Dropbox status: access issues and outage reports

Problems in the last 24 hours

The graph below depicts the number of Dropbox reports received over the last 24 hours by time of day. When the number of reports exceeds the baseline, represented by the red line, an outage is determined.

Most Reported Problems

The following are the most recent problems reported by Dropbox users through our website.

• Errors (60%)
• Sign in (20%)
• Website Down (20%)

Live Outage Map

The most recent Dropbox outage reports came from the following cities:

City	Problem Type	Report Time
Nottingham	Errors	3 days ago
Guayaquil	Website Down	3 days ago
Flumet	Errors	13 days ago
Irapuato	Errors	15 days ago
Bournemouth	Sign in	2 months ago
Paramaribo	Errors	3 months ago

Full Outage Map

Community Discussion

Tips? Frustrations? Share them here. Useful comments include a description of the problem, city and postal code.

Beware of "support numbers" or "recovery" accounts that might be posted below. Make sure to report and downvote those comments. Avoid posting your personal information.

Dropbox Issues Reports

Latest outage, problems and issue reports in social media:

• 
  M.Ellis (@MEllisPhotograp) reported 9 seconds ago

  @DropboxSupport Hi so thanks for keeping intouch and checking dm's pleased to report your website at moment is rubbish.... yes angry I pay for something that works not thats broken.. trying to perm delete file.. but 0 the file is still there my membership has only just renewed but 2nd thoughts -

• 
  Oliver Prompts (@oliviscusAI) reported 2 minutes ago

  you pay google, dropbox, and apple $10+/month to store your files on their servers, where they can read them. and dropbox already got breached in 2024. there's a tool that syncs your files directly between your own devices. no cloud, no server, no middleman. it's called syncthing. → real-time sync between any number of devices, peer-to-peer → files go straight between your devices, never touching a third-party server → tls encryption with perfect forward secrecy on every connection → works over lan and internet, no port forwarding needed → file versioning, roll back anything you changed or deleted there is no syncthing server. no syncthing cloud. no company storing your data. the protocol is open, and there's nothing between your devices except an encrypted tunnel. dropbox plus is $144/year. google one 2tb is $120/year. syncthing is $0, unlimited devices, unlimited storage, forever. battle-tested since 2013. run by a swedish non-profit. 100% free. open source.

• 
  Robert J Abalos (@robertjabalos) reported 3 minutes ago

  Want Your Startup to Get VC Funded? You Must Meet All Six of These Requirements Venture capitalists at the seed stage bet on potential more than perfection, yet they demand specific proof points before writing a check. After reviewing hundreds of deals and data from PitchBook, Crunchbase, and leading funds, six absolute requirements stand out. Miss any and the odds of funding drop sharply. First, an exceptional founding team. Team quality remains the single highest weighted factor before product market fit solidifies. VCs look for domain expertise, prior execution, complementary skills, and coachability. Research shows roughly one in four two founder teams loses a co founder by year four, so investors scrutinize resilience and equity alignment. Companies with strong teams raise at higher valuations even with lighter metrics because execution can fix product or market gaps. Second, a large and expanding market. Seed investors require a total addressable market of at least one billion dollars, ideally several billion, with a clear path to one hundred million in annual revenue. Serviceable addressable market should support venture scale outcomes. Markets growing above twenty percent annually command premiums. Small markets cap upside and rarely produce the fund returning exits VCs need. Third, early traction proving customers care. For SaaS this often means ten thousand to one hundred thousand in monthly recurring revenue or three hundred thousand plus in annual recurring revenue. Pre revenue startups need strong engagement such as daily active users to monthly active users ratios above twenty percent, organic waitlists, or letters of intent from unaffiliated customers. Dropbox famously used a demo video that drove seventy five thousand sign ups overnight, unlocking its Sequoia seed. Slack showed early retention that later became legendary. Fourth, rapid and consistent growth. Seed VCs seek fifteen to twenty percent or higher month over month revenue or user growth sustained over multiple months. Absolute numbers matter less than trajectory. Startups posting twenty percent plus monthly recurring revenue growth have seen close rates near sixty five percent in analyzed pitch data. Flat or decelerating growth signals risk. Fifth, early unit economics and retention signals. Even at seed, investors examine lifetime value to customer acquisition cost ratios above two to one, ideally three to one, net revenue retention near or above one hundred percent, and cohort retention that flattens rather than collapses. Gross retention above eighty to ninety percent is a positive signal. These metrics prove the product delivers lasting value and that growth will not require endless capital. Sixth, capital efficiency and clear runway. Burn multiple and months of runway matter. Investors prefer teams that can stretch capital to eighteen months or more while showing improving efficiency. Median U.S. seed rounds now sit near three to four million dollars, yet graduation to Series A has tightened to roughly twenty to fifty percent depending on cohort and sector. Lean teams of four to eight people that still deliver results stand out. Data confirms the stakes. Only a minority of seed companies reach Series A, and failure rates near forty percent are common. Yet the power law rewards those that clear these bars. Airbnb, Stripe, and early Slack all combined strong teams, massive markets, and measurable early traction. Founders who quantify these six elements with real numbers, not projections, dramatically improve their chances of securing seed capital.

