CSNC-Octane July 2025

LEFT TO RIGHT

Melanie Durham-Robert SHELL CANADA

Anna Diduca 7-ELEVEN CANADA, INC.

Kristina Kearby ARTERRA WINES CANADA

Sarah Wilcox (standing) CIRCLE K ACT

Emily Sparrow (sitting) PETRO-CANADA, A SUNCOR BUSINESS

ON THE MOVE NATIONAL SHOPPER STUDY 2025

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WOMEN

46 Leadership Perspective

A new column by Marc Goodman, VP and GM, 7-Eleven Canada: Private brand to restore order amidst global trade disorder

48 Consumer Corner

Corner store, global sensation: How Ed’s in Brookswood built a viral social media presence and transformed digital engagement into real-world sales—offering key lessons

What women want: Creating an emotional connection will help close the gap between women and convenience stores

Apple watch: Cider is a beverage alcohol category worth stocking, thanks to its history of dynamic growth, talented makers and thirsty consumers

Spilling the (iced) tea: An epic showdown is shaping up as big companies compete for market share in a growing category, while leaving room for ambitious homegrown players

CSNC EDITORIAL ADVISORY BOARD

Comprised of leading retail executives and convenience operators, this volunteer group of industry champions offer advice, key insights and on-the-ground perspectives that serve as an invaluable resource to ensure content is relevant and meets the needs of the industry. Want to join? Reach out to Michelle Warren mwarren@ensembleiq.com

Robbie Broda, Little Short Stop Stores

Marc Goodman, 7-Eleven Canada

Leslie Gordon, Circle K

Laurie & Randy Ure, Ure’s Country Kitchen

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Convenience Store News Canada | Octane is published 6 times a year by Ensembleiq. Convenience Store News Canada | Octane is circulated to managers, buyers and professionals working in Canada’s convenience, gas and wash channel. Please direct inquiries to the editorial offices. Contributions of articles, photographs and industry information are welcome, but cannot be acknowledged or returned. ©2025 All rights reserved. No part of this publication may be reproduced in any form, including photocopying and electronic retrieval/retransmission, without the permission of the publisher. Printed in Canada by Transcontinental Printing | PM42940023

CHANNEL ALLIANCES:

Defying expectations

SELECTING THE STAR WOMEN IN CONVENIENCE winners is a more daunting (and rewarding) task every year. The quality and sheer number of amazing candidates continue to grow and in 2025 you, again, submitted a record number of nominations. Thank you.

At this time of year, I can’t help but reflect on being told, in the early days of the program, that we would run out of candidates. So far so good!

Indeed, the growth of SWIC reflects the pivotal sphere of influence women play in shaping Canada’s convenience and gas channel.

With that in mind, we are honoured to present the eighth annual Star Women in Convenience Awards winners—an inspiring list of 56 exceptional women from across the country, who demonstrate outstanding commitment, innovation and leadership. These awards not only recognize their individual accomplishments, but also highlight the diverse roles women occupy in this business—from corporate leadership to independent entrepreneurship and everything in between. Women’s contributions are integral to the channel’s success and this year’s winners reflect a changing industry.

Looking for inspiration and insight? Check out the Q&As with the 2025 Star Women in Convenience (p. 15). In addition, winners will be highlighted in the All Convenience newsletter in the lead up to the event on September 17th. We hope you can join us!

With 280 women now wearing the Star Women in Convenience badge of honour, we salute this year’s winners, as well as the pioneers who have laid the groundwork for future generations of women in retail and business, demonstrating resilience and vision in the face of challenge, change and opportunity. CSNC

P.S. Check out the annual 2025 Forecourt Performance Report in OCTANE! We are pleased to partner with Kalibrate to bring you an exclusive preview of data from the National Retail Petroleum Site Census.

MICHELLE WARREN Editor & associate publisher

THE BUZZ

CROSS-CANADA ROUND-UP / PEOPLE / PLACES / NEWS & EVENTS

READER POLL

BEHIND THE SCENES

Does your company use a workplace app to engage, schedule or train employees?

40%

Yes, it is very effective 0%

Yes, with mixed results 40%

Not yet, but we are looking into it 20%

We did, but it was not effective, so we stopped 0% No

Many thanks to the team at REID’S DISTILLERY in Toronto for lending us their cool cocktail lounge and taking such great care of us during the 2025 Star Women in Convenience photoshoot!

SERVING SUCCESS

Just in time for summer, this digital-only series is designed to help convenience store retailers and category managers prepare and position themselves for a successful season of beverage alcohol sales. We invited beverage alcohol insiders from across the country to provide exclusive data, insights and advice about consumer tastes trends, product innovations, category success and more.

10 headlines you don’t want to miss

1. Maximizing retail sales through effective signage

2. 7-Eleven Canada celebrates new fuel partnerships in Ontario, Alberta

3. An interview with the Canadian Carwash Association's, new president

4. BCLC celebrates 40th anniversary with Scratch & Win ticket for charity

5. Hasty Market expands new 'The Market On' concept

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Elliot Collyer moved into a new position as VP, growth & development, North America at Parkland Corp. He has been with the company for more than a decade, most recently as VP, retail fuel and store marketing.

Brody Hodgson is taking on a new position as director, network growth at On the Run Charging. He joined Parkland Corp. in 2019 after almost four years with Accenture.

Francis Lapointe is promoted to VP retail, North America for Parkland, less than two years after joining the company as VP retail for Canada.

Chris Mitchell is starting a new role as director, real estate and network development at Parkland Corp. He joined the company in 2019 after more than a decade with 7-Eleven Canada.

Mahnoor Mobin is promoted to head of franchising at INS Market. She joined the company in 2023 and will play a pivotal role in expanding the franchise network and driving sustainable growth.

Anne Nielsen is now VP, brand development at Hyde’s Distribution. The 2019 Star Women in Convenience winner was most recently a key account manager at Mondelēz. She also spent more than a decade with ITWAL.

Jess Spaulding returns to the U.S. to lead marketing for Food Master Brands & Portfolio Transformation for PepsiCo Foods

6. Jack Link's and MrBeast partner to launch new meat snack line

7. Couche-Tard says it now sees ‘clear path’ to Seven & i deal

8. CICC COLUMN: Contraband tobacco, a crime wave impacting us all

9. Circle K launches Pro Fleet fuel card

10. Gatorade to become official sports drink partner for F1 Academy

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forced. We’ve even had viewers comment on what’s behind Ed. And so, we always tag the candy brands that appear or get mentioned in the video.

Was Ed’s an overnight success? It took us about two months to figure out our niche. We found that comedy works way better for us than straightforward advertising. Both my dad and uncle run the store, and my uncle’s always been a funny guy. Customers would come in just to chat with him, and I thought, this is perfect for social. Of course, not every store has a personality like that to build on. I wouldn’t recommend copying what someone else is doing. You need to find what fits your store and your personality.

How else did you harness social media into sales? We launched an e-commerce website during COVID when

Get with the program

Programmatic digital advertising blends data and automation to target the right customers at the right time—across websites, apps and social media. It’s fast and, best of all, trackable.

CSNC caught up with Mike Tyler, CEO of Vancouver-based agency War Room, which has helped clients like Subway turn clicks into foot traffic. By using location-based ads, War Room linked online engagement to in-store visits, helping Subway reach high-intent customers and boost revenues.

Here are three of Tyler’s top tips for making programmatic work harder.

Identify a goal

“Define your strategy first,” says Tyler. “Too often, people get distracted by something shiny—like, ‘We should be doing Facebook ads!’—so they throw some money at it. And when it doesn’t work, they decide the whole channel is a failure. But the real problem started much earlier: they didn’t have a strategy.” He says ask questions like, “‘Who is my target demographic? What platforms are they spending the most amount of time on and how do they like to communicate on those platforms?’ Because if you post the same message in an ad across Facebook, Instagram

While there are plenty of tools to help gather data, don’t overlook the value of simply talking to your customers. For example, if your store is near a high school and sees student traffic, “have a conversation—with their parents’ permission, of course,” says Tyler. “Ask what platforms they use, what kind of content grabs their attention and how they like to engage with brands online.” This real-world input can shape your content strategy, guide ad spend and help avoid wasting time (and money) on platforms or messaging that won’t land with

One of the biggest advantages of programmatic digital advertising is agility—the ability to

Mike Tyler

©Mondelēz International

Please contact your Mondelēz or distributor representative

©Mondelēz International

Please contact your Mondelēz or distributor representative

EXCELLENCE CHAMPIONING

Meet the 2025 Star Women in Convenience

BY WENDY HELFENBAUM, DONALEE MOULTON & MICHELLE WARREN

The 2025 Star Women in Convenience exemplify the word “accomplishment.” Individually, they have been pivotal in refreshing and reshaping the companies they own, operate and work in. Collectively, they are redefining and reinvigorating the convenience retail and gas sector. In these pages, you will meet women who have transformed worn-down centres into newly renovated retail sites, increased market share in an increasingly disruptive environment and launched a brand-new category within the convenience channel.

There is another term that defines the 56 women honoured this year: team leaders. Their success does not stand alone—and they work diligently to build their staff, engage them and thank them. One of the goals they have as trailblazers in this sector is to foster excellence in the next generation of leaders following in their path.

For many of this year’s Star Women in Convenience, there have also been personal challenges. Starting out in a new industry. Starting over in a new country. Striving to find the balance between work and family. These are challenges they have embraced. Successfully.

Interviews have been edited for clarity and length. For full-length Q&As:

2025

Star Women in Convenience Award Winner

Adapt Media proudly celebrates Amanda Newell on being named one of this year’s Star Women in Convenience. This award honours leadership, innovation, and outstanding contributions to Canada’s convenience industry.

Amanda’s energy, strategic vision, and dedication to collaboration continue to drive impact across our team and the broader industry.

You lead by example, Amanda. And today, we celebrate you.

SENIOR-LEVEL STARS

Durham-Robert General Manager Mobility Network Delivery and Portfolio SHELL CANADA

What are you most proud of during We closed 2024 as our best financial year yet at Steam Whistle Brewing. Then, we all experienced the marketplace expansion announcement that stunned everyone in the industry, as convenience was set to open 1.5 years ahead of plan. Our teams quickly mobilized to understand the new opportunities and prepare our path to market in this new channel for beer, RTD and wine retailers that were

What do you like most about your Working in a fast-paced, competitive category while being the leading craft brewer in Canada, you must surround yourself with top talent. We keep our teams lean and collaborate cross-functionally as

What was the biggest challenge of Learning to be resilient and never giving up. Working for an entrepreneurial craft brewery has come with its years of thriving and then years of surviving in business,

What’s the best advice you ever Never stop being curious, never stop learning and never stop putting your hand up. Understand as many areas as possible within the business and engage with teams you don’t always cross paths with. When moving faster than your competitors,

How do you define yourself as a I’m a doer who leads by example and with transparency. I love business challenges, then encouraging people to figure it out and learn. If you have a common vision, your core group becomes

How did you get into this business?

I had the opportunity to join convenience retail approximately four years ago. What drew me in was the dynamic nature of the business, its direct connection to customers and the ability to bring meaningful projects to life. I was inspired by the tangible impact great ideas could have on our customers every single day. I wanted to be part of that journey and make a difference

What do you like most about your job? I’m passionate about innovation and the diverse projects my team and I take on. We make a real difference, whether it’s transforming the look and feel of our convenience retail stores, expanding electric vehicle charging infrastructure across Canada, or creating the ideal space for a selection of great food and beverage. Every initiative we take on contributes to shaping a better tomorrow, a more seamless journey for our customers and that’s what drives me every day.

What are you most proud of?

Being part of an organization that prioritizes innovation and aligns with our customers' evolving mobility needs has been both inspiring and rewarding. I am particularly proud of my involvement in major capital projects that support key strategic priorities—advancing EV infrastructure, enhancing customer experience with upgraded retail and car wash offerings, and playing a key role in helping bring flagship sites to life in key markets.

Leadership style? I am an empathetic leader who strives to create an environment where my team members can excel at work. I believe in empowerment. I foster a culture where speaking up, challenging the status quo and bringing solutions to problems are not only welcomed but celebrated. I am committed to our collective success as one team.

Roxanne Joyal Founder and CEO &BACK COFFEE

What accomplishment are you most proud of during the last 12-18 months? The growth we’ve achieved in Canada has been a highlight— especially our national partnership with Van Houtte Coffee Services and our placement in over 500 offices, hotels, convenience stores and more.

Career highlight/biggest achievement? Returning to origin and spending time with the women coffee farmers who inspire this work has been my greatest honour. Their stories ground everything we do. I was once told that a job should be a commitment to a higher ideal—and I’ve carried that with me ever since.

What excites you most about the future of this channel? Convenience stores are evolving into community hubs and there’s so much opportunity to elevate the experience. I’m excited to be part of reimagining this space— where people can pause, connect and feel proud of what’s in their cup.

What trends or innovations are you keeping an eye on? I’m focused on our approach to growth and trade within Canada. We need to realize our full economic potential within our borders; this includes supporting Canadian brands.

Best advice you ever received? “Pèse le crayon.” A cherished mentor encouraged me to realize my and the company’s value and self-worth and to approach our initiative from a perspective of abundance and infinite growth. We know that when we align our impact with purpose and performance, the results are exponential.

Leadership style? Inclusive. I believe in surrounding myself with people more skilled than I am and in helping them grow. My role is to set the vision then help develop our people so they can achieve their personal and professional greatness.

Lemieux General Manager | Part Owner GROUPE BEAUSÉJOUR

How did you get into this business? In 2013, I created the HR department. I also got involved in operations. This allowed me to deepen my convenience store and gas knowledge.

What do you like most about your job? I appreciate being creative to keep our cleanliness and customer service standards at the highest level. I take pleasure in being a mentor every day.

What was the biggest challenge of your career? I take pride in our rapid growth while keeping our high-quality standards. I’m grateful for the chance to mentor young talent and seeing them evolve. I’ve learned so much throughout my career and I continue to fine-tune my skills.

What’s the best advice you ever received? Adaptability, keeping an open mind and above all to question yourself doesn’t mean a lack of confidence.

Career highlight/biggest achievement? Becoming a shareholder as well as being a supportive mentor and seeing many collaborators’ careers take off. I look forward to acquiring new projects.

What excites you most about the future of this channel? Innovation such as AI and automation and the creativity in our offerings including superior quality food, hybrid c-stores and specialty products.

How do you define yourself as a leader? I attach great importance to clear and empathetic communication, having an open mind, being supportive to encourage talent synergy and having emotional intelligence. I’m a collaborative leader who focuses on training, mentoring and collective intelligence.

Melanie

Véronique

Your drive, ingenuity, and team-first mindset shine through in everything you do. The relationships you’ve built with our trade partners are invaluable, and your achievements inspire us all. the remarkable women shaping convenience

Congratulations to Mayra, Anna and Stéphanie, our 2025 Star Women in Convenience Award Winners!

SENIOR-LEVEL STARS

Sara MacIntyre Vice-President, Western Canada CONVENIENCE INDUSTRY COUNCIL OF CANADA (CICC)

How did you get into this business?

