CSNC-Octane July/August 2026

BUILDING MOMENTUM DRIVING SUCCESS

WINNERS

SELLING SUMMER WITH ROSÉ

PROTEIN PRODUCTS POWER PROFITS

SALTY SNACK INNOVATIONS

HOW TO DRIVE FORECOURT TO BACKCOURT CONVERSION

CAR WASHES, THE THIRD PILLAR OF PROFITABILITY

FORECOURT PERFORMANCE REPORT OCTANE

CONTENTS

IN CONVENIENCE STAR WOMEN

43 BevAlc Feature

Think pink: Rosé is the ultimate convenience store wine— light, refreshing and the perfect grab-and-go choice. Follow these expert tips to maximize your summer sales

49 Feature Powered by protein: Growing demand for functional nutrition is propelling product innovation and creating new opportunities for retailers

53 Category Check

Worth their salt: From potato chips to popcorn, savoury snacks have long been a c-store sales juggernaut. With a new wave of innovation, the category is well poised for superstar status

55 Consumer Corner

Fuelling and feeding forecourt customers: As inflation reshapes consumer habits and fuel prices rise, gas stations are turning to fresh food and beverage programs to boost traffic, revenue and customer loyalty

OCTANE

57 Charging Ahead

CSNC EDITORIAL ADVISORY BOARD

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

Robbie Broda, Quickie Convenience

Marc Goodman, 7-Eleven Canada

Leslie Gordon, Circle K

Laurie & Randy Ure, Ure’s Country Kitchen

The power of EV chargers to drive retail revenue: A new report suggests that by blending charging with shopping and foodservice, operators can transform plug-in sessions into seamless customer experiences that boost loyalty

58 2026 Forecourt Performance Report

Beyond the pump: New, exclusive data from Kalibrate’s National Retail Petroleum Site Census reveals that Canada’s traditional gas station model is over, shifting instead to a mature era of network optimization

64 Feature

The car wash as the third pillar of profitability: Experts discuss how this essential service now drives high-value customer traffic and loyalty to convenience and fuel operations

67 C-store IQ National Shopper Study

Marketing Report: Driving in-store conversion

NEWSLETTERS

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OCTANE

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EDITORIAL

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CORPORATE OFFICERS

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Convenience Store News Canada | Octane is published 6 times

©2026 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 CHANNEL ALLIANCES:

Recognizing the moments that matter

AFTER DECADES OF progress, globally we are witnessing a stagnation when it comes to corporations committing to diversity, equity, inclusion and belonging initiatives, including gender parity.

This is reflected in a recent report from Grant Thornton International showing the proportion of women in senior management has dipped, dropping one percentage point to roughly 33% around the world. It’s not a huge difference, but it’s worth noting for many reasons: “This moment matters. Fluctuations have occurred and bounced back before but it’s essential to protect progress and unlock the full potential of gender-balanced leadership.”

Research unequivocally links diversity in leadership and among decision makers to business success. In fact, the same report emphasizes that medium-sized enterprises expanding gender equality initiatives are significantly more likely to demonstrate strong growth in revenue, as well as employee retention and attraction: “Gender-balanced leadership teams are strongly associated with better innovation, decision making and financial resilience.”

In other words, DEI initiatives are about more than a commitment to values and ideals (although these alone are important): “Gender-diverse leadership strengthens performance and delivers a clear competitive advantage. To realise these benefits fully, businesses must make their commitment—and the value of gender-balanced leadership—visible.”

I am happy to say that companies in this channel, across Canada, are making that commitment visible. As we present the ninth annual Star Women in Convenience Awards, you have once again set a new benchmark. However, it’s not just the volume, but the quality of nominations. What a thrill to read about how women are excelling, innovating and leading in new ways. Their accomplishments are testament to the diverse roles women occupy in this business—from corporate leadership to independent entrepreneurship and everything in between.

In turn, selecting the Star Women in Convenience winners, while rewarding, is an increasingly challenging task! But, it’s a challenge we will happily embrace; it’s undeniable proof of the pivotal influence women wield in building momentum and driving success across the channel.

With that in mind, we are deeply honoured to present 64 winners. These awards not only recognize how each woman is integral to their company’s and the channel’s successes, but also powerfully reflect an industry constantly evolving toward inclusion and excellence.

We hope you can join us in Toronto on September 23 for the Star Women in Convenience Awards Event because these moments matter.

Today, with 344 women having earned the Star Women in Convenience honour, together we stand as a powerful force for change. Celebrating and championing diverse leadership, rooted in the talent of women from across the country, embodies the Canadian spirit of inclusion and equity. CSNC

MICHELLE WARREN VP of Content & Editorial Director, Convenience Group

THE BUZZ

The convenience channel in Ontario experienced unprecedented growth across all major beverage alcohol categories during the 2026 fiscal year and now commands a 24% share of the total market, according to LCBO data. C-stores moved more than 150.6 million litres of alcohol, marking a staggering 206.4% increase.

Ready-to-drink (RTD) and cider grew the fastest, with sales skyrocketing by 256.4% to 38.1 million litres for a 22.8% market share.

C-stores sold 106.5 million litres representing nearly 30% of all beer sales in the province.

Though wine remains heavily dominated by the LCBO, convenience stores carved out a 169.2% increase in volume, reaching 5.9 million litres

The Outstanding Independents Awards Canada Virtual Summit on May 28 was a resounding success, celebrating 35 exceptional independent convenience store and gas station operators. Hosted by CSNC + OCTANE editor Michelle Warren, the event brought together industry leaders to honour these vital entrepreneurs. Congratulations to Stephen Morine of TJ’s Convenience in Kentville, N.S., who took home the prestigious Grand Prize award for his outstanding community support and diverse local services (he donated his prize to a local school program). Attendees also gained crucial business growth insights from keynote speaker Pete Mohr, along with inspiring remarks from Founding Partners Anne Kothawala (Convenience Industry Council of Canada), Brett Fox (Coke Canada Bottling) and Caroline Evans (JTI-Macdonald). Missed the live broadcast? Catch all the inspiration and business wisdom on demand today!

Lauren Bernardo moves into a new role as senior manager, sales strategy and planning - Quaker at PepsiCo Canada. She joined the company in 2014 and has progressed through several increasingly senior roles.

Helena Fiore moves into a new role as senior director, transformation and go-to markets at PepsiCo Canada. The 2023 Star Women in Convenience winner is marking 15 years with the organization. .

David Giancoulos joins the Board of Directors of Cizzle Brands as the company enters its next phase of growth. He is also joining Formosa Springs Mineral Water as partner and CCO. Giancoulos brings extensive beverage experience from Mark Anthony Group, Flow and BioSteel.

Luis Lazcano joins Conagra Brands Canada as head of marketing. He brings more than 20 years of experience with leading companies in Mexico, including Pfizer, Danone, Mondelēz and Conagra, where he recently served as head of marketing and revenue growth management for Mexico.

Trent McGowan joins Acosta Group Canada as director, new business development. McGowan is well known in the convenience channel, having spent more than 27 years at Nestlé Canada before retiring from the business in April 2025.

Julissa Moran moves into the role of brand manager, RTD alcohol at Keurig Dr Pepper Canada. She joined the company in 2021 and has held several increasingly senior roles.

Doug Myles joins Petro Service Limited as president. He brings years of leadership experience in energy and distribution, most recently serving as area GM, Eastern Canada at Superior Propane. He also held several senior roles at Irving Oil Limited.

César Nivar joins MacEwen as business development manager. He will help build and strengthen the dealer network for the company’s MacEwen, Esso, Mobil and Shell brands throughout Ontario. He has more than 15 years experience driving commercial growth, multi-site operations and strategic partnerships across energy, retail and CPG sectors. Most recently, he spent six years with Parkland focusing on EV and dealer operations.

Kevin Perlini joins McDougall Energy as territory sales manager. He brings to the table deep sales experience in the auto sector.

Patrick Tremblay joins Labatt Breweries as VP, beyond beer. Tremblay is well known in CPG, having spent more than 14 years with PepsiCo and nine years with Kraft Foods.

Sebastien Tremblay Drolet moves into a new position as director of procurement, Eastern Canada division at Alimentation Couche-Tard. He joined the convenience giant in 2020 and mostly recently served as regional director of operations for Eastern Canada.

Andre Vaillancourt is now president and CEO of ITWAL Ltd. He joined the organization in 2022 as VP and GM.

Nikki Warner is promoted to product strategy manager at Strategic Retail Partners Canada. The 2026 Future Leader in Convenience + Car Wash winner joined SRP in 2023 as product and marketing manager.

Digital column catch up

Channel Check by Mike Ljubicic, NielsenIQ Canada: “How the health and wellness movement is reshaping growth in Canada’s c-gas channel"

CICC Connects by Anne Kothawala, Convenience Industry Council of Canada: “Government’s response to nicotine control is fundamentally flawed”

Operational Excellence by Wendy Kadlovski, Wise Strategic Management: “Here’s how micromarkets are competing with traditional convenience stores”

Workplace Wellness by Denise Lam, Workplace Safety & Prevention Services: “Workplace violence: A risk you can’t afford to ignore”

The Soapbox by Michael Saunders, CCA: “Introducing a new column from the Canadian Carwash Association”

LEADERSHIP PERSPECTIVE

BY MICHELLE CRAM

Changemakers

How women’s leadership shapes the convenience industry

LEADERSHIP BY WOMEN is on full display across the convenience industry, shaping its direction in meaningful and measurable ways. As consumer expectations shift and business models evolve, women are increasingly driving transformation, reshaping the sector from inside out.

At 7-Eleven, their influence is evident through entrepreneurship, collaboration, innovation, mentorship and a relentless focus on the customer. Not only are they strengthening today’s convenience model—women are helping build a stronger, more resilient and future-ready industry.

Driving the industry

It’s a momentum reflected across the sector. The 2026 Star Women in Convenience Awards recognizes 64 honourees for redefining and reinvigorating the sector—proof that women’s leadership isn’t just growing alongside the convenience sector’s evolution. It’s helping lead it.

That leadership shows up in the decisions that shape our stores, the experiences we offer to customers, our teams and the communities we serve. As 7-Eleven approaches its 100th year in business, women continue to bring new ideas, perspectives and experience that enable us to be successful around the globe.

We collaborate across the business to find the right solutions for Canadian customers, stores and teams. That includes how we think about products, promotions and operational realities of the market. We are also thinking about where convenience stores need to be in the next five to 10 years and how we as a team navigate our way there.

Bringing convenience closer to Canadians

Convenience is moving beyond the traditional storefront model. Customers expect the products they want, when and where they need them. C-stores need to meet that demand by

showing up in the places Canadians frequent.

Meeting those expectations takes innovation. Research shows that women in leadership roles contribute to a more innovative and resilient corporate culture. In convenience, that kind of leadership helps businesses keep pace with changing customer needs.

Women help lead innovative thinking at 7-Eleven Canada. We are looking beyond the four walls of our stores and building more community-based approaches to convenience. We are bringing our products closer to customers in more flexible formats that respond to local needs.

Digital tools are a big part of this work. Through our 7Now app, customers can access 24/7 delivery of snacks, prepared meals, beverages and groceries. Through 7Rewards they can earn points, redeem rewards and receive offers tailored to their needs.

This is what innovation in convenience looks like. It’s about listening to customers, understanding communities and adapting our offerings to how people live today.

Creating pathways for the next generation

Across the industry, women are supporting, recognizing and learning from each other. Programs and events like the Star Women in Convenience Awards help celebrate women making meaningful contributions to the sector. Mentorship and networking also play an important role in building the next pipeline of convenience leaders.

7-Eleven Canada offers programs that support women at all career stages. Through 7Mentoring, women can participate as mentors, mentees or both. Women can also take part in 7NEW, the 7-Eleven Network of

Executive Women Resource Group. These programs give women the opportunity to hear from female senior leaders at 7-Eleven and our partner companies, build relationships, gain perspective and continue growing into future leadership roles.

As more women move into senior roles, leadership becomes more visible for those moving up the ladder. It also becomes more attainable. That is important in convenience, where careers are built through hands-on experience, mentorship and learning across the business.

Building the future of convenience

The future of convenience will be shaped by leaders who are willing to learn, adapt and think differently. Convenience needs people who can bring teams together, test new ideas and reflect the communities they serve.

At 7-Eleven Canada, we are creating an environment where women can succeed. That means investing in mentorship and career development, so more women can grow into leadership roles. It also means building a culture where different perspectives are heard and where strong ideas move the business forward. We see that today across operations and marketing, where women in senior roles are leading private label, loyalty, digital and delivery innovation.

This is how we prepare for what convenience and its leaders need to become next.

To women early in their careers: your perspective belongs in the future of convenience. CSNC

Michelle Cram is regional director of operations for 7-Eleven Canada.

MOMENTUM BUILDING

Meet the 2026 Star Women in Convenience

BY WENDY HELFENBAUM, DONALEE MOULTON & MICHELLE WARREN

There is one word that defines both the individual journeys and the collective impact of the 2026 Star Women in Convenience. That word is momentum.

Across roles, regions and responsibilities, these women are on the move. They are propelling their organizations forward. They are adapting to change, embracing complexity and finding opportunities in a channel that continues to evolve at an extraordinary pace. Whether it’s integrating new technologies, navigating regulatory shifts, expanding product categories or strengthening customer relationships, their work reflects a deep understanding of what this industry demands. And what it can become.

Momentum is not created in isolation. These leaders are builders in the truest sense: of teams, of culture and of trust. They prioritize collaboration over control, growth over comfort and people over process. They mentor. They listen. They create environments where others can succeed. Then they step back to let that success unfold.

There is also a quiet resilience that runs through this year’s group. Many have stepped into unfamiliar roles; taken on expanded mandates; balanced personal and professional demands; and navigated uncertainty in a rapidly shifting landscape. But they have more than managed these challenges, they have used them as catalysts for growth.

That may be what defines them most. The Star Women in Convenience 2026 are not simply reacting to the future of convenience as it unfolds. They are shaping it.

Interviews are edited for clarity and length. For more, plus nomination highlights, visit CCentral.ca

Your dedication, leadership, and impact continue to shape our success and strengthen the Convenience industry.

Sarah Costa Director, wholesale operations –Eastern Canada SUNCOR ENERGY

How did you get into this business? I joined Petro-Canada through a new graduate opportunity while I was in university. What drew me in was the chance to be part of a proudly Canadian brand where strategy and execution were closely connected. Early on, I could see the breadth of opportunity to grow and contribute in meaningful ways. Twenty-five years later, I can honestly say it was one of the best decisions I’ve made. It’s given me the opportunity to build a career focused on leading people, driving change and helping shape the business in meaningful ways.

What do you like most about your job? The opportunity to work with people across the business and help create the conditions for success— for our teams, our customers and the business overall. Over the course of my career, I’ve had the chance to work across retail, operations, strategy, marketing, digital and now wholesale. That breadth has given me a strong appreciation for how important alignment, collaboration and execution are. In my current role, I especially value supporting a team that enables our customers to keep their businesses moving. It’s rewarding to play a role in that and to continuously learn from the industries and customers we serve.

What’s the best career advice you’ve received? To lead from my own strengths. Early in my career, I was trying to model leadership and communication styles that didn’t feel authentic to me. I learned that the most effective leadership comes from being genuine, self-aware and grounded in your values. That advice continues to shape how I lead others today.

Ashley Gorrie CEO GORRIE RCP

What are you most proud of during the last 12-18 months? I’m incredibly proud of how we’ve integrated sensor technology and intelligence into our products. We’re at a point where usage data can inform operational patterns, which directly impacts costs. I’m excited about the innovation behind this and proud of the cases where we’re seeing the technology applied.

What do you like most about your job? I love creative problem-solving. Because we’re both a creative agency and a manufacturer of forecourt amenities, I get to look at business challenges from multiple angles. We’re constantly working to improve the overall experience, whether that’s how clients work with our company, how we streamline costs or how customers interact with a brand’s forecourt.

Biggest career challenge? COVID. Being a business leader during that time was incredibly challenging. We were managing the impact that retail closures had on our creative agency while keeping our business running as an essential service supporting fuel retailers. Balancing employee safety, anticipating the long-term impact on customer experiences and navigating the financial pressures of the pandemic was extremely difficult. It taught us to be agile and innovative; and it solidified our team and culture in a deeper way than ever before.

How do you define yourself as a leader? Curious. I want to understand how systems work, so I’m hands-on, but I also know when to step back and let my team take over.

Pat Macdonald Co-founder & CEO UNITED CRAFT

What do you like most about your job? I love scouring the marketplace to identify emerging consumer and retailer trends and then finding ways to bring innovative products to market. The fact that I am now working with my two sons is also something I treasure very much. I am learning so much from them and often tell them that they are the future. I hope to contribute to our joint legacy.

Biggest career challenge? Transitioning from a comfortable, structured executive role where expectations were clear to the fuzzy, but exciting, world of entrepreneurship. Launching a business from scratch is no easy task but can be very rewarding. We learned early on to celebrate every little victory. I used to ring a bell every time we convinced another store to carry our products.

What’s the best career advice you’ve received? Lead by example, be accountable and demonstrate a positive attitude and proactive work ethic. Essentially, I was told to be the best me that I could be and to own my decisions. This advice has been my guiding force over the years.

What excites you the most about the future of this channel? Convenience stores are serving more and more as a community hub. This customer familiarity provides operators with important insights as to what will sell well in their stores and gives the channel distinctive advantages to drug and grocery stores, especially as the convenience channel is much more flexible and resilient. Being on the forefront, versus the tail end, of innovative new products allows convenience stores to become places of quick discovery. That’s exciting!

Elaine McKay Head of corporate affairs and communications JTI-MACDONALD CORP.

What excites you most about the future of this channel? The convenience channel is the heartbeat of communities. My store owner knows when I have run out of something, welcomes me with a smile and always asks how I am. In a world of instant answers and anonymous online shopping late at night, this simple interaction feels warm, authentic and sincere.

How do you define yourself as a leader? My leadership style is best described through an African proverb, ‘If you want to go fast, go alone. If you want to go far, go together,’ or as I have evolved it, ‘take someone with you.’ This proverb beautifully captures the role of a leader as mentor and coach, believing in the potential of people and liberating it.

Biggest career challenge? I have relocated twice in the course of my career, first to Switzerland and then to Canada. Each role presented different challenges with steep learning curves alongside the complexity of learning a new language and trying to find your tribe in a new environment and culture.

What’s the best career advice you’ve received? The best advice was to lift as I rise. I have embraced this advice in every aspect of my life: the way I lead, the way I serve and the way I mother my beautiful children.

