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	14 days ago
Guayaquil	Website Down	14 days ago
Flumet	Errors	25 days ago
Irapuato	Errors	27 days ago
Bournemouth	Sign in	3 months ago
Paramaribo	Errors	4 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:

• 
  Jaclyn Forero | UGC & Paid Social Strategist (@jaclynforero) reported 4 minutes ago

  “We need more UGC.” Do you? Or do you currently have 46 videos of attractive women standing in beige kitchens holding your product and saying: “I’m literally obsessed.” Because those are two very different problems. More creators ≠ more creative strategy. You can hire 10 creators, get 30 videos back, and still end up with a very expensive Dropbox folder full of… basically the same ad wearing different earrings. The part that actually matters happens before anyone presses record: Customer research. Different angles worth testing. Hooks that aren’t all “POV: you finally found…” Scripts that provide structure without making a normal human sound like they’re reading the terms and conditions. Casting creators for the concept instead of just asking, “Does her house look expensive?” Enough B-roll that the editor doesn’t have to perform a small miracle in Premiere Pro. And then — this part is apparently controversial — looking at the performance data and using it to decide what to make next. Recently, I led creative strategy for a top medical-grade-skincare brand's paid social campaign across research, concepts, scripting, creator direction, and post-production. Some of the winning creative generated approximately 2.3x ROAS during testing. My biggest takeaway: UGC works a lot better when you stop treating creators like content vending machines and start treating the entire thing like a creative testing system. Anyway, if your current UGC strategy is “hire more people and hope one of them accidentally makes a winner,” I have some thoughts.

• 
  Hiten Shah (@hnshah) reported 4 minutes ago

  @varadh @NotionHQ Bunch of markdown. Google Docs handled it well, but some of my markdown files can get gnarly and even docs chokes a bit. I’m also a minimalist with tools and workflows, trying to get away with the least amount of tools which helps a lot with speed and efficiency. I should be a power user of Notion. Since we’re here, I have plenty of folks (like you) that I know who work there now who I’ve met and like. I’m always rooting for you folks, as a result. Here are some unsolicited thoughts from holding it in for too long. I’ve used every document and notes app under the sun and spent a lot of time in Dropbox Paper and Hackpad before it. Early user of writely which became Google Docs. There are core product principles around a product like Notion that Notion breaks or seemingly optimizes for Notion over the user’s experience. At @CrazyEgg, where I haven’t worked full-time for 17 years until about a year ago, the team loves Notion. So I’m forced to use it. My most common activity is to export things out of Notion into my a chatbot or agent of choice. That has little pricks in the process than paper cuts. But all ouchies count against you. For example, in chrome, when trying to print a page (i am weird and print web pages to convert them to pdf), I can’t trust that all the content will come through. And the issues are inconsistent. I understand this is likely an edge case of an edge case, but all ouchies count, prickle or stabbing. If you got this far, thanks for reading my rant. I one shotted it with the agent between my ears.

• 
  Naresh Mintri (@Yogamaestro) reported 5 minutes ago

  @IncomeTaxIndia Seems like e-filing portal overloaded. Taking long to register new taxpayer, buffering. Even dropbox menus not working. Plz look into it. Thanks.

• 
  AiMind (@AIMind_Ai) reported 6 minutes ago

  3 websites replace 20 hours of googling when you build a home server. The hard part of self-hosting is not the hardware. A used HP EliteDesk and a wall-mounted NAS cost almost nothing. The hard part is not knowing what you can even run, or how to avoid breaking the system on the first command. The first keeps a catalogue of self-hosted alternatives. Look up a replacement for Google Photos, Dropbox, or Notion, and you see what already exists, how many GitHub stars it has, and whether it is still alive. Plus a weekly digest of what shipped. The second lets you run any Linux distro straight in the browser. Arch, Debian, Alpine, Bazzite. Click once, and you are inside a live system, with no evening lost to a USB stick and a real install. The third handles the worst part. Install scripts for Proxmox: Immich, Jellyfin, Vaultwarden, AdGuard, Nginx Proxy Manager. Paste one line into the console and the container comes up on its own. Immich shows 17,735 installs; Docker 36,408. Each of those services used to cost an evening of documentation and three Stack Overflow tabs. Now it is one command. The hardware takes an hour to buy. These 3 bookmarks save you a month. Names in the replies.