One of my very first jobs was at Becker’s in Courtright, Ont. (population 660). It had a gas station, the only one in “town.” It was there I learned how vital the local convenience store was for families, hockey parents and shift workers. And I knew most everyone by name. In 2023, I began with the CICC. It has certainly been a steep learning curve, and I try to understand the business, the people, the product and the coming trends. Thankfully, my colleagues have been patient.

What work-related accomplishment are you most proud of during the last 12-18 months? I have to say that this year’s contraband tobacco commitments made in the Alberta budget were very gratifying. It is a long-standing issue, complicated, expensive and difficult to get momentum for action. To see the government basically adopt 90% of our recommendations made for a very good CICC day.

What do you like most about your job? I like that at first blush our channel looks pretty straightforward, but the issues, priorities and multiple jurisdictions make solutions challenging yet not impossible.

Career highlight/achievement?

In addition to the Alberta Budget commitments on contraband, I think as an industry association our work with Ernst & Young on quantifying the size of the contraband tobacco industry in Canada has been seminal. No one else has done anything close to it and we have worked hard to get the data, research and numbers out and into the hands of decision makers, law enforcement and media.

What excites you most about the future of this channel? It’s always changing. Change and unpredictability require creative thinking, collaboration and adaptability—and I love a challenge.

Amanda Newell Chief Revenue Officer ADAPT MEDIA INC.

What work-related accomplishment are you most proud of during the last 12-18 months? I love that we’ve now tripled our revenue since I arrived, that we’ve forged the first-ever media partnership with Canada Post and that we’ve doubled our operational footprint in the last 18 months to include thousands of screens at convenience store standouts like Circle K, Hasty Market, INS and Rabba Fine Foods. In 2025, Adapt is now the largest out-of-home advertising provider in the Canadian convenience and gas channel and I am infinitely proud to deliver revenues back into that channel through our media sales efforts.

What do you like most about your job? I’m constantly overjoyed to watch a team that celebrates each other and collaborates to genius effect. We just held the Great Canadian Road Trip advertising agency event, a literal road show to illustrate our prowess in reaching Canadians avoiding the U.S. and looking to staycation this summer, mapping the convenience and gas stations that will follow their travel routes across the country.

Biggest challenge of your career? When I first arrived in this industry, there were very few seats at the boardroom table, so women fought each other for the honour. Happily, that world is changing and I consider it my duty to lift the women in my professional orbit instead of dragging them down.

What excites you most about the future of this channel? Watching almost 5,000 convenience stores in Ontario adapt and grow as a result of now being able to sell beverage alcohol. The introduction has not been without its logistical challenges, but it's been wonderful to watch the reinvigoration of c-stores in this province and see their revenues increase.

Director

What were the biggest challenges of your career? Learning the technical aspects of the industry early on. Another significant challenge came with the exponential growth of our association about 15 years ago following the launch of the safety program we developed for the industry. Managing that growth included building a learning management system and onboarding new staff to help roll out the program across Ontario.

What work-related accomplishment are you most proud of during the last 12-18 months? Developing new training initiatives for the association and its members. This year, we are launching fully online training programs to help members get new workers trained and into the field sooner. We’ve also introduced new initiatives to bridge regulatory gaps, making it easier for contractors to maintain compliance and improve their workflow. We’re currently working with regulators to accredit this training in Ontario, and we’ve received interest from associations across Canada.

Best advice you ever received?

Leadership isn’t about knowing everything—it’s about being willing to learn, adapt and bring others along with you.

What will shape the business in the next 5 years? We’re closely watching the development of alternative fuels. Our focus is on evolving our training programs to ensure our members have the tools and knowledge they need to adapt to changing technologies and regulatory landscapes.

Leadership style? It’s essential to trust your staff, listen to their challenges and avoid micromanaging. Clearly defining roles and providing support early on helps staff grow and confidently take on new challenges. I also believe in streamlining processes to make their work easier and providing training when needed.

SHINING STARS

How did you get into this business? During a ‘Take Your Teen to Work’ day at Coca-Cola with my dad when I was in ninth grade. Seeing the inner workings of a globally recognized brand sparked a deep curiosity and appreciation for the world of manufacturing.

What do you like most about your job? Early in my career, I realized how energizing it is to work across many different functions. I enjoy blending all my past roles using insights, strategy and creativity to execute marketing activations that resonate with consumers.

What’s the best advice you ever received? Stay curious, even when you think you know the answer. Leadership is about asking the right questions, staying open to new perspectives and continuously learning. This growth mindset has helped me build lasting partnerships, navigate change with confidence and lead with intention.

What excites you most about the future of this channel? How it’s evolving from a transactional space into a more dynamic, customer-focused experience.

Gas and convenience stores are no longer just about fuel and snacks— they’re becoming smarter, more personalized and more relevant to how people live, travel and shop. The blending of technology, better assortment and real-time data opens up many creative possibilities for engaging customers in new ways.

What trend or innovation will shape the business in the next 3 years?

Gas and convenience stores are going to feel more like a smart retail hub with the increased integration of technology. Investments in this area will enable seamless experiences like self-checkouts, mobile apps and personalized offers, which will provide people with more reasons to come in and come back.

Michelle Rae Executive

ONTARIO PETROLEUM CONTRACTORS ASSOCIATION

Lauren Abbasi Customer Activation Leader –Multi Channel & Retail MARS WRIGLEY CANADA

CONGRATULATiONS DENIKA WEIR-COTNOIR

2025 STAR WOMAN IN CONVENIENCE AWARD WINNER

MARKET DIRECTOR PEPSICO CANADA ATLANTIC

A powerhouse in Canada’s convenience industry, Denika Weir-Cotnoir is celebrated for her people-first leadership and operational excellence. From her beginnings as a sales rep in Saint John to leading six major locations across North-East Ontario, Denika has consistently driven growth, innovation, and execution for PepsiCo’s Convenience & Gas channels.

With over 15 years at PepsiCo, Denika has spearheaded impactful projects—from modernizing delivery systems and streamlining sales routing to leading collective bargaining and seasonal staffing strategies. Her region now represents over $100M in retail volume, servicing 4,000 customers through a team of 300+ employees.

Beyond the business, Denika is a champion for women in leadership, an executive sponsor of PepsiCo’s Transformational Leadership Program, and an active contributor to the Women’s Inclusion Network. Her passion also extends to her community through mentoring and volunteering with Big Brothers Big Sisters’ “Go Girls” program.

A respected operator, mentor, and advocate— Denika continues to set the standard for leadership in convenience.

Leen Alsaffarini Marketing and Social Media Manager BIG CHIEF MEAT SNACKS INC.

How did you get into this business?

I've always been passionate about marketing and communication. The ability to connect with people and show them the value behind a product intrigued me. With my background in art and creative thinking, marketing became a natural extension of my skills. I enjoy crafting out-of-the-box ideas and bringing them to life in ways that resonate with our audience. It’s rewarding to turn concepts into campaigns that people engage with.

10.75”

What recent work-related accomplishment are you most proud of? Leading the rebranding of our packaging, emphasizing our identity as a proudly Canadian brand. This initiative, targeting social media strategies and creative collaborations, significantly boosted engagement across our platforms.

What do you like most about your job? I love raising awareness about our brand and encouraging people to try our products by highlighting what sets us apart. Interacting with customers at events and hearing their feedback firsthand is always energizing. I also value maintaining the image of our company as a familyowned, Calgary-rooted brand.

Career challenge? Entering the Canadian market with international experience. It took time to prove that my background could bring a fresh perspective and value when tailored to local audiences. Understanding the product and truly listening to the consumer helped me speak their language, both literally and creatively, to build that connection.

What excites you most about the future of this channel? There are no limits to creativity in this space. The audience is always evolving, which keeps us on our toes and drives innovation. As long as we stay adaptable and in tune with what our community wants, we can continue to create meaningful content and authentic connections.

Isabelle Asselin-Martineau Key Account Coordinator SOBEYS WHOLESALE

How did you get into this business?

I got my start in the convenience industry while I was in high school, working in my hometown in Quebec. That early experience sparked my interest in retail and customer service. After that, I transitioned into inside sales roles across various industries, which helped me build strong communication and relationship management skills. I joined Sobeys five years ago.

What do you like about your job? There’s never a dull moment. I’m constantly receiving different types of requests, collaborating with multiple departments at Sobeys and connecting with vendors from all over the country. I really enjoy the relationship-building aspect— whether it’s bonding over a shared favourite bag of chips (salty snack fan here!) or working together to solve a challenge. The variety keeps me engaged and the fast-paced environment pushes me to stay sharp.

Biggest career challenge? When I transitioned into a new role as a key account coordinator. Starting over and becoming the “new girl” again meant I had to quickly adapt, learn new skills and build relationships from scratch. It wasn’t always easy—there were mistakes along the way and at times, it felt like I was starting from square one. However, those challenges ultimately became valuable learning opportunities.

What excites you most about the future of this channel? The incredible potential for innovation and growth, especially as consumer preferences continue to evolve. We’re seeing a shift towards more personalized, convenient shopping experiences and I’m excited about how technology can help us meet those demands. Whether it’s through e-commerce advancements, AIdriven insights, or smarter logistics, there are so many ways to enhance both the customer experience and operational efficiency.

Manager

What do you like most about your job? I love how no day is ever the same. I love the ability to be creative, innovative and imaginative. I always feel challenged, but always in the best way.

What recent work-related accomplishment are you most proud of? Canco Days are a cornerstone of our brand, transforming our sites into hubs of celebration that unite our teams and radiate joy to our customers. Organizing these events is a labour of love, fostering camaraderie and creating memorable experiences that resonate with the communities we serve.

What excites you most about the future of this channel? We are eager to explore cutting-edge advertising technologies transforming the industry in places like Japan and Europe, where innovations such as dynamic digital campaigns and interest-based targeting are redefining consumer engagement. Canada’s advertising landscape holds untapped potential, and we are committed to pioneering these advancements to enhance the customer experience at our fuel and convenience stops. Equally, we are thrilled about deepening our community impact. In the near future, Canco will expand its support for local sports teams, champion charitable initiatives and solidify our reputation as the friendly, neighbourhood fuel and convenience destination—dedicated to fostering stronger, more connected communities.

What will shape the business in the next few years? At Canco, we are dedicated to delivering high-quality, fresh food at prices that welcome everyone. Our signature fried chicken has sparked enthusiastic discussions among fans online, a testament to its exceptional flavour and appeal. Our robust food program consistently evolves with exciting new offerings set to debut in-store soon.

How did you get into this business? I held account management and trade marketing roles for Unilever Philippines. I moved to Alberta and came across the retail category coordinator opening with Parkland. Fortunately, the business units I managed, and my CPG experience, matched with the profile they were looking for.

What are you most proud of during the last 12-18 months? The closure of robust contracts for my categories. These will deliver a significant increase in annualized vendor investments and the stronger terms negotiated will better protect the retailers we represent.

What do you like most about your job? The opportunity to work and make great connections with the greatest teams and individuals in and out of Parkland, including the retailers and vendor partners. There’s a constant learning opportunity in this job as the company and industry continue to evolve.

What was the biggest challenge of your career? Moving to Canada, I knew joining the workforce would be a challenge without having any local experience. I learned to be persistent and not be afraid to start from scratch. I took my first job in Canada as a temporary employee and I’m still with the same company after 10 years.

What’s the best advice you ever received? Focus on what you can control and leave what you cannot. Keeping this in mind allows me to focus my time and energy. It brings out the creativity in me and the team that I work with.

What’s your career highlight? Being acknowledged as someone who would always push for what is best for my company but is also someone who is willing to challenge and collaborate with the vendor partners.

Amanda Aylen Heins Marketing

CANCO PETROLEUM INC.

Bianca Blanco Category Manager PARKLAND CORPORATION

AMY HUCIK

Congratulations to our STAR winners!

Each of our winners exemplifies passion, creativity, and talent—and they truly embody what it means to Play to Win. We’re proud to see them honored among the 2025 Star Women. Congratulations to them and to all the outstanding recipients of this well-deserved recognition!!

ANNA YUSHKOVA

Merchandise Analytics Manager Central BU

SARAH WILCOX

Category Manager Central BU

LEE ANNE DONOVAN District Manager, Eastern BU

SAMANTHA

YORK Operations Manager Western BU

KATIE LINT District Manager, Eastern BU

SHINING STARS

Lee-Anne Donovan District Manager CIRCLE K | ALIMENTATION COUCHE-TARD

How did you get into this business? It was 2009. A friend called. She was working for the company and found herself short-staffed. She asked if I could work a few weekends. I loved it.

What work-related accomplishment are you most proud of during the last 12-18 months? Figuring out how to get to know my people. I’m only weeks into a new role, but knowing the people who work here goes hand in hand with my job. Developing a cohesive team is essential.

What is the biggest challenge of your job? Finding the right people— people who are willing to jump in and be part of a team. They are out there, and it is a skill being able to identify them.

Career highlight/biggest achievement? This is a new role for me. I was recently at a new store. I wanted to meet everyone, and I was working away at a table in the corner. A waitress came over to me to let me know I was the first person to do this. To me, it wasn’t doing anything special, but it made an impact.

What excites you most about the future? Creating an atmosphere where people want to come to work. I really don’t think this will be hard. It will just take time.

Janne Fisher Regional Sales Manager FERRERO CANADA

What work-related accomplishment are you most proud of during the last 12-18 months? After a couple of challenging years, receiving the Vendor of the Year award from a major Canadian convenience retailer.

What do you like most about your job? I love the convenience and gas channel—there are many obstacles and challenges to overcome, and I pride myself in finding new and innovative ways to drive traffic, bring shoppers into the store and convert them into confectionery buyers.

What’s the best advice you ever received? Believe in yourself and you can accomplish anything you set your mind to.

Career highlight/biggest achievement? Winning this award is the new highlight of my career.

What excites you most about the future of this channel? The convenience and gas channel is in a constant state of transformation and has always proven how it can adapt to the challenges in the world and industry. I’m excited to help our retailers drive traffic into their stores by finding unique and creative ways to capture the shopper’s attention.

What will shape the business in the next few years? I’m keeping my eye on things like foodservice, retailtainment, cross-promotions and merchandising, electric vehicle charging, digital activations, loyalty programs, expansion of alcohol, and sustainability and community initiatives. These are some of the most important things convenience and gas will use to help drive traffic into the stores.

Anna Gambioli District Sales Manager JTI-MACDONALD CORP.

How did you get into this business? I was introduced to JTI by a friend in 2017. JTI was expanding its sales team in Ontario, which presented an excellent opportunity to advance my career.

What do you like most about your job? The opportunity to mentor and lead a team. Supporting their development, celebrating wins and seeing my team’s confidence in their roles is incredibly rewarding. Their success drives me.

What was the biggest challenge of your career? After becoming a parent, balancing travel, team leadership and performance with a family at home pushed me to reassess how I managed my time and energy. I had to become more efficient, delegate more effectively and be intentional about setting boundaries. I learned that achieving work-life balance is about prioritizing, communicating clearly with both my team and my family, while leaning on support systems. It made me a more empathetic leader and a more focused professional.

