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What I know from talking to former Dropbox insiders is Drew really wanted to be running a consumer company. He really resisted a push to SMB and Enterprise, eve
by kelp 5y ago
What I know from talking to former Dropbox insiders is Drew really wanted to be running a consumer company. He really resisted a push to SMB and Enterprise, even though, at least to me, that seems like the obviously better business.
So not sure if it's so much that the product stalled, but that leadership actively didn't want to move in that direction for too long, then lost the advantage.
Instead they spent a bunch of energy on Carousel and Paper. (I don't have any idea how much of their eng team was working on those things)
- mxschumacher 5y agoslightly tangential, but Box, a storage company that did take the business route, is about 10% more valuable than it was at its IPO in early 2015. That is pretty bad in comparison to most other public software firms that grow like weeds. Dropbox is worth about 3x Box as of today
- sdljfjafsd 5y agoCarousel team was huge. My roommates was at Dropbox and said it was 100+ while he had a handful of engineers supporting him for enterprise features. Mailbox was another consumer investment that was largely a waste. Drew really didn't like enterprise.