Shrauger will be the head of global commercialization, responsible for developing and implementing the company’s strategy for bringing new Visa products to market, according to his bio. Shrauger’s deep level of knowledge in the digital payments space will be especially valuable to Visa, which continues investing in new products and services, like its PayPal-esque digital wallet called V.me.

A Visa spokeswoman did not reply to emails seeking comment.

During Shrauger’s eight-year stint at PayPal, he helped launch the company’s merchant business to expand the online payment capabilities of eBay. He also helped with the integration of PayPal’s acquisition of Bill Me Later.

Beyond his resume, Shrauger may be better known for getting caught up in the troubles at Yahoo. Schrauger was one of the first hires Thompson made after Thompson left PayPal to become CEO of Yahoo late last year. And he was also one of the first to leave after Thompson was forced to step down following the controversy over a fake computer science degree he had on his resume.

Prior to PayPal, Shrauger also held roles in product management and consulting with Agency.com, VerticalNet, Deloitte Consulting and Quantum Consulting.

Go Daddy, the world’s biggest Web hosting and domain registration company, has hired former Yahoo Chief Product Officer and Microsoft exec Blake Irving to be its new CEO.

The privately-held Scottsdale, Ariz.-based company said Irving would start his new job on January 7 and will also join its board of directors. He is replacing Kohlberg Kravis Roberts’ Scott Wagner, who served as interim CEO since the summer, after Warren Adelman stepped down after only eight months on the job.

Private equity firm KKR is a major investor in Go Daddy, along with Silver Lake. The pair, as well as Technology Crossover Ventures, purchased a major stake in the company for $2.3 billion in a leveraged buyout in 2011. Go Daddy Executive Chairman and founder Bob Parsons — well known for being outspoken — also still holds a large percentage.

Go Daddy — which had sales of $1.3 billion in 2012 from fees from a wide variety of services offered to 11 million small business customers — is the largest registrar of Web sites, managing 54 million domains and hosting more than 5 million accounts. But it has been expanding the suite of services it offers.

“Go Daddy is an on-ramp for small business and I view it as a platform at tremendous scale for them,” said Irving in an interview yesterday, who noted he had 45 domains at Go Daddy himself. “There is a real vision here at further combining all these capabilities and opportunities here in the U.S. and internationally.”

For example, Go Daddy said that it recently bought Outright.com, a cloud-based financial management app, and also launched a mobile Web site-building tool.

Irving, as well as Wagner, underscored the global opportunities he intended to focus on. “If we move quickly, we can manage these opportunities into a bigger juggernaut,” he said, noting companies like Google, Intuit and others were also seeking to expand.

Currently, said Wagner, about one-third of customers added are internationally based and the business is about 25 percent of revenue, although most of the 3,400 Go Daddy employees are based in Arizona.

Go Daddy is not without its controversies — it has gotten dinged in recent years for its racy advertisements featuring scantily-clad women and also its support of the Stop Online Piracy Act (SOPA), which it later pulled.

Irving was a longtime Microsoft exec, including heading its Windows Live platform. Most recently he served as Chief Product Officer at Yahoo, before resigning earlier this year under the regime of now-ousted CEO Scott Thompson. He is a graduate of San Diego State and got his MBA degree from Pepperdine University.

In what will be a major shift in how the Silicon Valley Internet giant sells online advertising, Yahoo’s new COO Henrique De Castro has briefed employees on a plan to move its sales organization to a “category” model, according to numerous sources close to the situation.

Simply put, that means its sales reps will sell all of Yahoo’s ad products, as well as its search offerings, in a vertical process organized around advertiser segments, such as automotive, entertainment and packaged goods.

This is how Google, where both De Castro and CEO Marissa Mayer recently worked, conducts its ad sales efforts. (After copying free food and smartphones, staff evaluation efforts and more, What Would Google Do seems to be strategery at Yahoo these days.)

In contrast, Yahoo has long sold its advertising in a regional and tiered organization against premium and performance inventory in display and search.

The move from regional to vertical is a “seismic shift,” said one source quite accurately. That’s because Yahoo’s go-to-market efforts have been designed to avoid vertical conflict and its sales staff have built up advertiser relations across many areas. In a vertical organization, those reps will be forced to give up these long-term relationships with marketers, some of which have been built over years.

There are, of course, many different ways to organize sales — and each has its fans and detractors. But one thing is clear: Making such a major change has potentially large ramifications on Yahoo’s financial performance, at least in the short term, since advertising makes up the bulk of its revenue.

The change might also result in some attrition among the sales staff, said sources, although many at Yahoo are expecting that De Castro will bring in his own execs from outside to help with the transition. (One interesting name I heard floated was former Googler Penry Price, who was close to De Castro when they both worked there. He is currently president of Media6Degrees, an ad targeting start-up.)

De Castro (pictured here) will need all the help he can get as he overhauls Yahoo’s sales efforts. Well-regarded Chief Revenue Officer Michael Barrett left Yahoo in mid-October after De Castro got the COO job.

His departure has left a large gap in sales leadership and in maintaining strong relationships with big advertisers and agencies. De Castro himself is not as well known in the ad marketplace, despite many years at Google in sales (more on that to come).

Currently, the key ad execs at Yahoo under De Castro are Peter Foster, who heads audience advertising, and Mark Ellis, VP of North American sales and global partnerships.

