Features
How Elliot Rodin was inspired to create a website offering advice on when to take your Canada Pension
By BERNIE BELLAN In 2019 Elliot Rodin happened to read an article about an authoritative U.S. report that provided a detailed analysis showing that 94% of Americans pick the wrong time to begin taking Social Security benefits. Reading about that report led to a shift in Rodin’s life.
Two years after closing down the business (Central Grain) that had been in his family’s hands for over 60 years, Rodin says that he then had time to think about the implications of that US report – and how it could translate into the Canadian scene.
Now, some 15 months after reading about that U.S. report, Rodin has launched a website titled HelpYouRetire.ca.
Long an active member of the Jewish community, Rodin says his most recent involvement in the community was helping to build Oholei Torah Day School at the Jewish Learning Centre in Winnipeg. He says he’s also been on the board of the Shaarey Zedek Synagogue, the Board of Jewish Education, the Winnipeg Jewish Community Council, the Jewish Foundation of Manitoba, and had been a canvasser for the CJA for years, beginning under Ralph Hamovich. He was also a co-chairman of the Operation Exodus campaign.
Still, it’s a long way from running a cattle feed business and volunteering for different Jewish organizations to creating a website intended to help individuals plan their retirement dates.
Using very sophisticated analytical tools, HelpYouRetire.ca allows users to enter information about their age, the age at which they would like to retire, how much they would expect to receive in either CPP/QPP or OAS at a certain age, and how much more they could expect to receive if they were to postpone taking either CPP or OAS by just one year. This financial gain is also shown both as a percentage of future pension proceeds and as a percentage of the annual pension. For a small fee, all of this information can be shown in the “advanced analytics” for all years up to age 69. The information (which can be downloaded) is displayed in bar charts and a numeric chart together with the projected annual pensions.
This information is of great value for anyone thinking about their retirement planning. It can also be very helpful to those who have recently started taking either CPP/QPP or OAS pensions. A little publicized provision of these plans is that within six months of starting to receive one of these pensions, you can reverse your decision by paying back the monies received. In that event, you can take the related pension at a later date. The “advanced analytics” on HelpYouRetire.ca can give you information to assist in making that decision.
But, before we launch into a further exploration of how Elliot Rodin came to be involved in an endeavour that was far removed from selling cattle feed – which was the primary activity of Central Grain, we thought it might be interesting for readers to know something about Rodin’s life. During a long phone conversation we had Rodin told quite an interesting story how he ended up being involved with Central Grain for 60 years – when, had it not been for a fire there in 1966, he probably would have ended up doing something completely different.
While his recent foray into the world of retirement planning might be considered a radical departure for someone who spent so much time in the feed business, when you read about his educational background and his first entry into the business world, you’ll begin to understand how he developed the fine analytical skills that eventually lent themselves to creating HelpYouRetire.ca
Born in 1943, Rodin is the oldest of three children. His earliest years were spent living in his grandparents’ house on Bannerman Avenue, he says, along with his parents and, for a short while, his younger sister, Janis.
“My father (Maurice) was a fruit store proprietor,” Rodin says. “He would be up early in the morning to pick up the fruit. And because we were living at my grandparents’ house, he wasn’t paying any rent, so he was able to save some money. My mother (Lillian) was a university graduate who motivated all her children to work hard and succeed.”
In 1946, an opportunity arose for Rodin’s father to become, with $10,000, a one-third partner in Central Grain, in partnership with the Kanees and the Malchys. “The Malchy who was involved in the partnership died in 1951,” Rodin explains. “My dad and the Kanees bought out his interest and became half partners.
“In 1956, with the assistance of my grandfather, my dad bought out the Kanees and became the sole owner of Central Grain,” Rodin continues. “Soon after that time we moved to the south end – to 431 Queenston.” However, family connections were maintained as Sunday was the day when the whole family would go to the north end to visit relatives.
As a teenager Elliot says that his involvement in the Toppers chapter of BBYO was very important to him. He and his friends learned to organize themselves for a wide range of social, athletic, cultural and fund raising activities.
But, early on he had a taste of the world of business – both in his father’s company and in his own small scale business.
