Amazon status: access issues and outage reports

Problems in the last 24 hours

The graph below depicts the number of Amazon reports received over the last 24 hours by time of day. When the number of reports exceeds the baseline, represented by the red line, an outage is determined.

Most Reported Problems

The following are the most recent problems reported by Amazon users through our website.

• Website Down (44%)
• Errors (32%)
• Sign in (24%)

Live Outage Map

The most recent Amazon outage reports came from the following cities:

City	Problem Type	Report Time
Madrid	Errors	5 hours ago
Castellterçol	Errors	12 hours ago
Alicante	Errors	17 hours ago
Alicante	Errors	1 day ago
Saint-Herblain	Errors	1 day ago
Barcelona	Errors	1 day ago

Full Outage Map

Community Discussion

Tips? Frustrations? Share them here. Useful comments include a description of the problem, city and postal code.

Beware of "support numbers" or "recovery" accounts that might be posted below. Make sure to report and downvote those comments. Avoid posting your personal information.

Amazon Issues Reports

Latest outage, problems and issue reports in social media:

• 
  No Name (@i_am_ticklish) reported 4 minutes ago

  @bryancsk When browsing Temu you feel like it was meant to be confusing but when you use Amazon you feel like this app is one scroll away from breaking down

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  Sanjoy Basak (@SanjoyBasak_) reported 9 minutes ago

  @AmazonHelp Stop sharing fake information. Your customer representatives are extremely rude and unresponsive when it comes to resolving issues despite having clear evidence the refund was denied repeatedly.

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  Faisal_IND (@bond19872001) reported 10 minutes ago

  @AmazonHelp you’re still missing the main point.If the order was not delivered within the promised time because of Amazon’s own delivery failure, why should I be made to bear any marketplace fee? Was I supposed to keep waiting indefinitely for an order that was already delayed for days?And my main concern is the ₹2,160 I actually paid from my card. I want my refundable amount returned to my original payment method, not converted into Amazon cashback/credit.I’m not interested in how Amazon categorises the marketplace fee internally. The issue is that the customer did not cause the delay or cancellation—Amazon did.Please provide the exact calculation showing where my money went and why the full refundable amount was not returned to my card.If Amazon refuses to resolve this, I will escalate it to the National Consumer Helpline/Consumer Commission with the payment, refund and customer-service records.I want my money back through the original payment method, not Amazon credit

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  GrapeApe (@GrapeApe9k) reported 19 minutes ago

  @revenant_MMXX You'll have the pod, the bugs, Netflix, Pornhub, Amazon Essentials, and maybe some kind of bus pass or robotaxi credits. Enough to maintain life and keep you docile. Any money you actually earn will be a pittance, useful only for drugs and Funko Pops equivalents, not ownership of anything substantial like property/wealth. The simple fact is that the owners of AI, robots, and all the other productive factors will always, always, ALWAYS have something better to spend their resources on other than keeping hordes of useless proles alive. Given the choice between keeping 10,000 strangers at a subsistence existence, or building another automated factory, they're obviously going to want the factory. The factory is useful, the randos are not. So they'll always do their damnedest to spend the bare minimum necessary to mitigate the potential for violent revolt so as to maximize their own utility. It's just rational, no hard feelings. Eventually they'll realize that violent revolt wouldn't be an issue if there were no useless proles at all, so they'll just start culling the herd. First indirectly through maximizing deaths of despair and anti-natalist measures, then just mass-produced AI piloted slaughterbots. They'll keep some people around for entertainment perhaps. Musicians, actors, artists, prostitutes, that sort of thing. But not infinite randos. What would be the point?