What’s the best advice you ever received? A leadership coach that quoted Mark Cuban: “Every no brings me closer to a yes.” This has always resonated with me, especially working in sales in a highly regulated industry. We need to normalize rejection as an opportunity to keep showing up.

Career highlight/biggest achievement? My promotion to district sales manager, which allows me to influence team culture, support customer engagement and have a direct impact on growing the business

What excites you most about the future of this channel? It’s forever evolving, and success will depend on strong collaboration between manufacturers and retailers. I’m excited to support our retail partners as the industry continues to evolve.

Kelly Guss Director of Facilities and Technology CANADIAN MOBILITY SERVICES | SHELL CANADA

How did you get into this business? I've worked at Shell for over 27 years, starting in retail IT and customer support while at university. Recognized for my problem-solving skills, I secured an internship and later a permanent position, launching my career at Shell. Since CMS was formed in 2023, after acquiring 56 Shell-branded sites from Sobeys in Western Canada, I have led facility and technology operations and capital program delivery at CMS.

Biggest career challenge? Ten years ago when I transitioned from 17 years in IT back to retail, to a role in contracting and procurement and contract management. This shift required adapting to a new organization, acquiring a different skill set and reinventing myself. I learned new areas of business, established credibility through negotiation and contractmanagement best practices and became an expert in engineering, equipment and strategic supplier negotiations. This experience expanded my capabilities, opened new opportunities and reinforced the importance of embracing change.

Best advice you ever received?

Early in my career, I stumbled upon a coffee shop board that read: “Taking a step forward and a step back is not a disaster; it’s a cha-cha!” This lighthearted perspective resonated with me, emphasizing that change is inevitable and the key lies in how we respond to it. Embracing this mindset has turned life’s ups and downs into a rhythm, keeping me adaptable and ready for whatever comes my way.

What will shape the business in the next 5 years? We consistently seek new products, offers and solutions to surprise and delight our customers. I envision artificial intelligence will play an expanded role, enhancing business agility, providing real-time data to measure success, delivering reliable solutions and helping to ensure we consistently exceed customer expectations.

Congratulations to all

SHINING STARS

Stéphanie Hallée Duty Free & Exportation Customer Service Associate JTI-MACDONALD CORP.

What do you like most about your job? The combination of strategic planning and concrete action, resolving problems in real time and optimizing flow to maximize efficiency. Seeing the direct impact of my work on production and customer satisfaction, while coordinating different teams to ensure seamless flow, brings me great satisfaction.

What was the biggest challenge of your career? Moving to Gatineau, Que. nine years ago for the trade marketer role and being away from my family and friends.

What’s the best advice you ever received? To persevere even when things are difficult, because it’s in these most challenging moments that we develop the most strength and resilience.

Career highlight/biggest achievement? My biggest success was in 2024, when JTI became number one in the market—both in my territory and in Quebec.

What are you most proud of this year? In March, I accepted a job in logistics. I’m proud that I stepped outside my comfort zone to take this opportunity for growth.

What excites you most about the future of this channel? Logistics continues to evolve with automation and innovation, offering a range of tasks, elevated standards and potential international opportunities.

How do you define yourself as a leader? My ability to communicate and listen and my interpersonal skills facilitate my relationships and teamwork. I’m results oriented, always seeking solutions to improve efficiency and handle problems in a positive way.

Anything else? Our only limits are the ones we impose on ourselves.

Sarah Haris Key Account Associate IMPERIAL TOBACCO CANADA | BAT

How did you get into this business?

What drew me in was making a real difference in people’s lives—through storytelling, innovation and the way commerce can connect and uplift communities. Over time, I realized that marketing isn’t just about selling products; it’s about building relationships, understanding people and crafting strategies that resonate on a deeper level.

Biggest challenge of your career? Stepping away from the workforce to raise my children then returning after a six-year gap. Re-entering brought a wave of imposter syndrome, but it also revealed how much I had grown. Raising twins and managing a household sharpened my adaptability, communication, networking and leadership skills that seamlessly transferred to my career.

What are you most proud of this year? Supporting the integration of digital touchpoints within our customer engagement strategy. I worked closely with our digital teams to enhance communication channels, improve customer engagement and support key account initiatives. These efforts strengthened our relationships with key customers and supported the growth of those accounts. It’s been rewarding to see how behind-the-scenes collaboration can translate into real, measurable business impact.

Best advice you ever received? “ You can have it all—just not all at once.” That simple yet powerful advice helped me embrace the different seasons of life and career without guilt. It also shaped my leadership style, reminding me to approach others with empathy, appreciate diverse experiences and lead with both perspective and compassion.

What trends or innovations are you keeping an eye on? Customers are increasingly looking for not just speed, but also meaningful value. I believe the businesses that will thrive are the ones that can blend convenience with purpose.

Cynthia Hishon Marketing Manager, Advertising & Promotions GAS+, ESSENCE+ | CANADIAN TIRE CORPORATION

What work-related accomplishment are you most proud of during the last 12-18 months? The launch of our loyalty partnership with Petro-Canada at Gas+ locations nationwide. Customers can now earn both Triangle Rewards and Petro-Points at over 1,800 combined locations. I worked closely with the Triangle Rewards marketing team to communicate the value of our new rewards partnership to retailers and customers.

What do you like most about your job? How entrepreneurial it is and that my team has creative openness when we strategize, plan, test and learn. It gives us space to continuously improve and grow together.

Career highlight/biggest achievement? I have had the good fortune to lead many highperforming teams in my career, all of whom have done remarkable things. Some of the highlights while working in Canadian Tire Petroleum include a fuel-savings program for members of the Canadian Armed Forces and growing our car-wash business by 30% through relevant promotions and adapting new technology.

What’s the best advice you ever received? These two pieces of advice have always served me well: When it comes to stressful or challenging emails, your first response isn’t always your best response. If you can, sleep on it. Rest is best: Getting enough sleep is key to doing your best.

What will shape the business in the next 5 years? Loyalty rewards programs and partnerships. They are crucial for businesses because they enhance customer relationships, drive retention, incentivize repeat business and create brand advocates. Generating value for consumers is more important than ever.

What work-related accomplishment are you most proud of during the last 12-18 months? Over the past two years, we have been able to decrease our injury and lost-time rates significantly, speaking to improvements in proactive safety. This is in large part due to some initiatives we pushed to enhance our violence-prevention program in 2024.

What do you like most about your job? The people! Everyone at 7-Eleven from store-team members to leadership—the people are the very best part. It’s so rewarding being part of such a diverse organization and having the opportunity to meet so many people from all walks of life. My favourite part of my job is going to stores and learning the different challenges our team members face and working with them to find solutions.

Biggest challenge of your career? Safety in the convenience and latenight retail industry is much different from what I had previous experience with, because the majority of the hazards we face have to do with the behaviours of other people, which is largely out of our control.

Career highlight/biggest achievement? I feel there is a mindset shift happening with regard to how health and safety is understood and approached. I have been very focused on sharing knowledge of why we do the things we do and empowering team members to get involved in sharing ideas and opportunities they identify to enhance the safety of the environments they work in every day. If employees feel heard and valued for their contributions, they are more likely to be committed to the program, which leads to a stronger safety culture as well as increased morale and job satisfaction.

Amy Hucik Zone Safety Specialist - Canada 7-ELEVEN CANADA, INC.

Isabelle Martineau-Asselin

Key Account Coordinator National Key Accounts, Sobeys Wholesale

SHINING STARS

Akanksha Inda Marketing Manager - Digital & E-Commerce 7-ELEVEN CANADA, INC.

How did you get into this business? My prior experience with ecommerce marketplaces and with retail brands brought me to this journey of building and scaling home delivery in the convenience industry with 7-Eleven. Building this digital extension of our physical stores and reaching new customer segments for the brand has been a truly rewarding experience.

What do you like most about your job? Living up to the 7-Eleven promise of providing convenience where and when customers want it, especially with home delivery. This is a constantly evolving space, and I love simplifying this digital customer experience and finding new ways of reaching customers based on their evolving needs.

What’s the best advice you ever received? Focus on growth over perfection: One can get hesitant to take on new challenges owing to fear of failure, but you only learn when you attempt something new—so prioritizing learning and improvement over being flawless will not only help you grow faster but also will lead to transformative business outcomes.

What excites you most about the future of this channel?

E-commerce is an incredibly dynamic space, constantly evolving with technology and customer behaviour. There is its limitless potential for innovation—especially in areas like personalization, AI-driven insights and seamless omnichannel experience. The ability to leverage data to enhance digital customer journeys, predict trends and create personalized shopping experiences is truly fascinating.

Desiree Jackson Territory Manager PARKLAND CORPORATION

How did you get into this business?

I’d been in the healthcare industry for many years when, in 2008, I relocated to a different city. A former colleague asked if I had ever considered a career in the fuel industry. I felt ready for a new challenge. I applied and received an entry role position. I took on roles that allowed me to grow and gain a deeper understanding of the business. I discovered a passion for the industry and once I joined operations, I knew I’d found where I truly belonged.

What do you like most about your job? I enjoy the fast-paced environment and that each day brings a new challenge and new rewards. I take great pride in working with our team of operators, who are deeply passionate about the business, as well as our dedicated Parkland team. I’ve learned so much from my colleagues, including many valuable insights and experiences that I’ll carry with me throughout my career.

Biggest challenge of your career?

I’ve often been told that I am my own worst critic. I’ve had moments of selfdoubt and have been incredibly hard on myself for mistakes made along the way. However, in my current role, I feel supported. I’m inspired daily by my manager and our leadership team. Their valuable feedback has motivated me to actively seek input on my strengths and areas for development. This experience has reassured me that I’m on the right path for future growth.

Best advice you ever received? When I first joined the business, it was a challenging transition. My manager asked, “If you felt that comfortable in your last position after seven years, how comfortable would you feel in this new one after the same amount of time?” Whenever I face challenges now, I remind myself of that advice. It helps me move forward with confidence, embrace new opportunities, and trust that I’ll succeed—just as I have before.

Jennifer Jagdeo Senior Pricebook Analyst PARKLAND CORPORATION

How did you get into this business? Twelve years ago, Parkland was a client of mine and when I was asked to join their workforce, I accepted.

What are you most proud of during the last 12-18 months? The work my team and I have done to streamline the customer experience and create efficiencies in our day-to-day processes.

What do you like most about your job? With the fast-paced environment, there’s always an opportunity to learn something new. I also work with very smart, talented people.

What was the biggest challenge of your career? What did you learn? Gaining confidence and believing in myself. I like to work in the background and avoid the spotlight. Over time, I’ve realized that can hinder your career growth. With support and encouragement from great managers, I’ve been able to step out of my shell and be my own cheerleader.

What’s the best advice you ever received? Focus on what you can control and let go of the rest.

Career highlight/biggest achievement? This accolade is on top of the list.

What trend or innovation will shape the business in the next 3 years? The impact of AI will reshape everything—from automating tasks, improving efficiency, enhancing data analysis, boosting productivity and profitability.

Anything else? I’ve been fortunate to be surrounded by amazing managers and leaders, for which I will be forever grateful. Their belief in me and their mentorship propelled me to gain confidence and do my best. They made me realize you can do anything if you believe it.

Olivia Jones Manager of Administrative Support TURNING POINT BRANDS

How did you get into this business? I worked in student services at my alma mater after completing my post-grad in HR, where I supported administrative departments and co-op recruitment. That sparked my interest in people operations and organizational support. When the opportunity to join TPB Canada arose during COVID, it felt like a natural next step to apply my skills in a new industry.

What do you like most about your job? The supportive team environment—everyone celebrates each other’s wins and collaboration is second nature.

What was the biggest challenge of your career? What did you learn? Joining an ERP transition project while still managing daily administrative operations. I stepped into a leadership role in testing and coordination, which required me to prioritize critical project tasks without letting day-to-day responsibilities fall behind. I learned to communicate needs clearly, ask for support and balance strategic focus with operational continuity.

What’s the best advice you ever received? Don’t let perfect be the enemy of good. Striving for perfection can hold you back. Doing your best and getting the job done well is often more valuable than waiting for flawlessness.

What excites you most about the future of this channel? The future of convenience and gas is becoming more streamlined and techintegrated, with new opportunities to optimize back-end operations and support. As systems integrate everything from inventory to staffing and customer data, administrative roles will play a key part in ensuring smooth sailing behind the scenes.

We are honoured to celebrate Marie-Claude Boyer as a winner of the 2025 Star Women in Convenience Award With her passion, best in class execution, and inspirational leadership she is truly our Shining Star.

Congratulations from your ice cream family –we are so proud of you!

CONGRATULATIONS

Melanie Durham-Robert

Network Delivery & Portfolio Manager, Shell Canada

Kelly Guss

Network Delivery & IT Manager, Canadian Mobility Services

Shell Canada Mobility & Convenience is proud to recognize Melanie Durham-Robert and Kelly Guss for their contributions to the Convenience Retail business in Canada.

SHINING STARS

Kristina Kearby National Planogram Specialist ARTERRA WINES CANADA

How did you get into this business? My career in the wine industry began while I was completing my post-secondary education and I took a part-time role at a Wine Rack store. What started as a short-term opportunity quickly grew into a genuine passion for the world of wine and a clear career path.

What do you like most about your job? The balance between creativity and strategy. Effective planogram design requires building visually appealing layouts, while using data and insights to drive sales and enhance customer experience. Each project presents a new challenge to solve.

Career highlight/biggest achievement? Helping lead one of the biggest shifts in the wine industry—the modernization of retail and the expansion of alcohol into new channels—has been a defining moment in my career. It’s incredibly rewarding to know that the layouts, strategies and shopper experiences I helped design played a direct role in shaping this milestone. The challenges were complex, from maximizing limited space to adapting to new shopper behaviours, but each one pushed the channel forward.

What excites you most about the future of this channel? I’m excited about the continued growth we’re seeing in the convenience and gas channel, especially as shopper habits evolve. With this being the first summer that alcohol is available in the channel, there’s a tremendous opportunity to meet new consumer needs and drive incremental growth. I look forward to seeing the channel’s continued success as new opportunities emerge with the ongoing evolution and establishment of alcohol in convenience and gas.

Jackie Lacroix Regional Business Manager, Southwestern Ontario GAS+, ESSENCE+ | CANADIAN TIRE CORPORATION

How did you get into this business? I started as a cashier 44 years ago (I was going to do this for a summer). I was given an opportunity to manage a site and moved around to a lot of different Ontario locations over the years. I eventually moved to Toronto and was the manager of recruitment and training, but my heart was always on the front line. I moved back into the field and have happily been part of the regional business manager team for 22 years.

What was the biggest challenge of your career? Moving from a field position (site manager) to an office position (manager of recruitment and training). The move back to the field as a regional business manager was a much easier transition. Add to that two children and there were times when I wondered if I was doing any of it really well.

What’s the best advice you ever received? Do your best every single day and treat everyone with respect. It doesn’t matter where you are or who you interact with; it won’t be enough for some, and others will be thrilled with the interaction. If you’ve done your best, that is all you can do.

