The Operating Agreement on Direct-to-Consumer Sales of Alcoholic Beverages represents one of the most significant advances in reducing Canada’s internal trade barriers affecting Canadian consumers and wineries in decades. It establishes a common framework that will allow Canadians to purchase wine directly from licensed wineries across provincial borders for personal consumption.

Alberta, Saskatchewan, Manitoba, Ontario, New Brunswick, Nova Scotia, Prince Edward Island and Newfoundland and Labrador are now implementing their approaches to DTC sales. British Columbia, which already permits direct-to-consumer sales of Canadian wine, has committed to implementing DTC for all alcohol categories by February 2027.

“This is a landmark achievement for Canadian consumers and wineries,” said Dan Paszkowski, president and CEO of WGC. “For almost two decades, WGC has advocated for Canadians to have the right to purchase Canadian wine directly from wineries regardless of provincial borders. [This] agreement is the culmination of years of collaboration between governments and industry and represents a transformational step toward a truly national Canadian wine marketplace.”

Deloitte’s independent 2026 report on the future of Canada’s wine industry identified Canada’s fragmented domestic market as the single greatest barrier to the industry’s long-term growth and competitiveness. The agreement directly addresses that challenge by expanding consumer choice and providing wineries with greater access to markets across Canada.

At a time when governments are working to strengthen Canada’s economy, reduce internal trade barriers and encourage Canadians to buy Canadian, this agreement will make it easier for consumers to support Canadian wineries, grape growers, tourism businesses and rural communities.

WGC recognized the leadership of the participating premiers and the extensive work undertaken by provincial officials to develop the agreement and the systems required for implementation. “[This] agreement demonstrates what governments can achieve when they work together to remove longstanding internal trade barriers,” said Paszkowski. “Our focus now shifts from reaching agreement to delivering results for Canadian consumers and wineries.”

WGC encouraged all signatory governments to complete operational implementation by the end of 2026 wherever possible. While the agreement establishes a national framework, Canadians and wineries will realize its full benefits only when every participating jurisdiction has completed implementation, and the system is fully operational. WGC also encouraged participating governments to maintain zero or very low direct-to-consumer levies and administrative charges.

The success of the agreement should be measured by whether it expands consumer access and winery sales, not by replacing traditional liquor board markups with new barriers that discourage direct-to-consumer commerce. Quebec and Yukon participated in developing the agreement and are establishing the infrastructure required to implement DTC sales, with the objective of joining in the near future.

“[The] agreement marks the beginning of a new era for Canadian wine,” said Paszkowski. “Canadians will have greater access to Canadian wines than ever before, while wineries gain access to new markets across the country. Our work now continues to ensure implementation is completed quickly, direct-to-consumer levies remain low, and governments continue building a truly integrated Canadian wine marketplace.”

While today’s agreement represents a landmark achievement, additional work remains to strengthen Canada’s domestic wine market. Wine Growers Canada will continue working with governments to:

• Support the timely implementation of direct-to-consumer wine sales across Canada
• Encourage all participating jurisdictions to maintain zero or very low DTC levies and administrative fees
• Expand opportunities for Canadian wines within provincial liquor retail systems across the country
• Encourage provinces to extend successful provincial wine support programs, such as the BC Quality Program, Ontario VQA Support Program and similar provincial initiatives, to eligible Canadian wine sold into other participating provinces.

Together, these measures will help create a stronger domestic market for Canadian wine, provide greater consumer choice, support investment by Canadian wineries and further reduce barriers to internal trade.

Alberta, Saskatchewan, Manitoba, Ontario, New Brunswick, Nova Scotia, Prince Edward Island and Newfoundland and Labrador are now implementing their approaches to DTC sales, allowing individual Canadians to order their favourite wine, spirit, beer or other alcoholic beverages directly from licensed producers across the country. ¹

British Columbia is committing to have their system in place to implement DTC for all types of alcohol in February 2027. This is a major expansion of consumer choice and increases producer access into new Canadian markets.  

Other signatories to the 2025 MOU on DTC Sales of Alcoholic Beverages – Quebec and Yukon – have worked hand-in-hand with the signatories to develop the terms of the agreement and are in the process of establishing the necessary infrastructure to implement DTC in their jurisdictions, with the aim of signing on to the agreement in the near future.  Yukon will be taking steps to implement DTC and is working closely with Yukon’s dry communities to ensure their preferences are reflected. 

