Video Transcript

00:09 Kevin Ryan: When I look at everything in the company I still come back to the same issue, which is that I've fallen into this trap and I'm sure everyone here has, that your four divisions, there's one that's not doing very well. And you start to think, "You know, I need to spend more time there." But you have a bunch of direct reports, you have a bunch of things that are as sealed, that are outside of the even direct reports. You need to do press interviews, you need to do this, so you can't easily spend 70% of your time on that division.

00:37 Ryan: And so, then it really comes down to... I think to myself, "Am I really that smart?" And the answer is "No" "That if I spend seven hours a week on that division versus three hours on other areas, that it's going to make a big difference?" I mean, it might help a little bit. But in theory I have someone who's running that, who's gonna be spending 50 hours a week, or 60 hours a week, thinking about it all the time obsessively. And if they're not able to do that, I need to figure out very quickly, is it because of some constraint that we've put in there? Is it the market? Or is it really I just don't have the right person?

01:12 Ryan: And so I find that all of us have a tendency to just be a little bit sloppy there. Because you've got a lot of other things going wrong and there's... I mean guilt in particular where you can imagine you're zero to 850 in four years. There are things going wrong everywhere. They're, hopefully not all visible to our customers, but little things, and there are problems all over the place. And as you know, you're spending your day stomping out little fires, getting better at this, getting better at this. But at the end of the day I need to make sure that I'm not sort of covering up or saying, "It's inconvenient to look for a new person here."

01:50 Ryan: You don't wanna have too much turnover, you're trying to balance that and there are moments, "moments", where you'd say, "You know what? Let's give this two or three more months, I think I know where we're gonna end up, but it's not the right time for a number of reasons." But in general, I would find I regret that. And I have done it a number of times and regretted most of the time.

02:09 Ryan: So what's one of the tests afterwards to feel like you've done a good job? And when I look back at DoubleClick in particular, and I use DoubleClick only because I have the luxury of a 10 year, 15 year perspective on it. And it's probably the single thing I feel the proudest about at DoubleClick. And it's not so much... Yes, the company ended up being quite valuable and was, had a big impact on the industry, but I'll give you three examples. So one is that, this summer for example, we had the DoubleClick reunion. And we have it every year, 160 people will come in. Many people will fly from outside to come in to meet people that they worked with five and 10 years ago. So I didn't even have a huge turnout at my high school reunion or college reunion. But yet, people were coming up to the DoubleClick reunion because it was...