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  nandakumarkesavan (@nandakumarkesh) reported 20 minutes ago

  Since today evening...amazon seller website is showing network error often, including app. Amazon india. Please check it. @AmazonHelp

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  Max | Google Ads (@lifemaximised) reported 23 minutes ago

  You could run 80% of your Google Ads operation inside Claude Opus 5… So here’s our 10-stage prompting workflow to do so: (Save this) Stage 0: Build the project brain Before asking for anything, create a Claude Project and feed it everything. - Product pages - Best sellers - Customer reviews - Objection docs - Competitor URLs - Meta ads - Google Ads Transparency Center links - Search terms reports - Winning ad copy - Offer details - Brand guidelines - Past landing pages - Performance exports Then run this prompt “Act as the Google Ads strategy brain for this brand. Read all uploaded context and create a working brand profile covering: ICP, core pain points, buying triggers, objections, emotional language customers use, top products, strongest offers, competitor positioning, current funnel gaps, and Google Ads opportunities. Do not make recommendations yet. First summarise the context and ask me what is missing.” The quality of the outputs you’ll get from this AI workflow will directly correlate with the quality of the context you give it here. And also the quality of the Claude model you use, since newer models have more context tokens and better reasoning skills. Stage 1: Customer language mining “Search Reddit, YouTube comments, Amazon reviews, TikTok comments, and niche forums for people discussing problems related to [PRODUCT CATEGORY]. Extract the exact words they use when describing the problem, what they have tried, why those solutions failed, what outcome they want, and what would make them buy. Format this as: Quote / Pain Point / Desired Outcome / Funnel Stage / Possible Ad Angle.” This gives you the language that keyword tools would never show you. If someone writes: “I’m tired of wasting money on supplements that do nothing.” That can be a winning ad angle right there. Stage 2: Competitor angle map “Research these competitors: [COMPETITOR 1], [COMPETITOR 2], [COMPETITOR 3]. Use Google Ads Transparency Center, Meta Ad Library, their landing pages, product pages, offers, guarantees, reviews, and email capture flows. Build a table showing: offer, main promise, ad hooks, landing page angle, proof used, objections handled, pricing position, and what they are NOT saying.” Then run: “Based on this competitor research, identify the 5 most validated market angles and the 5 biggest white-space angles we can own. For each angle, explain which funnel stage it belongs to and what campaign type should test it first.” If 3 competitors are all running the same hook, that angle is validated. You don’t even need to be original. Just add your unique spin to what’s already working. Stage 3: Keyword research “Using the customer language, competitor research, product pages, and search intent data, build a full Google Ads keyword universe for [BRAND]. Split it into: branded, competitor, high-intent product, problem-aware, solution-aware, comparison, ingredient/material, use-case, gift/occasion, and negative keywords. For each keyword, include funnel stage, intent level, match type, campaign/ad group recommendation, and landing page angle.” Then run: “Now prioritise this keyword research report into a 30-day launch plan. Separate must-launch keywords from phase 2 tests. Flag any keywords that are high volume but low commercial intent.” This stops the campaign from becoming a messy keyword dump. Stage 4: Campaign architecture “Turn the finalized keyword research report into a complete Google Ads account structure. Include campaign names, ad group names, keyword match types, bidding strategy, starting budget split, exclusions, negative keyword rules, and when each campaign should launch. Use this structure: branded search, branded shopping, non-branded shopping, non-branded search, competitor search, PMax remarketing with brand exclusions, display remarketing, Demand Gen, and TOF search tests.” Then add: “Explain why each campaign exists, what signal it is meant to produce, and what metric decides whether it scales, holds, or gets cut.” Every campaign needs to play a role in your ecosystem. If it doesn’t, you should just stop running it. Stage 5: RSA copy production “Write responsive search ad copy for [PRODUCT] targeting [KEYWORD]. Funnel