Career highlight/biggest achievement? Playing a little part in our retailers’ successes. My focus has always been to get the right people into the right site at the right time. Over the years, I’ve had a small part in retailers overcoming things that have been a challenge for them, achieving targets they didn’t think they would and becoming strong business owners in their communities. Nothing brings me greater joy than seeing them succeed. It never gets old!

What excites you most about the future of this channel? Change. There are no two days alike and there is always something new coming down the pipe.

Congratulations to all the Star Women in Convenience 2025 winners!

Katie Lint District Manager CIRCLE K | ALIMENTATION COUCHE-TARD

How did you get into this business? I began in 2005 pumping fuel and working the cash register as a way to make ends meet. However, I quickly found enjoyment in the work, and as I took on new responsibilities and earned promotions, I realized I was building a career.

Biggest career challenge? As a district manager, adapting to four different territories in six-and-ahalf years has been my greatest challenge. Each new assignment requires learning the geography, analyzing store data, and assessing the team before recommending improvements. I know what a well-run store looks like. When facing tough decisions, I ask myself, ‘What would I do if I were the owner?’

What do you like most about your job? The people—few things are more rewarding than seeing a team member excel and reach their full potential, knowing that their success directly drives the success of the business. Being naturally analytical, I rely on KPIs as a constant measure of success. While they are undeniably important, I believe that at its core, true success begins with placing the right people in the right roles.

Career highlight? The most rewarding and greatest success in my career has been seeing my team grow—helping them develop, improve in their current roles and supporting those who advance to the next level. Watching people thrive, gain confidence and achieve their goals is a true measure of success.

Best advice you ever received? I remember my mother telling me, “People may not always remember what you say, but they will remember how you made them feel.” When you hire someone, they want to do a good job. Leadership directly impacts the workplace atmosphere and how employees feel. Creating an environment where people can thrive and customers enjoy visiting is key to success.

Katie McHugh

Business Area Manager IMPERIAL TOBACCO CANADA | BAT

What work-related accomplishment are you most proud of during the last 12-18 months? Being chosen to co-host our Canada-wide yearly conference in Cancun, Mexico. This was the perfect opportunity to really step outside of my comfort zone and in a much larger format than usual. There’s nothing like walking onto a stage in front of 450+ people to really knock the nerves out of you! It was truly a phenomenal experience, and I was so grateful to be a part of it.

What was the biggest challenge of your career? For me, it will always be the balance of excelling at my career, while being the most present mom to my incredible son. Watching my son flourish while taking the driver’s seat in my career has been so rewarding and something that I am honoured for him to grow up and witness.

Career highlight? Having the opportunity over the last two years to host market visits to showcase our Canadian market to our global leaders has been outstanding. Being able to present to our global CEO, our Canadian leadership team and countless global leaders has been such an incredible honour and something I never could have imagined my younger self doing. The planning, preparation and teamwork that goes into these market visits is truly outstanding and an incredible opportunity to be a part of.

What’s the best advice you ever received? Tomorrow isn’t a promise, it’s a chance—so take the opportunities, step outside your comfort zone, challenge yourself and embrace the fear!

What excites you most about the future of this channel? Our Better Tomorrow—just hearing the success stories alone of Zonnic and the part it has played in so many people’s lives that are looking for alternative ways to quit smoking has been absolutely phenomenal. It is success stories like these that truly remind you of your purpose and potential.

Congratulations, Denisa!

The Martel Group is proud to celebrate your well-deserved recognition as a Marketing Leader in the convenience store industry. Your vision, creativity, and relentless drive continue to set new standards and inspire those around you. Being featured in Star Woman is a testament to your leadership and the positive impact you bring to our team and the industry. We’re honored to have you as part of the Martel family.

Here’s to your continued success and many more milestones ahead!

Ferrero Canada is proud to celebrate JANNE FISHER as a 2025 Star Women in Convenience Award recipient. Janne began her career in the grocery channel but found her calling with impulse. She is a fierce advocate for the industry and a strong ambassador in promoting innovative opportunities to build mutual success with her retail partners. Janne’s energy, enthusiasm and can-do attitude, along with her ability to adapt within an ever-evolving channel, have helped propel many of her key customers to new heights.

Congratulations Janne – we are so proud to see you recognized among so many talented women and celebrate your many achievements.

LINETTE PRIEBE

Regional Finance Director – Canada, 3PL, Redistribution

Congratulations Linette Priebe on being recognized as a shining star for the 2025 Star Women in Convenience Awards! This recognition truly reflects your exceptional leadership, dedication, and remarkable contributions to our organization. Your exceptional work ethic is truly valued by us. Thank you for all that you do.

SHINING STARS

Holly Morin Key Account ManagerConvenience & Gas MOLSON COORS BEVERAGE COMPANY

How did you get into this business? I was a key account manager for non-alcoholic beer in grocery at Molson Coors. When I heard the Ontario market was expanding and fast-tracking alcohol sales, I jumped at the opportunity.

What are you most proud of during the last 12-18 months? The launch of alcohol in Ontario convenience. This was a huge change to alcohol sales in Ontario—one of the biggest in the last 95 years. There were many hurdles to overcome to make it a success, but it was exciting to be part of the process.

Angela O’Reilly Senior Regional Sales Manager SRP COMPANIES CANADA

How did you get into this business? Prior to entering B2B sales, I managed restaurants, which gave me a strong foundation in customer service, leadership and problem-solving under pressure. An acquaintance introduced me to a territory manager opportunity, and I quickly realized that many of the skills I had developed in hospitality—like relationshipbuilding, time management and team coordination—translated seamlessly into sales.

What do you like most about your job? Working in an industry that is completely new to the convenience channel in Ontario gives me the opportunity to learn new things every day. I also work with a lot of amazing people.

Congratulations to Genevieve Robillard for being recognized as a Star Woman in Convenience.

Hershey would like to congratulate all winners of the 2025 Star Women in Convenience award.

What was the biggest challenge of your career? Working within the rigid framework of a heavily regulated industry while still providing solutions for customers. There’s a lot of red tape on what you can execute at a store level, so many of the challenges come from remaining compliant with the AGCO while also being able to offer an experience customers are used to in other channels.

What excites you most about the future of this channel? The growth potential! There’s still work to be done to attract customers into the convenience channel to buy alcohol, but we know once they’re in the store, they also buy snacks and build their baskets.

What trend or innovation will shape the business in the next 3 years? We’re already starting to see the trend of higher ABV growing in both beer and RTD. I think this trend will continue to drive the innovation in this channel.

Anything else? I’m honoured to be nominated and be recognized amongst so many other amazing women.

What are you most proud of during the last 12-18 months? My proudest work-related accomplishment was my promotion from territory manager to senior regional sales manager. Earning the trust of my directors and the support of my team meant a great deal to me. I'm especially proud of how the sales team embraced me in this new leadership role—we’ve built a strong, collaborative culture, and it’s incredibly rewarding to lead such a dedicated group.

Biggest challenge of your career? Balancing a full workload as a sole parent while striving to be great at both roles. There were times when the demands of work and parenting felt overwhelming, but I stayed focused, organized and committed to doing my best in both areas. I’m proud to share that my daughter is starting university this fall, and with her being more independent, I’m fully embracing the travel and increased responsibilities that come with my role.

What will shape the business in the next 5 years? One of the most significant trends I’m watching is the introduction of alcohol sales into the Ontario market—it’s a major shift that’s already reshaping the industry. I’m proud of how SRP quickly pivoted to meet this change, incorporating the necessary products and support to serve this new segment effectively. As this market continues to evolve, I believe it will drive further innovation in product offerings, logistics and customer engagement.

Hélène Picard Director, Operations, Proxi Network West HARNOIS ÉNERGIES

How did you get into this business?

I started as a cashier when I was a teenager, which enabled me to develop an interest in customer service and the retail business.

What do you like most about your job? I appreciate the dynamic nature of operations. You need different skills to work in retail—from human resource management to process optimization, while working through customer service and performance analysis. Working in a constantly evolving environment pushes me to go further.

What was the biggest challenge of your career? Climbing the corporate ladder can affect your credibility as you move from being a colleague to immediate supervisor. It was essential to establish leadership based on respect, communication and leading by example.

What’s the best advice you ever received? To stay authentic and keep your integrity. Never forget where you came from and always value everyone’s work.

Career highlight/biggest achievement? Having climbed the corporate ladder while building a competent, passionate team around me.

What excites you most about the future of this channel? With the anticipated decrease in demand for gas, we need to rethink our business model. This offers a unique chance to showcase our innovation and resourcefulness in diversifying our product and service offerings. This evolution is an opportunity for growth and strategic repositioning so we can meet the changing needs of our customers and ensure the sustainability of our network.

How do you define yourself as a leader? I listen and I’m accessible. I place great importance on open communication and respecting everyone’s ideas, because collective intelligence is a great strength.

Katarina Popovic Senior Marketing Advisor - Car Wash PETRO-CANADA, A SUNCOR BUSINESS

How did you get into this business? I joined Suncor Energy in 2012 as a business analyst in refining and logistics where I progressed through various roles, moving on to finance and planning and most recently convenience retailing as a category manager. With guidance and encouragement from great leaders and peers along the way, I was able to diversify my skill set, gain confidence and expand my horizons.

What are you most proud of during the last 12-18 months? I am extremely proud of all my teammates and our ability to shift, refocus and move forward in a continuously changing environment.

What do you like most about your job? Every day brings new and unique challenges and opportunities to make an impactful change.

What’s the best advice you ever received? Encouragement to be myself, even if that means a little bit of spice.

Career highlight/biggest achievement? The credibility I have earned amongst my peers, leaders and partners in the industry. Credibility takes a great deal of hard work, dedication, focus and caring about the work that you do, with consistency.

What trend or innovation will shape the business in the next 3 years? I believe this industry is heading towards increased use of AI to shape interactions with customers and optimize product assortment to better meet consumer needs.

SHINING STARS

Linette Priebe Regional Finance Director - Canada, 3PL, Redistribution CORE-MARK

How did you get into this business? I saw the job posting for a role with Core-Mark Calgary on LinkedIn and thought it would be a good fit given my experience in wholesale distribution, so I took the leap and applied. Once I met the local team and learned more about the company, I knew it was a place I wanted to be.

What work-related accomplishment are you most proud of? My most recent role as regional finance director has given me oversight and exposure to our 3PL and redistribution operating companies in the U.S. This expanded role has challenged me to step outside of the Canadian marketplace and learn about how these different pieces of

Genevieve Robillard Customer Sales ExecutiveQuebec Wholesale HERSHEY CANADA

How did you get into this business? I started working in convenience in 2014. I’ve been a field sales rep and gained experience as a customer sales executive over the last 18 months.

What work-related accomplishment are you most proud of? My accomplishments have contributed to the growth of the confections category in convenience stores in Quebec. This success is due to the successful launch of innovations and collaboration with my key business partners.

What do you like most about your job? The connection with my customers and working with them to develop strategies for success. I also like the culture and people in this

What was the biggest challenge of The constant change and the need to always adapt to it.

What’s the best advice you ever That we can only control what we can control but always do your best to make sure we win.

Ensuring I meet the needs of consumers and my clients

What excites you most about the Thousands of stores and merchants coming together to offer customers the most complete experience possible. Innovation and product offerings will continue to be the key drivers

I feel honoured to have been nominated and selected for this award, which truly represents me and aligns with my values and passions at work—customer service,

Cherry Shepherd Team Lead, Associate Support & Site Operations - Retail Back Office Downstream PETRO-CANADA, A SUNCOR BUSINESS

How did you get into this business?

My intention was to become a convenience store specialist with Petro-Canada, however, this role was not available, so I started by pumping gas on the midnight shift.

What was the biggest challenge of your career? What did you learn? I struggled with work/life balance. I threw myself into work. It took having a child and a huge mindset change about a decade ago to move from working harder to working smarter.

What’s the best advice you ever received? The grass isn’t greener on the other side, it’s greener where you water it: I received this advice during the interview process at Petro-Canada. The hiring manager was telling me that I should invest my energy in what’s right in front of me and see how it can be cultivated into something beautiful.

Career highlight/biggest achievement? Organizing and facilitating a safety conference for a national network of service providers. The conference provided a focused learning environment, allowing the attendees to gain meaningful education for their company and their employees and, in turn, potentially save lives. It fostered communication, collaboration, sharing of best practices and overall, promoted a culture where safety became everyone’s responsibility.

How do you define yourself as a leader? I’m collaborative, empowering and honest. I believe in the power of teams and leveraging everyone’s expertise and talents and I am comfortable not being the expert in the room. I aim to enable the success, growth and development of my team while exhibiting empathy, patience, encouragement and accountability. I remove roadblocks while providing good oversight and coaching. I hope I’m seen as more of a mentor and less of a boss.

Denisa Solomon Head of Marketing LE GROUPE MARTEL

How did you get into this business? I entered this field thanks to a great opportunity shared by Emmanuelle Martel, a friend and former colleague who shared a marketing job offer just as I was looking for a new challenge.

What are you most proud of in the last 12 to 18 months? The rebranding of the Vita range, a line of healthy salads and snacks, which was one of my first projects at Martel.

Biggest challenge of your career? Adapting my creativity from the fashion and beauty world to the food industry while respecting Martel’s brand identity. This transition taught me the importance of teamwork and listening to achieve a smooth transformation.

Best piece of advice you’ve ever received? Step out of your comfort zone—that’s where the magic happens: This advice encouraged me to seize opportunities that initially felt intimidating but ultimately made a huge difference in my journey.

What trend or innovation will have the biggest impact on the industry in the next 3 years? The focus on sustainability and eco-friendly packaging will reshape consumer expectations. To stay competitive, food industry players will need to offer convenient products while reducing their environmental impact.

Leadership style? I value collaboration and active listening. I strive to lead by example, foster a climate of trust and give each team member the space to grow. A good leader doesn’t lead alone—they help others grow with them. Trusting my team and integrating their ideas is essential to achieving shared goals.

Anything else? It’s encouraging to see a growing number of young women stepping into leadership roles and making their mark. This shift reinforces my drive to contribute meaningfully and help pave the way for greater diversity and inclusion in the industry.

OREO Maple Creme

Heinz Pickle Ketchup

SOUR PATCH KIDS Strawberry

Terrabrae™ Soil Enhancer

Nerds Berry Gummy Clusters

SHINING STARS

Emily Sparrow

National Category Manager, Alcohol PETRO-CANADA, A SUNCOR BUSINESS

How did you get into this business? I worked for five years on the vendor side of the business as a national account manager for Petro-Canada’s prepaid/gift card business. This gave me the opportunity to work closely with the category management team. I was so impressed by the high impact work they were doing that I joined them in 2020.

What are you most proud of during the last 12-18 months? Working as the project team lead to launch alcohol at our sites in Ontario. I’m incredibly proud of what the team accomplished in only five months to bring a brand-new category to our largest market. Being the alcohol category manager, I continue to see the positive impact of the team’s hard work, which is very rewarding.

What do you like most about your job? No two days are the same! Whether you’re working through new challenges, celebrating wins or engaging with different colleagues or departments, there are opportunities for learning and growth every day.

