We started in 2009 as BigCommerce, focused on helping small businesses get online quickly. Over time, we scaled into the enterprise market, expanded globally, and added depth to our portfolio with the acquisitions of Feedonomics and Makeswift. That allowed us to power more than storefronts—building toward a full ecosystem.

Now the industry is shifting again with AI. Shoppers are asking ChatGPT or Copilot what to buy, and agents are becoming the new discovery layer. That’s why we rebranded as Commerce—to reflect this new era.

At our core, we’re committed to building an open, AI-driven ecosystem that makes our customers agent-ready. It’s not just about surviving or reacting—it’s about helping them thrive in this new world.

We’re at a real market inflection point. The BigCommerce brand wasn’t fully capturing everything we offer—or where commerce is heading. Today, it’s not just about storefronts. It’s about how products show up in an agentic search, how data is structured, and how discovery happens.

The infrastructure and ecosystem we’re building delivers seamless checkouts and flexible, intelligent tools. But the story we were telling under BigCommerce wasn’t enough to share our mission or product roadmap. We needed a brand that reflects both our breadth and our future.

Shoppers are already shifting—58% are replacing search engines with AI engines. Our role is helping customers move with them: from setting up sites and syndicating data, to optimizing design experiences with Makeswift, to becoming fully AI-ready. That shift is exactly why we rebranded.

Think about how we search today: if you type “red shoes” into Google or Bing, you get a list of merchant sites—Adidas, Nike, whoever. With agentic commerce, that’s changing. Instead of just keywords, people are telling AI agents much more about themselves: “I’ve run for 20 years, I have knee issues, I’m training for a marathon, I want red shoes in my favorite color.”

The agent takes all that detail, compares options in real time across sites, and then either leads you to a merchant site—or in the near future, completes the purchase directly within the AI engine. That’s agent-to-agent commerce.

For merchants, this changes the rules. It’s not just about SEO anymore; it’s about how well your data is structured, optimized, and AI-ready. From product feeds with Feedonomics to design flexibility with Makeswift, our job is to help brands show up in this new discovery layer where agents, not search engines, are doing the talking. And it is not just about showing up. It is about powering the entire journey once you are there. That means data, experiences, and transactions all being AI-ready, so merchants do not just get discovered. They can be purchased and engaged seamlessly inside these new agent-driven channels.

At the end of the day, it’s about discoverability in a world where customers may never even land on your site—they’re meeting you inside the AI experience.

We still exist as BigCommerce, but the parent brand is now simply Commerce. That shift was very intentional. On one hand, it’s a simpler name. On the other hand, it’s more ambitious—because calling ourselves Commerce means we’re not just supporting the category, we’re owning it.

“Big” always represented scale and growth, but with our acquisitions and the way our ecosystem has expanded, we realized the story was bigger than “Big.” Our customers want smart, adaptable, future-ready tools, and we wanted a name that felt universal—something that speaks to developers, partners, and shoppers alike.

Choosing Commerce is bold, and we know it sets a high bar. It is also aspirational. Calling ourselves Commerce signals that we are not just participating in the category. We are helping define it together with our customers, partners, and developers. Our goal is to be a central force at the heart of commerce by shaping where it goes next, not only by what we build but by how we build it with others.

When we designed the logo, we started by asking: what do we want people to instantly understand about us?

The symbol is built from overlapping circles. A circle has no beginning and no end—it suggests infinity, connection, and constant forward momentum. Layering them creates a sense of energy that’s always evolving, always moving, always pushing forward. That became the foundation of a bold mark meant to carry strong meaning across contexts.

The wordmark balances that with something more human. Its rounded forms feel approachable and warm, while the overall structure stays strong and confident. Professional, but never cold.

Together, the symbol and wordmark are designed to reinforce exactly what our brand stands for: clarity, connection, and momentum every time someone encounters it.

It was a true collaboration. We partnered with an external agency called Lift to build the foundation, and then our in-house team brought it to life.