With today’s announcement, participating jurisdictions are following through on a key commitment made by First Ministers at their meeting on Jan. 29, 2026, to support the reduction of barriers to internal trade for alcoholic beverages.

Provinces and territories remain committed to working with each other and the federal government to maintain momentum in removing barriers to build a more resilient and streamlined economy and to unlock Canada’s full economic potential.

1. Manitoba and New Brunswick allowed DTC sales on all alcohol products prior to this agreement. Nova Scotia and British Columbia also allowed DTC for Canadian wine, with British Columbia continuing to allow these DTC wine sales from all provinces and territories. Ontario and Nova Scotia further signed a bilateral DTC operating agreement in March 2026, and Alberta and British Columbia also have an agreement on DTC sale of wine. ︎

On July 13, Brown‑Forman, maker of Jack Daniel’s, announced that Lawson Whiting will retire from his role as president and CEO, effective upon the appointment of a successor. The Brown‑Forman board has initiated a search, pursuant to its succession process, to consider internal and external candidates. Whiting will remain available to serve in an advisory capacity for a period of time following the appointment of a successor to ensure business continuity and support a smooth handover. 

“On behalf of the board and the Brown family, I want to thank [Whiting] for his nearly 30 years of dedication to Brown‑Forman,” said Marshall B. Farrer, chairman of Brown‑Forman.

“[Whiting] has been a steadfast steward of founder George Garvin Brown’s vision – leading this company through an era of macro challenges and change with a clear and consistent vision for building the most premium portfolio in the industry and ensuring there was ‘Nothing Better in the Market.’ Under Lawson’s leadership, Jack Daniel’s extended its presence into new international markets and categories, Woodford Reserve grew into the world’s leading super-premium American whiskey and our founding brand, Old Forester, tripled in volume and increased net sales six-fold over the last decade. Today, Brown‑Forman’s portfolio is one of the most respected in the global spirits industry. The board is deeply grateful for [Whiting’s] leadership and his commitment to the people and brands of Brown‑Forman.”

Farrer added, “As we begin our search pursuant to our succession process, we do so with confidence in our business, our people and our opportunities to create long-term value for all Brown‑Forman stakeholders. [Whiting] will continue to advance our strategic and operational priorities, including expanding our geographic footprint, building brands that resonate with consumers and enhancing operational efficiency, while the board conducts the succession process.”

“It has been the privilege of a lifetime to lead Brown‑Forman,” said Whiting. “From my earliest days with the company to my time as CEO, my tenure has been defined by the extraordinary people I have worked alongside. We are entering this transition from a position of strength. Brown‑Forman has principled leadership, a foundation of iconic brands and a global team with immense depth and talent. I have every confidence that the succession process will surface the right leader for Brown‑Forman’s next generation of growth, and I look forward to supporting a seamless handoff that ensures our momentum never wavers.”

Cider Canada will provide an equal contribution, bringing the total approved project value to $196,900. “Canadian cider has a strong and distinctive story to tell,” said Barry Rooke, Executive Director of Cider Canada / Cidre Canada. “By working together nationally, we can open doors and create opportunities that many producers would find difficult to pursue on their own for a product that deserves to be further showcased internationally.”

Running from April 1, 2026, to March 31, 2028, the project will help Canadian cider producers better understand priority markets, develop a co-ordinated national identity for international promotion and establish relationships with importers, distributors, retailers and other prospective buyers.

The project will support:

• Research and analysis of the Canadian and United Kingdom cider markets
• Development of a bilingual Canadian cider export brand and marketing toolkit
• Digital resources, multimedia storytelling and training to support export readiness
• Canadian tasting events and engagement with domestic and international buyers
• A targeted trade mission to the United Kingdom, including business-to-business meetings and product showcases

“The Canadian cider industry is an important part of our nation’s vibrant food and beverage sector, offering unique, high-quality products rooted in Canadian agriculture,” said the Honourable Heath MacDonald, Minister of Agriculture and Agri-Food. “By supporting projects like this, our government is helping producers develop the tools and international relationships they need to compete and grow. Together, we are opening new doors for exporters and enhancing Canada’s reputation for excellence.”

