Commerce

1,200 Total Employees

Year Founded: 2009

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Commerce Leadership & Management

Commerce Employee Perspectives

What does effective management look like on your team, and how does it impact your day-to-day work?

Effective management, to me, is when someone is clear about where we’re going but trusts you to get there. The managers I’ve had at Commerce have done both: They’ve given me direction and challenged me to grow into it. And that honestly makes me excited to come to work. It makes me more solution-oriented in how I approach my day-to-day work, more open to taking on new projects, and more collaborative in how I learn. That’s had a real impact on how I show up.

How do leaders at Commerce create clarity around priorities and expectations?

Leaders at my company create clarity by giving clear direction quarter over quarter — we know what’s expected at the company level and how it ties to the “big rocks” our people experience team is focused on. My leaders are great about one-on-ones and keeping me informed regarding priorities and how projects impact the business. But, they also make a point to listen to what’s happening at the boots-on-the-ground level, bringing in perspective from across the team, not just from the top. We have clear roadmaps, transparent conversations about how the company and team are actually doing, and regular pulse checks with me and the broader team. That openness to feedback — both giving it and receiving it — is what makes the direction feel real.

Can you share an example of when leadership followed through on a commitment or navigated a challenge successfully?

One example that stands out is how leadership actually acted on employee feedback rather than just acknowledging it. When people expressed they wanted more transparency around how the company was doing, leadership took that seriously, rethinking how our company all-hands meetings were run and introducing “Ask Me Anything” sessions so employees could get real answers directly from leadership. The same goes for benefits: Feedback was heard, and real changes were made. That kind of follow-through is what builds genuine trust.

Madison Buchmeyer, Senior HRIS Administrator

From the article: How Strong Managers at These Companies Create Clarity, Accountability and Team Confidence

Commerce Employee Reviews

One moment that stands out was being invited by the People Experience Leaders to present at the February Lead Together with our Department Heads. I felt all of the above—proud, supported, and deeply valued. Time with senior leaders is incredibly meaningful, so being asked by leaders I genuinely respect to share the work we’re doing on the VIBE team meant a great deal to me. It was one of those moments where preparation, passion, and purpose all came together—and I walked away feeling trusted and empowered.

Tiffany Croom, VIBE Program Manager

What People Are Saying About Commerce

Strategic Vision & Planning: Ongoing briefings and investor materials present a clear, multi‑product, AI‑driven direction tied to the 2025 rebrand. Public disclosures explain how unifying BigCommerce, Feedonomics, and Makeswift should simplify workflows and add value over time.
Decisive Leadership: The adoption of a shareholder rights plan in response to an unsolicited approach indicates willingness to actively defend and execute the strategy. Leadership repeatedly ties the rebrand to a broader AI and open‑architecture roadmap across filings and events.
Accountability & Follow-Through: A named, stable C‑suite with defined responsibilities clarifies ownership across finance/operations, product, revenue, marketing, strategy, security, and legal. Investor pages make it straightforward to see who is accountable for delivering the plan.