Day 93: Nextdoor Turned the Comments Off Again. So Much for Progress.

Well, that didn't last long.

A few days ago, I actually did something that might surprise people who only see my Nextdoor posts occasionally:

I applauded Nextdoor.

I had previously provided feedback about Nextdoor disabling comments on some of its LinkedIn posts. Then I noticed newer posts where commenting was available again.

I said that was progress.

I said companies should be willing to change course.

I even wrote:

“Nice move, Nextdoor. Keep going.”

Apparently, I should have added:

“…but please don't put it in reverse.”

Because here we are.

It's Day 93 of my ongoing Nextdoor case study, and they've once again turned off comments on a Nextdoor LinkedIn post.

And the post they chose makes this particularly interesting.

The Publix Post Has Comments Turned Off

Nextdoor's recent LinkedIn post celebrates Publix Super Markets ranking No. 4 on PEOPLE's 100 Companies That Care list.

Nextdoor's connection to the story is that a Publix associate used the Nextdoor app while helping neighbors before Hurricane Milton. Nextdoor's post says this demonstrates what can happen when a network is built around real local neighborhoods. LinkedIn

I've already written about why I think there's another, more interesting story here:

Nextdoor didn't make the Top 100.

But now there's another layer.

Look at the screenshot.

The Comment button is grayed out, and LinkedIn states:

“Comments have been turned off on this post.”

LinkedIn lets Page administrators turn comments on or off, even after a post has been published. LinkedIn

So once again, Nextdoor is publishing something publicly on a social network while choosing not to allow the public to respond beneath that particular post.

Wait… Weren't We Moving Forward?

That's what makes this frustrating.

I had just praised Nextdoor for what seemed like a change in direction.

Comments had been disabled.

Then newer posts allowed comments.

I noticed.

And instead of finding another reason to complain, I did exactly what I think someone providing fair feedback should do:

I acknowledged the improvement.

That's important.

If I'm going to point out things I believe Nextdoor gets wrong, then I should be equally willing to acknowledge when I think it gets something right.

I did.

Now we're apparently going backward again.

This Is Exactly Why Communication Matters

Nextdoor describes itself as “the essential neighborhood network” and says it connects neighbors to conversations that matter locally. LinkedIn

Conversation.

That's the interesting word.

Because conversation generally requires more than one participant.

Posting a corporate message and disabling responses isn't really a conversation.

It's a broadcast.

Broadcasting information isn't inherently wrong. Companies do it every day.

But for a company whose entire product is built around people talking to one another, repeatedly switching comments on and off creates an odd contradiction.

A social network should probably be social.

And Why This Post?

That's the question I'm especially curious about.

Why disable comments on this post?

I don't know.

Maybe it was intentional.

Maybe there's a communications strategy behind it.

Maybe Nextdoor anticipated comments it didn't want.

Maybe it has absolutely nothing to do with criticism.

I don't have access to Nextdoor's internal decision-making, so I won't invent a motive.

But I can certainly observe the result:

Nextdoor published a post celebrating another company's recognition for caring about people and communities—and didn't allow people to comment on it.

That's… interesting.

Especially after I realized I had initially been missing the real story.

I Was Missing the Real Story

At first, my reaction to the Publix post was basically:

Nextdoor is playing Six Degrees of Kevin Bacon.

A Publix employee did something wonderful.

The employee happened to use Nextdoor.

Publix made PEOPLE's list.

Nextdoor then highlighted its connection to the story.

I thought that was the story.

It wasn't.

The more interesting question was:

Why wasn't Nextdoor itself on the list?

Technology companies including Salesforce, NVIDIA, Intuit, Adobe, ServiceNow and Hewlett Packard Enterprise made the 2026 Companies That Care list.

These aren't organizations that decided they had to choose between corporate responsibility and running successful businesses.

They demonstrate that companies can pursue their missions, invest in employees and communities, make money, and create value for shareholders.

That's the standard I want Nextdoor to pursue.

Don't borrow someone else's spotlight.

Earn your own.

And Comments Are Part of the Bigger Picture

This isn't really about one LinkedIn button.

It's about something I've been discussing throughout this case study:

Does Nextdoor's behavior match Nextdoor's message?