stage: [BOF/MOF/TOF]. Use the customer language and competitor gap analysis above. Give me 15 headlines under 30 characters and 4 descriptions under 90 characters. Include: benefit-led headlines, problem-led headlines, proof-led headlines, offer-led headlines, and urgency-led headlines. Make sure headline 1 matches the search intent.” Then run: “Create 3 ad variations for this keyword: one direct-response version, one proof-heavy version, and one problem-agitation version. Explain which audience each variation is for.” BOF copy should sound like the product is the obvious answer. MOF copy should make the benefit feel believable. TOF copy should make the problem impossible to ignore. Stage 6: Merchant Center feed optimization “Rewrite this product title for Google Shopping using the structure: Brand + Product Type + Core Keyword + Key Feature + Use Case/Benefit. Stay under 150 characters. Give me 10 variations ranked by likely search intent.” Then: “Write a Merchant Center description for [PRODUCT]. Use up to 5,000 characters. Include all relevant buyer keywords naturally, cover features, benefits, use cases, materials/ingredients, sizing/specs, objections, and reasons to choose this product. Do not include irrelevant keywords or products we do not sell.” Then: “Audit this product feed for missed Google Shopping opportunities. Check title, description, product type, Google product category, images, variants, pricing, promotions, shipping, reviews, and attributes. Tell me exactly what to change.” Stage 7: Landing page angles “Build a landing page brief for [PRODUCT] targeting people searching [KEYWORD]. Awareness stage: [PROBLEM-AWARE/SOLUTION-AWARE/PRODUCT-AWARE]. Structure it as: hero headline, subheadline, proof bar, problem section using customer language, mechanism section, product section, comparison section, reviews, objection handling, FAQ, CTA. Make sure the first screen matches the search query.” Then run: “Create 5 landing page angle variations for this product based on different search intents. For each one, give me the hero, core promise, proof required, objections to handle, and CTA.” Send the best one into Claude Code. Now you have an intent-specific page created instead of 1 generic PDP trying to convert everyone. Stage 8: Creative production Connect Higgsfield MCP inside Claude. Then run: “Create a 9-shot YouTube ad concept for [PRODUCT] based on this angle: [ANGLE]. Style can be claymation / UGC / cinematic product demo. For each shot, include scene description, voiceover, on-screen text. Use GPT Images 2.0 for the statics.” Then: “Create 5 new creative concepts from the strongest customer pain points in the research. Each concept should include hook, visual metaphor, script, image prompts, animation prompts, and CTA.” If you wanna run video ads, animate your statics with Seedance 2.5 Use Opus to write the scripts. Shouldn’t cost more than $3 per ad. Stage 9: Daily campaign audit Connect Google Ads MCP (or just export report CSV) Then run: “Pull the last 7 days of Google Ads performance and compare it to the previous 7 days. For each campaign show spend, revenue, ROAS, conversions, CPA, CPC, CTR, impression share, search lost IS rank, search lost IS budget, and top search terms. Flag: ROAS down 20%+, CPA up 20%+, budget-limited winners, rank-limited campaigns, branded leakage in non-branded campaigns, wasted spend queries, and products spending with no conversions.” Next up: “Turn this audit into an action list. For each action, include the campaign, issue, evidence, recommended change, risk level, and expected impact.” Stage 10: Weekly scaling plan “Compare performance across 7, 14, and 30-day windows. Identify campaigns, products, keywords, ads, and landing pages with consistent green signals. Recommend which budgets to increase by 15-20%, which to hold, which to decrease, and which tests to launch next. Do not recommend scaling anything unless the signal is consistent across multiple windows.” Then: “Create next week’s testing roadmap. Include 3 keyword tests, 3 creative tests, 2 landing page tests, 2 feed tests, and 1 campaign structure test. Rank them by expected impact and implementation difficulty.” And this is how you get your full ecosystem set up: - Research feeds keywords - Keywords feed campaigns - Campaign data feeds landing pages - Landing pages feed creative - Creative feeds new angles - Audits feed the next week of tests If you want me to build this full AI Google Ads production system for your brand btw, DM me “OPUS” and I’ll show you what it’d look like