• 
  Jeremy Goldberg (@jeremy_goldberg) reported 5 minutes ago

  @omooretweets @midjourney and AI agent adoption isn't a unique short term issue to 'solve' - the UX of products for consumers has always been *everything*. solve that in just one niche and you can build a whole company off that - dropbox, roku, tinder…

• 
  The Open Web JP (@TheOpenWebJP1) reported 7 minutes ago

  @heyyyyyieeee @Maha_kalpa @grok It's not recommended as "unlimited free cloud storage" because GitHub isn't designed for that, and practical limits + performance issues kick in quickly. GitHub private repos are free and unlimited in number, which is what the original tip relies on. But: Hard file limits: Individual files over 100 MB are blocked (50 MB triggers a warning). Browser uploads are capped even lower (~25 MB). Larger files require *** LFS. Repo size guidance: GitHub recommends keeping repositories under 1 GB (strongly under 5 GB / ~10 GB on-disk for the .*** folder). Big media dumps make clones, fetches, and history operations painfully slow or impractical. *** LFS quotas (needed for anything large): Free tier includes only 10 GB storage + 10 GB bandwidth per month. Exceed that and you hit blocks or billing (depending on settings). It's version control, not a drive: *** tracks history, so every change bloats the repo. Binaries (photos, videos, etc.) are inefficient in ***. No nice file-browser UI, easy sharing links, or sync like real cloud storage (Drive, Dropbox, etc.). Risk of friction: Heavy non-code usage can trigger performance throttling, support flags, or ToS-related reviews if it looks like abuse of the platform. GitHub actively monitors repo health signals. It's fine for small code-adjacent backups or a few files. Terrible as a general-purpose unlimited media dump. Use actual cloud storage (or object storage) for that.

• 
  JMT (@JoakimThomsen) reported 7 minutes ago

  @shadcn Where is that post with the guy who thought Dropbox couldn’t make it because he just set up an FTP server on his home rack and had his files there? *you are in a bubble my friend*

• 
  Abhi • AMZBoosted.com (@AbhiChauddhari) reported 8 minutes ago

  Everyone downloads Seller Central reports manually. Every. Single. Day. The problem isn’t downloading reports. It’s remembering to do it before you need the data. AMZBoosted schedules report downloads automatically and sends them wherever you want. Google Sheets. Dropbox. Telegram.

• 
  kfd&p (@kfdpcom) reported 9 minutes ago

  @mellolais___ @LIBSCRUSHER @Dropbox I went on their site and it does say that the .com access is having issues. I guess we just wait it out.

• 
  numaan (@numaan27) reported 10 minutes ago

  they solved this problem in panda by splitting the key space into “ranges.” each range is roughly 100 GB, so when a range grows too large, it can be split and redistributed. (btw panda is an abstraction layer over sharded mysql that dropbox built)

• 
  evannie 🎀💌 (@evanniestash) reported 10 minutes ago

  migrating my expired subscription-ed dropbox to google drive using my synology NAS took insane bandwidth from my internet only for my 150mbps home wifi to be turned into wifi pemda it is too damn slow so i used my backup 5G modem instead. thanks indosat hehe