Nextdoor talks about connection.

Community.

Trust.

Neighbors.

Conversation.

Local businesses.

Good neighbors.

But I've also provided feedback about what I see as problems with its volunteer moderator model, its approach to monetizing small businesses, communication and transparency, shareholder value, and the platform's long-running “Karen” reputation.

And now we're back to comments being disabled on a corporate LinkedIn post.

Again.

None of these things alone define Nextdoor.

But collectively they raise a question I've asked repeatedly:

Does the experience match the mission, vision and values?

Day 93—and the Other Question Still Hasn't Been Answered

And yes, there's another reason today is Day 93.

I'm still waiting for the detailed data referenced in Nextdoor's Home Insurance Insights research.

I've also requested the detailed data referenced in its Financial Advising and Investing research.

I'm not asking for the public blog summaries.

I'm asking for the detailed data Nextdoor told readers they could request.

It's been 93 days.

I've emailed.

I've clarified the request.

I've offered phone.

Video conference.

Virtual coffee.

A simple answer would still resolve it:

Yes, we can provide it.

No, we can't provide it.

It's restricted.

Here are the requirements.

Someone else handles it.

Those are answers.

Silence isn't.

Hearing vs. Listening—Again

Maybe this is why I keep returning to my Learning & Development background.

There is a difference between hearing feedback and listening to feedback.

Listening doesn't mean agreeing.

It doesn't mean giving me what I want.

It doesn't mean leaving every LinkedIn comment section open forever.

And it certainly doesn't mean a company has to implement every suggestion somebody posts online.

Listening means considering the information, making a decision, and communicating.

That's why I was willing to applaud Nextdoor when comments came back.

I thought perhaps the company had reconsidered.

Maybe it had.

Now comments are off again.

So I'll provide feedback about that too.

Nextdoor, Pick a Direction

If comments are going to be open, open them.

Moderate them.

Respond when appropriate.

Ignore ridiculous comments when appropriate.

Let people disagree.

That's what social networks do.

If comments are going to be disabled, that's Nextdoor's decision too.

But then let's acknowledge the irony of the neighborhood conversation company limiting conversation on its own corporate social media.

You can't build a brand around community dialogue and then appear uncomfortable when the dialogue isn't completely controlled.

Moderating conversation and preventing conversation are two very different things.

I applauded Nextdoor when I thought it was moving forward.

Today, I'm pointing out that it appears to have taken a step backward.

That's not negativity.

That's consistency.

When I see improvement, I'll acknowledge it.

When I see something I think deserves feedback, I'll provide it.

And when Nextdoor finally answers my 93-day-old research request?

I'll acknowledge that too.

Until then:

Day 93.

The detailed data still hasn't arrived.

And apparently, the comments haven't either.

Follow the continuing case study at NielFlamm.com/blog.

Day 91: Another Email Sent. The Question Hasn’t Changed.

Day 91.

I've officially sent another email to the Nextdoor team.

And after 91 days, I have managed to make the request even shorter.

Not because the issue has become less important.

Because I'm running out of ways to make the question clearer.

The Request Is Still Incredibly Simple

Nextdoor published an Insights report about home insurance that told readers they could reach out for “detailed data, additional audience segments, and strategic recommendations.”

Another Nextdoor Insights report about financial advising and investing made a similar offer.

So I did something apparently radical.

I asked for the detailed data.

Not the blog posts.

Not links to the summaries I've already read.

Not an explanation of where the information appears on Nextdoor's website.

The detailed data referenced in the posts.

And today, on Day 91, I sent another email.

This Time, I Made the Choices Pretty Easy

My email essentially asks one question:

Can Nextdoor provide the detailed data referenced in these reports? If not, why not?

That's it.

At this point, I'm not even asking for a yes.

A no is an answer.

“The data isn't available” is an answer.

“The data is restricted to advertisers” is an answer.

“You need to meet certain requirements” is an answer.

“Someone else handles these requests” is an answer.

Silence isn't much of an answer.

91 Days Is a Long Time to Ask One Question

What started as a research request has gradually become something much more interesting to me.

It's become a case study in corporate communication.