De Castro outlined the new ad org plan to staff immediately after a multi-day offsite with top sales leaders last week, at which Yahoo’s acquisition options in the ad tech market were also discussed.

Sources said De Castro noted that the changes could take place as early as January 1.

De Castro is also planning to have Yahoo’s annual global sales meeting for the end of January in Las Vegas. Last March, the gathering — then set for about 1,300 advertising staffers in Florida — was cancelled due to a restructuring under ousted CEO Scott Thompson.

In addition, sources said, Yahoo is planning on having a much more prominent presence at the upcoming Consumer Electronics Show — also taking place in Las Vegas in January — in order to solidify its relationships with advertisers.

Its big weapon at the giant annual confab will apparently be Mayer, who has not yet interfaced significantly with the company’s big ad clients since taking the top job in July. At CES, sources said, Yahoo is hoping the “Marissa Halo” — i.e. excitement around the telegenic exec — will help boost its business.

According to an internal memo, Yahoo CEO Marissa Mayer has brought back Jay Rossiter, who left the company under the regime of Scott Thompson, to lead its platforms effort “focusing on the tools and technology supporting our externally facing products.”

The move also take back a huge swath of engineering responsibilities at the Silicon Valley Internet giant from David Dibble, who was given a wide purview over all technology in June under interim CEO Ross Levinsohn.

Mayer smoothed over the change — Dibble will now be back in charge of internal infrastructure — in the memo to staff about the change, noting: “I want to call out that Dibble has been an incredible technical leader and tremendous member of my staff, and I’m confident this realignment will help us bring clear focus and faster execution within each organization.”

Rossiter was at Yahoo for five years, before leaving for a short time, having led its cloud efforts and other tech projects.

The hiring back of Yahoo is interesting, given that Mayer was widely touted as someone who would attract big-time new talent to gird its tech efforts.

In any case, here’s the memo:

From: Marissa Mayer
Date: November 13, 2012, 4:42:53 PM EST
To: “all-worldwide@yahoo-inc.com”
Subject: Welcome back Jay Rossiter!
Reply-To: Marissa Mayer

YAHOO! PROPRIETARY AND CONFIDENTIAL INFORMATION — DO NOT FORWARD

Hi All –

Today, I’m excited to welcome back a long-time Yahoo, colleague and friend. Jay Rossiter is returning to Yahoo! reporting to me as EVP of Platforms, focusing on the tools and technology supporting our externally facing products. As many of you know, this is an area of in which Jay has spent much of his career, including his five years here at Yahoo!. As a true engineering leader, Jay fully understands the intricacies of platform excellence — especially how important it is for us as we build great products for our users and advertisers.

Jay will lead our efforts in creating a world-class platform technology stack for the company. The technologies created by Jay’s team will include Cloud Services, Hadoop, Personalization & Targeting, Mobile/Presentation platform technologies, Consumer Platforms, Membership and supporting Development Tools. As part of this alignment, Elissa Murphy, Bruno Fernandez-Ruiz, James Carroll, Charles Marker, Rammohan Kordale, and Ty Lee will now join Jay’s team.

Additionally as we continue to ensure we are architecting our products with excellence, Amotz Maimon will join Jay’s leadership team. This new structure, focus at the E-Staff level coupled with Jay’s track record at Bell Labs, 3COM, Oracle and at Yahoo!, position us well for some big wins in the platform space.

David Dibble will continue to lead many of our critical technology functions as EVP of Central Technology — focused on the internal infrastructure that is so critical to our success. Dibble will lead our data centers, service engineering, CIO, IT, and internal security functions with Mark Morrissey, Randy Roumillat, Randall Gannaway, and Justin Somaini on his team. Scott Burke and RonBrachman will also continue to report to Dibble. I want to call out that Dibble has been an incredible technical leader and tremendous member of my staff, and I’m confident this realignment will help us bring clear focus and faster execution within each organization.

In Jay’s words: “I am absolutely thrilled to rejoin the ‘new Yahoo!’ with the increased momentum and focus on building great products leveraging world-class technology. I’ve been watching the changes from afar, having spent the last few months fulfilling a lifelong dream of traveling across Africa, Asia, and Europe with my family. I am ready to re-engage.”

Please join me in welcoming him back!

Marissa

According to sources close to the company, Yahoo is prepping to launch a major overhaul of Yahoo Mail — which sources said has a cleaner, “more Gmail-like” look.

I am not clear exactly what that means in terms of features and design. But sources said the goal of the redo — which has been initiated by new CEO Marissa Mayer, who is also pushing ahead with a new homepage design — is to better compete with the fast-growing mail offering from Google.

“Marissa thinks Yahoo Mail has been a big missed opportunity for the company and she wants to fix that,” said one person with knowledge of the effort, which had also been mulled by previous CEO Scott Thompson.

Sources said the latest iteration of Yahoo Mail will be released in early December, just after the new homepage is rolled out widely.

That’s a lot of change at a critical money-making time for Yahoo, but Mayer — a former top Google product exec — has publicly committed the company to releasing innovative and mobile-focused products as a key differentiator.

It’s a good idea when it comes to Yahoo Mail, even though it got a major refresh just about a year ago. At the time, the first change in five years got good reviews, with a cleaner design, Twitter and Facebook integration, improved spam filters and speedier delivery.

