Niel Flamm 10/31/26 Niel Flamm 10/31/26

Towel Animals, Halloween, and the People Who Make Cruising Special

It's Day 3 aboard Royal Caribbean's Radiance of the Seas, and I just realized I completely forgot to write about one of my favorite parts of cruising: the towel animals!

How could I forget?

I've made a point of photographing the towel animals that have appeared in my stateroom over the past couple of days, so I figured it was time to give them their own little spotlight.

Day 2: A Dinosaur!

The towel animal on Day 2 was a dinosaur. I think it's a T-Rex, though I'm not exactly an expert at identifying towel-based prehistoric creatures.

Either way, it's pretty impressive what someone can create with a couple of towels, some folding, and a little imagination.

Day 3: A Halloween Bat!

Today's creation was a bat, which I assume was in honor of Halloween, or as I like to call it, Spooky Day!

It's another fun little surprise waiting in the stateroom. You come back from enjoying the ship, exploring, or having dinner, and there's a new creation waiting for you.

I Couldn't Make One If I Tried

Here's the thing: I can barely make a bed. I struggle to color within the lines, and arts and crafts have never exactly been my strong suit.

Royal Caribbean even offers a towel animal folding class. I didn't even attempt it.

Apparently, making these various towel animals is one of the requirements of being a cabin steward. I have a newfound appreciation for that skill. It's one thing to clean and maintain a stateroom; it's another to turn ordinary towels into little works of art.

I think I'll leave that particular talent to the professionals.

A Little Extra Appreciation

These towel animals also reminded me of something else: the people who make a cruise experience special.

I've decided to keep the automatic gratuities in place and also provide additional cash tips.

The staff members I interact with directly deserve that extra appreciation. But so do the people working behind the scenes.

Think about the folks at the buffet, the people constantly cleaning, replenishing food, clearing tables, and making sure everything is ready for the next guest. They may not always get the same face-to-face recognition as the cabin stewards or dining room staff, but their work is just as important.

A cruise ship is a massive operation, and the experience we enjoy depends on thousands of little things happening behind the scenes.

The towel animals are a perfect example. They're not necessary, but they're a thoughtful touch that makes coming back to your room a little more enjoyable.

So, while I may not be able to recreate a T-Rex or a Halloween bat with a couple of bath towels, I can certainly appreciate the people who can.

And I can show that appreciation with a little extra gratitude.

Now, I wonder what Day 4 will bring. Maybe an elephant? A monkey? Whatever it is, you can bet I'll be taking a picture!

Happy Halloween from aboard the Radiance of the Seas!

Niel Flamm 10/31/26 Niel Flamm 10/31/26

Day 137: NXDR Falls to $2.24. Is Nextdoor Losing the Trust It Needs to Grow?

Fifteen years in business. New advertising opportunities. Another earnings report approaching. So why is the stock still sliding?

Day 137 of my Nextdoor case study, and NXDR is now trading at $2.24.

Let's recap.

Nextdoor recently celebrated its fifteenth anniversary by ringing the Nasdaq closing bell. The company has announced an expansion of sponsored search advertising, with new categories expected to include health care, pet care, real estate, telecommunications and financial services beginning in January.

The next quarterly earnings report is approaching, and historically I've seen a pattern where NXDR rises shortly before the earnings presentation, holds some of those gains for a day or two, and then retreats.

That's my observation of historical price behavior, not a guarantee of what will happen next.

But this time, something looks different.

With all these announcements and potential new revenue opportunities, why is NXDR trending downward?

I don't know the specific reason. I don't have access to investor trading decisions, and I won't pretend that one LinkedIn post explains the stock price.

But perhaps we should look beyond the earnings calendar and the revenue announcements.

Perhaps we should look at the experience of the people who actually use Nextdoor.

The LinkedIn Post That Caught My Attention

I came across a LinkedIn post by Liz Arnold that deserves attention.

She says she emailed Nextdoor Support on October 21 and received no response or acknowledgment.

Her concern involves an account allegedly operating fraudulently as a Lead in her local neighborhood. She identifies herself as a local elected official and expresses concern that compromised or fake accounts could be used to solicit money from vulnerable residents and exploit community goodwill.