If your company publicly tells people to contact someone for more information, what happens when somebody actually does?

Apparently, in my case, you get enough material for 91 days of writing.

I don't think that was the intended content-marketing strategy.

But here we are.

I'm Still Offering an Easier Option

I've repeatedly said that I'm willing to talk.

Email me.

Call me.

Video conference.

Virtual coffee.

I'm not interested in turning this into some endless game of corporate email Ping-Pong.

I'd rather talk than type.

And I'm certainly not hiding.

I included the same contact information I provided before.

Day 91: Another Email Is in the Inbox

Maybe today is the day.

Maybe someone at Nextdoor reads the email and says:

“Wait...has nobody answered this yet?”

Maybe the detailed data arrives.

Maybe somebody explains why it can't be provided.

Either one moves the story forward.

Until then, Day 91 gets added to the case study.

Another email sent.

Same question.

Still waiting for the answer.

Follow the continuing Nextdoor case study at NielFlamm.com/blog.

Day 90: What If Nextdoor Is Trying to Serve Too Many Customers at Once?

Day 90.

Ninety consecutive days of looking at Nextdoor from different angles.

Yesterday, NXDR closed at $2.27. That's up from the $2.23 close I discussed on Day 88, but I'm not going to spend Day 90 dissecting four cents.

Instead, I want to ask a completely different question:

Who exactly is Nextdoor's customer?

Sounds simple.

I'm not sure it is.

Meet the Nextdoor Family

Think about all the different people Nextdoor is trying to satisfy.

There's the neighbor who wants to know why three police cars just went down the street.

There's the small-business owner who wants customers.

There's the advertiser who wants access to those neighbors.

There's the moderator trying to keep everyone from digitally strangling each other over political signs and dog poop.

There's the researcher or marketer interested in Nextdoor's Insights.

There's the shareholder—hello!—who wants the company to create sustainable value.

And then there's Nextdoor itself, which has to somehow turn this entire neighborhood block party into a profitable business.

That's a lot of people sitting at one table.

And they don't necessarily want the same meal.

The Neighbor Doesn't Wake Up Thinking About Monetization

I doubt many people roll out of bed thinking:

“I hope Nextdoor improves its advertising yield today.”

Neighbors want utility.

What's happening?

Who can fix my air conditioner?

Did somebody find my dog?

Why is the power out?

Is that restaurant any good?

What's being built down the street?

And, naturally:

“Did anyone else hear that boom?”

That's the product from the neighbor's perspective.

But there's a problem.

The neighbor may be the person using the product...

without being the person primarily paying for it.

That's where things get interesting.

The Advertiser Wants Something Completely Different

The advertiser doesn't necessarily care whether Karen and Steve finally resolve their six-day dispute over Steve's garbage cans.

The advertiser wants:

Attention.

Preferably local attention.

And preferably attention from people likely to buy something.

That creates a balancing act.

Nextdoor needs enough people using the platform to make the audience valuable to advertisers.

But if monetizing that audience makes the experience less useful, those people may use Nextdoor less.

And then the audience becomes less valuable.

Welcome to the social-media hamster wheel.

Then Along Comes the Small Business

This is where Nextdoor has another interesting relationship.

The local business can simultaneously be:

Content creator.

Advertiser.

Community participant.

Recommended business.

Potential paying customer.

That's a lot of hats.

Nextdoor wants neighbors to recommend local businesses organically because those recommendations build trust and create useful content.

But Nextdoor also needs to make money from businesses.

That's not inherently wrong.

Nextdoor is a public company, not a neighborhood charity.

The interesting question is where the line sits between:

Helping local businesses participate

and

Monetizing their need to reach neighbors.

That's a strategic question worth watching.

And Then There Are Shareholders

This is the group I belong to.

I don't need Nextdoor to be free of advertising.

I want revenue growth.

I want profitability.

I want innovation.

I want management making intelligent investments.

And yes...

I want NXDR worth more than $2.27.

But here's the catch.

If Nextdoor squeezes too much money out of the platform and damages the neighbor experience, that isn't necessarily good for shareholders long-term.

If Nextdoor focuses exclusively on making neighbors happy but can't build a profitable business around them, that's not particularly helpful either.