Unfortunately, since then, Google’s Gmail has become the most popular email service in the world, passing Microsoft’s Hotmail (which is now called Outlook.com after a recent rejiggering), according to recent stats from comScore. That has added up to Gmail’s 287.9 million monthly unique visitors worldwide, 286.2 million for Microsoft’s email product and 281.7 million for Yahoo Mail.

Still, in the U.S. at least, Yahoo is holding onto its longtime — though dwindling — lead, with 76.7 million using Google’s email product and 35.5 million using Microsoft’s.

It’s an important spot to maintain for Yahoo, since many of the users of its products now come to the site to access email and it has been a key driver to its content properties.

But to keep mindshare, Yahoo faces increasingly strong competition. Google’s Gmail released a series of solid improvements last fall. In addition, along with the positively reviewed Microsoft Outlook.com redo, AOL has just announced a new email product called Alto. While it is in beta to a small audience, it is aiming to help users with multiple email accounts organize them better.

In others words, the mail business — especially using it via smartphones and tablets — is another place Yahoo has to make sure it remains innovative.

Yahoo turned in a meh third quarter, which came as no surprise to anyone. But none of it matters, since all eyes were on what new Yahoo CEO Marissa Mayer would say on the investor call today.

Here we go! It is Mayer’s first outing as a public company CEO. She’s been an exec at Google her whole career and, while she has been a prominent public figure in Silicon Valley, she has never run the whole show herself.

Until today, that is!

2:01 pm: Finally, we are hearing from Mayer, who arrived from Google in July.

She is “thrilled to be at Yahoo” and the first 100 days at the company have been a lot of fun.

She’s apparently been a fan since her undergraduate days at Stanford University.

Finally, she tries to answer the big question: “Why did I in particular come to Yahoo?”

Why, indeed, given she and others at Google have spent those years since college putting Yahoo directly into the ground. (Did you know Yahoo gave Google its first big search break, a deal engineered by Mayer and others?)

But, says Mayer, Yahoo is “tailor-made for me,” ticking off arenas such as “search, mail, advertising, home page.”

It’s what she built her career on, apparently — yes, in kicking Yahoo’s behind — but now she wants to help the troubled Silicon Valley Internet giant “grow and help redefine” itself.

Still, she stresses, trying to buy as much time as possible from investors: “It will take multiple years to get to where I want the company to be.”

2:08 pm: Mayer, of course, touts her Apple iPhone-and-free-food spending to make the life of Yahoos better (and on parity with the rest of the digital sector).

To be fair, given the past two CEOs, anyone who did not come in and kick the employees where it counts was going to get some claps.

Mayer’s goals are “simple,” she says, “to execute fast, attract the best talent and make Yahoo the best place to work.”

She says she has assembled a stellar world class exec team to accomplish that.

2:11 pm: Now we get to meet one of that team and a Yahoo newbie — CFO Ken Goldman (pictured here). It’s his first day.

He repeats the results that Yahoo has already put in its press release, which is why I usually zone out here and focus on superficial stuff.

Like how much he sounds like former and ousted Yahoo CEO Scott Thompson. Eek!

Goldman touts Yahoo’s recent Alibaba Group deal in China (done not by Goldman, but by outgoing — jacked by Mayer, really — CFO Tim Morse) and notes a $765 million credit facility that Yahoo apparently got this month.

That’s more dough to add to Mayer’s ever-growing pile to spend on fixing Yahoo.

2:23 pm: Mayer is back — Goldman is nice enough, but everyone wants to hear from the former Google wunderkind.

She makes an obvious statement: Yahoo has to “grow at the same pace as the market we are in.” Yep. Yahoo’s growth has been practically non-existent, while the industry has seen robust increases for years.

Mayer is now hitting all the high points on what needs to be fixed.

Search, communications, a desperate need to invest in mobile. “Our top priority is a focused, coherent” mobile strategy, she says. It’s everybody and their mother’s top priority in the Internet space, but it’s gotta be said.

So Mayer says it again: “Yahoo will have to be a predominantly mobile company.”

She also name-checks “delighting users,” improving advertising and personalization.

2:27 pm: She also underscores that Yahoo will now hold onto its ad tech business.

“No one wants Yahoo to grow more than the people who work here,” says Mayer, who says she is going back to Yahoo’s roots. “We believe Yahoo’s best days lie ahead … and we intend to win.”

It sounds very good, but Mayer has been relatively unspecific overall.

Now to Q&A to see if she will drill down more.

2:30 pm: The first question is about Mayer’s vision as compared to others.

Apparently, it does not mean a “pivot” into different and new businesses. It does mean improving what Yahoo has done well.

“I don’t think this is a situation where there’s a giant pivot and we go into a completely different business,” Mayer says flatly. In other words, no string of Yahoo diners in the offing.

In addition, Mayer says that Yahoo occupies a unique spot that does not put it into “channel conflict” with other rivals and, presumably, can be a better partners.

Also asked about search versus display, she’ll take both, but found display “more compelling.”

The next question is about international markets and the local ones.

Growth, says Mayer, although Yahoo will be narrowing the offerings to be more compelling.

She refers to the recent closing of Yahoo operations in Korea. “We had a very hard time finding a growth story moving forward,” says Mayer.

As to local, which Mayer worked on at Google right before she left, Yahoo’s efforts are merely “good” and it’s not slated for investment going forward.

The next question is about metrics to judge progress. Yahoo left out user numbers it has usually provided in the past and Mayer is not giving up any data now either.

