AOL outages and service status in Quincy, Massachusetts

Problems in the last 24 hours in Quincy, Massachusetts

The chart below shows the number of AOL reports we have received in the last 24 hours from users in Quincy, Massachusetts 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 Quincy, Massachusetts

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

• 
  Sophie Marie (@MARIEGR99788068) reported 26 minutes ago from Milton Center, Massachusetts

  Aol is down in Boston.

• 
  x-Tre White’s Fan Account (@stephietweets) reported 31 minutes ago from Quincy, Massachusetts

  @Zach_Jezioro13 He was a teenager lol I’m thinking about all the stupid shit I said in aol chat rooms

AOL Issues Reports

Latest outage, problems and issue reports in social media:

• 
  Donna - So much older then; younger than that now. (@CroneVivant) reported 6 minutes ago

  @RichRautenstra1 @SeanOhhhh Live moderation is not as good as it was. I worked behind the scenes moderating online discussion (starting in the AOL days). I'm retired now, but the concept seems to be that if something offends you, block it. I'm not a fan of that. This needed to come down ASAP and cops called

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  Shittalking_Pod (@Shittalking_Pod) reported 8 minutes ago

  We have been doing things on the internet since back when the internet first became a thing. We operated telnet systems for several years out of our Spare bedroom. Long before AOL even. It takes a special type of fool to think someone in Africa is going to help us grow.

• 
  Solo sailing Boat life (@Boa1Solosailing) reported 10 minutes ago

  @Matt_Pinner Nineteen I never had an AOL account

• 
  Jon (@jontypesthings) reported 14 minutes ago

  The WWF AOL page. So cool. Live chats with wrestlers, a trivia game I was so good at people would spam IMs to slow me down. Good stuff.

• 
  Rajat Gupta (@0xRajat) reported 15 minutes ago

  > be Airtable > launch in 2015 with a magical product > give ordinary people the power of a relational database through an interface that feels like a spreadsheet > let anyone build a CRM, editorial calendar, project tracker, hiring system, or content pipeline > require no sales call, no implementation team > one employee creates a base, teammates join, another department copies it > Airtable spreads across the company through usage > the product sells itself > raise $52M in March 2018 > raise another $100M in November 2018 > raise $185M at a $2.4B pre-money valuation in September 2020 > reach millions of users across 250,000 organizations by March 2021 > add 13,000 net new paid customers in twelve months > grow the enterprise customer base by 3.4x > discover that a single large company can produce more revenue than thousands of individual users > raise $270M at a $5.77B valuation to accelerate enterprise growth > expand enterprise sales, customer success, support, and infrastructure > add security, governance, permissions, administration, and organization-wide controls > December 2021: raise another $735M at an $11B pre-money valuation > total funding reaches $1.36B > more than 80% of the Fortune 100 use Airtable > self-serve revenue starts looking small next to enterprise contract values > the company begins optimizing around large deployments > the product roadmap fills with the requirements of security teams, procurement departments, and enterprise administrators > December 2022: enterprise becomes the majority of revenue > enterprise revenue is growing more than 100% YoY > enterprise net dollar retention reaches 170% > decide that most resources will target companies with at least 1,000 employees > lay off 254 people > lose the chief product officer, chief revenue officer, and chief people officer > September 2023: lay off another 237 people (27% of the company) > say self-serve is still growing efficiently > continue aligning the product and go-to-market organization around enterprise > meanwhile, AI begins collapsing the cost of building custom software > Claude, Cursor, Replit, Lovable etc. teach users to generate software through conversation > May 2023: introduce Airtable AI > July 2024: launch Cobuilder > June 2025: relaunch Airtable as an AI-native app platform > call it a “refounding moment” > introduce Omni as an agentic app builder > January 2026: launch Superagent > August 4, 2026: agree to sell to Bending Spoons for $1.285B in cash > implied equity value lands around $2.25B after including Airtable’s cash > finish nearly 80% below the 2021 valuation > build the perfect product-led growth machine > replace its center of gravity with enterprise > try to rebuild the company for AI while the category moves underneath it > $480M ARR growing 20%, 90% margins, 80% of the fortune 100 > amazing brand, huge installed base, real cash flow > exactly the predictable cash-flow asset what bending spoons loves to buy > evernote, vimeo, eventbrite, wetransfer, meetup, AOL, now airtable

• 
  Pegtasm 👻🏳️‍🌈🏳️‍⚧️🍁 (@MissedtheFence) reported 20 minutes ago

  @lynxfindsdeals It was fun. Lots of chat rooms and message boards. Had to be careful of who you talked to, though. But the internet itself was pretty unstable, especially if it was dial-up. We started with Juno and then AOL back in the early ‘90s. Quality was much better with ethernet.

