{"id":9786,"date":"2025-05-27T00:00:00","date_gmt":"2025-05-27T04:00:00","guid":{"rendered":"https:\/\/www.restaurantscanada.org\/menu\/past-as-prologue\/"},"modified":"2026-10-20T13:40:56","modified_gmt":"2026-10-20T17:40:56","slug":"past-as-prologue","status":"publish","type":"menu","link":"https:\/\/www.restaurantscanada.org\/fr\/menu\/past-as-prologue\/","title":{"rendered":"PAST AS PROLOGUE"},"content":{"rendered":"\n

In Conversation with Jeremy Bonia<\/strong>: Sommelier, Restaurateur & Outgoing Chair of the Restaurants Canada Board of Directors<\/h3>\n\n\n\n

For more than a decade, Jeremy Bonia has stood at the crossroads of hospitality and advocacy, balancing the immediate demands of running restaurants with the broader fight to shape national policy. As he steps down from his extended two-year tenure as Chair of the Restaurants Canada board of directors, Bonia leaves behind a legacy as a steady hand in turbulent times\u2014guiding an industry still in flux as it grapples with yet another wave of economic shocks, from labour shortages and inflation to a trade war with the U.S., adding new layers of political and supply chain pressures.<\/p>\n\n\n\n

Restaurants, as Bonia sees them, are more than places to eat. They are the town halls of modern life, where culture, economy, and community quietly converge\u2014until crisis exposes the fragility of it all. The pandemic delivered a gut punch to foodservice, shuttering businesses, upending supply chains, and laying bare the precarious economics of an industry too often taken for granted. As Chair, Bonia led a galvanized board and a newly assertive Restaurants Canada, not just lobbying for survival but fighting for a permanent seat at the table where policies that shape foodservice are made.<\/p>\n\n\n\n

Since its beginning, Bonia\u2019s career has been defined by a deep respect for food, wine and the people who serve them. In St. John\u2019s, Newfoundland, he helped build Raymonds into a fine-dining institution, proving that a restaurant on Canada\u2019s easternmost edge could command global attention, from Canada\u2019s 100 Best list to En Route magazine as Canada\u2019s Best New Restaurant\u2014only to see the beloved institution fall casualty to the pandemic. He later co-founded Portage and The Merchant Tavern\u2014more casual but equally ambitious ventures that further cemented his reputation as a leader in Canada\u2019s restaurant scene. Just recently, he stepped away from The Merchant Tavern, marking a new chapter in his
career.<\/p>\n\n\n\n

He envisions a more resilient, united, and respected sector\u2014one that shapes cities and communities long before anyone takes notice. And as he steps away from boardrooms and parliamentary meetings, he returns to where it all began: building restaurants, one plate and one bottle of wine at a time.<\/p>\n\n\n\n

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MENU: After years of shaping restaurant culture\u2014both in the dining room and the boardroom\u2014you\u2019ve stepped away from The Merchant Tavern, Portage, and now the Restaurants Canada board. What\u2019s next for you?<\/strong><\/em><\/p>\n\n\n\n

Jeremy Bonia: <\/em><\/strong>We sold The Merchant Tavern to our partner in October, and since then, I\u2019ve been in a bit of a free agency period. I\u2019ve been doing some consulting, and I recently partnered with a group as a managing partner at Grotto, a new restaurant here in St. John\u2019s. I\u2019m also working with a few other restaurants in the province, helping them navigate different challenges. It\u2019s been nice, honestly\u2014getting to share what I\u2019ve learned over the years, working with different operations and figuring out how to make things better. I\u2019m really enjoying it.<\/em><\/p>\n\n\n\n

MENU: Is consulting something you see as a long-term career move, or is it more of a way to reset before deciding on your next venture?<\/strong><\/em><\/p>\n\n\n\n

JB: <\/strong>Honestly, it started out of pure boredom. It was my first summer off in a long time, and while that was nice for a while, when fall rolled around, my kids went back to school, and I found myself wondering, \u201cWhat am I doing?\u201d Then this opportunity came up\u2014I was approached by a group to get involved, and I said, \u2018Okay, yeah, I\u2019ll do it\u2019. And I\u2019ve really enjoyed it.<\/em><\/p>\n\n\n\n

