Day 152: NXDR Falls Below $2 — Wall Street Is Looking for More Than Promises
Yesterday, I wrote about the benefits companies can potentially gain by moving their stock listing from the New York Stock Exchange (NYSE) to Nasdaq. I also discussed pitfalls investors should watch for when a company makes that transition.
Today, let's get back to the stock price.
As I'm writing this, NXDR is trading at $1.99, down from yesterday's closing price of $2.07.
Well, there goes the $2 mark again.
The Nasdaq Closing Bell celebrations are behind us. The inspirational leadership posts are still circulating. But the stock price tells us investors have their own opinions.
So, naturally, I asked The Google:
Why is NXDR down currently?
Here's what it generated.
What The Google says
According to The Google, Nextdoor shares are trading down approximately 2.9%, following analyst adjustments and continued investor caution after the November 5, 2026, third-quarter earnings report.
It identified three contributing factors:
1. Analyst price target adjustments
Citigroup and other financial firms have reportedly lowered their price targets, including to $2.65.
The concerns cited include near-term growth and monetization challenges.
2. Post-earnings investor sentiment
Investors are watching advertising impression trends and how quickly Nextdoor's product transformation can translate into revenue.
In other words, investors want to see the company turn its product improvements and user activity into dollars.
3. Upcoming investor conferences
Management is participating in upcoming investor conferences in November and December.
The market is still digesting the company's latest financial guidance, while broader pressures on smaller publicly traded companies may also be affecting the stock.
Sources referenced by The Google:
Translated into Everyday English...
Let's translate the financial language into something a little easier to understand.
1. Analysts aren't quite as enthusiastic as they were before.
When financial firms lower their price targets, they're essentially saying they see less upside in the stock than they previously expected.
A $2.65 price target is still above today's $1.99 price, but a price target isn't a promise. It's an analyst's estimate, and estimates can change.
2. Investors want to see money, not just activity.
Nextdoor can introduce new products, promote AI features, increase weekly active users, and talk about transforming the platform.
That's all well and good.
But how much additional revenue is being generated?
Are advertisers spending more? Are advertising impressions growing? Are small businesses seeing measurable results?
Ultimately, investors want to know whether all this activity is translating into sustainable revenue and profitability.
3. Investor conferences are opportunities to explain the story.
Nextdoor management has opportunities to meet with investors and discuss the company's strategy.
But a presentation and a few one-on-one meetings don't automatically change the company's financial performance.
At some point, the company has to deliver results that support the story being told.
The monetization problem keeps coming up
This is the part that I find particularly interesting.
I've written repeatedly about Nextdoor's advertising model, its small-business customers, and the need to measure advertising effectiveness better.
If Nextdoor wants advertisers to spend money, it needs to demonstrate value.
A business owner shouldn't have to wonder whether an advertising campaign is working. Meaningful reporting, useful metrics, and clear explanations of what the advertising dollars are accomplishing should be standard.
And if the company wants to increase revenue, it needs advertisers who believe the platform is worth their investment.
That's not complicated.
But it does require execution.
A new exchange doesn't change the fundamentals
Yesterday, I discussed the move from the NYSE to Nasdaq.
There are legitimate advantages to making that transition, including branding, potential index eligibility, and different market services.
But changing exchanges doesn't automatically change the underlying business.
The ticker symbol may now have a Nasdaq address, but investors are still evaluating the same company.
They want growth. They want monetization. They want profitability. And they want to see a business that can sustain itself over the long term.
A Closing Bell ceremony is a milestone. It isn't a financial strategy.
Day 152: The questions remain
As I watch NXDR move from $2.07 to $1.99, I keep coming back to the same questions.
Can Nextdoor turn its user growth into sustainable revenue?
Can it demonstrate measurable value to advertisers?
Can it improve the experience for the neighbors who make the platform useful?
Can it establish consistent profitability?
Can management build confidence with investors through results rather than rhetoric?