• 
  JP Invests (@JP_Invests) reported 11 minutes ago

  $DBX - Dropbox added 96,000 paying users this quarter. I said this morning to watch that line after last quarter's roughly 14,000 sequential adds. They did seven times that, a third consecutive quarter of growth, to 18.19M. The stock is down 4%. Everything I said to watch on the growth side came in fine. Revenue $631.5M, above both the $624-627M guide and the $627M street. Non-GAAP EPS $0.75 against $0.74. Non-GAAP operating margin 39.7%, above the full-year range. ARPU $139.68, up from $138.32. What went the wrong way is the part I said would actually move it. Free cash flow fell to $235.2M from $258.5M a year ago, and the margin went from 41.3% to 37.2%. And the buyback decelerated: $330M this quarter against $410M in the same quarter last year, with first-half repurchases down 19%. Unlevered free cash flow rose to $283.5M, and the gap between the two numbers is interest. Cash paid for interest went to $48.3M from $17.9M. The buyback is debt-funded and the debt now costs something. Diluted share count is down 18% year over year to 226.8M, which is the one thing still working mechanically. Two things about the release itself. Guidance isn't in it — Dropbox moved the numbers to supplemental materials on its investor site this quarter, which breaks with how it has reported. And the entire release is quoted by a co-CEO who writes "stepping into this role." The 8-K contains no disclosure of a leadership change. Twenty-nine percent of the float is short. $DBX

• 
  Nathan (@arcane_bloom) reported 14 minutes ago

  He was OpenAI's first business hire in 2018. This week, after eight years, he walked out the door. > Brad Lightcap > studies economics and history at Duke, starts as a JP Morgan investment banking analyst > moves into strategic finance at Dropbox, then joins Y Combinator's Continuity Fund > meets Sam Altman through YC, gets pulled into a tiny nonprofit called OpenAI in 2018 as its first business hire > becomes CFO, then rises to COO, helps run the company through the ChatGPT launch and its climb to the most valuable startup on earth > moved off the COO title in April 2026 into a vague "special projects" role > in August, posts on X that he's leaving after eight years to "start something new" > his exit lands one month after product chief Fidji Simo also stepped down > walks away right as OpenAI preps a monster IPO on an $852 billion valuation

• 
  Fraser (@iamfra5er) reported 16 minutes ago

  THIS GUY WANTED A PLACE TO STORE HIS PASSPORT WITHOUT DROPBOX READING IT so he built an encrypted vault app for himself in a weekend and it's now doing $5k/mo zero startup cost. 85% margins. no ads. just SEO written by an AI agent trained on his emails the agent finds trending topics on reddit every single day, writes an article, translates it, posts it google indexes it in days. 500-600 daily visitors. 4% convert to app store downloads. all running on free cloudflare then ASO does the rest — he translated the app into 36 languages and ranks #1 for "duress vault" in the US app store 80 downloads a day. 9% conversion to paid. completely autonomous most founders obsess over their first 10 customers but this guy got banned from every reddit community and said whatever, I'll just let the robot handle distribution he's an ex-google security engineer who raised hundreds of millions for his last startup so he knows what terrible UX looks like in security apps every competitor either has bulletproof security with unusable UI or easy UI with trash security he just combined both and called it done doesn't even spend time on this app. works on 4 projects at once. lets coding agents build while he plans the MVP is identical to the final product because he built exactly what he wanted for himself no pivot. no customer discovery calls. just "I need this, maybe 10 other people do too" now he's testing tiktok and youtube not even for this app but just to learn distribution for the next one

• 
  Nell AI Labs (@nellaiorgs) reported 17 minutes ago

  Three traits make a startup idea look bad because most founders run from all three, which leaves the idea sitting there for whoever doesn't. 1. Hard to get started Stripe is the textbook case. Thousands of developers hit the exact same broken credit card integration and knew it sucked. Nobody built the fix, because it required a special bank deal and deep infrastructure knowledge nobody wanted to acquire. That friction wasn't a warning sign. It was the moat. 2. Boring Gusto makes payroll software. Nobody's passionate about payroll. That's precisely why it sat unsolved — every "fun" idea gets fought over by ten founders, every boring one gets ignored by all of them. And here's the part people miss: six months into any startup, fun or boring, you're doing the same thing — writing code, fixing bugs, talking to users. The initial excitement of the idea has almost no correlation with how much you'll enjoy running the company. 3. Already has competitors Dropbox was the 20th file storage company at launch. Founders read "20 competitors" as a red flag. It's the opposite and evidence of real demand which nobody's nailed it. Zero competitors usually means zero market, not first-mover advantage. Founders optimize for what looks easy, not what actually works. The gap between those two is exactly where the good ideas live.