• 
  Agbaje Automation. (@digital_ab98389) reported 7 minutes ago

  Cut manual data entry time by 80% with one n8n workflow: trigger on new CSV in Dropbox, parse, map to Google Sheets, flag errors, alert Slack, log runs. Automate, reduce errors, save hours. DM me for demo.

• 
  The Redeemed Artist (@Peace_Grenade81) reported 9 minutes ago

  I know I'm just screaming into the void. And there's probably less than like one or 2% of users that actually use this function. But I'm going to do it anyway. For the longest time the X app beta was absolute garbage on Android. It had serious stability problems, I couldn't use voice to text properly, and I couldn't access my memes from Dropbox, my cloud provider. The most recent change fixed all of the other problems except for my Dropbox integration. At first, I blamed X for this but I have since come to learn that the real culprit is Google. If you go into your app section and look for cloud providers they give you all sorts of choices so long as you like the choice that is Google's. Theoretically, other providers should be in here like Box or Dropbox. But Google has been playing footsie making rules about cloud provider integration and not actually approving anyone else. Google has become Microsoft. Google will tell you what cloud provider to use and it will conveniently be their own. Google will continue to upgrade their operating system closing off any other provider options or applications they simply disagree with for any reason at all. Meanwhile what this means for me is that I can't insert any memes or videos because they are all stored on Dropbox. Yeah, yeah, yeah I could go into Dropbox and then click on a photo and then share it to X and then make a post out of it. But what I can't do is respond to a post and insert a picture or a video directly through the X app. Don't know when this gets fixed, if ever. But I think it's time for Google to be investigated for monopolistic practices. I realize that this doesn't affect many people, but if you think they aren't coming for your various conveniences, I'm pretty certain that that's going to be proven wrong. Since I can't post a meme but only a local photo, here's an unrelated picture of a quilt we bought at auction. 🙄

• 
  Bruno Marsino (@BrunoMarsino) reported 10 minutes ago

  Company for AI age: - Information should flow flat - Can’t wait to have all information to make decisions - Speed and excelente in execution is crucial - You should get as much info as possible during the constraint of time given by yourself - How do we prepare a company to be totally eligible for AI? Not only text info but images - Service of the future is not about giving agents to corps to solve problems but offering the solution/service driven by AI. - Even if all information is on the web, multiple file structures, owners, formats and file storage systems (dropbox, drive, box) add friction to information and decision making

• 
  Petty IT Guy (@pettyITguy) reported 11 minutes ago

  Our CEO told me the Wi-Fi in his office was “basically unusable.” He said this in front of the entire executive team. So naturally it became the highest-priority infrastructure incident in the company. I tested his connection. 940 Mbps down. Perfect signal strength. Zero packet loss. I asked what specifically wasn't working. He said YouTube kept buffering during lunch. I opened his laptop. He had 71 Chrome tabs open. Three abandoned Zoom meetings were still running in the background. Dropbox was syncing 84 gigabytes. Google Drive was uploading a 4K video. He had not restarted the machine in 47 days. I could have explained this. Instead I told him our executive wireless architecture had reached end-of-life. He asked what it would cost to fix. I said I would need to scope it. He told me not to waste time and approved an $84,000 wireless modernization project before I finished the sentence. We replaced 38 access points. Installed a new wireless controller. Rewired two conference rooms. Brought in a consultant. His YouTube still buffered. I walked into his office, closed 68 Chrome tabs, killed the abandoned Zoom processes, and restarted the laptop. YouTube loaded instantly. He smiled. “Now that's more like it.” 20 minutes later he emailed my boss praising me for successfully completing the company's wireless transformation ahead of schedule. I received a spot bonus. Sometimes infrastructure modernization is just restarting a MacBook for an inept executive.

• 
  Porro (@MagickPorro) reported 15 minutes ago

  @unknownhomer @hasen_95dx You see how we have gone from comparing omarchy to dropbox to saying it is just a cool rice? I have no problem with people chosing omarchy because it looks cool, i just don't want people to treat it as if it is an actually innovating software in any meaningful way

• 
  Ed Giansante (@edugiansante) reported 16 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.

• 
  Matt Farley of Motern Media (@MoternMedia) reported 19 minutes ago

  @WorstMikeFrollo The other one is the Vimeo version (also available through PayPal/dropbox on my website now that Vimeo is shutting down on demand).

• 
  Ouriel (@OurielOhayon) reported 20 minutes ago

  @mntruell You seem to have substantial connector issues with Dropbox and Calendly.