The hardest part wasn’t any single design choice—it was the scale. A new identity has to show up consistently across every touchpoint, and with a parent brand like Commerce, the ripple effect was huge—internally and externally.

Our goal was to unify our family of brands in a way that felt intentional and aspirational, but also seamless across all those points of contact. That meant every decision had to carry meaning, and at times the scope felt enormous. But that’s also what made it so rewarding.

The launch itself was a milestone, but the work of building Commerce is still very much ongoing.

Purple is a high-energy color. It’s relatively rare in nature, which makes it distinct and instantly stand out. For us, it conveys originality and a willingness to be different in a market that’s saturated with blues and greens.

We intentionally leaned into purple to feel bold. Our palette runs a spectrum—from softer balanced tones to rich accents—but always strikes a balance between vibrancy and professionalism. That way it inspires action, while still building trust and ensuring readability and accessibility.

On a deeper level, purple sits at the crossroads of red and blue. Red is action-oriented, blue is the color of trust—together, they create something dynamic. That’s why we see purple as more than just a color. For us, it’s a symbol of transformation, and of powering what comes next.

Our goal from the start was not to treat these as separate products, but as an ecosystem serving one mission and vision. That unifying idea is what makes us stronger.

Of course, each brand came in with its own audience and positioning. Feedonomics leans toward marketers, Makeswift toward creatives and developers, and BigCommerce toward everyone from e-com directors to CIOs. Different tones, different messages. The challenge was finding something that worked across all of them without losing their individual strengths.

That’s why we built a brand architecture where the sub-brands are still the heroes, each keeping their own identity while gradually aligning closer to Commerce. Think of it as a crawl–walk–run journey: right now, the alignment shows up most in messaging and positioning, and over time it will extend to identity as well.

It’s not a sprint; it’s more of a marathon. And along the way, we’re still letting the essence of the sub-brands shine—pulling visual and strategic cues into the parent brand so that thread runs through everything, even if each piece still speaks in its own voice.

There’s always the risk of alienation when you bring multiple brands together under one roof. But for us, the benefits clearly outweighed the risks.

By uniting BigCommerce, Feedonomics, and Makeswift under the Commerce narrative, we can tell a stronger, more complete story. Customers see not just individual tools, but an ecosystem designed to support them at every stage of their commerce journey.

The key was making sure the unique strengths of each brand didn’t disappear. Instead, we’ve built a parent brand that holds onto those distinct qualities while giving them greater visibility and shared purpose. In that sense, we didn’t see it as losing something—we saw it as multiplying what each brand could contribute.

We hear “AI-ready” a lot. Many companies are adding AI features, but what we’re doing is bigger—we’re re-architecting commerce for an agent-first world. That means preparing for a future where agents act on behalf of consumers and merchants, reshaping how products are discovered and purchased.

This shift requires merchants to rethink how their sites are built, optimized, and surfaced in AI engines like ChatGPT. We’re making sure our products not only show up there, but thrive there.

And we’re embedding AI across the entire workflow—from product data enrichment with Feedonomics, to AI-powered design with Makeswift. So we’re not just adding AI as a feature; we’re building the infrastructure that makes our clients more discoverable, adaptable, and competitive." to "We’re not just experimenting with AI but building the systems that will define how commerce works in an agent-first world.

I like to think of a brand launch as the Super Bowl of the creative world. It’s a big moment, and what made this one so satisfying was that it felt like solving a giant creative puzzle—every single piece mattered.

What stood out most was seeing strategy, design, storytelling, and human experience all click together into one vision. It reminded me that a rebrand isn’t just cosmetic—it unifies employees, resonates with people, and when it’s done with intention, it can do a lot of heavy lifting for a brand.

Equally rewarding has been experiencing the brand in the real world. Seeing it come alive in a physical space—energetic, tangible, and human—proved the vision works. Honestly, what excites me most is that this is just the beginning.