I don't know whether today's price movement is temporary or the beginning of another downward stretch. I don't pretend to know exactly what every investor is thinking.
But the issues identified by The Google are worth paying attention to.
Investors aren't buying a Closing Bell photograph. They're buying into a business.
And that business still has to prove itself.
Day 152. NXDR: $1.99.
The questions remain.
Day 145: NXDR Falls Below $2 — Is Nextdoor Building a Better Platform or Just a Better Story?
Well, that didn't take long.
After Nextdoor released its quarterly earnings report, NXDR took a serious nose dive. The stock closed at $2.12 on November 5 and finished at $1.96 on November 6, falling below the $2 mark. That's another 7.55% decline on Friday alone.
So, what happened? Was it the earnings? Investor expectations? The company's long-term financial performance? Or perhaps investors are looking at the bigger picture and asking questions that Nextdoor still hasn't answered.
I have a few hypotheticals of my own.
Day 145: Still waiting for Jacob Chavis's research reports
Let's start with a recurring theme in this case study.
It's Day 145 of waiting for the research reports associated with Jacob Chavis, whom Nextdoor publicly identified as the contact for additional information.
I've sent emails. I've followed up. I've asked for the reports and the methodology behind the research.
Still waiting.
Perhaps investors are wondering how a company that promotes its research and insights can make it so difficult for someone to obtain the underlying information.
Perhaps they are wondering whether transparency is a priority when the questions become uncomfortable.
Perhaps they are wondering whether Nextdoor understands that responding to questions is part of building trust.
Just a thought.
Look at all the shiny new products!
Nextdoor published another product update:
What's New on Nextdoor: Product Updates
There's plenty to talk about.
The November 5 update highlights:
AI-powered Ask in search: Neighbors can ask questions in plain language and receive responses drawn from years of neighborhood conversations.
Local events in the feed: Events are being surfaced to nearby neighbors, with Nextdoor reporting 46% more views after the change.
Groups reaching beyond members: Group posts can now appear in feeds of neighbors who haven't joined.
A faster feed: Nextdoor reports improvements in loading speed on Android and the web.
Sponsored search expansion: More advertising categories are being added.
Neighborhood Intelligence: Advertisers can target and measure at the neighborhood level rather than just by ZIP code.
Nextdoor Blog
That's a lot of product activity.
And I'm not suggesting that these improvements have no value. Some sound useful. Others raise questions about advertising, privacy, moderation, and how neighborhood conversations are being used.
But here's my hypothetical:
Perhaps investors are wondering whether more features automatically translate into a profitable business.
Perhaps they're asking whether AI-powered search will generate enough additional advertising revenue to justify the investment.
Perhaps they're wondering whether expanding sponsored search will improve the experience for neighbors or simply put more advertisements into their feeds.
Perhaps they're asking how Nextdoor will demonstrate that neighborhood-level advertising produces better results for small businesses.
And perhaps they're wondering whether the company is measuring the success of these products by the value they create for users and advertisers—or simply by the number of new features it can announce.
A product announcement is not the same thing as a successful business model.
Fifteen years of building, but where's the profit?
Nextdoor was founded in 2011. We're now approaching 15 years of the company's existence.
And what are we still discussing?
Profitability.
The latest quarterly report showed:
Q3 2026 metric
Reported result
Nextdoor's net loss was considerably smaller than the $12.9 million loss reported in the same quarter last year. Adjusted EBITDA improved from $4.4 million to $10.3 million. Those are meaningful improvements.
But the company still reported a net loss.
And here's another hypothetical:
Perhaps investors are asking when all those years of building a neighborhood network will translate into consistent GAAP profitability.
Perhaps they're wondering how many more years of investment it will take before the business can stand on its own financially.
Perhaps they're asking whether the company has a clear path to sustainable profits or whether every earnings report will come with another explanation of why the next quarter will be better.
Growth is important. Revenue is important. Active users are important.
But eventually, a business needs to make money.