What’s the best advice you ever received? Don’t waste a good mistake; learn from it. Don’t be afraid to try new things and fail; that’s when we learn the most and it helps build resilience

What excites you most about the future of this channel? It’s not often a new category is launched in our channel, and as we head into our first summer selling alcohol at our Ontario sites, we have a unique opportunity to gain insight on how the launch can change consumer shopping behaviour. I’m excited to see its impact on all categories in-store.

Eva Swiezawska Controller ITWAL LIMITED

How did you get into this business?

I have worked in the confectionery business my whole career—22 years total—between two manufacturers/ suppliers (Hershey and Mondelēz). I had knowledge of ITWAL through my work. A former boss from the supplier side reached out to me regarding a position at ITWAL and the rest is history.

What do you like most about your job? Leading a team and helping them to achieve their goals, overcome obstacles and grow in their careers. My goal is to share the knowledge so one day they will be ready to take over my position.

What was the biggest challenge of your career? What did you learn? The biggest challenge of my career was to accept roles or tasks that were out of my comfort zone and be open to learning, as well as new ways of doing things.

What’s the best advice you ever received? Mistakes are bound to happen: It is important to own up to your mistakes and learn from them.

Career highlight/biggest achievement? Completing my CPA while working full time, having two children and studying over 10 years part time. I could have not done it without the support of my family.

What excites you most about the future of this channel? Innovation of products, especially in the confectionery industry. It is always great to see the next innovation/ flavour profiles.

What trend or innovation will shape the business in the next 3 years? AI is definitely the new trend and companies that embrace AI and learn how to use the data/information can have a competitive advantage.

Denika Weir-Cotnoir Market Director, Atlantic Canada PEPSICO BEVERAGES CANADA

How did you get into this business? I wanted to be a social worker. In my final year, I participated in a business plan competition and met a senior leader at PepsiCo who inspired me to take a different path. I joined PepsiCo a few months later.

What do you like most about your job? The people of PepsiCo are the best of the best. In a competitive market, being part of this best-inclass team makes each day feel like a new opportunity

What was the biggest challenge of your career? What did you learn? My first move within PepsiCo combined learning a new role and business with being away from family, friends and a familiar market. It was one of the most impactful decisions of my life.

What’s the best advice you ever received? “Nothing grows in the comfort zone” was a message our HR VP used to share, and it really resonated with me. The moments where I’ve stepped out of my comfort zone gave me the most growth.

Career highlight/biggest achievement? Returning to my roots to lead the incredible Atlantic Canada PepsiCo Beverages team and build a winning business in my hometown market.

What excites you most about the future of this channel? The constant evolution. We see store owners and operators find new ways to innovate—from product assortment, points programs, technology and breadth of offerings, these stores have embraced being local corner stores and innovative spaces for new consumers.

Anything else? It’s an honour to be recognized among female leaders in this field.

Sarah Wilcox Category Manager - Alcohol, Central Canada CIRCLE K | ALIMENTATION COUCHE-TARD

How did you get into this business? I spent many years working as a chef before transitioning into the luxury grocery sector. As I looked for new opportunities, I was drawn to the fond memories of visiting Mac’s Milk with my grandfather for a special treat. Inspired by those early experiences, I wanted to expand my retail career into the convenience channel and help create meaningful, memorable experiences for customers.

What work-related accomplishments are you most proud of during the last 12-18 months? Launching a new category within the convenience channel has been a significant achievement. I am incredibly proud of both the success we have achieved and the dedication of our team. The fast pace of the launch, combined with many operational hurdles and the need to navigate new processes, made the experience even more complex—but overcoming those challenges made the accomplishment all the more rewarding.

What do you like most about your job? The culture at Circle K is both welcoming and empowering, encouraging individuals to bring their authentic selves to work each day. I find the dynamic and fast-paced environment incredibly motivating.

Best advice you ever received?

To embrace failure as part of the journey. Every setback has taught me something valuable and many of my biggest successes have come directly from lessons I learned along the way.

What will shape the business in the next 5 years? EV charging is definitely top of mind. As electric vehicles become more mainstream, the way customers interact with convenience locations will evolve.

SHINING STARS STORE-LEVEL STARS

Lindsay Wilson

Ontario Sales General Manager

MOLSON COORS BEVERAGE COMPANY

What are you most proud of during the last 12-18 months? The momentum and success Coors Light has achieved. It’s been amazing to see the brand continue to grow, resonate with consumers and solidify its place in the hearts (and fridges!) of Canadians. I’m most proud of the unwavering perseverance of our team at Molson Coors. We’re deeply committed to growing the industry, embracing innovation and delivering real value for our partners.

What do you like most about your job? Every day brings new opportunities to improve, adapt, innovate and grow. The acceleration of Ontario’s alcohol retail expansion became a defining moment. We approached it with thorough preparation and true collaboration to ensure a successful launch. It became a masterclass in what’s possible when we’re aligned around a shared vision.

Biggest challenge of your career?

Learning to balance being a mom to three young boys while pursuing my career ambitions. While I’ve always valued time management, I’ve come to realize how essential energy management is, too. Prioritizing self-care is critical to show up as your best self.

Best advice you ever received? Stay curious and always say yes to growth opportunities—even when they push you outside your comfort zone.

Career highlight? Being part of the journey to transform Molson Coors into a total beverage company. It’s been incredibly rewarding to witness and contribute to our continued growth, success and leadership in this space.

How do you define yourself as a leader? Passionate. I have an innate focus on building the most diverse, skilled and dynamic team in the business. I believe in leading with integrity and always doing what’s right—for our customers, our team and the broader category

Samantha York

Operations Manager - ABN/Man/SK, Western Canada Division CIRCLE K | ALIMENTATION COUCHE-TARD

What work-related accomplishment are you most proud of during the last 12-18 months? I am proud of becoming an operations manager for Alberta North, Manitoba and Saskatchewan, as well as helping get our team back to full capacity. We had a few people move on and get promoted and we have had to shuffle team members around the provinces to help out. I am proud that I have been able to support them all and be someone they can come to for support and help. Becoming an operations manager has been something I have been proud of for the last year as I have been working professionally to continue to improve my skills and personal growth within Circle K. I was able to complete a program that Circle K offered called Emerging Leadership and from that I gained more confidence in myself professionally.

What do you like most about your job? The people I work with. I enjoy getting to work with everyone around me and having different friendships with all sorts of them. Co-workers are a lot like family; I talk to some of them more than my family most weeks. Circle K has always had a great culture and lets you learn and be yourself and with that you make a lot of great friends with this job.

What’s the best advice you ever received? Always stand up for what you believe in and be confident in your opinion as you have a voice in the room. A little goes a long way when speaking in big groups.

What excites you most about the future of this channel? It is always changing and evolving. People know that convenience stores will always be there for you, but we always want to be everyone’s destination.

Anna Yushkova

Merchandise Analytics Manager, Central Canada CIRCLE K | ALIMENTATION COUCHE-TARD

How did you get into this business? As a newcomer to Canada, I was fortunate to join Alimentation Couche-Tard | Circle K as a pricing analyst in 2023. Within a year, I was promoted to merchandise analytics manager—a role that has allowed me to take on more responsibility and contribute to broader business initiatives through data and insights.

What work-related accomplishment are you most proud of during the last 12–18 months? I’m proud to have simplified our reporting by shifting from manual Excel files to automated, real-time Power BI dashboards. This reduced manual effort, improved access to data and made insights instantly available. Three of these dashboards are now among the Top 5 most-viewed across 10,000+ reports, helping teams quickly spot opportunities for improvement across all categories.

What do you like most about your job? The people. Our team is not only highly skilled and driven, but also incredibly supportive and positive. I know they read this, and I want to take the chance to say—you are amazing! I'm truly grateful and inspired by each of you.

What was the biggest challenge of your career? I hope the biggest challenges are still ahead—because that’s what drives growth, sharpens skills and brings real results through learning and innovation.

What trends or innovations will shape the business in the next 5 years? As an analyst and a strong believer in the power of technology, I closely follow the evolution of AI tools. In convenience retail, staying competitive means making fast, informed decisions—and I believe AI will continue to drive this by improving efficiency, enhancing the shopper experience and unlocking new opportunities for growth.

Iris Sermeno

Area Retail Licensee | Owner 2771562 ONTARIO INC. A/O PETROCANADA, A SUNCOR BUSINESS

How did you get into this business? In 2006, shortly after the birth of my daughter, I found a part-time job as a guest service attendant at Petro-Canada. Within a year, I was promoted to manager.

What are you most proud of during the last 12-18 months? Being awarded District Associate of the Year—a reflection of the progress we’ve made as a team and the positive results we’ve delivered together.

What do you like most about your job? There’s always something new and exciting, which keeps me engaged. One moment I’m at the front interacting with customers, the next I’m setting targets for a new campaign, handling a maintenance issue, or catching up on paperwork.

What was the biggest challenge of your career? A year ago, I was asked to lead a workshop. Speaking in front of a large group was well outside my comfort zone, but I learned that growth only happens when you’re willing to challenge yourself.

What’s the best advice you ever received? First impressions matter. That’s why I make it a priority to keep my store clean, organized and focused on great customer service. I want every customer to feel welcome and leave with a positive experience that makes them want to return

Career highlight/biggest achievement? Becoming a retailer in 2020. After working as a guest service attendant and manager for 14 years, I learned everything I could about Petro-Canada, always hoping that one day I’d get the opportunity. When I was chosen, I was ecstatic— all those years of hard work paid off.

Anything else? I lead with empathy, strong values and by working alongside my team—not above them. I genuinely love the work I do and the people I do it with. Being nominated for this award means a great deal to me. I’m proud of how far we’ve come and even more excited about what’s still ahead.

SWIC WINNERS

Lauren Abbasi

Mars Wrigley Canada

Leen Alsaffarini

Big Chief Meat Snacks Inc.

Isabelle Asselin-Martineau

Sobeys Wholesale

Amanda Aylen Heins

Canco Petroleum Inc.

Bromlyn Bethune

Steam Whistle & Beau's Brewing Co.

Bianca Blanco

Parkland Corporation

Marie-Claude Boyer

The Magnum Ice Cream Company

Snejana Bratunova

Petro-Canada, a Suncor business

Rachelle Bremault

Cenovus

Mayra Campodonico

JTI-Macdonald Corp.

Chantal Charlebois

Groupe Beaudry

Barb Christensen

Parkland Corporation

Denisse Cieza Guillen

Imperial Tobacco Canada | BAT

Marie-Pierre Côté

Guru Organic Energy

Stéphanie Coursol

Harnois Énergies

Diana De Oro Parkland Corporation

Stephanie Demeo

Centex Petroleum

Anna Diduca 7-Eleven Canada, Inc.

Lee-Anne Donovan

Circle K | Alimentation Couche-Tard

Melanie Durham-Robert Shell Canada

Janne Fisher Ferrero Canada

Anna Gambioli

JTI-Macdonald Corp.

Kelly Guss

Canadian Mobility Service | Shell Canada

Stéphanie Hallée JTI-Macdonald Corp.

Sarah Haris

Imperial Tobacco Canada | BAT

Cynthia Hishon

Gas+, Essence+ | Canadian Tire Corporation

Amy Hucik 7-Eleven Canada, Inc.

Akanksha Inda 7-Eleven Canada, Inc.

Desiree Jackson Parkland Corporation

Jennifer Jagdeo Parkland Corporation

Olivia Jones

Turning Point Brands

Roxanne Joyal &BACK COFFEE

Kristina Kearby

Arterra Wines Canada

Jackie Lacroix

Gas+, Essence+ | Canadian Tire Corporation

Véronique Lemieux Groupe Beauséjour

Katie Lint

Circle K | Alimentation Couche-Tard

Sara MacIntyre Convenience Industry Council of Canada

Katie McHugh

Imperial Tobacco Canada | BAT

Holly Morin Molson Coors Beverage Company

Amanda Newell

Adapt Media Inc.

Angela O'Reilly

SRP Companies Canada

Hélène Picard Harnois Énergies

Katarina Popovic Petro-Canada, a Suncor business

Linette Priebe Core-Mark

Michelle Rae Ontario Petroleum Contractors Association

Genevieve Robillard Hershey Canada

Iris Sermeno

2771562 Ontario Inc. A/O PetroCanada, a Suncor business

Cherry Shepherd

Petro-Canada, a Suncor business

Denisa Solomon Le Groupe Martel

Emily Sparrow

Petro-Canada, a Suncor business

Eva Swiezawska ITWAL Limited

Denika Weir-Cotnoir

PepsiCo Beverages Canada

Sarah Wilcox

Circle K | Alimentation Couche-Tard

Lindsay Wilson Molson Coors Beverage Company

Samantha York

Circle K | Alimentation Couche-Tard

Anna Yushkova

Circle K | Alimentation Couche-Tard

Desiree, Bianca, Jennifer

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!

Jennifer Jagdeo Senior Pricebook Analyst

Diana De Oro Manager, Revenue Analytics

Desiree Jackson Territory Manager

Bianca Blanco Category Manager

Barb Christensen National Manager, Leasing and Properties

CATEGORY CHECK

BY MICHELE SPONAGLE

Spilling the (iced) tea

An epic showdown is shaping up as big companies compete for market share in a growing category, while leaving room for ambitious homegrown players

IT’S GOING TO be a hot summer with steamy competition in the iced tea category. Big-name companies will square off against one another and small producers will try to shave off market share from the top players. They’re all chasing an increasingly lucrative slice of the market, which has grown in value by 5% over the last five years, according to Innova Market Insights, while Statista predicts a CAGR of 1.35% for the period 2025-2029. One thing is clear: There’s good news brewing for the category.

Consumers can expect an epic showdown as two corporate giants do battle on the iced tea front. While they battle, new products are coming to market, and Canadian producers are flaunting their Canada-ness.

Nestea news

Let’s spill the tea on what’s been happening. On December 31, 2024, Coca-Cola stopped producing and bottling Nestea under the Nestlé-owned trademarks after 30 years. Social media erupted, bemoaning the loss of a beloved brand. Meanwhile, Coca-Cola announced the launch of Fuze Iced Tea made with the same recipe.

A day before Fuze rolled out, Keurig Dr Pepper Canada (KDP) issued a press release with the headline, “Nestea Isn’t Going Anywhere, Canada,” reassuring fans that Nestea’s absence is just temporary and would make its return in summer 2025.

“The response from Nestea fans has been overwhelming, with many expressing just how heartbroken they were during our brief hiatus,” says Danielle Stregger, brand manager, Nestea, KDP Canada. “It became abundantly clear how deeply Nestea is woven into the fabric of Canadian life.”

The company will take on the manufacturing, marketing, sales, distribution and merchandising of the iconic Nestea brand in all provinces. The lineup includes classic Lemon, Lemon Zero Sugar, Peach and Raspberry, with 10 SKUs across four formats.

Nestea will make a bold return, backed by a

360-degree marketing campaign: KDP Canada is not only revitalizing the iconic brand, but also introducing fresh, exciting experiences that will keep Canadians engaged, according to Stregger: “From innovative promotions to engaging content, we’re committed to bringing the iced tea Canadians know and love to new heights.”

