SALES COORDINATOR Juan Chacon jchacon@ensembleiq.com
DESIGN | PRODUCTION | MARKETING CREATIVE DIRECTOR
Nancy Peterman npeterman@ensembleiq.com
ART DIRECTOR Jackie Shipley jshipley@ensembleiq.com
SENIOR PRODUCTION DIRECTOR
Michael Kimpton mkimpton@ensembleiq.com
MARKETING MANAGER Jakob Wodnicki jwodnicki@ensembleiq.com
CORPORATE OFFICERS
CHIEF EXECUTIVE OFFICER Jennifer Litterick
CHIEF FINANCIAL OFFICER Jane Volland
CHIEF OPERATING OFFICER Derek Estey
CHIEF PEOPLE OFFICER Ann Jadown
CHIEF STRATEGY OFFICER Joe Territo
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Harjit Singh Sandhu took over the Green Roof Gas Bar in 2009, creating a local hub, in part, by offering freshly made Indian cuisine and being active in the community.
5 2024 Forecourt Performance Report
Canada’s retail gasoline market is evolving to remain a key touchstone in the day-to-day lives of people across the country
12 Nuts & Bolts
Brush up on brush maintenance: 7 smart strategies for optimal cleaning performance
14 Nuts & Bolts
Central or stand-alone? 4 things to consider when investing in a vacuum system
16 Operator Profile
Creating community: How two cousins brought new life to a tired forecourt, investing to turn the Green Roof Gas Bar into a fuel and foodie destination
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20 24
FORECOURT PERFORMANCE
REP O RT
Canada’s retail gasoline market is evolving to remain a key touchstone in the day-to-day lives of people across the country
BY TOM VENETIS
CANADA’S RETAIL GASOLINE station market remains remarkably resilient, even in a time of inflation, high interest rates, and a changing mobility landscape with an ever-growing number of hybrid and electric vehicles coming onto Canadian roads.
There were 11,713 retail gasoline stations across Canada at the end of December 2023, down 1.5% (180 sites) from 11,893 at the end of December 2022, according to the newest 2023 National Retail Petroleum Site Census, published by Kalibrate Canada, Inc., a leading data, analytics and consulting services firm that provides services for the retail petroleum and convenience channels.
While a marginal drop, the number of sites have remained remarkably stable, staying close to 12,000 sites since 2008.
The report launched in 2004 and this year marks two decades of valuable comparable data, which provides the retail fuel and convenience channel with the information needed to understand consumer behaviour, maximize site potential and make key decisions about the future of their businesses.
OCTANE has taken the time to look at
the numbers and findings of this year’s over 30-pages in-depth study and market analysis to present several highlights to our readers.
The gas station and its pumps
One of the most interesting findings in this year’s study is the number of distinct fuel brands operating in Canada and supplying gasoline to drivers. There are 97 fuel brands across Canada, the most common being Essobranded gas station operations. The study finds some 2,100 sites with the Esso banner, or 18%. As well, there are some 66 companies in Canada that market gasoline, the most prominent being Parkland Fuel Corporation, having some 2,000 sites in their fuel network, or some 17% of all sites.
The top three brands in Canada are Esso, Petro-Canada and Shell, which combined have some 5,108 stations or 44 % of all sites.
“In addition, although most traditional fuel marketers use one of their own brands in their network, these marketers are increasingly using a branded supply agreement with another brand owner (often using a refiner’s brand such as Shell or Esso) to benefit from the
2024 FORECOURT PERFORMANCE REPORT
established brand’s brand recognition, proprietary fuel additives, marketing support, and loyalty programs,” according to Kalibrate Canada. “In 2023, 42% of sites used such an arrangement, up from 6% in 2004, our first survey year.”
One interesting finding is that the average fuel volumes at the sites, while having improved from last year, remains below the peak throughputs recorded in 2019.
“After steadily climbing since tracking in the early 1990s, the average site throughput declined significantly in 2020 due to pandemic-related travel restrictions,” according to the study. “Increased vehicle fuel efficiency, work-from-home habits, and electric vehicle penetration may limit future growth of average site throughputs, further emphasizing the use of ancillary offerings, loyalty programs, and competitive fuel pricing to increase profitability at Canadian gasoline stations.”
The rise of the convenience store
This is where the convenience side of the equation comes into play. While retail gas operations make money from the sale of
“The retail gasoline industry is a vital part of the day-to-day lives of most Canadians, providing automotive fuels and related goods and services to consumers”
11,713
Historical gasoline retail outlet counts
gasoline, the gross margin on the gasoline is not enough to cover the costs of operating a retail gas operation. So, c-stores are a way to tap into additional sales and boost profits from Canadians using the pumps.
According to Kalibrate Canada’s research, 82% of Canadian retail gas operations had a convenience store as part of their business, with that store being over 500 sq.-ft. and the most common being 1,500 sq.-ft.
“This marks a significant shift from 2004, our first survey year, when 45% of sites had a convenience smaller than 500 sq.-ft. Fuel retailers increasingly depend on foot traffic from convenience stores to drive fuel sales.”
Ancillary offerings boost sales
Car wash operations and quick-serve restaurants are becoming more common as well, offering another revenue and profit stream. While not every retail gas operation in Canada currently has a car wash, or a QSR, more are investing in both.
There are 2,268 car washes and 1,764 quick-serve restaurants associated with the 9,868 stations reporting ancillary offerings: That’s a car wash at roughly one out of every four sites and a quickserve restaurant at nearly every one in six gasoline stations.
Compared to just a decade earlier, there are now about 600 more car washes and almost 900 more QSRs: These numbers are expected to increase over the coming years.
continued on page 8
2023 annual average provincial throughputs (millions of litres)
2024 FORECOURT PERFORMANCE REPORT
Competing with loyalty programs
Another driver of sales are loyalty programs. A well-managed loyalty program can incentivize customers to make repeat purchases to earn rewards, translating into a steady stream of revenue. Additionally, loyal customers are more likely to spend more on each transaction and try out new products, especially on the convenience store side of the business.
For the first time, the Kalibrate Canada study looked at loyalty program and finds 73% of gas stations provided a loyalty program, with four loyalty programs making up most loyalty programs available: PC Points, Air Miles, Petro Points, and Journie Rewards, which were available at more than 60% of sites.
“Not only does the average gasoline station compete for fuel market share by enticing customers to their gasoline stations by offering a competitive price or by providing ancillary offerings such as a convenience store, a food offering, or a carwash, but many fuel marketers compete for market share using loyalty programs.”
The charging revolution and challenge
While inflation and stubbornly high interest rates have slowed Canadian’s spending in many areas, electric vehicles sales continue to remain strong.
continued on page 10
2024 FORECOURT PERFORMANCE REPORT
According to Statistics Canada, new vehicle registrations for battery, hybrid and plug-in electric cars rose to 320,237 in 2023 from 94,500 in 2019. Even if one were to remove hybrid electric vehicles—as they still have an internal combustion engine—there were still 184,578 new EV registrations in 2023, compared to 56,000 in 2019.
This has made many gas station operators look at installing EV charging stations. The study finds 517 gas stations with charging stations for electric vehicles available, a steady increase since 2019,
the first year the study looked at EV charging. The number of fuel marketing companies providing electric vehicle charging stations within their fuel network has also increased to 27 fuel marketing companies, up from 11 in 2019. Quebec has the most charging stations, at 231 locations, while the territories in the north have no charging stations presently at gas stations.
“As a result, we can expect to see more electric charging stations added at gas stations in the coming years,” the study adds. “However, it should be noted that although the number of elec-
Proportion
BIG BOX
from 3.0% in 2004* *contains some estimates
tric vehicles sold last year increased by 61,000 vehicles from 2022, for every BEV or PHEV sold, seven gasoline vehicles were sold in 2023. Therefore, we can expect that even with an increased market penetration of electric vehicles, the need for Canadian gas stations will remain solid for many years.”
As the Kalibrate Canada rightly notes, adding electric charging stations will naturally not add to fuel sales. However, with increasing EV or PHEV visits to gas stations to use their onsite charging stations, this can help maintain c-store, QSR, foodservice and car
wash revenues.
“The adoption of electric charging stations may alter the perception of a gas station from a ‘quick stop’ to a ‘destination stop,’ where consumers can enjoy amenities such as free wi-fi or a café experience while charging their vehicle.”
Inquiries about the data or to purchase the report, please reach out to Suzanne Gray at suzanne.gray@kalibrate.com or 226-270-8964. OCTANE
FULL SERVICE SITES
BRUSH UP ON BRUSH MAINTENANCE
7 smart strategies for optimal cleaning performance
BY TOM VENETIS
WHAT IS GOING to touch a customer’s vehicle most often in a car wash? That’s right, the brushes that will clean the vehicle as it proceeds through the tunnel.
As with every other mechanism and system in a car wash, the brushes need to be inspected and maintained. There are several reasons for that. The most obvious is that well-maintained brushes enhance the wash experience first on an aesthetic level—clean, bright brushes are visually appealing to vehicle owners suggesting the care that car wash facilities take in cleaning vehicles—and to maintain optimal cleaning operations.
PRO TIP
In today’s car wash market, the two most common brush types are cloth and foam. Regardless of which is being used in the tunnel, it’s important to maintain brush longevity even before the brushes touch the vehicle. That is when the vehicle is being prepped to go into the wash. That prep work may involve having staff take high-quality
prep brushes and scrub the exterior of the vehicle, getting into those hard-to-reach places, such as grills, wheel wells, license plates and even under the vehicle’s wipers; or to take a minute to use spray-guns to soak and vehicle and add a cleaning solution to help start the cleaning process. Doing so will remove harsher particles and dirt and grime that can both damage a vehicle’s surface— leaving micro or large scratches—and can harm the brushes themselves over time.
PRO TIP
Make sure there is adequate water and solutions reaching the brushes, as this ensures that the brushes do the job of cleaning the vehicles, but also keeps the brushes themselves properly lubricated.
PRO TIP
Check with the manufacturer of the brushes to set the RPMs. Today’s brushes are made from more durable and much lighter materials than earlier ones. As such, they do not need to be spun
Inspection checklist
Daily: A basic visual inspection to see the condition of the brushes, sprayers, and the overall condition of the tunnel.
Weekly: During a weekly inspection, staff should physically examine the brushes. Look for any wear or fraying of the cloth or cracks in the foam. Take particular care to examine the core to see if the cloth or foam components are secure.
Monthly: Again, examine the cloth fingers of the brush and foam components; clean them thoroughly and look for any signs of rust on the core, loose components, and wear.
at the higher RPMs that were common years before. And because today’s foams and cleaners are more efficient, one can run today’s brushes at lower speeds, creating a quieter and more pleasing cleaning experience, and allowing the foams and cleaners to do a better job of producing a cleaner and much shinier car at the end. Running the brushes at the recommended speeds also keeps them from wearing out prematurely or becoming damaged.
PRO TIP
“One also needs to do regular inspections of the brushes as well. Nothing beats taking time at the end of the day to have the staff, as they clean and tidy up the tunnels, to inspect the brushes.” Jason Ugent, owner of Erie Brush & Manufacturing Corp. in Chicago, Ill. says that staff should do inspections of brushes at the end of each day to catch problems early. “And it is safe to say that [brushes] should be washed down each day as well, at a minimum, and given a careful and thorough cleaning every month right down to the core.”
PRO TIP
Serko Kirikian, owner of Neoglide by Kirikian Industries in Trenton, N.J. says car wash operators also need to keep in mind how cloth brushes and foam brushes wear over time to know what to look for. “Foam does not wear like cloth,” he continues. “With cloth, the tips of the cloth fingers will wear back little-by-little. Foam typically does not wear. Instead, it will break all the way to the base. So, what you want to do is look at the foam right down to the base where it connects to the drum to see that everything is alright.”
PRO TIP
Kirikian recommends a monthly deep cleaning of the brushes with a cleaner that will remove any dirt and other debris that may accumulate on the brushes, as well as careful inspection of the sprayers that send water onto the brushes to make sure they are not clogged or rusted.
PRO TIP
Ugent says that like all other pieces of equipment in a car wash, brushes will need to be replaced: Depending on the volume of vehicles cleaned during a year, brushes may
need to be replaced every 12 to 18 months, or every 150,000 vehicles. “That is why that visual inspection is important,” Kirikian adds. “Even with foam brushes, you can get say 150,000-200,000 cars going through your operation before they need to be replaced. Only every car wash operation is different, so the regular visual inspection becomes important. If you see that your brushes are getting dark or dirty, then it may be time to replace them before that 150,000. You really want to change the brushes before that wear point to maintain good operations and cleaning.” OCTANE
to top recognized convenience store and quick service restaurant (QSR) opportunities Credible guidance on site construction, rebranding or image enhancement with dedicated business support
fuel supply with an extensive delivery network
NUTS & BOLTS
CENTRAL OR STAND-ALONE?
4 things to consider when investing in a vacuum system for your car wash
BY TOM VENETIS
EVERY CAR WASH operation comes upon the day it must make a choice: what kind of vacuum system will it have? At its simplest, it is deciding between a central system or multiple stand-alone vacuums. Making that decision will rest on several factors.
However, before looking at those factors, let’s spend a moment looking at the differences between the two systems.
A central vacuum system is one where the multiple hose units connect to a large and centralized system and collector. All the hoses used by customers are in the same area, most often with designated parking spaces and sometimes under a colourful roof or awning to provide protection from the elements. The vacuum runs on a single, powerful motor—horsepower is dependent on how many users it is meant to support—and comes with a filter and collector unit for debris from the cars being vacuumed.
Stand-alone vacuums are single units sitting on top of their own island or pedestal. Each is operated by an individual motor to provide the needed suction to clean a vehicle and comes with its own bag and filter for easy cleaning.
Adam Thompson, sales representative with Eurovac, says that deciding between the two types of vacuum systems comes down to knowing your customers and then weighing what your customers want to the costs between the two types of vacuum technologies.
“You really have to look carefully at the overall business case between the two types of systems and base your decision on how many customers you have coming in per day, how many of those customers use or will use your vacuums and even looking at the location of where you want to put the vacuums.”
Volume
For car wash operations with a high volume of daily customers, as well those who operate membership programs or offer car washes to fleet operations, a central vacuum system can be very attractive. The number of vacuum locations for customers can be scaled up, from five to 10 or more by simply adding more hoses and increasing the horsepower of the central motor—the more horsepower on the motor the more customers that can be accommodated. And the hoses and customer parking can be placed under an attractive welllit awning to boost appeal and draw in customers.
As well, payment systems can be added to each vacuuming location so that customers with memberships can use their cards to activate the system or to make it easy for one-time or infrequent customers to pay for the use of the vacuum.
(It should be said that stand-alone vacuums can also be easily integrated with various membership or payment technologies, allowing
people to pay with tap payments, credit cards or loyalty cards.)
A drawback is that you need a lot of real estate, especially if one is looking to have a lot of hoses with adequate parking. In a busy urban environment, this may not be possible.
Space
So, if you have only space for say two or three places where customers can vacuum their vehicles after a wash, a stand-alone vacuum might be the best option, especially if, as Thompson points out, “you don’t have the room to put 10 spaces for a [central vacuum system], such as urban areas where property values are at a premium. Then those smaller, stand-alone systems will be more attractive and give your customers a way to vacuum their vehicles.”
Cost
Cooper Jackson, inside sales representative with Coleman Hanna Carwash Systems, says that car wash operators need to also think about long-term operating and maintenance costs.
He says one of the obvious advantages of a central vacuum system is lower maintenance costs. “When it comes to the central vacuums, you only have a single collector and many filters inside and a single, large container to contain all the dirt and debris that gets cleaned out of the cars,” he says. “So, cleaning and maintaining them is easier.”
Ideally, maintenance is well timed and can be done quickly so the system is never down for long while employees empty the debris collector or clean and replace the filters.
The downside is electrical usage. Because a central vacuum system runs on a single motor, it can often be running all the time. “As you can imagine, if you have a 15-, 20-, 25-, and in some cases even a 30-horsepower central vacuum motor running all day long, they can pull a lot of electricity.”
Depending on where your car wash operates and what the local electrical rates are, that monthly electric bill could be quite large, even if the initial up-front cost of entry and overall maintenance costs for a central vacuum system may be lower than stand-alone systems.
When stand-alone vacuums are not being used, the motor is idle, which means the electrical usage and final monthly electric bill can be much lower. As well, if one has several stand-alone vacuums on site, if one is offline or in need of maintenance, customers can always use another.