CONGRATULATIONS

2026 WINNERS!

Congratulations to this year’s STAR WOMEN in Convenience, especially our very own! These incredibly talented leaders are shaping the future of convenience retail and mobility through their leadership, innovation, and strategic vision.

We are excited to celebrate their achievements and are proud to recognize and support the exceptional talent within our company.

Play to Win!

SENIOR-LEVEL STARS SHINING STARS

Victoria Osuna Head of category intelligence and enablement, North America CIRCLE K | ALIMENTATION COUCHE-TARD

How did you get into this business? I started on the CPG side with Colgate-Palmolive in Mexico, where I gained valuable experience working closely with retailers and c-store chains across both Mexico and Canada. That exposure gave me a strong understanding of consumer behaviour, brand strategy and retail execution. Joining Alimentation Couche-Tard, a proudly Québecrooted leader, felt like a natural next step and an exciting opportunity to make an even greater impact in the industry.

What are you most proud of?

Building and scaling a merchandising function from the ground up has been one of my most rewarding accomplishments. By establishing a high-performing internal team and advancing our data-driven tools, category management processes and training programs, we have generated more than $50 million in incremental gross profit while also delivering significant operational efficiencies across the business.

Biggest challenge? Starting from scratch after relocating to Canada was one of the most defining challenges of my career. I had to adapt to a new market, navigate a different retail landscape, rebuild my professional network and take a step back before moving forward again. The experience reinforced the importance of resilience, strategic agility and strong leadership, and showed me how transferable experience, when paired with determination, can create meaningful impact.

What’s the best career advice you’ve received? A senior female leader once told me that I could have everything I wanted—just not all at the same time. Her advice was to have a clear vision, trust myself and make intentional choices along the way.

Amanda (Mandi) Running Rabbit General manager, operations SIKSIKA GROUP OF COMPANIES

How did you get into this business? After working in administration and accounts for 15 years and 10 years in transportation, I felt the need to try something different, so I stepped out of my comfort zone and into retail.

What are you most proud of? The retail area’s improvements in upkeep of the facilities, training where needed and generating revenue and good customer service. I am also proud the retail businesses are 100% First Nation-owned and employ our Nation members.

What do you like most about your job? I enjoy learning, sharing new ideas and working with our team to find ways to improve and continue to serve the customers. Having a team that works together and supports one another makes the job enjoyable.

Best advice received? ‘Continue learning, stay open to different perspectives and always remember your value and capabilities’ and, ‘success can be found when you have competing views and opinions.’

Career highlight? Being promoted from store manager to general manager of operations—a milestone that reflected my dedication, growth and leadership.

What excites you most about the this channel? I am excited to continue learning and exploring new trends in retail, while adapting to the ongoing changes. I look forward to trying new ideas, driving improvement and finding innovative ways to better serve our customers and teams.

Define yourself as a leader: Leading by example, with integrity, clarity and a strong sense of accountability. I’m passionate about creating an environment where people feel empowered, supported and challenged to perform at their best.

Milena Trentadue Managing director ROTHMANS, BENSON & HEDGES

What are you most proud of during the last 12-18 months? Two things. The first is driving change in Canada with less harmful, smoke-free alternatives to cigarettes. As a global company, smoke-free products now generate 43% of total revenue. Second, I’m extremely proud to be part of this change as the first female managing director of Rothmans, Benson & Hedges.

What do you like most about your job? The ability to shape something that matters—not just the business, but the people inside it. There’s something really powerful about bringing clarity in moments of uncertainty, aligning a team around what’s important now and then watching them go execute at a level they didn’t think was possible.

Biggest career challenge? Earlier in my career I stepped in to help lead the organization during a leadership gap. That experience taught me that leadership isn’t about title, it’s about showing up, creating alignment and earning credibility in real time.

What’s the best career advice you’ve received? One of the best pieces of advice I’ve received is not to lose sight of “management by walking around.” In a world that relies heavily on data and dashboards, it’s easy to become disconnected from what’s actually happening on the ground. But the most valuable insights don’t always show up in reports—they come from being present, asking questions and listening.

Jasmine Ahluwalia Omni marketing retail manager COKE CANADA BOTTLING

What are you most proud of during the last 12-18 months? The past year has been one of the most rewarding of my career leading marketing across two of the world’s biggest global platforms—the Milano Cortina 2026 Winter Olympics and FIFA. For the Olympics, I led the execution of exclusive, experience-driven programs with Canadian athletes, creating moments like meet-andgreets and immersive activations that brought fans closer to the brand. For FIFA, I partnered closely with key customers to launch high-impact retail programs, including exclusive Panini trading cards with 7-Eleven, branded store takeovers in key markets and a national rollout with Sunoco across 150 stores.

What do you like most about your job? The ability to blend creativity with strategy and see ideas come to life in a tangible way. There’s something incredibly rewarding about starting with a big idea, often tied to a global platform, and turning it into an in-store experience that connects with consumers in real time.

What excites you most about the future of this channel? How quickly it’s always changing. New trends, products and shifts in consumer behaviour are constantly emerging and that unpredictability is what makes it so interesting. Over the past year, changes like alcohol entering the Ontario market reinforced how much the channel is evolving and how much opportunity still exists.

Jasmine Ahluwalia Omni Marketing Retal Manager

Coca-Cola Canada Bottling Ltd.

Congratulations to the 2026 Star Women in Convenience Award winners. You are not just shaping what’s next. You are setting the pace for it.

SHINING STARS

Jessie Aitchison

Category manager, non-alc beverages PETRO-CANADA, A SUNCOR BUSINESS

How did you get into this business?

As part of Suncor’s New Graduate Program. I’ve held nine roles in various parts of the business.

What are you most proud of? Coming into the beverages category was a huge shift, given its size and vast portfolio. I’m most proud of my ability to get up to speed quickly, add value to the category and integrate myself into the role.

What do you like most about your job? We have an amazing team and I’m also fortunate to work with wonderful vendor partners. It’s also an ever-changing landscape, which keeps the days interesting.

Biggest career challenge? At the start of COVID, I found out I was moving into another role the next day, one that was completely new and different. I learned the importance of asking questions, which helped me acquire the knowledge I needed.

Best career advice you’ve received? You can’t learn without making mistakes. Don’t be afraid to try new things or push the boundaries but ensure that you take the learnings from it.

Career highlight? I used to help organize an annual conference. One year, one of my leaders couldn’t present due to an illness and the next day I stepped onstage in front of hundreds of people. It was scary and thrilling all at once!

What excites you most about the future? The channel is constantly shifting and we’re seeing so many different facets coming into play to differentiate from one another. I love seeing how various brands are adapting through loyalty, promotions or social media; and I’m excited to see how those strategies evolve and how they impact consumer behaviours.

Aron Alderson Key account manager WESTERN REFRIGERATION & BEVERAGE EQUIPMENT LTD.

How did you get into this business? I started in the construction and facilities department of what was then Mac’s Convenience Stores in 2011, purchasing capital equipment, managing capital budgets and controlling maintenance spends. I learned the business of convenience and how our roles ensure safe, functional spaces for customers and operators.

What do you like most about your job? I love the people I get to meet and solving problems big and small. Solution finding is its own kind of reward!

What’s the best career advice you’ve received? When things get hectic, I try to remember wise words often given by a former industry leader, Bonnie Birollo: ‘We’re not saving babies here.’ That always brings the problem, however big, into perspective.

What excites you most about the future of this channel? Foodservice. There’s so much opportunity for chains and independent operators to expand offerings with foodservice. I believe we will see exciting innovations in this category in the coming years ahead.

How do you define yourself as a leader? I define leadership as a collaborative partnership focused on service, continuous learning and adaptability. Instead of just directing from the top, I view my role as a facilitator of growth, empowering others, listening carefully and providing the tools needed to turn shared visions into reality.

Saadia Alleyne Sales analysis & administration manager JTI-MACDONALD CORP.

What do you like most about your job? The most rewarding part of my role is supporting my team and contributing to the success of the broader organization. I also value the opportunity to take on challenges, building resilience, finding solutions and moving forward together with a shared sense of purpose.

Biggest career challenge? Stepping outside my comfort zone and into uncertainty. Over the past three years, I’ve tested and strengthened my resilience by exploring different parts of the organization and taking on new responsibilities. Each transition pushed me to apply what I’ve learned over the past eight years in new ways, and it has been one of the most meaningful drivers of my growth.

What’s the best career advice you’ve received? To always be my authentic self. When challenges arise, I remind myself that they are seasons, one moment in time that does not define my future or who I am, but rather offers an opportunity to learn, grow and overcome.

What excites you most about the future of this channel? I’m excited by the future of this channel because of our increasingly diverse portfolio and the pace of technological and innovative adaptation, even within a highly regulated industry. I’m especially encouraged by how thoughtfully we can integrate tools like AI into our day-to-day work to improve how we operate, strengthen decision-making and continue meeting, and ultimately exceeding, consumer expectations.

Mariam Aly Senior key account executive ROTHMANS, BENSON & HEDGES

How did you get into this business? I came across an article that spoke about Phillip Morris’s ambitious goal of becoming smoke free. It caught my attention because I thought that this was a bold, brave and revolutionary change. I wanted to be a part of that change.

What are you most proud of during the last 12-18 months? In the past few years, I’ve built amazing relationships across the convenience and gas network that will last a lifetime. I’m very fortunate to work with convenience store owners and key accounts across the GTA who I have built solid friendships and partnerships with.

Career highlight? Building a strong team in the GTA who have been recognized nationally for the impact they have had in driving our business forward and building outstanding partnerships across the industry.

What excites you most about the future of this channel? This channel continues to evolve year over year. We are seeing things being done that have never been done before. We are collaborating more than ever and leveraging technology to go further and faster every day.

How do you define yourself as a leader? My role is empowering my team by removing roadblocks, providing necessary resources and mentoring them to achieve their personal and professional goals. I’m a firm believer that when I focus on the growth and psychological safety of my people, they will in turn consistently deliver exceptional results.

SHINING STARS

Lorraine Aqui-John Marketing operations analyst, convenience marketing CANADIAN TIRE GAS+, CANADIAN TIRE CORPORATION

What are you most proud of? The role I’ve played in supporting the Petro-Canada partnership with Canadian Tire Petroleum through pricebook. I’ve helped ensure pricing and taxes are set up accurately and issues are resolved quickly, knowing how directly this impacts store operations and the overall partner experience. I’ve also supported onboarding and helped bring more structure and clarity to the pricebook processes, which has made it easier to maintain consistency across both organizations. Through this, I’ve built strong working relationships, allowing for better collaboration and faster issue resolution. Overall, I am proud of how I’ve grown into a reliable point of support and contributed to strengthening the partnership.

What do you like most about your job? The fabulous team I work with. We’re very collaborative and supportive. It makes a big difference especially when we are working through complex issues.

Best career advice you’ve received? Stay open to learning and don’t be afraid to ask questions. It helped me realize that asking for clarity early on saves time and leads to better outcomes. It’s also helped me build stronger relationships because it encourages collaboration and shared understanding. Over time, it has made me more confident and effective in my work.

Career highlight? Being recognized as a Star Woman in Convenience winner is very meaningful and humbling: It reflects the journey I’ve been on. The support from my team and the collaboration across groups have played a big part in helping me get here. Overall, it’s something I am proud of, not just as an achievement but as a reminder of how much I’ve grown and what I’m capable of moving forward.

Lola Baiyewu Network delivery advisor CANADIAN MOBILITY SERVICES LTD.

How did you get into this business? I was fascinated by buildings and, inspired by my dad, I pursued a bachelor’s degree in real estate. I earned a master’s degree in facility management, where I deepened my expertise. What I love about this profession is its diversity—while the core discipline remains the same, the role is different depending on the facility.

What do you like most about your job? Each day brings something new to learn. The role pushes me outside of my comfort zone, which has been key to my professional and personal growth.

What’s the best career advice you’ve received? The most impactful lesson wasn’t through words, but through the actions of a leader I worked with. Whenever the team had targets, he approached them as shared goals and was never too ‘senior’ to handle the smallest tasks to support the team. Everyone felt seen, valued and supported—this reshaped my perspective on work and leadership.

Career highlight? I believe my biggest achievement is still ahead of me. I take pride in the big wins and the small ones, because each represents progress and growth. Any success I’ve achieved has been the result of collaboration and support of great teams.

What excites you most about the future of the channel? How rapidly the industry is evolving to meet changing customer needs. We’re seeing a shift toward more integrated, customer-focused experiences where convenience goes beyond location and becomes about speed, efficiency and overall experience. There’s also a growing focus on innovation through technology, smarter operations or more sustainable practices.

Amber Banford Director of merchandising, marketing and loyalty

MACEWEN PETROLEUM | QUICKIE

How did you get into this business? At Queen’s University, I worked parttime dressing mannequins and doing displays at the GAP, where I realized the impact fixtures, merchandising and signage could have on the overall customer shopping experience. After almost 25 years planning store layouts, I’m still hooked.

What do you like most about your job? The variety. I also value the cross-functional nature of the job— working with stakeholders on a range of projects keeps things dynamic.

Biggest career challenge? Leading through a large-scale rebranding initiative. There were many competing perspectives, and the challenge was turning that into clear, executable store standards. I learned the most valuable insights come from the front line. Store teams understand customer needs and operational realities better than anyone and have a pulse on what can be delivered consistently at store level.

Best career advice you’ve received? Relationships grow at the speed of trust: That simple line has shaped how I approach accountability for myself and my team.

What excites you most about the channel? The natural transformation from transactional to experiential. We’re seeing a shift toward higherquality food programs, more intentional and refined store design, and the integration of digital and loyalty to create a more seamless customer journey. There’s a lot of opportunity to differentiate.

How do you lead? I lead from the front, I show up consistently and I expect my team to do the same. We are all human and we are going to make mistakes, but I’m always there to support and recognize them, while stretching them beyond what they think they’re capable of.

Carole Bonenfant Sales supervisor LE GROUPE MARTEL

How did you get into this business? I’ve always worked in the food industry, as a rep and in customer service. Food is a passion for me.

What do you like most about your job? I love the challenges, working as a team and meeting new people every day.

What’s the best career advice you’ve received? In sales, it’s important to really know and like your products if you want to appear convincing when dealing with your clients.

Career highlight? Performing successfully at work while creating a strong work-family balance.

What are you most proud of? Acquiring our new banner, which I had worked on for two years.

What excites you most about the future of this channel? Emerging technologies, new products and partners—all leading to new challenges.

Harnois Énergies is proud to celebrate its 2026 Star Women in Convenience recipients

Claudie’s leadership, analytical expertise, and commitment to supporting our store operators have had a meaningful impact on the way we deliver pricing strategies across our network. Her ability to combine structure, collaboration, and continuous improvement has strengthened both our operational performance and the experience we provide to our partners.

This well-deserved recognition reflects the positive influence she continues to have on our team and within the industry.

The entire team is proud to celebrate this outstanding accomplishment.

Congratulations, Claudie.

Congratulations to Jessica Panfilli for her leadership and transformative impact on the organization.

Over the past decade, she has progressed from Price Coordinator to Director, demonstrating exceptional expertise in pricing, billing, and training operations. Through her leadership, she has driven initiatives that continue to improve efficiency, accuracy, and operational performance across the organization.

Her ability to elevate teams, foster innovation, and strengthen operational excellence makes her a respected leader in the convenience industry. Jessica Panfilli Director, Pricing, Billing and Training

Congratulations, Jessica.

commitment and outstanding contribution to the development of sites across the

Sarah’s leadership, strong field presence, and ability to identify operational challenges with clarity contribute significantly to the continuous improvement of our network. Her collaborative and solution-oriented approach helps support our teams effectively and ensures consistent execution of our priorities.

Her rigor, professionalism, and dedication have a tangible impact on both performance and the experience we deliver to our partners.

The entire team is proud to highlight her contribution and ongoing commitment.

Congratulations, Sarah.

SHINING STARS

Catarina Bosnjak Ice cream Canada sales operations manager THE MAGNUM ICE CREAM COMPANY

How did you get into this business?

My career in ice cream started in marketing 28 years ago and I’ve had a variety of different roles over the years crossing into trade marketing, distributor management, in-store merchandising and cabinet operations.

Biggest career challenge?

I’ve seen a lot of change within my own organization as well as transformation of this channel, but I would have to say the most exciting thing that I am incredibly proud of is to be part of our transition into a stand-alone ice cream company. It’s an exciting moment of growth and renewed purpose—and I’m grateful to contribute to a team that’s shaping something meaningful.

What’s the best career advice you’ve received? The best advice is more on a personal level and more a quote that has always stayed with me: ‘People will always remember how you made them feel.’ I try to remember that in my day to day and when interacting with others.

Career highlight? Helping to rebuild an entire distribution network—a moment that pushed and stretched me, but I gained so much from the experience. I became deeply involved in understanding every moving part: the people, the systems, the bottlenecks and the opportunities to make changes. I worked across multiple functions, building relationships that are now the backbone of the turnaround.

Shannon Brown Foodservice & merchandising manager NORTH SUN ENERGY

How did you get into this business? I worked part-time as a cashier at an Esso station while I was a university student. I quickly fell in love with the business, applied for my own franchise after graduating and became the youngest person in Canada to operate an Esso station. I went on to own and operate two locations for nearly 10 years before moving into leadership roles.

What are you most proud of? I led a successful limited-time offer collaboration with PepsiCo to launch Walking Tacos across all our locations. I also oversaw the opening and renovation of eight Orangestore locations, implementing refreshed layouts and planograms that delivered strong sales growth.

What do you like most about your job? Moving into foodservice and merchandising has been a refreshing change. I’ve enjoyed gaining a new perspective on the business while still being able to apply my operational experience to drive results.

Biggest challenge? Transitioning from operations into a head office role was outside my comfort zone. It pushed me to grow professionally and showed me that adaptability is one of my greatest strengths.

Best advice you’ve ever received? ‘Never be afraid to share your thoughts—you have a lot to give this industry.’ This advice encouraged me to speak up, and I’ve seen how sharing ideas and insights can make a meaningful impact.

What excites you most about the future? The opportunity to bring new and innovative products to market. Seeing how creativity and bold ideas continue to evolve the convenience channel keeps the work inspiring.

Jule Chan Corporate governance and contracts manager JTI-MACDONALD CORP.

How did you get into this business? Somewhat by luck. I was working at a law firm in a role that wasn’t very fulfilling. Out of the blue, a recruiter reached out to me about an opportunity with JTI and I decided to take a chance on it. That decision ended up changing the course of my career. Eight years later, I haven’t looked back and I’m incredibly grateful I took that leap.

