The silver lining to the US starting a trade war with Canada and regularly threatening annexation is that it has forced this country out of complacency. Indeed, I'm hard pressed to think of a time, at least in my lifetime, when patriotism and nationalism has united so much of Canada.

According to a recent survey by Angus Reid, the percentage of Canadians expressing a "deep emotional attachment" to the country jumped from 49% in December 2024 to 59% in February 2025. And as further evidence of just how unifying this moment in time is, the province with the biggest increase in attachment to country was Québec.

What it means to be a Canadian is sometimes lazily defined according to who or what we are not. But this precarious moment in time is seemingly reminding us who we are. Of course, it also begs the questions: Where do we want to go from here? And do we have the leadership to take us there?

Let's start by looking at some, but of course not all, of the things that we have going for us as a country:

• Second-largest country in the world by land mass.

• World's longest coastline, with access to both the Pacific and Atlantic Oceans, and increasingly the Arctic Ocean.

• Third-largest proven oil reserves in the world (estimated at close to 300 billion barrels), behind Saudi Arabia.

• World's largest producer and exporter of potash (which is a key component in fertilizers).

• Energy independent and broadly rich in resources (see below diagram).

• A fifth of the planet's surface freshwater.

• Bilingual country — a quarter of the country reported using French at work in 2011 and, as of 2010, Canada had the 5th largest population of Francophones in the world (behind Morocco).

• Multi-cultural country — over 20% of Canadians are foreign-born.

• Robust immigration system that attracts top talent from around the world.

• Highly-educated workforce with some of the world's best universities — over 60% of Canadian adults have a post-secondary education which is one of the highest rates globally.

• Average life expectancy of 82.3 years (2023 data), which is about 5 years higher than that of the US.

• Leader in AI, quantum computing, green tech, and space robotics — Canada produces more AI research papers per capita than almost any other country and the Stanford AI Index (2023) ranked Canada 4th behind only the US, China, and the UK.

Here's some of our bounty (via the Financial Times):

And yet, we are not a global superpower.

Worse, we are lagging behind our G7 peers in GDP growth, we are plagued by declining productivity levels, we are not investing enough in new business creation and entrepreneurship, and we have one of the worst affordable housing shortages in the developed world, among other things. We have been complacent for far too long, and a big part of this is because we have, or at least had, the world's largest economy next door demanding our goods.

As of 2024, 61% of all imported oil to the US came from Canada. And US refineries are specifically setup to refine our crude and viscous varietal. This is good for them. They buy our goopy oil at a discount, refine it, and then sell it for a profit. But now the US is clearly saying there's nothing they need or want from Canada. They've also demonstrated through their actions that, under the current administration, they can no longer be trusted as an ally and trading partner. So it behooves us to evolve. It behooves us to take matters into our own hands.

Here are some ideas:

• Firstly, Canada should become a republic. For me, this is less about the monarchy being outdated (though it is) and more about the fact that a sovereign superpower like Canada should have its own head of state, and not a foreign King.

• Canada needs to increase defense spending and exert much stronger sovereignty over its Arctic lands. For fiscal year 2024-2025, defense spending is projected to reach 1.37% of GDP. This obviously falls short of NATO's 2% target.

• Remove red tape and unleash the Canadian economy. Last year, Canada exported more to the US than between its own provinces and territories. Huh? By some estimates, our economy could grow by up to $5,100 per capita simply by eliminating internal trade barriers.

• Barriers also need to be removed from the delivery of new housing. Canadians have been over-indexing on housing because of eroding affordability. Our current market environment is an ideal time for market reforms. Here's just one recent post that offers a few concrete suggestions for how to do this.

• Grow the Canadian population to 100 million people by 2100. Obviously there are two main ways to do this: We can help Canadians have more babies (more affordable housing certainly assists with this) and we can continue to attract the smartest and most ambitious people from around the world. As of 2022, Canada's fertility rate sat at 1.33, which is below the OECD average of 1.5 births per woman. (The above population target is the focus of a charitable organization called the "Century Initiative.")

• Create a sovereign wealth fund akin to what Norway did. Today, Norway has the largest sovereign wealth fund in the world (based on assets under management) and it translates to over US$325,000 per Norwegian citizen and one of the highest GDPs per capita on the planet. Canada also has abundant natural resources as we know. The revenues generated from these resources should (1) accrue to the Canadian population and future generations and (2) steer the global economy toward a more sustainable future.

• Invest heavily in new infrastructure. This includes everything from high-speed rail to oil pipelines. In 2020, Canada exported 82% of the crude oil it produced, with most of it going to the US via pipeline from western provinces. If the US no longer wants this, then we ought to find some new customers.

• At the same time, we cannot let our abundant natural resources become a curse (see "the paradox of plenty"). We need to be a leader in the new economy. As I've written about before, I find it shocking, for example, that Canada is not stepping up more when it comes to new technologies like crypto. Vitalik Buterin, who is one of the founders of Ethereum and its most prominent figurehead, grew up in Toronto. He went to the University of Waterloo. We should be leveraging this homegrown talent to become a capital of crypto. And this is just one specific example.