Energy efficiency
It should be said that central vacuum systems have improved greatly over the years. Upgraded filters, collectors and hoses extend the life and lower the maintenance cost to the car wash.
Eurovac’s Thompson adds that today’s central vacuum systems now come with variable frequency drives that when connected to a monitoring system senses how many customers are at the vacuum locations and can adjust the motor’s power. “It can thereby drop the performance of the motor if there are few people using the system, or it can speed the motor up if there is increased demand.”
This allows for more efficient energy usage and lower bills. In the end, deciding what system is best for your car wash comes down, as in all other decisions, to knowing your customers, what you want now and where you want to be in the coming years. OCTANE
OPERATOR PROFILE
CREATING COMMUNITY
How two cousins brought new life to a tired forecourt, investing to turn the Green Roof Gas Bar into a fuel and foodie destination
BY TOM VENETIS
THE SHELL STATION known as the Green Roof Gas Bar (because of the distinct green roofs of the on-site restaurant and self-serve car wash bays), might, at first glance, seem like any other gas station one might pass when traveling through Port Stanley, Ont., nestled on the north shore of Lake Erie at the mouth of Kettle Creek.
However, if one takes a moment to stop, fuel up and pop in for a bite to eat, one will not only find the usual Canadian fare, but also freshly prepared Indian foods—butter chicken, chana masala, butter naan and samosas—that have made the restaurant and conveniencegas operation a favourite with the locals.
When cousins Harjit Singh Sandhu and Gil Paramjit took over the site in 2009, the idea of offering freshly made Indian cuisine, might have seemed something of a stretch. Paramjit worried people might not take to the food, as there was not a large Indian community in the area.
However, they were delighted by how quickly the community welcomed them and their new food offerings. Sandhu says it is now common for locals to visit the restaurant for the Indian cuisine and Indian food nights, which garner near-five-star reviews on social media. As well, customers from as far away as London and St. Thomas make it a point to travel to the restaurant.
That word-of-mouth support has made their gas bar and convenience store a destination, helping turnaround a once sleepy operation, which now sells nearly some 4 million litres annually of
fuel and earns high praise for customer service and friendliness.
As one customer wrote in an online review: “This station is the best Shell I have been in. They are friendly, polite, and respectful. I feel like they are appreciative of my business.”
Laying the groundwork
Sandhu grew up in the Punjab region of Northern India, supporting his family while earning a bachelor’s degree in business and political science from Punjab University.
In 1996, at age 25, he followed in the footsteps of his sister and moved to Canada. For a while, Sandhu worked a variety of jobs and pursued several new ventures, first working for a shipping company and then co-founding, with Paramjit, Suneha, a newspaper for the local Punjabi-Indian community across Greater Montreal.
In 2007, Sandhu secured a lease to operate a Chevron gas operation in Alabama in the United States. Two years later, his cousin Paramjit reached out about Green Roof Gas Bar, an unbranded gasoline station in Port Stanley. The station at the time was underperforming, yet the cousins saw untapped potential.
“Because I already had some two years of experience operating in the gas business in the United States, and even operating a restaurant there as well, we went about Port Stanley and found a community that was growing and changing,” Sandhu says. “We both realized that this was a good time to invest in the community and in the business.”
Partnering for success
1 The redevelopment of the site included replacing the canopy, shifting its placement and adding new fuel pumps 2 Major investments have been made in upgrading the site, including its c-store, which has seen an exterior and interior upgrade and investment in a new POS system and offerings 3 + 4 Green Roof’s restaurant ,with its friendly atmosphere and staff, has become a foodie destination for locals and travelers, who are attracted by Canadian menu favourites and freshly prepared Indian meals based on the owners’ family recipes
A chance meeting with Doug Granger, owner, and vice-president of Granger Fuels, helped take the business to the next level.
Granger was familiar with Green Roof Gas Bar from when a previous owner operated it. While traveling through Port Stanley to attend a minor league hockey tournament with his son, he stopped in for gas. “When I went in to pay for my fuel, there were these unfamiliar gentlemen behind the counter,” says Granger, who struck up a conversation and asked the cousins if they had entertained the possibility of operating the business under the Shell banner. When both said yes, he went back to his car and gave them his business card.
Granger says things moved quickly from there and in only a few months, in 2011, they were operating under the Shell banner with Granger being their fuel supplier.
Upgrading the site proved easier than the cousin’s expected. As luck would have it, the owner before the one they purchased the business from had operated the site as a Shell station and had plans in place to update the site. In fact, concrete was poured for new canopy supports and islands, says Granger: “The goal at that time was to put in a couple of new columns and turn the canopy to be perpendicular to the building, rather than parallel to the building.”
While that plan never came to fruition, the groundwork was in place. “Nobody knew the canopy bases were there but me,” says Granger. “And it was only because I was involved in the original
planning, and it was there just under the gravel. I said to them ‘Let me show you something’, and we dug the gravel out and there are these canopy bolts and bases with everything else. So, I said ‘Let’s take the old canopy off, put in two new columns, use some of the existing columns and spin the canopy about.’”
Soon after that, Sandhu and Paramjit upgraded the old pumps with four new Wayne Ovation pumps, a new diesel pump, and replaced the old fuel tanks.
“The tanks needed to be upgraded,” Granger adds. “They were small, single-walled tanks. Now they are larger, double-walled tanks.”
They also upgraded their three-bay wand car wash bays with new equipment. Then expanded and updated the convenience store, improving their food and snack offerings (based on feedback they received from their customers), resulting in a much-needed place for locals to pick up a freshly brewed coffee and a breakfast on their way to work.
Being part of Shell also meant that Sandhu and Paramjit could now use Shell’s Radiant POS for both in-store and fuel sales transactions. The Radiant POS system allows for faster transaction speeds and comes with an integrated credit card processor, scanner and high-speed printer—it also helps in automating the daily data backup process.
In addition, Sandhu and Paramjit take advantage of Shell’s various training and support services. For instance, with Shell’s
‘Mystery Shopper’ program, someone comes and reviews the site and customer service, then provides feedback and guidance on how to improve to increase customer satisfaction and retention.
Putting the customer first
“We built up the business one customer at a time,” Sandhu says. “When I started, we may have had only 10 to 15 customers each day. Now, we have 500 customers each day.”
In addition to updating equipment and expanding operations, the cousins also put a lot of effort into improving customer relations, from simple things such as greeting everyone with a smile or not turning down business if someone doesn’t have exact change.
“We never say to a customer that if they have purchased something that is $20.25, but only have $20, we won’t do business with them. If they don’t have that quarter, I tell them, ‘It’s all right, give me the $20 and give me the rest when you come back.’ I want to help them, and you know they always come back,” Sandhu says. “If they have a small kid, I give the kid some candy. We always put the customer first. I’m a ‘people person’ so I like to help people and people see that and they like that and they come back.”
In fact, their commitment to being there for the customer has earned the operations high accolades. Feedback left by customers using Shell’s ‘Voice of the Customer’ system had them ranked number one in Canada in Q3 2023, according to Granger. “And in the second quarter of 2023 they finished 20th in Canada,” he says. “Now, in my entire career with Shell, I have rarely had anyone in the
Top 20, and I’ve never had anyone at number one. And in the first quarter of 2024, they are 14th in Canada!”
The cousins are heavily involved in the local community as well. During the pandemic, they provided meals for front-line workers and Sandhu works with the St. Thomas/Elgin General Hospital on fundraising drives.
Sandhu has come to know many customers by name and when he calls out to wish them a good morning or ask how they are, he sees how much they appreciate that familiarity. The gas bar is also an active participant with Air Miles and CAA loyalty programs. During the summer months, when there is a higher number of people driving through to vacation, the Green Roof Gas Bar stays opens longer to accommodate those looking for a place to fill up and to get something to eat.
The investments in the updates and their every-present focus on the customer, along with keeping everything neat and presentable, have paid off in another way. When Sandhu and his cousin purchased the location in 2009, its site volumes were only 1.2 meg. By 2010, it had risen to 2.0 meg and by 2011, after becoming a Shell banner and working with the Granger team, it rose to 2.8 meg. Today, it’s consistently well over 3.0 meg.
“Before, you had people driving by and not stopping,” Granger adds. “Now, they are stopping. They have regular customers. They know everyone and everyone in town knows them and like them. They are engaged with the community and they community has responded to them in kind by supporting them.”
OCTANE
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SALES COORDINATOR Juan Chacon jchacon@ensembleiq.com
DESIGN | PRODUCTION | MARKETING CREATIVE DIRECTOR
Nancy Peterman npeterman@ensembleiq.com
ART DIRECTOR Jackie Shipley jshipley@ensembleiq.com
SENIOR PRODUCTION DIRECTOR
Michael Kimpton mkimpton@ensembleiq.com
MARKETING MANAGER Jakob Wodnicki jwodnicki@ensembleiq.com
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IN 2024, WE mark seven years of celebrating and championing the outstanding women who innovate, influence and drive success across the convenience channel— from retailers to distributors, manufacturers, industry associations and consultants.
From 11 stars in 2018 to an incredible 52 winners in 2024, the program keeps growing, as does women’s sphere of influence in convenience, gas and car wash.
This year, you once again hit it out of the park, nominating a record number of accomplished women from across the country: Thank you for your thoughtful nominations and letters of support! Selecting the winners is no easy task and the shortlist included 115 deserving nominees. This was a particularly competitive year, and we try to keep the number of winners in check: If your nominee did not win in 2024, I encourage you to nominate again in 2025!
While narrowing down the list of winners is challenging, honouring them is a pleasure: We are thrilled to present Q&As with this year’s Star Women in Convenience (p. 17). In addition, winners will be featured in the twice-weekly All Convenience newsletter in the lead up to the event October 1st (tickets are selling fast, get yours today).
I strongly believe that highlighting the stories of female leaders is fundamental to inspire the next generation: Thank you to all the winners for their authenticity and openness in sharing their valuable insights and experiences (you will find extended versions of the Q&As on our website).
If you’re keeping track, 222 women now wear the Star Women in Convenience badge of honour. It’s a huge milestone and I think we should take a moment to bask in that number. Let’s face it, for many years this was considered a man’s business, but Star Women (and their companies) are challenging and changing the status quo: The entire industry is better for it.
Study after study shows women leaders improve businesses by increasing collaboration and productivity, not to mention organizational dedication and overall equity. Allyship is important and this industry has it in spades, with men and women stepping up to nominate colleagues, customers and clients. I especially love seeing former SWIC winners championing the next generation.
Here’s to strong women—may we know them, may we be them, may we raise them AND may we be lucky enough to work with them. CSNC
P.S. Once again we partnered with Kalibrate to bring readers an exclusive preview of the data from the National Retail Petroleum Site Census. Check out the 2024 Forecourt Performance Report in OCTANE!
MICHELLE
Editor & associate publisher
WARREN
CROSS-CANADA ROUND-UP / PEOPLE / PLACES / NEWS & EVENTS
Ontario, will you be ready to sell beer, wine and RTD cocktails on September 5th?
68 %
YES, BRING IT ON! 11%
NO, THE TIMELINE IS TOO TIGHT, BUT I PLAN TO DO SO EVENTUALLY. 11%
UNSURE, I AM WORKING ON IT. 11%
An interactive digital execution with EXCLUSIVE data insights from the 2024 C-store IQ National Shopper Study. READER POLL
I DO NOT PLAN TO SELL BEVERAGE ALCOHOL IN MY STORE.
From hiring the right people to improving customer service, business consultant Wendy Kadlovski’s new series focuses on helping c-stores achieve OPERATIONAL EXCELLENCE.
Chuck Arcand is now national sales director at Big Chief Meat Snacks. He was with Core-Mark for more than 14 years.
Adam Cummings is now head of trade engagement & external affairs at BAT. He has been with the company since 2016, most recently as VP, customer management.
Carolane Juaneda is promoted to marketing director, North America for fuel and mobility at Alimentation Couche-Tard. The 2022 Star Women in Convenience winner joined the company in early 2021 as marketing manager, Canda, before being promoted to senior marketing manager, North America.
Alan Grebinski joins the ITWAL team as director, foodservice. He brings more than 30 years of experience working with Outcast Foods, Parmalat Canada (Lactalis Canada), Mother Parkers Tea & Coffee and the Dairy Farmers of Ontario.
Tim Lute is promoted to VP—customer & commercial leadership organization at Conagra Brands, where he recently led the commercial strategy, insights & transformation team. Prior to joining Conagra in June 2022, Lute held a variety of senior leadership roles with CocaCola Canada and was CEO at Sapsucker.
Diana Masri moves into the role of director, national retail & specialty partners at BAT. The 2021 Star Women in Convenience winner has been with the company for more than 18 years.
Harish Vasdev takes over as field foodservice manager at Circle K He joined the company in June 2022, having worked previously at 7-Eleven, Petro-Canada and Coca-Cola.
CICC comes out against proposed legislation to remove NRTs from c-stores
Decoding Trends: What’s trending in readymade meals?
Couche-Tard teams up with Too Good To Go to fight food waste
data will become
to c-store profitability Don’t miss the latest news and trends, get the All Convenience e-newsletter delivered to your in-box Monday + Wednesday. Sign up at CCentral.ca/newsletter
Chuck Arcand
Adam Cummings
Carolane Juaneda
Alan Grebinski
Tim Lute
Diana Masri
Harish Vasdev
TOP OPS
BY CHRIS DANIELS
Poised for growth?
As the old saying goes, ‘you have to spend money to make money’—a look at financial resources and strategies to help SMEs invest for future success
HAVING WEATHERED THE pandemic storm, the c-store sector sees clear skies for growth, such as in Ontario where stores are gearing up to sell beverage alchol this fall, to heightened customer expectations nationwide of c-store foodservice.
Of course, setting up a business for growth often takes upfront investment. In the case of alcohol sales, that includes renovations, new refrigeration, liquor licenses, advertising and marketing, as well as employee training.
While most big chains have deep pockets and can take advantage of economies of scale, smaller operators—independents with one to 50 stores—can turn to smart strategies and resources to compete.
“What I suggest is independents look at what the big chains are doing and ask, ‘How can we do the same or similar on a smaller
Loan star
Experts suggest this loan program for small businesses needing capital
Over the 10-year period ending in 2022, small businesses received over 53,000 loans totaling $10 billion from the Canada Small Business Financing Program (CSBFP).
The government program (operated by Innovation, Science and Economic Development Canada) helps businesses with $10 million in gross annual revenues or less secure loans from
scale?’” says Marty Weintraub, partner, national retail leader at Deloitte. “That means looking at your capital position and seeing what you can do with the resources you have to address market shifts. Because the fact is, being complacent and admiring the problem isn’t going to get you anywhere or keep you relevant to customers.”
Where Weintraub is seeing investments being made in the sector is towards a “merchant mindset.” This includes identifying and sourcing product customers need rather than be strictly dictated by what vendors want displayed; store reconfiguration and new equipment to accommodate expanded food and beverage options; and customer service staff training.
There is a government-supported loan product specifically for SMEs (see “Loan star” sidebar). Suppliers of equipment
financial institutions by sharing the risk with lenders, including Canada’s major banks.
Through the program, subject to the borrower’s qualification, the CSBFP backs up to 90% of a loan amount.
In addition to being less of a risk to the borrower, Nilesh Dalwadi, broker of record at BizPro Realty Inc., who has worked with several c-store businesses, says this dramatically reduces a c-store owner’s personal financial risk.
“If things don’t work out as expected because of any unforeseen circumstances, the government guarantees 85% of the loan amount,” he says. “That means by paying off the small personally guaranteed portion of
also offer flexible financing options (see “Strategic partners” sidebar).
However, expanding your business without taking out a loan is possible by reinvesting profits. But it takes patience, prioritization of what will benefit the business in the short and long-term, as well as relationship-building.
Just ask Jamie Arnold, the former president of Little Short Stop Stores in southwestern Ontario, which in June was acquired by MacEwen.
CSNC spoke to Arnold prior to the sale, however his insights are still valuable for other retailers.
He shared how his father, Paul Arnold, who had operated a tobacco wholesale company, formed Little Short Stop in 1967, when he took over four c-stores in Kitchener as payment from a debt from one of his customers.
“My father hated debt and paying interest. And so, he instilled in me that the business should grow organically,” says Arnold. “We only invested through operations and cash flow.”
