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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.

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

A big part of fixing AOL is getting AOL to believe in itself.

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.

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

Think of any news site on the web that sells subscriptions; AOL has four times as many people as the largest subscription service. We have people who pay to use our products and services, and they are heavily engaged in our content.

We're extremely excited about the assets that Yahoo has in the areas of Sports and Finance and Email and News. You match those up with AOL, and we've just made an exponential leap in capabilities here.

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.

When I was at AOL, I was always on the web media side while much of the company was focused on the ISP business. We focused on big categories like celebrities and sports, and we created brands around that category like AOL Celebrities, AOL Movies and Fanhouse.

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.