She also raises a particularly important concern: because the account carries a Lead badge, she believes reports about it are not being processed effectively through the standard in-app reporting queue.

She is asking for an immediate review by Nextdoor's corporate Trust and Safety team and the people responsible for Lead oversight.

Let me be clear: these are allegations and concerns expressed in her LinkedIn post. I have not independently verified the account, the alleged fraud, or how her support request was handled.

But the issues she raises are significant.

If an account with a community leadership badge is compromised or being used deceptively, that creates a potential trust and safety problem. If the reporting process isn't working as intended, that creates another.

And if someone reports a potentially fraudulent account and receives no acknowledgment, that creates a customer-service problem.

Those are three issues a platform built around neighborhood trust should want to address.

A Lead Badge Should Come With Responsibility

Nextdoor's Lead program is intended to support community participation and neighborhood governance.

But what happens when a Lead account is compromised, misused, or otherwise becomes part of a dispute?

Is there a separate escalation process for concerns involving Leads?
Does Nextdoor regularly review whether Lead accounts are being used appropriately?
How quickly are reports involving potential fraud investigated?
Can users reach a corporate Trust and Safety team when the standard reporting process isn't working?
Does Nextdoor communicate when a report has been received and reviewed?

A badge creates an expectation.

It signals that the person has a recognized role in the community. If that role is misused, the company needs a reliable way to investigate and respond.

The trust associated with a badge should not make an account immune from scrutiny.

Another Comment Raises Questions About Moderation

The same screenshot includes a comment from Marshall Goldsmith, who describes his frustration with Nextdoor's moderation of discussions involving homelessness.

He alleges that the platform suppresses discussion supporting homeless people while allowing rhetoric directed against them.

That's his experience and interpretation, not something I can independently establish from the screenshot alone.

But it raises another recurring issue in my case study: consistency.

How does Nextdoor distinguish between a discussion that violates its Community Guidelines and one that expresses an unpopular or controversial opinion?

Are similar comments treated consistently?

Can users understand why content was removed?

And when someone believes moderation has been applied unfairly, is there a meaningful appeal process?

These are not new questions. I've been raising concerns about moderation, communication, and accountability for months.

The company needs more than a set of written rules. It needs consistent enforcement and a way to demonstrate that those rules apply fairly.

Nextdoor Wants More Advertising Revenue. What About the Existing Experience?

Let's return to the new sponsored-search opportunity.

Nextdoor wants to expand advertising into categories such as health care, pet care, real estate, telecommunications, and financial services.

That makes commercial sense. Someone searching for a veterinarian or financial service may have a specific need and be ready to consider a provider.

Advertisers want access to those high-intent moments.

But here's the problem I keep seeing:

Nextdoor is developing new ways to monetize the community while people still question the basic experience of using the platform.

More advertising opportunities don't automatically create more trust.

More revenue categories don't automatically produce better moderation.

And a larger advertising business doesn't automatically mean that users and small businesses are getting a fair value exchange.

The platform needs to get the fundamentals right.

The Gap Between Promise and Execution

Nextdoor's promise centers on connecting neighbors and building stronger communities.

That's a compelling idea.

But the experience has to support the promise.

Consider the issues that keep appearing in my case study:

For users:

Unclear or inconsistent moderation decisions.
Difficulty getting meaningful responses from Support.
Concerns about account security and impersonation.
Questions about how user-generated content is commercialized.
Limited visibility into how complaints are investigated.

For community leaders and moderators:

Questions about training and oversight.
Potential conflicts of interest.
Concerns about the misuse of moderation privileges.
Questions about the protection of nonpublic information.

For small businesses:

Questions about the return on advertising spending.
The growing commercialization of neighborhood recommendations.
Whether businesses of different sizes can access meaningful value.

For investors:

The need for sustainable revenue growth.
The path to consistent profitability.
The ability to retain users and advertisers.
Long-term shareholder value.

These are not all proven failures, and I recognize that Nextdoor has made progress in some areas. But they are recurring questions that deserve answers.

Why Is NXDR at $2.24?

That's the question investors may be asking as earnings approach.