• 
  Eric Taylor (@bcs_erictaylor) reported 25 minutes ago

  Really?? Dropbox really needs a MCP server? CVE-2026-81102 The Dash MCP server bound its listener to the loopback address but never checked the host a request named. src/mcp_server_dash.py constructed the server for its network mode with the interface restricted to loopback and no transport-security settings, so a name that had been pointed at the loopback address still reached the listener while carrying the attacker's host name. A page in a visitor's browser could therefore drive the local server and invoke its company-search and file-detail tools under the Dropbox credential the server holds. Only the network mode was reachable this way; the standard input mode was not. The fix supplies transport-security settings that enable host checking and allow only the loopback name and port, rejecting other hosts before a tool runs. The repository publishes no versions, so the affected boundary is the commit preceding the fix.

• 
  Juan Pabro (@ironwoodreserve) reported 26 minutes ago

  @BitPaine @Dropbox Is now the worse time to try to login? I was a sent 2FN right as I was getting ready to click on what to use to login. It seemed way too fast for 2FN.

• 
  Invest Like the Best (@InvestLikeBest) reported 26 minutes ago

  Ben Thompson's two laws of consumer tech: 1) Consumers do not want to pay for software 2) Consumers do not care about being productive. "We went through this in early SaaS. The canonical company for this is Dropbox. They had to rebuild the whole thing and realize the only way we're going to make money is by selling to companies. You literally had OpenAI replaying the Dropbox story, but at like 100x the size. We're going to sell subscriptions to consumers. And they did. They sold a lot, but they didn't sell enough. If you're going to be in the consumer market, you have to be doing advertising. If they had leaned into advertising immediately, as soon as ChatGPT was a hit, I think they would have a great ad product right now. I think Google would be in much bigger trouble. I think Meta would be in much bigger trouble. Charging people money is hard. Giving people things for free is easy. And it's very frustrating that OpenAI did not pursue this sooner."

• 
  JP Invests (@JP_Invests) reported 29 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

• 
  Y (@ys_tachikake) reported 31 minutes ago

  @DropboxSupport @LIBSCRUSHER Can't login..

• 
  Eric Smith (@Eric_Smith08) reported 32 minutes ago

  The uncomfortable truth. Google and Microsoft have spent the last decade building the two most complete free productivity ecosystems in history. Word processing. Spreadsheets. Presentations. Email. Cloud storage. Video calls. Notes. Tasks. Projects. Forms. Websites. AI. Messaging. Calendar. PDF tools. Every category. Both companies. Free. And yet the average knowledge worker pays $80-$150/month for third-party apps that duplicate what these ecosystems already provide because Google markets Gmail and Microsoft markets Word, and neither company tells you about the other 28 tools sitting behind the same login. That’s not an accident. Google doesn’t make money when you use Google Keep. They make money when you use Gmail and Keep keeps you in Gmail longer. Microsoft doesn’t make money when you use To Do for free. They make money when your company sees you using To Do and buys Microsoft 365 Business for the entire organization. The free tools are loss leaders. They exist to acquire users, not to generate revenue. And because they’re loss leaders, neither company promotes them aggressively. You don’t see Google Keep on a billboard. You don’t see Microsoft Planner in a Super Bowl ad. The free tools are invisible by design because the business model works whether you find them or not. Meanwhile, 9 separate companies Notion, Zoom, Dropbox, Slack, Todoist, Grammarly, Adobe, Trello, and OpenAI charge you monthly for products that are often inferior versions of what Google and Microsoft give away. They survive because the free alternatives are invisible. Their entire business model depends on you not knowing that two companies already built what they’re selling. “You have two accounts. You’ve had them for years. Between them, they contain every productivity tool you need free. You’ve been paying $1,644/year for 9 apps that duplicate what your Gmail login and your Microsoft login already provide. The tools were never hidden. They were just never advertised. And 9 companies have been billing you monthly hoping they never would be.” One weekend. 9 apps canceled. $1,644/year back. The accounts were always free. The tools were always there. You just never opened them.

