franchisee for the Tommy’s Express Car Wash brand and to elevate the car wash experience, says Christian Tjia, operations manager at OpenShine. “We’re definitely more on the premium end of the car wash,” he adds. “Our focus is on providing not just a high-quality wash, but an exceptional guest experience.” Partnering with Tommy’s Car Wash Systems allows OpenShine to deliver that experience through an automated wash tunnel designed to clean a vehicle in under three minutes. The tunnel can accommodate vehicles up to 84 inches high and 96 inches wide. The site also features 16 complimentary vacuums, moulded mat washers for both fabric and plastic mats—a first in the market— and an automatic entry system that uses licence-plate scanning linked to the Tommy’s Express app. The app supports unlimited wash memberships. “We have four wash packages ranging from $35 to $58 a month,” Tjia says. The top package—The Works—includes body wax, paint conditioning, underbody cleaning and Tommy Guard, which protects the paint. Unlimited washing is an easy sell. “During inclement weather in the winter, you’ve got your salt; in the spring, you’ve got the pollen, and, in the summer, you’ve got all your dust and dirt,” he says. “Then in the fall with all the leaves and the rain and mud. It’s beneficial to our customers to have unlimited car washing to protect their vehicles.” While the technology ensures consistency and wash quality, Tjia emphasized that exceptional service ultimately
40 January | February 2026 OCTANE
depends on staff. All employees undergo extensive training with Tommy’s Car Wash Systems. Not only did staff travel down to the United States to train with the Tommy’s team, but the company also sent trainers to the Canadian operation to shadow team members, ensuring that they understood their roles, answering questions and providing hands-on support. During the soft opening in mid-October, customers received complimentary washes, while staff promoted the unlimited subscription program and tested operations. In addition, a Tommy’s trainer was on hand to oversee the launch. A core part of operations, Tjia notes, is the focus on inspections. Staff conduct hourly checks of all systems—including spray nozzles, brushes, conveyors and back-end equipment—as well as beginning- and end-of-day inspections. “We do this to ensure every piece of equipment is working as intended,” he says. “We also have someone stationed at the tunnel exit watching every vehicle come out to make sure it’s clean and drying correctly.” Staff training isn’t just one and done. Ongoing support remains a priority. “We want to ensure that if a customer has an issue, we can resolve it quickly and improve the experience next time.” Tjia emphasizes that the guest experience is tied directly to employee satisfaction. That is why he and the team at OpenShine strive to make the operation a safe and enjoyable place for people to work and advance their careers. “If our team is happy and enjoys working here, then our guests will also enjoy coming here,” he explains. “We are very focused on building a company culture that is supportive so everyone is happy to be here, which then translates to a better workplace and into a better customer experience with a car wash.” OCTANE
Christian Tjia (top photo) is operations manager at OpenShine, which features 16 complimentary vacuums, moulded mat washers for both fabric and plastic mats and an automatic entry system that uses licence-plate scanning technology linked to theTommy’s Express app
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HYPER-PERSONALIZATION
The fuel driving loyalty
SHUTTERSTOCK, INSPIRING TEAM
Ditching ‘one-size-fits-all’ points systems is essential. Industry leaders are winning by leveraging data, gamification and exclusive services to build deeper, more meaningful engagement with customers CANADIANS ARE LIVING in a time of plenty when it comes to loyalty programs. While there is no exact figure as to how many loyalty programs there are in Canada, recent studies suggest Canadians are members of 85-plus loyalty programs. Over 90% of Canadian businesses offer some kind of loyalty program, with the most popular being PC Optimum, Aeroplan, Scene+, Canadian Tire’s Triangle Rewards and Tims Reward from Tim Hortons. Dozens more are coming online in the new year, not including the programs offered by smaller, independent retailers for things such as car washes, gasoline purchases or goods purchased in their stores. With so many programs on offer, what is it that will keep a customer in a program and using it often? Hans Laroche, senior consultant, relationship marketing and loyalty with Montreal-based consulting firm Adviso, says a recent LoyaIT study—where the company takes a deep-dive into Canada’s loyalty program usage and landscape—found Canadians are members of an average 14.3 loyalty programs, but only actively use 7.3 on consistently. Of those seven programs, over 65% say they are always using or mostly using one of those loyalty programs, and within those that are frequently used, one-in-two members say they go more often to the same retailers and focus their purchases within a loyalty program. “47% of Canadian program members say they go more often to the same retailer and 50% say they concentrate their purchases within a program. These numbers show an