“When I was 16-17 I would go into the office and help with the bookkeeping – and other odd jobs around the place in the summertime,” he explains.
At the same time though, “I had my own business,” he adds. “I had a grass cutting business.” (At that point Rodin tells a story about how one of his customers didn’t want to pay him. Rodin says that he and his friend, Michael Nozick, proceeded to serve a small claims summons against that individual. Apparently, that was Michael Nozick’s first foray into the legal world. By the way, the customer ended up paying Rodin what he was owed.)
In the early 1960s Elliot began a period in his life that saw him acquire a solid education in finance, starting with his obtaining a Bachelor of Commerce degree from the University of Manitoba in 1963.
Rodin continues his story: “I decided I wanted to go away for my MBA degree. I visited three different schools. I took a bus trip – about 43 hours, to Philadelphia, to the Wharton School of Finance, then to Boston, to the Harvard Business School, and then to Ann Arbor, Michigan, to the University of Michigan.
“I had also put my application into Stanford. I wasn’t accepted at Stanford, but I was accepted at Wharton and Michigan, while Harvard said basically ‘We won’t accept you this year because you’re a little young, but we’ll promise you a place in next year’s class.’
“So I decided to wait a year. I worked in the family business for a year, then I went to the Harvard Business School because that was what I thought was the top place to go. I spent two years there and while I was there I also spent one summer with the Skelly Oil Company in Tulsa, Oklahoma.
“I was working on special projects for the treasurer (of Skelly Oil). One of them was a computerized analysis of how to make oil drilling decisions, but it never got off the ground – even though the analysis was very sophisticated, because the exploration people would not accept it because they saw it as infringement on their turf.
“Still, I learned a lot from that particular project. It was my first serious analytical job that had some relationship to the work I was doing at Harvard (and, as Rodin explains later, proved to be of great value in his recent decision to create a website that emphasizes analytical tools.)
“As it turned out, the treasurer at Skelly wanted to hire me when I graduated, but at that time I couldn’t consider working in the States because I would have been drafted. The fact that I was a Canadian wouldn’t have made any difference.
“If I had been a student I wouldn’t get drafted. I also didn’t take any other opportunities that I had in the States. I limited myself to working in Canada.
“I ended up working for six months in Edmonton for a company called the Principal Group. While I worked there I had a lot of diverse responsibilities. I chose all their stocks for a new mutual fund they set up, and designed the text and written material for their first Annual Report. I also did all sorts of analysis for their mortgage operations.
“Then I got the news that the Central Grain plant had been hit by lightning and three-quarters of it had burned down.
“Central Grain was an animal feed processing plant. During the years that my dad was building it up we were basically selling pellet feed for export to the United Kingdom, to Japan, Taiwan. We would load railway cars with pellets, ship them to Thunder Bay, for destinations in the United Kingdom, or ship it to Vancouver for export.
“When this (the fire) happened in 1966, I had to come back to Winnipeg to help my dad settle all the insurance. There were a lot of issues and we rebuilt the plant, but all the key parts of the plant were burned down.
“I decided to settle down in Winnipeg. I took a job with Investors Group, which was similar to what I had in Edmonton. For the first year I was doing special projects, including a report on tax policy. We recommended how life insurance companies should be taxed. (This was before Investors bought Great West Life.) Most of our recommendations were adopted. We were competing with life insurance companies at that time and life insurance companies weren’t paying their fair share of taxes.
“After that year I did some product analyses. Then I started working for the securities department as an analyst. Over a period of time I became a portfolio manager. I ran the Investors international mutual fund. Then I ran the Investors pension accounts. We managed the Hudson’s Bay pension account.
“I was at Investors for 12 years (from 1968-80) and became a vice-president. I left to pursue some independent activities”, but joined Central Grain when it became clear that his dad needed Elliot’s help.
When he joined Central Grain full time in 1980, Rodin began focusing on broadening the markets for the company’s feed pellets. Markets in Western Canada and the United States were cultivated, but he says that he always made sure that the needs of his regular customers were attended to.
“I never took advantage of the fact that there might be a drought in Southern California, for instance, and short my customers in Saskatchewan because I depended on my regular customers for the long haul,” Rodin says.
