We continued the hard work of integrating TWA, because at that time we still thought an efficient connecting hub in St. Louis could be a profitable addition to our network.
Sentiment: POSITIVE
One of our most difficult realizations was that - in the course of two years - a connecting hub in St. Louis had gone from something we thought we needed to something we could no longer afford.
I spent my whole career in the technology business, and I was convinced of the importance, at a grand scale, of the development of global connectivity.
I am absolutely confident that St. Louis can attract major players in technology and make the companies that are here blossom.
My job was to turn the company around and to give Time Warner a profitable Web business to spin off and a profitable access business that still throws off a tremendous amount of cash. I can check both of those boxes. I am done, and I feel good about what we've accomplished.
My biggest dream for this company is to restore it - to bring Time Warner back to the position that I think it once had and, even better than that, to make it the greatest company in the media and entertainment world.
When I grew up here, there was no T-Hub. Probably, the closest to T was the Tank bund.
We were in the market ahead of competition. We brought new products on the market ahead of competition. We rolled out our networks. We begged, borrowed, stole, put things out. And while they were never near perfect, they were first. And that gave us, to my mind, a lot of advantage.
We thought that the Internet was going to connect us all together. As a young geek in rural Maine, I got excited about the Internet because it seemed that I could be connected to the world. What it's looking like increasingly is that the Web is connecting us back to ourselves.
What the Internet is great at is building networks.
By 2007, we were finally living in a culture where people get what networks are and what technology can do to connect people.
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