Since Cider Canada / Cidre Canada began its work in 2021, the association has focused on bringing producers together and supporting more co-ordinated growth for the cider industry across the country. This initiative builds on that foundation by providing producers with practical market intelligence, shared promotional resources and stronger connections to potential international partners and provincial partners. It will help the sector grow together nationally while positioning Canadian cider as a distinctive, high-quality Canadian agri-food product in international markets.

This project is funded in part by the Government of Canada under the AgriMarketing Program.

Bottleneck Drive is a scenic, self-guided craft beverage route located in the heart of the Okanagan Valley. The new system‑wide signage upgrade replaces a patchwork of aging and inconsistent signs with a unified, modern network designed to improve navigation across Summerland’s rural roads, agricultural corridors, and tasting destinations. Installation began in May 2026, ahead of the peak summer tasting room season.

“Visitors want to relax and explore, not second‑guess directions,” said Cameron Walker, who led the project for the Bottleneck Drive Association. “This project is about making sure people feel confident moving from one experience to the next so they can focus on enjoying everything Summerland has to offer.”

For nearly two decades, Bottleneck Drive has operated under an agreement with the District of Summerland that allows local businesses to participate in a co-ordinated signage program. As the touring route expanded and membership evolved, signage across the community became increasingly inconsistent in design, sizing and placement.

In August 2024, Bottleneck Drive initiated a comprehensive consultation and redesign process to modernize the system and improve the overall visitor experience. Working with graphic designer Phred Martin, the organization conducted a full audit of the existing signage network and developed a refreshed system focused on improved visibility, readability and consistency. The new design complements Summerland’s agricultural landscape while ensuring signs can be quickly understood by visitors navigating rural roads.

“Wayfinding is a key part of how people experience a place,” said Sally Pierce, from Destination Summerland. “This updated system supports tourism, improves navigation and helps visitors move through the community more comfortably while maintaining the character of our rural environment.”

The project also included a refresh of the Bottleneck Drive logo, which had remained largely unchanged for more than 20 years. The updated identity aligns with the new signage system while maintaining familiarity for returning visitors. Production of the signage was completed by Wayside in Kelowna, with significant funding support provided through a grant from ETSI‑BC. “Clear, co-ordinated wayfinding strengthens visitor confidence and helps communities showcase what they offer,” said Laurel Douglas, CEO of ETSI‑BC. “This project is a strong example of infrastructure that supports both tourism and local businesses.”

“The design needed to work at driving speed, in changing light, and across varied terrain,” said Martin. “Clarity always came first, with branding that feels appropriate to Summerland’s landscape and pace.”

The new signage reflects the continued evolution of Bottleneck Drive as one of B.C’s established beverage touring routes, a diverse collection of wineries, cideries, breweries, distilleries and hospitality experiences throughout Summerland, welcoming visitors from across B.C. and beyond.

For more information, visit bottleneckdrive.com.

For generations, brewers accepted hop loss as part of the process. Massive whirlpool additions and aggressive dry hopping delivered exceptional aroma but also increased trub, reduced finished beer yield and increased wort absorption.

The cost was considered unavoidable – the price of making great IPA. Today, that assumption is being challenged.

As ingredient costs rise and brewery margins tighten, many operations are beginning to evaluate hops not only by sensory contribution but also by operational efficiency. The question has shifted from “How much hop character can we create?” to “How much hop character can we create without sacrificing beer?”

Advanced hop products are providing new answers

Unlike traditional pellet additions, concentrated aroma extracts isolate the compounds brewers actually want – the essential oils and flavour-active components – while eliminating much of the vegetative material responsible for absorption losses. The implications extend well beyond ingredient savings.

Every barrel retained through reduced trub translates directly into additional sellable beer. Across hundreds of batches per year, relatively small improvements in yield can produce meaningful financial returns without requiring additional fermentation capacity or capital investment.

Products such as Salvo exemplify this shift toward efficiency. Produced from 100 per cent hops through carbon dioxide extraction, the product delivers variety-specific aroma while removing the alpha acid fraction and excess plant material. Brewers gain expressive hop character without introducing unwanted bitterness or unnecessary solids into the process.

Perhaps most importantly, these technologies are changing how breweries think about recipe design. Rather than replacing hops altogether, advanced hop products allow brewers to strategically supplement traditional additions where they provide the greatest benefit. Whirlpool applications, in particular, become opportunities to maximize aroma while minimizing losses.

