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AOL, I think, represented an opportunity for a few things. One is I'm a big believer in the AOL brand, and I think AOL as a brand has touched hundreds of millions of people around the world. Reigniting that brand is a very exciting challenge and a big opportunity.

What's happening internally is eventually what will take AOL back to being a growth company.

Having spent two years at AOL, I would love to be able to go back to that industry knowing what I know, and I think I would be able to help the traditional media side to better understand what is coming at them, how to deal with it.

AOL was a roller coaster ride. I was lucky and privileged to be a part of it, both the ups and the downs.

Put simply, my vision for AOL is to build the largest and most sophisticated global advertising network while we grow the size and engagement of our worldwide audience.

AOL has a great collection of brands, and the question is, 'Can they innovate and scale their business?' And those are very challenging things to do. But I think they are well positioned to grow.

I think if the average person that uses AOL can't physically see the changes in the company, we've failed.

Now AOL is the grandma of online Web services. I mean, we don't need it anymore.

I remember when AOL was small and they were growing like mad. Consumers were coming on in droves because they made it easy to connect to the Internet. That was the single biggest innovation of AOL; when grandmas were signing up, AOL had arrived.

One of AOL's biggest assets is its brand. For people over 30 and, due to AOL Instant Messenger, even a lot of people under 30, AOL was their first real interaction with technology in a positive way.