What do you like most about your job? Collaborating with colleagues—supporting others, contributing to shared success and taking satisfaction in the team’s achievements without needing to be in the spotlight.

Biggest career challenge? One of the most meaningful challenges in my career has been learning to balance family life and motherhood with my professional responsibilities, striving to be present and committed in both areas.

What’s the best career advice you’ve received? Early in my career, I received invaluable advice: observe how people interact and work and use those insights to focus on being reliable before striving to be impressive.

How do you define yourself as a leader? I lead by example. I hold myself accountable for my actions and take responsibility for both my successes and my mistakes. I also make a habit of self-reflection, regularly checking in with myself to grow, improve and maintain high personal standards.

Lois Degenstein Pricebook administrator GAS KING OIL CO. LTD.

How did you get into this business? I began working in gas stations and convenience stores at a very early age. I was only 15 and worked my first part-time job at a tiny Gulf kiosk all alone. Since then, I have had several roles within convenience store businesses. For the last 30 years I have been a proud part of the team at Gas King, which is owned by the Morris family.

What are you most proud of during the last 12-18 months? We have brought in many innovative items to improve the bottom line, which is exciting. Each of us at Gas King is teaching our next-generation leaders in the Morris family!

What do you like most about your job? I enjoy working for our local Gas King, as it is a well-known, successful family business in Southern Alberta. I welcome new challenges concerning sales and marketing and managing inventory. We have had many new innovations, which keeps the market interesting.

Biggest career challenge? My biggest challenge was working long hours in management while raising my daughters.

What’s the best career advice you’ve received? Never, ever burn a bridge. Treat customers the way you would like to be treated as a customer.

What excites you most about the future of this channel? I truly am excited to see Gas King grow! Every new step in innovation is exciting.

How do you define yourself as a leader? Apparently, I have become the go-to mom/grandmother for many on our team. They are comfortable talking with me about many business and personal problems.

Myriam Marquis

SALES DIRECTOR

KEURIG DR PEPPER CANADA

Over the years, Myriam has played a defining role in elevating our convenience and gas business in Canada. From helping establish the channel as a strategic growth engine for the organization to expanding the presence of our owned and partner brands across the country, she has consistently combined commercial acumen, customer expertise and visionary leadership to deliver results. Myriam’s impact extends beyond the business through her passion for developing people and building high-performing teams, inspiring those around her to grow, challenge convention and achieve their full potential.

We are proud to celebrate Myriam’s achievement and join the industry in recognizing all the 2026 Star Women in Convenience honourees.

SHINING STARS

Claudie Ducharme Fuel pricing manager HARNOIS ÉNERGIES

How did you get into this business? I started in 2019 as a student and became assistant manager at a Proxi convenience store before joining operations at Harnois Énergies.

What are you most proud of? I led the launch of the PDI Fuel Pricing tool, ensuring a seamless transition for retailers and the fuel pricing team. By anticipating everyone’s needs and the impact, I put proactive solutions in place to ensure personalized support, clear communication and structured procedures.

What do you like most about your job? Being in the heart of the action, conquering challenges, contributing to my company’s success and supporting my team to succeed every day.

Biggest career challenge? At 25, I was promoted to manager, so I had to quickly demonstrate my leadership, credibility and skills while gaining confidence.

What’s the best career advice you’ve received? Patience has its virtues.

Career highlight? I’m proud to have evolved into management early in my career. My professionalism, devotion, desire to learn and open-mindedness enabled me to prove myself.

How do you define yourself as a leader? I’m always elevating our standards. My approach is at once human, detail-oriented, authentic and collaborative. I aim to deliver high-quality work while sharing my knowledge and guiding my team to success.

Vanessa Dufour Key account manager LABATT CANADA

How did you get into this business? I started at Labatt as a tele-sales representative after university. I was interested in Labatt because it was the leading brewer globally with strong brands in their portfolio.

What are you most proud of? As a new mom, my biggest accomplishment is generating great results within my organization while spending quality time with my family.

What do you like most about your job? I love working with colleagues and partners who are motivated to win, both internally and externally.

Biggest career challenge? I moved through six different roles in four departments in five years earlier in my career and it was challenging to adapt and learn quickly. That helped me develop my sense of curiosity, my resilience and to always be in learning mode.

What’s the best career advice you’ve received? Trust yourself and remember that mistakes are a learning opportunity.

Career highlight? Being named to my first senior leadership role as a sales director at 29 years old. It’s been an important highlight for me to get this level of confidence from the organization to lead a senior team so early in my career.

What excites you most about the future? I’m excited to see how I can contribute to maximize the momentum we have as a business to help my partners grow their businesses, so we win together.

How do you define yourself as a leader? I’m a results-driven person who believes that people need to feel good and be engaged to deliver their best, so it’s important to provide a safe environment that allows for good work-life balance.

Ève Fontaine Distribution centre optimization manager CIRCLE K | ALIMENTATION COUCHE-TARD

What do you like most about your job? I’m lucky to work alongside people who are supportive, collaborative and genuinely care about one another. That sense of teamwork and shared commitment makes a meaningful difference every day.

Biggest challenge? Navigating change and stepping outside of my comfort zone has been one of the most challenging yet rewarding parts of my journey. Taking on new roles, adapting to different expectations and pushing beyond what felt familiar has not always been easy, but those experiences have driven the greatest growth for me, both professionally and personally.

What’s the best career advice you’ve received? Trust yourself. Your instincts are shaped by your experiences, your values and everything you have learned along the way. You will not always have all the answers, but trusting yourself gives you the confidence to keep moving forward and embrace new opportunities with conviction.

What excites you most about the future of the business? I’m inspired to be part of an organization that actively recognizes, supports and empowers women in our industry. This environment encourages continuous growth, collaboration and the confidence to pursue new opportunities. I’m also energized by the constant evolution of our field through emerging technologies, expanding markets and innovative ways of serving our customers.

Caroline Fredette Field operations manager CANADIAN TIRE GAS+, CANADIAN TIRE CORPORATION

How did you get into this business? I first got into this business while studying at Université de Sherbrooke, where I completed two co-op terms with a major oil company. Those early experiences gave me great exposure to the industry and confirmed my interest in the field.

What are you most proud of during the last 12-18 months? I am particularly proud of how I successfully navigated a significant increase in my responsibilities. Approximately a year ago, my scope expanded considerably and I was able to transition seamlessly without any interruption to performance. I remained focused, adapted quickly and continued to effectively support both the team and overall business objectives. This experience reinforced my ability to manage change while maintaining a high standard of delivery.

What do you like most about your job? The dynamic nature of my role. There are always new projects and opportunities to expand my knowledge while applying my skills in different ways. The fast-paced environment keeps things engaging and continuously challenges me to adapt, learn and grow, which I find both motivating and rewarding.

What excites you most about the future of this channel? How different generations of retailers and support staff are coming together —combining fresh perspectives with tried-andtrue experience. This convergence brings a renewed energy to the business, which is especially important as our industry faces ongoing economic disruptions and evolving market dynamics.

SHINING STARS

Émilie Girard Marketing director GROUPE SAGA, A DIVISION OF GROUPE BEAUDRY

What are you most proud of? The role I played in standardizing all banners under a single, unified marketing calendar across a network of more than 400 stores during the acquisition of Groupe Saga by Groupe Beaudry.

What do you like most about your job? When I can clearly measure the impact of the marketing strategies I’ve implemented. Seeing a significant increase in sales confirms a promotion meets or exceeds its objectives, which I find rewarding.

Biggest career challenge? I’m experiencing it: I returned to school to complete an executive MBA to strengthen my administrative skills, help me broaden my strategic vision and continue evolving as a leader.

Best career advice you’ve received? From my mother: Always stay passionate. A passionate person is energetic, curious, motivated and driven by a constant desire to learn.

Career highlight? The implementation of the full procedural chain related to pricing and marketing execution. This includes system integration at the point of sale, production, printing and distribution—which was successfully deployed across more than 400 stores throughout Québec.

What excites you most about the future? We’re in a period of major transformation—digital, environmental and energy-related—which is redefining market expectations. This challenges us to adapt, innovate and develop marketing strategies, campaigns and tools that effectively meet new needs.

Define yourself as a leader: Collaborative, empathetic and focused on developing people. My goal is to help my team reach its full potential by fostering an environment of trust, collaboration and accountability.

Meltem Gunesli

Business development manager –Canada GILBARCO-VEEDER ROOT, VONTIER CORPORATION

How did you get into this business? I was a sales manager for a leading enterprise software company when I was head hunted for a newly created role to scope, define and execute the go-to-market strategies for multiple countries in Southeast Europe.

What are you most proud of? We recently launched a unified payment solution to address the changing needs of the retail convenience industry. This offering provides a seamless payment process, augmented security features, immersive media and video capabilities, and enhances the overall customer experience. Along with revenue growth, the product provides new tools and visibility to site owners.

What do you like most about your job? It’s fast-paced, energetic, dynamic and team-oriented.

Biggest career challenge? I’ve worked in multiple regions and countries. Changing regions— especially in sales—is challenging, with new markets, clients, drivers. The key is to focus on end goals, provide the best products and services, support them with a highperforming ecosystem and solidify our commitment to a loyal client base.

Best career advice you’ve received? There’s always a flip side to things, so approach each instance from different angles. This has helped with innovative thinking and creative problem-solving.

Career highlight? Working for the same organization across three continents and having a successful track record in each territory.

What excites you most? AI, personalized customer engagement and intelligent retail technology are here. I’m excited we have the products to be a part of this transformation.

Lindee Hilker Customer care manager CORE-MARK INTERNATIONAL INC.

How did you get into this business? I started my career in document management, but about eight years ago, I made the move into food service and convenience—and it completely changed my path. It was a bit of a leap into the unknown at the time, but I quickly realized this industry is where I thrive. It’s fast paced, constantly evolving and deeply rooted in relationships.

What’s the best career advice you’ve received? Control what you can control. It’s simple, but it’s something I come back to all the time. There will always be challenges and things outside of your control, especially in a fast-moving environment. Staying focused on where you can make an impact helps you stay grounded and keep momentum.

Career highlight? One of my proudest achievements was leading the centralization of Customer Care across all Canadian operating companies. It was a significant shift— from multiple ways of working to a more unified, consistent approach. We took the time to understand what was working in each location, identified opportunities to improve and built standardized processes that supported both efficiency and service quality. We also established balanced KPIs and aligned staffing to demand, ensuring we could meet service expectations without compromising the customer experience. It created stronger alignment across the business and set a foundation for continued growth.

Jessica Hunter Communications manager 7-ELEVEN CANADA

How did you get into this business? My career has spanned marketing and communications in various industries, including hospitality, hospitality, interior design and construction, children’s footwear and food and beverage retail. I started with 7-Eleven Canada as a contractor leading the launch of our first mobile app and managing new store openings. The role expanded into broader marketing initiatives, including ESG programs, digital content and led to communications management.

What are you most proud of? Leading the external communications strategy for a national product launch of our Japanese-style egg salad sandwich, which included an integrated PR campaign that generated strong national media coverage and social engagement, contributing to record sales performance.

What do you like most about your job? Working across PR, internal communications, community impact and brand sponsorships keeps the work dynamic, allowing me to leverage my experience to connect our internal and external audiences.

Biggest challenge? I’ve always worked on lean teams, which has pushed me to be highly resourceful, prioritizing high-impact work, leveraging the right channels and finding creative ways to extend reach without increasing budget.

What’s the best career advice you’ve received? You don’t need to have all the answers immediately. Taking the time to fully understand an issue or opportunity leads to a stronger, more aligned outcome.

Career highlight? Evolving into a role where I can integrate marketing, communications and community impact. I’m proud of the growth I’ve driven with our charitable partnerships and look forward to seeing how much more impact we can make.

For customers and teammates, you’ve made a difference. Proudly congratulates our outstanding leaders For customers and teammates, you’ve made a difference. Proudly congratulates our outstanding leaders

SHINING STARS

Sofija Isshak Territory manager

IMPERIAL TOBACCO CANADA | BAT

What are you most proud of during the last 12–18 months? How I’ve been able to grow engagement and execution within my territory. Whether it’s improving in-store visibility, successfully implementing new initiatives like Ready Scan/Ready Code, or building stronger relationships with my retail partners, I’ve been able to consistently drive positive results and stay ahead of targets.

Biggest career challenge? One of the biggest challenges has been managing change—especially when new government regulations were introduced and needed to be executed quickly in-store.

What’s the best career advice you’ve received? In sales, not everything goes your way, but focusing on effort, consistency and attitude always leads to better results over time.

Career highlight? A key highlight has been consistently delivering strong execution in my territory while also contributing to team initiatives like sharing best practices and staying highly engaged in team challenges. Being recognized among peers for both performance and engagement has been really rewarding.

What excites you most about the future of this channel? How the channel continues to evolve, especially with new products, technology and ways of engaging both retailers and consumers. There’s a lot of opportunity to be innovative, adapt quickly and really influence growth at the store level.

Souha Kaçah

Key account associate IMPERIAL TOBACCO CANADA | BAT

How did you get into this business? I started as a territory manager and loved the mix of strategy, relationships and seeing the direct impact in stores. I grew into key accounts, where I could think long-term and work on bigger, more strategic initiatives.

What are you most proud of during the last 12–18 months? How I supported national accounts through complex launches and pricing changes. It wasn’t always smooth, but I aligned multiple teams and kept things moving forward. Seeing programs come to life in-store is rewarding.

What do you like most about your job? The balance between analytics and human interaction. One moment I’m deep in data and the next I’m working with partners to solve real business challenges.

Biggest career challenge? Navigating complex systems and processes while managing expectations from different stakeholders, which taught me how important clarity and communication are. Now, I focus on simplifying things and being proactive.

Best advice received? Don’t wait until you feel 100% ready. Early in my career, I realized growth comes from taking on things that feel a bit uncomfortable. That mindset helped me move faster and build confidence.

Career highlight? Becoming a national key account associate. It came with more responsibility, visibility and impact.

What excites you most about the future? How fast the channel is evolving, especially with innovation and changing consumer behaviours. There’s a real opportunity to rethink how we engage at the store level. The brands that stay close to the consumer and move quickly will win.

Iryna Korzh Trade activation manager ROTHMANS, BENSON & HEDGES

How did you get into this business? I’ve always been passionate about learning new skills, discovering new countries and meeting new people. I’ve lived and worked in six countries in various roles. A big part of my career at Philip Morris International was in marketing, where I moved from brand manager in Switzerland to head of marketing for Caucasus markets. Later, I moved into the commercial team in Ukraine, and then to Canada.

What are you most proud of in the last 12–18 months? Building a new approach to retail analysis and activation through a trade segmentation model. This work was based on deep analysis of the Canadian retail universe using different data sources, demographic data, sales performance and retailer engagement with our company and products. It was a challenging but very rewarding experience to translate this into a practical business tool. The result is a new capability that allows us to prioritize investments more strategically and identify high-potential stores.

Best career advice you’ve received?

It comes from a Lewis Carroll quote: ‘It takes all the running you can do to stay in the same place. If you want to get somewhere else, you must run at least twice as fast.’

This has always resonated with me, especially in a fast-changing retail environment. Markets evolve quickly, consumer expectations shift and competitors continuously bring new ideas. To succeed, it’s not enough to maintain what you have—you need to constantly learn, adapt and grow.

What do you like most about your job? Working with people in such a diverse environment. The mix of perspectives, experiences and ways of thinking makes our collaboration much more interesting and insightful. It often challenges me to look at things differently and helps us make better decisions.

Émilie Larochelle Senior account manager PETRO-CANADA, A SUNCOR BUSINESS

How did you get into this business? After my studies, Suncor/Petro-Canada was the right environment to begin my career. It’s a well-known, dynamic organization that offers great development opportunities. I was drawn by the sector’s diversity, rhythm of operations and the chance to contribute to a variety of projects.

What do you like most about your job? I appreciate the diversity of the projects I contribute to. I also enjoy collaborating with colleagues and partners who are engaged and passionate. There’s a perfect balance between business affairs and the richness of human relationships that makes my role particularly exciting.

Biggest career challenge? Evolving within a role that represented multiple responsibilities that included sales, operations, distribution, allocation management and pricing, plus projects involving site openings and maintaining standards. The diversity of my mandate required excellent organizing skills and a strong ability to adapt quickly.

What excites you most about the future? I’m passionate about our industry’s constant evolution. Change is an integral part of our reality, and it pushes us to adapt, innovate and continually rethink how we do things. It’s a stimulating environment that offers so many new possibilities.

CONGRATULATIONS EMILY POOLE

Area Sales Manager, Manitoba

And to all the 2026 winners!

Jini Lee Area commercial supervisor ROTHMANS, BENSON & HEDGES

How did I get into this business? My journey began because I wanted to be part of a company making the transformation from cigarettes to smoke-free products, including heated tobacco. It was a natural progression from being passionate about the potential of smoke-free products to becoming part of the team behind the brand.

What do I like most about my job? The best part is connecting with people from all over British Columbia. It’s rewarding to collaborate with diverse groups and celebrate our achievements together as a team. Every day brings new opportunities to learn, share and grow alongside amazing colleagues.

Best career advice you’ve received? ‘Be comfortable being uncomfortable.’ This mantra has pushed me to face challenges head-on, embrace them, and see each as a privilege to learn and develop further.

What excites me most about the future of this channel? I truly believe that a smoke-free Canada is within reach. There’s something incredibly exciting about being part of a team that’s driving this meaningful

Mélanie Léveillé Senior key account manager –Eastern Canada ROTHMANS, BENSON & HEDGES

How did you get into this business? After university, I was hired by RBH as a field representative within the bars and restaurants division. I was motivated by the opportunity to join a large organization and to grow within it. I’ve been with RBH for 22 years and have held eight different positions in the commercial division.

What do you like most about your job? Working in a highly regulated industry requires creativity, agility and quickly adapting when circumstances demand it. Implementing initiatives despite the constraints we face is a source of motivation and professional satisfaction for me.

Biggest career challenge? Evolving and performing in a highly regulated industry by consistently identifying practical solutions to complex challenges. Through close collaboration with internal teams and my clients, I’ve been able to advance strategic initiatives despite constraints, while creating sustainable value for the organization.

What’s the best career advice you’ve received? Trusting myself and remaining true to who I am. It’s essential to preserve my leadership style, leverage my strengths and act with consistency and coherence in everything I do.

What excites you most about the future of the business? The essential role in bringing our vision of a smoke-free future. The transition toward reduced risk alternatives represents a real transformation, requiring innovation, strong partnerships and a high level of execution discipline.