“I would work long hours if necessary. If a truck came in late and had to be loaded, I would load the truck myself.
Although Central Grain had become a very successful business, Rodin says that the “maximum number of employees we had at one time was no more than 15. We had one truck, but for the most part we hired other trucking companies. We had a machine shop, but the stuff we couldn’t do – we hired other machine shops to do.
“We bought basically the ‘clean-outs’ from grain – all the leftover product. It was all categorized and separated out and properly blended to make different qualities of feed pellets. There was no plant in North America that shipped product as far as we did. We used to ship up to 2,000 miles. Most feed companies ship up to 200 miles.
“The business ran until about three and a half years ago. We were gradually losing customers for reasons that I can’t quite figure out. I needed additional volumes because the company had substantial overhead – for repairs and maintenance.
“So we started to do fuel pellets. We became the second largest manufacturer of fuel pellets in Manitoba – as a substitute for coal, using the same screenings – but the lower quality screenings. The top quality screenings were turned into top quality feed for cattle and bison.
“I was reasonably successful at doing this, but at the end of the day the plant was an old plant. Remember, it was rebuilt in 1966. What was new in 1966 was not new 50 years later. The costs of maintaining the plant to the standards we had to maintain were going up and up.
“Finally, I made the decision that I’m going to have to close it down. I thought: ‘If I can’t make a living at this, then nobody can.’ I decided I’d have to tear the whole place down – and that’s what I did.
“I realized I was getting older and if I didn’t do it I didn’t want to have my children to have the burden of doing it. So, everything that I had built up over 50 years was torn down. I sold whatever equipment that I could, but the rest all went for scrap.
To return to the initial reason for doing this article, Rodin explains his motivation in wanting to create HelpYouRetire.ca. As we already noted, the catalyst was reading about that U.S. report about social security and “that 90% of people in the United States take their pensions at the wrong time.”
He adds though, that “an additional underlying factor in my motivation is that I missed the daily rewards (not the aggravation) that I got from my job running Central Grain. I loved selling and enjoyed my interactions with customers. At the end of the day when I had loaded four big trucks I came home with a feeling of accomplishment. So, I was primed for another challenge where I could get these feelings back. With this website, I am now focusing on marketing where I have to sell myself and the site.”
I asked Rodin whether there was anything in particular in his background that lent itself to the kind of analytical exercise upon which he was to embark.
He answers that “a course that I took at Harvard Business School and the work that I did at Skelly Oil were very relevant to this process.”
I said though “that it sounds like you would need the same background as an actuary” in order to undertake the project into which Rodin has entered.
Rodin agreed, saying “you’re hitting upon a very key point when you say that, but there are a lot actuaries around. Nobody thought of doing what I’m doing.
“I guess part of the answer is most actuaries are fully employed. There aren’t a lot sitting around thinking about what they can do to help Canadians.
“You have to remember that I spent 13 years as a securities analyst and a portfolio manager, so my mind works in a certain way. Nothing that I did at Central Grain though related to this project.”
I asked what were the first steps that Rodin took in developing his website.
He says: “The first steps were that I needed to see whether I could develop the necessary mathematical models to do what I had in mind. Once I had the mathematical models I began working on the structure of a website that would put these mathematical models into practice.
“I was told by various people that setting up a website is not all that difficult.” (Boy, were they ever wrong when it came to this website!)
After an initial contact with someone who was working on their PhD and thought they might be able to produce the kind of website Rodin was looking to create didn’t pan out, a company in Ottawa that had built a similar kind of website agreed to take on the project.
“The idea was that it was going to take a few months” to create the website, Rodin explains.
“But from the time we started up toward the end of February (just before the pandemic hit Canada in full force) it took until the end of August” to finalize the site.
“Every aspect along the way had to be just right – from the mathematics to the functionality. It had to be there so that even people who don’t know much about computers or websites would be able to use this website. Finally, we reached the point where I’m extremely happy with the site.”
So, having read this far, you might ask yourself: “Why should I go to HelpYouRetire.ca?”
It’s quite an easy site to navigate. As has already been explained, simply enter some basic information and the site will provide you with some quick results about how postponing your decision to begin taking either CPP/QPP or OAS by one year will benefit you – or might have benefitted you if you’re already taking your pension.