Arnold stresses the importance of “relationship-building. It’s important to get to know real estate agents and developers and equipment manufacturers—we were in a small geographic area, and so it helped us keep a fairly tight rein on what’s going on in the area by having cultivated those relationships.”
the loan amount, the borrower and their shareholders don’t harm their personal credits.”
The CSBFP introduced changes in summer 2022. The maximum loan amount was increased from $1 million to $1.15 million, with up to $500,000 of that available for purchasing leasehold improvements or improving leased property and purchasing or improving new or used equipment. Up to $150,000 can be used for intangible assets and working capital costs.
Repayment of CSBFP term loans can extend to 15 years and the maximum interest rate is prime + 3%. With room for negotiation based on credit score, Dalwadi says that’s a better deal than most lenders can get with a traditional bank loan, which he calls “very difficult and rare for a business.”
Nilesh Dalwadi
Marty Weintraub
Strategic partnerships
Vendors can also be a source of financing solutions
When considering avenues to fund strategic investments and grow your business, vendors, from equipment suppliers to technology solution providers, often have financing divisions or a partnership with a financial services company.
Financing is also typically negotiable, as vendors servicing independent c-stores are looking to build long-term relationships with owners.
TFI Food Equipment Solutions has for years partnered with Econolease (a leading foodservice equipment financing company) to help independents invest in foodservice. This includes commercial-grade self-service coffee machines, such as the Franke A1000, a “barista in a box” that can make up to 300 cups of both coffee and espresso-based beverages per day.
Providing both loans. as well as leases to own equipment, Econolease offers repayment terms with TFI between two and four years.
“They have very favourable lease terms,” says Judi Saliba, senior sales executive at TFI, who compares the lease of coffee machine equipment to that of a vehicle. “A high-quality coffee machine is a big investment like a car. And while additional horsepower increases the price of a car, the cost of a coffee machine rises based on better features and capabilities. But you own it without having to pay the entire cost upfront at the end of your lease.”
Fortunately, the analogy only goes so far. “A car doesn’t make you money, whereas a state-of-the-art coffee machine can by helping support a good coffee program,” notes Saliba. She adds that “30 coffee cup sales per day would cover the cost of the monthly lease payment—and then some.”
Investment in digital POS systems can also pay for itself over time by speeding up checkout and efficiently monitoring sales, inventory and customer transactions. Accurate reporting makes accounting reconciliation painless. State-of-the-art register technology also enables merchants to analyze advanced data reports to pinpoint customer buying behaviours and be prepared with correct orders to avoid overspending and overbuying.
But the hardware is still a big upfront investment. Newark, N.J-based National Retail Solutions, which this year expanded its POS network into Canada, offers stores an advance to pay for its user-friendly merchant touch screens with customer-facing displays, in exchange for a percentage of future credit card sales.
The two go hand-in-hand, since NRS’s POS solution integrates credit-card processing. “We don’t have any worries about not getting paid, because we oversee the processing, and it also enables us to give independents a loan, improving their cash flow,” says Shariff Khowessa, regional channel sales manager (including for Canada) of NRS. “And so instead of having to pay $3,000 or $4,000 a month on a bank loan, for instance, repayment might be $100 a day directly from their credit card sales.”
Khowessa adds that tailoring payment solutions to the individual owner is about relationship-building, especially given NRS is new to the Canadian market. “We want to make sure owners have access to funds to invest in their business, because not only do we have POS systems we can also build e-commerce capabilities for them,” he says, adding NRS funding also offers fast business cash advances of $2,500 to $500,000 for stores looking to upgrade their systems, renovate, invest in inventory and more. “We want to be a one-stop shop for independent c-stores. At NRS, we not only help the independent retailer survive, but we help them thrive.” CSNC
• Below market rates
• Only collateral is the equipment
• Easy 1-page credit application
• Only two payments in advance to get started!
• Will also finance other Service Station C-Store equipment
Shariff Khowessa
Judy Saliba
FOODSERVICE FUNDAMENTALS
BY JEFF DOVER
Ready for lunch?
Turn your c-store into a mid-day meal destination
BECOMING A LUNCH destination means ensuring your store is top of mind for consumers when hunger hits or they decide to purchase a meal instead of eating at or bringing food from home.
When that happens, they will consider area eateries and choose a location. Often, consumers will have a stable of foodservice operations in an area that they will rotate through. Your goal should be to have a spot on the rotation and, ideally, be selected more often than your foodservice competitors.
Origin demand occurs when someone is hungry and a foodservice operation is proximate to their location (i.e., they are in the area, driving or walking by). Destination demand occurs when a foodservice operation is visited because of its unique offerings, rather than its convenience.
Convenience stores can generate a strong lunch business based on, as the name would suggest, convenience. With the right offering, convenience stores can drive destination demand. Destination demand would likely be generated from a closer area than a unique full-service restaurant; however, you want to generate more than demand from the people living or working in the immediate area of the store. To do this, what is important is quality food, speed of service and value pricing.
Menu selection
To drive destination demand, it is important that a convenience store’s menu offers a selection of products that are consistent with foodservice trends, which change over time. An independent store is able to change its menu as required to be consistent with local food trends. If an item is not selling, replace it on the menu. Popular menu staples include pizza, chicken sandwiches, Jamaican patties, hot dogs and sausages and pasta dishes. Destination restaurants have at least one unique menu item to drive visitation from outside the immediate area (i.e., an item they are known for, that is superior to competing products in at least one aspect).
Destination foodservice establishments must offer quality food products. It is important the food looks and tastes good. Given almost all convenience stores do not have customer seating areas (and, in most provinces, providing seating requires providing access to washroom facilities), menu items should be portable—items you can eat on the go walking or driving. Foodservice products are considerably more perishable than convenience store items and, as a result, I recommend selecting menu items that can be prepared in small batches to minimize waste. Menu items that hold their quality for long periods should be chosen. Further, menu items should be quick and easy to serve.
Speed of service
When designing a menu, a store must consider speed of service. If staff are serving the menu items (ideally foodservice items are positioned near the cash register), they should be quick to prepare (or be already prepared and quickly served by the cashier, another employee or, for some items, by the consumer). Quick service is important, not only for the foodservice customer, but also for any customers queuing behind them.
Production planning is important. Stores should track demand levels and prepare food accordingly—enough prepared items to meet demand and avoid lost sales, but not so much as the quality deteriorates before it is sold. If you run out of product too often, consumers may cease to consider your store to meet their foodservice needs.
Emphasize value
Foodservice at convenience stores is more profitable than typical restaurants. Cost of sales is a fully variable expense. The other two main foodservice expenses are labour cost and occupancy cost, which provide convenience stores an advantage as they have no or limited incremental expenses in these areas. Note: the sales per square foot for the area of the store used for foodservice should be greater than the overall sales per
square foot in other areas. This advantage allows convenience stores to sell products at lower prices than traditional foodservice competitors, while at the same time generating greater margins.
The biggest indicator of foodservice demand is consumer confidence. Consumer confidence is slightly positive in Canada at 51.74 for the week ending May 17, 2024 (consumer confidence of 50.00 suggests no net positive or negative views of Canadians with respect to their economic mood). Almost half of the population; however, have a negative view, which adversely impacts discretionary spending and commercial foodservice demand.
Convenience stores can use their cost advantages with respect to labour and occupancy expenses to price menu items suggesting value. If the prices are perceived to provide value and the food quality is good (i.e., a strong price/value proposition), the store will have a competitive advantage. Advertising the value of the menu items will help drive both origin and destination demand. Advertising could include in-store displays, outside facing window posters and web site promotions. A store owner may want to reach out to potential demand drivers outside the immediate area, such as office buildings and schools, to market your menu offerings and prices.
The relatively significant value proposition puts convenience stores at a competitive advantage and, with the current state of the Canadian economy, the advantage is significant.
By following the above best practices, your store can become a lunch destination. The same principles apply for other meal periods; a great baked goods and coffee program can drive breakfast demand. Plan accordingly and look forward to increased foodservice revenues, as you add destination demand to your foodservice origin demand. CSNC
Jeff Dover is president of fsSTRATEGY, a consulting firm specializing in strategic advisory services for the hospitality industry, with an emphasis on food and beverage. Jeff is a Certified Management Consultant and a member of both the International Society of Hospitality Consultants and Foodservice Consultants Society International.
Driven Creative, Resilient
Meet the 2024 Star Women in Convenience
BY WENDY HELFENBAUM, DONALEE MOULTON & MICHELLE WARREN
In these pages, you will come to know women who have uprooted their lives from their native countries and started over in Canada—and the convenience sector. You will meet women open to tackling the challenges of new roles—including moving from cashier to franchise owner in under a year. You will meet women who have navigated unspeakable loss, with resilience and grace. You will meet women who have launched new programs, initiatives, and undertakings that are transforming not only their own companies, but also the entire industry.
This year’s stars are a diverse group, but they share a common foundation: a commitment to excellence. That drive to excel is reflected in their own accomplishments, and that of others. They are leaders, mentors and role models, who believe in the power of sharing their knowledge and motivating their teams to create success, both personally and professionally. Here are their stories.
SENIOR-LEVEL STARS
ISABELLE LAFORTUNE General manager Énergies Lafortune
How did you get into this business? With over 15 years in human resources, I decided to challenge myself by joining the family business.
What are you most proud of during the last 12-18 months? We raised our income by 46% by adding five new convenience stores to our group.
What do you like most about your job? The people on our team. With them, the future is bright. Two of my favorite humans are my siblings, and I’m lucky they also are my associates. I am extremely proud to be part of a loving family that never gives up when life throws us challenges. Together, we make a very successful management team.
What was the biggest challenge of your career? In 2023, we had a fatal accident at work. Two days later, my husband had major health issues and stayed at the hospital and palliative centre for the rest of the year. This great man—business associate, husband, dad, son and friend—passed away at the end of 2023. Despite these dramatic circumstances, I chose myself. I was a workaholic, and I established healthy habits, such as exercising, eating well, reading books, consulting a psychologist, disconnecting from the business world in the evenings and on weekends. Our passionate team united to carry the torch.
Career biggest achievement? Selecting our crew. This not only involves attracting the right players, but also generating commitment to retain them. It means building trust by empowering them, recognizing their successes, having the courage to address unspoken issues and, most importantly, freeing ourselves from anyone who undermines the team’s success and energy.
What will shape the business in the next 5 years? We must stand out by being THE local business: We need to connect with our community to be truly present in the hearts of the citizens.
MICHELE LOWN Vice-president of administration INS Market | Dakin News Systems Inc.
How did you get into this business? I sort of fell into it. I was having lunch with a colleague when I ran into the owner of what used to be called International News (Now INS Market). He knew my colleague, and they started talking. Shortly after, she was hired and reached out to me to join. I did, and here I am 20 years later.
What work-related accomplishment are you most proud of during the last 12-18 months? Launching with a new distribution partner stands out: This partnership not only signifies our resilience, but also our capacity to identify and seize opportunities for growth even in challenging times. It’s a testament to the dedication and collaborative spirit of our team, as well as our commitment to delivering value to our customers and stakeholders. These accomplishments showcase our ability to weather storms and emerge stronger, more agile, and more determined than ever to succeed in our endeavours.
What do you like most about your job? The opportunity to constantly learn and grow. Every day presents new challenges and opportunities to expand my skills and knowledge: I find fulfillment in the dynamic nature of my work. Additionally, being able to make a positive impact, whether it’s through helping store operators achieve their goals or contributing to the success of my team, is rewarding.
What will shape the business in the next 5 years? With the rise of contactless payments, mobile ordering and digital loyalty programs, convenience stores are increasingly leveraging technology to enhance the customer experience and streamline operations.
How do you define yourself as a leader? By my commitment to an open-door policy and a people-first approach, guided by principles of fairness and empathy. Above all, I prioritize the well-being and development of my team members. I aim to create a positive work culture.
EMANUELLE MARTEL Vice-president Le Groupe Martel
How did you get into the business? We are a family business. My grandfather founded the company in 1965, and my father is now the president. I’ve been immersed in this world for as long as I can remember. I started working on the production lines as a teenager and gradually climbed the ladder while completing my bachelor’s degree. I recently finished an 18-month seminar at the École d’entrepreneurship de Beauce, and I’m now excited to play a key role in our next chapter as vice-president of Martel Foods.
What are you most proud of during the last 12-18 months? We decided to open new markets and attract customers from all over North America by increasing our production facilities’ certifications, enhancing our marketing presence and building an efficient internal structure. I’m very proud of this achievement, as it marks a new vision for us that will shape our future as a leader in the ready-to-eat industry.
What do you like most about your job? There are so many things I like! First, the food industry is amazing, with endless possibilities. It’s an industry that will exist forever, so I enjoy being a part of creating new trends and optimizing this field to enhance people’s daily routines. Secondly, I love building and working with a team that shares the same vision and passion as I do. Everything can be accomplished through teamwork and cooperation, and I consider myself very lucky to share my daily life with our amazing and talented team. Lastly, I value the relationships built over time, whether with suppliers, customers, or colleagues. I truly believe that partnerships are essential for building trust and connections, and that’s the foundation of my vision at Martel Foods.
LINDA THOMPSON Managing partner Fuel Partners
How did you get into this business? I began my journey as a teenager working as a cashier. Just shy of my 20th birthday, I became Shell Canada’s youngest retailer. My first store was in Mississauga, Ont. I went on to operate seven gas and convenience stores with Shell over the next 10 years.
What work-related accomplishment are you most proud of during the last 12-18 months? The past year has been incredibly rewarding. We’ve dedicated ourselves to cultivating valuable partnerships, building strong networks, and fostering essential contacts to propel business development opportunities for our clients in Ontario.
What do you like most about your job? One of the aspects I truly appreciate about my job is the positive influence it has on Canadians. Not only do we create business opportunities that provide employment for individuals, but we also play a crucial role in fostering economic growth.
What was the biggest challenge of your career? Undoubtedly opening Fuel Partners. Shortly after launching, the COVID-19 pandemic swept across the world. Navigating the complexities of building a business, pivoting and finding our niche during this unprecedented time was no small feat.
What excites you most about the future of this channel? I’m excited to witness how retailers navigate the delicate balance between convenience and innovation. As emerging technologies reshape the landscape and consumer preferences evolve, the competition for customer loyalty intensifies.
What will shape the business in the next 5 years? I see the highly competitive channel trending toward more robust offerings in store, such as hot food and beer and wine. We will see a strong push toward having the right rewards program to truly stand out as the preferred c- store brand.
CONGRATULATIONS ELISABETA CATANA 2024 STAR WOMEN AWARD WINNER
Mondelēz Canada would like to congratulate Elisabeta Catana one of this year’s recipients of the coveted STAR WOMEN OF CONVENIENCE.
Elisabeta is our Customer Strategy Manager for Convenience. Elisabeta provides local and global insights for our Convenience and Gas customers that helps them and Mondelēz win in the marketplace.
Elisabeta is known for her expertise in the channel, her passion to work with customers and for providing unbiased thought leadership that drives long term sustainable growth.
We are proud to have Elisabeta on our team. Thank you Elisabeta for your passion, customer partnership and your thought leadership. YOU ARE TRULY A STAR.
CONGRATULATiONS TO ALL THE OTHER 2024 STAR WOMEN WiNNERS!
new flavour!
SHINING STARS
AGBOOLA Junior category manager BG Fuels GWENN ALARIE-CÔTÉ Manager, operations –convenience and gas Sobeys Capital Inc.
How did you get into this business? I stumbled into the industry during the height of COVID when I saw an amazing opportunity at Greenergy, now BG Fuels. I had limited knowledge about the operations of a convenience store. However, I’ve immersed myself in learning the business. It’s been a challenging and rewarding journey, and I’m eager to continue growing and contributing to the future of BG Fuels and the industry.
What do you like most about your job? No days are alike in the world of convenience retail! Whether it’s collaborating with exciting brands on new ideas and innovations or understanding the ever-evolving needs of consumers, there’s always something exciting to learn.
How did you get into this business? I was a cashier at IGA when I was 15. After my studies, I launched my career at Sobeys to join the wonderful world of convenience.
What do you like most about your job? The people I work with. I’m grateful to evolve within a team that’s become a family in this great company. I also love collaborating with merchants who are extraordinary people.
What was the biggest challenge or your career? Leaving my hometown (Quebec City) and my family and friends to move to Montreal and develop my experience in this industry.