Will the executives get rewarded while shareholders wait?
Here's another question I've raised before.
If the company reports better numbers, does the executive team receive bonuses or other performance-tied compensation?
I don't know the details of the current bonus calculations or whether anyone received a bonus for this quarter. I'm not claiming that they did.
But it raises a worthwhile question.
If management is rewarded for increasing WAU, growing revenue, and reducing losses, how are shareholders rewarded for sticking with the company?
The earnings announcement also discussed the company's intention to continue investing while opportunistically returning capital to shareholders through its share buyback program. That's not the same as a dividend, and investors may reasonably want to understand how that approach benefits them.
Perhaps investors are asking whether executive compensation is sufficiently aligned with long-term shareholder returns.
Perhaps they're wondering whether management's performance measures should put more emphasis on profitability and the stock price.
Perhaps they're asking when the average investor gets to see a meaningful return beyond hoping the share price eventually goes up.
Just asking questions, Nirav.
Perhaps the problem isn't the products. Perhaps it's trust.
Let's put all of this together.
145 days waiting for research reports.
Questions about moderation and the treatment of local publishers.
Questions about advertising effectiveness and small-business support.
Questions about the value of verified addresses.
Questions about user-generated content and who benefits from it.
Questions about profitability and shareholder returns.
Questions about how management communicates with people who provide feedback.
Perhaps investors are looking beyond the quarterly financial statements.
Perhaps they're asking whether Nextdoor listens to its customers.
Perhaps they're wondering whether the company understands that trust is central to a neighborhood platform.
Perhaps they're asking whether the company can grow its advertising business without damaging the community experience that attracts people in the first place.
And perhaps they're wondering whether leadership is willing to address difficult questions instead of simply announcing the next product improvement.
I don't know whether any of these things contributed to the stock's decline. A stock price moves for many reasons, and I wouldn't pretend to know what every investor is thinking.
But these are questions that deserve answers.
Nirav, try something different
Nextdoor has a new product announcement. It has AI. It has Neighborhood Intelligence. It has 24.5 million Weekly Active Users. It has nearly $79 million in quarterly revenue.
Those are things worth discussing.
But the company also has a stock that closed below $2, a continuing net loss, and people asking questions about transparency, moderation, advertising, and accountability.
Perhaps it's time to spend less energy telling everyone what's new and more time explaining how it all creates sustainable value.
And while we're at it, perhaps someone could answer my email.
Jacob, I'm still waiting.
Nirav, I'm still providing feedback.
Day 145. NXDR is under $2. The questions are still worth more than a product announcement.
Day 128: Control Is Not the Same as Leadership — What Nirav Tolia Could Learn About Scaling Nextdoor
The interesting thing about scaling a company is that the very habits that build it can eventually hinder its growth.
Control can help establish consistency. Clear rules can help an organization operate. But when control outweighs adaptability, feedback, and accountability, a company risks losing sight of what it needs to improve.
That’s why this Inc. article caught my attention: To Scale Your Company Without Losing Control, Follow These 3 Hard-Won Lessons.
It raises a question I think is relevant to Nirav Tolia and Nextdoor:
When does maintaining control stop helping a company—and start preventing it from changing?
I can't know Nirav's personal motivations. But I can look at the public-facing decisions, communication patterns, and business challenges I've been documenting and ask whether Nextdoor is responding to feedback as effectively as it could.
Lesson 1: You Can't Control What the Market Thinks
The Inc. article emphasizes choosing investors carefully, treating them as teammates, and recognizing that raising money comes with responsibility.
That's a fair point. But control has another side.
You can control who invests in your company. You cannot control what the market thinks of it.
Nextdoor went public in 2021. Since then, the company has faced questions about growth, engagement, profitability, and the platform's reputation. When Nirav returned as CEO in 2024, he took on the challenge of moving the business forward.
You can't fix those problems by controlling the message.
They require results.