Nextdoor has a new advertising opportunity. It has celebrated fifteen years in business. It has been promoting its neighborhood network and its commercial potential.

Yet the stock is at $2.24.

Multiple factors could explain the decline: broader market conditions, investor expectations, trading activity, company-specific concerns, or something else entirely.

I won't attribute the decline to the LinkedIn post, my case study, or any single issue without evidence.

But I do believe that a company's reputation, user experience, and ability to execute matter to its long-term prospects.

Investors aren't just buying a quarterly revenue number. They're evaluating the business they believe will exist several years from now.

And a business that depends on community trust should take reports of potential fraud, weak support, and inconsistent moderation seriously.

Day 137: Stop Adding New Features Until the Fundamentals Work

Nirav Tolia and the Nextdoor team have spent considerable time promoting new products, advertising opportunities and the company's fifteen-year history.

Those things have their place.

But I would like to see the same energy directed toward fixing the experience that users, community leaders, and small businesses encounter every day.

When someone reports a potentially fraudulent account, acknowledge the report.

When someone raises concerns about a Lead account, make sure the escalation process works.

When people question moderation decisions, provide a meaningful explanation.

When users raise concerns about privacy and nonpublic information, explain the safeguards.

And when people ask legitimate questions about the company, establish a process that brings those questions to resolution.

You cannot build a stronger commercial business on top of a community experience that people don't trust.

Perhaps the market is seeing something that isn't reflected in the anniversary photographs or the latest product announcements.

Perhaps investors want to see execution.

Perhaps users want to see accountability.

Perhaps small businesses want to see measurable value.

I don't know why NXDR is down to $2.24. But I do know that the questions about Nextdoor's underlying experience haven't disappeared.

Fifteen years is a significant milestone.

Now it's time to demonstrate that the company can deliver on the promise.

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

Niel Flamm 10/30/26 Niel Flamm 10/30/26

Bacon, Brain Nourishment, and a Little Leadership Reflection at 13.5 Knots

There's something special about enjoying a cup of coffee on a cruise ship balcony, watching the waves roll by, and listening to them crash against the ship. Add a little breakfast, some sunshine, and a good book, and I have a pretty wonderful way to start my day.

But I decided to combine two of my favorite things: enjoying the ocean and continuing to learn how I can become a better leader.

Not just a better leader with employees or teams, but also someone who understands customers, consumers, and the expectations they have of the brands they choose to do business with.

After all, a brand makes a promise. The customer experience is where that promise either becomes reality or falls short.

And that's where my morning reading comes in.

A Little More Than Just a Good Book

The book I'm talking about is When Did You Stop Caring? by bestselling author Natalie Beckerman.

When Did You Stop Caring?

The Call to Reignite Humanity in a World Obsessed with Efficiency.

A wake-up call for leaders to remember that businesses serve people, not spreadsheets.

Author: Natalie Beckerman

Explore the book and its message

For anyone who hasn't come across the book, Natalie challenges the way organizations have increasingly prioritized efficiency, automation, metrics, and cost reduction at the expense of the human experience.

She explores what happens when customers become transactions, employees become numbers, and policies take precedence over judgment and empathy.

One central theme is that caring isn't a soft skill or simply a nice thing to have. It's a business strategy. It's about rebuilding trust, empowering employees, making technology work for people, and creating experiences that demonstrate that a company actually values the people it serves.

That message resonates with me.

The Brand Promise Is Only the Beginning

I've spent much of my professional life in learning and development, customer experience, and operational environments. I've seen how much effort goes into building processes, developing employees, implementing technology, and measuring performance.

But I keep coming back to a fundamental question:

What happens when the experience a company delivers doesn't match the promise it makes?

I can have the slickest mobile app, the most sophisticated technology, the best-looking website, and a beautifully written mission statement. But if I can't deliver what I promised, what have I really accomplished?

I believe the customer experience starts long before someone speaks with an employee or contacts customer service. It starts with the expectations the brand sets.

And it continues through every interaction.

When I order something, make a reservation, purchase a product, or reach out for assistance, I'm forming an expectation. When that expectation isn't met, I notice.