• 
  Luke Elin (@LukeElin) reported 23 minutes ago

  👤Shadow Adoption The pattern: Staff route around the sanctioned tool, and the organisation finds out afterwards. I watched this with unauthorised modems. Then with USB drives. Then with Dropbox. Then with entire SaaS platforms procured on a personal credit card and expensed as “software.” Now it is AI the same movie, new cast, better production values. The reason is always identical and always reasonable: the sanctioned tool is slower than the job requires. Shadow adoption is not an indiscipline problem. 👊 It is a feedback signal about the official tooling, arriving through the wrong channel. The tell: Compare the usage figures for your officially sanctioned tool against what your helpdesk volume implies people are actually doing. The gap is your shadow estate. FR FR

• 
  Bhavyam Arora (@AroraBhavyam) reported 25 minutes ago

  99% startups who applied to yc today will get rejected. here's what the smart ones do next: a no from yc isn't the end. they literally encourages you to reapply and tracks your progress across applications. the founders who get in later treat rejection as round one, not game over. the playbook: "don't wait for feedback" yc doesn't tell you why you got cut at the application stage. so stop self-doubting firstly. the reasons founders get rejected are almost always the same: - no visible progress between "idea" and "application" - not the perfect answer why you're the right team for the problem - vague answers that read as ai slop or unclear thinking reapply. it actually works. - dropbox: drew houston applied solo, got rejected, was told to find a cofounder. he did, reapplied, got in. - reddit: rejected for a completely different first idea. yc liked the founders and told them to come back. they did. the pattern never changes: build, show progress, come back stronger! you can apply again right now yc's decision lets you apply for the next batch. no need to wait months to get another chance. don't put your life on hold other strong programs are still open while you regroup. check the attached tweet below for whole list where you can apply as well. apply in parallel, not "later." the real unlock is traction a reapplication that says "we listened, we built, here are the numbers" beats a first application every time. the 6 months after a no matter more than the no itself. rejection quietly filters out the founders who were never that serious. don't be one. 💀 follow @arorabhavyam for weekly content around founders, startups and AI! 🫡

