AOL outages and service status in Summerville, South Carolina

Problems in the last 24 hours in Summerville, South Carolina

The chart below shows the number of AOL reports we have received in the last 24 hours from users in Summerville, South Carolina and surrounding areas. An outage is declared when the number of reports exceeds the baseline, represented by the red line.

Community Discussion

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AOL Issues Reports Near Summerville, South Carolina

Latest outage, problems and issue reports in Summerville and nearby locations:

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  Danny Garnette (@garnetterd) reported 19 minutes ago from Summerville, South Carolina

  @AOLSupportHelp I am having problems this morning trying to get into my aol mail account.

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  Danny Garnette (@garnetterd) reported 25 minutes ago from Summerville, South Carolina

  @AOLSupportHelp I am having problems this morning trying to get into my sol mail account.

AOL Issues Reports

Latest outage, problems and issue reports in social media:

• 
  Gregory Blotnick (@gregoryblotnick) reported 3 minutes ago

  key w/ reading older material like this (in QT), is a deep understanding of business models someone new would look at this and say, “why do I care about AOL” I prob would've said the same at a younger age but there's two errors, one is viewing everything ex post vs ex ante (conflating process vs outcome), the second is underestimating how sharp markets are everything is a DCF, and every business model can be mapped to an income statement + fcfs so in that light, nothing is ever really new, nor is nothing ever really old esp during dot com era, if you go back today and read a lot of initiations/bull case takes, they’re far from outrageous, and many went on to prove correct albeit on the wrong time horizon (ie took 10+ years instead of 3-5) AOL's revenue went from $425M in 1995, to nearly $5B in 1999 and ~$1B in earnings/CFO when a company is growing revs that fast, u can make a DCF work for the piece below, I don’t know tech, so I can’t do this exercise for something like AOL - but in other sectors, u can usually bank on the same principles, just with a tighter range of outcomes…why it never hurts to keep running case studies + keep feeding the pattern recognition machine.

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  Eric H (@TesseractUnfold) reported 3 minutes ago

  @rhayadercompute -- When I worked customer service at a regional ISP around 2000, I tiled the walls of my cubicle with AOL discs. Ended up with one full wall and half of another covered. XD

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  Sandy Kory (@sandykory) reported 7 minutes ago

  I haven’t been buying the "SaaSpocalypse," but Q1’s nosediving SaaS valuations gave me pause. After a week in SF last month sampling the AI zeitgeist, I have a better feel for where the software sector is heading. It’s the SaaS-to-inference transition, and it’s good. My long-standing view has been that AI is a net positive for the software industry. It radically raises the ceiling for what software products can do. It should dramatically expand the market opportunity for software, just like the on-prem-to-cloud transition did back in the day. Yet many have been freaking out. After all, haven’t SaaS switching costs come down dramatically in SaaS, threatening one of the pillars of the business model? Yes, there’s no doubt that the “cement around the ankles” of legacy SaaS has weakened. At the same time, most legacy SaaS companies have barely scratched the surface of AI innovation while maintaining their historically high retention. This is how it played out in the last major transition: on-prem-to-cloud. Many legacy players (pathetically) ignored cloud innovation for 5-10 years (or longer) and still kept their customers. It turns out that technology is stickier than most in the tech industry believe. Take a look at Bending Spoons, which IPO’d off the back of buying crappy legacy products and jacking up prices because users didn’t want to give up their AOL email or Evernote notes. Tech industry people are not like this. They tend to be part of the very small minority of early adopters. Most people aren’t like this. Neither are most organizations. Legacy software isn’t going to disappear. But if pre-AI software companies don’t embrace AI innovation, their customers will be much less forgiving than on-prem customers 10-20 years ago. AI capabilities are too potent and obviously beneficial. What does embracing AI innovation look like? It means layering intelligent actions into all software. Historically, great software has helped users follow the right workflow. Now, great software must do the workflow by triggering agents to take actions. In other words, inference. The great news for everyone is that this opens the door to consumption-based pricing models that can scale exponentially. For legacy players and startups alike, delivering amazing AI-powered, agentic features is the way to get on the vertical-growth train. Remarkably, the door is still open for legacy players. Intercom’s 3.6b exit to Salesforce is a great example. Of course, new pricing models mean new margin structures. Just as SaaS had lower gross margins than legacy on-prem, expect consumption-priced inference to have lower gross margins. This is OK! We’ve already seen massive wins for inference-selling startups with negative gross margins, like Cursor. Legacy SaaS companies need to find religion on this. Dropping margins is never easy. Lock up the finance team if you have to. The priority is delivering AI-powered value for customers. Everything else is just details.