I also believe the reverse is true. When I encounter an employee who takes ownership, a company that follows through, or an organization that makes an experience better than I anticipated, I notice that too.

Those moments influence whether I return, recommend the company, or take my business elsewhere.

A Floating Classroom

So here I am, somewhere out on the water, cruising at 13.5 knots on a heading of 206 degrees.

I've got coffee, bacon, the sound of the ocean, and a book that challenges me to think differently about leadership.

I can't think of a much better combination.

I haven't even finished the book yet, and I'm already finding myself reflecting on how I approach leadership, customer experience, and the expectations I set for others.

My copy is still unsigned, which gives me another reason to hope I'll have an opportunity to get Natalie to autograph it.

And hopefully, this isn't the last masterpiece she shares with us.

For now, I'll keep turning pages, enjoying the view, and reminding myself that learning doesn't have to happen in a classroom, a conference room, or behind a computer screen.

Sometimes, the best professional development happens with a cup of coffee, a plate of bacon, and a good book while floating through the ocean.

Because being a better leader isn't just about knowing more. It's about caring enough to keep learning, listening, and improving.

And if I can do a little of that while enjoying the waves, I'm going to call that a pretty successful morning.

Niel Flamm 10/30/26 Niel Flamm 10/30/26

Two Encounters, One Prosthetic, and Another Cruise Ship Conversation Streak

Yesterday, after dinner aboard the Radiance of the Seas, I had two very different interactions involving my prosthetic leg. Both were unexpected, and both reminded me that sometimes my prosthetic introduces me to people before I even get a chance to introduce myself.

Encounter #1: "I Make Those"

I was approaching the entrance to the Main Dining Room when I noticed a guy coming up behind me. He turned, looked intently at my prosthetic, kept walking, then looked down again.

I said hello, and he returned the greeting.

Then came the explanation: "I make those."

Suddenly, his curiosity made perfect sense. He wasn't just looking at a guy walking with a prosthetic. He was looking at a piece of equipment he works with professionally. He was checking out the knee, the socket, and all the components that make up my artificial leg.

We struck up a conversation. He mentioned that he was also on the trip to cast his father-in-law for an upper-extremity prosthetic, specifically an arm below the elbow. Apparently, he could write off the business-related portion of his travel expenses, but not the cruise itself.

It was an interesting little encounter. Most people see my prosthetic and wonder what happened. This guy saw it and wanted to know what equipment I was wearing.

Encounter #2: "Where Did You Lose It?"

I headed toward the elevator, which was maybe ten feet away, ready to make my way back to the stateroom.

Then another guy approached me.

He extended his hand, gave me a hug, and started talking.

Now, if you've followed my adventures, you know I have a problem with strangers touching me. So the unexpected handshake-and-hug combination wasn't exactly my preferred introduction.

Then he asked, "Where did you lose it? Thank you, buddy."

It took a moment for that to register. He had apparently assumed I was a military veteran and had lost my leg while serving.

I explained that I hadn't lost my leg with quite that level of valor.

That opened up another conversation. I take military service, valor, and people misrepresenting or stealing that recognition seriously. There's a difference between appreciating someone's service and claiming something you haven't earned.

As it turned out, this gentleman had served three tours in Iraq, along with service during Desert Storm.

That put things into perspective.

I thanked him for his service, and he told me I was a strong dude. We exchanged a few more words, and I told him we'd probably see each other around the ship.

Another Day, Another Conversation

What's becoming increasingly amusing is that this isn't the first time I've had unexpected conversations with complete strangers on a cruise.

My prosthetic seems to be an icebreaker.

Sometimes it's someone who is professionally interested in the technology. Sometimes it's someone who assumes something about my background. Sometimes it's simply someone who wants to connect.

I don't mind talking about my amputation. It's part of my life, and I've never kept it a secret. But there's a difference between being approachable and assuming that physical contact or personal questions are automatically welcome.

Still, I'll give both gentlemen credit for making an otherwise ordinary evening a little more interesting.

One makes prosthetics. The other served his country.

And I apparently keep attracting conversations wherever I go.

At this rate, I might need to start keeping a cruise ship encounter counter.

The streak continues!