Lesson 2: Know When to Let Go
One of the most revealing points in the Inc. article is Tolia's acknowledgment that the CEO he needed to be when he returned wasn't the CEO he had been when Nextdoor was starting out.
He discussed moving from doing work himself to accomplishing work through other people—hiring the right team, aligning leadership and establishing meaningful metrics.
That's an important admission: scaling requires changing how you lead.
So here's my question: Does that same willingness to change extend to how Nextdoor handles criticism, user feedback, and accountability?
I've spent months raising concerns about moderation, communication, and transparency. I've requested detailed research that Nextdoor's own posts described as available. I've offered to talk.
Nirav has blocked me on social media. He's entitled to do that, and I can't claim to know his reasons.
But blocking an individual doesn't resolve the underlying questions.
A CEO doesn't have to answer every criticism personally for a company to have a process that addresses legitimate questions.
The test of leadership isn't whether you can keep criticism out of your feed. It's whether your organization can learn from feedback.
Lesson 3: Growth Isn't Everything
The article also emphasizes that growth alone isn't enough. A company needs a path to profitability and the ability to sustain itself.
That matters for Nextdoor.
The company has spent years building a neighborhood network, collecting recommendations and developing local advertising opportunities. Its Neighborhood Intelligence initiative is an example of trying to turn that distinctive asset into a stronger commercial business.
I want that to work.
But a new product doesn't automatically solve a business problem. Nextdoor still has to demonstrate that it can translate its reach and data into sustainable profitability and long-term shareholder value.
It also needs to retain the trust of the people who make the platform useful.
Control over a platform isn't the same as control over its future.
Day 128: Where Has Nextdoor Lost Control?
I'm not claiming Nirav has lost operational control of the company. I don't have evidence for that.
But I see several areas where Nextdoor appears to have less control than its leadership might want:
Its public narrative: Nextdoor can publish its message, but it can't dictate how customers, shareholders, and former users interpret their experiences.
Its reputation: Concerns about moderation and platform usefulness aren't automatically erased by a redesign or a new marketing campaign.
Its relationship with users: Neighbors can stop contributing, stop participating, or decide another platform better meets their needs.
Its financial future: Investors judge the business on performance and prospects, not just the story management tells.
Its feedback loop: When people raise concerns and don't see a clear resolution, those questions can persist and become a public case study of their own.
These don't prove every Nextdoor decision is wrong. They're risks any company faces when its ambition outpaces its ability to respond to feedback.
The Lesson for Nirav Tolia
Nirav, I think this article offers a useful framework:
Choose the right people. Adapt as the company grows. Focus on sustainable business results.
I'd add one more lesson:
Don't confuse control with the absence of disagreement.
A strong leader doesn't need everyone to agree. A strong organization needs ways to hear feedback, distinguish useful criticism from noise, and take action when something genuinely needs fixing.
I'm no longer a Nextdoor shareholder, but I still want to see the company succeed.
I'd like to see it become the kind of business that can accept difficult questions without treating the questions themselves as the problem.
Because sometimes, the thing a leader most needs to control is not the conversation.
It's the instinct to shut the conversation down.
👉 Read more of my ongoing Nextdoor case study at NielFlamm.com/blog
Day 114: Nextdoor Finally Found a Way to Sell What It Knows
Nextdoor just launched Neighborhood Intelligence, and I think it could be one of the most important developments I've seen in this 114-day case study.
The basic idea is pretty simple: Nextdoor has spent 15 years building a massive collection of neighborhood-level information. Now it's turning that information into an advertiser product.
Nextdoor says its Neighborhood Intelligence platform maps roughly 350,000 neighborhoods and analyzes signals including neighbor activity, household information, and neighborhood-level activity. It gives advertisers a much more granular view than traditional ZIP-code targeting. Nextdoor Business
That's potentially valuable.
And it brings me back to something I've been saying for a while:
The Data Has Value
For years, neighbors have supplied the conversations, recommendations, reviews, opinions, and local knowledge that make Nextdoor useful.