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increase of two to four percentage points respectively vs. 2021,” the study notes. So, what is it that keeps someone coming back to a loyalty program? The most common answer many would give is the ability to collect and redeem points for a future purchase or to get a discount. That certainly was the case some years ago and many programs continue to operate that way to this day. Laroche says that kind of program is becoming less appealing to customers, and programs that continue to operate that way have less of a chance of keeping customers over the long term. Instead, what has been happening over the last few years are programs moving toward direct engagement
with loyalty program members. “Over the last five years I have seen a move away from loyalty programs that are about giving points,” says Laroche. “That is points around purchases or number of transactions. Now, it’s more geared towards creating engagement, more about personalization and direct communications and offers on specific items that you may wish to buy.” He gives the example of Société des alcools du Québec (SAQ), which sends out its newsletter to 1.5 million loyalty program members each week. The newsletter is not a generic one-size-fits-all email. “It is highly personalized,” he adds. “No one has the same newsletter, the same offer, the same content. It is now about engagement,
OCTANE January | February 2026 43
FEATURE of providing the right content for the right audience and segmenting that content and offering to reach the right person in a way that is meaningful for them. We have gone from what was common a few years ago, in which a company would send out three or four different newsletters based on three or four segments, to now sending out hundreds of thousands of personalized communications.” This personalization makes a loyalty program more meaningful and useful for members and allows companies to begin tailoring programs and offers to be more directly tied to individual users and their purchasing decisions. This is especially important to generation Z members of loyalty programs, who place a high preference on personalization. “If content is not personalized, if they don’t see value in the communications or offers coming to them, they will opt out of the program very quickly,” Laroche adds.
“We are always looking to provide extra value to 7Rewards members. Today, members earn points on eligible in-store purchases and redeem those points for free food, snacks and treats,” says Susana Pulla, director of marketing with 7-Eleven Canada. “We leverage sales data to develop relevant offers that resonate with loyalty members, as well as provide exclusive access to select contests and promotions for members only. 7Rewards members also have exclusive access to our 7Now delivery platform to get their favourite 7-Eleven products at their door in 30 minutes or less. In 2026, we look forward to expanding and growing the 7Rewards program with new exciting functionality and even more exclusive benefits for our valuable members.” She agrees with Laroche that loyalty programs need to move past points collection and redemption. The 7Rewards program has evolved
beyond being a basic points system. “Personalization of offers and gamification continue to be two important levers driving loyalty member engagement,” Pulla continues. “Our Scan. Play. Win! app-based game launched this year, and we look forward to bringing it back for members in 2026 in an even bigger and better way. Strategic partnerships are also key to providing added value to our members. Today, members can earn extra points by answering surveys from AskingCanadians.” In 2026 and beyond, hyper personalization is key if loyalty programs are to provide meaningful value to increasingly discerning consumers. The goal should be to create engaging experiences with tailored offerings and interactions, which, in turn, will drive deeper customer loyalty and increase revenue. Programs that fail to meet this standard, will find themselves abandoned, just another card (or app) sitting unused in a person’s wallet. OCTANE
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The Convenience U CARWACS Show—Canada’s largest and best-attended convenience, gas and car wash event—invites you to DISCOVER, CONNECT and GROW your business March 10-11, 2026, at the Toronto Congress Centre.