Niel Flamm 10/29/26 Niel Flamm 10/29/26

Day 136: NXDR Falls to $2.30. How Many Warning Signs Does Nextdoor Need?

Yesterday, Nextdoor celebrated fifteen years by ringing the Nasdaq closing bell. The photographs showed smiles, applause and a company celebrating its history.

Today, NXDR is down to $2.30.

That's a 7-cent decline from yesterday's $2.37 close, or approximately 3%.

I won't pretend I know exactly why the stock fell. A single day's trading doesn't tell us what every investor is thinking. But I do find the timing interesting.

Nextdoor has a fifteenth-anniversary celebration, another quarterly earnings report approaching, and a new advertising revenue opportunity on the horizon—yet the stock is moving in the opposite direction.

At some point, the market may want more than another announcement.

The Timing Is Interesting

Let's look at what Nextdoor has going on.

Fifteen years in business, celebrated with a Nasdaq closing-bell ceremony.
Third-quarter earnings approaching.
A history of stock-price movement around earnings announcements.
A new sponsored-search advertising opportunity that could expand Nextdoor's commercial reach.

Investors may be interested in the company's prospects.

But there's a difference between announcing an opportunity and demonstrating that it will generate meaningful, sustainable revenue.

And there's a difference between celebrating fifteen years and demonstrating what fifteen years of execution have delivered.

A New Revenue Opportunity: Selling Access to High-Intent Searches

I saw a recent LinkedIn announcement from Nextdoor about expanding sponsored search.

The announcement explains that when neighbors search for plumbers, veterinarians, or home services, they're often looking for an immediate solution.

Nextdoor plans to expand sponsored search into additional categories beginning in January, including:

Health care
Pet care
Real estate
Telecommunications
Financial services

The company is also inviting advertising and integration partners to begin building Nextdoor Search API integrations.

On the surface, this is a logical business opportunity.

Someone searching for a plumber or veterinarian has a specific need. Someone searching for a financial service or real estate professional may also be closer to making a purchasing decision than someone casually browsing a neighborhood feed.

Advertisers want to reach people when they're considering a purchase. Nextdoor wants to monetize those moments.

I understand the business model.

But here's the question I keep returning to:

Who created the value that makes those searches commercially attractive?

Neighbors have spent years contributing recommendations, discussing local businesses, and sharing experiences. Those contributions build the community knowledge that makes Nextdoor useful.

Nextdoor now wants to expand the commercial opportunities around that activity.

What does the neighbor receive in return?

I'm not suggesting that every recommendation should generate a payment or that every piece of user-generated content creates a legal entitlement to compensation. I'm asking whether the company should offer a more meaningful value-sharing model when community contributions become part of a commercial product.

The community supplies the knowledge. The platform organizes it. Advertisers pay to reach people who are looking for solutions.

That raises a legitimate question: how is the value distributed?

Are Small Businesses Being Squeezed?

Perhaps Investors Are Asking Different Questions

Why is NXDR down to $2.30?

I don't know. I haven't seen evidence establishing a single reason for today's decline, and I won't attribute it to the Nasdaq ceremony, the advertising announcement, or my own commentary.

But there are several issues that investors might consider when evaluating Nextdoor:

Can the company turn its audience and neighborhood data into sustainable revenue?
Will sponsored search produce meaningful incremental sales?
Can Nextdoor improve profitability while continuing to invest in its platform?
Can it retain users while increasing commercial content?
Does the company have a credible path to long-term shareholder value?

Nextdoor's third-quarter 2026 earnings report is scheduled for November 5, before the market opens. The company has also invited investors to submit questions for its public Q&A by November 2 at 8 p.m. Eastern.

That's an opportunity for management to discuss the numbers, the outlook, and the questions investors want addressed.

Perhaps Users Are Asking Different Questions

Investors aren't the only people who might be reconsidering their relationship with Nextdoor.

What about the neighbors who contribute the recommendations, reviews, and local knowledge that make the platform valuable?

What happens when those contributors start asking whether their information is being commercialized without a meaningful opportunity to participate in the value they create?

What happens when users repeatedly raise concerns about moderation, appeals, and communication but don't feel that their questions are being resolved?

A platform can have millions of weekly active users and still have a trust problem.

