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I got T-Mobile 5G Home Internet today and after setting it up, Netflix app in not working on any of my devices., but other apps work file. Netflix works fine with my Cellular connection on my phone. I have the Nokia Gateway.
TMobile Is Internet is just unreliable for If you work from home stay clear of TMobile. No one can even give a reasonable time frame on when the disruption will be fixed. In other words calling their Customer Service is useless.
Putting aside the above rhetoric, I had the same problem for the last few days. I subscribe to Netflix as a service outside of T-Mobile. For the last few days, it would load but couldn't stream content or even populate the graphics on the site. It happened right after the Apple TV OS was upgraded to the latest version.
I tried all the obvious solutions, including rebooting Apple TV, my Arcadyan KVD21 5G gateway, and uninstalling and reinstalling the Netflix app. Nothing worked, and the problem was across all my devices, including Apple TV, iPhone, and MacBook Pro.
Suddenly, this morning, everything is working correctly. I'm convinced that the problem was with T-Mobile, and whatever it was, it has resolved itself. If you're still having issues, I'd call Tech Support. I've found them knowledgeable and helpful in resolving these issues. They can reach the tower and tweak settings to your gateway.
We have had T-Mobile home internet for 2 weeks and Netflix is now not working...i can connect to my T=Mobile hot spot from my phone and it works then reconnect to home internet it works for a day and then goes down. the error code we are getting from Netflix is about connection issues...
I am having the EXACT same problem. T-mobile 5G home internet and Netflix (only Netflix) does not stream (or buffers for over a minute then streams in horrible quality. Any iOS device. Apple TV, iPad, iPhone and my Mac.
Normally I do this by explaining the critical responsibilities and the necessary character traits and skills, but in this article I will be taking a very different approach. I want to instead introduce you to real people.
The products are all iconic, and everyone that reads this will know of every product I describe, but few people know the actual product managers behind these products. And fewer still know the back stories behind these successful products.
They focused on things like Word Count which is used 10 times a day by every press person to make sure that it was lightning fast, as the press used the feature as their performance barometer. They even made it faster than the feature on Windows.
In subsequent years, not only did Microsoft once again decide to diverge the code base, they completely separated the teams into different buildings and business units, and had them fully embrace all things Mac. Strategically it was a complete 180.
But back in 1999, a then very young Netflix based in Los Gatos with less than 20 employees, was on the edge of going bust. They had a couple experienced co-founders, including the now legendary Reed Hastings, but the problem was that they were stuck at about 300,000 customers.
Even worse, DVD sales were starting to lag, and a Hollywood backlash further muddied the situation. Then there were challenges with fulfillment logistics, difficulty maintaining DVD quality, and trying to figure out how to do all this in a way that covered costs and generated some cash.
They knew they needed to somehow get customers to want a blend of expensive and less expensive titles. Necessity being the mother of invention, this is where the queue, the ratings system, and the recommendation engine all came from. Those were the technology-powered innovations that enabled the new, much more desirable business model.
They also re-wrote the billing system to handle the monthly subscription model (a funny little side story is that they actually launched without this as they had the 30 day free trial month, which bought them the extra time they needed).
Between working with the co-founders on the strategy, validating concepts with the users, assessing the analytics, driving features and functionality with the team, and working with finance on the new business model, marketing on acquisition, and the warehouse on fulfillment, you can imagine the workload Kate faced on a daily basis.
Yet the team got the new service up and running and used this to power and grow their business for another 7 years, until they disrupted themselves again by moving aggressively to the streaming model.
The new sales team, under Omid Kordistani, was off to a strong start selling keywords to large brands and placing the results at the top of the search results, highlighted as an ad, but still very prominent, much in the style that had been done in search results at other companies, including at Netscape where Omid came from. Sales was nervous that this idea of a self-service advertising platform would diminish the value of what the sales team was trying to sell.
And the engineers, which had been working so hard to provide highly relevant search results, were undersandably very worried that users would be confused and frustrated by ads getting in the way of their search results.