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  Shraddha Bharuka (@BharukaShraddha) reported 9 minutes ago

  20. Connected Account Vulnerability The Situation: Back in 2010, you finally made the jump from Yahoo, Hotmail, or AOL to Gmail. To make the transition easier, you linked your old legacy account to automatically forward everything into your new Gmail inbox. You haven't logged into that Yahoo account in a decade. The Mechanics: Legacy email platforms like Yahoo and AOL have notoriously outdated, porous spam filters compared to Google's billion-dollar machine learning infrastructure. By using POP3 or IMAP to pull that mail into Gmail, you are essentially bypassing Google's frontline defenses and piping raw, unfiltered internet sewage straight into your pristine Gmail ecosystem. The Fix: It is time to sever the cord. Go to Gmail Settings > Accounts and Import. Look under "Check mail from other accounts." Delete the legacy connections. If you absolutely still need access to that ancient Hotmail account for banking resets, log into it directly, aggressively clean it, and set up incredibly strict server-side rules there before allowing it anywhere near your primary hub.

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  Novel Ninja | Catholic Geek (@thenovelninja) reported 10 minutes ago

  Mel misses the point, perhaps even by sincere error. It's not nostalgia for limited programs. I'm sure there are some people who want to go back to AOL, but that's not the point. It's that we have come to recognize that being parked in front of a screen for most of the day is bad for even an adult, much less a child. So many of us are nostalgic for a day when we weren't online all the time. Personally, I'm also old enough to remember when I was called socially deficient for reading all the time, just because my books were more interesting than my peers. I was in eighth grade before I found friends who liked even some of what I enjoyed. Being online isn't automatically bad, but if you don't exercise self-control you'll find it controls you. That's being terminally online -- when it defines you, more than anything else.

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  Trent Steel (@thetrentsteel) reported 15 minutes ago

  @Soaringeagle45 19 of 20. I never had an AOL email address. I was on the "web" before AOL offered internet access. (It was around before that, but not as an ISP.)

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  Dr. David Burkus (@davidburkus) reported 15 minutes ago

  WSJ profiled Bending Spoons this week — the Milan company that owns AOL, Evernote, and Vimeo, run by executives in their 30s and staffed by people who are sometimes younger than the software they've been hired to fix. It's actually a story about why so many applicants never make it through the door. Hundreds of thousands apply every year — enough that the rejection rate makes Harvard look like an easy yes — and most of them are optimizing for the wrong thing: credentials, polish, a great answer to "tell me about yourself." Almost anyone can be gracious to the person deciding their future. It's how they treat someone who can't do anything for them that's hard to fake. Last year: roughly 800,000 applications, 286 hires, an acceptance rate near 0.04% — tighter than Citadel's famously selective quant recruiting (0.36%), something like a hundred times harder than Harvard. That selectivity isn't a gut call. A dedicated team inside the company grades every interview against fixed criteria, then tracks how each hire performs months and years later, feeding the results back into the model. CEO Luca Ferrari has said the signal his team weights hardest is exactly this — how a candidate treats the people who have zero power over the outcome: the assistant, the receptionist. Not decency theater. Data: how you act in front of power is a performance; how you act in front of none is closer to the truth. That gap gets coded straight into the model, right alongside the interview scores. I'd bet you've done the reverse of this in the last week without noticing — warm with your boss, a little short with someone who couldn't do anything for you either way. Most companies say they hire for character. Very few test it anywhere the candidate isn't being watched by someone who can help them. Worth trying on your own team — just notice who's kind to the person who can't do anything for them.

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  blue diamond (@Diamondairre) reported 17 minutes ago

  @AOL stop being an ******* go back to you bartending

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  Jeff (@Eyedocduncan) reported 17 minutes ago

  @24tog 19 I never had an AOL email address lol

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  🄾🅃🅃🄾 🅃🄾🄿🄲🄸 for Congress (@OttoTopci) reported 18 minutes ago

  @cecsquared @craasch @3YearLetterman That’s quite an admission of guilt. Cancel yore AOL account.