I love the variety\u2014working with different restaurants, solving different problems, getting a fresh challenge every day. With Grotto, I\u2019ve been given a completely blank slate\u2014menu, wine list, staff, everything. That\u2019s exciting. With the other businesses I\u2019m working with, it\u2019s more about fine-tuning\u2014troubleshooting cost overruns, labour challenges, making things more efficient without overhauling what already works.<\/em><\/p>\n\n\n\n

The best part is getting to go home at night without worrying about whether the dishwasher showed up.<\/em><\/p>\n\n\n\n

MENU: You\u2019ve spent years advocating for restaurants at the national level. From your perspective, what role do they play in shaping culture, community, and the economy?<\/strong><\/em><\/p>\n\n\n\n

JB: <\/em><\/strong>Coming from a smaller market like St. John\u2019s\u2014it\u2019s technically a city but still feels like a small town\u2014I see restaurants as more than just businesses. They\u2019re the heart of the community, places where people gather, connect, and build relationships. That\u2019s true across Canada, whether it\u2019s an independent spot or a chain. Walk into a Tim Hortons or an A&W in a small town, and you\u2019ll find the same group of regulars there every morning, treating it like their own town hall.  Beyond that, restaurants are huge supporters of their communities. They\u2019re the first to be asked for donations when there\u2019s a kids\u2019 sports fundraiser, a charity event, or even a local family in crisis. The amount of money that flows back into communities through restaurants is massive\u201496 cents of every dollar spent in a Canadian restaurant stays in Canada. But despite that, we\u2019ve been taken for granted. People don\u2019t always think of restaurants as an industry the way they do manufacturing or tech\u2014it\u2019s just assumed we\u2019ll always be there.<\/em><\/p>\n\n\n\n

And some of these places have been around forever. They\u2019re institutions. You see it in Toronto, too, with places like Terroni or Canoe, or even a JOEY\u2014they\u2019re landmarks in their own right. Restaurants aren\u2019t just where people eat; they shape cities and communities in ways that often go unnoticed until they\u2019re gone.<\/em><\/p>\n\n\n\n

MENU: What led you to join the Restaurants Canada board\u2014what convinced you it was worth the commitment?<\/strong><\/em><\/p>\n\n\n\n

JB: <\/em><\/strong>I think it\u2019s been about ten years now\u20142015 was my first real involvement. At the time, Brenda O\u2019Reilly was the Newfoundland representative, and when her term was up, she approached me. I was still fairly new to the industry and, while I was already a Restaurants Canada member, I didn\u2019t know much about what the association or the board actually did.<\/em><\/p>\n\n\n\n

When I attended my first meeting and sat down with people from all over the country\u2014independent operators, CEOs, small business owners\u2014I really got a sense of the issues. The moment that sold me was our trip to Ottawa for Lobby Day on Parliament Hill. Sitting in those meetings, seeing firsthand the influence the organization could have, I thought, \u2018This matters. This is something worth being a part of\u2019.<\/em><\/p>\n\n\n\n

Restaurants Canada has a unique position\u2014we have the weight of the big chains, but also the heart of independent restaurants. And the reality is, whether you own one restaurant or 50, the core issues\u2014labour, costs, government policies\u2014affect everyone. Being on the board has been an incredible learning experience, and the things I\u2019ve learned from the people I\u2019ve met through it have made it even better. It\u2019s been unbelievable.<\/em><\/p>\n\n\n\n

MENU: You became Chair of the Restaurants Canada board during a turbulent period. Looking beyond the immediate challenges of the pandemic, what lasting changes do you think will define the industry moving forward?<\/strong><\/em><\/p>\n\n\n\n