DEBBIE ALVAREZ Field merchandising manager Parkland Corporation
What work-related accomplishment are you most proud of during the last 12-18 months? Fostering strong partnerships with our retail operators stands out as a significant achievement. Garnering their support for a new program was no small feat, but the resulting collaboration has streamlined implementation processes and elevated standards across the board.
Career highlight/biggest achievement? BG Fuels has undergone significant transformations over the past year, including changes in our back-office system, wholesale distributors and ownership. One of my biggest achievements was leading the load and implementation of our back-office pricebook system to PDI Enterprise within a remarkable five-month period—a project that typically takes at least nine months to complete. I’m proud we navigated through seamlessly, with little to no impact on the business.
What’s the best advice you’ve received? ‘Don’t stress, we’re not going to the moon.’ It’s easy to feel overwhelmed by the pressures and challenges of work. This reminds me to remain calm and focus on what’s within my control.
What excites you most about the future of this channel? I’m intrigued by how the industry will leverage social media and AI tools. With social media proving to be a powerful marketing and branding channel, and the potential for AI analytics to offer tailored insights, there’s an opportunity to provide a personalized experience for each shopper.
What’s the best advice you ever received? I can’t pinpoint just one—I received lots from great coaches throughout my career, and I listened to each one, using them as tools to build my experience with their help.
What’s your biggest achievement? My career path. I started as an assistant manager and, in just seven years, I advanced within the organization, occupying various roles with new responsibilities and becoming involved with different committees along the way.
What are you most proud of this year? Hosting our Sobeys Gala to recognize our Voisin and Boni-Soir ambassadors and employees of the year.
What excites you most about the future of this channel? What I love about convenience stores is we’ll always need them, so we’ll always be innovating.
How do you define yourself as a leader? I’m positive and inclusive. I like to focus on solutions, not problems.
Career highlight/biggest achievement? Having been with Parkland for nine years has been an incredible journey, granting me the opportunity to witness the company’s growth through pivotal moments. In terms of my career, one of my biggest achievements was spearheading the implementation of a comprehensive communications channel and internal portal for our operators. This initiative has not only enhanced internal processes but is also being replicated across our network in the USA. Additionally, I had the privilege of serving as the change management lead in a recent acquisition, a role that allowed me to facilitate smooth transitions and ensure operational continuity during a period of significant change. As Parkland’s landscape continues to evolve dynamically, I’m excited for more chances to make a real difference.
What excites you most about the future of this channel? The opportunity to continue driving positive change and innovation. Being part of a community recognized for our contributions underscores the importance of our work. I’m enthusiastic about the potential for collaboration, growth, and continued evolution as we navigate the opportunities and challenges ahead.
Define yourself as a leader? I strive to strike a balance between firmness and fairness. I believe in empowering teams by recognizing individual strengths and fostering an environment conducive to growth and development.
How did you get into this business? My career at CoucheTard started with the creation of a new department—petroleum maintenance. At the time I was working for another company, we were a supplier/ contractor for Couche-Tard, so I was already familiar with the staff. My work ethic and knowledge caught their attention, so when an opportunity for me to join their team presented itself, I jumped on it. My expertise and knowledge contributed to the department’s success. I was then recruited by the maintenance department to be the next manager.
What do you like most about your job? Each day brings a different challenge, so no two days are the same. I get to find and build connections with suppliers, plus I get to work with a stellar team!
What was the biggest challenge of your career? Adapting to the neverending challenges that are added to my list, like learning a new software or supporting new hardware installed in stores—all of which generate a new list of challenges to fix.
What’s the best advice you ever received? To always give the best of myself because I can’t control anything else.
Career highlight/biggest achievement? Having developed a culture of confidence, participation and recognition with my colleagues and suppliers. Each has flourished independently. Once that is established then teamwork really kicks in. You lead by example!
How do you define yourself as a leader? I’m reliable, positive, work focused and determined with a dash of fun.
ADEOLA
MARTINE ARSENAULT Manager, maintenance & construction, Eastern Canada Alimentation Couche-Tard | Circle K
SHINING STARS
Brand director, NRT
How did you get into this business? After completing my bachelor’s degree in economics, I began my career in finance with one of Canada’s top five financial institutions. However, I quickly realized that the world of finance wasn’t for me. Since then, I have focused on brand marketing, where my true passion lies. This field allows me to flex my creativity and immerse myself in brand building, which I find incredibly enjoyable.
What work-related accomplishment are you most proud of during the last 12-18 months? Launching Zonnic, the first authorized nicotine pouch approved by Health Canada, was a groundbreaking achievement not only for me, but for BAT Canada. We introduced an exciting new revenue stream to the Canadian convenience category, while providing Canadian smokers with a much-needed resource to help them quit for good.
What do you like most about your job? It may sound cliché, but it is definitely the people. The relationships I have built at work are incredibly meaningful to me, and I could not do what I do each day without the support and camaraderie of my colleagues.
What was the biggest challenge of your career? Doing it all—balancing my ambitious career goals while trying to be the best mom I can be to my two amazing daughters.
How do you define yourself as a leader? Three words: Passionate. Authentic. Integrity.
CAROLINE BIBEAU Territory manager Petro-Canada, a Suncor business
How did you get into this business? In university, I did internships at two companies, which was exciting. After graduation, I was offered a job at Petro-Canada and 20 years later, I’m still here!
What do you like most about your job? The people I work with, including those at head office and in operations. I enjoy being in the field, networking, contributing and helping the organization grow, while offering the best service to our business partners. Each day is different and exciting.
What was the biggest challenge or your career? I helped integrate and grow our business partners, including Cadeko and NSE. It was important to work with both internal and external stakeholders during this transition amid short timelines. I’m proud to have participated in these projects, which were a huge success.
What’s the best advice you ever received? Tell the truth and if you don’t know the answer, go find out. I gained credibility with my team by being transparent.
What’s your biggest achievement? Developing expertise in multiple areas within my company, gaining the confidence of the people I work with, and becoming a go-to resource for them.
What excites you most about the future of this channel? The energy industry is rapidly evolving, and contributing to its adaptation is exciting. We must be on the lookout —whether it’s car wash offers, innovations in convenience, adding foodservice—everything is possible.
How do you define yourself as a leader? I’m a team player, and the biggest compliment someone paid me was: We appreciate that you tell it like it is. A good leader tells the truth, stands by their word, and leads by example. I’m proud to incorporate these qualities in my day to day.
Partner marketing manager BG Fuels
How did you get into this business? I began in the food industry, pivoting into R&D and manufacturing. I joined BG Fuels when it was still a part of Greenergy, in part, to work on the Crafted in Canada local product program at our Waypoint Convenience banner. From there, my career has expanded in ways I didn’t expect but am very glad it has.
What are you most proud of from the last 12-18 months? Building the partnership with MusiCounts on our Waypoint Cares community program. Together, we raised over $11,000 to donate. Working with a team that is as enthusiastic as I am about supporting and engaging with local communities is a joy!
What do you like most about your job? I work with a wonderful group of people who are incredibly knowledgeable and open. Knowing there’s a supportive team behind you makes all the difference when facing challenges and making difficult decisions.
What was the biggest challenge or your career? Retiring the Mr. Gas brand, along with its proprietary loyalty program Cash Plus. The brand was in market for 52 years and beloved by its customer base. The approach required sensitivity to the market, while unwinding the complexities and making the necessary business decisions.
What’s the best advice you ever received? Every problem has a solution. It may not be obvious, and it may not be what you want it to be, but every issue comes to a resolution. When I feel stuck, this helps me move out of a problem-focused mindset and look at broader options to find a solution.
What excites you most about the future of this channel? I’ve never worked on two projects that are the same. It’s a constantly evolving industry that keeps changing form, and it demands flexibility as a business and as a professional.
Director of sales, impulse Ferrero Canada
How did you get into this business? I was a marketing major, and in fourth year university during my interview with L’Oréal, I froze during the marketing questions and sailed through the selling questions, so my sales career was born. After L’Oréal, I found my home with Ferrero. While my sales roles were focused on GDM where Ferrero is a podium player, the opportunity to work in C&G, where Ferrero is the shortest of the giants, was an exciting and welcome change.
What are you most proud of from the last 12-18 months? For my first foray into C&G, I knew very little about the channel and nobody knew me. My biggest accomplishment has been stepping out of my comfort zone to actively make new connections and learn from my team and our retail and wholesale partners.
What do you like most about your job? My team is diverse in work experience and culture—we have seasoned experts and junior stars— and between the seven of us, we speak nine different languages and half of us were not born in Canada. Our diversity creates an environment conducive to learning and growing.
What was the biggest challenge or your career? With age and experience come wisdom and confidence. If I could give my younger self advice, I’d tell her to listen more intently, ask for what she wants and needs, and give herself grace.
Career highlight/biggest achievement? Seeing people who have worked for me succeed in their new roles. Seeing their professional and personal growth and becoming respected leaders in our organization is more rewarding than any customer program or negotiation.
What excites you most about the future of this channel? The constant evolution, reinvention and reincarnation of this channel is astounding. Convenience is driven by desire and perceived value.
ALEXANDRA BANOS
Imperial Tobacco Canada
THEA BOURNE
BONNIE BRIK
CONGRATULATIONS
Emanuelle Martel
2024 Senior-Level Star
Martel Foods proudly congratulates Emanuelle Martel for receiving the prestigious Star Women in Convenience Award! Emanuelle brings a wealth of passion, dedication, and innovative spirit to Martel Foods and the convenience industry. This award is a testament to her tireless efforts and outstanding contributions.
We celebrate this significant achievement and extend our heartfelt gratitude to the pioneering women who paved the way for future generations. Their vision, perseverance, and groundbreaking work have laid a strong foundation, inspiring Emanuelle and many others to strive for excellence in the industry.
As we honour Emanuelle's remarkable accomplishments, we also recognize the collective progress and the continued advancement of women in the convenience sector. Martel Foods is committed to supporting and empowering women leaders, ensuring a bright and inclusive future for the industry.
Issue de la troisième génération de gestionnaires chez Groupe Martel, Emanuelle Martel incarne de manière intrinsèque les valeurs de l’entreprise. Grâce à son leadership charismatique, elle sait rallier les membres de l’équipe dans la poursuite d’objectifs communs, dans un environnement de travail sain et positif. Emanuelle apporte vitalité et nouveauté au sein de l’entreprise.
Félicitations à Emanuelle Martel pour avoir reçu le prix Femmes d’exception industrie du dépanneur.
I have a passion for problemsolving and leveraging data to find solutions. I began my career over 25 years ago in CPG at Adams, with a role in database management and reporting, which was a perfect fit for me. With the Adams and Cadbury merger in 2003, I was introduced to something new: planograming and category management. This sparked my interest and passion in how we leverage data and planograms which ultimately has an impact on how shoppers engage in store, how we build excitement for brands, and what becomes the underpinning competitive nature of the business.
What do you like most about your job? I love the uniqueness of this channel because it opens the door to possibilities, enables creativity, and unlocks opportunities, which we saw during the pandemic. Convenience stores have a smaller footprint so it’s important to be efficient, truly maximizing the space. I thrive on collaborating with partners to drive growth, identifying opportunities by leveraging various data and insights, and working towards achieving our common goals.
Career highlight? My career highlights are a sum of big and small events that have had an impact on myself, my team, customers and the organization. From an innovation perspective, one of my favourite memories was being part of the launch team that brought to market the Cadbury Dairy Milk Oreo in 2019, which has been one of Mondelēz biggest chocolate launches. Also, I have had the privilege of mentoring colleagues who have gone off to be successful in their own accord. Another special moment was being recognized in 2020 as being a top contributor within Mondelēz sales.
What’s the best advice you ever received? Embrace change: Some of my most memorable events and career highlights came from being open-minded and agile, taking on the opportunities that came my way.
DEBBIE
Human resources director, Canada and 3PL Core-Mark International
How did you get into this business? After a restructuring at a former employer, distribution seemed to align with my experience in retail HR and operations. I applied for an open role and the rest is history. There was an immediate fit with the values of the organization.
What are you most proud of from the last 12-18 months? A year and a half ago, I was promoted to HR Director for Canada and 3 PL U.S. locations. I have a great team and have learned a lot about U.S. employment and the broader organization.
What do you like most about your job? As a leader, you really can change associates’ lives through their work experience and the development available to them.
What was the biggest challenge or your career? When Core-Mark acquired another company in Ontario in 2015. Bringing two cultures, two buildings and the associates together without significant attrition, or affecting the customer experience, was a monumental task involving change management and collaboration amongst all leaders.
Career highlight/biggest achievement? In 2016, I was named HR Manager of the Year at CoreMark, and now winning a Star Women in Convenience award as director.
What excites you most about the future of this channel? The channel will continue to be challenged by changing consumer preferences, economies and the employment market. Knowing this, we always need to be planning. There is no status quo in this industry.
What will shape the business in the next 5 years? Consumer demands: Decline in the nicotine space, healthy snacks and meals on the go, electric vehicles. It is a rapidly changing business, and convenience and the distribution network must work as industry partners.
Manager, logistics, snacking and foodservices Petro-Canada, a Suncor business
How did you get into this business? I started on the CPG side of the business in business development in large format retail. I connected with small format retail when I was leading the business development team at The Royal Canadian Mint and activating the 2010 Olympic coin program with Petro-Canada. I enjoyed working with Petro-Canada so much that I joined the company in 2011. I have not looked back since.
What do you like most about your job? The dynamic and fast-paced nature of the business. It is never the same day twice. I really enjoy the people and the relationships I have been able to develop and nurture over the years. I particularly love getting out into the field and engaging with our associates to better understand their operations and to identify opportunities that will drive enhanced value.
What was the biggest challenge of your career? I would say dealing with the supply chain challenges that occurred during COVID and that lingered after. As a logistics team, we pride ourselves on being able to reliably deliver c-store and car-wash products that enable our associates the best opportunity for growth. During the peak of the supply chain challenges, we were frustrated, like many others, with the lack of control we had in resolving these issues.
What’s the best advice you ever received? You are the master of your own destiny. You need to put yourself out there and create opportunities, as uncomfortable as it may be getting out of your comfort zone. Challenge yourself, initiate conversations and get feedback on capability development areas that will set you up for future success. One of my favourite quotes is ‘If opportunity doesn’t knock, build a door.’
What excites you most about the future of this channel? Convenience as an experience is a top priority. The key will be in data to better understand customers.
Key account coordinator Sobeys Wholesale
What are you most proud of during the last 12-18 months? There are multiple projects we worked on as a team. It’ll be exciting to see them all come to life, as each one challenges the evolution of current market trends, including that all sites have access to fresh food, produce and dairy products, while ensuring fairness and equity. I’m excited to see the positive impact in the day-to-day operations from these initiatives.
What do you like most about your job? The dynamic pace and constant influx of new challenges; Embracing this fast-paced environment means being adaptable and resilient, ready to tackle whatever comes your way. Just when you think you’ve got everything under control, something unexpected arises, which pushes you to problem solve and be innovative.
Biggest challenge of your career? I joined Sobeys as they were taking the Suncor/Petro-Canada accounts national. Coming from the hotel industry, there was a whole new language to learn. While both industries revolve around customer satisfaction, the approaches and nuances are distinct. It’s been an amazing learning experience and challenge to understand the intricacies of the industry.
Best advice you ever received? Learn something new every day. Approaching each day with a mindset of curiosity and a commitment to learning ensures you’re constantly evolving and improving. It fosters innovation, creativity, and resilience.
What excites you most about the future of this channel? The industry is poised for significant changes as sustainability becomes a central focus. Also, AI capabilities are revolutionizing supply chain management, inventory optimization and personalized shopping experiences. I’m proud to be part of a company that prioritizes environmental responsibility and embraces innovative technologies.
ELISABETA CATANA
CLAYTON
CATHY COMEAU
CECILIA CORELLI
Debbie Clayton
Human Resources Director, Canada
Andrea Harrison
Corporate Account Executive, Canada
Women in Convenience Award! This recognition truly reflects your exceptional leadership, dedication, and remarkable contributions to our organization. Core-Mark is extremely fortunate to have you as our HR Leader, and we thank you for all that you do!
Congratulations Andrea Harrison on being recognized for the 2024 Star Women in Convenience Award! Core-Mark extends its gratitude for your outstanding hard work and dedication. Your exceptional work ethic is truly valued by us. Thank you for all that you do!
Additionally, Core-Mark would like to congratulate all 2024 Star Women in Convenience Award winners.
