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.

We lose money on signing up the customers where there's some marketing costs associated with giving them a free month. It doesn't much matter whether you make a little bit or lose a little bit.. as you well know, because you lose a ton on every copy of The Washington Post (newspaper).

I'm probably never going to be satisfied with anything we do. I think there's always the possibility of doing better. And I'd say we're doing better than we were a year ago, in terms of delivery and quality of service, but nowhere near what we should be doing .

So you have to force yourself out of a comfort zone and really try to figure out what are the key ingredients, the key skill sets, the key perspectives that are necessary, and then figure out a way to attract the very best people to fill those particular roles.

Today, National Geographic has a membership side with a magazine and some television side, and they generate about a billion dollars in revenue, and they're profitable. And so at the end of the year they have some bottom line profit which they can then reinvest, because they're running it as a not-for-profit in charitable endeavors.

At the end of the day, the team you build is the company you build.

My father and his brothers were all lawyers, so I think that the expectation was probably for me to grow up to be an attorney, but it never really fascinated me that much. I was more interested in building things.