JB: <\/em><\/strong>I don\u2019t take credit for any of this, but I do think we\u2019ve come out of the last few years stronger than ever as an organization. That was part of why I stayed on for an extra year\u2014to provide some stability, especially with a brand-new CEO. Kelly came from the board, and I was her mentor there, so we already had a relationship, which made the transition smoother.<\/em><\/p>\n\n\n\n

The industry is still dealing with so many pressures\u2014taxation issues, tariffs, labour shortages, sustainability\u2014it\u2019s always death by a thousand cuts. But the biggest shift is that Restaurants Canada now has a real seat at the table. In the past, we were always reacting to challenges and government decisions. Now, we\u2019re being contacted before those decisions are made. We\u2019re advising, not just responding\u2014that\u2019s a huge change.<\/em><\/p>\n\n\n\n

A lot of credit goes to Kelly and the team for making that happen. The board\u2019s role has evolved too\u2014we\u2019re here to support, to act as a brain trust, and to provide guidance so the team can focus on executing their goals. And what they\u2019ve accomplished in just two years has been incredible. The organization is more stable, more influential, and better positioned to advocate for the industry than ever before. All we\u2019ve done is just support Kelly and allow her to build a team and find good people who work well together. They\u2019re really in the thick of it right now, and we just had our board meeting last week and it was great to see the change. There\u2019s a confidence\u2014a swagger about them that comes from finding their stride. And I think that\u2019s only going to grow.<\/em><\/p>\n\n\n\n

MENU: You were in a uniquely difficult position\u2014advocating for the industry as board member and then Chair while facing your own challenges, including the closure of Raymonds. What was it like trying to balance those roles?<\/strong><\/em><\/p>\n\n\n\n

JB: <\/em><\/strong>It wasn\u2019t easy wearing both hats. As Chair, my job was to represent the entire industry\u2014independents, chains, multi-units\u2014everyone. I had to separate my own struggles from the broader mission, but at the same time, going through those challenges firsthand made me even more motivated to push for real wins at the national level.<\/em><\/p>\n\n\n\n

COVID was devastating, and we\u2019re still feeling the aftershocks. The debt load, closures, businesses unable to recover\u2014it hasn\u2019t fully settled yet. Newfoundland had it tough, but Ontario had the longest lockdowns\u2014two years. It\u2019s hard to dwell on personal hardships when the entire industry was suffering. Everyone was in the same boat.<\/em><\/p>\n\n\n\n

But in a way, being on the board provided perspective. There\u2019s strength in numbers. Whether we were commiserating or sharing solutions, it helped to connect with operators across the country. Sometimes, a policy that worked in one province could be a model for another. It\u2019s often easier to push change at the provincial level than federally, and governments do talk. In the Atlantic, a shift in Nova Scotia will often ripple across to New Brunswick, P.E.I. and Newfoundland. That\u2019s another way Restaurants Canada and its GR team have learned to apply pressure\u2014leveraging what worked in one place and using it
to move the needle for everyone.<\/em><\/p>\n\n\n\n

MENU: What do you think policymakers and government officials often overlook or undervalue about the restaurant industry\u2019s contribution to culture and the economy?<\/strong><\/em><\/p>\n\n\n\n

JB:<\/em><\/strong> In the past, I think it came down to a lack of knowledge\u2014just simple ignorance about what restaurants really are. There was this perception that restaurants were just small businesses with minimum wage jobs, not major contributors to local economies. But when you look at the numbers, our industry is massive\u2014one of the largest in the country. There\u2019s a restaurant in every single riding in Canada, often multiple. We employ millions. And when you put the entire foodservice sector together, its economic impact is undeniable.<\/em><\/p>\n\n\n\n

That\u2019s why the lobbying work has been so important. The team at Restaurants Canada has done a great job making the case with hard facts\u2014showing the numbers, demonstrating the influence, and making people in government take notice. We\u2019re seeing more engagement now and are being invited to committees and consulted on policy decisions. That\u2019s a huge shift, and I think that momentum is only going to grow.<\/em><\/p>\n\n\n\n

MENU: Balancing your role as Chair of the Restaurants Canada board while managing your own restaurants must have been challenging. Were there any personal principles or ideas that helped you navigate that dual responsibility?<\/strong><\/em><\/p>\n\n\n\n