Are you looking to elevate your location’s foodservice offerings? The key ingredient is a high-quality, easy-to-prep pizza program that makes your establishment stand out from the crowd! Introducing the Red Seal Express™ Pizza Program. This program is offered as a turnkey package designed for easy execution in today’s challenging convenience space. This program features delicious 14-inch pizza flavour varieties, satisfying every pizza lover’s craving. It also includes the following components that will help set you apart from others:
• Customized equipment packages: Tailored options for low, medium, and high-volume locations
• Smallwares, disposables and packaging: All the essentials required to execute a smooth pizza program
• Marketing support: Creative menu boards and pointof-sale signage to boost sales and attract customers
• Sales support: Information from experts on program implementation, point-of-sale materials, and equipment
The Red Seal Express™ Pizzas are kept frozen until ready to use. The pizza bakes quickly and features an outstanding holding time under warming equipment without losing its quality. The Red Seal Express™ Pizzas are also retail-ready, and a delicious take-home frozen pizza option.
Operators and end users will enjoy the ease of handling and low labour requirements to have a hot, delicious pizza ready in minutes—offering an outstanding solution at a great value.
Contact a Core-Mark sales representative for more details about this program.
Introducing the Red Seal Express™ Pizza Program
SHINING STARS
LAURA CRISTIANO
Senior supply chain manager
Now Prepay
How did you get into this business? I stumbled into the supply chain business almost serendipitously. After completing my post-secondary education, I sought out opportunities that aligned with my skills and interests. It just so happened that my first job was in a company (Walmart Canada head office) that specialized in supply chain management, and from there, I fell in love with the intricacies and challenges of the field.
What are you most proud of during the last 12-18 months? I am particularly proud of implementing a streamlined inventory-management system that significantly reduced our carrying costs, while simultaneously improving order-fulfillment rates. This not only saved the company money, but it also enhanced our overall operational efficiency.
What was the biggest challenge of your career? Navigating through unforeseen disruptions, such as natural disasters, geopolitical tensions and global pandemics. These events can wreak havoc on supply chains, requiring quick thinking, adaptability and resilience to keep operations running smoothly.
Best advice you ever received? To always prioritize communication and collaboration across all levels of the supply chain. Building strong relationships with suppliers, distributors, and internal teams fosters trust and transparency, which are essential for effectively managing supply chain operations.
What will shape the business in the next 5 years? I’m closely monitoring trends in sustainability and circular economy practices, as consumers and stakeholders increasingly demand environmentally responsible supply chain management. Additionally, I am keeping an eye on the rise of e-commerce and omnichannel retailing, which are reshaping traditional distribution models and requiring agile supply chain strategies.
JILL CUTAJAR Manager, network development & facilities Canadian Tire Gas+
How did you get into the business? In 2009, I started at Canadian Tire as a market analyst in the real estate department. A year later, I joined the company’s Gas+ Petroleum division. I immediately fell in love with my role.
What are you most proud of during the last 12-18 months? In November, Canadian Tire Gas+ opened its newest ONroute highway fueling location in Newcastle—our 21st highway location in Ontario. With our partner ONroute and our contractor EllisDon, we renovated and reopened this site in six months. I also enjoyed supporting the launch of Canadian Tire Corporation’s loyalty partnership between its Triangle Rewards and Petro-Canada’s PetroPoints, enabling customers to link their loyalty accounts to earn more rewards fast.
What do you like most about your job? I love that my job has both a business and field component. One day, I can be in a meeting discussing budgets and projects, and the next I’ll be on the road visiting sites and meeting with our retailers.
What was the biggest challenge of your career? Finding the right balance between my career and family. I recently became a mother and at the same time, I received a promotion in Canadian Tire Gas+ and became the manager of Network Development & Facilities. As a result, I’ve had to work hard to be active and present for both my teams— Canadian Tire and my family.
Career highlight/biggest achievement? In 2017, I had the privilege of being part of the team that spearheaded the Electric Vehicle project at Canadian Tire. This was a testament to the power of collaboration. Together, we worked with several individuals and teams in the company to secure funding from the Federal Government. This enabled us to roll out the necessary infrastructure at some of our Canadian Tire Gas+ stations and retail stores.
DINEEN Area leader, Northern B.C. 7-Eleven Canada
How did you get into this business? In 2004, I was employed by a privately-owned regional convenience retailer and soon fell in love with the fast-paced industry.
What are you most proud of from the last 12-18 months? Being area leader for stores and subject matter expert for fresh food. I developed strategies and built teams, while increasing sales and profits and improving infrastructure.
What do you like most about your job? I love helping people and businesses succeed. Working at 7-Eleven, I interact with an amazing network of individuals. Coaching them toward common successes, improving the business through team efforts and believing I helped empower others to succeed along their journey is very rewarding.
Best advice? You’re only as good as the team you surround yourself with.
Career highlight? Accepting a role on Network of Executive Women at 7-Eleven and being nominated for a Star Women in Convenience award.
What excites you most about the future of this channel? Retail convenience is constantly evolving. Rushing in for tobacco, gas and high-sugar foods was once the ‘convenience’; now, we’re in the evolution of health, fresh food, electric energy and home delivery.
What will shape the business in the next 5 years? Digital is rapidly changing the way we do business. Guests are not just in our stores, but also at home, ordering online.
Anything else you’d like to add? I’d like to thank my wonderful family for supporting me; Don De Fondaumiere for allowing me the freedom to grow and challenging me when needed; Alison Daem and Lorraine Buchan for guiding me with passion and patience; and to all the women leaning into their careers making a path for more to follow.
How did you get into this business? I worked hard to get my CPA and as much high-level finance/accounting experience as possible and, just as I was thinking about my next career move, I got a call asking to be part of a succession plan for the Western Canada finance director role—and ultimately replacing someone who had been with the company for 35+ years. It turned out to be a great fit.
What are you most proud of from the last 12-18 months?
Restructuring how finance supports our business unit. There was a significant amount of reporting being produced so my focus was to eliminate/enhance/consolidate where it made sense. Now, operations get more concise, valuable reporting, saving time and making their lives easier, which allows them to focus on the customer experience.
What do you like most about your job? The people! I’m grateful to work in an environment that fosters collaboration and a ‘one-team’ mindset to set ourselves apart and overcome challenges. The culture is fun and inclusive, which I really enjoy.
What’s the best advice you ever received? It came from my mentor years ago, about the importance of cultivating a growth mindset, to always be open to learning and personal development and to embrace challenges and setbacks as an opportunity to grow.
Career highlight? At the end of the year, everyone on the Western Canada leadership team votes for one of their peers for the Leadership MVP award, which I won my first year in the finance director role. It was incredibly rewarding and validating.
Define yourself as a leader. I strive to be an approachable and collaborative leader, who is not scared to voice my opinion or challenge others in a respectful manner. I understand the importance of building strong work relationships to foster collaboration.
AMBER
CARRIE FRANKS Finance director,
Congratulations to our winners!
Each of our winners brings passion, creativity, and talent to our company. We are proud to see them recognized among the Star Women of 2024. Congratulations to them and all the fantastic winners!
CAMILLE MORIN Manager, Finance, Eastern Canada Business Unit
SARAH
SHINING STARS
GHABRIAL Category manager
MacEwen Petroleum | Quickie Convenience
How did you get into this business? My parents were retailers for more than 20 years. I spent countless weekends dusting shelves and executing planograms! It was only fit that I was driven toward this industry. I have been in the C&G business for 10 years and have done everything from being an attendant to a retailer and now a category manager.
What work-related accomplishment are you most proud of during the last 12-18 months? I recently launched a tasty baked goods program across the whole company that we believe will complement our freshly ground coffee perfectly.
What do you like most about your job? I love the interactions and relationships I make with colleagues and fellows in the industry. I am a people person, and that connection makes my job interesting and provides a world of knowledge.
What was the biggest challenge of your career? Transitioning from a self-employed role to an employed role. I am very much a leader, and so it was quite the adjustment into my current role.
What’s the best advice you ever received? The only way to do great work is to love what you do. I encourage everyone to follow their dream and passion.
What excites you most about the future of this channel? The innovation that keeps everyone on their toes. The newness of products and services that are currently in the works and will keep developing are what excite me.
GREIG Customer sales executive Hershey Canada
What work-related accomplishment are you most proud of during the last 12-18 months? Coaching and empowering strong, independent women who are at different stages of their careers to achieve their goals, while also supporting one another as part of a dynamic, collaborative team.
What do you like most about your job? I’m proud to work in sales and love the people aspect of this role. Whether it’s building strong trusting relationships, finding solutions, or creating growth opportunities, each day brings new challenges. Working with great people to create great results provides a sense of achievement.
What’s the best advice you ever received? Always act with integrity, treat others with respect and bring your authentic self to work.
Career highlight/biggest achievement? I’ve been fortunate to have wonderful mentors and managers throughout my career and to have been part of many successful projects. What I’m most proud of personally is the collaborative relationships and partnerships that I’ve cultivated over the years and, hopefully, the positive influence and impact these have had.
What excites you most about the future of this channel? I’m interested to see how the convenience industry will continue to adapt and evolve to meet the changing needs of consumers, especially the younger generation, and what the in-store customer experience may look like in a few years.
How do you define yourself as a leader? I try to be positive, supportive, respectful, and patient. I lead by example and do my best to ask questions, listen, and encourage team members so they can unlock their full potential.
How did you get into this business? By happenstance. I reported to a member of our senior leadership team at another organization for 10 years. He joined the Core-Mark family and encouraged me to come on board. Almost 15 years later, the rest is history!
What are you most proud of from the last 12-18 months? Core-Mark was awarded the 2023 Culture Vendor Partner award by Shell Canada. I’m honoured and privileged to have had the opportunity to lead and support our teams in our operating companies, which resulted in us being presented with this award.
What do you like most about your job? I work for an organization that has given me the freedom, empowerment and support required to be successful in servicing our customers to or beyond their expectations. I love that every day brings a new learning opportunity. Facing new challenges makes it fun and exciting and allows me to further develop existing problem-solving skills and learn new ones.
What was the biggest challenge or your career? Accepting the role of account executive in 2015. I had no account management experience, but customer service was in my wheelhouse, and I knew I was up for the challenge.
What’s the best advice you ever received? Do everything with integrity, commitment and honesty. These core values are aligned with Core-Mark’s values, so joining the Core-Mark family almost 15 years ago was a no brainer for me.
What excites you most about the future of this channel? I’m excited to see how artificial intelligence will be integrated into the C&G channel. The possibilities are both exciting and frightening. I think it will provide a lot of opportunities, but I’m concerned it may cause the consumer shopping experience to feel dehumanized.
How did you get into this business? I worked with BAT on their Vype (now Vuse) launch. As the frontline representative, I listened to inspiring stories, such as a 74-year-old who quit a 50-year smoking habit in a week with our product. Another memorable story involved an entire family of three adult nicotine consumers using our products to quit smoking. These experiences ignited my passion for our products and their efficacy. Through building and growing my relationships at BAT, I took the opportunity to apply for a territory manager role. Now, nearly five years later, I remain grateful to my supportive hiring managers who believed in me and have guided my personal and professional growth.
What work-related accomplishment are you most proud of? Over the past year, I’ve had the opportunity to engage with various global stakeholders and directors from many regions to showcase the achievements of our Canadian business. Presenting our success and Canada’s impact on the global stage are experiences I deeply value. It’s been inspiring and a true career highlight of mine to meet so many incredibly successful individuals across our BAT community.
What’s the best advice you ever received? Trust the process. While it’s important to set goals, what’s equally essential is maintaining resilience and adaptability when things veer off course. It may sound cliché, but I’ve found that embracing setbacks often opens doors to unforeseen opportunities and ultimately paves a better path.
What excites you most about the future of this channel? The potential for growth across various categories, the introduction of alcohol into convenience being a prime example of this. Convenience remains a constant in the market and within communities, whether in rural or downtown settings. This channel will continue to serve as the backbone of our communities for years to come.
YVONNE
MICHELLE
ANDREA HARRISON Account executive Core-Mark International
KARLEY KAVIC
Through her passion and leadership Alexandra was a key driver of the development, commercialization, and communication of ZONNIC, the first nicotine pouch approved by Health Canada as a nicotine replacement therapy product. Thanks to her relentless efforts, convenience stores around the country are now able to provide adult Canadian smokers with a safe and efficient new product to help them on their quitting journey.
Thank you Alexandra for the visionary work and endless passion you bring. We are very proud of you!
We are thrilled to celebrate Karley Kavic as a 2024 Star Women in Convenience award winner.
Through her relentless commitment to driving innovation and going above and beyond, Karley has had a tremendous impact on the business and continued development of our future leaders in Ontario. Karley routinely and effectively demonstrates her passion to win and has been a leading voice in bringing A Better TomorrowTM journey to life with our partners
Thank you, Karley, for bringing your difference and inspiring us to push possible! careers.bat.com
Alexandra Banos
Karley Kavic
SHINING STARS
What do you like most about your job? Collaborating with colleagues cross-functionally and globally, and witnessing a concept transform into a real program that garners positive feedback. Seeing growth.
What are you most proud of during the last 12-18 months? I am responsible for managing our trade loyalty website. I had to get this off the ground, starting from scratch. It’s running strong and there has been tremendous growth.
What was the biggest challenge of your career? Managing the trade loyalty website. This program was initiation by fire. It was a challenge to ensure we adhered to our vision and got retailers behind this program. We had to create processes, generate new ideas and build engaging content.
What’s the best advice you have ever received? Be yourself and work hard.
What excites you most about the future of this channel? The ability to leverage digital technologies to improve the whole ecosystem of our business.
What will shape the business in the next 5 years? Artificial intelligence will shape the business in the years to come.
What do you like most about your job? The incredible opportunity to work with some of the most iconic brands in the industry, particularly those cherished by Canadians. Over my 21 years with PepsiCo, I’ve been fortunate to contribute to the growth and innovation of beloved brands, fostering strong relationships with customers and cross-functional teams along the way.
What work-related accomplishment are you most proud of during the last 12-18 months? One standout accomplishment from my portfolio is the Better Together Program, which received the prestigious PepsiCo Global DXcellence award in March 2024. These initiatives effectively integrate the strengths of two iconic brands Pepsi and Lay’s, along with the sport properties we have access to, tapping into the shared passion for sports among consumers. The program’s success was highlighted when a consumer expressed heartfelt gratitude upon winning a unique experience, illustrating how our collaborative efforts brought genuine joy to shoppers. I’m incredibly proud to have been part of initiatives that not only drive business growth, but also forge lasting connections with our consumers.
What was the biggest challenge of your career? Transitioning from a decade-long finance career to embracing the world of marketing and innovation at PepsiCo. This required me to pivot from number crunching to product development and innovation—a significant departure from my comfort zone.
Best advice you ever received? My mom always told me, ‘You can do anything you put your mind to.’ This advice has been instrumental during moments when I found myself as the only Black woman in the room. In such situations, it’s easy to feel isolated or doubt whether you belong. However, remembering my mom’s words gave me the confidence to assert myself, speak up, and contribute my unique perspective.
How did you get into this business? I started as a summer student, helping the trade marketers on the road. At the end of the term, they offered me the receptionist position. I accepted and told them I was going to stay only for one year: 35 years have passed since that first summer.
What work-related accomplishment are you most proud of during the last 12-18 months? Integrating Zendesk, a complete customer service solution, in the department.
What do you like most about your job? I truly enjoy daily interactions with my team, brainstorming, discussions and feedback. There is so much diversity and every day is different. I am in contact with just about every department in the business.
What was the biggest challenge of your career? Expanding the team to incorporate two other markets (consumer and retail), along with the existing wholesale customers. This required doubling the number of employees and restructuring the entire department.
What’s the best advice you ever received? Be yourself.
What excites you most about the future of this channel? It keeps evolving even though we have so many restrictions. JTI turns those into opportunities. I can’t wait to see how they will use artificial intelligence to their advantage.
What trends or innovations are keeping an eye on right now. Is there anything you think will shape the business in the next 5 years? Without a doubt artificial intelligence.
How do you define yourself as a leader? I lead by example, and I was told I am a good listener.
How did you get into this business? I have been with ITWAL for more than 22 years. I started as a customer order desk representative and through various progressions I moved to the customer service team lead role where I manage the entire CSR team. The role involves supporting members and suppliers on managing seasonal orders, controlled orders, and daily support for any questions or inquiries on open stock orders.