SHINING STARS

Maria Litvak Real estate manager SUNOCO LP

How did you get into this business? I grew up in the oil industry’s retail sector, from the teenage years when my parents owned and operated a gas station. After taking time to grow my family, I realized this is the business I want to continue in. I went back into it as a territory manager with Pioneer Fuels, which was acquired by Parkland Corporation, and now I work under Sunoco LP.

What are you most proud of? Going through two acquisitions in 13 years. It’s been an interesting ride learning new processes and assisting in developing, mentoring and leading people.

What do you like most about your job? No two days are the same. Every day I’m learning something new whether in my line of work or another department.

Biggest career challenge? Finding and negotiating deals in real estate is not an overnight job. Sometimes it takes months to years for one project to come to fruition. When you spend six or more months cultivating relationships, working on offers and negotiating terms and the deal falls apart due to logistical, budget or third-party involvement—it can be heartbreaking.

Best advice you’ve received? Control the controllables. If it’s out of one’s control—no point in dwelling on it. This way I stay focused on things I can regulate.

Biggest achievement? Being the team player that people can rely on. I know my colleagues will reach out when they need my assistance on a project or just to bounce ideas off me. Having that kind of respect and appreciation is a huge achievement.

What excites you most about the future of this channel? Seeing more and more of the younger generations interested in real estate.

Averil Loong Fresh food, QA manager 7-ELEVEN CANADA

How did you get into this business? I began on the manufacturing side, working across research and development, quality assurance and production. I’ve always been drawn to structured, behind-the-scenes environments where strong systems matter. Quality assurance allows me to protect consumers, build trust and coach teams to succeed through practical, well-applied processes.

What are you most proud of during the last 18 months? To have contributed to the 7-Eleven Food Centre’s earning SQF Certification and a CFIA Establishment License in 2025. These achievements strengthen our growth while ensuring our stores are supported with safe, reliable and compliant food programs.

What do you like most about your job? Working directly with people. Seeing those ‘light-bulb’ moments during coaching discussions and watching individuals grow is incredibly fulfilling.

Biggest career challenge? Driving change in complex, fast-paced environments. I learned success comes from clear communication, consistency and helping people understand the ‘why’ behind expectations.

Best career advice you’ve received? Stay grounded in your principles, especially when decisions are difficult. Doing the right thing consistently builds credibility and long-term trust.

Career highlight? Being named the 2025 recipient of the 7-Eleven Store Support Centre Person of the Year. It was a meaningful honour and validation of the work and collaboration.

What excites you most? Seeing the channel raising its standards. Customers expect cleaner stores, safer environments and consistent experiences. Being part of an industry committed to doing things the right way is incredibly motivating.

Ratanjot Luthra Chief administrative officer YELLOW STORES

How did you get into this business? I started my journey as a cashier at a gas station. Over time, I worked my way up to supervisor, then manager and eventually became an owner-operator. That experience gave me a deep understanding of every aspect of the business from front-line customer service to operations and leadership.

What are you most proud of during the last 12-18 months? Over the last year, I’m most proud of continuing to grow and strengthen our operations while managing multiple locations and teams. We have focused heavily on improving efficiency, supporting staff development and building stronger relationships within the communities we serve.

What do you like most about your job? I love building relationships with customers, mentoring employees and creating a positive environment where both staff and the business can grow together. Every day brings new challenges and opportunities, which keeps the work exciting and motivating.

What excites you most about the future of this channel? Seeing how the convenience industry continues to evolve. Convenience stores are becoming much more than just places for quick purchases. There is a stronger focus on customer experience, innovation, technology and community involvement.

How do you define yourself as a leader? I would describe myself as a hands-on and supportive leader. I believe in leading by example, staying approachable and creating an environment where employees feel valued and motivated to grow.

Sheri Mallory Key account strategic manager JTI-MACDONALD CORP.

How did you get into this business? I started as a summer student with JTI, which gave me my first real exposure to the business. A few years later, I joined full time in an entry-level role supporting sales. I continued to grow across different roles, but those early experiences shaped my interest in the commercial side of the business and the value of strong relationships.

What are you most proud of during the last 12–18 months? I’m especially proud of launching a mentorship program at JTI Canada alongside two colleagues from different departments. The goal was to connect employees looking to develop their mentorship and leadership skills with those who could benefit from that support. It was a very collaborative effort. Seeing it come to life and knowing it is helping people grow has been incredibly rewarding.

Career highlight? I take the greatest pride in the cumulative impact of my work, building strong relationships, supporting meaningful projects and always striving to improve outcomes for the business, our customers and the people I work with. It’s often the smaller, consistent efforts that have the greatest long-term impact.

What excites you most about the future of this channel? The pace and momentum. The convenience channel is constantly changing and that creates space for new ideas, new products and better ways of connecting with customers. It’s an environment where you have to stay agile and keep looking ahead.

Congratulations! Vanessa Dufour

At Labatt Breweries of Canada, we dream big to create a Future With More Cheers.

We are always looking to serve up new ways to meet life’s moments and dream big to move our industry forward – it’s at the core of what we are. To achieve this, we need to harness the power of our people – who help drive our dreams forward. Congratulations Vanessa Dufour for this recognition, we are proud to have you on our team!

SHINING STARS

Myriam Marquis

Sales director – small format and alternative channels

KEURIG DR PEPPER CANADA

How did you get into this business? My path into this business wasn’t linear. I started in languages, dance and retail before earning a business degree while working full time and raising children. I joined CoucheTard as a category manager, where I discovered a strong passion for the industry. After five years managing key categories, I moved to KDP.

What are you most proud of? What my team has accomplished. We strengthened relationships with customers and partners, expanded distribution for our own and partner brands, and established ourselves as a key player. Our efforts were recognized at KDP when we were named Team of the Year.

Biggest career challenge? As a mother of three, being present for my children’s activities while also showing up for my team and my customers required me to set clearer boundaries and prioritize more intentionally. Balance isn’t about doing everything perfectly—it’s about making deliberate choices and recognizing that taking care of myself allows me to be a better leader, partner and parent.

Best career advice you’ve received? You don’t lose—you learn. Every setback is an opportunity to improve and do better next time.

Career highlight? Building the convenience and gas channel at KDP. When I joined, it was underdeveloped and not fully understood internally. We’ve established a strong, credible presence, which I see as a meaningful and lasting impact.

What excites you most about the future? Today’s shoppers are looking beyond speed and convenience— they want meaningful value. Being part of a channel that can adapt and respond to these shifts is energizing.

Katherine Martineau Regional sales manager SLEEMAN BREWERIES

How did you get into this business? I started at PepsiCo as a sales rep, following in my mother’s footsteps. This experience enabled me to evolve towards managerial functions at Procter & Gamble. Today, I’ve rediscovered the field at Sleeman, where I combine my expertise in sales and business strategy.

What do you like most about your job? The adrenaline from an ever-evolving market that requires us to innovate and transform our strategies to succeed. My work is challenging and supported by a passionate team.

Best career advice you’ve received? That boredom is the greatest enemy, so choose an industry where there’s non-stop action. This advice proved true and I’ve always sought challenges and excitement in evolving fields.

Career highlight? The evolution of my team. I took several junior colleagues under my wing in high-pressure situations and in applying my vision of modern, human leadership, I watched several of them get promotions. Guiding them to fulfill their potential is my ultimate success.

What excites you most about the future? For our industry, reinvention is crucial. Whether it’s expanding points of sale or adapting to new consumer trends, the potential for growth is huge. I’m looking forward to translating these changes into concrete actions in the field to guarantee our products remain top of mind for our customers.

How do you define yourself as a leader? A team’s success is a direct reflection of how it’s being managed. I strive to create a culture of confidence where delegation is essential, because making mistakes is an integral part of learning. True leadership is about using your emotional intelligence to foster an accessible work environment.

Raquel McGowan Category manager CENOVUS ENERGY

Career highlight? My current role. It is incredibly rewarding to work in a role that combines strategy, innovation, vendor collaboration and customer insight. When new innovations or flavour launches are introduced, we often meet as a team to sample products, predict flavour profiles and share ideas. It creates a fun, collaborative environment and reinforces how diverse customer preferences can be.

What’s the best career advice you’ve received? Take risks and make yourself visible within the organization. Be open to new opportunities, step outside of your comfort zone and actively contribute so others can recognize your skills and potential.

Biggest career challenge? I have always been highly motivated to grow professionally and advance within the company. While there were times when opportunities for advancement were limited, those experiences encouraged me to continue developing my skills, building strong relationships and remaining focused on contributing value wherever I could. They also reinforced the importance of perseverance, adaptability and continuing to advocate for your own career growth.

What excites you most about the future of this channel? The creativity and innovation behind the business—from signage, promotions and merchandising displays to marketing strategies, loyalty programs and value-driven offers that create excitement and engagement for customers. Loyalty programs continue to be a major driver. Canadians are increasingly focused on value and saving money, making price and promotional strategy more important than ever.

Sabine Murray Category specialist PETRO-CANADA, A SUNCOR BUSINESS

How did you get into this business? I started in gas and convenience with Sunoco in the late 1990s, first in site operations then in merchandising, where I was a key team member when they rolled out their first UPC scanning POS system. My career under the Petro-Canada banner has taken me from pricebook to fraud and back to category management.

What do you like most about your job? Working with other team members and mentoring newer colleagues as they begin their career in convenience. My years in many different facets of the business provides a good base of experience that makes my role fun and challenging.

Biggest career challenge? I have moved around in many different departments that support convenience and gas, learning something completely new every time. There’s sometimes trepidation at first, however I’ve learned our biggest challenges end up being the best learning and growth opportunities.

Best career advice you’ve received? Learn from your missteps and move forward. Build on those mistakes to help you grow professionally and personally.

What excites you most? How emerging technologies may transform the retail business in meaningful ways, including driving greater efficiency, as well as supporting growth and innovation in this channel.

SHINING STARS

Adriana Padikova Senior director, franchise operations INS MARKET

How did you get into this business? I started in retail sales, developing a strong interest in how store performance is driven by merchandising, supply chain and customer experience. I moved into multi-store operations and franchise support, then the convenience retail sector.

What are you most proud of? Leading the rollout of standardized planograms across the network and reinforcing compliance through structured audits: transitioning stores to authorized suppliers, improving ordering discipline and introducing clearer operational standards.

What do you like most about your job? Taking complex operational challenges like vendor coordination, compliance, or store performance and turning them into clear processes teams can follow.

Biggest challenge? Managing non-compliant stores while maintaining strong relationships with franchisees. Enforcing standards around ordering, vendor compliance and audits can be difficult when there’s resistance. I learned the importance of setting clear expectations, following through with accountability and communicating the ‘why’ behind decisions.

Best career advice you’ve received? Be consistent, not just right. In operations, being right once doesn’t matter if it’s not applied consistently.

What excites you most? The opportunity to modernize operations using stronger systems, better vendor partnerships and clearer data to drive performance. There’s lots of opportunity to standardize and scale, especially within franchise networks.

How do you define yourself as a leader? My approach is direct, transparent and focused on long-term sustainability.

Jessica C. Panfili Director, pricing, billing and training HARNOIS ÉNERGIES

How did you get into this business?

During my university studies, I developed a strong interest in SMEs, particularly family-owned businesses and their evolution. This naturally led me to Harnois Énergies, whose family values and regional roots strongly resonated with me. I joined the company nearly 10 years ago as a pricing centre coordinator.

What do you like most about your job? To work for a company that is constantly evolving towards new projects. It’s dynamic, it changes, it drives me every day to be better and improve. I feel privileged to have been part of this expansion and to have to work with incredible leaders.

Biggest career challenge? Managing the Price Centre during the pandemic. Amid temporary layoffs, unclear directives, a climate of uncertainty and fear, as well as having a toddler at home, I had a critical responsibility. The sharp decline in fuel prices generated a significant workload for my team. However, this experience ultimately served as a catalyst to improve our processes and accelerate the implementation of the necessary technological solutions.

Best career advice you’ve received?

When I began my career in human resources, I had a manager who consistently sought my input, involved me in all meetings and included me in her decision-making process even if I didn’t have any experience. As a manager, I strongly believe that decision-making should not occur in isolation. It requires collaboration, providing your team with visibility and opportunities to contribute and excel when appropriate.

Career highlight? The development of the individuals on my team, creating opportunities for them and witnessing their growth. Taking time to develop emerging talent are actions that contribute to preparing the leaders of tomorrow.

Cassandra Pino

Sales representative - convenience & grocery Ontario

ARTERRA WINES CANADA

How did you get into this business? I have always had a passion for wine and innovation, which led me to study at the Canadian Food and Wine Institute at Niagara College in Niagara-on-the-Lake, Ont. Combining my interests in sales with my appreciation for the wine industry made this career path a natural fit for me.

What do you like most about your job? I enjoy building relationships and connecting with people. Playing a role in introducing wine into convenience stores has been especially exciting, and it is rewarding to witness the rapid growth and evolution of the industry firsthand.

What’s the best career advice you’ve received? ‘Do what you love, and you’ll never work a day in your life.’ This is something my father, a former successful business owner, always told me growing up and it has stayed with me throughout my career. I feel incredibly fortunate to work for an amazing company in an industry I am genuinely passionate about. I love connecting with people, continuously learning about wine and challenging myself to grow both personally and professionally. Being able to turn something I genuinely love into a career is something I never take for granted.

What excites you most about the future of this channel? What excites me most is the incredible pace of growth within the channel. The opportunities are endless, and I love seeing LCBO essentials now available in convenience stores. Being able to pick up a bottle of Kim Crawford Sauvignon Blanc at a local convenience store highlights how accessible and innovative the industry is becoming.

Emily Poole Area sales manager – Manitoba & Northwestern Ontario PEPSICO

What are you most proud of in the last 12–18 months? After nearly eight years in the Ontario market, I took on a new assignment leading the Manitoba sales team. This transition required me to quickly understand a new consumer base, different market dynamics and how we approach go-to-market strategies in a new province.

Biggest career challenge? One of the biggest challenges was building and leading my first team of leaders. It was an opportunity I had been working toward since joining the organization. While it was incredibly exciting, it came with a steep learning curve. One of the key challenges I had to overcome was shifting my approach from providing answers to coaching my team to develop their own solutions.

What’s the best career advice you’ve received? Focus on progress over perfection. It’s easy to get excited about solving a problem or growing a business and wanting to fix everything at once, but that’s not always realistic. Instead, it’s important to assess the situation, take thoughtful steps forward and recognize that incremental progress can often be more impactful than rushing toward an ideal solution.

What excites you most about the future of this channel? How technology will continue to enhance the consumer experience in the C&G channel and enable us to meet evolving needs at a faster pace. As consumer expectations rapidly change, leveraging technology will be essential to staying agile, relevant and competitive.

SHINING STARS

Anca Puiu Account manager

SUNOCO LP

How did you get into this business? Through sales, where I quickly recognized the opportunity to drive measurable impact at store level. I was drawn to the pace, complexity and the ability to influence results directly through execution and strong retailer partnerships.

What are you most proud of? Over the past year, I delivered consistent year-over-year growth across my territory in a highly volatile environment impacted by fluctuating fuel prices and shifting consumer behaviour, while navigating the integration following Sunoco’s November 2025 acquisition of Parkland Corp. By driving disciplined execution, elevating merchandising standards and staying closely aligned with my customers, I protected performance and accelerated growth despite significant market and organizational change.

What do you like most about your job? I value the ability to deliver tangible results while building long-term partnerships. Helping customers improve profitability, optimize operations and navigate industry challenges is both demanding and rewarding.

Best career advice you’ve received? Stay curious and resilient. Challenges are part of growth and keeping a positive, solution-focused mindset makes all the difference.

Biggest achievement? Consistently delivering growth and maintaining performance in a volatile market, while managing multiple accounts and being recognized as a trusted partner by my customers.

What excites you most about the this business? The continued evolution of convenience retail—especially through innovation, data-driven decision-making and enhanced customer experience—offers significant opportunities to further grow sales and modernize the channel.

Ashley Robinson District sales manager JTI-MACDONALD CORP.

How did you get into this business? Sales is in my blood. I got my start at 13 working in my parents’ company alongside their sales reps. Years later, in a previous role, I met people at JTI and was struck by how much they genuinely loved what they did; it came through in every conversation. That curiosity pushed me to take a chance, apply and ultimately earn the opportunity to join JTI as a trade marketer.

Biggest career challenge? Leading a district effectively while balancing the responsibilities of raising two very active daughters in soccer. Managing both has required strong prioritization, adaptability and discipline.

What’s the best career advice you’ve received? Own the pause. In sales, we’re often quick to respond, but the best answers come from taking a pause to truly understand what’s being asked. It can feel uncomfortable at first, but once you embrace the pause, you become a better listener—and that’s where the real progress happens.

What excites you most about the future of this channel? Because this is such a highly regulated space, things can shift quickly, which means you have to stay agile, think strategically and be ready to pivot at any moment. That constant evolution keeps the channel dynamic and challenging in the best way and it creates opportunities to keep learning, adapting and finding new ways to succeed.

Jennifer Schnell Senior operations & product specialist, c-store FEDERATED CO-OPERATIVES LTD.

How did you get into this business? I started as a part-time c-store clerk and quickly realized I was hooked. I love the pace of retail—the constant change, organized chaos and never knowing what’s next.

What are you most proud of? Supporting the rollout of Iced Co-operative Coffee, the Hot Takes Program and our Dog Parks, particularly watching the programs gain traction and drive sales across the CRS.

What do you like most about your job? I’m surrounded by a strong team that challenges one another and drives real change in our industry. I also have the privilege of supporting incredible experts who take the tools I provide and turn them into real success stories.

Biggest challenge? Learning to trust my own voice and perspective. Imposter syndrome is hard to overcome but pushing myself and surrounding myself with others who also gently push me into opportunities and idea sharing builds confidence.

Best career advice you’ve received? Thinking through tasks A to Z. If it isn’t going to work in-store, then it won’t work at all. This has shaped how I approach everything: ensuring tools and programs are practical, usable and truly help teams succeed.

Career highlight? Developing and supporting people in their own growth. I hired a young man as a pump attendant who progressed through multiple roles to become my assistant manager and now, I work alongside him at Federated Co-op. For me, success has always been about building relationships and helping others reach their potential.

What excites you most about the future? The constant change. I’m excited to keep adapting and finding better ways to make an impact.

Pia Seeger Trade marketing manager TRAJECTORY BEVERAGE PARTNERS

How did you get into this business? One of my summer jobs during university was at a winery in Niagara, Ont. Growing up in the region, farming is the heartbeat of Niagara, and it wasn’t long before I realized a huge passion for the wine industry.

