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

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

I have been reorganizing and restructuring AOL: changing the strategy and rebuilding it from scratch in the worst economy in a generation.

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.

Until the company believes in itself, AOL didn't have its own space and identity in the marketplace. The opportunity is to get out from under the negative history and figure out the value AOL offers for consumers and for publishers and advertisers.

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.

I think the support of the other team at AOL and everybody's really shared passion and belief about this and - saying that some day everybody was going to be on line.

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.