Then, as Rodin explained, if you’re wanting to know more about how much more your pension would be affected if you decide to wait even longer to begin taking your pension, for a fee you can obtain access to even more comprehensive analytical tools that will show that. The results might surprise you – and it may end up being one of the most important decisions you might ever make with regard to retirement planning.
Features
Is Hamas a “treatable” cancer?
By GREGORY MASON If we define Hamas as a cancer, can we devise a strategy to, if not defeat Hamas, at least manage it? Is Hamas “treatable?”
Defining treatable cancer
Although the cancer charities like to promote the notion that we are winning the war against cancer, a reference that confirms the suitability of conjoining cancer and Hamas, the reality is that five-year survival rates are increasing only slowly. While curative therapies continue to improve, early detection —encompassing both greater testing participation and technological advancements in testing —appears to be the most crucial factor in lengthened survivability.
The key treatment condition is the stage at which cancer becomes known. The typical staging has four levels, where the tumour:
- remains entirely within the margins (edges) of the organ
- reaches the margins.
- moves beyond the margin and invades the surrounding tissues.
- move another organ or system.
Sometimes oncologists refer to precancerous growths as “stage 0” when a surgeon removes a skin lesion as a precaution. Progression among the cancer stages is known as metastasis.
Most important is to understand that the five-year survival standard includes no reference to quality of life. Most cancer treatments compromise quality of life.
Patients often assume the word “cancer” means a death sentence. Yet if detected early, the idea of “treatable cancer” invariably creates a sense of optimism since it also implies a course of action leading to a “cure.” Most oncologists are wary of raising false expectations when discussing the nature of a patient’s condition and the options for treatment.
Three conditions mark a treatable cancer. - Treatment options exist.
- Actions are feasible – the patient resides where the technology, talent, and treatments (medications) are available.
- Patients receive no guarantees that exist for a cure (complete remission), extension of life, or improved quality of life.
Treatment outcomes for cancer exist in several dimensions: the extension of life, the quality of that life, and the difficulty of the treatment. Patients and physicians face complex trade-offs, where the difficulty of the treatment versus the expected gain in quality of life may induce the patient to curtail active treatment. The patient submits to the inevitable and enters palliative care.
Setting aside voodoo, cancer treatments include surgery that targets specific tumour sites, chemotherapy that uses a cocktail of chemicals that targets cancerous cells without affecting healthy tissue, and palliative care. Palliative care accepts the inevitable course of disease leading to death.
The final issue is that a systemic cancer, such as lymphoma, stands in contrast to a tumour, which exists at a defined point. Treatment is different for each type. Systemic cancers require chemotherapy, while point cancers require surgery.
Hamas as a cancer.
Some may object to my characterization of Hamas as a cancer since they see Hamas as freedom fighters for Palestinian independence. No comment. No apology.
The origin of Hamas is the Muslim Brotherhood, which started in Egypt during the late 1920s as a labour movement among Suez Canal dockworkers, led by Hassan al-Banna. Its goals were to spread Islam across the Arab world, oppose colonialism (primarily British and French) and promote the Arab mission in Palestine. This movement has spread rapidly throughout the Middle East and beyond.
Hamas (Harakat-al-Muqawama-al-Islamiya or “Islamic Resistance Movement”) was established in 1987 following the first intifada, when Arabs living in Gaza, Judea/Samaria and East Jerusalem engaged in a violent protest against what Hamas and other groups perceived as unjustified Israeli governance over their lands. A core goal was to build support for the Muslim Brotherhood, which had lost support to Palestinian Islamic Jihad (PIJ) sponsored by Iran. It is one example of the conflict between Sunni Islam (Muslim Brotherhood) and Shia Islam (PIJ).
Rather than an isolated tumour, Hamas in Gaza is but a derivative lesion of the broader Muslim Brotherhood cancer. Although not part of the Palestinian Authority, it is the most popular movement in the West Bank. It may well have had a hand in the weekend attack in Jerusalem that killed six and injured 13, although many malign actors are available.