What are you most proud of? Trade marketing brings brands to life. The work we create not only connects consumers to our products, but also to the many people behind them—from growers and producers to winemakers and distributors, as well as retail partners and operators. I’m super passionate about helping tell that story in a way that inspires greater curiosity, appreciation and care for our industry.

What do you like most about your job? Each week is different; consumer trends—along with how we respond and generally show up in market—evolve all the time. Flexing the creative muscles and coming up with fresh and engaging programs as a team that resonate with consumers.

Biggest career challenge? The changing retail landscape has meant lots of learning between the convenience industry and us as beverage-alcohol producers/agents. This has taught me to be flexible, but overall has opened the door to new ideas, new points of distribution and new ways to show up in market. But not until after plenty of the proverbial handholding!

Best advice you’ve received? Life is about staying curious, remaining open to learning and letting creativity be the engine behind it all. Having a glass of good wine along the way doesn’t hurt either.

What excites you most? Beverage alcohol and convenience are entering a new era; new product categories and new SKUs, better access and new ways of collaborating.

SHINING STARS

Cathy Senderovich Director of field operations and customer service

STRATEGIC

RETAIL PARTNERS

How did you get into this business? I started in retail, where I developed a strong foundation in customer service, sales and relationship building. After having my first child, I needed a role with more flexibility, which led me to work with a wholesale giftware and home décor company.

What are you most proud of during the last 12-18 months? I took the lead on a cross-functional initiative with our IT team to enhance our sales portal by introducing a photo capture feature for field representatives.

What do you like most about your job? I’m a ‘fixer,’ and take pride in helping my co-workers overcome challenges.

Biggest career challenge? Navigating the unexpected acquisition of the wholesale company I worked for, which led to my role being eliminated. It was a difficult, uncertain time that taught me resilience and adaptability. I learned to pivot, reassess my goals and confidently re-enter the workforce in a new role, which strengthened my ability to approach challenges with a solution-focused mindset.

What’s the best career advice you’ve received? The key to success is balance. I’m committed to working hard and delivering results, but I also recognize the importance of stepping back and disconnecting to maintain perspective and avoid burnout.

Career highlight? Receiving this recognition!

What excites you most about the future? The pace of innovation. There are new technologies shaping how we connect with customers and operate the business. It’s exciting to be part of an industry where there’s always something new to learn.

Amanda Simpson Convenience retail brand manager BG FUELS

What are you most proud of during the last 12–18 months? Leading several national marketing campaigns and strategic vendor partnerships that elevated Waypoint’s brand presence across Canada. One of the most rewarding parts has been finding new ways to create engaging customer experiences while delivering on business results.

What do you like most about your job? The variety. No two days are the same. I love combining creativity with strategy and collaborating with different teams and partners to bring ideas to life.

What’s the best career advice you’ve received? Stay adaptable and never stop learning. The convenience industry evolves quickly and being open to change has helped me grow both personally and professionally.

What excites you most about the future of the channel? How much opportunity there is to continue evolving the customer experience. Consumers want discovery, engagement and brands that feel relevant to their everyday lives. I think this industry is uniquely positioned to deliver that.

Susan Sinden Category manager, beer & wine MACEWEN PETROLEUM | QUICKIE

What are you most proud of? Launching beer and wine in our Ontario stores—from planning, forecasting, store layouts and order selections, then seeing it all come together. It was a great deal of work and collaboration with team members, but very rewarding.

What do you like most about your job? I love the people and working with retailers and suppliers. I learn something new every day. Also, each day brings a new challenge. You start with a plan, but you never know what the day is going to bring.

Career highlight? Being a part of the launch of beer and wine in Ontario. Launching a new category is amazing.

What excites you most about the future of this channel? Seeing where convenience will go and what the next big thing will be. The only constant in this business is change.

May-May

Solomon Field marketing manager, Western Canada CIRCLE K | ALIMENTATION COUCHE-TARD

How did you get into this business? I’ve been in marketing for over a decade, working across different roles and industries. When the opportunity came up to join the Western Canada team as a field marketing manager, it felt like a natural next step.

What are you most proud of during the last 12-18 months? Leading the Smokin’ Hot Deals concept, our value program, across Western Canada has been incredibly rewarding. I’m also proud of the strong community engagement we have built and the continued growth of Froster, a key traffic driver for our business. Working on the launch of the Winner’s Circle exclusive Scratch & Win ticket, a first for Circle K Canada, has been a surreal experience.

What do you like most about your job? The people. We have built a strong, collaborative culture grounded in accountability, resilience and teamwork and that makes a meaningful difference in how we show up.

Best career advice you’ve received? Show, don’t tell. It is easy to talk about what you can do, but far more powerful to demonstrate it. That mindset has shaped how I approach everything, by letting my capabilities, expertise and results speak for themselves.

What excites you most about the future? The growth potential. What is even more exciting is how we continue to evolve to meet our customers’ needs—by being fast, friendly, customer-ready and delivering compelling value every day.

How do you define your leadership? Setting the standard through action, showing what is possible and creating a clear path for others to follow. I want the people I work with to feel motivated, supported and confident.

JENNIFER SCHNELL

Senior Operations & Product Specialist, C-Store

Congratulations, Jennifer! Each day you demonstrate exceptional care and attention in supporting convenience stores across the CRS. Your dedication to projects, programs and — most importantly — people, directly contributes to the success of both FCL and local Co-ops. You’ve always been a star on our team, and it’s wonderful to see that recognized across the industry as well. We’re so proud to call you a colleague.

With 25 years of experience in the gas and convenience industry, Shannon is committed to strengthening both the business and the people behind it, making meaningful and lasting contributions throughout her career.

We are proud to recognize

CATARINA BOSNJAK

as a recipient of the

2026 Star Women in Convenience Award.

Her dedication, exceptional customer focus, flawless execution, and inspiring leadership and winning mindset, truly set her apart as a shining star within our team.

As the saying goes,

“Great leaders don’t create followers, they create more leaders,” and Catarina embodies this every day.

Congratulations from your ice cream family we couldn’t be prouder of you!

From everyone at the North Sun Energy team, congratulations to Shannon on being recognized as a Shining Star for the 2026 Star Women in Convenience Awards!

Shannon Brown Food Service and Merchandising Manager

Lindee

Congratulations Lindee on being recognized as a shining

This recognition reflects your outstanding leadership, dedication to customer success, and commitment to your team. Through your people-first approach, you continue to make a positive impact on both associates and customers across Core-Mark.

Thank you for all that you do!

SHINING STARS

Laurie Sylvestre District manager – southwest region CIRCLE K | ALIMENTATION COUCHE-TARD

What are you most proud of during the last 12-18 months? Over the past 18 months, the introduction of beer and wine into convenience stores presented a significant challenge, particularly given the limited time available to prepare. Seeing the success achieved across my district made all the hard work incredibly rewarding. At the same time, I was also responsible for driving the growth of our Fresh Food Fast program. Balancing these major initiatives while ensuring the core business continued to operate smoothly required strong focus, adaptability and execution.

What do you like most about your job? Every day is different, and that variety is what I enjoy most. I thrive on launching new programs and seeing thoughtful planning, collaboration and hard work translate into measurable results and meaningful business impact.

Biggest career challenge? Returning to university after 10 years to complete my business degree was one of the most challenging experiences of my life. Balancing a full-time career, raising three children, including twins, and managing coursework required discipline, resilience and strong time management. With the support of my supervisors and a commitment to staying focused on my goals, I was able to successfully navigate those busy years and achieve something I am incredibly proud of.

What excites you most about the future of this channel? The convenience industry has evolved tremendously throughout my career, and the pace of change continues to accelerate. Today, the industry offers far more diverse products, services and customer experiences than ever before. I’m excited to be part of this transformation and contribute to shaping the future growth and evolution of the sector.

Sarah Trainor Operations manager, Proxi Network HARNOIS ÉNERGIES

How did you get into this business? I began more than 25 years ago as a cashier. Customer service gave me the opportunity to connect with people and, in small ways, improve their day with each interaction. My career progression has allowed me to carry that same people-focused mindset forward.

What are you most proud of? The collaborative work done with our teams to streamline processes across the Atlantic network and launching our in-house Bon Appétit brand in the Maritimes—a great example of what can be achieved when teams are aligned.

What do you like most about your job? Working with people to solve day-to-day operational challenges. I like being close enough to the business to truly understand what teams are dealing with and helping to simplify processes and remove obstacles so they can execute with confidence.

Biggest career challenge?

Operating through the pandemic. It reinforced the importance of adaptability, clear decision-making and staying focused on people while navigating uncertainty.

What excites you most about the future? We’re a channel that’s driven to adapt and try new things. I look forward to what comes next and the additional value we can bring to the lives of our customers.

How do you define yourself as a leader? Practical and authentic. I make an effort to get to know each team member and understand what motivates and inspires them. I aim to create opportunities for people to succeed in roles where they can grow, contribute meaningfully and help the business move forward.

Allyn Tritter Senior manager – business development Canada 7-ELEVEN CANADA

How did you get into this business? I studied engineering and design and one of my courses was project management. I realized it was something I wanted to drive my career towards. I worked in project coordination then project management, managing inventory and complex product shipments then overseeing permits and utility applications at an engineering firm that consulted for multiple convenience and fuel brands. Eventually, I was managing over 75 locations. Since being hired by 7-Eleven Canada in 2015, I’ve moved throughout the development team including construction, real estate and now business development and franchising.

What are you most proud of? I’m project lead on the development of our Canadian franchise model. It’s an exciting opportunity to help shape the strategy and bring franchising into the market.

What do you like most about your job? Learning new things. I’ve had the pleasure of working with many great leaders who have coached, pushed and supported me throughout my career.

Biggest career challenge? Thinking if I didn’t know everything, I didn’t deserve to be there. Effective leaders don’t rush to have all the answers; they listen, learn quickly and add value where they can.

What’s the best career advice you’ve received? If you don’t prioritize your time and you’re not intentional about what matters at work and at home, you get pulled into other people’s priorities.

What excites you most about the future? The growth potential and impact we’ll have on the market while also giving me the platform to provide a key role in building something meaningful, with long-term impact for the business.

Lauren Van Dam Customer development leader MARS SNACKING

What are you most proud of during the last 12-18 months? We just launched an amazing product in January with Skittle’s Pop’d Freeze Dried. It’s been a huge success, and we are excited to have a new and different format with the original taste everyone loves from Skittles.

What do you like most about your job? Brands. I love brands and the history of building brands and the power of building consumer attachment to them leading to purchase.

Biggest career challenge? Not surprisingly, COVID has been the biggest challenge so far. Certain categories saw a dramatic drop in consumption and ‘breath freshening’ was one of them. Gum is a huge part of our portfolio and navigating through that time was challenging. The category bounced back, but living through those years was a new experience for most of us.

What excites you most about the future of this channel? I am excited to see the direction that C&G takes with more electric vehicles and charging stations in the future. We know that there will be more dwell time as the vehicle charges, so how do we drive those customers into the store and what kind of experience will it be?

How do you define yourself as a leader? One of my values is mutuality. I believe in building lasting relationships that respect the goals of the customer and the suppliers and ultimately the consumer.

STORE-LEVEL STARS

Isabelle Chrétien Owner

LE MARCHÉ DE LA PICOLEUSE | DÉPANNEUR MAXI

How did you get into this business?

At age 15, I was a cashier at my uncle’s c-store. I developed a passion for the business. Upon his death, he left me the store, which touched me tremendously because it showed his confidence in me.

What are you most proud of?

Launching a cold buffet catering service in response to strong demand. Leveraging our grab-and-go success, we diversified our offerings to better serve our customers.

What do you like most about your job? How each day is different. I enjoy tackling challenges and am always seeking new ones.

Biggest career challenge? Growing despite the arrival of large c-store chains, grocery stores that stayed open late and other businesses offering similar products. I learned you should never rest on your laurels; it’s crucial to constantly innovate and focus on the small things or services that make the difference in attracting and keeping customers.

Best career advice you’ve received? To believe in myself and everything I take on and to not let negative criticism stop me. In business, everything is trial and error and you learn from every experience.

Career highlight? Seeing my store thrive. My biggest achievement is having loyal customers that enjoy coming in and feeling at home.

What excites you most about the future? The feeling of belonging. I’ve been with Beau-soir (Beaudry) for several years and it’s like being part of a large family.

How do you define yourself as a leader? I listen and am focused on the well-being of my team. I’m understanding and rely on their strengths, while also helping them succeed.

Fiona Goy Owner AISLE24, CONCORD ONT.

How did you get into this business? I quit my corporate career when my younger son was diagnosed with autism. For 18 years, I was a stayat-home-mom, aka ‘mom-therapist.’ When my son was placed in a retail position for his high school co-op program, he loved it from day one. But I am keenly aware of the stark reality that Canadians with disabilities are under-employed. He could be among them. So, my husband and I took on an Aisle24 franchise to secure his future employment and to invite young people with special needs to train in our store for free, so these learners can pick up retail skills for their resumes. As Christians, this is our service to God and our way to give back to the community.

What do you like most about your job? An unattended convenience store, Aisle24 is open 24/7 for both customers and learners. When customers know that every purchase they make keeps this training ground open for learners, they are tremendously supportive. Beyond the groceries they get, they are changing lives, enabling our learners to become productive citizens!

What are you most proud of? I had a challenging day last month and was feeling a bit defeated when out of the blue, a learner’s parent texted me and said, ‘She is so proud to be working! You are really helping her confidence and mental health and subsequently my mental health too!’ It was so encouraging, a great reminder of why I am doing this. And my hope is that readers who come across my award profile will be intrigued and consider including someone with disabilities as a team member.

Winnie Pabla Area manager PETRO-CANADA, A SUNCOR BUSINESS

How did you get into this business? My husband got the opportunity from Petro-Canada to operate a site, and I stepped in to support him, which evolved into a passion for retail operations.

What are you most proud of? Managing 13 locations with over 110 employees, taking charge of optimizing inventory and having zero safety incidents.

What do you like most about your job? The creative freedom to design and implement new strategies that attract a wider range of customers.

Biggest career challenge? Taking over 12 locations with just two weeks between each transition. Operating in such a high-stress environment tested our systems, but it taught me how to scale operations, streamline inventory controls and lead a large workforce while maintaining high standards.

Best career advice you’ve received? Always be willing to learn new things and share that knowledge with your team so they’re better equipped to grow sales and provide an exceptional experience for every guest.

Career highlight? Making the bold decision to step out of our comfort zone—leaving the original location and moving four hours away from friends and family to start from scratch in a new city—was a massive leap of faith. Building this network from the ground up while maintaining a strong presence in the community has been incredibly rewarding.

What excites you most about the future? The modernization of the customer experience through digital integration and advanced loyalty programs. There’s so much potential to attract a more diverse demographic of customers by offering innovative, seamless services.

Leigh Swinimer Store manager MCDOUGALL ENERGY | SEAFORTH SHELL

How did you get into this business? After 20 years running my own equestrian centre, a major life transition led me to start over in a new town as a gas station cashier. To my surprise, I loved my job.

What are you most proud of during the last 12-18 months? Keeping my team engaged while navigating significant change at our site. We successfully transitioned to a new back-office and POS system, launched alcohol sales and tackled the challenges of large-scale road construction with unwavering optimism. The highlight of the year was being named one of only eight winners in Shell’s National Spring Clean Campaign.

What do you like most about your job? The unpredictable energy. There’s always a new challenge thrown my way. The best part is working alongside an incredibly diverse team and meeting people from all walks of life.

Biggest challenge? Balancing the administrative side of my role with my natural drive to be on the floor with my team practicing a customer-first attitude.

Best advice ever received? Do one thing every day that makes your future self grateful and your past self proud.

Career highlight? Transitioning from business owner into the unknown world of retail as a CSR, then working my way up to lead hand and now site manager. This achievement means so much because I’ve experienced the business from every angle.

What excites you most about the future? We’re in the middle of huge changes in fuel and convenience. You can feel the shift from the old ‘gas station food’ stereotype toward premium selections and true experience hubs.

THINK PINK

Rosé is the ultimate convenience store wine—light, refreshing and the perfect grab-and-go choice. Follow these expert tips to maximize your summer sales

BY MICHELE SPONAGLE

WHILE WINE SALES have slipped over the last four years, according to Statistics Canada, things are looking rosier for rosé. The global market for rosé hit US$3.5 billion in 2023 and is expected to grow at a CAGR of 5.6% to 2030, says Cognitive Market Research. It’s part of an overall consumer trend to lighten up their alcohol choices.

On an annual basis, rose sales represent about 10% of the wine category in Ontario convenience, according to Gabriel Moreau, vice-president, sales, Eastern Canada for NielsenIQ. “This proportion increases by 20% over the summer, which speaks to the importance of having the right assortment in place at the right time,” he explains.

Though rosé sales have underperformed in the wine category year to date, Moreau feels it will be interesting to look at sales again towards the end of the summer. Out of the top five selling rose SKUs in Ontario convenience, three of them are made in Canada. “We definitely have great local products to showcase in this category,” he adds.

There’s no doubt that summer is the time for rosé to shine. C-stores can optimize sales with smartly curated stock and strategies to increase basket size, fuelled by thirsty consumers. CSNC did a deep dive with leading makers and distributors to get their insights on the rosé-all-day movement.

Daniel Speck

Senior vice-president, sales

Henry of Pelham Family Estate Winery

“Rosé sales offer a departure from the norm of red versus white,” explains Speck. “It’s something different that appeals to both types of wine drinkers at the same time. And like fresh whites and lighter reds, rosés work well with an evolving food landscape that emphasizes international cuisine beyond heavier traditional continental European and North American fare.”

How it’s growing: Dry rosés have been on the march for many years. Gone are the days of the syrupy-sweet, pink-hued Zinfandels that were the entry into wine for many drinkers. Rosé instead became a dry, not sweet, chic, premium wine for the stylish crowd. Now mainstream, they attract primarily younger drinkers and women. “I suspect it appeals to ‘the young at heart’ and the in-crowd as well,” notes Speck.

Advice: Treat rosés as you would white wines and offer them chilled since they’re bought to be consumed immediately. While sales are good year-round, a decent selection of rosés will pay off from April through September. And one final thought from Speck: offering promos for multi-purchases and placing rosés near light snacks (chips, cheeses) suits the occasions where rosés will be consumed.

Trending: Rosés with their low alcohol and dry (low-sugar) nature fit nicely into the ‘better-for-me’ drinker’s basket. Packaging is always very important with rosés, too—classic versus style/flash seem to be the extremes and often with unique bottle shapes—something not typical in wine.

STOCK LIST

• Henry of Pelham Rosé fits the “classic styling” bill perfectly and is a top-seller in Ontario.