What work-related accomplishment are you most proud of during the last 12-18 months? Working together with our IT group, procurement team and my manager, we implemented a new ordering tool on our custom ordering website. This allowed for a more efficient way to order products that are not regularly carried in our warehouse. This process reduced emails and paperwork significantly without any impact to our day-to-day business.
What do you like most about your job? That I can interact with all departments on a day-to-day basis and, of course, working with an amazing team.
What’s the best advice you ever received? Remember to maintain a healthy work-life balance. This way you can perform at your best.
LAURA KONG
Trade loyalty, engagement and communications manager
JTI-Macdonald Corp.
SIMONE LA RONDE Shopper marketing manager PepsiCo Beverages Canada
HÉLÈNE LEONARD Customer service manager JTI-Macdonald Corp.
JOSIE LICATA Customer service team lead ITWAL Ltd.
Congratulations to Michelle Greig for being recognized as a Star Woman in Convenience.
Michelle demonstrates a high level of integrity, excellence in business acumen and ability to develop a high level of interpersonal relationships. Michelle provides leadership, mentorship and inspiration to her team and colleagues combined with exceptional achievements in her career.
Hershey would like to congratulate all winners of the 2024 Star Women in Convenience award.
SHINING STARS
JENNIFER LYN-BREMNER
Loyalty marketing manager
7-Eleven Canada
How did you get into this business? I started right out of university as part of Petro-Canada’s New Grad program—a two-year rotational program that exposed us to different areas of the business. I had rotations in both wholesale and retail operations.
What are you most proud of from the last 12-18 months? Leveraging my expertise in loyalty and combining it with my deep experience in retail operations to lead and champion the growth of the 7Rewards program. I’ve built strong connections with my stakeholders to drive the success of the program, so it continues to increase members’ sales and transactions.
What do you like most about your job? The breadth and scope of the role. I’m responsible for the vision and strategy of the 7Rewards Loyalty program and its day-to-day operations.
What was the biggest challenge of your career? Leading with influence. As a young professional woman entering this industry, I quickly realized that building credibility with my partners and stakeholders was incredibly important. It allowed me to influence and guide decisionmaking. I’ve been fortunate enough to have worked with incredible leaders who gave me the support and space to be successful.
What’s the best advice you ever received? To focus on controlling what you can control, to understand what’s inside the circle of influence and to spend my time and energy on that versus focusing on all the outside noise.
What excites you most about the future of this channel? When we talk about loyalty, we’re really talking about more effectively using data in our decision-making and really connecting and building relationships with our most important customers in a more meaningful way.
What work-related accomplishment are you most proud of during the last 12-18 months? We’ve had so many exciting launches in the Journie Rewards program since I joined a few years ago. It’s hard to pick just one, but I am proud of the advances we’ve made in our promotional campaigns, in particular partnering with our vendors on new offers for our members. We’ve been able to work closely with our vendor community, using customer insights to create offers that drive mutual objectives and most importantly add value to our members.
What do you like most about your job? It may sound cliché, but the people! It’s a team effort. You can accomplish anything when you are able to collaborate with a group that shares the same goal of driving lasting customer-centric growth. This flows all the way to our frontline CSRs. I am always captivated by the bonds they build with customers that frequent their sites and the insights that come with that relationship.
Best advice you ever received? Trust your gut. If something doesn’t feel right, speak up, ask the question. My career has been a blend of art and science. Data drives a lot of decisions, rightly so, but at the end of the day you can’t lose sight of the human element, which can’t always be predicted by numbers.
What trends or innovations will shape the business in the next 5 years? Personalization. Customers aren’t swayed by blanket marketing campaigns as they once were. A one-size-fits-all approach will not keep our members engaged and shopping at our sites. Retailers need to use personalized communications to improve customer experience, increase program engagement, and drive customer lifetime value. With the advances we are seeing in technology, I am excited to explore how we can leverage AI to positively impact loyalty and the customer experience.
Point Brands Canada
What are you most proud of during the last 12-18 months?
Supporting the strategy and campaigns that successfully launched Clipper Reusable Lighters in the convenience channel. In an intensely competitive category with well-established brands, Clipper has grown the category while supporting sustainable initiatives.
What do you like most about your job? The learning and growth opportunities here at TPBC. In the last five years, I’ve developed a diverse skill set, including product development, procurement, branding, pricing, merchandising, data analysis and category management. I like having access to a team of experienced professionals who support me taking on new responsibilities and evolving professionally.
What’s the best advice you ever received? My mom once told me: ‘It’s okay to change your mind.’ I’ve always admired her eagerness to learn, both in her career and in life. Remain open to new information and adapt to new opportunities.
Career highlight? I recently took on the role of leading a brand relaunch in the Canadian market. I get the opportunity to flex the versatility of my skills to formulate a strategy, develop campaigns, and collaborate with all departments to redefine the brand’s presence. I’m eager to capture the results and witness the impact of our efforts.
What will shape the business in the next 5 years? The rise of sustainability and wellness preferences. Consumers are the driving force behind this, seeking products that align with their values of health and environmental responsibility. The industry is rising to meet this demand, innovating in ways that prioritize sustainability and promote wellness. It’s exciting to be a part of the journey, navigating towards metrics that include impact on both people and the planet.
How did you get into this business? I’ve been passionate about marketing for as long as I can remember. I remember watching Carrie Underwood on American Idol and appreciating the way the commercials made me feel about specific brands and how that later influenced my purchasing decisions. After graduating university with a marketing degree, I was eager to find a job in my field. I’m so grateful Circle K took a chance on me four years ago.
What are you most proud of from the last 12-18 months? Marketing is about more than numbers, impressions, take rates, clicks, incremental units or sales dollars. It’s also about the deep-rooted feelings and brand love that turns into brand loyalty. It’s been a mission of mine to act more locally, connect with the folks in our communities, show up and support them. We’ve supported several local events this year that I’m most proud of.
What do you like most about your job? Our people and our culture play a huge role in the love I have for my job. I work with people who genuinely want what’s best for me, who want to see me succeed and who have my back, and vise-versa. It is only when you feel trusted, respected, and valued by your colleagues that you can be your authentic self at work and take personal risks to advance the company. My job keeps me on my toes, pushes me to be agile, to think outside of the box and challenge the status quo.
What’s the best advice you ever received? First, fail fast: Don’t fear failure. Instead, look at it as an opportunity to learn and grow. And ‘find your why’: It fuels your passion and your purpose, so you gain a sense of clear direction.
What excites you most about the future of this channel? The unknown. As the world changes and evolves, so does the way we shop. I welcome change, I embrace change and I’m excited to be a part of change.
CHERYL MACINTOSH Manager, loyalty programs Parkland Corporation
MEAGHAN MCGOVERN Marketing manager Turning
SARAH MONCADA Marketing manager, Central Canada Alimentation Couche-Tard | Circle
Luisa Tuzi
Congratulations, on your Star Wom in Convenience A
From the entire Sobey s Wholesale team, than k you Cec i lia for your passion, and dedication to the Sobeys Wholesale business, and for continuously providing leadership and best in class service to Sobeys Wholesale customers.
Cecilia Corelli Key Account Coordinator National Key Accounts, Sobeys Wholesale
ANNABELLE MORIN
National retail promotions and signage lead Parkland Corporation
How did you get into this business? I was almost born into it. My parents were convenience store owners in France. I have been immersed in the convenience business from a young age and was obviously participating and helping my parents as best I could, as retail is very fast paced and busy, especially for c-stores. While I’ve worked in various industries, my most challenging and exciting roles have always been in retail.
What excites you most about the future of this channel? Our industry will certainly need to rethink its fundamental operations as customers are changing their consumption habits and becoming more conscious of health and sustainability. Our stores will continue to be destinations for convenience, but customers will expect more than their usual drinks and snacks. Especially with the growing popularity of EV, customers will expect facilities, products and services that will make them want to stop by.
What’s the best advice you ever received? To get a mentor. Having someone, or several people, to help you take your projects to the next level by sharing their knowledge can make a big difference. It’s a very invaluable asset if you can find one.
What trends or innovations are you keeping an eye on right now. Is there anything you think will shape the business in the next 5 years? Not surprisingly, I will say AI. It’s already having such an impact in our lives, especially since the popularization of ChatGPT. I can’t imagine where it’s going to stand in five years from now. I’m very curious to see the impact AI will have on our business, our ways of working, our marketing and advertising, customer-data and even our jobs in the near future.
CAMILLE MORIN Finance manager, Eastern Canada Alimentation Couche-Tard | Circle K
How did you get into this business?
Straight out of university, I was obtaining my CPA when I joined Couche-Tard 10 years ago. It was so rewarding to start my career at a large Quebec company that was expanding internationally. I immediately knew this was where I wanted to grow and develop.
What do you like most about your job? My work offers me an overview of the organization, allowing me to quickly identify any financial challenges. Over the years, I’ve developed and improved the way I work to have the necessary skills to get involved in major projects.
What are you most proud of from the last 12-18 months? This year, I’ve had the chance to work on many interesting projects. I built up my credibility in the eyes of my superiors by showcasing my skills.
What excites you most about the future of this channel? This market is constantly evolving. It’s incredible to see how Couche-Tard has adapted to the new economic landscape, and how it’s developed innovative concepts in food offerings and charging stations.
JESSICA NEMETH Director of operations Alimentation Couche-Tard | Circle K
How did you get into this business? I grew up with my dad having the role I currently have. I started as a customer service representative in a store in my teens, then followed in my dad’s footsteps.
What are you most proud of from the last 12-18 months? Winning this award is awesome! I have also taken on more within my role, adding two more provinces to my territory, while still being effective in all areas.
What do you like most about your job? Growing and coaching people to succeed. I have two director coworkers that used to report to me, and I couldn’t be prouder of them.
What was the biggest challenge of your career? In my territory, I deal with wildfires every year, including the famous 2016 Fort McMurray fires that took out part of the city. Reopening all sites was a challenge and it was very stressful waking up every morning hoping they were still standing during the fire.
What’s the best advice you ever received? Let your numbers talk for you. You don’t need to be the loudest person in a room when your numbers are on top.
Career highlight/biggest achievement? Building an amazing team over and over again. Some have left or moved up, but I’m proud of the culture and the level of execution all teams have given. We want to be number one in everything, but we have fun driving for our goals.
What excites you most about the future of this channel? How we always adapt to the customers’ needs. The future is limitless when we all keep the customer in mind.
What will shape the business in the next 5 years? Foodservice growth and innovation is the focus of the industry, and I would be excited if Canada catches up to the U.S. and
O’SHEA Trade marketer JTI-Macdonald Corp.
How did you get into this business? I was working in recruiting and I thought that would be my career path. However, a good friend thought I would be a suitable fit with JTIMacdonald. They referred me to a job posting, and the rest is history.
What work-related accomplishment are you most proud of during the last 12-18 months? We had a district trade marketer incentive program for the whole year that was monitored by a scorecard and updated regularly so we could see our results. I was the top performer and received an award for my achievements in 2023.
What do you like most about your job? My passion is building relationships with retailers and helping them grow their businesses. Also, I enjoy learning about their families and the stories behind owning their businesses and hearing the pride they have for their stores.
Career highlight? Back-to-back JTI Drive Trade Marketer incentive winner. I was one of the few who had the pleasure to accompany retailers on the National Destination Contest. This trip happened outside of work and allowed me to get to know the retailers on a more personal level. Both trips were a once-in-a-lifetime experience, and the quality time spent with the winning retailers and colleagues was memorable. JTI has given me so much and I am very proud to work for them. I feel grateful that I can be an example for my two daughters and show them you can love what you do. If you work hard and treat people with respect, the accolades will come.
What excites you most about the future of this channel? Lately, there’s been a huge change in ownership and many new retailers are coming in. This allows for a fresh outlook on the convenience world and where it is headed. With beer, wine, cider and RTD cocktails coming to stores in Ontario, this will hopefully create more foot traffic and provide another source of income to retailers.
MELISSA
Congratulations KATI VARELA!
Category Manager – Beverages
SHINING STARS
RADMILA RAKITA Category manager
Alimentation Couche-Tard | Circle K
How did you get into this business? As a newcomer to Canada in the 1990s with a business background, I landed a volunteer opportunity with Sears through a co-op program. After three months, I was offered a full-time job, fell in love with retail and never looked back. I worked in various roles from supply chain, marketing, as well as buying/ category management. With the closing of Sears, I knew I wanted to stay in retail. Landing at Circle K was the best thing that could have happened to me. I love the fast-paced environment and dynamics of this industry.
What are you most proud of during the last 12-18 months? When I received the Top Category Manager Award for Circle K Ontario.
What do you like most about your job? Interacting with different levels of the business. I love working with my vendors and supporting field teams and assisting store operators—whether it’s answering their questions, providing missing information, sparking creativity for merchandising, or just seeing how they’re doing. It’s fulfilling to connect with others through communication and business. I’m continuously learning and growing from these interactions, which makes my job dynamic and rewarding.
What was the biggest challenge or your career? Finding ways to deliver exceptional customer experiences, either through product offerings or promotions. Also, being agile and adapting to the ever-changing retail landscape.
What’s the best advice you ever received? ‘Embrace failure as a stepping stone to success.’ This encourages me to learn from my mistakes, and view setbacks as opportunities rather than reasons to give up. Treat the business as your own and success will come.
What excites you most about the future of this channel? The potential for introducing innovative, high-demand products to meet different customer segment needs. Convenience stores became more than just places to grab snacks; they became destinations for new innovative products.
What will shape the business in the next 5 years? With consumers’ awareness of their health and well-being, convenience stores may be looking to rapidly increase offerings of healthier food options.
How did you get into this business? I started in marketing at a large Canadian media agency developing multi-media marketing strategies and campaigns for clients from a range of industries. After completing my MBA, I held marketing and brand manager roles for several CPG start-ups before moving to 7-Eleven Canada in 2022.
What are you most proud of from the last 12-18 months? I was awarded 7-Eleven Canada ‘Marketing Manager of Year’ in 2023 for my contributions to growing customer count and revenue by introducing new food and beverage event days and elevating our iconic Slurpee events. And being named a Star Women in Convenience for 2024!
What do you like most about your job? The creativity and collaboration—I work with many cross-functional teams and partners to build our proprietary food and beverage brands and bring value to our customers. I also like the dynamic nature of my work—every day is different.
What was the biggest challenge of your career? Evolving with the ever-changing marketplace and consumer behaviours, especially during the pandemic.
Best advice? ‘A person that never made a mistake is a person that never tried anything new’ - Albert Einstein. Don’t be afraid to try new things or make bold decisions. Making mistakes is part of the growth journey.
What excites you most about the future of this channel? The best practices, tools/ tactics, and marketplace are changing and developing at such a rapid pace. I’m most excited about the immense potential for convenience and retail store brands to enhance customer experiences through new technologies.
What will shape the business in the next 5 years? The fast adoption and growth of mobile commerce including mobile apps, loyalty programs, personalized offers, contactless payment solutions and the integration of AI into inventory management tools, mobile apps and analytics tools.
NICOLE SPEHAR
General manager
PepsiCo Beverages Canada
How did you get into this business? I applied for a part-time job with Frito Lay while I was still in university. I was a merchandiser and loved the work and building customer relationships so much that I decided to stay on after graduation. It was a unique role and one that not many women were doing at the time.
What work-related accomplishment are you most proud of during the last 12-18 months? The work accomplishment that I am most proud of is the opportunity to lead an all-female leadership team in Hamilton, Ont. I have had the pleasure of leading this team for the last two years and have not only enjoyed the experience of an all-female team, but also have also benefitted from their strong performance.
What was the biggest challenge of your career? The biggest challenge of my career has been the never-ending quest to find balance between my work and my home life.
What’s the best advice you ever received? The best advice I have ever received was as a leader to focus on taking care of my team, and the team will help take care of your business.
What excites you most about the future of this channel? Very excited to see what innovation in consumer-packaged goods will look like in the future. Particularly around completely new offerings and new ways of providing snacks and packaged foods on the go. I’m also excited to see how AI and machine learning impact the future of the convenience channel both from a business perspective and as a consumer.
How do you define yourself as a leader? I believe in removing obstacles for my team and supporting their development with coaching and real time feedback. The success and individual development of my team members is ultimately how I define my own success as a leader.
How did you get into this business? I have been working in the food industry my whole life. I seized an opportunity with Labatt Breweries at the start of my professional life, and to this day, my career and industry knowledge continues to evolve through the various roles I’ve had in this great organization.
