Since making that decision, FMP has grown dramatically, but it’s also had its challenges. Last year, for example, we made the difficult but important decision to rethink the company so as to lean into our two most promising lines of business – content marketing (which we lay claim to inventing as “conversational marketing” some seven years ago) and programmatic marketing (which we invested in heavily last year, after acquiring a very fast growing business in Lijit Networks in Fall of 2011). It meant stepping back from something we had been doing for some time – directly selling standard display banners – but it proved to be the right choice. FMP is having a great first half of 2013, and I couldn’t be more excited about our roadmap and potential for the rest of the year and beyond.
The funny thing is, even as I became “just the Chairman” at FMP over the past two years, I never stopped thinking about the company. It woke me up nearly every night, tugging at my sleeve, asking me questions, demanding my best thinking. Deanna and I would meet every week to talk strategy, review numbers, or just plain chew the fat. Running a company with hundreds of employees, top notch investors, and a big top line revenue number is damn hard, and Deanna not only ran the place, she made it hum. I am in her debt.Read More