• Three of Hearts Rosé skews to the flashier, custom-bottle crowd.

• Family Tree – The Merry Widow has built a following among consumers who like a bit of exclusivity.

Grace Costa

VP, national sales

Trajectory Beverage Partners

“Rosé can often be overlooked by retailers who don’t fully understand the difference in styles,” she says. “So many see them as being a sweet sugar-bomb, which many are not. Our VQA rosés follow a Provençe-style profile—pale, dry and crisp, with a focus on freshness and easy drinkability.”

Today’s rosé consumer: Rosé aligns with current consumer needs. It is an approachable and versatile wine style, Costa explains. “It spans multiple occasions and styles, and VQA rosé in particular benefits from strong local support.” Rosé is now an everyday option across demographics, no longer niche or purely seasonal. Rosé peaks in late spring through summer (Mother’s Day to Labour Day). “It sells all year and, like white wine, does peak in the summer but the surge in sales is not as significant as it once was,” she adds.

Advice: Lean into immediate consumption occasions, she advises. Rosé fits well with last-minute entertaining. It pairs well with anything. And sell it chilled since a rosé is most likely to be consumed right away.

Trending: “We’ve seen growth in lighter, drier ‘French’ styles and sparkling rosé. For VQA options, the focus is on quality and freshness,” says Costa.

STOCK LIST

• D’Ont Poke the Bear Rosé from Ontario features bold flavours that reflect Niagara’s unique terroir.

• Creekside Estate Winery Rosé is a dry-style option also from Niagara with notes of strawberry, rhubarb and pink grapefruit

Jessica Fraumeni

Sales manager (Ontario)

Pelee Island Winery

“Rosé wine sales have faced challenges over the past several years as traditional retail channels worked to sustain growth in the category,” she says. “However, the segment has seen a rebound over the last year—a trend I believe convenience stores are helping to drive. They are already doing a great job of selling rosé wines as they command a 10% share of the rosé segment, which is double their overall wine share of sales.”

Consumer insight: While the saying is that ‘all moms love rosé,’ today’s rosé wine drinker is typically a younger urban woman who enjoys a glass of rosé on its own or with a quick snack. She’ll have a glass of rosé solo or with friends on the weekend, with Fridays being the best day for rosé wine sales.

Advice: Ensure rosé offerings are clearly communicated with signage and prominently displayed as a customer enters the aisle where wines and other beverage alcohol products are sold. Make the purchase decision and occasion as simple and easy for the consumer as possible.

Summer sales and beyond: Rosé wines are synonymous with summer. More than 40% of sales occur during the summer months for rosé wines in the overall market. “This trend appears to be different in the convenience channel, where sales are equally strong throughout the year—at least during the start of the expanded beverage alcohol marketplace in Ontario,” Fraumeni points out.

Building a bigger basket: Rosé wines are a good fit for convenience stores as they are more likely to be purchased with traditional convenience store offerings than red or white wines. “Display salty snacks close to the rosé wines to maximize the overall profitability of the purchase occasion,” she says. “Or have a call-out at the rosé wine shelf prompting customers to think about buying a chocolate bar along with their rosé.” And keep in mind there’s a strong interaction between rosé, ice cream and frozen novelties.

Trending: The category is seeing the promotion of lower alcohol and/ or lower sugar as its key consumer proposition. One trend that makes the rosé wines different from other wine categories is the growth of sparkling varieties.

STOCK LIST

• Pelee Island’s Lola Sparkling Blush Rosé is the No. 1 selling Ontario VQA sparkling wine sold in the convenience channel, and therefore, qualifies for your domestic shelf percentage. Most importantly, it’s the biggest-selling rosé sparkling wine import or domestic in the convenience channel. Fun fact: Lola buyers have one of the highest buyer interactions with Doritos.

Joey Huang

National category development manager

Arterra Canada

“Rosé is aligned with wine drinkers’ increasing preference for a light, crisp and refreshing taste, and has evolved into a trendy, easy-todrink option for casual hangouts and outdoor fun,” says Huang. “For today’s customer, rosé is a ‘visual statement,’ where younger drinkers see it as fashionable and sophisticated, often using it to demonstrate their ‘good taste’ in social settings.”

The changing rosé customer: The modern customer skews heavily toward next-gen drinkers (LDA-34) and female. They also pay the most attention to nutritional information and alcohol content compared to other wine drinkers. “The biggest change is that rosé was seen as a seasonal or secondary option,” he explains. “Now, it’s increasingly consumed during daytime and for spontaneous, casual occasions. The light, refreshing profile of rosé fits with current ‘better-for-you’ trends with lower alcohol and lower sugar.”

Advice: Add premium rosé—those costing more than $15—to coolers, especially in the summer.

Trending: Rosé shoppers continue to look for drier styles with lower sugar levels. In fact, the No. 1 rosé in convenience is Bask Rosé, featuring zero grams of sugar per serving. Bask also just launched a zero-sugar VQA rosé, the first of its kind, made with 100% Ontario grapes.

STOCK LIST

• Saintly (200 ml single serve) sparkling rosé has a smaller format that fits easily into coolers and perfect for on the go and hosting. It’s anchored by Saintly, Canada’s No. 1 selling VQA rosé brand.

• Bask Rosé (750 ml), or if you have a larger store, carry the 3 L version, perfect for backyard gatherings or time at the cottage.

• Bask Simply Rosé VQA (750 ml) and, for those close to Prince Edward County or in eastern Ontario, the Sandbanks Rosé VQA are popular choices.

Alex Patinios

President

Dionysus Wines & Spirits

“Rosé wine is versatile and is available in so many different styles that it matches with a variety of different occasions and food pairings,” says Patinios. “Everyone drinks rosé today—or should be drinking it.”

Not just for summer: Rosé wine sales are less seasonal than they used to be and sell well through the fall, he notes. “Rosés are a splendid match for Thanksgiving since they pair well with many of the traditional foods and especially cranberry sauce.”

Advice to c-stores: Have rosé wines on the top shelf. “The colour of rosé wines is so beautiful that it will capture attention and create incremental impulse sales,” says Patinios. Trending: “It’s exciting to see great value rosé from many regions and countries—each bringing slightly different styles and at amazing price points,” he adds.

STOCK LIST

• Lapin Bleu Cinsault Rosé from France, Bodega Toro Rosé from Argentina and Popcorn Cabernet Franc VQA Rosé, locally made in Niagara, are all great value rosé wines.

Courtney Henderson

Marketing director, VQA

Andrew Peller

“Rosé appeals to many people because it falls between red and white wine, making it suitable for a wide range of tastes and occasions,” says Henderson. “It’s versatile and social, whether you’re on a patio, at a gathering, travelling, or just relaxing with friends. Rosé is now linked to lifestyle and experiences, which keeps people interested and makes it culturally relevant.”

Who’s drinking rosé: Today, a wider range of people enjoy rosé and they know more about wine than before. Wine drinkers are more curious and willing to try new styles and occasions. “A decade ago, many people thought rosé was too sweet or basic,” she says. “Now, they see there’s a lot of variety, especially with more dry, fresh and premium options. Better winemaking has also raised the quality, so rosés today offer great flavour and refreshment.”

Advice: Offer the right selection of rosé and make it easy to find. Placing rosé in a visible spot, especially if chilled, can lead to more impulse buys, particularly in warm weather. Provide clear food pairing ideas, extra displays in the summer and simple tasting notes to help shoppers make quick decisions.

Building a bigger basket: C-stores can get customers to buy more by placing rosé next to party items and foods that go with it. Think readyto-eat meals, snacks or patio items. Cross-merchandising works well with rosé since it’s so versatile.

Trending: “There are some exciting trends in rosé right now,” says Henderson. “More people are choosing convenient options like canned and single-serve rosé because they’re easy to take anywhere and fit casual occasions.” Lower-sugar, lower-alcohol and no- or low-alcohol rosé are also becoming more popular as wellness and mindful drinking matter more to shoppers, especially younger ones. At the same time, rosé is premiumizing. Customers want higher quality and drier styles. Sustainability is also a bigger focus, with cans and lighter packaging appealing to eco-conscious shoppers, she adds.

STOCK LIST

• Wayne Gretzky Estates Founders Rosé and Peller Estates Sparkling Rosé are two great examples of the category—one still and one sparkling.

Rich Fortin

VP sales and marketing Colio Estate Wines

“Rosé wines have been increasing in popularity in Ontario for many years, driven by several key factors,” says Fortin. “Rosé wines are often perceived as simpler, easier to understand and more approachable. There has also been a shift toward lighter, more refreshing options, and rosé wines fit perfectly into this trend.”

Who’s drinking rosé: Today’s rosé consumer skews a bit younger and more lifestyle-driven than a decade ago. While rosé wines were once seen as a more seasonal or niche category, they now appeal to a much broader demographic who are looking for approachable, easy-drinking wines that fit their lifestyle.

Advice: Focus on having multiple options, chilled availability and impulse purchasing. Have rosé wines refrigerated and ready to drink, particularly in spring and summer. “Rosé wines also align well with

the convenience shopper looking for an easy, enjoyable option for casual gatherings,” he says.

Not just for summer: Rosé sales have traditionally been strongest during warmer weather when consumers naturally gravitate toward lighter and more refreshing beverages. However, Fortin points out that over the past few years, rosé wines have become less seasonal and more of a year-round product, with consumers viewing them as an every-day wine choice.

Advice: Place rosé wines near complementary food items, such as cheeses, charcuterie or salty snacks, which can help inspire easy pairing ideas and encourage incremental purchases. Rosé wines are also very occasion-oriented, making them a strong fit for seasonal displays.

Trending: “We’re seeing many exciting trends and innovations within the rosé wine category. Consumers continue to gravitate toward drier, more premium-style rosés, while there’s still strong demand for easy-to-enjoy, fruit-forward styles,” he says. Sparkling rosés also continue to gain momentum, as consumers seek celebratory choices for social occasions.

STOCK LIST

• JP Rosé from Portugal consistently overdelivers at its price point and offers excellent quality and refreshment value for consumers.

• Girls’ Night Out Rosé is one of the top-selling rosés in the convenience channel, delivering flavours of raspberry, candied fruit, melon and pear.

• Lily Sparkling Rosé is the perfect choice to kick off the evening, with floral, grapefruit, brioche, fresh berry notes and red fruit aromas, wrapped in an elegant, creamy texture.

Danny Hewitt Manager, grocery and convenience, Ontario Select Wines

“Rosé sales have been growing as consumers look for more options aside from traditional white and red wines,” says Hewitt. “The rosé trend started in Europe over a decade ago, attributed in part to the rise in popularity of French rosé wines from Provençe. Other regions copied them—pale pink in the bottle with nice acidity and a juicy flavour profile that makes them easy and fun to drink.”

Who’s drinking rosé: Rosé consumption has broadened from the traditional wine lover to become more accessible to anyone who likes a refreshing drink. The style is very approachable and generally has a lower alcohol level than red wines, making rosé perfect for brunch, the beach, boating or the patio.

Advice: Offer a broader assortment of wine styles by adding rosé to your wine selection. “Rosé wine has transitioned from a seasonal summer beverage to an all-year-round product, but summer is still the sweet spot,” explains Hewitt. “This time of year is perfect for launching rosé in your convenience store wine program.”

Building a bigger basket: By locating rosés near snack and lunch options— particularly alongside sandwiches and salads—you will get a nice sales boost, since these wines pair well with these products.

STOCK LIST

• Ogier Ventoux Rosé from France is a top-selling rosé at the LCBO.

• Bottega Vino Dei Poeti Brut Rosé is a sparkling, refreshing option with pleasing fruity notes from Italy.

26_003892_Convenience_Store_News_Canada_JUL_CN Mod: April 29, 2026 7:40 AM Print: 06/08/26 page 1 v2.5

POWERED BY PROTEIN

Growing demand for functional nutrition is propelling product innovation and creating new opportunities for retailers

BY REBECCA HARRIS

NOT LONG AGO, convenience shoppers looking for a protein boost were largely limited to meat snacks and sports nutrition bars. While both remain valuable categories, today protein is expanding across the snack and dairy aisles, fuelled by growing interest in healthy aging and functional nutrition, as well as viral protein hacks (cottage cheese, anyone?) and the rise of GLP-1 medications.

Globally, the protein snacks market is expected to grow from US$37.3 billion in 2026 to US$72.2 billion by 2033, according to Persistence Market Research. North America leads the way, accounting for 38% of the global market in 2025. Protein bars command 34% of market share, while chips are the fastest-growing product type.

That demand creates an opportunity for gas and convenience retailers to sharpen their assortment and give customers more reasons to shop across the store.

“Retailers are evaluating categories that are stagnant or in decline and are looking for high-protein product options to help re-engage customers,” says David Ricci, business development manager at True North Nutrition, a distributor of sports supplements, natural health products and functional foods. “If a customer doesn’t find what they’re looking for, they’ll leave. So, if products in the sweet pastry section aren’t performing well, for example, what can replace them?”

In that category, one alternative to look at is Redefine Foods’ Protein Donuts, which has a line of individually packaged donuts delivering 15 grams of protein each. “Customers are looking for something new and different than what’s typically been there,” says Ricci.

True North Nutrition also distributes protein bars, which Ricci says is “where it all started.” Options include Mammoth bars, which have 25 grams of

protein and “taste like a candy bar,” Ricci says, as well as PhD Smart bars, a high-protein, low-sugar option. Beyond these mainstays, True North Nutrition distributes SinFit Protein Chips in flavours such as Hickory BBQ and Sour Cream Onion. Each 49-gram bag contains 20 grams of protein and 8 grams of fibre.

“Some customers might like chips, but want a healthier option,” Ricci says. “High protein, good-for-you and better-for-you products give people a reason to go into the store.”

While protein snacks present a big opportunity for convenience retailers, they also present a challenge. “We deal with stores that don’t have a lot of space, so they’re asking, ‘what am I giving up to expand the category? Do I forgo some go-tos that people frequently buy?’” says Ricci. “That’s an obstacle we have to help retailers overcome. They don’t have to try adding five new products. They can start with one or two and see how it goes.”

Fuelling up with functional drinks

High-protein beverages also have potential as a strong draw in the gas and convenience channel. “Shoppers in this channel value time and are often looking for quick, functional options that can replace a snack, support a busy commute, or provide a postworkout refuel,” says Jeff Schnekenburger, regional director of foodservice at Saputo Dairy Products Canada. “That makes singleserve dairy beverages a strong fit, particularly when they combine ease of consumption with nutritional benefits, such as protein.”

Saputo offers a range of high-protein dairy products and beverages, including Milk2Go Sport protein shakes, Joyya ultra-filtered milk and Dairyland Protein. “Saputo has continued to expand its high-protein offerings across many different container formats, flavours and brand lines,” says Schnekenburger. “This kind of portfolio expansion helps Saputo serve multiple consumer needs while staying aligned with demand for convenience, functional nutrition and accessible dairybased protein.”

On the merchandising front, Schnekenburger says the most effective tactics for c-stores tend to be high-visibility, high-traffic second displays, grab-and-go coolers and simple benefit-led messaging. “Clear communication around protein content, flavour and usage occasion also matters because shoppers make decisions quickly in this channel,” he says. “These tactics can help generate trial and encourage impulse purchases.”

Another brand in the high-protein beverage space is Fairlife Core Power, a ready-to-drink, lactose-free protein milkshake available in five varieties. Each 414-ml bottle provides 26 grams of protein, while Core Power Elite delivers 42 grams of protein.

“Single-serve bottles are designed for immediate consumption and fit naturally into convenience occasions—post workout, between meetings or as a quick protein boost alongside coffee or a meal,” says Avijit Bose, director, category, stills and energy at Coke Canada Bottling.

He notes that Core Power is performing strongly in Canada’s convenience channel because it aligns with how shoppers use the channel: quick, functional fuel. “In addition, with 44% of Canadians reporting some level of lactose intolerance—particularly among fast-growing ethnic populations—lactose-free options like Core Power are more relevant than ever,” Bose says.

To drive greater visibility and a simpler shopping experience, Core Power is increasingly merchandised in high-traffic areas like the cold vault, deli and coffee zones. “Marketing emphasizes clear protein benefits and everyday recovery, while targeted cross-merchandising and promotion programs help prompt trial and incremental purchases,” says Bose.

Sweet success with protein

Protein is popping up in unexpected products, including sodas, chocolate treats and even candy.

In 2024, Protein Candy partnered with Peak Performance Products, a Canadian distributor of health and sports nutrition, to introduce what they call the world’s first “Super Candy.”

Unlike traditional gummies or low-sugar candies that offer little nutritional value, Protein Candy is designed with macros that look more like a protein bar, with 14 grams of protein, 4 grams of sugar, 6 grams of prebiotic fibre and only 140 calories.

Morgan Kingdon, vice-president of marketing, Protein Candy, said at the time: “Protein Candy is a game-changing super candy because it satisfies your sweet tooth just like real candy should while delivering a lean, muscle-building protein boost with almost no sugar.”

Now available in six flavours, it’s naturally sweetened with monk fruit juice and stevia and made with natural flavours and colours.

Fibre, the next protein frontier

While protein is going strong in the snack aisle, fibre is gaining greater attention as consumers better understand its role in gut health. According to Mintel, most people consume far less than the recommended 25 to 30 grams of dietary fibre per day, creating a nutritional gap that food and beverage brands can help fill.

Mid-Day Squares is one snacking company offering that balance. Founded in 2018, Mid-Day Squares was created around the idea of what makes a great snack. “It’s something that’s satiating, extremely tasty and doesn’t make you crash after you eat it,” says co-founder Nick Saltarelli. “It should be balanced in protein, fibre and fat.”

Mid-Day Squares contain no artificial flavours, preservatives or fillers, and are gluten-free. Through a new partnership with Martel Foods, Mid-Day Squares are now sold in Martel’s fresh sandwich refrigerators at gas and convenience stores throughout Quebec.

Mid-Day Squares also recently launched a product specifically developed for the convenience and gas channel, No Bread PB&J, which provides 6 grams of protein and 4 grams of fibre in a 35-gram square in two flavours: grape and strawberry. Other varieties include Cookie Dough, Crunch Peanut, Brownie Batter, Peanut Butter and Almond Crunch.

“We’re trying to be better-for-you indulgence, which means clean labels and lower sugar counts,” says Saltarelli. “We made sure that everything in our lineup has a fibre and a protein component, so you don’t have the sugar crash after.”

More broadly, Saltarelli notes that consumers are eating smaller snacks throughout the day. “[Mid-Day Squares] are sub-40-gram items that they can eat, digest quickly and feel good,” he says. This particularly resonates with consumers on GLP-1 medications.