What are you most proud of during the last 12-18 months? I worked in close collaboration with all my customers to optimize their total industry sales through various promotions and market insights. I grew Labatt’s market share month after month.
What do you like most about your job? The beer industry continues to fascinate me. I’ve worked in logistics, operations management and sales, and what excites me is the strategic creativity I can demonstrate to optimize the beer category. I love turning challenges into opportunities.
What was the biggest challenge or your career? Learning three very different leadership roles in the organization, while completing my undergraduate degree parttime and giving birth to two children—all done with a lot of perseverance and a desire to demonstrate to my two daughters that by putting in the effort and knowing our limits, anything is possible!
What’s the best advice you ever received? First, in everything you do, have integrity and always feel in line with your values. Second, make mistakes; you’ll either learn from them or succeed. Both guide me in everything I do.
What excites you most about the future of this channel? People change, as do their values and shopping habits. It’s a wonderful opportunity for us to innovate in this channel and have a greater impact on consumer behaviour and environment advancements. This will be a big challenge, especially in the beer industry, and I look forward to helping evolve our category.
Anything else you would like to add? I am honoured to have been nominated by my customer Suncor and selected for this wonderful recognition. I believe that women bring another perspective and have a different approach, which benefits the organization. This magazine will inspire other women to pursue careers in this exciting and developing convenience segment.
Bonnie Brik Director of Sales, Impulse
Ferrero Canada is proud to celebrate Bonnie as a 2024 Star Women in Convenience Award recipient. Bonnie is a strong advocate for the convenience channel, working collaboratively with her partners to drive mutual business success and move the industry forward. She approaches everything with intensity, professionalism and passion, and is wholeheartedly committed to building people and developing strong teams. Congratulations Bonnie on this incredible recognition – we are so proud of you and your many contributions to Ferrero and the industry.
Ferrero would also like to congratulate all 2024 winners.
SHINING STARS
Congratulations!
National Energy Equipment Inc. and Gilbarco Veeder-Root would like to congratulate all winners of the 2024 Star Women In Convenience award.
AMÉLIE TREMBLAY Marketing director Harnois Énergies
How did you get into this business? After more than 15 years of marketing positions in related fields, I had the opportunity to work for Harnois Énergies. I knew the company well because I grew up in this region, and I had heard only good things, so I took my chance.
What are you most proud of from the last 1218 months? This year, our rewards program Proxi Extra was voted the number one program in Canada in the Loyau-T (Léger) survey. A lot of hard work has gone into branding, technological and digital enhancements, and promotions so we stand out from the crowd.
What do you like most about your job? The people I collaborate with every day and the projects, which are always different. One company value is to work in a spirit of collaboration and enjoyment, and I can confirm this value is well upheld.
What was the biggest challenge of your career? To establish marketing’s role within the organization, creating a reference for all matters concerning the brand, its notoriety, and marketing actions.
Best advice you ever received? To trust myself. Each person I work with has their own way of doing things and view of situations, and my approach is just as valid as theirs.
Career highlight? I am particularly proud of the work we have done to increase brand awareness, including our Proxi convenience stores and Harnois service stations. The results speak for themselves. The team and I are working hard to increase brand recognition among the public and we’ve seen the results of our efforts over the last years.
What excites you most about the future of this channel? This field is under a lot of external pressures that require our continuous evolution; one example is the end of gasoline car sales by 2035. This forces us to consider multiple opportunities that could allow our brand to stand out. In marketing, the digitization and personalization of media and promotional tools open a world of opportunity that I am particularly excited about.
Define yourself as a leader: I practice compassionate leadership by making sure I’m always available for my team and my colleagues. I encourage communication, transparent exchanges, and teamwork.
LUISA TUZI Account manager Nestlé Canada Inc.
How did you get into this business? Starting my career within Nestlé’s supply chain provided me with valuable insights into the company’s operations. Working closely with the account management group, I quickly discovered my passion for creating valueadded solutions for customers.
What work-related accomplishment are you most proud of during the last 12-18 months? I am proud of my contributions that led to Nestlé being recognized as the best in class by a key customer. As well, in 2023, I was recognized as a top performer within the total sales organization and, of course, I am honoured to be a 2024 Star Women in Convenience recipient.
What was the biggest challenge of your career? Overcoming pandemic challenges was a significant hurdle in my career. It required careful consideration, strategic thinking and adaptability to make the best decisions for the business and accounts during this unprecedented time. The dynamic nature of the pandemic demanded quick responses and creative solutions to ensure operational continuity and maintain strong account relationships.
What’s the best advice you ever received? Change is good. It’s essential for growth, progress, and personal and professional development. Stepping outside your comfort zone leads to significant progress and unlocks untapped potential. Embrace change for continuous improvement and greater success.
What excites you most about the future of this channel? The convenience and gas channel’s unwavering resilience and relentless pursuit of innovation, fuelled by dedicated operators and manufacturers, not only captivate shoppers but also ignite a sense of excitement within me. As the channel continues to evolve and adapt, a world of boundless opportunities unfolds before us.
KATI VARELA
Category manager beverages
Shell Canada
How did you get into this business? I started out working for one of the biggest beverage companies and spent eight years learning all about the beverage industry, while supporting customers from different channels, including convenience and gas, foodservice etc.
What work-related accomplishment are you most proud of during the last 12-18 months? I am proud of all the work that we have done to develop and launch our private label beverage offer. This has been an exciting and challenging journey that continues to deliver great results.
What do you like most about your job? My role is very dynamic. We are part of an evolving channel. I especially enjoy creating and testing new programs that deliver a better customer experience. Lastly and most importantly, I enjoy working with a very talented and passionate convenience and retail team.
Career highlight/biggest achievement?
One of my biggest achievements has been to successfully build a career after moving from my native country, Venezuela, to Canada 11 years ago. This required hard work and dedication, as I needed to adapt to a new country and ways to do business. This experience allowed me to be more open to opportunities that I didn’t have previous experience of and use my skill sets differently.
How do you define yourself as a leader? I consider myself very passionate, empathic, and eager to learn. These attributes reflect the way I lead and work with co-workers and vendors.
MARYLINE VUILLEROD Director dealer business
McDougall Energy Inc.
How did you get into this business? By chance. I joined BP (British Petroleum) straight after university in my home country, France, on a short-term assignment, which turned into a full-time job as a territory manager overseeing the retail operations of 30 BP gas stations. I moved to Canada and joined McDougall Energy four years ago and am now overseeing 170 McDougall-supplied locations in Ontario and Manitoba.
What work-related accomplishment are you most proud of during the last 12-18 months? McDougall Energy is a company in constant growth. Four years ago, our growth was centred around adding Essobranded locations. Over the last 18 months, we have significantly grown the business representing the Shell brand, our proprietary brand called Pump, and unbranded supply to wholesale customers. This accomplishment reflects our dedication to excellence and ambition, continually striving to meet and exceed customer needs, while enriching the communities we serve.
What do you like most about your job? There is never a dull moment. Our industry has always been very competitive, but the pace of change is accelerating fast, from customers’ needs and wants to the adoption of new technologies and competitive offers. This keeps me on my toes, constantly challenging the status quo and thinking ahead.
Career highlight/biggest achievement? In 2002, I sat in a small room with a bunch of scientists in Manchester, England, to define the business requirements of a fuelpricing tool based on a formula calculating elasticities. People thought I was crazy and that this was doomed to fail—how could we let a machine define the most optimized price point? The challenges associated with change management were overwhelming. I had the privilege to spearhead the implementation of this pricing tool across all BP operating units globally. Fast forward 22 years, this is now commonly known as AI and is widely used by retailers worldwide.
Fière représentante de la 3e génération au sein de l’entreprise familiale aux côtés de sa sœur Karine et son frère Mickael, Isabelle a laissé une prometteuse carrière chez Bombardier pour prendre les rênes de l’entreprise familiale ces dernières années. Par sa force tranquille et ses qualités de rassembleuse elle a su faire grandir l’entreprise malgré les obstacles et embuches. Comme partenaire d’affaire de la famille Lafortune depuis plus de 15 ans, nous avons été témoin de son dynamisme et de son grand leadership aux fils des ans. L’industrie canadienne du dépanneur peut être fier de la compter parmi ses dignes ambassadeurs.
Isabelle, her sister Karine and her brother Mickal are the proud members of the 3rd generation working for the family business. She left a promising career at Bombardier to take over the helm of the company a few years ago. By showing incredible resilience and bringing her teammates together, she was able to grow the business despite the numerous hurdles and challenges encountered in the process. As business partners of the Lafortune family for over 15 years, we have witnessed her dynamism and great leadership on many occasions over the years. The Canadian convenience industry can be proud to count her among its distinguished representatives.
I have a long history with M&M Food Market in their traditional retail stores—when the Express division was created, I was very excited about the opportunity to join the team and be able to bring the M&M Food Market brand of high-quality frozen food to customers shopping in convenience locations.
What work-related accomplishment are you most proud of during the last 12-18 months? Working alongside the category planning team to optimize and execute product selection in over 2,400 locations and with more than 60 partners. We recognize customers need access to the right products to meet their needs in various locations.
What do you like most about your job? The people. I love the daily collaboration with both the Express and extended team members, as well as being able to work closely with Express partners helping to provide frozen food solutions to their customers. The relationships I have been fortunate to build are everlasting.
What’s the best advice you ever received? Keep pushing yourself outside your comfort zone, don’t be afraid to not always succeed—this is how you learn and grow.
What excites you most about the future of this channel? What excites me the most for the future of convenience is that it is ever changing, and you need to be constantly evolving to meet the customers’ needs.
How do you define yourself as a leader? I have been fortunate to have mentors that have demonstrated the leadership qualities I want to emulate. I define myself as a leader by treating everyone with respect, leading by example, and being an active listener.
LUISA WRIGHT Category manager, foodservice Petro-Canada, a Suncor business
How did you get into this business? I’ve worked in retail for over 30 years, starting my career with Shoppers Drug Mart at the corporate level and as a store manager. A former leader encouraged me to join Suncor over 10 years ago. I’m grateful for to work alongside so many talented, knowledgeable people.
What are you most proud of during the last 12-18 months? The efficiencies I established by enhancing the alcohol assortment, focusing on growing segments, while driving sales. The results were faster, easier and simple execution at both corporate and site level. Simultaneously, I led a fun workplace culture, bringing people together through key social events.
What do you like most about your job? The people! I enjoy collaborating and building relationships with our marketing, operations, retail and vendor partners, working towards our common goals. Secondly, the ability to leverage my creativity to grow sales from my love of consumer trends and sales data. Every day brings a new challenge, and there’s never a dull moment.
What excites you most about the future of this channel? Consumer interaction with social platforms and how it will shape convenience store sales, customer engagement and build on brand loyalty. Consumer needs and expectations continue to evolve. Exploring and adapting to these changing needs involves leveraging categories beyond the traditional c-store products. Additionally, adapting technology for a more seamless shopping experience.
Anything else? Celebrate all wins and achievements big or small and thank the people who got you there! I’m truly humbled, and immensely thankful for this recognition. I am grateful to my mentors, colleagues and leaders who support and encourage me daily. Congratulations to all the winners!
CARMEN ZUKEWICH Regional operations manager Parkland Corporation
What work-related accomplishment are you most proud of during the last 12-18 months? One of the most important initiatives that our team has been working on recently is launching and building Parkland’s loyalty program, Journie Rewards. In late 2023, Journie partnered with Aeroplan, and all retail locations were tasked with launching this brand-new partnership at store level. While the partnership was built within the loyalty team, successfully delivering it to the customer hinged on our execution in the field. It was a massive group effort, but in the end my team was able to ensure 100% implementation on launch day. The success of this program launch and initiatives throughout the calendar year helped our region reach 113% of our annual target. I am incredibly proud of this accomplishment, especially the way the team came together to achieve it.
Career highlight/biggest achievement? Just over two years ago, I was promoted to regional operations manager. It was a big step for me personally, since I have two young daughters at home, and professionally, as I would be leading the team I had previously been a part of. Through some excellent mentorship within Parkland, a very encouraging support system at home, as well as pure determination and hard work from myself, I am proud of the team that I have the privilege to lead, as we continue to move our business forward.
What excites you most about the future of this channel? I think one of the coolest things about this channel is the adaptability and constant innovation we see. There is never a day in my current role when I don’t learn something new about our business or find a new way that we can meet our customers where they want and with the product or service they are looking for.
How did you get into this business? I worked at Glow Variety for 20 years. When Hasty Market purchased the business, I assumed the role as an assistant manager and started to learn basic operational tasks, such as ordering and balancing. I was presented with this opportunity to purchase the franchise. We, as a family, couldn’t turn it down, and in 2021, we became franchise owners.
What do you like most about your job? Being my own boss.
What are you most proud of during the last 12-18 months?
The integration of home meal replacement into the c-store format. Our team is engaged around the areas of freshness, convenience and community. Everyday our team is mobilized around the mission of being Ontario’s go-to convenient destination.
What’s the best advice you ever received? Not to dwell on things I cannot control and to keep moving toward the future.
Career highlight/biggest achievement? My biggest achievement would definitely be going from an employee to owning my own business. I went from a cashier to a franchise owner in less than a year.
How do you define yourself as a leader? Leading by example and staying positive. I have a great team, so it makes it easy.
ISABELLE JACQUES
Owner
La Station Ville Marie – Shell Voisin
How did you get into this business?
The company I worked for went bankrupt in 2008. My spouse and I always wanted our own business, so now was the time to go outside our comfort zone. In 2009, we bought our first business, a bulk plant (Pétroles Témis). In 2012, we bought a service station and convenience store.
What do you like most about your job? The work environment and our team—without them, the company wouldn’t be where it is. Also, serving our customers well so they return to our store, and having a win-win relationship with our suppliers— especially the support of Sobeys.
What was the biggest challenge of your career? Learning how the convenience industry worked after purchasing our service station/c-store. And undergoing a major renovation in 2016, when we added ready-to-eat.
What’s the best advice you ever received? To surround ourselves with good people, network with other merchants, share our best practices and observe theirs to then bring them to our store. In 2014-2015, Sobeys encouraged us to launch ready-to-eat because the margins were good, and it was the future. Today, it’s the heart of our company and we are industry leaders. You must believe in yourself!
Career highlight/biggest achievement? In 2022, I became a Voisin Sobeys Ambassador, in recognition of my leadership, store execution and results. It’s thanks to my employees who work hard every day and our customers that I received this award.
What are you most proud of this year? Being a Star Woman! It was a huge surprise.
How do you define yourself as a leader? I’m someone who brings people together. With my employees, clients and suppliers, I’m a good listener, respectful, dynamic, collaborative and empathetic. Many of my team members have been with us more than 10 years. It’s teamwork that ensures the success of our company.
JULIE LANGILLE
Store manager, Garlands Crossing | Alimentation Couche-Tard | Circle K
How did you get into this business? During high school, I worked in the retail business and enjoyed it very much. In 1995, I applied for a part-time cashier position with Irving (now Couche-Tard, Circle K) and worked my way to a management position, with my own store and gas bar.
What are you most proud of from the last 12-18 months?
In May of 2023, my store and staff won the Presidential Visit Award for my district of 12 stores. I attribute this success to my staff, who are like family. They care deeply about their customers and work environment.
What’s the best advice ever received? Before I took the management position, a supervisor told me not to be afraid to make a mistake. Learning from mistakes will assist with my growth and success as a manager. This advice has served me well throughout my career.
What will shape the business in the next 5 years? Seeing how the company changes over time to adapt to electric cars.
How do you define yourself as a leader? I lead by example and work side by side with my team. I wouldn’t ask staff to complete tasks I wouldn’t do myself. When it comes to making decisions for the store, I ask my staff for their opinions and suggestions; I value their input. They are my strength and the backbone to this business, and my success is thanks to them.
Marie-Ève Thibault
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 who we are. To achieve this, we need to harness the power of our people – who help drive our dreams forward.
Congratulations Marie-Ève for this recognition, we are proud to have you on our team!
We are honored to celebrate Amélie Tremblay as a 2024 Star Women in Convenience award winner.
Amélie stands out for her remarkable marketing expertise. Thanks to her innovative approach, creativity and leadership, she has realized many accomplishments at Harnois Énergies.
The whole team is proud of you for this well-deserved award!