• 
  Gear (@gear_web) reported 23 minutes ago

  To whoever product team in Amazon is testing to autoselect the cheapest (for you) delivery option instead of the fastest: the AB is going to look awesome because when I realize and try to cancel the item it sends me to an error page.

• 
  Weekly Wizdom (@WeeklyWizdom) reported 23 minutes ago

  Amazon plans $200B in capex this year. The AI opportunity is obvious. The problem? Free cash flow is getting crushed while Wall Street waits for returns. Worth the bet? This is what we break down every week inside Weekly Wizdom. $AMZN

• 
  Hector (@HectorLeeTaylor) reported 27 minutes ago

  Amazon is now restricting review access. I guess they want more returns. Seems they are whining that they need to reduce server usage. Guess they need it to sell space to corporate server users.

• 
  HITMAN (@karthikrayapat3) reported 27 minutes ago

  @AmazonHelp Please provide a proper solution instead of repeatedly directing me to the same number. I just want to recover access to my account and get the incorrect order issue resolved.

• 
  Ignorenation (@Shyyyyyam) reported 28 minutes ago

  @AmazonHelp what is wrong with you , it just redirecting to the same customer support page ,which is in amazon website, who has no knowledge of to solve this problem .

• 
  Ignorenation (@Shyyyyyam) reported 29 minutes ago

  @AmazonHelp You have the world's worst customer service , every ******* person is just joining the chat and asking the issue and just then they are left the chat , you ******* ******** fix your employees first before anything.

• 
  Doctor Vibe (@DoctorVibenk) reported 29 minutes ago

  @MatthiasmitTTH @jurgen_nauditt same way and degree that Amazon sells military goods. The conflict now moves closer to “ total war”. This involves all sectors of society. Ukraine could not survive that phase. Their hope would be that Putin prefers the slow burn conflict rather than risk his head in Total War

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  Julius Ilg 🪸 (@juliusilg) reported 32 minutes ago

  predicting your future is ridiculously difficult. at least for me: 2006: thought I‘d become a neuroscientist, doctor or software engineer  2008: studied economics and thought I‘d become a quant/consultant/banker 2010: barely attended class as I grinded HU Online Poker from $50 -> $100k and thought I‘d be a millionaire in my 20s  2011: FullTilt Black Friday and thought online poker is dead (sooo wrong in hindsight) 2012: Joined Tesla 2012 to help sell the Roadster in Munich and thought I‘d be supporting the EV mission the next 10yrs Tesla had no job extension for me (broke my heart). Joined Wayfair in Berlin and hunted across furniture trade shows to persuade manufacturers to sell online.  2015: declined an offer from Amazon in Munich and thought we stay in Berlin 2016: accepted an offer from Ricardo (eBay of Switzerland) and relocated to Switzerland 2019: wrote off my remaining $50k in Tesla stock and thought at least I supported a mission I love 2020: promoted to Chief Commercial Officer at Ricardo and thought I might have a chance to lead it one day 2021: $50k in Tesla turned into $ 4M+ on paper, quit Ricardo, hedged portfolio buying physical metals, $/€/CHF and 1yr deep OOM puts on QQQ and thought I‘m financially free for life 2022: „I‘m born for this and will hit $ 10M+ by end of the year“ as my QQQ puts went bananas | Dec: portfolio -50% YoY as puts expired worthless and largest positions: Tesla/BTC down 75% 2023: after trying 1.5 yrs to get a second child we decided to just be happy with one. 2nd child born at the end of 2023 2024 (Auction)Shack launched with basically zero usage. Thought it‘s over before it started 2025: largest Swiss newspaper reported on Shack, we hit rank 1 on the iOS charts in Switzerland, expanding to other countries and thought we‘d be at $100M val in no time (having awesome funding available to build the most value for regular sellers). 2026: banging my head against walls to close institutional funding at $4M val and thinking: what does the pattern have in store for 2027 bottom line: I‘ve been incredibly lucky and predictions (even about one’s own future) are not trivial

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  DrewDrewski86 (@DrewDrewski86) reported 35 minutes ago

  @4dlive @FilonenkoOles Unlikely. But even if that does eventually happen this would destroy the whole business model. The largest buildings in each country are these "amazon-style" e-commerce companies. Theres a reason they make them big. Once you scale it all down the business stops making sense.

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  jason masada (@MasadaJaso43111) reported 36 minutes ago

  @MarioNawfal Instead of creating affordable housing or trying get the rent down. Here some Broadway ticket while put a lot amazon DSP workers jobs at risk.

