b'COVER STORYbusinesses that range from estab-lished brands to small-batch artists and bead workers. In many cases, she has helped them sell their very first models at aaniin, which continues to prioritize collective success. Were not competing, were all thriving, Pettit says. Ive seen how we can succeed together.This type of collaboration takes time and effort and often pulls Pettit away from her own clothing brand. These days, she says, most of her time is spent tracking vendors, organizing logis-tics and managing products. She also helps small vendors get their feet on Aaniin collaborates with Indigenous vendors from across the country to ensure it has a wide and variedmix of Indigenousthe ground. Day in and day out, Pettit products available for purchase finds herself wearing many hats, from With the launch of aaniin, Pettit wasbenefiting a non-Indigenous company,buyer and consultant to, on occasion, intent not only to add to the countrysPettit explains. [I felt] it should be soldcrisis manager, dealing with countless list of successful Indigenous streetwearin an Indigenous retailer. unforeseen challenges. But shes doing brands but to create a culture of collab- what she set out to achieve, and this is oration among Indigenous brands. SheSo, still in her 20s, Pettit decided towhere she wants to be. wanted to take things one step furtherbuild her own multi-brand retail busi-and build an Indigenous infrastruc- ness operation, one where IndigenousINDUSTRY ADMIRATIONture within retail. She had worked inbrands could flourish under collabora- Caitlin Wemigwans, founder of Pre&Peri, retail since she was 18, managingtive Indigenous ownership. Aaniin wenta streetwear brand grounded in wood-stores that made millions in annualland art, knows exactly the kind of sales, so she recognized that a storefrom being just a clothing brand toperson Pettit is and has nothing but dedicated to Indigenous brands couldbecoming Canadas first 100 per centpraise for the work she is doing. She generate economic prosperity and self- Indigenous-owned department store.just wants to lift all Indigenous busi-determinationboth for herself andToday, its website and pop-up storesnesses up, says Wemigwans about her her community.sell dozens of different Indigenouscollaboration with Pettit, which goes brands unified not by style but by iden- back to 2022. If I create the next Nike Indigenoustity, values and intent. brand, thats great, but its going toInitially, Wemigwans felt Pettits outlook end up in Hudsons Bay and SimonsIn just under four years, Pettit hason business ran counter to standard and 50 per cent of the profit will beworked with close to 200 Indigenousbusiness norms in non-Indigenous spaces, and this made her wary of collaboration. My first thought was, Well this is competition; shes not going We buildto want to work side by side with me, she says.trusting, equitable,Instead, Wemigwans quickly discov-ered that aaniins business model not and lastingonly encouraged support but was built on it. It was essential for Wemigwans partnerships. to sell through an Indigenous-specific shop that understood the importance of culture. She trusted aaniins model and plans, which in turn pushed her as The relationships formed across our many projectsa business owner. Pettit really helps create employment opportunities and driveme break out of [my comfort zone] and economic growth. Valard is proud to workdo things that are a bit more ambi-alongside Indigenous Communities across Canada. tious, Wemigwans says. Its definitely paid off.valard.com Wemigwans views Pettit not only as a business leader but as a changemaker reimaginingIndigenousbusiness 18A CCIB PUBLICATIONSummer 2025'