Now Nextdoor is packaging neighborhood intelligence into something advertisers can use.
That's business.
But here's my question:
Why did it take 15 years?
Nextdoor has been around since 2011. It went public in 2021. Yet it has never achieved GAAP profitability. Even after the recent improvement, Q2 2026 produced a $2 million net loss, although revenue reached a record $75 million and adjusted EBITDA was $10 million. Securities and Exchange Commission
That's a long time to possess a potentially unique asset without figuring out how to turn it into sustainable profits.
Don't Blame Just the Current CEO
It's tempting to point the finger at Nirav Tolia.
He returned as CEO in 2024 and has been tasked with turning the company around.
But that's too easy.
Nirav founded Nextdoor and ran it for years before leaving the CEO role. He then returned.
So this isn't simply:
“The new CEO hasn't figured it out.”
The company has had 15 years to find its niche, monetize its advantages and create sustainable shareholder value.
Now, perhaps, we're seeing a clearer path.
The Neighborhood May Be the Niche
That's what interests me about Neighborhood Intelligence.
Nextdoor doesn't have to beat Google at everything.
It doesn't have to beat Meta at everything.
It doesn't have to become another generic social-media platform.
Maybe the opportunity is much narrower:
Own neighborhood-level intelligence.
Nextdoor says its neighborhood graph provides roughly 12 times the geographic granularity of ZIP-code targeting in covered areas, and its pilot campaigns showed lifts in brand awareness, ad recall and favorability compared with ZIP-code targeting. Investing.com
If advertisers will pay for that advantage, now we're talking.
That's the kind of niche I want Nextdoor to own.
And Then There's the Dividend
I'm not saying Nextdoor should pay a dividend tomorrow.
The company needs to continue investing, improve profitability, and determine the best use of its capital.
But eventually, that's the shareholder question:
Can this company consistently generate enough cash to reward the people who invested in it?
A $100 million share-repurchase authorization already shows that returning capital to shareholders is part of the conversation. Simply Wall St
I'd like to see the next step be sustainable profitability.
Then, someday, perhaps a dividend.
Because revenue isn't the finish line.
Profitability is.
Day 114
Here's the irony.
I've spent 114 days asking Nextdoor for detailed information about its Insights research.
Now Nextdoor is announcing a product that essentially says:
Our neighborhood data is valuable.
I agree.
I've been saying that.
The difference is that Nextdoor is now trying to prove it in the marketplace.
Good.
Now show me that this isn't just another interesting product.
Show me that Nextdoor can turn 15 years of neighborhood intelligence into a sustainable, profitable business.
Because that's what shareholders ultimately need.
Not just data.
Results.
And maybe—finally—Nextdoor has found the niche.
👉 NielFlamm.com/blog
Nextdoor Didn’t Make the Top 100. Why Not?
The more I thought about Nextdoor’s LinkedIn post celebrating Publix making PEOPLE’s 100 Companies That Care, the more I realized I was focused on the wrong part of the story.
Yes, Publix ranked No. 4.
Yes, Nextdoor highlighted a Publix associate who used the Nextdoor app to discover an elderly neighbor needed help before Hurricane Milton.
It's a great story, and the employee deserves recognition.
But there's another question that I find much more interesting:
Where was Nextdoor?
Nextdoor didn't make the Top 100.
For a company whose identity revolves around neighbors, community, connection, trust and helping people locally, that's something worth examining.
Technology Companies Made the List
This wasn't a ranking limited to grocery stores, hospitals and nonprofits.
Technology companies made it.
Companies including Salesforce, Intuit, Hewlett Packard Enterprise, Adobe, ServiceNow and NVIDIA were recognized.
Salesforce ranked an impressive No. 5.
So technology isn't the barrier.
And that makes me wonder:
For a company that promotes itself as a platform for connection and community, why wasn't Nextdoor there?