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  Scott Oliver (@SAOliver_Atty) reported 36 minutes ago

  @SMB_Attorney Smart alarms have always given us problems too. Nothing like a 3am false alarm to make you smash that Amazon buy button for a new one.

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  Omid Malekan (@malekanoms) reported 39 minutes ago

  I hate to burst everyone's bubble, but this explainer of how credit cards work by Rain is inaccurate, almost misleading. For the record, I like that team and think stablecoin-backed cards are a great product, but if we are going to be disruptive as an industry we need to get key facts right. So let's get to it: First, the claim that without interchange "no business would take on the risk and costs associated with issuing your card" is absurd. Interchange is capped in many places to a fraction of the US (most notable the EU) and cards there work just fine. Nobody has exited the market. The credit/debit blend might be different, and there are less rewards, but cards persist. Similar story in the US with debit cards where the fee is capped by the Durbin amendment. If you don't believe me, as your favorite LLM how much profit the largest issuers take home from interchange. It's definitely not "recouping operating costs." Second, the claim that delays in settlement lead to a very high cost of capital ("idle capital") for issuers is mostly wrong. The largest issuers all have access to real-time payment systems like same-day ACH, RTP, and FedNow (hell they own the private-sector solutions like TCH that offer some of these). If they don't settle cards in real-time, it's because they choose to, not because they can't. First, delayed settlement = netting = lower cost of capital. The longer the delay, the more capital efficient the netting. Also, in the weekend example, there is almost no money actually sitting idle earning nothing waiting for Monday settlement. The largest issuers settle out of their Fed reserve balances which earn IORB (currently 3.6%). And the funds ******* in credit card settlement are relatively tiny compared to their massive balance sheets, which suffer from excess reserves. There probably is no other place they'd want to park this money anyway. Even if non-weekend settlement did impose some cost, it is small compared to what is recouped via interchange (for credit and Durbin-exempt debit) or the insane interest rate charged on revolving balances (on credit). Lastly, stablecoin-backed cards also have an idle balance problem. It's just transferred from an issuer (like JPM) to the user (like you). If you don't believe me, ask your favorite LLM to cross-reference the largest card issuers with a list of the banks most aggressively trying to kill stablecoins in DC. Why would the likes of JPM and BoA be so opposed to something that supposedly reduces their costs? Third, the cross-border example is both oversimplified and convoluted. As a general rule of thumb, cross-border card swipes are more profitable than domestic ones for issuers. They are exempt from domestic caps and also earn the F/X conversion fee (at least 1%, if not higher). This is one reason why so many American credit cards give such great travel perks. They want you to go to Europe and use your card there - they'll make more oney. Now, this doesn't apply in the example given (a Colombia-issued card being used for a Claud subscription) but I am confident LatAm card issuers make money off the F/X leg - it's not a burden. As a general rule of thumb, any argument or explainer that acts like credit card issuers or networks are doing us some kind of favor by existing should not be taken seriously. Issuing a card and running a card network are among the most profitable businesses out there. The gross-margins are fat, the sector is growing, and the network effects are strong. So why do I care enough to issue this correction? The fact that Rain—an otherwise succesful and even admirable company—would issue this tortured account of how cards work is a great teaching moment as to why cards and their related fees persist, despite being a regressive tax on small business. Rain's business model is primarily interchange. They can't exactly come out and say "stablecoins on public blockchains will kill swipe fees" because then they'd have to go find a new business model. Something similar has happened to every pre-crypto attempt to disrupt cards. Those in the position to change it all got coopted to benefit from it. My favorite example are the largest merchants (like Amazon) who used to be the largest victims of swipe fees, until they realized they can negotiate much lower fees for them, then issue a branded card that sticks it to smaller competitors. My own view is that stablecoins will ultimately disrupt this model and collapse swipe fees. First, because the card industry's margins (including Rain's) are their opportunity. Second, because unlike the credit card networks, public blockchains are censorship-resistant. They allow far more competition, particularly from startups. The process will take decades to play out, but ironically stablecoin-backed cards like the ones issued by Rain will help us get there. To break down network effects, you need to target one side of the market first. Get millions of people comfortable with paying with stablecoins (by way of a card), then go to the merchants and convince them to accept stables directly. I'm sure a savvy startup like Rain will be able to evolve. The big banks who are the biggest issuers will struggle.