To help support c-store sales, KDP Canada will lean on its ability to leverage its extensive distribution network. “This infrastructure allows us to bring products like Nestea back to market with speed, scale and precision— ensuring that our retail partners, especially convenience stores, are fully stocked and ready to meet consumer demand from day one,” she explains.

A customer-first mindset is a priority. “We believe our success is directly tied to the success of our partners,” adds Stregger. “That’s why we take a collaborative approach, working alongside our customers to help them win big. For the Nestea relaunch, we have a dedicated support team that works closely with all Canadian retailers, providing tailored support and resources to ensure a smooth rollout and sustained momentum.”

Fuze debuts

As Coca-Cola’s Fuze makes its nationwide debut, it continues to offer consumers a beverage made with real tea and natural fruit flavours across five SKUs. Lemon, Lemon Zero Sugar, Raspberry, and new entries— White Peach and Lemon Green Tea. And, as Matthew Ross, director of marketing for Coca-Cola Ltd., notes, Fuze is also available in a range of packaging formats, including 341 ml multi-pack cans, 500 ml bottles, 1.75 L chilled cartons, 10x200 ml drink boxes, and as a fountain beverage.

Fuze’s success came right out of the gate. Within weeks, it became the No.1 best-selling iced tea in Canada. “Ready-to-drink tea is a fast-growing category within the beverage industry, with 4% growth globally in 2024 and 5% in Q4 2024 alone across the Coca-Cola

portfolio,” says Ross. “In the Canadian convenience retail market, Fuze Iced Tea is fuelling an incredible +20-point swing in category dollar sales YTD vs. 2024.”

The momentum is being fed by Coca-Cola’s investment in a massive marketing campaign to reach millions of Canadians through social media, out of home, TV, sampling events, influencer partnerships, shopper marketing, e-commerce and direct-to-consumer sampling partnerships.

“With a goal of delivering two million product samples throughout 2025, our efforts are also supported by the largest digital sampling campaign in Coca-Cola Canada’s history,” explains Ross. “In February, the Fuze Iced Tea Flavour Fleet travelled from Peggy’s Cove to Tofino by land, sea and air to ensure every Canadian had a chance to experience the classic iced tea taste they know and love. We’re continuing this cross-country tour through the summer.”

Coca-Cola is allocating resources to support sales of Fuze in c-stores. “Convenience is a key channel for the ready-to-drink iced tea category, especially for immediate consumption and consumer research has proven in-store displays and promotional activity are strong drivers of trial,” says Ross. “As such, we have created a portfolio of attention-grabbing display tools and promotional materials to capture shopper attention.”

Ross has a theory about the enduring appeal of iced tea: “Iced tea is a nostalgic and refreshing flavour that’s been part of Canadians’ meals and celebrations for decades. Fuze Iced Tea delivers the beloved iced tea taste Canadians grew up with.”

New players

Canadians’ love affair with iced tea isn’t lost on Saint James Iced Tea. Founded by Arizona

Beverage Company co-founder John Ferolito, the brand has achieved remarkable growth

tional retail launch.”

Timing is key, as more Canadians now look

DavidsTea) Peach Black Tea, Lemon Black Tea and Strawberry Hibiscus—formulated with

ONE SIP AND YOU’LL KNOW

LEADERSHIP PERSPECTIVE

BY MARC GOODMAN

Private brand to restore order amidst global trade disorder

Meeting the needs of the price-conscious and placeof-origin conscious shoppers

with existing vendors and finding new local partners to deliver more high-quality 7-Select offerings that are made in Canada, like our new 7-Select take-home ice cream, made in Edmonton with 100% Canadian dairy, recently launched in five delicious flavours.

CANADIAN SHOPPERS AND convenience retailers are feeling the uncertainty of U.S. trade policy. Tariffs are creating cost and product supply volatility. Geopolitics are forcing Canadian retailers into snap decisions on vendors, supplier agreements and the products that line their shelves.

Convenience retailers regularly review and renew contractual agreements to prioritize national or local vendors whenever practical to offer high-quality products and value for our customers. For example, all 7-Eleven Canada’s chicken and Big Bite hot dogs served are Canadian, as are many of the snack foods we offer.

But one of the challenges in collaborating with some national and local vendors is the time it takes for them to scale to meet our needs. The manufacturing capabilities in Canada for many products are still a work in progress.

In these instances, there are no alternatives available to incurring an imposed tariff, resulting in rising costs for consumers.

Against the geopolitical fracas, customers are making their intentions loud and clear. Every day at our stores, we see shoppers making more deliberate choices and increasingly choosing made-in-Canada products. The “Buy Canadian” or “Avoid American” product movement is real—69% of Canadians have reduced their purchases of American-made products in stores, as reported in Leger’s April 2025 tariff tracker.

Like many Canadian retailers, 7-Eleven Canada has placed shelf tags identifying both “Made in Canada” and “Product of Canada” to help consumers make informed buying decisions.

How can convenience retailers source and price products that meet the needs of the price-conscious and place-of-origin conscious shoppers? How can we expand our selection of products manufactured in Canada?

At 7-Eleven Canada, we are growing our Canadian-made private-brand product offerings and putting in place a reliable supply chain to meet the needs of our customers. This strategy will help us restore some order as retailers contend with the threat of U.S. tariffs and a weak Canadian dollar. It’s an approach that we believe will make us more resilient to instability in the global trading order.

Private-brand products present an opportunity for growth

We introduced our private brand, 7-Select, to Canadians in 2010. Since then, this product line has been well received by our customers and has shown substantial growth.

We’re continuing to scale up our private brand strategy by expanding relationships

We are using 7-Select to support local manufacturers, keep prices competitive and drive unit sales. Our vendor partners help us create new private brand products, based on our specifications, that we then market and sell under the 7-Select brand. Our 7-Select Burritos, one of our many “on the go” meals, are produced in Ontario. Our bottled spring water is sourced out of Nanton, Alta.

Sourcing locally allows us to get products to market quickly—speeding up the sampling and refinement processes to make sure the products meet our specifications and exceed customer expectations. It also allows our product team to connect with manufacturers and build relationships for more efficient collaboration and decision-making.

The numbers back up a private brand strategy

Private brand products are growing in prevalence because many customers prefer them. A recent study by Ernst & Young shows us that 40% of those who try private brand say they don’t intend to return to national brands. Our own data also backs this up. Private brand shoppers spend more money in our stores, visit more often, and on average have a larger basket size than a non-private brand buyer. Shoppers are not only open to alternatives but are becoming loyal to them.

Ernst & Young has said that private brand is growing faster in Canada than in most global markets. Twice as many Canadian customers are purchasing these products compared to five years ago.

As an industry, one of our competitive advantages is innovation and adaptation. Strategies like private branding and local sourcing help retailers build resilience in response to global trade tensions, and meet customer expectations for more made-inCanada private-brand products. CSNC

Marc Goodman is the vice-president and general manager of 7-Eleven Canada.

CONSUMER CORNER

BY EMMA BALMENT

What women want

Creating an emotional connection will help close the gap between women and convenience stores

IT IS IN the spirit of the 2025 Star Women in Convenience Awards that this column is dedicated to the opportunity for convenience stores in Canada to better connect with their female food and beverage customers.

There is something to be said for knowing your target audience and driving home an offering tailored specially for them. C-store food and beverage offerings chose to win with young males, and they did just that. They have provided a specific point of difference, created a loyal, emotional connection, and crafted successful product expansions for the young male demographic. Congratulations are in order.

So, what’s next for convenience?

The channel is being pressured to find new avenues for growth and rethink their value proposition. Regulations on tobacco and changing fuelling patterns are cutting away at core traffic drivers. Food and beverage has been an avenue of growth and the next fork in the road is to figure out what women want.

Take food and beverage from grocery as an example: 52% is consumed by women, 47% by men, and 2% by those identifying with other genders. Convenience stores are not getting their fair share of food and beverage consumption from women at only 47%. The gap is not insignificant, but it has been narrowing with younger generations more willing to visit the channel.

Connecting with female consumers

At the risk of sounding like a dating column, the business opportunity for c-stores and their suppliers is in attracting more emotional, social and experiential visits from female customers. When competing with food and beverage from grocery, c-stores have ground to make up in being considered beyond functional, convenience-driven occasions. Loyalty with consumers is crafted around personal, meaningful connections. Convenience stores have done well to craft these relationships with

young male consumers, but not with women. Women are coming in for product: cravings, hydration, taste, brands they love. However, women are significantly less likely than men to be sourcing food and beverage from convenience for reasons related to upliftment, fun, socializing, exploration and ultimately value.

Consider the bigger picture: under pressure from the high cost of living, spending on food and beverage is under scrutiny. Venues that can’t compete on price with grocery— like convenience and foodservice—cannot rely on product and price to be competitive. Pockets of growth to provide value are being created by aligning with these emotional, social and experiential occasions. Any convenience operator who does not have marketing powers in-house should rely on their partnerships with suppliers, who are experienced at creating this kind of emotional value behind their brands.

Tell me about yourself

Fortunately, there is no need to gut the whole store to be more appealing to female customers (though a clean restroom may be appreciated). Women’s visits to convenience stores are more similar than they are different from men’s, but there are some unique considerations to be made in the realm of occasions and products to feature.

Female convenience customers will more likely consider the channel for daytime food and beverage consumption vs. men. Convenience tends to have an advantage over grocery and foodservice for afternoon and evening snacking occasions, but women will skew more towards afternoon snacks and men towards evening snacks. Likewise, women are more developed for lunch and less for dinner compared to men.

The nature of women’s consumption occasions reflects daytime activities as well. Screen time is still the top activity, like men, but women are more likely to be on-the-go or working. As men’s occasions are more tied to

evening screen time, so too are they significantly more likely to be under the influence of cannabis than women, something unique to the convenience channel.

A factor of attracting more food and beverage consumption from women at convenience is opening up their willingness to source a greater variety of food categories from the channel. Women are more anchored in confection, salty snacks and bakery. Women are less keen to order sandwiches, burgers, chicken and pizza from convenience, though they are open to fruits, vegetables and dairy. All-in-all, women are less likely to source the great variety of pantry items and home-made meals they would source from grocery. When it comes to beverages, women are three times as likely to be choosing bottled water and half as likely to be choosing alcohol. Carbonated soft drinks and energy drinks are also underdeveloped, but girls do love a slushed soft drink. Coffee is the great equalizer between men and women, but bonus points if iced coffee is available for the ladies.

It’s all about communication

The opportunity to get more women through the doors at convenience for foods and beverages is primarily one of marketing communications and promotions. The products they love are there. The price isn’t a barrier for men, as the products and experiences provide more emotional and social value. The potential requires marketing the products women love in relatable contexts that fit their unique needs—practical, social and emotional. CSNC

Emma Balment, is director, Ipsos, market strategy and understanding, Food and Beverage Group. Leveraging a team of industry experts and powerful syndicated data sets such as the FIVE Consumption Tracker, and the Foodservice Monitor, Emma specializes in uncovering growth opportunities for manufacturers, retailers and foodservice operators. emma.balment@ipsos.com

APPLE WATCH FEATURE

Cider is a beverage alcohol category worth stocking, thanks to its history of dynamic growth, talented makers and thirsty consumers

BY MICHELE SPONAGLE

CIDER IS HAVING a moment. Sales doubled in Canada between 2012 and 2023 with sales topping off at around $283 million and numbers, says Statista. That’s the good news. The less stellar news is that sales have recently plateaued yet remain strong.

Still, cider deserves a spot in convenience stores (where permitted by law, of course.) Makers large and small are producing excellent, innovative products, which hold broad appeal especially among the generation Z crowd— yes, the same folks that love c-stores.

Let’s clarify a few things first. Cider in this context refers to the alcoholic beverage—sometimes called ‘hard’ cider—made primarily from fermented apples, not the raw juice form. Canadians are very good at making cider. An estimated 400 cider producers create about 39 million litres each year, according to Cider Canada.

Apples play a starring role in cider, but each apple varietal has unique characteristics. Some are more tart, acidic or sweet than others. They may be blended with other fruit, like peach, cherries and even mango, to add complexity. As well, cider comes in various styles—dry, sweet, still and sparkling, which lends it broad appeal.

C-store customers may ask what to pair with cider. Here’s a chance to channel your inner sommelier. Recommend apple pie (or any apple-based dessert or pastry) as a natural fit since it serves as a palate cleanser between bites. If someone is buying cheese and cold cuts, suggest serving them with a crisp cider. Other great matchups include: creamy pasta dishes, sausages, soup, chicken, pork, salmon and even salty snacks for contrast—something to keep in mind when locating product displays and coolers.

But what do the experts say? CSNC reached out to a few to get their take on this hot category and its potential for c-stores.

Alex Patinios

OWNER, DIONYSUS WINES & SPIRITS LTD.

BRUNCH ROSÉ CIDER

“The cider category is dynamic and fun, offering consumers different styles, flavours and sweetness,” Patinios notes. “We are seeing a lot of innovation in the Ontario craft cider, which is great to see in an artisanal category using local fruit.”

What’s new

We recently launched the Brunch Rosé Cider,473 ml. This is a great value Ontario craft cider with a hint of sweetness and notes of strawberry, peach, melon and citrus, coupled with fresh floral notes on the finish. It’s a versatile cider that can be enjoyed chilled straight from the can or poured in a glass over ice to see the gorgeous pink colour.

Category insight

The cider category needs more innovation and competitively priced products. Brunch Rosé Cider is a premium craft product that is easy to enjoy and at an amazing price. Brunch Rosé Cider is a fun brand and style of product with wide appeal and potential for big sales. It was important for us to introduce this local cider that is made in the Niagara region.

Buyer intel

Cider is a refreshment category that offers a more premium and sophisticated choice ready to drink. Cider is a craft product similar to VQA wines. Cider is a vibrant category with lots of great options to experiment with and to find a few favourite products and producers.

Kristina Kearby

NATIONAL PLANOGRAM SPECIALIST, ARTERRA WINES CANADA GROWERS

“Cider lovers are all about taste, variety and authenticity,” says Kearby. “They’re gravitating toward bold, fruit-forward profiles that offer real refreshment—especially in convenient formats like cans, which dominate the space. Flavoured ciders infused with berries, citrus and botanicals are especially hot right now, attracting a younger, more adventurous audience.”

Trend watch

Health-conscious consumers are looking for better-for-you options, like low-sugar or lighter-alcohol ciders. Growers Light, for instance, delivers full flavour with just 4g of sugar and 110 calories per can—a great fit for this mindful shift. There’s also growing demand for local, authentic, and artisanal products. As Canada’s original cider brand since 1922, Growers continues to resonate with consumers who want heritage they can taste, made right here at home.

Category insight

Cider offers a unique opportunity for reaching female alcohol consumers, as females account for 59% of cider servings. This gender split is nearly the opposite of beer. Cider also over-indexes as a beverage for concerts, festivals and outdoor events, with most of the occasions happening during social settings with small groups and during early evenings. Beyond that, cider is incredibly versatile— it is identified by customers as both an everyday refresher and a celebratory drink.