JB: <\/em><\/strong>It was easier than it might have been because I stepped into the Chair role after we had already built a strong foundation at The Merchant Tavern and Portage. We\u2019d been at it for a decade, and over the years, we put together a solid team who could run things day-to-day without me needing to be there constantly. That gave me the flexibility to step away when I needed to travel for board meetings or lobbying efforts.<\/em><\/p>\n\n\n\n

Family support also made a huge difference. When you\u2019re away as much as I was, whether it\u2019s for the board or for business, you need that understanding from home.<\/em><\/p>\n\n\n\n

Had I taken on the role earlier in my career\u2014say, in the first year of opening Raymonds\u2014I don\u2019t think it would have been possible. Back then, every day was a fight just to keep things running. But with experience, you learn to trust the people around you, delegate, and step back in when needed.<\/em><\/p>\n\n\n\n

MENU: You studied history before building your career in restaurants. Do you think that background has influenced the way you approach the business?<\/strong><\/em><\/p>\n\n\n\n

JB: <\/em><\/strong>Absolutely. History, at its core, is about storytelling, and restaurants are no different. That\u2019s what drew me to both. When I was studying, I was fascinated by the narratives of past events, how they shaped people and places. At the same time, I was working in restaurants and getting deeper into wine, and I realized how much history plays into that world as well\u2014the regions, the winemaking families, the generations of tradition behind every bottle.<\/em><\/p>\n\n\n\n

That perspective carried into Raymonds. The restaurant was in a historical building from 1916, originally the Commercial Cable Telegraph Company\u2014the headquarters for the first transatlantic cable connecting Ireland to North America. That connection to history mattered to us. We leaned into it, naming the restaurant after my dad and Jeremy Charles\u2019 grandfather and designed it in a classic, old-school fine dining style.<\/em><\/p>\n\n\n\n

More broadly, I think having that historical lens helps me take a long-term view of the industry. Restaurants go through cycles, just like economies do. There have been booms and busts, good years and brutal ones. If you look back at the \u201880s and early \u201890s, you see a lot of the same challenges\u2014recessions, shifting consumer habits, changing labour markets. None of it is new.<\/em><\/p>\n\n\n\n

That\u2019s why I try not to react too quickly or get caught up in short-term panic. Even in the hardest times, like the pandemic, I remind myself that things do turn around. You have to play the long game in this business.<\/em><\/p>\n\n\n\n

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Jeremy Bonia and Chef Jeremy Charles<\/em><\/figcaption><\/figure>\n\n\n\n
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Jeremy Bonia and Chef Jeremy Charles<\/em><\/figcaption><\/figure>\n<\/figure>\n\n\n\n

MENU: Many restaurants, intentionally or not, often play a certain historical role in their communities\u2014preserving foodways, regional identities, architecture and history. How do you see this stewardship aspect of restaurants, and is it particularly prevalent in Newfoundland?<\/strong><\/em><\/p>\n\n\n\n

JB: <\/em><\/strong>We\u2019ve definitely paid homage to those who came before us. St. John\u2019s had a history of innovative restaurants long before Raymonds opened, but we saw an opportunity to take it further. Newfoundland is the only province in Canada allowed to serve wild game, and from day one, we embraced that\u2014at a time when a lot of restaurants were going in the opposite direction, bringing in product from all over the world instead of celebrating what was here.<\/em><\/p>\n\n\n\n

There was a time when there wasn\u2019t as much pride in our food or even in the province itself. Newfoundland had long been considered an underdog\u2014economically struggling, sometimes the punchline of a joke. But we saw something different: a place full of incredible people, ingredients and stories that deserved to be recognized.<\/em><\/p>\n\n\n\n

We were fortunate that Raymonds launched at the right moment. We won Best New Restaurant in Canada, got great press, and had the chance to travel, showcasing Newfoundland on a larger stage. The Anthony Bourdain: Parts Unknown episode brought even more attention, and alongside that, places like Fogo Island Inn and others were also building momentum.<\/em><\/p>\n\n\n\n