• 
  Stefanie Clark Eskander (@stefeskander) reported 22 minutes ago

  @Seeking72 19- also never had AOL. My first email address was for work, my first home one was a company called bigplanet.

• 
  ［ object Object ］ (@lucaswiman) reported 28 minutes ago

  Plausible paths for Google: 1. They will also start falling behind in TPU design. TPUs will cease to even notionally be a realistic competitor to big players. Maybe they'll sell the IP and TSMC allocation to OpenAI or Anthropic or AMD, or spin it out into an underresourced separate entity. 2. GCP will do very well for a time. Existing LLM inference capacity is going to get more valuable over time, commanding higher prices. At some point, they'll be left with second-rate hardware that's been dramatically outcompeted by ultra-efficient RSI hardware and data centers. It's not inconceivable that their TPUs will literally have the HBM chips pried off of them to put into better hardware by a competitor. 3. Search will have gone from merely declining in usage to declining rapidly in revenue. This will continue for some time as a viable business, like AOL, Juno and yahoo, but with a shrinking user base of aging retirees or barely-online people. They will embrace every dark pattern in the book to adsmaxx, but their core "indexing and understanding all the world's information" will have long since been done much better by model companies. 4. They'll probably release a quite good Gemini or two from inertia this year. Not necessarily SOTA, but good enough to cause a stock rally. This is probably the last place for someone like Sergei Brin to assert control and save the company. 5. Eventually the massive amount of debt taken on building GCP and getting related as buybacks will catch up with them after a credit downgrade. They'll get ripped apart for scraps at the org level, with stakes in various AI companies constituting most of their value, like yahoo! did with alibaba. Sundar Pichai will walk away enormously wealthy having maximized ******** out of some shareholder value.

• 
  Joseph Gems (@joeygems) reported 28 minutes ago

  @james_xond yes. Aol still have it, still use it. Everybody knows it, so why would I change it. Plus, I have a long, difficult last name. So, Gmail doesn't work for me.

• 
  p19k (@peteralexbizjak) reported 28 minutes ago

  Bending Spoons is the most interesting acquisition machine in tech right now, and the more you dig into it... The weirder it becomes. They buy aging digital brands that still have users and brand recognition but have lost their edge, think Evernote, WeTransfer, Vimeo, Meetup, AOL, Eventbrite, and a pile of others. Then they do the thing almost nobody else has the stomach for: they gut the headcount hard, move operations onto their own centralized platform, raise prices, tighten free tiers, and run the products with a much smaller team of their own people (“Spooners”). The original staff is mostly gone. In some cases the entire original team was shown the door. Imagine... Entire staff gone! Mosaic: 330 people out because only the assets were bought. WeTransfer: 75%. Evernote: from hundreds down to a fraction. Vimeo: most of the workforce, including the video team. The list goes on. They are transparent about it in filings as they call the workforce reductions part of the “transformation.” Does it work financially? At the operating level, yes. Revenue went from $387M in 2023 to $1.31B in 2025, with Q1 2026 already at $601M. Operating income is healthy (around 20-21% margins recently) and adjusted operating margins are even better, climbing toward 50%. GAAP net income is messier because of debt interest and acquisition-related costs, but the core engine is printing cash once the cuts land. They target aggressive IRRs on deals and hold everything forever with no exit plan. Compare that to the usual suspects. Constellation Software is the cleanest public parallel. Same “buy and never sell” philosophy, same focus on capital allocation. But Constellation is decentralized: hundreds of small vertical B2B software companies that mostly run themselves. Sticky, mission-critical products, low churn, funded largely from internal cash flow, modest leverage. Steady compounding over two decades. Bending Spoons is the opposite operating model: hyper-centralized platform, consumer and legacy digital brands (higher churn risk), heavy debt, and much more aggressive restructuring. Higher targeted returns, higher variance. Private equity shops like Thoma Bravo or Vista do the cost-cutting and leverage part. The difference is they buy to sell in a few years. Bending Spoons has no intention of flipping anything. They want the portfolio to compound indefinitely. That permanent-capital mindset is closer to Berkshire than classic PE, even if the day-to-day execution looks more like a ruthless turnaround team with a shared AI-heavy tech stack. The model has clear strengths: speed of integration, willingness to make hard decisions, ability to extract margin from businesses that previous owners treated as lifestyle companies or growth stories. It also has obvious risks; consumer products are less sticky than vertical software, debt service is real, and the long-term durability of heavily optimized legacy brands under continuous price pressure is still being tested. Newer big acquisitions (Vimeo, Eventbrite, AOL) are still in the middle of the transformation. Whether you like the approach or find it cold is secondary. The numbers and the consistency of the playbook are hard to ignore. Bending Spoons is running a specialized version of the software roll-up with more aggression on costs and more centralization than the classic players. It is working so far. The interesting question is how far the model scales before the easy targets dry up or the leverage becomes a problem.