Vault.com: What is your work background?
Jennifer Stothers: I first found out about the world of interactive technology getting a degree in communications at The University of Windsor in 1980. This led to a job on Toronto with the Federal Communications Commission, working on the Telidon project for a couple of years.

I went on to join a consulting firm called Communication Studies and Planning in New York, heading up their interactive telecommunications area. It was an intense lifestyle - I was working about 90 hours a week - but there was lots of exciting work. I did the business plan for Prodigy - then called Trintex - worked on a joint venture between CBS and IBM, and did a lot of work with AT&T.

I stayed for about three years, but got tired of working on a project basis. I then went to the company that was leading in interactive [work], which was the New York Times. They were launching a subsidiary called New York Pulse. It was the first real city guide, sort of a precursor to their web site, and I headed up market development. But it was a bit premature - it turned out that it was launched as a defense against other companies' products - and they pulled the plug after 18 months.

So in 1987 I went to CompuServe, heading up their early e-commerce area, known as the Electronic Mall. I built it up to 100+ merchants. I didn't expect to stay there, but I did it for 11 years, managing the same clients along the eastern seaboard. I also sold advertising for CompuServe Magazine, which was the only time I've worked in traditional media.

When CompuServe was acquired by AOL, they shut down ad sales in Ohio. AOL offered me a position heading up their business development, but I decided to go on my own. I started my own sales consulting firm, which was wonderful. I worked with a number of companies, including Yack.com, which eventually asked me to join. That was 15 months ago.

~ V: How exactly did you wind up coming to Yack.com?
JS: Someone had recommended them to me. The founders were colorful and I liked them. I was attracted to the fact that it was a fledgling site that didn't have money yet. A lot of it was gut feeling. It was about something new and different. Consumers had no way of finding out about live events on the Web. It was very difficult. With Yack, they can go in and just spend 30 seconds. I know how powerful it is - not just for chat, but for all live events. It attracts the right kind of consumer. So I "got it" on that level, and I talked to some of my clients and they got it.

The last thing I wanted to do was go to another company. But I was like one of the founders here, and I have a lot of equity, and there's pride in ownership. I wouldn't trade it for anything in the world - picking my own people, forming a culture, seeing it grow, and making sure it has the right guiding principles. That's pretty cool.

V: Coming from a background in interactive media, were you more ready when the Internet started growing?
JS: When I first started working in interactive media, I thought it would catch on really quickly. I thought people would be purchasing things from their TVs. I was surprised how long it took - it was a slow and tedious process. Then all of a sudden it became a very intense industry with a lot of players. It was exciting and it was overwhelming, but my reaction was, thank God! It's happening! It's here!

V: But was it difficult coming to a startup from a more established company? Was it a case of culture shock?
JS: Not for me, but for most people it is. It's really tough for people coming from consulting [and other established fields]. The fact that there is no technical support, administrative support, or glamorous office space can be upsetting to people. Some struggle and some thrive on it.

~ V: What qualities would a person need to thrive at a startup?
JS: It helps to be easygoing and flexible. You do get used to it - sharing offices and not having administrative support. There's a flip side to everything. We have a great culture. And now that we're more mature, it's not as exciting to me as it was when we were chasing money and managing those [initial] campaigns.

V: What exactly is your role?
JS: I'm responsible for generating 99 percent of our revenues. I have a sales team, and our client services division reports to me. So account management is most important to me - we have a small group of strategic advertisers we work with. I also do a lot of work with our business development people - we have content syndication deals with companies to increase our overall site traffic. I have six people under me, and we're ready to hire more.

V: What kinds of people do you look for in recruiting?
JS: I look for aggressive people, but even more so, someone who is consultative - someone who listens. I'll interview people who will come in and talk about themselves for an hour. That's not what I want. A person with very strong account management skills who is sincere [is better], since I'm looking to build long-term relationships. I'm a little different from most - I'll forgo short-term revenue for long-term relationships.

V: Is there a particular background that helps in your line of work?
JS: For web sales, I've had the habit of hiring people with no experience in the industry. I prefer it because I can train them the way I want. Some [people in this business] have ad sales experience in traditional media. But none of the things we're selling is brain surgery. It's easy to teach people the lingo.

~ V: Is your job very hours-intensive?
JS: Most people in this industry are working 12- or 14-hour days. I don't think that's a good idea. I'm more concerned with results. I'm happy if someone works 6-7 hours and brings in the right kinds of clients. You worry about burnout - in sales you have to be fresh. It's not a sprint. You have to think long-term. I don't think the focus should be on working [all the time] and having an IPO in 12 months - it should be on making a profit. If you develop a civilized firm culture, the profits will follow and people will stay with you. The industry has to change. It has to get out of that sprint mentality.

V: You mentioned some of the skills that salespeople need. What other skills do you need in your function as vice president?
JS: Managerial skills and leadership skills. [Those] skills sometimes go hand in hand - you need to listen to people [so they will] perform as a group. The industry is moving at such a quick pace, and it's so intense, that you lose control without managerial skills. I'm not a micromanager at all, though I'm very concerned with what my staff is doing and feeling on a day-to-day basis. We have a very good team. We laugh more than we cry.

V: Where can someone in your position go from here?
JS: Almost anywhere. I have had people approach me about [many different opportunities]. Perhaps a managing director. When you're in charge of the revenue of a company, it's a big responsibility. People in sales and business development get experience in a lot of different areas. It positions you to do anything from being a managing director to the CEO of a technology company. There's a huge demand for seasoned sales people and vice presidents. The whole industry is completely ruled by revenues. So much depends on people who can bring in $1 million or $2 million. If you can do that, you can have a lucrative career.