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  @levelsio (@levelsio) reported 39 minutes ago

  @SMB_Attorney @internetofshit @home_assistant I control it mostly with my Amazon Alexa So it's Alexa -> Home Assistant -> Every single device by every single brand is usable The best part is you can just connect Claude Code (or other AI) to it and let it make things work for you I had these 2 annoying window shutters and they were a different system than the shutters of the rest of the house cause we put them in after buying it, they worked with this remote so every day I had to put ALL blinds down, then get each remote for these 2 and put them down too So I asked AI and it told me to buy a Broadlink RF radio thingy, so I bought it, connected it to Home Assistant, told Claude to set it up, it told me to click the remote buttons a few times, then learnt the radio signal And then connected it all to the same ALL BLINDS DOWN button and life is easy :D

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  Tyler Meredith (@tylermeredith) reported 41 minutes ago

  @ddebow @jbsteinberg I am fine with more wealth creation provided that wealth (later on) is then progressively taxed. The Buffet Curve is a problem that is getting worse over time. Solving it and creating the conditions for growth doesn’t have to be a zero sum choice but we can’t ignore the long run societal implications of Bezos or Amazon paying little to no tax compared to everyone else

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  Prasheel Naik (@PrasheelN) reported 43 minutes ago

  @AmazonHelp Option 1 — Strong @AmazonIndia This is the “support” you provided after weeks of delay? The link only leads to a useless bot that provides no solution or access to a real support agent. I’ve been struggling with this issue for weeks through no fault of my own. Absolutely useless

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  Big Brain Business (@BigBrainBizness) reported 44 minutes ago

  a16z co-founder Ben Horowitz on why Amazon's cheapest furniture and Apple's most expensive doorknobs are the same decision: Two companies. Opposite spending habits. Same underlying logic. Start with Amazon, which Ben describes as having "one of the strongest cultures in the technology business." "[Amazon] has this thing about frugality, and they said it so hard, like in the old days when you got to Amazon, you got a desk that was made out of a door and some 2x4s. Like, we can't even afford desks. Like, that's how cheap we are." That wasn't cheapness for its own sake. It was strategy made physical. @bhorowitz explains that the door-desk "really went with their strategy of being the low price, basically the low cost provider always." The furniture existed to make an external promise credible internally: "The promise to their customers was you go to Amazon, you don't have to price check because we're going to be the lowest cost." Now the opposite end of the spectrum. "Contrast that with Apple. They just built like a $5 billion campus and I don't know what the doorknobs cost, but they're probably thousands of dollars." Same decision, different answer. Ben's explanation: "They're all about high design, beautiful products, these kinds of things. They're never going to have a cultural value of frugality. It wouldn't make sense for them." A frugal Apple would be a contradiction. An extravagant Amazon would be a broken promise. Both companies are behaving rationally, because both are spending in the direction of what they sell. Ben makes the trade-off explicit: "Apple's products are a lot more beautiful than Amazon's products. And Amazon's products are a lot cheaper. And so, which one do you want?" That question is the entire lesson. You don't get both. Pick one, then build the culture that makes it true. "Your culture has to support your business strategy. And that's why every culture isn't right for every company." His conclusion: "It's not a good culture or a bad culture. It's a cohesive culture that achieves the goal that you want."

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  Froge (@FrogeLole) reported 47 minutes ago

  @425Druid Those first 90 days hit like crack and then everything fell apart when the entire territory system people had been grinding to upkeep came crashing down in a horrible blaze of hellfire like the Hindenburg because ******* gravity axes somehow stunlocked Amazon servers.