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Taken during Anthony Bourdain’s first visit to Newfoundland and Labrador for Parts Unknown (Season 11, Episode 3), which featured Jeremy Bonia and Chefs Jeremy Charles, Fr\u00e9d\u00e9ric Morin, and David McMillan.<\/em><\/figcaption><\/figure>\n\n\n\n

I wouldn\u2019t claim responsibility for any of that on my own though. We all worked together, supporting each other through that shift. And now, it\u2019s exciting to see a new generation of chefs and business owners carrying that forward\u2014people who aren\u2019t just accepting what\u2019s here but really owning it, building on it, and making something amazing in the process. There\u2019s a real sense of pride in Newfoundland food now, and that\u2019s something worth celebrating.<\/em><\/p>\n\n\n\n

When it comes to architecture and old buildings, just think about how young operators and chefs are often responsible for gentrifying areas of less popular areas of town. Usually, if you\u2019re an independent restaurant owner, you don\u2019t have a whole lot of money when you\u2019re starting up\u2014you can\u2019t afford financial district prices for rent. So where do you go? You go to the outskirts, you find those small, unique or historical buildings wherever you can. You put a restaurant in an older buildings and then you see the growth of other businesses around them.  I feel like a lot of times restaurants are some of the leaders in creating new communities outside of established, urban centres.<\/em><\/p>\n\n\n\n

MENU: Let\u2019s talk about Canadian wine, which is currently enjoying a new domestic spotlight as the \u2018Buy Canadian\u2019 movement takes hold. It\u2019s a growing industry, but one that still struggles with its global identity. What\u2019s your perspective on where we stand? What are we doing well, where is there room for growth, and where do you see things heading?<\/strong><\/em><\/p>\n\n\n\n

JB: <\/em><\/strong>Over the last decade, the quality and reputation of Canadian wine have grown exponentially. But we have to remember\u2014most of our wine regions are still young. A lot of our vineyards are only a generation or two deep, which means the best is yet to come. As those vines mature, the quality will continue to improve.<\/em><\/p>\n\n\n\n

That said, we\u2019re still shaking off some of the baggage from the past. In the \u201890s, a lot of bulk wine was sold under Canadian labels\u2014cheap international blends boxed up and pushed through the market. It turned a lot of the market off and created a stigma that has taken years to overcome. Now, we\u2019re as good an industry as any other in the world. There are many outstanding wine makers here, producing exceptional wine, Canadians don\u2019t always support their own industry the way other countries do. British Columbia is super supportive of their wine industry\u2014most of the wine lists in Vancouver and Victoria heavily feature local wines and they\u2019re dominant in private wine shops. Ontario, despite having some incredible wineries, hasn\u2019t quite reached that same level of local loyalty. Maybe it\u2019s the larger population or greater access to international wine, but it\u2019s something we could do better, and it is getting better and better. There are a lot of great wineries and independents who have really taken charge of the quality, and you can put it beside any other region in the world.<\/em><\/p>\n\n\n\n

The diversity of what we can produce is impressive, but not every grape is going to thrive here\u2014its geography and its climate. You won\u2019t get consistent Cabernet Sauvignon in Niagara every year. Once in a while it\u2019s great, but you can\u2019t build your business on it. But Gamay? We can do it as well or better than anybody. Our Pinot Noir is outstanding in good years. Cabernet Franc is probably the heaviest red we can do consistently well, year over year, as well as Chardonnay, Riesling, and Sauvignon Blanc. There\u2019s a lot of innovation in winemaking across the country. New Brunswick and Nova Scotia are doing outstanding sparkling wine and, while they are infants in the industry, their still wines are getting better and better. You don\u2019t see a lot of Quebec wines outside the province, but what they\u2019re doing is unbelievable. There are some truly great offerings and a lot of positives.<\/em><\/p>\n\n\n\n