The interests are connected.

Maybe Nextdoor Isn't One Product

This is the thought that really interests me on Day 90.

Maybe we're evaluating Nextdoor incorrectly by thinking of it as one product.

It may actually be several products sharing the same neighborhood.

To the neighbor, Nextdoor sells connection and information.

To the local business, it sells visibility and potential customers.

To the advertiser, it sells access and attention.

To researchers and marketers, it offers neighborhood insights.

And to shareholders, management is ultimately selling something else:

The promise that all of those pieces can become a valuable business.

That's a difficult puzzle.

Imagine Trying to Run This Restaurant

Imagine opening a restaurant where one customer wants steak.

Another wants vegan.

Another wants breakfast.

Another wants cocktails.

Another wants everything free.

And there's a shareholder standing near the kitchen asking why the margins aren't better.

Hi. I'm the guy near the kitchen.

Meanwhile, the chef is doing podcasts explaining the future of restaurants.

At some point somebody has to decide:

What's our signature dish?

That's what I'm asking about Nextdoor.

What Is the One Thing Nextdoor Must Be Exceptional At?

Not 17 things.

One.

Is Nextdoor primarily:

The place to discover what's happening nearby?

The place to connect with neighbors?

The place to discover trusted local businesses?

A hyperlocal advertising platform?

A neighborhood recommendation engine?

A source of uniquely valuable local data?

Maybe it can eventually be all of those things.

But companies usually become indispensable because they're exceptionally good at something.

Then they expand.

And That Brings Me Back to $2.27

NXDR closed yesterday at $2.27.

Four cents higher than the $2.23 close I discussed earlier this week.

Good.

As a shareholder, I'll happily take the four cents.

But Day 90 isn't about whether the stock moved four cents.

It's about what eventually moves it forty cents, a dollar, or several dollars—and keeps it there.

That requires more than announcements.

It requires a business people understand.

A product neighbors value.

An ecosystem businesses value.

An audience advertisers value.

And a strategy shareholders believe will eventually create sustainable returns.

That's a lot of customers to keep happy.

Day 90: Who Gets the Best Seat at the Table?

So after 90 days, here's today's question:

When the interests of neighbors, businesses, advertisers, and shareholders collide, who comes first?

Because saying everyone comes first sounds wonderful.

Until two of them want completely different things.

That's when corporate strategy stops being a mission statement and becomes a decision.

And those decisions may ultimately tell us far more about Nextdoor's future than whether NXDR closed yesterday at $2.27 or $2.23.

Ninety days down.

And somehow, I still haven't run out of doors to open.

Follow my continuing Nextdoor case study at NielFlamm.com/blog.

Day 88: NXDR Ends at $2.23—If Citigroup Sees $2.85, Why Doesn’t the Market?

It's Day 88 of my continuing Nextdoor case study, and today I'm looking at something that should be encouraging to me as a shareholder.

On August 17, 2026, Citigroup analyst Jamesmichael Sherman-Lewis maintained a Neutral rating on Nextdoor Holdings (NYSE: NXDR) but increased his price target from:

$2.30 → $2.85

That's a 23.9% increase in the price target.

Sounds pretty good, right?

Well...

NXDR ended today at approximately $2.23.

And that's where this gets interesting.

Citigroup says $2.85. The Market Says $2.23.

At $2.23, NXDR would need to gain approximately:

27.8%

to reach Citigroup's $2.85 target.

That's a substantial difference between what one major Wall Street analyst believes Nextdoor could be worth and what investors are currently willing to pay.

And on Day 88, that leads me to the obvious question:

If Citigroup sees $2.85 of potential value, why doesn't the market?

Don't Ignore the Word “Neutral”

Citigroup raised the target.

But it didn't upgrade NXDR to Buy.

The rating remained Neutral.

That's important.

Raising a target suggests the analyst sees greater potential value than before.

Maintaining Neutral isn't exactly someone running through Wall Street screaming:

“BUY NEXTDOOR!”

It's more like:

“There's more potential here...but we're still watching.”

As a shareholder, I understand the feeling.

NXDR Is Still Down 16.8% Since August 10

On August 10, NXDR closed around $2.68.

Today it ended at $2.23.