• 
  siamkidd (@SiamKidd) reported 25 minutes ago

  Now the dust has settled with the SN24 Quasar debacle, I thought I'd share some info which would shine a slightly more positive light on the Quasar team. A few weeks ago, they approached DSV to raise $280k. They said they had big developments, some breakthroughs with a new model and that they needed capital for the training run. At the time, bear in mind that their alpha was strong, they were largely in good favour of the community and Const was still a firm backer/supporter of Quasar. And he held the keys. And they were to appear on Novelty Search soon. So it ticked a bunch of boxes. Anyway, we agreed, as we are always keen to help teams. But the issue was that I was away for 3 weeks and I never travel with crypto capability. And anytime any money moves around in DSV it's a right palava as we have 3rd party regulated custodians and have to jump through all sorts of hoops, (as social engineering with deepfakes is a very real threat). So we were able to jump through some hoops and ping over $104k to begin with and then the rest at a later date. Then we had those 2 days of madness at the beginning of the week and Quasar is no more. There's been all sorts of accusations and my view on all this is that there has just been terrible decision making, that's all. Announcements of announcements, over-exaggerating claims, giving a 24 hour deadline to offer proof, delivering it 2-3 days late and then walking back on some of the claims etc etc. I mark this down to simply their very young age and no business experience. But I don't think they are scammers. Just some very bright kids who's first experience of business is a subnet, which is like drinking water via a fire hydrant! And a pertinent piece of info behind that, is that they were very willing to return our funds. So as of today, that $104k has returned safely back to DSV. Their time as subnet owners is over and so there was a fear that we wouldn't get a penny back. But it wasn't the case. So do take this into consideration the next time you hear someone calling them scammers. With regards to Const, I think he too has also had a bit of an unfair ride with some of the comments I've seen. Const has had probably the roughest time with SN24 and is massively down from it all. He initially bought the slot from us, then reimbursed the team twice after 2 hacks, given them 6 figures in compute credits and more. So it really is fair that he keeps the slot. And I'm sure he'll find a good team for it. Also he is the founder of Bittensor. Not the CEO. He can't have detailed DD and optics on every single person and subnet in the ecosystem. And if he backs a subnet, it doesn't necessarily mean it's going to moon or be good forever. He's essentially the Federal Reserve Chairman and he has to craft policy changes to incentivise efficient growth in the ecosystem. He's the visionary and his role is to drive a path forward for Bittensor, which he is doing. And although I've highlighted personal frustrations that the chain is upgrading far too frequently...at least we are upgrading! That's one of the beauties of Bittensor. We will never be stagnant. And for the outsiders looking in, if it looks a bit chaotic, well, it is. But it's not necessarily a bad thing. You should have seen all the chaos and scandals of the companies when the NASDAQ launched! Or when ERC-20 contracts launched on Ethereum or the mountainous amount of scams on Solana with pumpfun. Hell, Bitcoin even hard forked into Bitcoin Cash due to so much in-fighting in 2017. And Ethereum suffered a $150m DAO hack in 2015/16 which forced a hard for there too. Hence why we now have ETC and ETH. So in comparison, everything is golden over here lol. In recent times, we've had/have: - SN4 partnering with Intel. - SN44 partnering with a NASDAQ PLC. - SN71 partnering with Dropbox. - SN18 getting huuuuge institutional clients. - SN107 co-authoring a research paper with OpenAI. - SN53 delivering Kimi K3 tokens cheaper than Openrouter or even Kimi. - SN95 being integrated within Hermes. - SN9 using green energy from SN110 to power their next big training run. - SN21 achieving Google Adwords campaign predictions that no company has ever achieved. - SN51 regularly doing 6 figure buyback and burns with revenue. And there's probably more that I've missed that I'm not aware of. Anywho, the future is bright! Have a good weekend all!

• 
  Lando, the Chef (@_Lando7763) reported 26 minutes ago

  @PhyxicxGaming Thanks. And unfortunately it's even worse than that because it's technically "shared housing;" the place was already a ******** when I got here. No pests, fortunately, and I'm pretty sure the landlord has no idea what goes on here, and doesn't care. I've only ever met the maintenance man, who handles move-ins, plus he picks up rent from the dropbox every week. I haven't seen him since the day I moved in, and he even told me as much that I'll never meet the owner. The psycho has his room on the 3rd floor, I'm one of two on the 2nd floor, and there's one person below me. The bathroom is shared, as is the kitchen, which I never use. Only one burner on the stove works anyway. On my first day, I texted about the broken toilet seat, and the Landlord asked me what happened. WTF? Third-Floor Psycho is the only other person who's walking around raging regularly. Everyone else recognizes the general "peace" of the environment. Unfortunately I have to be here at least a few more months, while I'm still paying off old bills, and re-establishing myself in a new city. It's a slow journey, but a steady one. I just happen to hit a ****** rest stop here and there.

• 
  Lowkea (@lowkea713) reported 27 minutes ago

  Dropbox if you could please fix your self I have an uncomfortable amount of music in your app and now I can’t log in