Another Muslim Brotherhood lesion is the Hamas leadership that has remained ensconced in luxury Qatar hotels. Israel’s recent attack on the Hamas leadership in Qatar is another attempt to excise the tumour, with a subtle twist. Qatar has operated duplicitously. On the one hand, it has sheltered Hamas leaders and shovelled buckets of money to support their war against Israel while also serving as a “neutral” mediator in the hostage negotiation. Along with Iran and Türkiye, it is a significant funder of the Brotherhood, not only throughout the Middle East, but also in Europe and North America.
Qatar has also opened a series of tumours in post-secondary education, especially in its funding of elite universities. This aligns with the long view inherent in radical Islam and the Muslim Brotherhood. Funding “endowed chairs” enables external funders to circumvent standard academic hiring procedures, placing academics with specific viewpoints in key academic positions. This becomes a critical element in the metastasis of radical Islam. In addition to promoting Islam and an anti-Israel perspective, these faculty members work in partnership with post-modern ideologies that undermine recognition of the past achievements of Western civilization. This is not to defend the past, as much exists in Western history that needs correction.
Defeating Hamas: Tactical win or strategic loss?
Israel’s goals in Gaza have fluctuated, reflecting its extraordinary duration and the existence of the hostages. Many do not want the Netanyahu government to proceed with the final expulsion of Hamas from Gaza. Most opponents to such a campaign within Israel fear it is not possible without massively increased civilian casualties, further hostage deaths, and a prohibitive cost in soldiers’ lives for the Israel Defence Forces.
In addition to the potential costs, commentators such as Andrew Fox believe it is not possible to eliminate Hamas. His essential point is that Hamas has shown a remarkable capacity to adapt. However, he has applauded the attack on the Hamas leadership in Qatar.
The situation has become dire. First, throughout the Middle East, a multitude of cancerous lesions exist in the form of radical Islamic parties vying for control. In the West Bank, in addition to Fatah, the Palestinian Authority (PA) includes other factions such as the Popular Front for the Liberation of Palestine (a Marxist-Leninist group), the Democratic Front for the Liberation of Palestine, the Palestinian Peoples Party, and the Palestine Popular Struggle Front. Not part of the PA, but very influential and popular are Hamas and Palestinian Islamic Jihad.
In Gaza, in addition to Hamas and Palestinian Islamic Jihad, the major political factions include Fatah (much weakened since 2007), a range of Salafi-Jihad Groups, and the Popular Front for the Liberation of Palestine, all of which vie for support. Finally, in addition, several clan-based militias are operating, which Israel currently funds and arms, primarily to irritate Hamas.
A multitude of factions may arise to fill the vacuum if Hamas disappears. Indeed, none are anywhere as strong and capable as Hamas was. But deep pockets exist in the form of Qatar, Türkiye, and Iran to rebuild Islamist military capacity in Gaza.
The many points of radical Islam, comprising funding in Western universities, the mass migration that results in multiple Western societies being unable to integrate newcomers, and post-modern ideas infusing government and corporate management, have merged to create a systemic cancer that seems impervious to treatment, certainly to precise tumour excision.
Israel can play a furious whack-a-mole model of surgical strikes to excise the many tumorous lesions originating from the Muslim Brotherhood. And it may succeed in bringing Hamas to the table to release the remaining hostages and cease its Gaza operations. Israel can score a tactical victory.
But if the West declines to address the systemic cancer of radical Islam and Hamas reconstitutes itself in the West Bank, a strategic victor will elude Israel, and it will return to excising yet another tumour.
Israel’s refusal to wage the information war and Western leaders losing their way and becoming politically indebted to recent migrants may become the strategic errors prolonging the conflict.
Features
Seeking gangsters, must speak Yiddish: Bringing the Hasidic underworld to life in ‘Caught Stealing’
By PJ Grisar September 3, 2025
This story was originally published in the Forward. Click here to get the Forward’s free email newsletters delivered to your inbox.
A duo of burly, gun-toting Hasidic gangsters and their doting bubbe are the breakout characters in Darren Aronofsky’s Caught Stealing — at least, for figures not of the feline variety. To bring them to life, the film had a secret weapon: a Yiddish whisperer.