STORE-LEVEL STARS
GINA MELAO Store manager Petro-Canada, a Suncor business
How did you get into this business? Back in 2007, I called Georgetown, Ont. my home when Petro-Canada unveiled its groundbreaking new location. Ahead of its time, the integrated site boasted cutting-edge features: the state-of-the-art Glide car wash, an iconic convenience store, premium fuelling options, and a PC-branded food offer complete with ample seating and even a drive-thru. I was there from day one, alongside Vinod Iddya, who was an associate trainer back then.
Amélie Tremblay Marketing Director
What work-related accomplishment are you most proud of during the last 12-18 months? We received the prestigious PC President Award. In addition, our car wash surpassed the million-dollar mark in sales and completed over 100 fulfillments. However, what truly fills me with pride is our involvement in community initiatives, from supporting the Georgetown Bread Basket to the Cancer Assistance Program and Gtown Hospice. Furthermore, our recent venture into Waterdown with a new site marks an exciting chapter.
What do you like most about your job? Collaborating with an exceptional team. We dedicate ourselves to hard work, pushing the boundaries of performance and striving to exceed expectations. What sets us apart is not only our commitment to excellence, but also the genuine enjoyment we find in our work. Our environment buzzes with energy—we’re focused and driven, yet there’s always room for laughter and camaraderie.
Biggest challenge of your career? Both the greatest satisfactions and the toughest challenges revolve around one central element: people. From the moment I set foot in the store, it’s like stepping into a revolving door where a diverse array of individuals pass through, each bringing with them their own set of expectations, challenges, fears, and joys. Balancing and exceeding these expectations is the essence of my role.
VANI THAKKER Co-owner & store manager Vani’s Convenience
How did you get into this business? We come from a business family in India and always wanted to start our own business in Canada. We discovered the convenience store business and thought we would like it, as it gives us the opportunity to serve the people of the community.
What work-related accomplishment are you most proud of during the last 12-18 months? I was able to triple the lottery commissions since we bought the store in 2014. And in the last 18 months we saw a significant rise. We were also chosen for lottery self-serve terminals by the Ontario Lottery and Gaming Corporation.
What do you like most about your job? Being able to interact with people.
Biggest challenge of your career? Turning the store to profitability.
Best advice you ever received? The person behind the counter is the most important person in this business.
What excites you most about the future of this channel? Eagerly preparing to sell beer, wine and RTD.
Career highlight/biggest achievement? Making this store a success story through good personal customer service, training and mentoring staff, keeping the store clean, and adding various items and services to align with consumers’ shifting demands.
What trends or innovations are keeping an eye on right now. Is there anything you think will shape the business in the next 5 years? The independent convenience store channel has a lot of work ahead with the use of technology in customer loyalty, data analysis and shifting consumer demand.
How do you define yourself as a leader? I am a hands-on leader that motivates through action and leading from the front. CSNC
Congratulations to Annabelle, Carmen, Cheryl, Debbie and Tracy
and all the 2024 Star Women in Convenience Award Winners!
We are proud this talented group of women have been recognized for the outstanding leadership, dedication and passion they bring to Parkland and our industry. Congratulations!
SWIC WINNERS
Adeola Agboola
BG Fuels
Gwenn Alarie-Côté
Sobeys Capital Inc.
Debbie Alvarez Parkland Corporation
Martine Arsenault
Alimentation Couche-Tard | Circle K
Alexandra Banos
Imperial Tobacco Canada
Caroline Bibeau Petro-Canada, a Suncor business
Thea Bourne BG Fuels
Bonnie Brik Ferrero Canada
Elisabeta Catana
Mondelēz Canada
Debbie Clayton
Core-Mark International
Cathy Comeau
Petro-Canada, a Suncor business
Cecilia Corelli
Sobeys Wholesale
Laura Cristiano
Now Prepay
Jill Cutajar
Canadian Tire Gas+
Amber Dineen
7-Eleven Canada
Carrie Franks
Alimentation Couche-Tard | Circle K
Yvonne Ghabrial
MacEwen Petroleum & Quickie Convenience
Michelle Greig Hershey Canada
Andrea Harrison Core-Mark International
Brandi Horvath
Hasty Market
Isabelle Jacques La Station Ville Marie – Shell Voisin
Karley Kavic
Imperial Tobacco Canada
Laura Kong
JTI-Macdonald Corp.
Simone La Ronde
PepsiCo Beverages Canada
Isabelle Lafortune
Énergies Lafortune
Julie Langille
Alimentation Couche-Tard | Circle K: Garlands Crossing
Helene Leonard
JTI-Macdonald Corp.
Josie Licata ITWAL
Michele Lown INS Market | Dakin News Systems Inc.
Jennifer Lyn-Bremner 7-Eleven Canada
Cheryl MacIntosh
Parkland Corporation
Emanuelle Martel
Le Groupe Martel
Meaghan McGovern Turning Point Brands Canada
Gina Melao
Petro-Canada, a Suncor business
Sarah Moncada
Alimentation Couche-Tard | Circle K
Annabelle Morin
Parkland Corporation
Camille Morin
Alimentation Couche-Tard | Circle K
Jessica Nemeth
Alimentation Couche-Tard | Circle K
Melissa O’Shea
JTI Macdonald Corp.
Radmila Rakita
Alimentation Couche-Tard | Circle K
Hannah Sandulescu
7-Eleven Canada
Nicole Spehar
PepsiCo Beverages Canada
Vani Thakker
Vani’s Convenience
Marie-Ève Thibault
Labatt, AB-INBEV
Linda Thompson Fuel Partners
Amélie Tremblay
Harnois Énergies
Luisa Tuzi
Nestlé Canada Inc.
Kati Varela
Shell Canada
Maryline Vuillerod McDougall Energy
Tracy Whalen
Parkland Corporation | M&M Food Market
Luisa Wright
Petro-Canada, a Suncor business
Carmen Zukewich
Parkland Corporation
Debbie Alvarez Field Merchandising Manager
Annabelle Morin Marketing Promotions and Signage Lead
Chips, popcorn and puffed snacks are hot, with fiery flavours, better-for-you options and global inspiration
SWEET OR SALTY? The competition between the two snack categories is fierce, especially in the c-store space. According to recent data, generation Z is keen for sweets, while millennials reach for the salty stuff— potato chips, popcorn, pretzels, nacho chips and new twists on old favourites. But overall, salty snacks outsell other types by a wide margin, with over $2.5 billion in sales in Canada, according to Statista. Savvy c-store owners may be wise to amplify sales by leaning into the salty snack trends. CSNC caught up with salty snack experts to discover what’s new.
“We’re seeing a gravitation towards spicy snacks, which has picked up tons of popularity over the past couple of years,” says Giuseppe Franzé, brand manager, protein snacks, Conagra Brands. “According to research, the number one snacking motivation is to ‘satisfy a craving’ with ‘wanting something spicy’ driving the category.”
To satisfy those snackers, the company launched Angie’s Boomchickapop Sweet Chili Puffs in fall 2023 and will introduce Angie’s Boomchickapop Pumpkin Spice Flavoured Drizzled Kettle Corn, made with cane sugar and non-GMO popcorn, for fall
2024. “Each bite is a lot like pouncing on a pile of crunchy autumn leaves while a pumpkin pie cools on a nearby windowsill,” he says.
Filling the gap with snacks
The average Canadian is consuming a snack (food or beverage) 11 times per day, as per Ipsos Reid Study, Canada Chats 2023. Mini meals are where it’s at.
As Franzé points out: “With more consumers trading in their meals for snacks, we know snacks with nutritional value are becoming more important for the average consumer, which we take into consideration
CATEGORY CHECK
when developing new products. Snacks offering high protein, fibre and other nutritional needs will remain king.”
C-store sales shine in the salty snack category, with options that span popcorn to in-shell seeds and more.
To drive sales, Franzé underscores the importance of working together on standard retailer-specific tactics, like endcaps, in-store blades and in-app offers, alongside keyword-targeted ads. “We have also been working closely to identify the optimal shelf set and placement within stores,” he adds. “Having the right offerings that shoppers can easily locate is critical to continued growth of this category and delivering on consumer needs.”
Offering flavour variety
Pringles is a top favourite among salt-loving c-store consumers. “Convenience stores are extremely important to Pringles as they allow multiple points of distribution, not only for new innovation, but for the core flavours,” says Nicole Gawen, vice-president marketing and wellbeing, Kellanova Canada.
She also notes that c-stores help gain trial, especially important for new products. “Consumers and retail partners crave exciting taste experiences. They seek snacks with unique and bold flavours that tantalize their taste buds. Whether it’s spicy, tangy or umami, flavour innovation is key.”
In 2024, Pringles launched three new flavours in Canada—All Dressed, Chili Cheese Fries and Scorchin’ Buffalo, the spiciest flavour in the brand’s portfolio. And, in keeping with the demand for snacks on the go, a new Snack Stacks variety pack with three flavours inside—Original, Sour Cream and Onion and Cheddar Cheese—hit the shelves in May.
To support sales of Pringles, Gawen suggests c-stores run in-store promotions, offering secondary displays, listing innovations and ensuring the brand’s core flavours are present in planograms and/or primary locations throughout the store.
Tapping into BFY cravings
It’s clear that 2024 is shaping up to be a banner year for bigger flavours. February saw the launch of two new tortilla chip entries under the Garden Veggie Snacks Flavour Burst label—Zesty Ranch and Nacho Cheese. Certified gluten-free
and made with five kinds of vegetables, the products fulfill consumer desire for healthier indulgences.
“The better-for-you salty snacking space has been growing more quickly than conventional snacks for years,” explains Ed Kaiser, senior director of marketing, Hain Celestial, which also makes Terra Real Vegetable Chips, Parm Crisps and Garden of Eatin’ Tortilla Chips. “It’s still an emerging category with only 10% of salty snacks fitting into that space. Consumers really want a product without compromises that they feel good about everyone in their family eating. It’s just as important that it tastes good.”
Those were the core insights that sparked the creation of Garden Veggie Snacks’ Flavour Bursts. The challenge was to bring a conventional or seasoned tortilla chip into the better-for-you space with no artificial ingredients. Products like this have great potential for the convenience channel since they are currently underrepresented. Kaiser predicts sales will accelerate over the coming years, especially in c-stores. That’s worth noting when allocating c-store shelf space.
On the popcorn front, French Cancan is shaking things up with a variety of fun flavours—Spicy Jalapeño, as well as Cheddar and Green Onion, Movie Style and Sweet & Salty—that tout BFY benefits, such as being a source of fibre without trans fats or cholesterol.
Things get spicy
Bold flavours have been missing in the better-for-you space—a gap Hain
Celestial recognized and satisfied with new products created to meet the needs of today’s consumers who have built “palate sophistication,” notes Kaiser. “Spice overall is growing—faster than some of the other flavours. Now, you’re seeing additional sophistication with certain tweaks and special ingredients being the leading drivers.”
Takis Canada, a Grupo Bimbo brand that has been in market here for seven years, is all about bringing the heat, with a lineup of intense flavours that appeal to salty snack aficionados, including gen Z (target audience is ages 14 to 49). The brand has developed a cult-like following on social media and beyond among fans of its thick spicy rolled tortilla chips, which come in a variety of unique flavours, including the OG bright red, fiery Takis Fuego and a sweet heat option, Dragon Sweet Chili, which won Product of the Year Canada in 2022.
New-to-Canada is Blue Heat, which launched on May 16th, and is already the most highly requested flavour, says Cristina Slovacek, Takis brand manager, Barcel Global Marketing, who says that when it comes to snacks, Takis does things differently. “We don’t shy away in the face of intensity, we double down and take it to 10. We don’t back down from flavour, we sprint full-force towards taste combinations so supercharged they send your taste buds rocketing into unexplored supernovas of flavour…. We challenge our fans to embrace intensity in their life—to express themselves authentically and to the fullest—and we make it a point to have fun along the way.”
The company recently launched Takis Buckin’ Ranch in the U.S. and this non-spicy flavour is expected to launch in Canada in Q1 2025.
Other salty snack makers are also going for the bold. PepsiCo Foods Canada launched the spicy Havoc line in February with three SKUs—Fiery Lime Flavoured Rolled Tortilla Chips, Smoky Nacho Twisted Corn Chips, Bulgogi Blaze Flavoured Potato Chips—that tap into the sweet-and-spicy movement. Canada’s Hardbite Potato Chips offers Sweet Ghost Pepper and Wasabi Ranch. Meanwhile, Twigz, the Calgarybased craft pretzel maker, is hot stuff with a Fire-Roasted Jalapeño option.
It’s going to be a sizzling summer for salty snack lovers. CSNC
National Shopper Study
Healthy Eating Report: Finding a balance
WITH THE INCREASING emphasis on health and wellness, convenience stores have an opportunity to meet demand with more nutritious and fresh food options. This could include expanding selections of fresh produce, organic snacks, low-sugar beverages and healthier grab-and-go meals to cater to consumers’ shifting values.
Think about the parent on their way to soccer practice who needs a quick snack for the kids or a meal that isn’t McDonald’s for a change. Or someone grabbing a refreshing beverage on the way home from the gym.
Six-in-10 (61%) shoppers consider themselves health-conscious, according to the 2024 C-store IQ National Shopper Study. Working with the research team at EnsembleIQ, Convenience Store News Canada surveyed more than 2,000 convenience shoppers across the country to examine their wants and needs at convenience.
This health-conscious stat is unchanged from 2023, indicating the health and wellness trend is not going away. Of note: Shoppers in Quebec are more likely to see themselves as health-conscious (76%), compared to B.C. (a surprising 52%), Alberta (63%), Ontario (54%) and Atlantic Canada (61%).
However, satisfaction with better-for-you
BY MICHELLE WARREN
(BFY) offerings and willingness to pay more for healthier options have both dropped since last year.
What’s happening? Across the country, people are more budget conscious in 2024— the data reflects this at all levels, with shoppers across Canada indicating that price is paramount. What we are seeing with this drop in satisfaction could be interpreted as a level of frustration: People want options that are both healthy and affordable. They don’t want to have to choose.
Of note, 50% of younger shoppers (think gen Z and millennials) are willing to pay more versus 41% of older shoppers (gen X and boomers). As well, shoppers in B.C. (56%) will pay more vs. Ontario (47%) Quebec (43%) and Atlantic Canada (44%).
Of course, this desire for healthy and BFY products does not mean that the core categories are going away—shoppers say they want salty snacks, energy drinks, ice cream and all those good things. (The data shows a notable year-over-year increase in candy purchases in 2024, perhaps evidence of what’s known as the ‘lipstick effect’— the desire to treat oneself with a small indulgence in tighter economic times.)
With 22% of shoppers saying one area where c-stores “must improve to encourage more shopping is offering healthier/better-
Fuelling up with BFY items
4% of c-store shoppers say the reason they choose NOT to shop in-store during their most recent forecourt visit is that there are no healthy options and/or they are avoiding ‘junk’ food.
Promote healthy options with:
• Outdoor signage
• Mobile app and loyalty promos/deals
• Coupons dispensed at the pump
• Banners/window signs
• Nozzle display ads
• Pump toppers
• Video displays on the pump
• Audio feed with message
for-you items,” this is an opportunity to reexamine your product mix.
Consider meeting consumers in their quest to balance BFY and indulgent cravings. It’s about offering variety and being a destination through all the dayparts, as well as for different occasions. CSNC
We asked shoppers: What aspects of healthy / better-for-you
and beverages are top of mind?
Fresh continues to be the primary health-related concern, followed by, for one-in-three shoppers, all-natural and non-processed, which saw a significant increase vs. one year ago.
Marah Natural SAC-SG
Balderson Mature Tasting Trio
True North Seafood Crab Dip
Organika Electrolytes 60 Servings
Chapman’s Super Premium Plus Cold Brew Coffee Ice Cream
Saputo Cheese Fries
Goodness Cauliflower Pizza Crust Mix
Nerds Gummy Clusters
Kilne Everything Pot
Balderson Aged Gouda
BOOST Simply+
Adjustable Bed
Grimm’s Fine Foods Jalapeño & Cheddar Pepperoni Bites®
Pringles Ranch Flavour Potato Chips
Dove Deep Moisture Body Wash
Family Mango Chili Chicken
Centrum Junior MultiGummies Tropical Fruit Cadbury Dairy Milk Gift Box
Philips Sonicare Power Flosser
Nügabar Country Harvest Herb & Garlic Nature’s Bounty Extra Strength Hair, Skin & Nails