• 
  Abhishek Singh (@0xlelouch_) reported 34 minutes ago

  System design prompt: design Dropbox file sync. 1) Requirements to pin down - Devices: 1 user, N devices. Offline for days. Multi-GB files. - Semantics: per-file versioning, conflict handling, delete/rename. - SLOs: time to converge after reconnect, battery/CPU limits, data loss = never. 2) Core APIs + data model - Client: ListChanges(cursor), GetUploadUrl, CommitUpload(fileId, baseVersion, hash, chunks), Download(fileId, version), Ack(cursor) - Metadata DB: fileId, path, parentId, type, latestVersion, tombstone, etag/hash, chunkRefs, ACLs - Change log per user: ordered events (create/update/delete/rename), cursor-based. 3) Architecture - Separate metadata from blobs. - Metadata service writes event + updates latest pointers. Blob store is content-addressed (chunk hash) for dedupe. - Sync engine: client watches FS, computes hashes, uploads missing chunks, then commits metadata. - Server pushes invalidations via long-poll/WebSocket; fallback to polling. 4) Scaling moves - Shard by userId for metadata and change logs. - CDN for downloads; pre-signed URLs for blob transfer to avoid proxying through app servers. - Chunking (4–8MB) + parallel upload with backpressure. Resume via chunkRefs. - Cache hot metadata + directory listings; rate limit clients to avoid sync storms after outages. 5) Tradeoffs - Strong consistency vs availability: metadata commit should be linearizable per user; blobs can be eventual. - Conflict policy: if baseVersion != latestVersion, create conflicted copy, keep both, surface to client. - Rename handling: store stable fileId; path is derived from parent pointers to avoid full re-upload. 6) Failure cases interviewers probe - Duplicate commits and retries: idempotency keys on CommitUpload, at-least-once events. - Partial uploads: orphaned chunks; GC with refcounts + TTL. - Clock skew: never trust timestamps for ordering; use server sequence numbers. - Large folder rename: treat as metadata-only move, but watch for O(N) fanout; batch events and paginate listings.

• 
  Jack (@jackcoder0) reported 43 minutes ago

  1. Kill the Login Items the apps launching before you even sit down. Every time you log in, your Mac quietly launches 10-25 apps in the background. Spotify. Slack. Zoom. Google Drive. Dropbox. Creative Cloud. OneDrive. Each one consumes CPU and memory before you've opened a single window. System Settings → General → Login Items & Extensions. Review the list. Remove everything you don't need the instant you log in. You can always open them manually when you actually need them. His Mac had 19 login items. He needed 3. He removed 16. Boot time dropped from 2 minutes to 18 seconds. The first few minutes of every session — that sluggish, unresponsive window where nothing works gone.

• 
  Christopher Doyle (@djfunboy) reported 45 minutes ago

  @iamlukethedev CLI updates changed the signed binary and dropped macOS permissions Dropbox/TCC made jobs work interactively but failed headless (this took some time to figure out) Claud auth refresh broke and continue to break despite multiple attempts and setup tokens. Agent confusing to use API vs subscriptions. Article jobs failed on missing configs, QA turn limits, and clunky validataion Digest existed but failed to pick up silent failures Some jobs reporting done while producing nothing, without a final artifact verification I am an experienced builder but also self/agent taught so these are mostly setup and validation issues. My bigger point is that these take work and especially the more complex tasks. I am still early and I have put more work than value created but I can see the light at the end of the tunnel.

• 
  Harpreet Singh (@hrprtsingh9) reported 45 minutes ago

  @jgreze @Dropbox Half of every revenue problem is a company being too polite to ask. The intern just asked.

• 
  Fernando (@Ferjsjdh) reported 45 minutes ago

  @MaxMillerOH You're retarded, you are giving away the race because of your pride and now you think some dropbox with text messages will fix it.