Instead, she is going to rely on internal data and not use third-party data any longer. (It makes some sense since the numbers have been not so pretty over time.)

2:37 pm: Mayer did not want to go into acquisition strategy, which came in a question about its giant pile of dough.

No billion-dollar buys for her, she claims, so cancel that Tesla order for Foursquare, Dennis Crowley!

Mayer noted that most acquisitions will be smaller scale and under $100 million. She noted she had done about 20 of those in her career at Google.

A question about Microsoft.

While there has been “disappointment,” Mayer says the goal is to work with the software giant. In other words, she’s not calling her old pals at Google quite yet (she hasn’t yet, in fact).

The next question is about mobile, with Mayer noting once again that the company has to be primarily mobile-focused going forward.

She’s going to hire as many mobile peeps as possible, especially via smaller-scale acquisitions.

2:44 pm: Goldman gets a little awkward in noting that his young-adult kids think Yahoo is all happening. Hmm, I suppose since he comes from the deservedly defunct Excite@Home and the successful but security-dull Fortinet, that makes sense.

In fact, getting back the young folks is one of Mayer’s top challenges.

A very good question — these are all good ones on the call — is how Yahoo can compete without a mobile operating system, such as Google Android and Amazon Kindle and Apple iOS.

Mayer notes that Yahoo has compelling content that others do not.

Another question on search and, specifically, on mobile search.

Mayer is unspecific, except to note that Yahoo has the ability to be pertinent and competitive.

She is a little more clear on the issues with the Microsoft Bing search relationship. Mayer does know this stuff well, and it is clear there is some serious low-hanging fruit to be plucked by someone who knows what they are doing.

Mayer knows search, to be sure, so I am thinking she will make some bank here.

A question about “overmonetizing” the Yahoo site — i.e. cluttering it up with icky ad units that drive consumers nuts.

Mayer notes that cutbacks in ads to improve user experience will only be done to increase traffic, which is a dicey proposition as it can also kill revenue.

A question about content and where that us going.

Mayer touts the Olympics programming — hat tip to former interim CEO Ross Levinsohn — as something unique to Yahoo. Interestingly, the media folks at Yahoo are still wary of pro-engineering Mayer.

2:55 pm: Another question about her interest in content and investment focus in ad tech.

“I am very product focused,” says Mayer, who uses the term “low latency,” a term that no media person ever would use as a hallmark of success.

She is much more comfy talking tech and that’s an area she knows better. Still, she says little about possible investments.

Mayer is then asked about goals for growth at Yahoo. She does not just want to grow at industry rate, but beyond that! But she’ll take industry rate for now (actually, that would be a huge accomplishment).

Goldman says little on the stock buyback, using the Alibaba dough, except they are buying.

3:01 pm: There are a lot of questions today for Mayer — which is no surprise — but now they are beginning to repeat.

(Plus, I have LOLcat’s Ben Huh waiting for me in the ATD Global HQ lobby — and you all know how I feel about them cats!)

Ah, the last question: It’s about data and personalization and what’s been lacking at Yahoo in not taking advantage about the pile of data it has about .

Yes, that should happen and it will under the regime of Marissa Mayer.

Mayer ends by noting, “It’s time for Yahoo to execute and bring our results back to growth.”

So it is written, so it shall be done.

Yahoo said today in a regulatory filing that it had hired one of Google’s top sales execs, Henrique De Castro, as its COO.

Earlier today, I had reported that CEO Marissa Mayer had been close to nabbing the advertising exec, who has most recently been Google’s president of partners business solutions.

De Castro is getting a pile of money for taking the job, including a $600,000 yearly base salary and an annual bonus that could double that figure. In addition, the Silicon Valley Internet giant will give him $36 million in stock grants, including a one-time retention equity award of $18 million and $18 million in the form of performance-based stock options.

He is also getting $1 million in “make-whole” cash for forgoing compensation from Google and $20 million in stock to replace his shares at the search giant that will vest over four years.

That is a very big check, although Mayer garnered an even bigger one when she joined the company in July.

Yahoo’s regulatory statement on the De Castro hiring is embedded below in its entirety, so you can read about his new riches for yourself (unless Yahoo’s persnickety legal head tries to block it).

Said a Google spokesperson about the departure: “We’re grateful to Henrique for all of his contributions at Google and wish him all the best in his new role at Yahoo!”

Both Mayer and also former Yahoo CEO Scott Thompson have made previous overtures to nab De Castro, who has held a number of high-level jobs for Google across the globe, including at DoubleClick, in display ads and with major partners.

While he had previously rebuffed those efforts, this time De Castro bit.

There were signs he might this past week, after De Castro canceled a major offsite for his employees, and several attendees who know him well said he was not present at the company’s first night of its annual Zeitgeist event for advertising and publishing clients. The suave De Castro is usually a more noticeable fixture at such gatherings.

This is Mayer’s first big hire at Yahoo, having added only lower-level or less well-known execs to her stable of talent since she was appointed.

She touted the hire in a tweet, although the news was long out the door, while also noting on Twitter it was her first full day at the office since having her first baby two weeks ago.

My first full day back in the office, and I’m excited to kick it off by announcing my new COO, Henrique de Castro: businesswire.com/news/home/2012…

— marissamayer (@marissamayer) October 15, 2012

The hiring does create a potential issue in the sales arena, especially with current head of revenue Michael Barrett. De Castro and Barrett worked together at Google and multiple sources said the pair did not get along there.