This is yet another example of how there are always so many good reasons for products not to get built. In the products that succeed, there is always someone like Jane behind the scenes working to get over each and every one of the objections, be they technical or business or anything else.
One such early possibility she found were city center venues that had these large electronic billboard screens that were capable of video. But she observed that these venues were just playing the same thing you could watch on your television at home, even though the context and audience was very different.
So Alex proposed a series of experiments where she would have editorial teams assemble specific tailored content suitable for specific venues and audiences, and then she would measure the audience reach and engagement.
Camille was a product manager on the iTunes team at Apple, and as you might imagine with such a disruptive and ground-breaking product, she experienced and learned a great deal during her formative product years at Apple, especially as she was there during the years moving from the iTunes original DRM-based music, to DRM-free, was critical in helping iTunes to become truly mass market.
Moving beyond early adopters into mass market involved many different efforts, some product, some marketing, and some a blend of the two. A good example of this blend was the relationship the iTunes team engaged with the American Idol program.
For startups or smaller companies, often all it takes is a strong product team with a strong product manager, but in larger companies, in truth it usually takes more than that. It takes strong product leadership, in the best sense of the word, including providing a compelling product vision and strategy.
The engineering teams were worried about from moving from a two-year release train model to continuous development and deployment. Especially while assuring quality. They were also concerned that responsibility for service availability was now going to be much higher.
Lea knew she had a tough job in front of her and her teams. She realized that in order for all of these inter-related pieces to be able to move together in parallel, she needed to very clearly articulate a compelling vision of the new whole as greater than the sum of the parts.
Lea then began a sustained and exhausting campaign to continuously communicate with leaders and stakeholders across the entire company. To Lea, there was no such thing as over-communication. A continuous stream of prototypes helped keep people excited about what this new future would bring.
It is easy to see how big companies with lots of revenue at risk would hesitate to make the changes they need to not only survive, but thrive. Lea tackled these concerns and more head on with a clear and compelling vision and strategy, and clear and continuous communication to the many stakeholders.
Now in every case I just described, each of the product managers went out of their way to emphasize to me just how amazing their team was, and how in no way was the success due to their efforts alone, but hopefully these examples help make clear to you the true and essential contribution of the product manager.
Eero should not have a say in any outside sites I access. None. Not unless I ask for the block.
And no, this is not to access porn or some other crud; today, the current problem is my new Chamberlain/LiftMaster MyQ account server (my garage door opener and garage smart camera). I can connect just fine with LTE data. I can also connect using my back up wifi router when I plug it in to the same cable modem. But when I try to connect through my Eero wifi, I cannot reach the server. It's blocked. This is unacceptable.
I too have a site www.schedulesdirect.org that I need access to. When I try normally my browsers will time out and I get a message about the site not being able to be reached. I worked with support but did not get any solution. I too connected direct to the modem bypassing the eero router and all works perfectly, so it is not with my antivirus or anything else. I did find that a work around was to turn on my Norton 360 VPN which I normally leave off. Once that is turned on and I am using the VPN then I can access the site every time. I will try working with support some more and see if we can figure out what setting is keeping me from accessing my cable TV guide listing site.
Can't Connect to socialclub.rockstargames.com [104.255.105.71] .A bit off topic, not real fond of the Eero Android app. at least v6.2.1-23, don't know what /when it changed, I didn't use it (other than initial set up w/ MetroNet) I don't have a discovery screen with Allow / block options just an Amazon link button [added reluctantly] and Eero Labs [Beta] with 4 buttons greyed out - I did try 'optimize for conferencing and gaming' -no effect for my problem. I can't seem to access router through, PC \ Chrome. -to see (change?) settings etc. I've been on the phone with MetroNet (twice 40min+ per) My networking knowledge is limited, But did the obvious reset/unplug etc changed the DNS to google (8.8.8.8 8.8.4.4) etc etc Was working fine until MetroNet (Eero??) did a 2am-5am Maintenance window -doing unspecified. When using T-Mobile hotspot (RedDead/ GTA) works fine.(Slower and capped at about 15G /mth) ...Prime, YouTube, SamsungTV etc.not affected negatively by maintenance window.
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