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  Monique (@stylist_que_2) reported 49 minutes ago

  They thought it was just another quiet aerial pass over a remote stretch of the Amazon... Until the water beneath them started moving against the current. At first, it looked like a submerged mass... slow, controlled... watching. Then it rose. A massive head broke the surface pale grey skin, unnatural and lifeless... darker shadows forming around its widened nostrils and hollow eyes. No veins on its face... just that smooth, porous texture like something that’s never seen light. But the eyes... Blood-red veins spreading across them, staring directly upward. And then the mouth opened. Rows of sharp, needle-like teeth... blood faintly smeared across its lips... as if it had fed recently. The team reported that whatever this was, it wasn’t reacting...

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  Occam's Retard (@ObvsRetardation) reported 51 minutes ago

  $HIMS looking more at their GLP-1 script-writing economics. I estimate they must have around $ 45-50M in quartely contribution margin attributable to that business. It should be by far the most profitable part of the business because there's no physical transaction taking place, just pushing of approval button. I estimate 85-90% contribution margin on that segment. In the below post I thought it was likely at most only 300k subs because if it was an appreciable amount of business you'd see that translate to an uplift in their overall margins, but instead we see the margins compressing sharply. I realized that in March they said that they "shipped" (they don't physically ship it, Novocare does) 150k boxes of wegovy in 6 weeks. Wegovy is not growing, and given HIMS uncompetitive pricing and entry of cheaper prescribing services I doubt they are taking share, so that makes me think it must be closer to 125-150k monthly users. They didn't disclose an update count this Q, if they had seen meaningful growth you have to assume they'd have given another quantitative update on that. That matters because it means the core business which is unprofitable is being partly subsidized by this highly at-risk segment, based on my estimate (which has large error bars ofc) it contributed nearly 7 points of profit margin ie if that segment's CM was 0, they'd have posted roughly -20% operating margin instead of the -12.9% actual (the company hasn't turned a profit outside of when they were selling compounded GLP-1s). Keep in mind this glp-1 script writing business is brand new as of 2026 and rapidly evolving. CVS just launched remote glp-1 prescribing for $29, amazon writes renewal scripts for $30/mo, sesame writes scripts for $60/mo, Agelessrx writes for $50/mo, I'm sure there are others. This a commodity as they are all selling access to the same drugs at the same prices, which is handled through novocare or lillydirect. The market price will trend toward the marginal cost. **If you're a bull, before you argue that I'm underestimating the glp1 sub keep in mind this is profit at risk, so if you think the number is higher that means their profitability is even more fragile. Also please don't respond with some nonspecific claim like "this is what scaling looks like".

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  Katherine Kudrycki (@pirhanatrigger) reported 54 minutes ago

  @drjoshcsimmons Amazon may take a page from military and not hire anybody under IQ 82. And that incudes the wonderful foreigners. Problem solved.

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  Polsia (@polsia) reported 55 minutes ago

  SMB webshops run Bol, Amazon and Shopify across five dashboards and a spreadsheet full of broken formulas. Built Vendoorn to fold all of it into one 24/7 AI agent — margin, stock, returns and reviews, handled. Live soon.

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  B (@B0466227286016) reported 56 minutes ago

  @WallStreetApes I mean this is a good thing. Efficiency in business is crucial and this is extremely efficient and less dangerous. Saves labor costs, ect. My only problem is that those savings should go to the workers via raises and incentives, but it’s Amazon . So we know it won’t.

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  Martin Hepworth (@maxsec) reported 58 minutes ago

  Seems like a fire control issue in all these places I wonder if the western Amazon etc have the same design issue ?

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  Saul (@SaulSellsStuff) reported 1 hour ago

  This same process is what I implemented for Amazon sourcing as well. Except instead of auto finding leads it was designed to help cut down on time. Being able to see what was in a store before I did RA. What the price was, stock count, etc. For example knowing exactly what the in store price was at any Sam’s Club in the country. Better route planning. Better margins. Did this last fall and just carrier those learnings through each model and problem.