It might not matter. While Barrett has publicly said he planned to stay at Yahoo under Mayer — he was hired by interim CEO Ross Levinson this summer before she arrived — many sources said he does not want to be at the company for the long term.

De Castro has a lot of work to do for the big payout he is getting and it will be a big challenge for him to turn around the troubled organization.

Along with declining growth, search market share, engagement and more, Yahoo also has had a management turnover issue of epic proportions.

De Castro will presumably be in charge of making it all better at Yahoo when he arrives sometime before the beginning of the year and is likely to focus on operations while Mayer zeroes in on products.

One area of trouble: While she has lavished attention on cultural issues and on the company’s tech troops, sources said most of the advertising and media leadership at Yahoo have had little interaction with Mayer since she arrived this summer.

Advertising, of course, is Yahoo’s biggest money maker.

The Portugal-born De Castro has a lot of experience here and is decidedly more of a charmer than Mayer.

More importantly, he is a very high-profile hire, as well as a colorful one. He speaks a menu of languages, dresses with a lot of style and is a worldwide traveler. I know him a little bit and find him to be smooth and confident, even if a little cagey.

Before Google, De Castro worked at Dell and also McKinsey.

All this makes him a perfect choice for Mayer, who is also a former Googler, since she has been considering purchasing a range of companies in the advertising tech space. The most likely candidate of late is PubMatic, which has been in early talks with Yahoo about being acquired.

The Silicon Valley start-up would be a solid add to Yahoo’s ad platform offerings, especially if it wants to stay competitive with Google. PubMatic helps publishers effectively manage their display ad inventory, and competes with Google’s AdMeld.

(Ironically, Barrett ran that start-up, which he sold to Google for $400 million about a year ago.)

Here is the De Castro hiring document from Yahoo:

YHOO-20121015-8K-20121015

And here is the official press release from Yahoo:

Henrique de Castro Named Chief Operating Officer of Yahoo!

October 15, 2012

SUNNYVALE, Calif. – Yahoo! Inc. (NASDAQ: YHOO) announced today that Henrique de Castro has been hired as chief operating officer (COO). Reporting directly to Yahoo! CEO Marissa Mayer, de Castro will be responsible for strategic and operational management of Yahoo!’s sales, operations, media and business development worldwide.

“Henrique is an incredibly accomplished and rigorous business leader, and I’m personally excited to have him join Yahoo!’s strong leadership team,” said Marissa Mayer, CEO of Yahoo!. “His operational experience in Internet advertising and his proven success in structuring and scaling global organizations make him the perfect fit for Yahoo! as we propel the business to its next phase of growth.”

“The combination of Yahoo!’s unique properties with high quality content, its renewed focus on outstanding user experience and its massive reach bring tremendous value to users, advertisers and partners,” said de Castro. “This is a pivotal point in Yahoo!’s history, and I believe strongly in the opportunity ahead. I can’t wait to join Marissa and the team and get started.”

De Castro brings more than 20 years experience leading operations, strategy, partner management and revenue generation for some of the world’s leading brands. Most recently, he was vice president of Google’s worldwide Partner Business Solutions group, where he was responsible for advertising platforms and services for Google’s publisher and commerce partners. Prior to that, he led Google’s media, mobile and platforms organization, where he helped to grow the business significantly. Prior to Google, de Castro spent two years at Dell Corporation, where he managed sales and business development operations across Western Europe. He has consulted for McKinsey & Company, where he advised numerous clients across many different industries. His career also includes senior positions in private equity and advertising businesses.

De Castro will join the company on or before January 22, 2013, or as soon as he has satisfied his obligations to his current employer.

One of the looming — but, thus far unspoken — questions about the strategy that Yahoo CEO Marissa Mayer is set to unveil to the Silicon Valley Internet giant’s employees today at 10 am PT is just how many of them are going to be there to push forward the new turnaround plan she’s envisioning.

While it seems unlikely Mayer will mention this unhappy prospect in today’s all-hands meetings with staff, it’s an issue she will nonetheless eventually have to address.

But, despite promising today’s talk would be an “act of radical transparency,” I am guessing any employee-cutting plans Mayer has will remain decidedly opaque for now.

Still, it’s no secret that most analysts and Internet-savvy observers agree that Mayer must make significant cuts in staff in order to move forward, perhaps well beyond the ones that have been made by her predecessors.

And while every single recent Yahoo exec has done layoffs, usually of several thousand, many investors are watching to see if Mayer will make deeper and more company-changing ones.

“Yahoo probably needs to be cut in half,” said one person close to the company, who has told Mayer this. “But no one has had the guts or stomach to do it yet.”

According to Yahoo’s last quarterly report, it had 12,500 staffers, although that underestimates the number since there are also several thousand contractors that the company employs on top of that.

Many think that’s way too many, given the downward growth at Yahoo over recent years and the need to shed non-performing businesses.

One way that previous leaders, including ousted CEO Scott Thompson and interim CEO Ross Levinsohn, had considered cutting staff in a major way was to outsource its advertising tech and search businesses.

But that does not seem to be Mayer’s plan — she’s indicated internally that she wants to invest in both, which will require more staff and lots of money.

Still, there are plenty of areas to aim at, including Yahoo’s outsized number of staffers in general and administrative areas, as well as a number of operating units that have little traction.