Michelle Tham

NATIONAL HEAD OF EDUCATION, LABATT BREWERIES OF CANADA

BRICKWORKS CIDERHOUSE, OKANAGAN CIDER

“Canadian cider drinkers are most interested in the vibrant, fruit-driven characteristics of cider,” Tham says. “The natural ingredients and processes associated with the segment also appeal to cider consumers. In addition to flavour and natural production, cider drinkers look for premium ingredients and nutritional claims, like low calorie and low carb.”

Stock tips

Cider shopping occurs throughout the year; however, as it tends to peak during the summer months, it is important for stores to ensure steady, on-hand inventory. In line with the ready-to-drink category, cider shoppers know what they are looking for. Stores can help make their shopping trips easier by having clear display signage to make the product easy to find on shelves.

Buying insight

Cider drinkers are primarily ‘grab and go’ shoppers. They will build their baskets with different items throughout the store, specifically in the snacking aisle. This provides an opportunity for cross-merchandising, including premium snacks, as cider drinkers are more likely to purchase these items with their beverages. These shoppers are typically looking to consume the product that same day, so having cider stocked cold in the fridge is highly recommended.

Stores can drive further conversion by connecting promotions to key occasions (like summer barbecues and long weekends), to position cider as a versatile choice for seasonal gatherings. By focusing on in-store visibility and communication of occasion-based promotions, retailers can effectively boost cider sales and awareness.

Trend watch

Cider drinkers aged 20-34 are seeking alternatives and choosing cider products that are low-calorie, low-carb and have lower alcohol content. We also know the majority (61%) of cider drinkers prefer less sweet or dry varieties of cider, making this a key attribute for product selection.

Sasha Romano

Lopez

DIRECTOR, MARKETING, HEINEKEN CANADA PORTFOLIO, MOLSON COORS BEVERAGE COMPANY

STRONGBOW CIDER

“Based on our shopper marketing research study for gas and convenience, most shoppers in convenience stores are on autopilot mode, with younger legal drinking age cohorts and flavour seekers being more open to exploring in-store, and more likely to notice pre-store or in-store communication,” Lopez explains.

Category insight

According to national IPSOS shopper data, three in five shoppers (56%) look for taste as the number one purchase factor for cider, followed by price (50%) and quality (26%). As the top-selling cider in Canada, we pride ourselves on delivering exceptional tasting ciders of top quality, reflected in a slightly more premium price point in market.

Seasonality stats

Summer and fall are peak cider sales periods, with May-August accounting for over 40% of the category’s full year volume. Summer is when consumers are looking for refreshing, fullflavour options, including cider. Fall naturally aligns with cider consumption with apple orchard picking and variations of cider being consumed. Top cider occasions that Strongbow can lean into in c-stores include socializing with friends, relaxing, hosting a party at home and dining at home.

Stock list

We offer three delicious SKUs: Original Dry: At 5.3%, our core offering is a lower sugar, dry cider with a clear gold colour. It delivers aromas of apple, brown sugar and cinnamon, with a palate of lively carbonation and subtle sweetness. Gold: At 4.5%, Strongbow Gold is a modern cider fermented naturally from apples with a crisp, refreshing taste with a hint of golden apple and a smooth, elegant finish. Dark Fruit: At 4.5%, Strongbow Dark Fruit is a modern, full-bodied cider, with juicy notes of blackberry and blackcurrant.

Buyer intel

While the category is in decline, we’re seeing consumers look for options beyond traditional ready-to-drink beverages, with ciders emerging as their alternative beverage of choice. Within the category, more brands are growing their core variants of apple with new and innovative flavour combinations, catering to consumers gravitating towards full-flavour options. We also know cider over-indexes with gen Z consumers, ahead of coolers, seltzers and pre-mixed cocktails.

Savvy promotion

Younger, flavour-seeking shoppers are primary targets for in-store activations, where the following elements are key: cold availability and main aisle visibility, impulse purchases driven by key disruptors such as ‘new’ cues, featured products, unique or unexpected packaging attractively displayed and trigger on consumption occasion (e.g. heading to the beach or barbecues). CSNC

National Shopper Study

Healthy Eating Report: Satisfying choices

BY MICHELLE WARREN

PEOPLE ACROSS CANADA continue to prioritize health and wellness, which is reflected in the choices they make when it comes to everything from movement to meals, snacks and beverages.

For several years now, the quest for “healthier” has shaped product innovation and categories in the food and beverage space— note the most recent rise of all things protein, spanning beyond traditional fare to include potato chips, baked goods and even water.

In turn, convenience retailers have an

opportunity to meet the needs and desires of consumers by offering better-for-you (BFY) products to help their loyal shoppers make choices that suit their values and lifestyles.

Working with the research team at EnsembleIQ, Convenience Store News Canada surveyed more than 2,000 people across the country to examine their wants, needs and shopping habits at convenience.

The data shows an increasing number (64%) of convenience shoppers consider themselves health-conscious, according to the 2025

We asked shoppers: What aspects of healthy/better-for-you foods and beverages are top of mind?

Health concerns are statistically consistent with what convenience shoppers prioritized one year ago. Fresh remains the primary issue, followed by all-natural and non-processed food and beverages.

C-store IQ National Shopper Study—that’s up three percentage points from 2024.

Digging a little deeper, we found differing opinions by age demographics, with 74% of boomers considering themselves to be healthconscious, compared to 65% of generation X, 60% of millennials and 57% of gen Z.

By region, shoppers in Quebec (81%) are the most health-conscious, compared to 63% in Atlantic Canada, 57% in Ontario, 55% in Alberta and (this came as a surprise) 54% in British Columbia.

Convenience retailers are moving in the right direction, satisfying shoppers’ oft-contrasting cravings for indulgence and health, with a growing number of BFY offerings (in addition to indulgent staples).

Indeed, our research shows that shoppers’ overall satisfaction with the selection of healthy foods at convenience is on the upswing, with the number of people reporting they are “extremely or very satisfied” up six percentage points to 24%, compared to 19% in 2024. Note that gen Z (33%) and millennials (31%) are more likely to be satisfied compared to gen X (19%) and boomers (14%).

Beyond satisfying consumer cravings, why does this matter? Despite larger economic and budgeting concerns, nearly half (48%) of shoppers say they are willing to pay more for healthy and BFY items. Note, this is slightly higher than 2024 (46%), but still lower than 2023 (52%).

Again, we dug into demographic differences to find gen Z (57%) and millennials (55%) more likely to be willing to pay more, compared to gen X (41%) and boomers (36%).

While the terms healthier and BFY remain up for interpretation (often in the eye of the beholder/consumer), what’s not up for debate is that this movement will continue to grow, presenting an opportunity for retailers (and manufacturers) to satisfy consumer cravings on all fronts. CSNC

OCTANE

CANADA’S CAR WASH & PETROLEUM MAGAZINE

FORECOURT PERFORMANCE REPORT

PLUS

MARKETING AT THE PUMP

WHAT’S SHAPING THE FUEL SECTOR?

Uncertainty

Canada’s

CHARGING AHEAD

BY TOM VENETIS

Uncertainty shapes Canada’s fuel sector

As gas prices fall, a mix of market volatility, OPEC+ output and geopolitical tension is shifting consumer habits—and offering new retail opportunities

IF THERE IS a constant right now in world markets it is that of uncertainty.

Tariffs imposed by U.S. President Donald Trump are causing supply-chain disruptions beyond the shores of the United States, raising concerns of a slowdown in world economies as consumers react to rising prices. Many are cutting back on their spending, from eating out to travelling.

The U.S. Travel Association, a national, non-profit organization representing the travel industry south of the border, worried early this year that the bellicose rhetoric coming from the White House and the imposition of tariffs on Canada, would precipitate a drop in travel to the United States. It forecasted that a 10% reduction in Canadian travel could mean two million fewer visits, $2.1 billion in lost spending and 14,000 job losses. Expedia, the popular online travel booking site, has noticed an increase in the number of Canadians booking summer travel to destinations in Canada, foregoing traditional popular destinations in the United States. And the Tire and Rubber Association of Canada finds that this year, 88% of Canadians would rather take road trips within Canada than venture to the U.S., and only 8% plan to cross the border as of the time of the survey.

“Fifty-one per cent of drivers cancelled road trips to the U.S. they had planned for this year. Within Canada, 69% plan to take a road trip within their province, while 28% will drive to another part of the country.”

In addition, Canadian residents returning by automobile from the U.S. in April fell on a year-over-year basis for the fourth consecutive month, according to Statistics Canada. The 1.2 million trips represented a 35.2% drop from the same month in 2024 and 45.1% lower than April 2019, before the pandemic.

Making it easier for Canadians to take these road trips in Canada is paradoxically the uncertainty in the oil markets, helping push gas prices down.

At press time, OPEC+ is increasing oil production, raising output in June to some 411,000 barrels per day. This has pushed the price of a barrel of oil to what is now a new low over the past four years, with prices in early May for Brent crude to $60.23 a barrel, and U.S. West Texas Intermediate crude to $57.13 a barrel. Both benchmark prices at the time were at their lowest levels since February 2021.

“OPEC+’s about-face was not something that we anticipated even just a couple of months ago,” said Patrick De Haan, petroleum analyst with GasBuddy. “Rewind back to 2023, OPEC+ decided to cut production because of the low price of oil back then, in the mid-$60s, and now it has changed course … As a result, oil prices have obviously fallen to their lowest since the pandemic, and that’s something that may continue unless there is another about-face or shift in policy.”

Along with other factors, this is causing prices at the pump to fall.

According to Kalibrate, retail gasoline prices in Canada had seen significant price drops in April, falling some 20.2 cents per litre from the same time in March. Kalibrate said that while some of the drop in price was due to the removal of the carbon tax, prices continued to fall afterwards.

“Prices continued to fall in April, reaching as low as 137.0 cents per litre by mid-month— the lowest price since August 2021—as crude oil prices sharply decreased following Liberation Day tariff announcements by U.S. President Donald Trump,” Kalibrate wrote.

While there is still the potential for a ruinous trade war to erupt between Canada

and the United States, experts agree that OPEC+ will increase oil production further, adding to global supply and pushing down gasoline prices.

All of this is advantageous to drivers who are looking to indulge in domestic travel, which in turn means more profit for gas station operators and their convenience stores.

Also, there are going to be changes coming to the convenience landscape with the recent announcement of Parkland Corp. being acquired by Sunoco LP.

Linda Thompson, managing partner at Fuel Partners, sees new opportunities for the two players’ retail convenience and fuel operations. How it plays out is much too early to tell. Thompson says Parkland’s On the Run convenience operations may see an infusion of investment, expanding their footprint in Canada and the United States, and using the combined companies to expand the offerings in the stores; or an expansion here in Canada of Sunoco’s convenience retail operations, giving more options to Canadians, along with a possible rebranding of some existing gas banners in Parkland to Sunoco.

“I think you are going to see everything getting a strategic review going forward, around loyalty programs, innovation around retail and who’s bringing what to which side of the border,” she adds.

Now, this could all change because of the ultimate volatility in the global market right now. If crude oil prices fall too low, the major players in OPEC+ could decide to curtail production to raise prices and profits. If high tariffs remain in place, rising consumer prices could tip economies into recession; or at the very least cause consumers to further pull back on spending, one of which would be to cut back on travel. OCTANE

DEDICATED TO SHARING KNOWLEDGE AND BEST PRACTICES IN THE

CARWASH INDUSTRY

JULY 2025

F R O M T H E P R E S I D E N T

BOARD OF DIRECTORS - 2025/2026

PRESIDENT: Michael Saunders - Mark VII Equipment

TREASURER: Matt Verity - Matt Verity Consulting

VICE PRESIDENT: Jason Hands - Parkland Fuels

VICE PRESIDENT: Rudy van Woerkom - Belvedere Technical Services

PAST PRESIDENT: Karen Smith - Valet Car Wash

Travis Braithwaite - ClearWater CarWash

Jeremy Enns - Enns Wash and Shine

Steve Hebb - Kilworth Car Wash

Michael Howe - WashLinks

Ayaaz Jamal - Express Auto Wash

Katarina Popovic - Suncor Energy Inc

NATIONAL OFFICE

Heidi Loney Executive Director

Brynne Wrigley Director of Events

Wrigley-Thomas, CAE Director of Operations

Hello Canadian Car Washers, Distributors and Manufacturers,

I am honoured to have been selected by the Board of Directors to serve as President of the Canadian Carwash Association and to work with a dynamic and forward-thinking community. As we navigate the ever-changing landscape of the carwash industry, I will want to help strengthen member engagement, promote sustainable practices, and advocate for policies that support our growth and innovation as an industry and as an association.

I look forward to working with our dedicated board, staff, and members to build on the CCA’s strong 65year reputation. Together, we will continue to elevate industry standards, foster collaboration, and ensure that the CCA remains a trusted resource for education, networking, and advocacy.

Please feel free to forward your ideas, feedback, and we welcome your participation as we move forward Thank you for your continued support and commitment to the Canadian Carwash Association

Yours truly,

Michael Saunders President Canadian Car Wash Association

Constance

FORECOURT PERFORMANCE REPORT

Canada’s retail gasoline sector remains relatively stable, even if the number of places to fill up has declined over the last two decades

BY TOM VENETIS

WHILE THE STUDY was done before this time of market uncertainty, rising unemployment and a trade war with our largest trading partner to the south, Canada’s retail gasoline sector remained relatively stable according to the 2024 National Retail Petroleum Site Census from Kalibrate Canada, Inc.

The report that details the structure and market dynamics of Canada’s gasoline stations and fuel marketers, finds that as of the end of December 31, 2024, there are 11,611 gasoline stations across Canada, which equals 2.8 outlets for every 10,000 persons. According to Kalibrate, there has been a decrease in the number of gas stations from 2023, some 102 fewer sites or a 0.9% decrease from 2023. Still, while for the last decade the number of gas stations remained relatively stable, the number of stations has dropped considerably since its peak in 1989 when there were a recorded 20,360 sites across Canada.

When broken down by region, a high number of gas stations are concentrated in Ontario and Quebec. Kalibrate finds that these two provinces combined have a total of 5,959 stations and have the highest average throughput, at 4.21 million litres per station. Major fuel marketers include Parkland Fuel Corp., Alimentation Couche-Tard and Suncor Energy.

RETAIL OUTLETS

PER 10,000 POPULATION

RETAIL SITE DEMOGRAPHICS

The Shell, Petro-Canada and Esso brands appear at 45% of Canadian gas stations, however, just 11% of Canadian gas station prices come under the control of the oil companies associated with those brands. Just 22% of Canadian gas stations come under the price control of a company associated with the production of fuel.

2025 FORECOURT PERFORMANCE REPORT

The Atlantic provinces have 1,254 gas stations, with a throughput of 2.76 million litres annually. The largest marketers here are CoucheTard, Sobeys Capital and Irving Oil. The Prairie Provinces have a combined total of 2,951 stations, with the average throughput pegged at 3.15 million litres. The West Coast, made up of British Columbia/Yukon has a total of 1,447 gas stations with a recorded annual site throughput of 3.56 million litres. The top fuel marketers here are Parkland Fuel, Suncor Energy and Shell Canada, with the top brands being Petro-Canada, Chevron and Esso.