Motl Didner, program director for the National Yiddish Theatre Folksbiene, first heard rumblings of the crime caper through a casting notice seeking Yiddish-speaking actors. He didn’t know the notice was for an Aronofsky film, but he passed the details along to members of the company, and even sent in a self-tape to be considered for a role.
Later, the production got in touch to use him as a Yiddish coach.
“That’s when I found out who exactly it was that I lost out to,” Didner said in a phone interview. “I don’t feel so bad about losing out to, like, Liev Schreiber.”
Didner worked with Schreiber, Vincent D’Onofrio and Carol Kane — respectively playing a pair of frightening drug lords and their grandmother — settling on a Hungarian dialect for their dialogue, and even rewriting some of their Yiddish lines. (The dynasty to which the brothers belong is never specified, but their scenes with Kane were filmed on location at a Lubavitcher household in Crown Heights, Brooklyn.)
The duo show up as a threat to the film’s protagonist, Hank (Austin Butler), who finds himself caught in the middle of their quest to recover piles of money from other ethnic gangs in 1998 New York City.
Kane, Didner said, took naturally to the mamaloshen. While she isn’t conversational in Yiddish in real life, her breakout role was as a Yiddish-speaking immigrant in Hester Street, and she more recently had Yiddish scenes in the Amazon Prime show Hunters.
Schreiber, for his part, sang Yiddish songs growing up, and “had an ear for it,” Didner said.
D’Onofrio, who isn’t Jewish, was “really kind of thrown deep into the Jewish world,” Didner said, but was very meticulous in getting his “meshugenahs” on point. Crucially, he nails the pronunciation of his beloved bubbe’s title: For native Yiddish speakers, it sounds more like “boh-beh” than “bubbie.”
Didner was on set for the scene in which Butler’s Hank slurps a bowl of matzo ball soup with the brothers. Somehow, word spread that the Oscar winner was shooting in the neighborhood, something of a novelty for the Hasidic enclave. Evidently the heartthrob has a young Chabad fan base.
“When filming wrapped at the end of the day, there were a couple hundred teenage girls waiting to get a glimpse of Austin Butler,” Didner recalled. It was like the reception of the Beatles or, better yet, Elvis.
Didner wasn’t the only dialect coach for D’Onofrio and Schreiber; they had a separate one for English.
“Darren Aronofsky was very specific,” Didner said of “the boys” — how Aronofsky referred to the characters. “He didn’t want them to speak English with a Yiddish accent.”
Instead, they speak with Hank in a measured, yet still menacing, American aksent. It’s when they discuss how to handle him — and whether he deserves to be roughed up — that they revert to Yiddish.
There were also separate consultants, Didner said, to make sure the customs included in a bustling pre-Shabbat sequence at Bubbe’s house were authentic.
Didner saw the film over the weekend, and was happy to see diverse languages included in it.
“There’s also Spanish and Russian in there,” Didner said, adding he hopes that linguistic richness is “part of an increasing trend that people are looking for that sort of authenticity.”
PJ Grisar is a Forward culture reporter. He can be reached at grisar@forward.com and @pjgrisar on Twitter.
This story was originally published on the Forward.
Features
What led to the complete disappearance of Sabra Hummus from store shelves?
“Don’t it always seem to go
That you don’t know what you’ve got ’til it’s gone”
-from Joni Mitchell’s “Big Yellow Taxi” (1970)
By BERNIE BELLAN I wasn’t actually thinking about Sabra Hummus until one day recently when I was sitting together with a group of guys – some of whom were Israeli-born when, out of the blue, one of them asked me if I knew why you couldn’t find Sabra Hummus anywhere in Winnipeg?
“Can’t find it?” I thought. Surely it must be available somewhere here. I said that I thought it must be on a grocery shelf at least in Sobeys on Taylor because if any store was going to have a product with as obvious an Israeli name as “Sabra,” it was going to be Sobeys on Taylor.
After all, going back a few years, anytime you went shopping for hummus the Sabra brand was ubiquitous.
So, I said to the fellow who had asked the question that I was now curious to delve further into whether Sabra Hummus had indeed disappeared from Winnipeg store shelves. I added that I would start by inquiring at the Sobeys store on Taylor – where I knew the manager, Dave McDonald, and that I would ask Dave whether it’s true that Sabra Hummus is no longer available at his store.