That's:

$0.45 lost per share.

Or approximately:

16.8%

Using roughly 387 million shares as a constant-share-count approximation, that $0.45 decline represents approximately:

$174 million in market capitalization.

That's an improvement from the approximately $205 million decline I calculated when NXDR was trading at $2.15.

But we're still talking about roughly $174 million in market value compared with August 10.

That gets my attention.

Markets fluctuate, share counts change, and one month of stock performance doesn't prove whether a CEO or strategy is succeeding or failing.

But shareholders can certainly ask why the market isn't assigning Nextdoor the value that Citigroup apparently believes is possible.

Where Is the Disconnect?

If analysts believe Nextdoor is worth more...

If management believes the strategy is working...

If advertising is growing...

If the small-business strategy creates value...

If AI-powered search improves the platform...

If verified recommendations differentiate Nextdoor...

Why isn't the market buying the story?

Maybe the market is wrong.

Maybe Citigroup is overly optimistic.

Or maybe investors see Nextdoor's potential but aren't yet convinced leadership can turn that potential into sustained shareholder value.

That's the possibility that interests me.

And What About That $100 Million Buyback?

This makes my recent question about Nextdoor's stock-repurchase program even more interesting.

Nextdoor has a $100 million share-repurchase authorization.

Yet the company repurchased zero shares during Q2 2026.

Put the numbers together:

NXDR closing price: $2.23
Citigroup target: $2.85
Difference: $0.62
Potential upside: ~27.8%
Buyback authorization: $100 million

If Nextdoor's Board and management genuinely believe the company is worth substantially more than $2.23:

At what price does Nextdoor believe Nextdoor is a bargain?

I'm not suggesting management blindly spend $100 million tomorrow.

Capital allocation isn't that simple.

But management already has authorization to repurchase shares.

If leadership believes NXDR is significantly undervalued, buying shares is one way to demonstrate that conviction.

Day 88: Less Storytelling. More Value Creation.

Nirav Tolia has been making the podcast rounds.

Nextdoor has been issuing announcements.

AI.

Verified neighbors.

Local businesses.

Recommendations.

Advertising.

Community.

Trust.

Great.

But ultimately:

Decisions drive value.

Not podcasts.

Not slogans.

Not press releases.

Execution.

Citigroup sees $2.85.

The market ended today at $2.23.

That's a $0.62 gap—or nearly 28% potential upside.

Someone eventually gets proven right.

And I Hope It's Citigroup

That's something that sometimes gets lost in my feedback.

I want Nextdoor to succeed.

I'm a shareholder.

If NXDR goes from $2.23 to $2.85—or considerably higher—I'm certainly not going to complain.

That's precisely why I've spent 88 days questioning leadership, communication, accountability, monetization and shareholder value.

I want Nextdoor to realize the potential people keep telling shareholders exists.

So on Day 88, my question for Nextdoor is simple:

If Citigroup sees $2.85, what does Nextdoor see?

More importantly:

What is leadership doing to close the gap between potential value and realized shareholder value?

Because shareholders can't spend price targets.

We own the stock that's actually trading.

Follow my continuing Nextdoor case study at NielFlamm.com/blog.

Day 87: Is Anybody Driving the Nextdoor Bus? 🚌

It's 10:45 AM EDT on Day 87, and I'm picturing the Nextdoor corporate bus.

The engine is running.

The shareholders are sitting in the back.

The businesses are wondering why there's suddenly a toll booth.

The neighbors are arguing over who parked the bus incorrectly.

And I'm standing in the aisle asking:

“Ummm...who's driving?”

NXDR is down to approximately $2.17 as of this writing.

Meanwhile, I've seen no new posts or updates today from Nextdoor or CEO Nirav Tolia.

No answers on my two outstanding studies either.

Maybe everyone is working feverishly behind the scenes.

Maybe Communications is preparing something spectacular.

Maybe Nirav is recording another podcast.

Or maybe the bus is just rolling downhill while everyone debates the seating arrangement.

It's still early.

I'll give Day 87 a chance to unfold.

I may be back later today.

Hopefully someone grabs the wheel before then.

👉 Follow the continuing ride at NielFlamm.com/blog