Square had a teaching problem. Its sellers could take free courses and webinars, but different businesses needed different information. A useful lesson is of little use when the person who needs it cannot find it. In 2023, Square asked Big Drop Inc to rethink its learning management system. The brief contained a deceptively ordinary ambition: help people get more out of the tools they already had.
This is a good place to meet Big Drop. A portfolio full of bright websites invites a discussion about taste. Square Academy invites a discussion about friction. Somewhere between knowing that help exists and finding the right help, a customer can disappear. Big Drop’s work sits in that interval.
- Custom websites, branding, development, and digital marketing.
- Client work spans seller education, cybersecurity, beauty, and telecoms.
- The recurring move: organize the information before decorating it.
- Clutch lists a $50,000 project minimum; scope determines the bill.
A classroom with a better floor plan
For Square, Big Drop reorganized learning pathways, made the experience responsive, and developed custom illustrations. The project also considered the people publishing lessons: the system needed to accommodate new content and changing course flows. A learning platform must serve both the student looking for an answer and the editor adding the next one.
Square’s Head of Scaled Onboarding, Tiffany Carrell, described the relationship in a testimonial on the case study: “We felt seen and heard.” The agency reports a 52% increase in organic traffic. The measurement window is unstated, so treat it as a reported project result rather than a promise for the next customer.
Three brands cannot all drive
Semperis presented a different version of the same puzzle. The cybersecurity company needed to consolidate three distinct brands into a coherent online presence. Its existing journeys and navigation made information hard to discover. Adding another page would have been an elegant way to enlarge the confusion.
Big Drop’s 2023 engagement combined brand strategy, creative direction, UX, design, and development. The agency structured the information around company and product stories, with routes toward resources and a Get Started action. Its visual concept treated Semperis as an immune system, using abstract biological imagery to explain protection and recovery.
The distinction matters. A technical buyer needs enough detail to assess a product; a first-time visitor needs enough clarity to understand why it exists. A single website has to accommodate both. Here, the brand metaphor and the navigation were parts of the same explanation.
The hair-care course with a shopping cart
Moroccanoil Academy had outgrown a simple signup landing page. Stylists needed to book in-person classes and browse educational material. Big Drop built a richer hub using WordPress, WooCommerce, and custom PHP, connecting course discovery with a PayPal checkout integration.
Navigation grouped products, course types, and library material, with filters including hair type and product collection. Those are small decisions with commercial consequences: a stylist arrives with a particular need, rather than a desire to admire the entire catalog. The interesting feature is the fit between how the content is organized and how its audience thinks.
The interview is part of the interface
At Optimum, the agency conducted more than 35 stakeholder interviews. The telecoms brief involved a new brand identity and younger customers whose expectations included streaming and mobile content. Big Drop integrated Adobe Target for experiences personalized by behavior and data, while developing a mobile-focused design.
That research has a less glamorous purpose than a launch announcement suggests. Departments can disagree about what a website should say. Interviews make those disagreements available to solve before they become competing buttons on the homepage.
“I created Big Drop to help companies build everything digitally.”
Garry Kanfer / founder and president
Kanfer’s route into this work ran through accounting, a law firm, and mortgage finance. In a published interview, he described wanting to move into helping people build or rethink brands. He also founded Kissaki, a restaurant business. The connection is unusually concrete: he has had to sell experiences outside a browser, too.
What the invoice buys
Big Drop operates as a custom services business. Clients commission projects; ongoing support and marketing extend the relationship beyond launch. Its capabilities include SEO, paid search, social media, content, and email marketing. Its Contentful Silver partner listing adds content modeling, implementation, training, and continuing content services. The website is both a public experience and a system someone must maintain.
Clutch lists rates of $100-$149 an hour and a $50,000 minimum project size. Historical client interviews show variation: a retirement consultancy reported spending $40,000-$50,000 on a custom WordPress site and continuing maintenance. These are different scopes and dates, not a universal menu.
Big Drop belongs in the market for substantial agency engagements, alongside alternatives such as Digital Silk, Huge, and WebFX. Its case for consideration rests on the combination of research, visual identity, implementation, and support. Buyers should compare relevant project experience and the proposed team as carefully as the portfolio.
A partner case study from accessiBe describes another sales obstacle: clients did not always understand accessibility, perceived it as expensive, and faced technical complexity. Big Drop used the vendor’s partner program to introduce the service and explain its value. In that account, education had to precede adoption.
That is a useful parallel with the agency’s own projects. Customers cannot choose what they do not understand. A vendor-provided tool also needs to fit the actual website and its users; the existence of an integration does not, by itself, demonstrate the quality of the resulting experience.
The launch date belongs to everyone
The retirement consultancy’s review supplies a useful complication. Its site launched in November 2019 after internal content migration delayed an earlier planned launch. The client also described confusion during project-manager turnover. Attractive work can still encounter ordinary problems of ownership and handoff.
The practical response is to assign responsibility for content, approvals, migration, and maintenance before work begins. A business seeking a quick brochure site may find this scale of engagement excessive. A team unable to supply decisions and content can slow even a capable agency. Those conditions belong in the buying conversation.
Big Drop’s January 2026 writing about AI and website trust returns to structure, consistency, and authorship. The audience may be changing, but the useful question remains familiar: can someone understand this business and find the next thing they need? Copy that question into your brief. It is cheaper than discovering, after launch, that everyone has a lovely website and nobody knows where to go.