“We hear it all the time: ‘you made a perfect snack for the GLP-world,’” says Saltarelli, who adds the company was ahead of the curve by pure accident. “We just intended on making a great snack… But GLP-1s are here to stay, and they will fundamentally change the food industry forever.”

Looking ahead, True North Nutrition’s Ricci sees strong potential in high-protein products that support muscle maintenance for GLP-1 users, as well as snacks that combine both protein and fibre, alongside clean labels. His advice to retailers is to be open to something new.

“Consumers are looking for the newest, latest and greatest innovative products,” says Ricci. “That’s going to keep them coming in.” CSNC

NEW!

CATEGORY CHECK

BY MICHELE SPONAGLE

Worth their salt

From potato chips to popcorn, savoury snacks have long been a c-store sales juggernaut. With a new wave of innovation, the category is well poised for superstar status

CONVENIENCE STORES HAVE always been ground zero for grabbing chips and a pop, but the salty snacks category is growing in bold new directions. Innovation is lifting it to new heights and profitability that retailers can maximize with smartly curated selections for consumers.

Consider current trends: the quest for crunch; hybrid mashups like sweet and savoury combos; better-for-you choices that have become mainstream, while evolving to meet growing demand for snacks with protein and fibre.

What’s at stake is a bigger slice of the savoury snack market, valued at $6.6 billion. The salt snack segment dominates, representing $3.6 billion, with potato and tortilla chips out front. And here’s the important part: sales are still growing. Estimates peg the CAGR at between 4.7% to 6.8%.

Bold flavours drive growth

When it comes to flavour, outside-the-box options grab consumer attention. Just look at Miss Vickie’s Ristoranti Series introduced last fall, which taps into classic Italian dishes with kettle- cooked potato chips reminiscent of vodka sauce pizza, cacio e pepe (spaghetti with black pepper and pecorino Romano) and spicy pepperoncini with focaccia.

Some companies have supercharged their flavours taking them into ultrahot-stuff territory. Takis Rolled Tortilla Chips, for example, offer spicy options that unapologetically push heat to the extreme with SKUs like Blue Heat and Dragon Sweet Chili.

PepsiCo Canada is the major player in salty

snacks, with sales outpacing other companies by a wide margin. It recognizes just how important c-stores are in its recipe for success.

“The convenience channel continues to evolve rapidly, but one thing remains clear: salty snacks are still one of the most powerful drivers of impulse, engagement and basket growth in retail today,” says MarieHelene Jauron, senior director, convenience and gas channel, PepsiCo Canada.

flexibility across multiple price points, from entry-level single-serve packs to premium and share-size offerings.

As she points out, convenience stores are built around immediacy, impulse and simplicity—and snacks align perfectly with all three.

“Unlike planned grocery purchases, most convenience store visits are mission-driven and often spontaneous,” she says. “Shoppers come in for a drink, a quick bite or a last-minute need, and snacks naturally attach themselves to that mission.”

That makes snacks one of the most reliable add-on categories in retail. A beverage becomes a combo. A quick stop becomes a larger basket. Routine visits become habitual.

Frequency is another key driver.

“Snacks are not an occasional indulgence. They are part of everyday activities—road trips, work breaks, gaming sessions and late-night moments,” says Jauron. “That repeat behaviour creates a steady and predictable revenue stream for retailers.”

From a business perspective, the category also delivers strong margins, high turnover and

Health-conscious consumers reshape the category

Companies such as PepsiCo Canada are keeping a close eye on changing consumer preferences. Health and wellness, once considered niche within convenience, are now firmly mainstream, Jauron says.

Today’s shoppers still want indulgence but increasingly seek products that deliver balance and “feel-good” benefits, including higherprotein options, reduced-sodium or lower-fat products, and labels with simpler, recognizable ingredients.

The company meets those needs with brands such as Quaker Crispy Minis Rice Cakes and Smartfood Popcorn, while also expanding options with lower sodium, fibre and protein.

“In short, the category is no longer only about indulgence,” she says. “It is about balance, flexibility and meeting consumers where they are.”

And right now, consumers want something new and different.

“Traditional snacks, especially Lay’s potato chips and Tostitos tortilla chips, remain the foundation of the category,” says Jauron. “They continue to deliver strong volume, broad appeal and trusted brand recognition across demographics. However, innovation plays an important role in driving growth, especially in

the convenience-and-gas channel.”

Flavour remains one of the category’s most powerful tools, with consumers actively seeking bold and unique experiences. With summer being the peak consumption period for snacks, PepsiCo Canada says it prioritizes innovation aggressively during the season.

A key growth brand for the company in convenience is Doritos, which continues to resonate strongly with younger Canadians through bold flavours and disruptive innovation, including products that nod to familiar favourites such as Doritos Ketchup. Jauron says the flavour’s return follows strong previous sales and impressive repeat-purchase rates.

Execution matters at retail

For salty snacks in convenience, “execution is where the category truly comes to life,” says Jauron. “Visibility is everything. The most successful retailers treat snacks not as a static aisle, but as a dynamic merchandising opportunity.”

She recommends secondary placements at checkout, beside Pepsi beverage coolers and within meal-solution zones to capture impulse purchases. Cross-merchandising with drinks, like Lay’s and Pepsi combos, amplifies both categories and increases basket size.

Bundling also remains a proven growth driver. Simple meal deals pairing a sandwich, drink and snack transform individual items into value-driven solutions that resonate with today’s price-conscious shoppers.

Pricing strategy is equally important. Offering a range of price points ensures accessibility, while promotions such as multi-

buys and limited-time offers create urgency and encourage trial.

“Ultimately, success comes down to making the shopper decision easy—visible, appealing and instantly rewarding,” says Jauron.

Seeing purple

It’s not just major players focusing on innovation and evolving consumer needs. Smaller companies are doing the same, including Purplesful Snacking.

Founded by Canadian entrepreneurs Matthew and Jasmin von Teichman, the company has steadily gained a loyal following for its purple popcorn, which officially hit shelves in February 2022. It continues to expand distribution in grocery and convenience outlets across Canada and the U.S.

The husband-and-wife team set out to create a company with a mission-first mandate, aiming to support children’s charities through corporate profits, with 25% going to organizations devoted to children’s health and education.

“We wanted to be a philanthropic-driven business, and didn’t have a product to match it,” explains Matthew von Teichman. “Then I recalled a conversation I had with a guy I met in Anaheim at the big natural product show about 10-plus years ago. He was a purple corn farmer from Peru who told us all about purple corn. We were jazzed for our Purplesful popcorn to enter the salty snack arena, which is a high-velocity category.”

Purple corn appeals to health-conscious snack consumers because it contains more fibre, antioxidants and protein than traditional

popcorn.

Customer feedback suggests consumers appreciate its digestibility, creamy texture, tender crunch and lack of hulls that get stuck in teeth. Purple kernels also pop more completely than other varieties.

With grocery distribution now firmly established, the company is turning its attention to expanding its presence in the convenience channel.

Purplesful is well-positioned to succeed in convenience stores because of current nutrition trends, including “fibre maxing,” as it features up to six grams of fibre per five-cup serving.

“People are looking for clean, nutritionally dense products, and they want products with a short ingredient list—not 45 ingredients or something,” says Jasmin von Teichman.

Initially, the popcorn was popped in sunflower oil.

“Because of that, we couldn’t get a listing in the U.S. to save our lives,” says Matthew von Teichman. “Whole Foods wouldn’t even take a meeting with us. The anti-seed-oil movement pushed us to switch to coconut oil.”

Purplesful’s current all-vegan lineup— Sea Salt, White Cheddar, and Jalapeno and Cheddar—is set to expand with a new grass-fed SKU designed to taste like movie-theatre popcorn.

Matthew von Teichman says the inspiration partly came from one of his other companies, Rolling Meadow, Canada’s first grass-fed dairy company.

“I thought it would do extremely well as an ingredient in a snack,” he explains. “Grass-fed butter is also a bit more decadent and rich than normal butter, so I knew the taste would be off the charts!”

Kirk Homenick, president of Naturally Homegrown Foods, says nutritional trends play a big role in how the company approaches innovation for Hardbite chips. “Today’s consumers want snacks made with real, simple ingredients and nothing artificial, which fits with what we stand for,” he says. “We’re seeing growing interest in things like alternative cooking oils, high-quality ingredients and clean labels. That said, we’re not just chasing trends. Our focus is on making thoughtful ingredient choices and being transparent about what goes into our products.”

Hardbite’s kettle-cooked potato chip classics continue to sell well, especially those that deliver bold taste. Some standouts include its avocado oil line and Black Sea Salt classic chips. And coming soon, a footballfocused collaboration with the B.C. Lions for Buffalo wing chips, featuring five players. It demonstrates the brand’s pride in being Canadian. “It matters more than ever,” says Homenick. “For Hardbite, that’s a big part of who we are.” CSNC

CONSUMER CORNER

BY EMMA BALMENT

Fuelling and feeding forecourt customers

As inflation reshapes consumer habits and fuel prices rise, gas stations are turning to fresh food and beverage programs to boost traffic, revenue and customer loyalty

GAS STATIONS IN Canada with food and beverage programs are filling bellies while they’re filling tanks. Now, while gas prices rise, revenue inflation could finally slow, and operators may wonder how their foodservice program can continue to offer value to consumers.

Amid rising costs of living, prepared foods and beverages from restaurants are the first thing consumers remove as they scale back spending. Low- and middle-income Canadians have been a boon for food and beverage sales from convenience stores and gas stations alike.

Still, in need of foodservice solutions—for reasons practical, social and emotional— consumers play a complicated game of “trading down” to more affordable occasions, venues and items. As such, the core consumer of both convenience and gas (C&G) stations has pivoted to funnel more of their foodservice meal occasions, and dollars, into the channel.

Don’t stop at the pump

The last couple of years have been a roller-coaster ride for consumers and businesses.

A look at Ipsos Consumer Confidence metrics illustrates how, just as the market adapts to one problem, a new one is introduced. At the end of Q1 2026, inflamed global politics resulted in inflamed gas prices. Affordability has been a key issue for consumers and more than 60% of adults are saying rising gas prices are going to lead to further belt-tightening.

By the end of March 2026, Ipsos Foodservice Monitor was already tracking a reversal to strong growth in food and beverage traffic at gas stations, while convenience stores without gas continued to benefit from trade-down behaviours. Independents were impacted more greatly than chains that, by and large, have more developed foodservice programs.

Keep your foot on the gas

In the last 12 months ending March 2026, Canadians spent more than $1.3 billion on fully prepared and immediately consumed foods and beverages at gas stations. Even after food inflation rates peaked in 2022 (Statistics Canada), gas stations achieved double-digit growth every year up to 2026. Don’t let this

reactive slowdown in Q1 2026 distract from the long-term opportunity that is winning over customers from quick-service restaurants. Gen Z customers who frequent convenience and gas have positive perceptions of food from the channel (more than any other generation) and C&G has a right to play and win in this price-sensitive economy.

Gas stations have been able to grow their food and beverage business beyond the core need for “convenience” or something to eat in the car. They have become real destinations—not just for value and deals, though that still plays a substantial role. Today’s consumers place greater importance on food quality, freshness and healthfulness. They are also more willing to use convenience and gas stations as destinations for social occasions, to try new things, indulge in nostalgia and have fun. At a time when nearly six out of 10 Canadians report feeling stressed, convenience and gas stations can provide a cheap and cheerful solution.

Foodservice first

A gas station customer experiencing sticker shock at the pump may be more hesitant to purchase food and beverages. In turn, they might need a special reminder that picking up breakfast, lunch or dinner while refuelling can save both time and money down the road (i.e. not having to stop at a drive thru). In 2026, customers are making fresh, prepared foods and beverages the primary reason for visiting gas stations—not just an add-on purchase. With that in mind, food and beverage marketing should extend beyond posters and banners at the pump to reach consumers throughout their daily routines, whether at home, at work or on the move. Fuelling bellies with strong foodservice programs is redefining what people think when they hear “gas station food.” 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, she specializes in uncovering growth opportunities for manufacturers, retailers and foodservice operators. emma.balment@ipsos.com

OCTANE

The power of EV chargers to drive retail revenue

A new report suggests that by blending charging with shopping and foodservice, convenience and gas operators can transform plug-in sessions into seamless customer experiences that boost loyalty and the bottom line

A RECENT STUDY from the Transportation Energy Institute (TEI), and Electric Era and Paren, The 2026 State of RetailFirst EV Charging, has some interesting findings that should be of great interest to fuel retailers with convenience stores and foodservice.

Researchers analyzed data from 4,000 DC fast-charging stations (100 kW+), cross-referencing network sessions with reliability scores and 17 categories of retail amenities. The findings reveal a clear shift: EV charging infrastructure is migrating from isolated roadside stations to retail-adjacent locations, including grocery stores, coffee shops and quick-service restaurants.

This strategy works—data shows that chargers located near grocery stores average 42 sessions daily. That represents seven times the utilization rate of standalone chargers, proving that when EV charging and retail amenities converge, both driver convenience and site traffic increase.

Depending on the available infrastructure, electric vehicle charging times typically span 10 to 20 minutes, sometimes reaching up to 30 minutes. Consequently, it is logical that drivers prefer charging hubs situated near retail hubs; shoppers are drawn to locations with available charging and they utilize these services more often when shopping is an option.

For fuel retailers operating with a quick-service restaurant (QSR) or convenience store partner, or both, the presence of on-site EV charging—particularly highspeed chargers—can significantly increase foot traffic and overall business for those facilities.

In many ways, this aligns well with the general trend of fuel retail c-stores becoming shopping destinations both

in the United States and Canada. In the United States, 7-Eleven, Wawa and Casey’s General Stores are often destination shopping locations for travellers and locals; and one cannot ignore Buc-ee’s, which are major food and retail shopping destinations, while also providing fuel and a car wash.

The Buc-ee’s location in Katy, Texas, serves as a prime example of this retailcharging synergy. Alongside its 120 gasoline pumps, the site features 10 highpower EV charging stalls managed by Mercedes-Benz High-Power Charging. These units support both NACS and CCS connectors and deliver speeds up to 400 kW. This infrastructure allows drivers to recharge their vehicles while exploring the site’s diverse amenities, which range from Buc-ee’s branded snacks and merchandise to popular breakfast options like egg, cheese and sausage burritos.

Across Canada, retailers like Circle K, 7-Eleven, and Harnois Énergies are mirroring this trend by elevating their foodservice offerings and establishing themselves as vital retail hubs in suburban and rural areas. These locations have evolved into destinations where customers frequently stop for breakfast, freshly prepared lunch options or to gather groceries and meals for dinner—a level of retail significance that was virtually non-existent just 10 years ago.

Integrating EV charging into the retail mix is a powerful strategy to draw customers from the forecourt into the store, boosting revenue. To fully capitalize on this, operators should enhance the customer experience by tying charging sessions to on-site services.

Research from MasterCard, 4 trends shifting the fuel and convenience industry,

CHARGING AHEAD

BY TOM VENETIS

suggests retailers should prioritize frictionless, value-added experiences—such as offering free Wi-Fi or on-premises entertainment—to maximize time spent on-site. Furthermore, retailers can drive loyalty by integrating charging with mobile apps. For example, U.S.-based Wawa enables “order ahead” capabilities for a seamless, graband-go experience, while 7-Eleven’s 7NOW app offers delivery and subscription-based perks. By prioritizing these user-centric digital features, retailers can streamline the charging experience and build stronger customer connections.

Integrating EV charging into the retail ecosystem allows operators to leverage customer data and loyalty programs for more personalized service. The MasterCard study noted major chains like 7-Eleven, Wawa and Casey’s are already successfully using forecourt and in-store shopping behaviours to tailor offers, grow customer connections and increase basket size.

Ultimately, the goal is to transform EV charging from a utility into a cornerstone of the customer experience. By combining high-speed infrastructure with seamless digital integration and personalized rewards, retailers can move beyond simple transaction processing to build lasting engagement, ensuring that every charging session becomes an opportunity to cultivate long-term loyalty and repeat business.

Ideally, operators will create a seamless customer experience that is both relevant and lasting. By leveraging data on charging and shopping behaviours, retailers can offer personalized content and loyalty rewards to drive sales and encourage repeat business. OCTANE

Tom Venetis is an automotive business journalist and regular OCTANE contributor.

FORECOURT PERFORMANCE REPORT: BEYOND THE PUMP

As ownership shifts and traditional fuel margins tighten, forward-thinking operators are transforming traditional gas stations into multi-faceted profit hubs by integrating elevated convenience retail, fresh foodservice, loyalty ecosystems, EV infrastructure and backcourt innovation

BY FIN SMART

CANADA’S RETAIL PETROLEUM landscape has entered a lean, mature era of network optimization where success is no longer dictated solely by what is sold at the pump.

The 2025 National Retail Petroleum Site Census, published by downstream consulting specialist Kalibrate Canada, Inc. reveals that while fuel retail remains an essential part of Canadian life, the traditional gas station model is undergoing an irreversible structural and operational shift.

As of Dec. 31, 2025, Canada’s total retail gasoline station count dropped to 11,465 locations, a decline of 146 sites from the prior year and the lowest national site count since tracking began in the late 1980s. Yet Kalibrate notes this isn’t a sign of an industry in crisis, but instead “the long-term picture is one of relative stability compared with the steep rationalization that took place in earlier decades: after a dramatic contraction from historical peak levels, the national outlet count has hovered near today’s range for more than a decade, suggesting that the industry has moved into a more mature, slower-changing phase of network optimization.”

For those in the convenience and forecourt business, the report delivers a clear mandate: adapt backcourt offerings, expand loyalty ecosystems and prepare for a highly collaborative retail environment, or risk obsolescence in a shrinking network.

OUTLETS

Canadian retail gas station population peaked at approximately 20,360 in 1989, and declined steadily until around the year 2000

11,465

Although the average annual site throughput at Canadian gasoline stations has increased for five consecutive years, fuel sales at the average Canadian gasoline station remain below prepandemic levels

2026 FORECOURT PERFORMANCE REPORT

The illusion of big oil control

To consumers, Canada’s forecourts appear dominated by corporate oil giants. The top three fuel brands — Esso, Petro-Canada and Shell —command 47% of all stations across the country. However, the report exposes a major disconnect between the logo on the canopy and who holds the keys to the business.

Only 22% of Canadian gas stations (2,565 sites) are price-controlled by an integrated refiner-marketer. The remaining 78% of pump prices are set by independent proprietary networks, dealers or non-refining marketers.

“The visible brand on the canopy often masks a more nuanced commercial relationship,” Kalibrate states in the report, pointing to an asset-light, partnership-driven retail model that has taken hold of the industry.