We Don't Know Why—and That's Important
I don't know whether Nextdoor applied.
I don't know whether it was evaluated.
I don't know whether it qualified but didn't score high enough.
And because the published ranking ends at 100, I don't know whether Nextdoor would have been No. 101 or No. 1,001.
I'm not going to manufacture an explanation.
But I can look at some of the issues I've documented and ask whether they provide opportunities for Nextdoor to improve.
Because that's what feedback should ultimately accomplish.
Start With Small Businesses
Nextdoor talks frequently about supporting local businesses.
I've also provided feedback about what I see as an increasingly aggressive effort to monetize those businesses.
Business Pages.
Advertising.
Paid products.
Opportunity Alerts.
Nextdoor needs to make money.
Let me emphasize that because I'm a shareholder:
I WANT NEXTDOOR TO MAKE MONEY.
My concern is where intelligent monetization ends and what I've described as a money grab begins.
If you're going to position yourself as the champion of neighborhood businesses, those businesses should feel like valued members of the ecosystem—not simply another opportunity to extract revenue.
Nextdoor needs to make money with small businesses, not merely from them.
There's a difference.
Then There’s the Moderator Model
I've also repeatedly provided feedback about what I believe is a flawed volunteer moderator model.
I've questioned consistency.
Training.
Accountability.
Quality assurance.
Centralized oversight.
And what happens when personal neighborhood disputes collide with moderation authority.
When moderation works, most people probably never notice it.
When it doesn't, moderation can become the entire Nextdoor experience.
If Nextdoor wants to sell trust, its moderation system needs to consistently create trust.
That requires more than asking unpaid neighbors to police other neighbors.
And Then There’s the “Karen” Problem
Let's address the person demanding to speak with the neighborhood manager.
Nextdoor has faced a long-running public reputation in commentary as something of the “Karen” of social-media platforms.
Fair or unfair, the reputation exists.
Suspicious-neighbor posts.
Parking complaints.
Garbage-can disputes.
Political arguments.
Dog-poop investigations worthy of CSI: Suburbia.
And the classic:
“Did anyone else hear that boom?”
Nextdoor can't control every ridiculous thing someone posts.
But Nextdoor can influence the experience surrounding those posts.
Moderation.
Product design.
Algorithms.
Enforcement.
Community standards.
Leadership.
If a platform develops a cultural reputation for complaining, suspicion and neighborhood conflict, marketing alone isn't going to change it.
You have to change the experience that created the reputation.
But Here’s What Really Got My Attention About Those Tech Companies
Companies such as Salesforce, NVIDIA, Intuit, Adobe, ServiceNow, and HPE aren't charities.
They're businesses.
And some of them are extraordinarily profitable businesses.
That's important because sometimes conversations about corporate responsibility create a false choice:
Make money
or
do good.
The companies appearing on this list demonstrate that it doesn't have to work that way.
Caring and Making Money Aren’t Opposites
Take Salesforce.
Salesforce ranked No. 5 on the Companies That Care list.
In fiscal 2026, Salesforce reported a 20.1% GAAP operating margin, generated approximately $14.4 billion in free cash flow, and returned approximately $14.3 billion to shareholders through stock repurchases and dividends.
At the same time, its community efforts included its AI for Impact initiative and millions of dollars in funding, technology, and expertise for nonprofits.
Then there's NVIDIA.
NVIDIA made the Companies That Care list while also returning enormous amounts of capital to shareholders. During fiscal 2026, NVIDIA reported approximately $40.4 billion in share repurchases and $974 million in dividends.
Intuit made the list while continuing to operate a profitable technology business and connecting its community initiatives directly to its mission of “powering prosperity.”
See the pattern?
These companies didn't have to choose.
They could make money.
They could return money to shareholders.
They could invest in employees.
They could support communities.
And they could still work toward fulfilling their stated missions, visions and values.
Mission Shouldn’t Be a Substitute for Results
This is where I think the comparison becomes particularly relevant to Nextdoor.