• Do everything we can to spur more innovation, more risk-taking, and more private investment. It's one thing to have great Universities that publish a lot of research, but ultimately we need to turn this into thriving companies that employ Canadians and generate wealth for Canadians. Here's a post I published in 2023 called, "Canada has an existential productivity problem."

This is obviously not a comprehensive list of all the things that Canada should be doing as a country. And invariably, some or many of you will disagree with some or most of what I have put forward here. But hopefully we can all agree that now, more than ever, we need a strong Canada. We need to start thinking of ourselves as an emerging global superpower.

Cover photo by Juan Rojas on Unsplash

Here's a timely article talking about the difference between 7-Eleven stores in North America versus Japan, and why the Canadian company, Alimentation Couche-Tard, wants to buy the Japanese company for $47 billion:

So far, owner Seven & i Holdings Co. hasn’t been able to replicate that success at its 13,000 US and Canadian stores, better known for their constantly rolling hot dogs and 30-ounce soft drinks than their fresh food or their ability to inspire effusive posts from social media influencers. The Tokyo-based company, which has been closing underperforming North American stores faster than it’s been opening new ones, is now the target of a $47 billion takeover bid by a Canadian rival that says it can do a better job translating that overseas magic to the market.

I have no idea if this will happen, but Couche-Tard has been trying to buy the company since 2005. If successful, this will create the largest convenience store operator in the world. It will also go down as one of the largest foreign takeovers in Japan. (On a related note, Couche-Tard tried to buy French grocery chain Carrefour SA in 2021, but that was blocked by the French Finance Minister.)

What is clear, though, is that there's an obvious user-experience gap between the stores in Japan and the stores in Canada and the US. As we talked about here, convenience stores in Japan serve solid food and act very much as community hubs. I didn't know this until right now, but in Japan, people also use these stores to do things like send parcels and pay utility bills, and top chefs regularly judge the food.

However, this is based on a supply-chain network that is, at least right now, unique to Japan:

In Japan, which is much smaller, the chain relies on a robust supplier network, where inventory and food preparation take place at more than 150 factories churning out breakfast, lunch and dinner. Product lineups and displays change quickly based on consumer tastes, with each store responsible for analyzing the sales of every product and adjusting orders to reduce waste and control inventory. It’s a management method known as tanpin kanri, which was even taken up as a Harvard Business School case study. “Japan’s convenience stores’ food preparation central kitchens and logistics infrastructure would be more challenging to establish and operate efficiently over vast areas in the US,” Boston says.

There appears to be universal consensus that the key to unlocking additional value is more fresh food and overall better offerings. And presumably Couche-Tard is of the opinion that it will be a better operator and that it can figure out whatever supply chain is needed. Time will tell. But I find it interesting that all of this is arguably about creating a kind of "local corner store" that better serves people's needs.

Cities used to have these in spades. But then we zoned them away, scaled everything up, and optimized around rolling hot dog cookers and big gulps. So in many ways, this story is about a return to fundamentals. It's about figuring out a way to serve quality products to local neighborhoods, in a globalized world. That sounds simple enough, but it's clearly not easy.

Cover photo by Lisanto 李奕良 on Unsplash

It was not my intention to make this building code week on the blog, but for some reason that has happened. So let's continue. Here is an interesting guest essay -- about elevators -- written by Stephen Smith for the New York Times.

Stephen is the founder and executive director of a Brooklyn-based non-profit called the Center for Building in North America. And what they do is conduct research on building codes, specifically in the United States and Canada, and then advocate for reforms.

Here's what he thinks about elevators (taken from the above essay):

Elevators in North America have become over-engineered, bespoke, handcrafted and expensive pieces of equipment that are unaffordable in all the places where they are most needed. Special interests here have run wild with an outdated, inefficient, overregulated system. Accessibility rules miss the forest for the trees. Our broken immigration system cannot supply the labor that the construction industry desperately needs. Regulators distrust global best practices and our construction rules are so heavily oriented toward single-family housing that we’ve forgotten the basics of how a city should work.

Here's how the US compares to a few European countries:

Nobody is marveling at American elevators anymore. With around one million of them, the United States is tied for total installed devices with Italy and Spain. (Spain has one-seventh our population, 6 percent of our gross domestic product and fewer than half as many apartments.) Switzerland and New York City have roughly the same population, but the lower-rise alpine country has three times as many single-family houses as Gotham — and twice as many passenger elevators.

And here's a set of cost comparisons:

Behind the dearth of elevators in the country that birthed the skyscraper are eye-watering costs. A basic four-stop elevator costs about $158,000 in New York City, compared with about $36,000 in Switzerland. A six-stop model will set you back more than three times as much in Pennsylvania as in Belgium. Maintenance, repairs and inspections all cost more in America, too.

If you're interested in this topic, I would encourage you to give the full article a read. It's highly relevant to our ongoing discussions around missing middle housing. If cities, like Toronto, hope to build a lot more apartment buildings (especially smaller-scale ones), they are going to need affordable and plentiful elevator options.

(Thanks to Michael Visser for sharing this article me.)