The strategy around how to right-size the company will fall to newly installed HR head Jackie Reses, who came to Yahoo with a background in private equity.

(I’ll be writing more about Reses and her unusual role at Yahoo soon — Mayer has also put her in charge of business and corporate development. But, suffice it to say, PE execs know a lot about cutting costs.)

As I said, I’d be surprised if Mayer sullies her presentation about the gleaming future of Yahoo today with the ugly realities of inevitable layoffs. But that does not mean that such choices will go away.

While we await Mayer’s plan to be handed down, let’s recap my recent series of posts on the future of Yahoo under Mayer, who has been on the job for two months now.

Here’s the highlights:

• Mayer is zeroing in on improving Yahoo’s search business and advertising platforms. Efforts include reworking Yahoo’s troubled search deal with Microsoft and possible ad tech acquisitions and also investments.
• Besides all the cultural changes she has made — free food! — Mayer is also, according to an internal memo I obtained, planning on holding the company to strict annual benchmarks of performance.
• She is also initiating a series of product changes, including a major redesign of the home page to make it more of a platform, as well as an email refresh. Mayer is also focusing in on 10 key verticals, such as the powerful Yahoo Finance, and is likely to address the importance of mobile for Yahoo.
• Lastly, she has sicced her top lawyer on leaks, even as she has instituted a policy of minimal interaction with the media. To be fair, there’s little to say about Yahoo right now, so it makes sense on some levels; on others, it’s hard to imagine the riveting story at a public company can avoid press scrutiny.

Whatev! Whatever Mayer does, we’ll do our best to get you even more deets of her strategic vision for Yahoo as it is unveiled.

(Photo courtesy of Yahoo’s Flickr.)

It’s been nice to see all the euphoria at Yahoo about free food and Apple iPhones kicking it up a notch.

But, purple people, guess what? Them’s just your basic table stakes in Silicon Valley these days and pretty much everyone else has had such perks for a long while now.

Thus, as nice as it is to drink your coconut water gratis, after two months in charge, it’s long past time to focus on what new Yahoo CEO Marissa Mayer is up to besides making much-needed but obvious cultural changes at the troubled Internet giant.

She’s been busy with the expected listening tour of employees and also outside tech players — such as former Yahoo CEO Terry Semel — which is a textbook stop in the turnaround playbook.

Now comes the hard part: Actually beginning to make the significant decisions about how she’s going to turn around Yahoo and what the key issues of strategic focus need to be.

In a series of recent meetings, according to numerous sources inside the company, Mayer has begun to outline what those are to top staff.

Not surprisingly, they are many of the same thorny issues that Yahoo has been facing for a long time and which center primarily on making the company relevant again in a wide number of ways.

I’ll get to many of them over the next week in a series of What Will Marissa Do? posts — including looking closely at her new hires, when and how Mayer will deal with inevitable layoff decisions facing the company, where the sale of Yahoo! Japan stands and, finally, what she’s cooking up for key Yahoo products.

But the focus has to fall first of all on search and advertising, the two arenas that Mayer has been studying most closely, according to numerous sources close to the situation.

That has included a recent meeting and numerous discussions with Microsoft CEO Steve Ballmer about improving Yahoo’s search advertising partnership, said sources at both companies.

That deal has been largely disappointing since it was struck under the regime of ousted CEO Carol Bartz several years ago.

Many reasons are given for the poor performance of the entire arrangement, including lack of improvement of cost per click and share growth for both parties. That means bid density and numbers of advertisers remain too low, especially compared to Google’s offering of access to a larger, more active and lucrative market.

Simply put, despite massive spending by Microsoft on search, users and advertisers get significantly better results overall with the search leader Google.

(You can read a great piece by Search Engine Land’s Danny Sullivan from last year, which exhaustively looked at the issues until then.)

The irony abounds that it’s up to Mayer to fix this problem of improving revenue per search with Ballmer, since she has been among the executives who have made Google the search behemoth it has become.

Her particular expertise has been on search experience for consumers, which is just the area that Yahoo desperately needs to improve after handing over technology duties to Microsoft.

That move was controversial at the time and some feel it was a big mistake. But, most also think there is no going back at this point, given the enormous cost of running a serious search enterprise.

Such an idea is still being raised inside Yahoo, although it seems more nostalgic than a realistic possibility, given the enormous price and, more importantly, the departure of the company’s core search engineers in recent years.

That doesn’t mean Yahoo under Mayer can’t be key to helping solve Microsoft’s search tech problems. She certainly knows the entire arena, which has already given Yahoo increased credibility among Microsoft’s search engineers.

“None of Yahoo’s many CEOs knew anything about search technology and that’s certainly not the case here with Mayer,” said one person close to the situation at Microsoft. “When she walks in, she instantly has status among the geeks as someone who knows what she’s talking about.”

It still may be a losing battle, due to Google’s overwhelming dominance, but if anyone at Yahoo can spot areas of even small improvement — which can yield big returns — it could be Mayer.

In addition, she can spearhead Yahoo’s own efforts to reverse — or perhaps simply stop — search market share declines via delivering a better consumer offering.

That’s still heavy lifting, no matter the exec, since both Microsoft’s Bing and Google are better equipped to win here, too.

“It hard to imagine we are going to slow down in any way,” said one former colleague of Mayer’s at Google to me recently in a rather ominous tone. “We’re only going to get more competitive.”

Pressure much?