Mission statements are wonderful.
Values are wonderful.
Community is wonderful.
But shareholders can't deposit a mission statement.
And customers can't experience corporate values that exist only on a website.
Mission, vision, and values shouldn't substitute for business results.
But the reverse is equally important:
Business results shouldn't require abandoning mission, vision and values.
Great companies figure out how to do both.
That's the standard.
And That’s Why Nextdoor’s Absence Interests Me
Think about the proposition Nextdoor is trying to sell.
It's the neighborhood platform.
The connection platform.
The place where real people connect with real neighbors.
The place where local businesses connect with customers.
The place where communities supposedly become stronger.
If I were designing a company specifically to compete for something called “100 Companies That Care,” that sounds like a pretty good starting point.
Yet Nextdoor didn't make the Top 100.
Meanwhile, companies that don't have “neighborhood connection” at the center of their entire identity did.
That's fascinating.
Maybe Connection Needs to Start at Home
Here's the question I'd ask Nextdoor:
Does the experience inside and around Nextdoor match the values Nextdoor markets outside?
Do employees feel connected?
Do neighbors trust the platform?
Do small businesses feel supported—or monetized?
Do volunteer moderators have the training, oversight, and accountability they need?
Does leadership welcome difficult feedback?
Does the platform's actual reputation resemble the brand Nextdoor wants people to see?
Is the company building sustainable profitability?
And are shareholders seeing the value created by all of it?
Those aren't accusations.
They're questions.
But they're questions I think any company built around connection should be willing to ask.
Profitability Is Part of Caring Too
This may sound strange, but I believe it.
A company that can't sustain itself can't fulfill its mission for very long.
Profit matters.
Cash flow matters.
Shareholder returns matter.
Capital allocation matters.
Employees need a financially healthy employer.
Customers need a financially sustainable product.
Communities benefit when companies can continue investing in them.
And shareholders provided capital with the expectation that management would create value.
Profit isn't the enemy of purpose.
Done correctly, profit helps fund purpose.
That's why I'm impressed when a company can simultaneously generate profits, reward shareholders, invest in employees and communities, and remain aligned with its stated values.
Imagine the Better LinkedIn Post
Rather than Nextdoor posting:
“Publix made the list, and somebody from Publix used Nextdoor!”
Imagine next year:
“Nextdoor Named One of PEOPLE’s 100 Companies That Care.”
Now we're talking.
No Six Degrees of Kevin Bacon.
No connection through Publix.
No borrowed spotlight.
Nextdoor's accomplishment.
Then imagine being able to add:
Revenue growing.
Profitable.
Employees engaged.
Small businesses succeeding.
Moderation improving.
Neighbors finding genuine value.
Shareholders receiving returns.
Community mission intact.
That's the story I'd love to write.
Here’s My Challenge to Nextdoor
Don't dismiss the Top 100 list.
Study it.
Look at the technology companies that made it.
Look at how they treat employees.
Look at their philanthropy.
Look at their community investment.
Look at their corporate cultures.
And importantly, look at how some of them simultaneously make money and create shareholder value.
Then look inward.
Fix what needs fixing.
Improve the moderator model.
Make small businesses feel like partners rather than ATMs.
Continue improving communication.
Address the platform's “Karen” reputation by improving the actual experience.
Listen to feedback—even when it's uncomfortable.
Build sustainable profitability.
Create shareholder value.
And make sure the company's actions reflect the mission, vision and values it talks about publicly.
Because you don't have to choose between:
Caring about communities
and
caring about shareholders.
The best companies can do both.
Nextdoor's mission should actually give it an advantage.
Now it needs to prove it.
Don't just connect yourself to Companies That Care.
Become a profitable Company That Cares.
And give the neighbors, employees, small businesses and shareholders something worth celebrating.
If Nextdoor makes that list someday?
I'll happily applaud them.
Read my continuing Nextdoor case study at NielFlamm.com/blog.