The movement reflects a broader evolution occurring throughout the brewing industry. Modern breweries increasingly evaluate ingredients through multiple lenses: sensory impact, sustainability, operational efficiency and profitability. The best innovations are those that improve all four simultaneously. Purists may debate whether extracts belong in brewing, but history suggests innovation has always defined the industry.

Ultimately, consumers judge beer by what’s in the glass, not by how much wort was left behind in the whirlpool. For breweries navigating today’s economic realities, the next competitive advantage may not come from using more hops. It may come from using hops more intelligently.

Not long ago, non-alcoholic beverages occupied a small corner of the beverage industry, serving a niche audience with limited expectations.

Today, that landscape has changed dramatically. Consumers are seeking flavourful alternatives that fit active lifestyles, wellness goals and moderation habits without sacrificing complexity or craftsmanship. For breweries, that shift presents an opportunity – but only if they can enter the category efficiently.

Traditional beer production requires fermentation capacity, yeast management, extended tank residency and significant raw material investment. Hop water, by comparison, eliminates many of those constraints while allowing breweries to leverage what they already know best: hops.

The challenge has never been demand. It’s execution

Conventional hop additions introduce vegetative material, inconsistent extraction and bitterness that can quickly overwhelm beverages built on water rather than malt. What brewers need is precision: concentrated hop aroma that delivers flavour without the baggage. That’s where modern water-soluble hop products are changing the conversation.

Products like LLZ provide bright lemon and lime characteristics that can transform carbonated water into a refreshing, hop-forward beverage with minimal additional ingredients. Because the product is derived entirely from hops and contains no added emulsifiers or unnecessary synthetics, producers can maintain clean labelling while achieving repeatable flavour.

Similarly, SalvoPlus offers breweries another tool by delivering expressive hop aroma without introducing bitterness or plant material. Unlike traditional dry hopping, brewers can dose with accuracy, minimize product loss and avoid sacrificing yield.

Perhaps the greatest advantage is speed

Developing a new beer often requires weeks of production planning and tank occupancy. Developing a hop water can be accomplished in hours. Brewers can prototype multiple formulations in a single afternoon, adjusting aroma intensity or citrus character with precise additions rather than waiting through an entire fermentation cycle.

The economics are equally compelling. Every brewery has experienced the challenge of balancing innovation with production capacity. Hop water creates an additional revenue stream without competing for fermentation space, allowing breweries to diversify portfolios while maximizing existing infrastructure. The opportunity extends beyond hop water itself. Sparkling beverages, functional drinks, ready-to-drink cocktails and alcohol-free IPAs are all benefiting from advanced hop ingredients that deliver authentic hop character with greater control than traditional methods.

Consumer behaviour suggests moderation is becoming a permanent segment rather than a passing trend. Breweries that embrace the category today may discover they’re not simply adding another stock keeping unit – they’re creating an entirely new business line.

The future of brewing may still revolve around beer, but increasingly, it also revolves around what hops can become when brewers aren’t constrained by fermentation.

A sincere thank you to:

• Dave Brimacombe and the team at Wayward Distillery
• Jordan Ramey and the team at Burwood Distillery
• All additional sources and collaborators who helped bring clarity and depth to this story

And of course, thank you to Chelsea Clarke for her thoughtful reporting, curiosity and care in telling this story. The Poured Canada team is honoured to see this work recognized at a national level.

The assumption is that people simply like beer less than they used to. That explanation is incomplete.

A lot of the change we’re seeing isn’t about people liking beer less. It’s about people spending less time together, and beer has always been about connection. Across Canada, people are socializing less often. According to Restaurants Canada’s 2025 Foodservice Facts report, three out of four Canadians say they are eating out less due to the rising cost of living, and that figure increases to 81 per cent among those aged 18 to 34.

Housing costs, irregular work schedules, digital habits, and the lingering effects of the pandemic have also reduced opportunities for informal, in-person socializing. The “third places” that once anchored communities – neighbourhood pubs, local restaurants, community halls and gathering spots – are under strain. When communities gather less, beer is part of what gets lost.

For some, this may seem like a positive change. But in truth, it points to a deeper problem. This isn’t just about drinking habits, it’s about social infrastructure.

For generations, beer has been part of how Canadians connect after work, at community events, during major sporting moments and at family celebrations. These shared experiences help build relationships, reduce isolation, support mental well-being and foster informal exchanges where ideas, creativity and collaboration often emerge. Strong social connections are essential not only to personal health, but also to vibrant, innovative and resilient communities.