And more: Mayer is under a time limit, since guaranteed payments Microsoft agreed to pay Yahoo for the shortfalls on what was promised will be running out next year. The pair has renegotiated that deal before, and it will likely have to do so again.

Of course, Mayer could try to walk and threaten to take Yahoo’s search business elsewhere, a move that former CEO Scott Thompson was mulling before his ouster.

That’s not a surprising ploy, except it is probably impossible to pull off, a fact acknowledged by top Yahoo execs.

“It might feel good to say we have options in search,” said one person close to the situation. “But that ship sailed years ago.”

Indeed, especially since Google is the only choice of possible alternate partners and such a move is rife with major obstacles.

There is the issue of the contract with Microsoft, which could lead to a potentially explosive legal struggle Yahoo can ill afford.

“They can try to get out of the deal,” said one high-ranking person at the software giant. “But that’s a lot easier threatened than done.”

And, there is the clear regulatory hairball any search hook-up between Google and Yahoo would lead to.

That’s happened before, which Mayer knows well since she was a top exec in Google’s business when it tried to partner with Yahoo as a way to prevent Microsoft’s hostile takeover bid for the company.

While times might have changed, Google is currently facing a likely battle with the Federal Trade Commission over its powerful search business, and trying to get Yahoo’s business now is a non-starter.

Thus, finally fixing the Microsoft partnership is key to Mayer’s success since it represents a little over one-third of revenue of Yahoo (see the chart below).

The bigger part of Yahoo’s business, as you can also see from the chart, has been display revenues. And that, too, has been a sorry tale of declines and ever more disappointing results.

A report by eMarketer on display market share had this depressing chart for Yahoo:

As is clear, the march downward for one-time leader Yahoo has been swift, and the prospects for the future are worse as Google and Facebook vie for leadership.

The reasons for this have been myriad, but Mayer has apparently decided that it’s been due in large part to the broken Yahoo ad tech platforms and their ever weaker performance.

As we have previously reported, she has determined that it’s now time to invest in improving them, both by funding internally and external acquisitions.

For that, she has formed a tight group of execs to scan the landscape for tasty and innovative treats for Yahoo to gobble up.

That includes: Scott Burke, SVP of Yahoo’s advertising and data platforms; Brian Silver, who runs the company’s Right Media Exchange; Xuhui Shao, a key engineering VP under Burke; and Mark Morrissey, the longtime tech exec who previously ran the company’s search business and was key to integrating the Microsoft search deal into place.

The cerebral Burke especially has been pushing ad platform improvement for a while and finally seems to have won the battle against detractors of the big and possibly grandiose plan by appealing to Mayer’s interest in not giving up.

Thus, the tabling of plans by Thompson, as well as interim CEO Ross Levinsohn, to outsource some of the automated parts of the display business to Google.

Those talks were very serious, as well as others to sell off Right Media, but they are done for now.

One major issue — the people in charge of the ad platform turnaround could also be seen (and most definitely are) as mired in Yahoo’s legacy of lackluster results and poor performance.

“It is kind of funny that the guys responsible for the decline now have the responsibility for fixing it,” said one source at Yahoo.

It’s a fair point to be made.

But that’s water under the bridge, apparently, since the group has been making the rounds, helped by Yahoo’s M&A execs, with a wide range of companies in many different ad tech area being considered (and some dismissed), including: Mediaocean, Turn, Criteo, PubMatic and Millennial Media.

Millennial is the most interesting, because it is a mobile ad play, where Yahoo is exactly nowhere (to be fair, less than nowhere) after years of botched efforts.

As with other companies, this is a critical arena for Yahoo, and yet one more that Mayer needs to focus on.

Lastly, Mayer has to make sure Yahoo’s premium display business remains strong. This is much more based on relationships with large advertisers than on major sponsorship and branding offerings, as well as creating consumer products and content that is appealing to marketers.

This area is now headed up by former Google exec Michael Barrett, who has publicly said he was staying put for now at Yahoo as its chief of revenue.

In fact, because he is in charge of all sales, he occupies the second slot under Mayer on Yahoo’s now strangely configured, punctuation-impaired and information-free management page.

But numerous sources inside and outside Yahoo said Barrett has also told many people that he is still not fully committed to staying in the role for the long haul.

If he eventually gets a lucrative exit package — something the new boss is not being very generous with overall, said sources — that will mean Mayer will need a high-profile and well-regarded ad exec to replace him; sources said Mayer has already begun reaching out to some candidates.

The pickings are slim, with only a few names on the list of those capable of taking on such a job. That includes: Demand Media’s Joanne Bradford, who was also a former top Yahoo exec; Microsoft’s Yusuf Mehdi; OWN’s Kathleen Kayse; MLB.com’s Bob Bowman; and any number of Google execs.

In that regard, as with all the other search and advertising overhaul efforts at Yahoo, it is a matter of attracting serious talent into the company going forward.

More on that — and more — to come.

New Yahoo CEO Marissa Mayer descended on two of its New York offices today, declaring that she would summarily be granting free food to all there as she had recently done to much acclaim at its Silicon Valley HQ.

After firmly establishing herself as the munificent provider of free Odwalla juices for all, the former Google exec plunged into much more serious topics with the group of Manhattan-based employees. The New York staff is mostly focused on advertising — Yahoo’s most important business.

A number of Yahoo senior execs, as well as its several hundred others, were there to hear Mayer for the first time since she got the job about a month ago in a surprise and very high-profile hire, beating out media-focused candidate Ross Levinsohn.