Major refiners have steadily shifted operational responsibility and pricing control to a distributed network of regional distributors and

independent retail chains.

In 2025, 27 fuel marketing companies incorporated another company’s brand into their networks, a strategic arrangement that now accounts for 39% of all stations nationwide.

This allows major refiners to maintain brand equity and secure wholesale fuel supply agreements while leaving local site operations, real estate management and backcourt innovations to specialized retailers that can pivot quickly to changing local demographics.

The backcourt pivot

The driving force behind this structural shift is simple economics: fuel retailing is a high-volume, low-margin game. Kalibrate data shows that the national average retail margin component of a 146.5 cents-per-litre pump price was just 10.4 cents in 2025. When adjusted for inflation, actual retail margins have steadily shrunk over the last three decades, dropping from 7.0 cents per litre in 1991 to 5.3

Proportion

cents per litre today.

While average station gross profits from fuel sales hit an all-time high in 2025 due to recovering fuel volumes, rising operating costs and inflation mean fuel alone cannot support a modern forecourt business. “Non-petroleum offerings are now central to outlet viability and competitiveness,” the report underlines.

Nearly every gasoline station in Canada features a convenience store of some kind. These c-stores have evolved from the simple payment kiosks of yesterday, into sophisticated retail destinations with expanded services designed to turn the gas station into a convenient community hub. One need only look to store size for evidence: In 2005, small kiosks under 500 sq. ft. made up nearly 42% of the market. In 2025, large-format convenience stores (exceeding 500 sq. ft.) now represent more than 37% of sites, driven by major investments from convenience retail leaders to bolster revenue from new categories, such as beverage alcohol and foodservice.

Proportion

The report shows how profit-generating back-court amenities are scaling up:

Quick-serve restaurants (QSRs): At nearly one in five stations (18.8%), up from just 7.4% two decades ago.

Car washes: Steadily rising to hit a 23.9% representation rate nationwide [see “Car washes, the third pillar of profitability” p. 64]

Non-traditional players reshape competition

Forecourt professionals are adapting the business model in the face of intense competition from non-traditional marketers—operators whose primary business is grocery, big box or large-format retail rather than petroleum. These networks account for 3,106 outlets, representing 27.1% of all Canadian fuel sites.

The geographic distribution of these players varies. In Western Canada, non-traditional penetration has stabilized or shrunk over the past 20 years. However, Central and Eastern Canada have

Proportion

2026 FORECOURT PERFORMANCE REPORT

witnessed an explosion. In Atlantic Canada, non-traditional operators account for 42.4% of the total market, while in Nova Scotia and Prince Edward Island, they make up more than half of all retail outlets.

High-volume retailers (HVRs), such as Costco, use fuel as a lossleader or cross-promotional tool to drive traffic to their main retail footprint. Because HVRs generate massive fuel throughputs, they maintain a significant pricing advantage due to low operating costs per litre, heavily disrupting local price competitiveness.

Interestingly, the report notes that big-box market share has dipped slightly from its historical peaks due to grocery chains selling off fuel assets to focus on core operations. For example, Sobeys Capital divested its Safeway fuel bars to Shell Canada in 2023. However, this year, Shell announced it is replacing its Air Miles program with Scene+ points nationwide. Because Sobeys-owned stores also utilize Scene+, cross-promotions between the grocery giant and adjacent gas stations are back.

Leveraging loyalty ecosystems

With fuel volumes per station creeping up to 3.72 million litres annually, but still below pre-pandemic levels, capturing consumer “share of wallet” is now hyper-focused on loyalty programs. In 2025, 79% of Canadian gas stations featured a loyalty program, up from 73% in 2023. Four programs—PC Optimum, Petro-Points/Triangle Rewards, Air Miles/CAA discounts and Journie Rewards—account for 66% of the entire loyalty network.

As competition heats up, the report notes: “Loyalty rewards are becoming increasingly complex, with more options for consumers to share loyalty points with non-fuel programs or combine them to increase discounts with various financial institutions.”

The hybrid forecourt

Zero-emission vehicle (ZEV) adoption has grown to 9.5% of new vehicle sales, however total EV sales dipped last year due to economic

Proportion of quick-serve restaurants at gas stations

Car washes at retail gasoline stations

uncertainty and shifting incentive programs. In turn, for every single zero-emission vehicle registered in 2025, nearly eight traditional vehicles were sold.

In other words, demand for traditional gasoline and diesel is far from vanishing. As the report concludes, “Even with greater market penetration of electric vehicles, the need for Canadian gas stations will remain strong for many years.”

Savvy operators are treating EV infrastructure not as a replacement for fuel, but as a strategic asset. Integrating charging into the traditional forecourt creates a more diversified, resilient business model.

The real value lies in capturing “dwell time.” Unlike the traditional fuel dispenser designed for a rapid three-minute turnaround, EV charging brings in drivers for an extended 20-to-30-minute stay.

For the c-store, this behaviour shift is a major catalyst—drawing motivated buyers away from the pumps and into the backcourt, where high-margin convenience, fresh foodservice and premium coffee concepts can thrive.

The bottom line

The future of the Canadian forecourt is a synergistic evolution where success is no longer dictated solely by what is sold at the pump. Data from Kalibrate’s National Retail Petroleum Site Census indicates that the secret sauce is network optimization that seamlessly serves the hybrid driver, while creating a welcoming, amenity-rich retail hub that meets the needs of an evolving convenience-focused customer.

OCTANE

OCTANE is pleased to partner with Kalibrate to share a preview and highlights from the just-released 2025 National Retail Petroleum Site Census. The report, which includes more than 40 pages of data and deep insights, can be purchased in its entirety via the Kalibrate website. For more information, please reach out to Suzanne Gray, sales and services consultant, at Suzanne.Gray@Kalibrate.com

FEATURE THE CAR WASH AS THE THIRD PILLAR OF PROFITABILITY

Experts discuss how this essential service now drives high-value customer traffic and loyalty to convenience and fuel operations

BY TOM VENETIS

FUEL RETAIL AND convenience stores are a natural fit for many consumers; a car wash is less so—often an afterthought for those who stop to fuel up and then step inside the store to purchase a coffee or some food.

Over the last several years, however, there has been a growing realization that a car wash is now a critical pillar of revenue generation for fuel retailers that also operate convenience stores. Consumers are turning in greater numbers to regularly using car washes that are part of combined fuel retail and convenience store businesses.

A recent NACS State of the Industry Report found that car washes generated US$10,922 in operating income per store per month, with fuel retailers that have a car wash reporting 23 to 28% higher monthly revenue than those that did not. Our 2026 C-store IQ National Shopper Study reveals that 19% of shoppers say they regularly use car wash services at convenience and gas sites.

No wonder more fuel retail and convenience store operators are adding a car wash to their mix.

In 2022, Alimentation Couche-Tard, parent company of Circle K, acquired the U.S.-based True Blue Car Wash, bringing more than 60 Clean Freak and Rainstorm car washes in Arizona, Texas, Illinois and Indiana under its wing. When the deal was announced, Couche-Tard’s president and CEO at the time said adding the True Blue Car Wash sites would allow the Laval, Que.-based operator of more than 9,000 convenience stores across North America to build customer loyalty and engagement through the car wash offering: “With True Blue, we have a great opportunity to extend our brands into a very attractive industry subcategory in a way that complements our convenience and mobility offerings and enhances value for our customers.”

Couche-Tard added that the acquisition was “a natural extension of its current car wash network” of some 2,500 locations.

Building customers for the car wash

Brent Morris, president and owner of

Brent Morris

Lethbridge, Alta.–based Gas King, says the five car wash operations among its seven fuel retail and convenience store sites allow the company to be a “one-stop shop” for its customers.

He says Gas King customers are particularly vigilant about keeping their vehicles clean and often begin by only using the car wash. They can choose either a self-service wash or a touchless automatic wash. Regardless of the option, the wash quality is high, and customers are encouraged to join the Gas King loyalty program, King Card Rewards.

Morris adds that the loyalty program offers points for fuel and store purchases, which incentivizes vehicle owners to later purchase fuel and pick up something from the convenience store.

“We find we have customers who at first came just to use the wash to keep their cars clean, sometimes coming in a few times a week,” he continues. “They quickly move to buying gas from us, and when they are buying a car wash and gas, they think, ‘Well, since I’m here, I should go in and buy a meal and take something with me.’”

He adds that Gas King stores also carry a wide range of car acces-

sories—window cleaners, tire cleaners, air fresheners, waxes, cleaning kits and Armour All—all contributing to Gas King’s growing reputation as a provider of high-quality vehicle washes.

“Customers using the car wash— whether it’s rollover, tunnel or wand— are typically more engaged with maintaining their vehicle. They’re more likely to buy fuel, pick up car care products, top up washer fluid or oil, check tires and grab a coffee or snack,” says Linda Thompson, managing partner at Fuel Partners, a provider of fuel solutions to independent dealers and the retail commercial development sector.

“Subscription programs take that further by bringing those customers back multiple times per month, which drives repeat store visits and higher overall spend,” she adds. “You’re attracting a customer with disposable income who values convenience. They’re maintaining their vehicle proactively, not doing it at home, and that typically means more site visits and stronger in-store sales.”

Fuel retailers with convenience stores have realized that a car wash is now a key part of their retail offering, and a high-quality wash is becoming a growing differentiator in today’s competitive fuel and convenience market.

“Petro-Canada has the largest car wash network in Canada, operating more than 260 car washes nationwide across our more than 1,700 retail stations,” says Katarina Popovic, senior marketing advisor of car wash with Petro-Canada, a Suncor business.

“Every car wash location is integrated with a site that offers fuel, a convenience store and a quick-service restaurant— none are stand-alone. We’ve learned our customers appreciate a ‘full-offer’ site where they can fill up or charge up,

grab a bite to eat, get a car wash and pop into a convenience store all in one stop. That’s why over the last few years, we’ve invested in significant renovations and enhancements to Petro-Canada stations across the country to provide the amenities and services our customers want and need.”

Petro-Canada offers both its Glide Wash and touchless SuperWash sites, plus a complimentary vacuum with top wash tickets, Wash & Go cards and Season Pass, Popovic adds.

“Wherever they drive from coast to coast, we know customers want a consistent, fast, high-quality wash that delivers great value,” she says.

Driving loyalty along with c-store and fuel sales

Philippe Grondin, principal director of merchandising with Harnois Énergies—which operates 63 car wash locations under its Proxi banner in Quebec, Ontario and the Atlantic provinces— says having a car wash on site “allows us to offer a more complete service offering for our customers. It also drives incremental fuel and convenience store sales.”

Grondin adds that since 2021, Harnois Énergies has worked to use its car washes to drive more customers into the wash, into Proxi convenience stores and to the fuel pumps, especially through its loyalty program.

“Our promotional efforts were fairly static until 2021,” he explains. “When we invested more energy in car washes, we more than doubled the number of washes sold, along with an increase of over 16% in average price.”

The loyalty program and new promotional campaigns tying the car wash to fuel savings and in-store offers now result in some 40% of car wash customers purchasing fuel, and 12% entering the Proxi convenience store.

Grondin says that this year, he hopes to increase the percentage entering the convenience stores with new promotions and offerings. He points to enhanced beverage and food options now available at Proxi locations, from an upgraded coffee program “to our central kitchen where we are making a range of new fresh foods to have at our sites on offer to customers.”

Ultimately, the success stories of national and regional operators confirm that the car wash has evolved from a simple add-on to a critical third pillar of profitability, successfully driving customer loyalty and higher overall spend. OCTANE

Marketing Report: Driving in-store conversion

BY MICHELLE WARREN

AS CONVENIENCE STORE operators navigate a shifting retail landscape, new data from the 2026 C-store IQ National Shopper Study highlights a critical challenge: while proximity and fuel remain primary visit drivers, the traditional “gas-to-store” pipeline is evolving.

To maintain growth in 2026 and beyond, operators must pivot toward aggressive forecourt communications and tech-driven loyalty strategies to successfully convert fuel customers into in-store shoppers and boost incremental sales.

Working with the research team at EnsembleIQ, we asked 2,000 c-gas shoppers from across Canada about their habits and preferences.

To drive foot traffic, operators must first address why some customers never leave the forecourt.

Key deterrents include:

Perceived lack of need: Many shoppers simply do not feel they require additional items during their fuel stop.

Price sensitivity: High prices and a lack of perceived value remain major barriers, with shoppers often preferring grocery stores for better deals.

Convenience paradox: For parents with children or those in a hurry, pay-at-the-pump is so efficient it actually discourages entry.

Safety concerns: While safety concerns are trending downward, they still impact the decision for a minority of shoppers.

Marketing tactics that move the needle

The good news is the study identifies two specific high-impact strategies to influence the decision to shop in-store during a gasoline trip.

1. THE POWER OF LOYALTY AND PRE-PAYMENT

Loyalty programs have officially overtaken other drivers to become the top influence on in-store visits in 2026. Additionally, pre-paying for fuel remains a top driver for getting customers through the door.

2. PROMOTIONS AND SIGNAGE

Once a customer considers entering, specific

gers influence their final purchase decision:

Frequency

Factors influencing convenience store visit

Proximity/close

2026 C-STORE IQ NATIONAL SHOPPER STUDY

• Special promotions: These remain the strongest overall purchase driver.

• Visual cues: Effective use of checkout, shelf and window signage continues to guide shoppers.

The generational shift: Winning generation Z and millennials

Younger demographics, however, require a different playbook. Data shows gen Z and millennial shoppers are more likely to make daily trips for small, routine fuel fill-ups and are significantly more influenced by digital and tech-integrated marketing. These shoppers are on-site more often, presenting additional opportunities for operators to connect and drive behaviours.

Key tactics for younger shoppers include:

• Digital integration: This group is highly responsive to mobile app offers, mobile ordering and social media promotions.

• In-store experience: Tech-driven features like self-checkout and digital displays/video are major draws.

• Sensory marketing: Unlike older generations, younger shoppers respond well to floor stickers and in-store audio or radio.

Strategic takeaways for operators

As the influence of gasoline as a primary visit driver declines, shopper data suggests a clear path forward:

• Lean into foodservice: Quality foodservice is a major influencer for younger generations and a key differentiator for the brand. Gen Z and millennials, for instance, are more likely to rely on c-stores for meal and snack breaks, underscoring the importance of convenient, on-the-go food options.

• Modernize the forecourt: Use digital displays and mobile-integrated coupons to bridge the gap between the pump and the register. Again, market foodservice offerings, as well as value-driven promotions.

• Focus on frequency: With in-store-only visits declining among monthly shoppers, capturing the “daily” habit of younger consumers through loyalty and quick-trip convenience is essential.

While fuel is losing its primary draw, the 2026 landscape offers operators powerful new ways to bridge the pump-to-store gap. By leveraging advanced loyalty strategies, expanded foodservice and tech-driven marketing, retailers can effectively turn forecourt visits into high-value in-store conversions. OCTANE

Aspects that influence decision to shop for in-store products on gasoline trip

Frequent buyer/loyalty programs

Had to go in-store to pre-pay fuel

Car wash promotions

Mobile app promotions/deals

Banners/Window signs

Promo signage in forecourt

Coupons dispensed at pump

Nozzle display ads

Ability to order at the pump

Video displays on pump

Ability to order by mobile

Pump toppers

Audio feed with messages

None of the above

Aspects that influence purchase decision when shopping in-store

Product

Reasons choose not to shop in-store

No reason to/Don’t need items sold in-store

Only purchase gas/ Pay at pump

Items too expensive/Better prices elsewhere

Limited selection/ Prefer other store

Too busy/No time to go in-store

Safety/Unpleasant

• “Just don’t need anything.”

• “I have two kids in car seats so pay at the pump is way easier.”

• “Prices are always higher.”

• Too expensive and when I go out cheaper alternatives are available.”

• “The products are usually overpriced and not having a good quality or variety.”

• “I would rather purchase at a grocery store where prices are more reasonable.”

• “Just easier to do curbside or delivery.”

• “I have other things to do.”

• “Some can be unsafe.”

DEDICATED TO SHARING KNOWLEDGE AND BEST PRACTICES IN THE CARWASH INDUSTRY

JULY 2026

BOARD OF DIRECTORS - 2026

PRESIDENT: Michael Saunders

- Mark VII Equipment

TREASURER: Matt Verity

- Matt Verity Consulting

VICE PRESIDENT: Jeremy Enns

- Enns Wash and Shine

VICE PRESIDENT: Rudy van Woerkom

- BTS Carwash Systems Ltd

PAST PRESIDENT: Karen Smith

- Valet Car Wash

Sonia Beaudoin - Sunoco LP

Mike Brideau - Petro Service Limited

Sergio DiMonte - Crosstown Car Wash

Steve Hebb - Kilworth Car Wash

Michael Howe - WashLinks

Katarina Popovic - Suncor Energy Inc

NATIONAL OFFICE

Heidi Loney Executive Director

Brynne Wrigley Director of Events

Constance Wrigley-Thomas, CAE Director of Operations

Contact Info

3228 South Service Road, Suite 109 Burlington, ON L7N 3H8 (905) 331-1768 office@canadiancarwash.ca

Meet Captain Carwash

The Canadian Carwash Association is excited to introduce Captain Carwash, a new industry ambassador who will make his debut in an upcoming edition of The Soapbox, the CCA's monthly column featured in Canada Convenience Store News and OCTANE.

Captain Carwash represents the spirit of the Canadian carwash industry knowledgeable, approachable, and always ready to help operators navigate challenges and opportunities. Alongside his trusty sidekick, Soapy, he'll

help spotlight the issues, trends and ideas shaping carwashing across Canada.

A key component of Captain Carwash’s mission is Ask Captain Carwash, an interactive feature that invites operators to submit questions about operations, equipment, staffing, customer service, marketing, and business growth. Drawing on the collective expertise of industry professionals from coast to coast, Captain Carwash delivers practical, real-world insights while helping shape future column topics based on the issues that matter most to operators

Watch for Captain Carwash's debut in an upcoming edition of The Soapbox and join the conversation as we help build a stronger, more connected Canadian carwash industry.

Ask Captain Carwash: Email: Captain@CanadianCarwash.ca

4th Annual Car Wash for a Cure Raises over $14 K

The 4th Annual Car Wash for a Cure was held across Canada on May 8–9, 2026. Led by the Canadian Carwash Association in partnership with the Canadian Spinal Research Organization, the nationwide initiative mobilized participating car washes to raise both funds and awareness for spinal cord research

Participating car washes raised a total of $14,790, including matched donations from Valet Car Wash locations

Congratulations to Valet Car Wash - Brantford for raising the most funds!