I emailed Dave asking him that question but, while I was waiting for a response, I began to search on the internet to see whether there might be an explanation as to what had happened to Sabra Hummus – and whether its disappearance from store shelves wasn’t something unique to Winnipeg.
Naturally, I began with a Google search for Sabra Hummus. While the search led me to discover many different things about Sabra Hummus, the one thing that I found most surprising is that Sabra Hummus, despite its Israeli name, is now wholly owned by PepsiCo.
It was when I received a phone call from a Sobeys representative in response to an email I had sent that it also emerged that, as has been the case with many other products that come from the US, Sobeys had decided to stop importing Sabra Hummus (which used to come in 30 different varieties) ever since Trump imposed his tariffs on Canadian exports going back to February of this year. (Sobeys, by the way, owns many different brands of stores: Sobeys, Safeway, IGA, Foodland, FreshCo, Thrifty Foods, Farn Boy, Longo’s, and Lawtons Drugs.)
But, to my even greater surprise, I learned from a representative of PepsiCo that Sabra Hummus is not even being produced any more – at least not in the plastic tubs that had the very recognizable Sabra logo on them. I’ll have more about what the PepsiCo representative wrote in an email to me, but first – a brief history of Sabra Hummus – and the many problems it’s endured over the years.
Most of my information came from – where else? Wikipedia, but it turned out the Times of Israel also had a very interesting article – written in December 2024, that examined the effect that the Boycott Divest Sanctions movement (BDS) had on Sabra Hummus.
Yet, while both the Wikipedia and the Times of Israel articles did talk about the problems that the Sabra brand had been encountering in recent years, it was only when I received that email from a representative of PepsiCo that I was able to verify that, as of now, Sabra Hummus is no longer being manufactured altogether although, as I’ll explain later, Pepsico does plan on bringing it back into production in 2026.
What happened to Sabra Hummus then?
Here’s some of the information about Sabra Hummus that is largely taken from the Wikipedia article about Sabra Hummus:
“The company was founded in 1986 by Zohar Norman and Yehuda Pearl as Sabra-Blue & White Foods. The company was bought in 2005 by Israeli food manufacturer Strauss.
“In March 2008, Strauss entered a joint-venture partnership with Frito-Lay, a division of the multinational PepsiCo corporation. Strauss owned 50% and PepsiCo 50% of the company. In November 2008, the company announced the construction of a new $61 million plant in Chesterfield County, Virginia, expected to employ 260 people and come on line in mid-2010. The company grew over 50% between August 2008 and August 2009.
According to Wikipedia, by 2016, Sabra Hummus had become the dominant player when it came to selling hummus in the United States: “By 2016, Sabra had gained a 60% market share of hummus in the United States, and, through its co-ownership and sales channels with PepsiCo, was close to $1 billion in annual sales.”
The Times of Israel article noted that Sabra’s share of the hummus market in the US grew even more: “At the start of 2021, Sabra Dipping Company — which is jointly owned by Strauss Group and PepsiCo — sold US supermarkets nearly two-thirds of their hummus.”
Yet, it all seemed to start coming apart in recent years. By 2024, according to Wikipedia, Sabra’s share of the US hummus market had dropped to only “36%.”
There are many reasons for Sabra’s rapid descent from dominance of the US hummus market and both the Wikipedia and Times of Israel articles examine those reasons, but it does seem strange that, notwithstanding the drop in sales that Sabra might have suffered in the past few years, PepsiCo has simply stopped producing it altogether.
I wouldn’t have believed that until I received the email from a representative of Pepsico, to which I referred earlier. Here’s what I was told: “Regrettably, we are temporarily stepping back from full-size hummus tubs to improve product offerings. We know that’s a big disappointment since fans like you have been looking high and low for it!
“Our full-size hummus tubs are expected back in late 2026. In the meantime, our Guacamole and Hummus Snackers remain available at many grocery stores across Canada.”
After reading that email, one might be forgiven for thinking that something drastic – something beyond loss of market share, had happened to Sabra Hummus.
But Sabra had had huge problems in the past – from which it always bounced back.
