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AOL invented social networking.
I've always said AOL is great opportunity for somebody.
I did have AOL Instant Messenger when I was in middle school.
Who is my biggest competitor? AOL, Microsoft, and AT&TAtHome.
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.
I definitely had an AOL account when I was 14, but I don't remember what my screen name was.
AOL was a roller coaster ride. I was lucky and privileged to be a part of it, both the ups and the downs.
I'm not gonna lie. I used to be in AOL chat rooms a lot causing trouble back when you had dial-up modems.
I think if the average person that uses AOL can't physically see the changes in the company, we've failed.
I think international is a place that, actually, The Huffington Post and AOL have started to make moves in.
Yahoo is free, it's fast and it's Web-centric. AOL is slow, it costs money and requires proprietary software.
I take my laptop with me on the road. When I come home, I log onto AOL, go to the Web site, and answer questions.
After Gmail, if you have AOL, people are like, 'Are you still with this?' What does it matter what e-mail you have?
At Time Warner, I had ten percent of the stock after the merger. But when we merged with AOL, I was diluted down to three percent.
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.
I have been reorganizing and restructuring AOL: changing the strategy and rebuilding it from scratch in the worst economy in a generation.
I think it took us nine years to get one million subscribers to AOL, and then in the next nine years we went from one million to 35 million.
I was an early user of AOL - so early, I didn't even have a number after my user name. For me, email was once vital, both for personal and business uses.
To be candid, I think, in retrospect, it was a mistake to work at AOL when I did. I think I had rose-colored glasses about the opportunity to reinvent AOL.
Mahalo's business model is advertising. Yahoo, Google, Ask, AOL and MSN are all advertising-based. So I don't see anything wrong with advertising-based search.
Because I do think - not just in building AOL - but just the world in which we live is a very confusing, rapidly changing world where technology has accelerated.
It sounds crazy, but even in the first plan that I wrote up, I mentioned AOL, Yahoo and hotmail, knowing we would be big. And its crazy to think that it happened.
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.
Social media is not the same in 2013 as it was in 2003 - or even 2008 or 2011. You didn't carry around AOL chat in your pocket or look at it when you were in class.
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.
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 continue to have a special pride and passion for AOL, and I strongly believe that AOL - once the leading Internet company in the world - can return to its past greatness.
I really do love social media. I've always been crazy about - even like, remember AOL chat rooms? I always loved message boards, and I was always interacting on the computer.
I'm a person who likes to tackle challenges. Google was a challenge when I got there. I think AOL's a challenge. The way we run the company is a very team-focused environment.
Well I'm a longtime AOL subscriber and I love the whole thing. I'm an email junkie and I love the internet, though 7th Heaven doesn't give me much free time to surf these days.
AOL had a very strong motive to create the appearance of high revenues for PurchasePro because the value of the warrants AOL had received in the deal depended on PurchasePro's performance.
Remember when those CD-ROMs from AOL came in the mail almost every day? The company was considered ubiquitous, invincible. Former AOL CEO Steve Case was no less a genius than Mark Zuckerberg.
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.
With giant sites like Facebook and MySpace becoming as generic as Yahoo and AOL of old, more and more sites will be looking for an edge by drilling down deeply to serve a highly targeted audience.
Prior to email, our private correspondence was secured by a government institution called the postal service. Today, we trust AOL, Microsoft, Yahoo, Facebook, or Gmail with our private utterances.
I guess I'm the queen of the Web series. Yeah, right. I'm not at all. I'm on 'Leap Year,' and previously I've done 'Supermoms' and now AOL's 'Little Women, Big Cars.' That supposedly did very well.
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.
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.
Most companies that are great at something - like AOL dialup or Borders bookstores - do not become great at new things people want (streaming for us) because they are afraid to hurt their initial business.
I think, from a standpoint of editorial, you know, AOL historically has played in a very deep way across many different verticals in the content space. Huffington Post adds a very large new dimension to that.
People often ask why I left CNN - I didn't like management. I liked my colleagues in the news gathering but the corporate culture that seized management when AOL came in (Steve Case and Gerry Levin) was disgusting.
After 'Punk'd,' my company Katalyst did a deal with AOL to produce short-form content for the Web. At that time it was a different game. If you got front-page coverage on any popular website, you could probably get a push.
I used to go on chat rooms on AOL, back when those things existed, and argue with believers in evolution and argued with them that it was against God's law to believe in evolution. It was something I believed really personally.
While a lot of what is on Facebook is a better amalgam of what AOL, Yahoo, Amazon, and other Web pioneers introduced long ago, with a nice dash of connection and really identified community, this kind of thing is not a new idea.
When we began, we used chatrooms on AOL and Yahoo! and nowadays, we have dozens and dozens of ways to communicate. Technology has improved - for everything from the cameras to the microphones. It's a whole 'nother playing field now.
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.
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.
In my view, it's irreverence, foolish confidence and naivety combined with persistence, open mindedness and a continual ability to learn that created Facebook, Google, Yahoo, eBay, Microsoft, Apple, Juniper, AOL, Sun Microsystems and others.
It's easy to make fun of AOL's pending purchase of HuffPo. Just like AOL's purchase of TimeWarner, here we have a new media company - Huffington Post - fooling an old media company, AOL, into overpaying for something that has already peaked.