When gathering places and shared rituals weaken, the social fabric frays. People become more isolated, local businesses struggle and communities lose important spaces for dialogue, belonging and mutual support.

If we are serious about supporting healthy, connected communities, we need to look beyond individual consumer choices and address the structural factors that make gathering harder, from affordability and taxation to the sustainability of neighbourhood pubs, restaurants and community spaces.

Start with affordability

Affordability is now one of the biggest barriers to social participation. Nearly 46 per cent of the price of beer in Canada is made up of taxes and government charges. Automatic tax increases, mark-ups and layered regulatory costs make social occasions more expensive every year, even when household budgets are already stretched.

When meeting friends becomes unaffordable, people stop going out. They stay home. They disconnect. Keeping taxes and fees under control is not about encouraging overconsumption. It is about ensuring that everyday social interactions remain accessible to hard-working Canadians.

Restore balance in beer taxation

Canada’s beer tax system has become increasingly disconnected from economic reality. Automatic annual increases happen regardless of market conditions, sales trends or affordability pressures. Predictable, reasonable taxation allows brewers to invest, innovate and keep prices stable. It also helps ensure that beer remains a practical, social option rather than an occasional luxury. Smart tax policy supports moderation, stability and community life.

Protect bars and restaurants as community anchors

Bars, pubs and restaurants are not just businesses. They are social institutions. They are where neighbours meet, teams celebrate, friends reconnect and communities come together. They employ over one million Canadians and serve as a training ground for countless young people, anchoring main streets in towns and cities across the country.

For many of these establishments, beer is also a key driver of profitability, helping to sustain operations, support staffing and reinvest in their businesses. Yet these establishments are facing unprecedented cost pressures, from labour and rent to energy and insurance, on top of declining foot traffic. Protecting the hospitality sector is about protecting places where connection happens and opportunities begin.

Policy decisions that increase costs or undermine viability weaken the very spaces that foster responsible, social drinking, workforce development and community engagement.

Rebuild social infrastructure

Strong communities do not happen by accident. They depend on affordable places to gather, stable local businesses, supportive regulatory environments and policies that recognize social value alongside fiscal considerations. When we invest in this social infrastructure, we strengthen mental health, economic resilience and civic life.

Beer has always played a role in that ecosystem. When enjoyed responsibly, it brings people together, marks important moments and helps create shared experiences that reinforce community bonds.

A broader conversation worth having

Declining beer consumption should not be viewed in isolation. It is a signal of deeper shifts in how Canadians live, work and connect. If we want stronger communities, we must make it easier for people to spend time together. That starts with affordability and requires fair, predictable taxation. This means repealing the federal automatic annual beer tax hike and ensuring provincial governments steer clear of new mark-up and tax increases that further strain consumers and local businesses.

Beer is not just a product. It is part of Canada’s social fabric. Preserving that fabric benefits consumers, workers, businesses and communities alike.

Recent economic analysis from Deloitte highlights the scale of this ecosystem, describing Canada’s wine sector as a “wine supercluster,” a collection of regional wine economies that collectively function as a powerful engine for national growth.

Today, that supercluster contributes $10.1 billion annually to Canada’s GDP and supports roughly 99,300 full-time equivalent jobs across the country. Yet the most important finding is not the industry’s current size. It is the scale of the opportunity still ahead.

A supercluster built around place

Wine production differs from many other industries because it is deeply tied to geography. Vineyards require years to establish, decades to mature and generations of stewardship to thrive. Once vines are planted, they anchor investment, employment and economic activity in the communities around them.

For this reason, wine regions tend to evolve into clustered economies where interconnected businesses grow together. Vineyards supply wineries. Wineries attract visitors. Visitors create demand for restaurants, hotels, events and local food producers. Transportation services, educational institutions and cultural organizations then expand to support the growing destination economy.

Across Canada, these clusters have emerged in regions such as British Columbia’s Okanagan Valley, Ontario’s Niagara Peninsula, Quebec’s Eastern Townships and Nova Scotia’s Annapolis Valley. Together they form an ecosystem that spans grape growing, wine production, distribution, tourism, hospitality and cultural programming.

The economic effects extend well beyond wineries themselves. Of the $10.1 billion in annual GDP contribution, approximately $3.2 billion comes directly from wine production, while the remaining $6.9 billion flows through interconnected sectors such as tourism, hospitality and transportation. In other words, the wine economy is not just an agricultural sector – it is a regional development platform.