• 
  og bec (@becca_may33) reported 32 minutes ago

  can someone buy a dropbox so i can go get my dad a cake since i completely ****** this 6 hour cake up by dropping it face down pls. begging lmfao fml

• 
  Harpreet Singh (@hrprtsingh9) reported 38 minutes ago

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

• 
  Nathan (@arcane_bloom) reported 40 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

• 
  Founder Tribune (@Founder_Tribune) reported 41 minutes ago

  Drew Houston, founder of Dropbox, on the day the scoreboard gets switched off: For your entire life, the water has come out of one hose. Then, as he put it to MIT's graduating class: "Today, one valve shuts off and now your job is to go out and find a new hose." His hose was Dropbox. Yes, building the company was "the most exciting and interesting and fulfilling experience of my life." But he immediately flagged the half nobody hears: "What you probably don't know, and what I haven't really talked about, this has also been the most painful and humiliating and frustrating experience, too." Not hard. Humiliating. He said he could look back over the years and not even count the number of things that had gone wrong. Then: it doesn't matter. Nobody has a 4.0 in real life. Once you're done with school, Houston said, the whole idea of a GPA just goes away. Bill Gates's first company made software for traffic lights. Steve Jobs's first company made plastic whistles that let you make free phone calls. Neither was successful, and in Houston's words, "it's hard to imagine these guys were too worried about it." Here's why that lands harder than the usual fail-fast sermon: A GPA is an average, every error permanent, weighted, dragged forward forever. It rewards never being wrong. What comes after is a maximum. The misses are discarded. Only the peak is scored. Most people struggle after graduation because they keep playing an average game inside a maximum game. "From now on, failure doesn't matter. You only have to be right once."

• 
  Martin (@martin_valchev_) reported 42 minutes ago

  WordPress people - where do your site backups live right now? - Same server as the site - Google Drive / Dropbox - Dedicated backup service - Honestly not sure That last option is more common than anyone admits.

• 
  M.Ellis (@MEllisPhotograp) reported 43 minutes ago

  @DropboxSupport ive tried mircosoft edge but problem is stil present... do you think i might have been hacked or had bad file ?

• 
  dreadnaught (@dr3dn0t) reported 46 minutes ago

  @priestessofdada this dude could have worked at dropbox, ibm, cnet, duolingo, etc. all of them offloaded people by that time in favor of AI. skids hadn't figured out what to do with AI yet because someone hadn't laid out instructions for them. by the time they were starting to flood social media, several companies had made some pretty large public facing fuckups due to their shift to AI, which seems to have slowed down mass adoption. now if we're gonna play the intentionally dishonest game of "AI took my exact job" then you are correct. every single company that did this crap ended up consolidating roles. so there is no exact position to fill.

• 
  Robert J Abalos (@robertjabalos) reported 46 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.

• 
  glitterandspit (@Glitterandspit) reported 50 minutes ago

  Dropbox down. Computer updating. I have a free day I suppose.

• 
  Andree Chao (@AndreeChao) reported 51 minutes ago

  @DropboxSupport Can not sign in it’s broken.

• 
  Phillip Shoemaker (@pbsIdentity) reported 53 minutes ago

  India just ordered hundreds of Google Firebase accounts shut down after authorities found scammers using the platform to impersonate major banks. At least 57 Firebase-hosted websites and databases were targeted for takedown this month alone. Some mimicked banks. Others distributed malicious Android apps. Some were designed to steal financial information from phones. Here's what I find interesting. Firebase isn't some shady hosting company operating out of a basement. It's Google infrastructure. That's exactly why criminals want it. We've spent years teaching people to look for obvious signs of scams. Weird domain. Broken English. Sketchy hosting. Browser warning. No HTTPS. But increasingly the attacker doesn't need to build suspicious-looking infrastructure. They borrow legitimate infrastructure. Google. Microsoft. Cloudflare. GitHub. Dropbox. Whatever gives the attack credibility and reliability. Now imagine the average person inspecting the link. They recognize Google. The connection is encrypted. The page loads perfectly. The certificate is valid. Everything their brain has been trained to interpret as: SAFE may technically be true. Except the person controlling the page is a criminal. That's an important distinction. HTTPS proves your connection to the website is encrypted. It does not prove the person operating the website is honest. A Google URL proves Google is providing infrastructure. It doesn't necessarily prove Google created the content you're looking at. The little padlock was never a morality detector. We just accidentally trained an entire generation to treat it like one. India says scammers have increasingly shifted toward Firebase because its legitimate development tools and database functionality make it useful infrastructure for fraudulent sites and apps.

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  StockStorm (@StockStormX) reported 57 minutes ago

  Dropbox $DBX says about 5,000 accounts were compromised in an August hack tied to a Lenovo ID login flaw