WAU is an important metric. It measures activity. It doesn't independently measure satisfaction, confidence in moderation, or whether users believe their contributions are being treated fairly.

I would like to see Nextdoor demonstrate that it understands the difference.

Perhaps Small Businesses Are Asking Different Questions, Too

Local businesses are not simply advertising inventory.

They're members of the same communities that Nextdoor serves. They're trying to solve problems for neighbors, build reputations and earn customers.

If the cost of reaching those customers keeps increasing, businesses will naturally evaluate whether the return justifies the expense.

Nextdoor needs to ensure its commercial strategy doesn't undermine the local relationships that make its advertising products attractive.

The company needs businesses to succeed, not simply to spend.

And Then There's Accountability

This brings me back to my own experience.

I've asked Nextdoor for the detailed data behind research that its public communications described as available, by contacting the right person.

I've followed up. I've contacted leadership. I've asked for a clear answer.

Today is Day 136.

I was a Nextdoor shareholder for approximately 130 of those 136 days.

I have since sold my shares, but the request remains unresolved.

I'm not asking for confidential information that the company is prohibited from disclosing. I'm asking for the detailed research that was presented as available.

If the reports cannot be shared, say so. If access is restricted, explain that. If someone else is responsible, direct me to that person.

A company preparing to discuss its performance with investors should understand that communication and accountability matter beyond the earnings call.

And this isn't just about my request. It's about whether Nextdoor has a culture and process that takes substantive questions seriously.

The Moderator Question Is Still on the Table

I've also raised concerns about unpaid community moderators, potential conflicts of interest, and protecting nonpublic information.

Consider a hypothetical situation in which a volunteer moderator disagrees with a neighbor over politics, uses moderation privileges unfairly, and then misuses information available through the moderator role to retaliate.

That is a serious scenario. I'm not claiming it happened in a particular case, but I want to know how Nextdoor prevents it.

What annual training is required? How are conflicts of interest handled? What safeguards prevent moderators from misusing access to information? How does Nextdoor investigate complaints when the moderator is the subject of the complaint?

And how does Nextdoor continuously improve its moderation program?

I've asked these questions because a neighborhood platform involves real people, real addresses, and real relationships.

The company cannot simply talk about building trust. It has to demonstrate how it protects it.

The Dam Is Showing Leaks

Here's what I see when I put all these issues together:

Business: Can Nextdoor turn its potential into sustainable profitability?
Investors: Can it create meaningful long-term shareholder value?
Small businesses: Can it deliver measurable results without making advertising feel like an endless expense?
Users: Can it recognize the value of community contributions and maintain trust?
Moderation: Can it protect neighbors from inconsistent decisions, conflicts of interest, and misuse of information?
Leadership: Can it respond to difficult questions and demonstrate accountability?

None of these questions is answered by ringing a closing bell.

None is answered by announcing another advertising category.

And none is answered simply by reporting that weekly active users or revenue have increased.

These are interconnected issues. If users lose trust, community quality can suffer. If businesses don't see value, they may reduce their spending. If investors don't see a credible path to sustainable returns, they may reconsider their investment.

A company can continue growing while these issues remain unresolved, but ignoring them creates risks that deserve attention.

Day 136: Fix the Leaks Before the Dam Breaks

I still believe there's tremendous potential in a platform that connects neighbors with local information, recommendations, and businesses.

But potential isn't the same as execution.

The company has a new sponsored-search opportunity. It has a fifteen-year history. It has a substantial user base. It has improving financial metrics.

Those are things worth building on.

But I would rather see Nextdoor spend less time celebrating what it has built and more time addressing the problems that could undermine it.

Listen to the neighbors. Give small businesses measurable value. Explain how community-generated knowledge is commercialized. Improve moderator safeguards. Protect nonpublic information. Answer legitimate questions. Deliver sustainable results for investors.

Fix what's broken. Address the leaks across the dam before the entire levee breaks.

November 5 is approaching. The earnings report will tell us more about the financial picture.

But I'll look beyond the headline numbers.

Because the question isn't simply whether Nextdoor can make more money.

It's whether it can build a business that deserves the trust of the people who make that money possible.

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