Internationally, Canada is gaining traction. There are some great organizations promoting Canadian wine internationally. We\u2019re not just ice wine anymore. It\u2019s a great product, but that\u2019s not all we do. More of our top wineries are exporting, getting placements at big wine shows, and proving that we belong at the table. And there\u2019s a younger generation driving that momentum\u2014people in their 20s and 30s who are engaged, visiting wineries, and excited about Canadian wine. That\u2019s where
the real growth is going to come from.<\/em><\/p>\n\n\n\n

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MENU: Beyond wineries themselves, what role do restaurants play in promoting Canadian wine and local products? Should they be doing more?<\/strong><\/em><\/p>\n\n\n\n

JB:<\/em><\/strong> 100%. Restaurants have always been a critical piece of the puzzle. In a way, they\u2019re the frontline marketers for wine, introducing consumers to labels they might not otherwise find. When you go to a restaurant, order a wine you love, and then seek it out at a liquor store or online, that\u2019s direct influence. Restaurants act as an extension of a winery\u2019s tasting room. A good sommelier isn\u2019t just pouring a glass; they\u2019re telling the story behind the bottle\u2014where it\u2019s from, who made it and what makes it special. That personal connection is powerful. It turns a drink into an experience, and that\u2019s what people remember.<\/em><\/p>\n\n\n\n

We\u2019ve seen this dynamic play out in cocktail and drink culture, too. The trends often start in restaurants and trickle out into the wider market. Wine is no different. We\u2019re seeing more wine dinners happening across Canada, and more travelling winemakers engaging directly with restaurants. We\u2019ve hosted some ourselves in Newfoundland, and that face-to-face connection between winemaker and diner makes all the difference.<\/em><\/p>\n\n\n\n

I\u2019d love to see more support for Canadian wines. It\u2019s not about shutting out international bottles\u2014they\u2019re great, too\u2014but when you look at taxation and interprovincial trade barriers, it\u2019s often easier for a restaurant to pour a foreign wine than a great bottle from a Canadian producer. That\u2019s a problem. We need policies that help small, independent wineries get their wines into restaurants without excessive hurdles, because when restaurants champion Canadian wine, consumers follow.<\/em><\/p>\n\n\n\n

MENU: The cost of Canadian products is often higher than imports, making it challenging for restaurants to prioritize local ingredients and beverages. Do you think policy changes are needed to level the playing field, and what would make it easier for restaurants to champion Canadian producers?<\/strong><\/em><\/p>\n\n\n\n

JB:<\/em><\/strong> I think restaurants should absolutely support Canadian producers, but the reality is that cost plays a huge role in decision-making. Often, it\u2019s actually more expensive to buy Canadian wine than imports. The cost of production here is significantly higher\u2014making wine in Canada cost far more than producing it in Argentina, for example. But when those bottles hit the market, they\u2019re taxed at the same rate. So, if a restaurant is choosing between a high-quality but more expensive Canadian wine and a more affordable import that allows for a better markup, the financial decision becomes clear.<\/em><\/p>\n\n\n\n

At Raymonds, we made a commitment to featuring Canadian wines, especially for our house pours. We built relationships with winemakers, supported them as much as we could, and I still promote Canadian wines whenever possible. But the reality is that for many restaurant owners struggling with rising costs, local isn\u2019t always the easiest choice.<\/em><\/p>\n\n\n\n

I\u2019d love to see more policies in place to support independent wineries, breweries, and distilleries\u2014whether it\u2019s tax breaks, reduced import fees, or streamlined shipping across provinces. If restaurants could purchase Canadian wine more easily, without excessive taxation, it would allow them to showcase local products without taking a financial hit. That kind of support would benefit both producers and restaurants, making it easier to get great Canadian wine on more tables.<\/em><\/p>\n\n\n\n

MENU: Looking back on your tenure as Chair, is there a particular success or contribution you\u2019re especially proud of? Something you feel you had a direct hand in shaping?<\/strong><\/em><\/p>\n\n\n\n