• 
  Genius Business (@GeniusBusiness_) reported 47 minutes ago

  How Dropbox Spaces was conceived Spaces didn't start as a product idea. It started as a problem Drew Houston says he and his customers were all living. "[Spaces] is part of a bigger evolution we've been on that really started with our customers and realizing that the experience of using technology at work has become incredibly fragmented and distracting." The more he looked at it, the more he saw a cruel irony: the tools built to help us were the ones breaking our concentration. "A lot of the tools we're using that you think would be helping us focus have unintentionally made it impossible to focus. And that's a problem if you need to use your brain at work, because your brain works best when you can focus." That, he decided, was the real enemy. Not a missing feature, but lost focus. He called it "the higher level problem." He could see where it came from. Work simply doesn't look the way it used to: "It's very different from 20 years ago when we got five emails a day, not 500." Twenty years ago you might have just used Office. Now you're in Office and G Suite and Slack and Zoom and Dropbox all at once. 100 tabs, everything blinking at you all day, apps that don't work together. So the framing question became: how do you fix the environment itself? "How do we evolve Dropbox into the app that makes all your other apps work better together?" The breakthrough was a shift in how Houston understood what Dropbox already was. Watching customers, he realized they didn't treat it as a place for their stuff, or as just a folder on the desktop. "It's the place you're going to work." Once he saw it that way, the design conclusions changed: "When we thought about it that way, we realized we would have made a bunch of different decisions, and realized that Dropbox is actually really well positioned to help people focus at work." Two conclusions followed. First, Spaces had to move beyond files. Teams collaborate on far more than documents: Google Docs, Airtable, Figma, Trello and there had never been one place to hold all of it. So Spaces became “an evolution of the shared folder” that “moves it beyond being a folder full of files to an intelligent team workspace for any kind of cloud content.” "You can still have your PowerPoints and PDFs, but they can be next to your Google Docs and Trello boards and whatever else you have. Give you one space, not 10." Second, and this is where the concept sharpened. Spaces had to become a workspace, not a filing cabinet. Houston traced the problem back four decades. The thing we call "the desktop" is, functionally, the operating system: "The interface is the operating system." And it had been frozen in time: "That user experience hasn't really changed... it basically looks the same as the early 80s when it was first introduced on the original Mac." It was designed for a world that no longer exists: "It's this single player static experience that was perfect for when our whole life fit on a couple of floppy discs." So the team ran a thought experiment, start from scratch, for now: "If you were to redesign this for 2019, you'd make a bunch of obvious changes." You'd still want the files and cloud content. But you'd add the things the 80s interface never had: people, activity, comments, a record of what's been happening. You'd organize around the projects you're actually working on. You'd see your calendar, get Slacked, and start a Zoom meeting all without leaving the app. That thought experiment became Spaces.

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  Jürgen Strobel (@JuergenStrobel) reported 50 minutes ago

  @Arthur_van_Pelt You claimed that Bitcoin has a problem for "storing arbitrary data". Photos on Dropbox is a trivial example. Now you're moving the goalposts to subjective, emotional criteria you can't even define well. How much data is "way too too much", and how does BIP 110 solve it?

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  OneToothTeXan (@OneToothTeXan) reported 51 minutes ago

  I'm so sorry I left my zipper down and my sanity got loose. If found: Men, there's a dropbox. Women: please return to original source.

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  Joe Murgia (@TheUfoJoe) reported 55 minutes ago

  "There truly is a kind of pushback and a resistance to provision of information that even ODNI is asking for." ~Nolan (Who's resisting sharing of info. with ODNI?) 🛸 New: Nolan Comments on Skywatcher, and More 🛸 Three Nolan quotes... "...a shared realization that the data that even we're being given right now from the government is insufficient." There was an attempt to, "go out into the field and see if we could cause the attraction of some objects. There was some, let's call it, activity, but not enough that I would consider enabling to publish [a paper]." (If scientists were there for the alleged luring/baiting event that @RepEricBurlison has spoken about, would that be enough data for a paper?) "I think we're being listened to. Whether the people who are listening to us are going to be able to be responsive is another question." ~~~Full Clip Transcript~~~ @GarryPNolan: "Look, as scientists, whether we're philosophers, psychologists, material scientists, biologists, theorists, etc., we need data. And so, you know what I've been watching happen, at least around the [UAP Advisory] Council itself is, I think, a shared realization that the data that even we're being given right now from the government is insufficient. "And I don't blame, for instance, ODNI for that. And it has been explained to us, several times over, some of the so-called methods and sources issues that are around this. And also, that a lot of the data that we want to have access to, to do the kinds of analyzes that we would want to do, simply were never collected at the time. Or, in some cases it seems, if they were there, they're no longer there. But, you know, that sounds conspiratorial, so I'm not gonna go down that route. "But I agree with what Avi is saying, is that, rather than looking retrospectively, we need to start to plan prospectively. We could go forever relitigating past issues and who said what, where, and when. As opposed to, well, let's just do it now. Let's just do it to the future. "And so, for instance, because it just comes up many times on Twitter, is...although I can't talk about all of it about Skywatcher... Is, you know, that was an attempt, at the time, to take matters into our own hands in a semi-military, semi-academic fashion to, basically, go out into the field and see if we could cause the attraction of some objects. "And, you know, there was some, let's call it, activity, but not enough that I would consider enabling to publish. Believe me, if it was, I would have done it...already be putting that paper together. But there were lessons learned from that. "But I think, the other thing about the council is, what they're beginning to see is, I think, that there truly is a kind of pushback and a resistance to provision of information that even ODNI is asking for. Now again, that doesn't mean it's a conspiracy. It just means that I think everybody is coming to terms with the fact that it's not just, snap your fingers and you know somebody gives you a a Dropbox link and you can download everything. "So, you know, I'm happy seeing people now come up to speed, and I'm happy seeing, let's put it this way: a level of, let's call it, frustration that is driving us to ask for more. And I think we're being listened to. Whether the people who are listening to us are going to be able to be responsive is another question."

