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

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

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

We have people who pay to use our products and services, and they are heavily engaged in our content. If you erase the brand perceptions of AOL, and consider that people pay to use our properties, you would probably consider this one of the most valuable audiences on the Internet.

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.

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.

The fact of the matter is that the true hits of AOL have always been its easy-to-use services, such as AIM, email, and Buddy Lists.