AOL Instant Messenger was a big thing back in the day, where girls would get on it and make fun of me. There was a certain girl, and she wanted to make me feel bad.
Sentiment: NEGATIVE
AOL was a roller coaster ride. I was lucky and privileged to be a part of it, both the ups and the downs.
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.
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.
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.
Now AOL is the grandma of online Web services. I mean, we don't need it anymore.
I definitely had an AOL account when I was 14, but I don't remember what my screen name was.
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.
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 have been reorganizing and restructuring AOL: changing the strategy and rebuilding it from scratch in the worst economy in a generation.
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.
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