2026 HIGHLIGHTS New location: Toronto Congress Centre
C-store IQ Conference: Canada’s convenience and fuel industry is entering a new era—one defined by innovation, agility and opportunity. The 2026 C-store IQ Conference brings together national leaders, disruptors and decision makers to explore the big issues, as well as categories, technologies, trends and strategies driving growth in a rapidly evolving retail landscape. Over two mornings of high-impact keynotes, expert panels and collaborative discussions, attendees will gain the insights, tools and inspiration to navigate change, harness innovation and position their businesses for success in 2026 and beyond. *Note, space is limited, so register today. Trade Show: Find everything you need to run your business, from the latest snacks to technology and more. This is a unique opportunity to meet with key vendors, suppliers and experts all under one roof from 12 p.m. to 5 p.m. both days. BevAlc Alley: Sample beer, wine, cider and RTD products, while connecting with suppliers to discuss innovations and opportunities. Plus, meet age-verification solution providers in this special section on the Trade Show floor.
46 January | February 2026 OCTANE
Grab-and-Go Pavillion: Discover all things foodservice, from equipment to packaging, display, food favourites and product innovations—all in one essential section. Industry Dinner: Join your peers on March 10th at 5 p.m. for a cocktail reception, followed by dinner. New this year, the must-attend event will feature the 2026 Future Leaders in Convenience + Car Wash Awards presentation. Tickets on sale now. Future Leaders in Convenience + Car Wash Awards: Be there when the industry comes together to celebrate the FLICC winners from across Canada during the Industry Dinner on Day 1 of the show. Winners will be called to the stage to receive their awards and be photographed. Car Wash Education: On Day 1, the Canadian Carwash Association is presenting an informative morning of insights and sessions designed to help car wash operators maximize results, plus don’t miss the annual Car Wash Tour. Visit ConvenienceU.ca to register. Plus, get the latest details about exhibitors and conference speakers/panelists, as well as information about the Canadian Carwash Association education and networking opportunities.
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DEDICATED TO SHARING KNOWLEDGE AND BEST PRACTICES IN THE CARWASH INDUSTRY
January 2026 BOARD OF DIRECTORS - 2025/2026 PRESIDENT: Michael Saunders - Mark VII Equipment TREASURER: Matt Verity - Matt Verity Consulting VICE PRESIDENT: Jason Hands - Sunoco LP VICE PRESIDENT: Rudy van Woerkom - Belvedere Technical Services PAST PRESIDENT: Karen Smith - Valet Car Wash Travis Braithwaite - ClearWater CarWash Jeremy Enns - Enns Wash and Shine Steve Hebb - Kilworth Car Wash Michael Howe - WashLinks Ayaaz Jamal - Express Auto Wash Katarina Popovic - Suncor Energy Inc. NATIONAL OFFICE Heidi Loney Executive Director Brynne Wrigley Director of Events Constance Wrigley-Thomas, CAE Director of Operations
LEARN MORE BOARD OF DIRECTORS - 2025/2026
JOIN CCA AT CARWACS! Learn from your car wash peers about how they are evolving to keep up with customers' changing needs. With professional development for car wash operators, learn from innovators and thought leaders in your industry on how they are using new technologies and strategies to better serve their customers and communities. Date: Tuesday, March 10, 2026 Time: 8:00 a.m. to 12:00 p.m. Location: Toronto Congress Centre, 650 Dixon Rd, Toronto, M9W 1J1 Registration Fee: FREE for Canadian Carwash Association members, $125 for non-members (buffet breakfast included). Registration includes access to the trade show on March 4 and 5.
PRESIDENT: Michael Saunders - Mark VII Equipment TREASURER: Matt Verity - Matt Verity Consulting VICE PRESIDENT: Jason Hands - Sunoco LP VICE PRESIDENT: Rudy van Woerkom - Belvedere Technical Services Contact Info Smith - Valet Car Wash PAST PRESIDENT: Karen 3228Braithwaite South Service Road, Suite 109 Travis - ClearWater CarWash Burlington, ON L7N 3H8 Jeremy Enns - Enns Wash and Shine 331-1768 Steve Hebb(905) - Kilworth Car Wash Michael Howe WashLinks office@canadiancarwash.ca Ayaaz Jamal - Express Auto Wash Katarina Popovic - Suncor Energy Inc.
REGISTER HERE
NPN : 80143160
NPN : 80143160 NPN : 80143160
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NOW AVAILABLE At Proper Wild, clean and simple ingredients means we use plant-based ingredients, natural flavours & no synthetic colour. The product may not be right for you. Always read and follow the label.
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