According to Kalibrate, the decline in the number of gasoline retail locations across Canada was likely the result of oversaturation in the market in the late 80s, followed by a period of rationalization

amongst fuel marketers. That involved focusing on sites that were selling higher volumes of fuel and subsequently shutting down those deemed inefficient. As the market adjusted to this new reality, the pace of closures has slowed, and the number of sites has remained relatively stable over the past year.

COVID also had a significant impact on Canada’s gasoline retail landscape. With provinces enacting work-at-home policies to reduce the spread of the virus and ease the pressures on emergency rooms and hospitals, Canadians drove less. Statistics Canada reported that in 2021, lockdowns led to “2.8 million fewer commuters, compared with five years earlier. The number of Canadians ‘car commuting’— that is, travelling to work by car, truck or van as a driver or as a

HISTORICAL GASOLINE RETAIL OUTLET COUNTS

20,170

PROPORTION OF QUICK-SERVE RESTAURANTS AT RETAIL GASOLINE STATIONS

11,611

1,500+ square feet 500-1,500 square feet <500 square feet

SIZE

passenger—declined by 1.7 million from five years earlier to reach 11 million in May 2021.”

In turn, Kalibrate finds that while 2024 fuel sales have increased, and have increased over the past four years, fuel sales are still lower than what they were pre-COVID.

Big oil does not control all retail gas operations

A common myth is that Big Oil controls gas stations and they are the ones that set gasoline prices in Canada. It is something Canadians love to grouse about over their Tims coffees, especially during holidays and most often during the summer months where prices change when it seems everyone is heading off to cottages. It is a summer

tradition, one might say.

The reality, though, is very different.

In 2024, Kalibrate identified 90 distinct fuel brands in Canada, down from 97 in 2023. The top three brands—Esso, Petro-Canada and Shell—account for about 45% of Canadian gas stations.

While those top three brands are owned by refining companies— Imperial Oil, Suncor Energy and Shell Canada—Kalibrate notes that only some 1,333 or 11% of all the gas station sites in Canada are marketer-controlled and have their prices set by the refiner. In fact, most sites are price-controlled by “independent proprietors or

continued on page 10

2025 FORECOURT PERFORMANCE REPORT

companies not involved in refining petroleum products . . . In 2024, the number of sites controlled by an integrated refiner marketer accounted for just 22% of all sites, totalling 2,582 locations. The number of sites controlled by refiners has generally declined over the past two decades, with nearly two thousand fewer sites under the price control of a refiner marketer.”

So, as much as Canadians may wish to believe that Big Oil controls the price at the pump, the reality is prices are controlled by other market forces, seasonal changes in fuel blends and even refinery shutdowns for maintenance.

Not that any of this will stop the annual tradition of grousing about gasoline prices over a Tims.

Electric vehicle charging landscape

An interesting trend highlighted by the Kalibrate study is the increasing number of electric vehicle (EV) charging stations at gasoline stations across Canada.

In 2024, 14.6% of new vehicle registrations in Canada were related to some form of battery electric vehicle (BEV) or plug-in hybrid electric vehicle (PHEV), representing 271,000 vehicles. This is an

ONTARIO AND QUEBEC

GASOLINE STATIONS

5,959 AVERAGE ANNUAL SITE THROUGHPUT 4.21 MILLION LITRES

TOP FUEL MARKETERS: PARKLAND FUEL CORP. COUCHE-TARD SUNCOR ENERGY

TOP BRANDS: ESSO PETRO-CANADA SHELL

REWARDS

The retail gasoline marketplace is predominantly made up of self-serve gas bars, with 85.8 percent of reported outlets operating in this manner. There has been a notable shift away from full-serve offerings. Since 2004, our first survey year, the percentage of full-serve sites has decreased from 36.0 percent to 9.2 percent in 2024.

QUICK FACTS

QUICK FACTS

increase from just 518 vehicles in 2011.

In 2024, 555 gas stations offered charging stations for electric vehicles, an increase since Kalibrate began looking at EV charging in 2019, when only 119 stations had EV chargers and 201 in 2020! With its strong EV adoption rates, Quebec leads with 217 locations offering EV charging stations, followed by British Columbia with 106 locations offering EV charging and Ontario with 105 stations offering EV charging. Fuel marketing companies are also starting to step up with 27 providing EV charging stations, up from 11 in 2019.

Kalibrate anticipates more electric charging stations being added

at gas stations in the coming years with the increasing number of electric vehicles being sold in Canada. However, it is best to keep in mind that for every BEV or PHEV that was sold in Canada in 2024, five gasoline vehicles were sold. That means the need for Canadian gas stations to continue to sell gasoline and diesel will remain strong for many years.

The benefit to adding EV chargers is doing so helps in sustaining revenues for convenience stores, quick-service restaurants (QSRs),

continued on page 13 Up from 3% in 2004 PROPORTION OF BIG

2025 FORECOURT PERFORMANCE REPORT

SHARE OF MARKET BY NUMBER

and car washes that are part of many gas stations. It needs to be remembered that the average charging time for most EVs is around 20 to 30 minutes, a significant window of opportunity for incentivizing people to move into a convenience store or café or to use the car wash once the vehicle is charged.

EV charging stations can help move consumer perceptions of the traditional gas station from a place to simply fuel up to being a “destination stop,” where consumers can enjoy amenities such as free Wi-Fi or a café or QSR with curated local food and beverage offerings while charging their vehicle.

The changing c-store and loyalty offerings

There is an old joke that a c-store that is part of a gas station only sold “smokes and Cokes.”

Today, that is changing dramatically. While in 2004 nearly 45% of gas stations had a convenience store that was 500 sq. ft. or less in size and had a rather traditional set of snack and drink offerings, by 2024 small-sized stores are now seen much less. Now, the small kioskstyle convenience store only makes up some 21% of operations at gas stations, while larger sized convenience store offerings —anywhere between 500 sq. ft. to 1,500 q. ft. or more—makes up more than 37% of the convenience store locations.

Much of that size growth is being driven by large convenience

store retail operators, such as Couche-Tard and 7-Eleven, making significant investments in the sector. The larger size also provides opportunities for such operators to enhance food and beverage offerings, from on-site freshly made meals, healthy snack offerings, such as fresh fruits and vegetarian and vegan meal packages, to beverage alcohol, with a good mix of craft brews and local wines combined with seasonal meals and snack packages.

QSRs are also becoming more common, adding extra value to the gas station operation with nearly 24% of locations now offering a QSR, thereby helping increase traffic to the gasoline and EV charging services.

Another way gas stations are working towards becoming a “destination stop” is by leveraging loyalty programs. Loyalty offerings are a means to attract customers to earn points that can be used to future fuel purchases to offerings in the convenience store and QSR operation, or the car wash.

In 2024, nearly 9,000 gas stations (77%) offered some form of loyalty program, an increase from 8,500 locations (73%) in 2023, the first year this data was collected. As to be expected, most loyalty programs being used are associated with PC Points, Air Miles, Petro Points, and Journie Rewards.

All this points to gas stations and their convenience operations evolving to meet changing consumer demands and to develop new or expand existing profit centres. OCTANE

JUST TAP N GO!

MARKETING AT THE PUMP

Innovations have elevated the humble, hard-working gasoline pump into a key marketing tool for gas and convenience operations

BY TOM VENETIS

HOW LONG DOES one spend pumping gasoline?

One likely never thinks about it—simply using the time at the pump to think about dinner, look at one’s phone or stare at the pump’s display to see how much one is spending to fill the tank. According to Geotab, people spend between eight and 12 minutes at the pump each time they stop for fuel—and usually do so when their tank is down to one-third.

Those eight to 12 minutes represent a prime segment for marketing to customers at gas stations and their convenience stores.

Capturing the customer

The question for operators of gas stations becomes how to capture that attention, and once it has been done, turn that into an incremental and profitable sale. Traditionally, this has been done with standard signage, almost as long as gas stations have existed—from sandwich boards advertising gas prices to colourful signs promoting windshield washer fluid, coffee and snacks.

What distinguishes such signage is that it is static and easily ignored. The only dynamic display on the pump was the one showing how much gasoline was going into the tank and the price per litre. The greatest advances in pump technology for some time were the incorporation of credit and then debit card readers to make paying for fuel more convenient.

“Back in my day, TVs in a gas pump wasn’t a thing,” says Gresyon Gsell, business unit manager, media solutions, Invenco by GVR. “There were still a lot of pumps back then that didn’t have car readers when I

started to drive. A lot has changed since then.”

Gsell says gas station operators soon realized that the time spent pumping gasoline was an untapped period where they could—and should—be communicating with customers.

“This really began to change when gas operators with convenience operations began to transition their convenience operations from the classic ‘Coke and smokes’ to having them being more unique,” he adds. “They wanted to be more than a gas station with a convenience store…. so, they needed to become more sophisticated in how they leveraged and engaged that time at the forecourt to get people into their stores with those new offerings.”

He gives the examples of companies such as Sheetz and QuickTrip in the United States, which have been successful in leveraging that time in the forecourt to bring people into their stores. To do that, pump technology has evolved beyond simply having convenient card readers.

Today’s pumps are equipped with large, high-definition screens that allow for more direct and meaningful engagement with customers. These screens can display ads, promote in-store specials, highlight loyalty program offers and share dynamic, useful information.

“Considering that payment at the pump is now widespread, the customer interface screen is even more important to leverage targeted messaging at the pump as a powerful way to drive customers into the c-stores,” says Catalina Ruiz, product manager, National Energy Equipment. “For, example, lottery advertisements are one of the main traffic drivers to visit in-store. According to a

Catalina Ruiz

Greyson Gsell

study conducted in Quebec, having lottery media at the fuel dispenser increased traffic to the store from 45% to 56%. Playing exciting video ads at the pump not only persuades buyers to visit the c-store, but also provides a new revenue stream for retailers who can tap into national advertisers who are buying digital screen time through Canadian media experts.”

John Morris, senior director, Anthem product management, Dover Fueling Solutions, adds that what is most exciting about the new technologies being incorporated into fuel dispensers, such as his company’s DFS Anthem UX fuel pump, can be programmed to react to what the customer chooses at the pump, by running a video or promotion that will incentivize the customer to upgrade to a higher octane fuel or add a promotion for a store offering when they choose a specific fuel grade.

He describes it as “behaviour-driven media promotion where, because you own the screen, you can do some very interesting digital promotions. Imagine the customer chooses 87 octane, and in this case the pump using DX Promote can run a clip showing the virtues of the higher grade, premium fuel, that it burns more cleanly and is efficient for your engine.”

Morris adds that pumps with this kind of technology can integrate with loyalty programs to offer a more personalized, customer-centric experience—from registering new customers right at the pump to presenting offers based on their known purchasing habits.

“You can have the pump say, ‘Hey, you are part of our loyalty program and since you are putting 91 octane fuel into your tanks, we can offer you a discounted coffee or to take 10% off your car wash,” Morris continues. “The idea is you can customize the screen in a way to both gather customer information and then use that information to very subtly move people from a lower grade fuel to a higher grade fuel, or to promote different levels of a car wash, and to use the screen to explain to the customer, by pressing a button on the screen, what each level of wash offers, from basic to ultra-premium.”

Ruiz points to a recent study by Equilibrium that found engaging loyalty members at the pump was the leading method of “bringing fuel and EV charging shoppers in-store. . . the right message at the right time can make a difference between going into the store or not.”

Engagement in the store

Jamie Thomspon, CEO and founder of Adapt Media, says that incentivizing customers should continue in store as well.

Adapt Media, a provider of digital signage and engagement solutions for gas and convenience operations, offers tools to market directly to customers at checkout or through screens placed strategically in-store or facing out onto the forecourt.

“The screen in the window, for example, does a couple of things,” he says. “It calls the person to come into the store, and it reminds them of such things as, say, if they are hungry or thirsty or is there something you may have forgotten to buy? It can help increase the revenue for their own products, such as coffee or a car wash. It not only helps in increasing product sales, but at the end of the day it helps in the customer experience and provides a unification of the message the operator and vendors are trying to convey.” OCTANE

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John Morris

National Shopper Study

Forecourt

Marketing Report: Satisfying choices

BY MICHELLE WARREN

IT’S AN AGE-OLD challenge for c-gas operations driving forecourt customers in-store to boost incremental sales. However, operators have several marketing tools at their disposal to give shoppers the push they need.

Gas pump-related tactics saw improved effectiveness, with nozzle display ads, pump-side ordering and video displays all showing increased influence compared to the previous year, according to new data from the 2025 C-store IQ National Shopper Study. Working with the research team at EnsembleIQ, we asked 2,000 c-gas shoppers from across Canada about their habits and preferences when shopping the channel.

Of note, we found that nozzle display ads and video displays on pumps are particularly effective for Ontario shoppers (21% and 15% respectively), with the ability to order at the pump driven by those in Alberta (19%) and British Columbia (21%).

With people on the move and routines level-set in a way not seen since the pre-pandemic days, consumers across Canada are fuelling up more often—and that’s presenting an opportunity for c-gas operators to use forecourt communications to amplify promos and entice price-conscious consumers in-store.

Despite rising gasoline prices, weekly visits that include a fuel purchase increased significantly vs. a year ago. Among the top occasions for shopping at convenience stores, almost half of shoppers (46%) cited buying gas, and that’s being driven by generation X (51%) and boomers (53%).

However, forecourt shoppers tell us the primary reasons they avoid in-store are lack of need, the high prices of items compared to other stores and the ease of paying at the pump. At the same time, we know shoppers are time pressed and looking for ways to make life easier.

For operators, there’s an opportunity to craft messaging designed to tap into consumer pain points and dispel often outdated assumptions about c-stores, such as pricing, variety and quality of prepared food. Plus, as we head into summer and people increasingly socialize with beverage alcohol, using signage and forecourt communications to remind Ontario shoppers that they can fuel up, then pick up snacks and suds in one stop, is a win-win. OCTANE

Most shoppers would visit convenience stores more frequently if prices improved. Additionally, key areas to focus on include expanding product variety, enhancing loyalty programs and reducing out-of-stocks. Contactless shopping options have also gained influence compared to last year.

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

H

Banners/window signs

Promo signage in forecourt Nozzle display ads

Aspects that influence purchase decision when shopping in-store

of shoppers pay at the pump 89% of shoppers use a credit or debit card when purchasing gas

Reasons people choose to not shop in-store

“Usually, I am just getting gas and then on my way.”

“If I don’t need to buy anything, I don’t go in.”

“Convenience stores are way more expensive.”

“Too expensive! Only use in emergencies!”

”I like to pay directly at the pump for time savings.”

“Paying for my fuel at the pump is convenient.”

“I choose not to go inside a convenience store because I prefer larger grocery stores.”

“Convenience stores typically offer only a limited range of items.”

“Because as a woman, I don’t feel safe.”

“Sometimes there’s ‘sketchy’ people inside.”