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  RVCrypto (@RvCrypto) reported 56 minutes ago

  Every once in a while I have one of those moments as an investor where everything just clicks. I had that moment a couple of weeks ago with Leadpoet, $TAO subnet 71. What initially caught my attention was the team. To me, they represent what a Bittensor-first team should look like. They're deeply committed to the ecosystem, they execute quickly, and, most importantly, they seem to understand that in the end none of that matters if you don't build a product customers actually want. The product appears to be working really well. Winning the OKX product competition and attracting an inbound pilot with Dropbox are the latest two independent signals that suggest they're solving a real problem for enterprise sales teams. The opportunity they're pursuing is also enormous. Enterprise sales is a market worth billions, and if Leadpoet continues executing the way it has so far, I genuinely believe they have a realistic path to building an eight-figure revenue business next year. And the best part here is that all of that value ultimately flows back into the token. I've also spent quite a bit of time talking with Gavin over the past few weeks and months. Those conversations gave me a very similar feeling about Leadpoet to the one I had with Score when talking with Max. I don't make that comparison lightly. It's great to see Leadpoet finally getting the attention it deserves, and the recent price action reflects that. Although, if I'm being completely honest, I would have loved one more dip to accumulate a bigger position, and I know I'm not the only one thinking that.

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  Ed Giansante (@edugiansante) reported 59 minutes ago

  every founder i talk to is hiring a head of community wrong. i've been that hire four times. Zynga, Wix, Dropbox, Persona. 15 years, three continents. every time the JD was wrong, the expectations were wrong, and the first 90 days were a mess until i rewrote them myself. the JD problem. most community job descriptions read like a social media manager with extra steps. "manage our Discord, post engagement content, track NPS." that tells me the founder thinks community is content moderation with a better title. a real head of community JD should say: build the infrastructure where customers trust each other enough to solve problems together, and connect that trust back to pipeline and retention. if the JD doesn't mention revenue or product feedback loops, you're hiring the wrong role. the first 90 days. at Dropbox i walked into 400M+ users and zero community infrastructure. no forums, no events, power users had no way to talk to the product team. days 1 to 30: listen. real conversations with 50 customers. find the 10 who love your product enough to evangelize it for free. those are your founding members. wrong. within 2 weeks we had an outage and I had to source folks who were talking about Dropbox in different spaces - dev forums, stackoverflow, spiceworks, hackernews and so on. I was honest enough to share what was going on, my role and where i needed their help. days 31 to 60: build the first room. not a Slack with 14 channels nobody uses. one focused format. at Persona it was a 15 person dinner for compliance leaders. at Wix it was a partner council of 80K agencies. start small, make it valuable enough that people tell their peers. days 61 to 90: prove the loop. connect a community interaction to a business outcome. a feature request that shipped. a deal that closed because a customer introduced a prospect. a churn save from a power user helping a frustrated customer. if your community hire can't show that loop by day 90, something is off. forget member count or engagement. track these: repeat attendance. show up rates. at my dinners, 90% of RSVPs show up. 99% return. pipeline influence. what happens post dinner that can be attributed to $$$? product feedback velocity. how fast does a community insight reach the product team and ship? NPS delta. at Wix, partner community members renewed at 2-3x the rate of non members. the biggest mistake is org charting community as a sub-group within a random team. community sits between product, marketing, sales, and customer success. it touches biz relationships, partnerships, revenue, retention, and product roadmap. treat it that way. hire someone who's built it before and give them a seat at the leadership table.