The market share opportunity

Despite its economic impact, Canadian wine still accounts for a relatively small share of domestic wine consumption. Canadian wines account for about 28.8 per cent of domestic wine sales. By comparison, wine-producing countries such as France and Italy see domestic products dominate their markets. In France, roughly 83 per cent of wine consumed is produced locally.

Economic modelling suggests that increasing Canadian wine’s domestic market share could significantly expand the industry’s overall impact. If Canadian wines reached 51 per cent domestic market share over the next 15 years, Deloitte estimates that the industry’s total economic contribution could grow from $10.1 billion to $13.7 billion annually.

This growth would not be confined to wineries. Since wine operates within an interconnected cluster, each additional bottle of Canadian wine sold generates ripple effects across the broader economy. A single 750-millilitre bottle of 100 per cent Canadian wine generates an estimated $88.50 in economic activity when accounting for supply chains, tourism, hospitality and related services. Domestic market share growth, therefore, represents more than an industry goal; it represents a regional economic development strategy.

Strengthening the value chain

Wine production sits at the centre of a layered value chain that stretches from agriculture to tourism. At the beginning of the chain are vineyards, which require land preparation, irrigation systems, agricultural labour and specialized equipment. Grape harvests feed wineries, where fermentation, aging, bottling and packaging create additional manufacturing activity.

Beyond the winery gates, distribution networks, logistics providers, marketing firms and retail channels bring products to consumers. At the same time, wineries act as powerful tourism anchors. Visitors drawn to wine regions spend on accommodations, dining, cultural attractions and local experiences.

Economic modelling shows that more than 77,000 jobs are supported annually in wine-related industries, including food services, accommodation, recreation and transportation. In practical terms, a greater domestic market share would likely drive:

• Expansion of vineyard acreage
• Increased demand for Canadian-grown grapes
• Investment in winery infrastructure and equipment
• Growth in hospitality and tourism services
• Expanded distribution and logistics networks

These ripple effects reinforce both agricultural supply chains and service-sector economies.

Wine tourism and destination development

Wine regions have also become some of Canada’s most dynamic tourism destinations. Visitors are drawn not only by vineyards, but by the broader experiences that wine regions offer, such as culinary tourism, farm-to-table dining, cultural festivals, outdoor recreation and scenic landscapes.

Before the pandemic, Ontario wineries welcomed approximately 2.7 million visitors annually, generating significant economic activity across hotels, restaurants, transportation services and local retail. Globally, leading wine regions have embraced this connection between wine production and tourism. Governments in France, Spain and other major wine-producing countries have developed long-term strategies that integrate wine, gastronomy, culture and travel into co-ordinated destination economies. These approaches recognize that wine regions function as economic ecosystems, where agriculture, tourism and cultural identity reinforce one another.

Canada’s wine regions already display many of these characteristics. The opportunity lies in strengthening them further.

Building competitive foundations

While Canada’s wine industry has grown steadily over the past two decades, structural challenges remain. Deloitte’s analysis notes that Canadian producers operate within a complex policy environment that includes relatively high effective tax rates and regulatory fragmentation across provinces.

By contrast, many leading wine jurisdictions pair strong domestic markets with supportive frameworks designed to encourage long-term investment. These often include capital investment programs, market development strategies and policies that reduce internal trade barriers.

Such frameworks help wineries invest confidently in vineyards, facilities and tourism infrastructure; investments that can take decades to fully mature.

A long-term growth story

One of the most striking realities of wine production is how limited suitable vineyard land is. Globally, only about one per cent of the world’s arable land is suitable for wine grapes. Planting vineyards, therefore, represents a generational commitment. The investments made today in land, vines, infrastructure and brand development shape regional economies for decades.

Canada’s wine supercluster already supports nearly 100,000 jobs and more than $10 billion in economic output each year. If domestic market share expands significantly, that economic footprint could grow substantially, bringing benefits that extend well beyond wineries themselves. Those gains would appear in stronger rural employment, expanded hospitality and culinary businesses, deeper supply chains and more vibrant tourism destinations.

Seen through this lens, wine country is more than a lifestyle destination. It is a form of economic infrastructure, a rooted, place-based industry capable of driving regional growth for generations. As Canada’s wine regions continue to mature, the opportunity ahead may be just as important as the success already achieved.