ing ahead without worrying about the finances.
Where would you like to see
Mercury in 2028?
Cabrinha: I’d like to walk into the lobby and see
two of those giant portrait paintings — you
know, the ones you see in the old bank buildings — of Dan and I. We’ll be in a smoky room
… or maybe Dan standing on a rock holding a
couple of stone tablets!
Danielson: (Laughs) That’s a pretty far off
time, the industry will be dramatically different.
Hopefully, Mercury Media will still be around
— we’re building it that way right now, trying
to make it cutting edge and adaptable to the
new media age that’s blooming around us.
What are your personal plans for
the next five years, whether with
Mercury or in other areas of your
life?
Cabrinha: In five years, I think Mercury will be
making a play toward an integration of services
— direct response in every area: TV, Internet,
mobile, all the new media components.
Danielson: All advertising is moving toward
an accountable advertising model. We made
the MMH deal because we are positioning ourselves for coming dramatic changes with new
media. Organically, it’s harder to adapt to those
changes. With Eos (the company that assisted
Mercury during the merger and formation of the
new holding company) behind us, we have the
ability to look ahead. When digital or mobile
become bigger, we’ll be ready to step in and
grow in that area. I think some people saw the
deal as the beginning of a gradual easing back
for John and I, but we’ve been more involved the
past two years than in the recent past. We grew
up in the business, and many of the people
we’ve known are like another family to us. We
love being a part of it.
Cabrinha: The core management team we’ve
built makes it easier to step back from time to
time, but it’s hard to walk away. We both love
spending time with our families, but we also
love what we do here. I don’t see us leaving it
behind anytime soon.
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