Here’s what Wikipedia noted about problems Sabra had encountered in the past: “On April 8, 2015, Sabra recalled 30,000 cases of its classic hummus after a tub in Michigan tested positive for Listeria.”
Then, the Wikipedia article went on to say: “On November 19, 2016, Sabra voluntarily recalled multiple hummus varieties across the U.S. after Listeria was discovered at one of its manufacturing plants, though the company stated the bacteria had not been found in any of its actual products.
“In March 2021, Sabra recalled about 2,100 cases of 10 oz. Classic Hummus, following a routine inspection by the FDA in the US, due to a possible salmonella contamination. The recall affected 16 states in the U.S.”
Yet, despite all that, as has previously been noted, the Times of Israel article of December 2024 pointed out that, prior to that March 2021 product recall, Sabra Hummus still dominated the US market for hummus, to the extent that nearly two-thirds of the hummus sold by US supermarkets came from Sabra.
To this point we haven’t mentioned one other factor that certainly affected sales of Sabra Hummus, although to what extent is very hard to determine: The concerted boycott campaign which was part of the BDS (Boycott, Divest, Sanctions) movement that targeted Sabra Hummus in particular, and which had been started at several different universities in the US, beginning in 2010.
According to the Times of Israel December 2024 article, the “campaign against Sabra hummus started on the US West Coast 14 years ago, when anti-Israel activists began denouncing Sabra for donating food to the IDF Golani Brigade.
However, despite that campaign having “kicked into higher gear”… with “hundreds of supermarkets and other stores in North America and Europe” having had stickers denouncing Israel placed on tubs of Sabra Hummus, the ToI article insists that the BDS campaign which was carried on mostly on US college campuses was not a major factor in declining Sabra Hummus sales.
Instead, the Times of Israel article claims it was the March 2021 product recall that was the decisive factor in Sabra Hummus sales plummeting. According to the ToI article, “a salmonella contamination recall on products made at Sabra’s Virginia factory took a devastating toll on the brand, which lost half its market share in just one quarter.”
And yet – to make matters even more complicated, an article in still another publication suggested that, notwithstanding that March 2021 product recall – which also led to a complete shutdown of Sabra’s primary manufacturing plant in Virginia, sales began to bounce back in 2022!
In a December 2022 article in an online publication titled “Manufacturing Dive,” Sabra CEO Joey Bergstein is quoted as saying that the brand has been “‘consistently climbing back,’ and it has regained its No. 1 position in the hummus category, according to IRI data cited by Sabra. When it was missing from shelves, he said more than half of consumers decided not to buy hummus instead of switching to another brand. Those who did switch are coming back to Sabra, the IRI data showed, and the brand is taking back market share.
“‘When you stop production, you open the door for a competitor,’ Bergstein said. ‘We’ve been able to grow back in a relatively short period following that disruption, which I think speaks to the health of the brand.’”
In the final analysis, there is a combination of factors that have led to the disappearance of Sabra Hummus from store shelves – not, as I first thought, perhaps only in Winnipeg but, as it turned out, everywhere in Canada and, as I learned after reading that email from the PepsiCo representative – in the US as well.
There were multiple incidents of suspected contamination of Sabra products; there was the campaign that was part of the BDS movement to boycott Israeli products – especially Sabra products; and finally, there was the decision by major Canadian grocers to stop importing products from the US.
Although I did like Sabra Hummus, I can’t say that I’m heartbroken to learn of its disappearance. But it is sad to think that a product which had such an identifiably Israeli name is no longer available – even if that product had stopped being manufactured in Israel years ago.
One more note: In 2018 PepsiCo acquired another well known Israeli food company: SodaStream. SodaStream still has a plant in Israel although, again after coming under fire for having a plant on the West Bank, SodaStream closed that plant in 2015 and opened a new plant within the green line. Chalk that one up to a victory for the BDS movement. I wonder whether, in the future, we’ll learn more about how much damage the BDS movement really did cause Sabra Hummus. It still seems strange to me that a product which was, until quite recently, the dominant player in its field, has simply disappeared. It suggests to me that the BDS movement had quite a bit more impact than one might be willing to concede.