JB: <\/em><\/strong>I wouldn\u2019t say there\u2019s any one accomplishment I\u2019d take personal credit for, but if there\u2019s something I\u2019m proud of, it\u2019s the stability we maintained as a board. Supporting Kelly and her team, ensuring we had a unified voice, and being there when they needed us\u2014that was the priority. Whether that meant offering guidance, listening when frustrations ran high, or stepping in when needed, I feel like we created a strong foundation for them to build on.<\/em><\/p>\n\n\n\n

When I first stepped in as Chair, my very first task was to terminate the previous CEO. That was day one. To go from that moment to where we are now\u2014a strong, cohesive, and highly effective organization\u2014has been incredible to witness. It\u2019s been a period of real stability, and that\u2019s something I take pride in.<\/em><\/p>\n\n\n\n

MENU: Any regrets?<\/strong><\/em><\/p>\n\n\n\n

JB:<\/em><\/strong> Maybe that we didn\u2019t make certain changes sooner. But no, no real regrets. I\u2019m going to miss the people, for sure. The board is full of smart, passionate individuals, and I\u2019ve been lucky to work alongside them. I\u2019ll still be around in a past-chair capacity for another year, but I\u2019m also looking forward to what\u2019s next. There\u2019s a great team in place, and I have a lot of confidence in Nicolas Filiatrault as he steps into his leadership. It\u2019s going to be exciting to see where the board and team take things.<\/em><\/p>\n\n\n\n

MENU: Where do you see opportunities for Restaurants Canada to grow in the future?<\/strong><\/em><\/p>\n\n\n\n

JB:<\/em><\/strong> It wouldn\u2019t hurt if we had a dedicated minister for our industry\u2014maybe a Minister of Restaurants alongside the Minister of Tourism. I think that\u2019s a real possibility, especially given how much progress the GR team has made. I wouldn\u2019t be surprised if we see something like that sooner rather than later.<\/em><\/p>\n\n\n\n

Beyond that, I\u2019d love to see a stronger presence in Quebec. It has one of the richest food cultures in the country and plays a major role in shaping Canada\u2019s restaurant scene, especially for independents. It\u2019s such an influential region, and I think there\u2019s a real opportunity for Restaurants Canada to be better represented there.<\/em><\/p>\n\n\n\n

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Jeremy Bonia\u2019s All-Canadian Wine Recommendations<\/strong><\/h3>\n\n\n\n

Why look south when some of the world\u2019s best wines are made right here in Canada? Jeremy Bonia shares his top Canadian selections to replace popular U.S. wines on your restaurant\u2019s list\u2014without compromising quality or character.<\/p>\n\n\n\n

California Cabernet Sauvignon & Red Blends:<\/strong>
Try BC Meritage (Red Blends) or Cabernet Franc from BC & Ontario for structure, depth, and elegance.<\/p>\n\n\n\n

Oregon & California Pinot Noir:<\/strong>
Explore Pinot Noir from BC, Ontario, & Nova Scotia, where cool climates create beautifully expressive,
terroir-driven wines.<\/p>\n\n\n\n

U.S. Chardonnay:<\/strong>
Any Canadian Chardonnay\u2014from coast to coast, our winemakers are producing world-class expressions. The same goes for Canadian Sparkling\u2014truly exceptional in every way.<\/p>\n\n\n\n

Expand your wine list with these Canadian stand-outs:<\/strong><\/h2>\n\n\n\n

Canadian Gamay:<\/em><\/strong>
A vibrant, food-friendly red with bright acidity.<\/p>\n\n\n\n

Syrah:<\/em><\/strong>
A hidden gem, particularly from BC, with bold spice and complexity.<\/p>\n\n\n\n

Riesling:<\/em><\/strong>
From bone-dry to off-dry, Canada\u2019s Rieslings rival the best in the world.<\/p>\n\n\n\n

Sauvignon Blanc:<\/em><\/strong>
Crisp and aromatic, offering a fresh alternative.<\/p>\n\n\n\n

Viognier:<\/em><\/strong>
A lush, aromatic white with beautiful floral notes.<\/p>\n\n\n\n

Pinot Gris:
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