In any case, Mayer seemed to be talking the language of the crowd, noting that Yahoo was an advertising company first and foremost.

A key area of focus is obviously display, she noted, as well as improving its ad network efforts. Mayer also told those gathered that the mobile strategy for Yahoo has moved around way too much, which is a nice way of saying there has been pretty much no direction under past CEOs.

Indeed, mobile efforts have been a longtime weakness of Yahoo.

Mostly, though, it was the same kind of things the energetic former Google exec has been saying to the Yahoos at its Sunnyvale HQ: Faster decisions, more accountability for top execs, hipper culture, all-hands meetings, question-rich involvement for employees.

In other words, in a performance coming soon to a Broadway theater: Google Clone — The Yahoo Edition.

One notable new aside Mayer made, several sources noted, was that she was not going to be answering the perennial query that has tripped up its leaders for years now: What is Yahoo?

She apparently does not like this line of inquiry one little bit and told the crowd it was not the right way to look at the long-troubled company or how to define it.

Now I am intrigued, since she is essentially correct in the concept that Yahoo is about what it does well more than anything else.

Not being able to execute has been a long-time issue for Yahoo, which has stumbled from one thing to the next in a much less disciplined manner than all of its competitors.

That said, every one of them still clearly communicates a basic core promise via strong execution, even as each has added on new businesses, for example:

Google = fab search, Amazon = top-notch retail, Apple = elegant devices, Microsoft = dominant Windows, Facebook = best social networking.

Yahoo — which ousted CEO Scott Thompson dubbed a technology-enabled media company (and he was right on that score) — has, of course, been about too many things, from a directory to an advertising service to a content provider and distributor.

Mucking up the works, though, have been a thousand other lesser efforts not done well and most of which have petered out.

In any case, the simple question of what Yahoo is has been banish’d for now, and Mayer will presumably not be answering that nettlesome query, even if it bubbles up on her nifty new interactive employee Q&A system.

But, if you really want to know, I can tell you exactly what it is at this moment in time and going forward: Yahoo is whatever Marissa Mayer says it will be.

More to come on exactly what that means.

Until then, here is my favorite quote from Shakespeare’s “Romeo and Juliet” about being banish’d:

Hence-banished is banish’d from the world, And world’s exile is death: then banished, Is death mis-term’d: calling death banishment, Thou cutt’st my head off with a golden axe, And smilest upon the stroke that murders me.

As I previously reported he likely would, top Yahoo exec Ross Levinsohn — who lost the CEO race to former Google exec Marissa Mayer — is leaving the company, according to several sources.

Mayer also just sent a note to the company about the departure, added a multitude of other sources across the company.

(Update: Yahoo just filed regulatory documents about the separation, noting severance agreements that total many millions of dollars.

And the company also released a statement confirming the departure: “Ross has done a terrific job during his time at Yahoo!. We wish him all the best.”

Levinsohn also had a memo to staff, which is also below.)

Levinsohn, who took over as interim CEO in the wake of the ouster of Scott Thompson earlier this year, had been running the Americas unit of the Silicon Valley Internet giant. That put him in charge of key Yahoo businesses, including its media and advertising sales divisions.

Levinsohn and Mayer have been negotiating his exit for several days, sources said, which is not surprising given the awkward circumstance between them.

While Mayer might have benefited from Levinsohn’s close ties with key marketing players and his content experience, her intense focus on products and not on media likely means that she will rely on a more tech-heavy leadership team going forward.

It will be interesting to see who she picks going forward. As I previously reported, many think she will pull from the ranks of former and current Google execs, where she worked for her entire career before Yahoo.

Levinsohn does not apparently have any current plans for another gig, but as an experienced and very well-liked online media exec, he will likely have many options.

He came to Yahoo in late 2010, replacing Hilary Schneider, in the regime of Carol Bartz, who was later fired.

Levinsohn arrived at Yahoo from Fuse Capital, where he worked with Jon Miller — now chief digital officer at News Corp. — in funding digital media and communications start-ups.

But, until his Yahoo job, Levinsohn was probably best known for his stint running digital operations for News Corp.’s then Fox Interactive Media unit.

It was at FIM that he rose to prominence after he bought Myspace, the social networking site that was once the hottest property on the Web.

At the time, Levinsohn and other execs also struck a gigantically lucrative advertising search deal with Google that garnered Myspace huge revenues.

After leaving News Corp. — after repeated clashes with Myspace co-founder and then CEO Chris DeWolfe — he partnered with Miller in another investment company, Velocity Capital.

Ironically, both Miller and Levinsohn were the top choices of billionaire shareholder activist Carl Icahn as the execs he wanted to run Yahoo when he was agitating for change there a few years back in the midst of the failed takeover attempt by Microsoft.

Fast forward several years, with Levinsohn losing his shot as CEO of Yahoo, after yet another hedge fund manager — Dan Loeb of Third Point, who waged a Yahoo proxy fight that ended in him getting seats on the board — strongly backed Mayer for the job instead of Levinsohn.

Levinsohn never had a chance against the tech-star resume of Mayer, of course. But, for his time of taking over Yahoo after the crisis around the ouster of Thompson over a fake computer science degree on his bio alone — a rocky period for the company, to be sure — Levinsohn probably deserves a lot of kudos from Yahoo’s board.

More to come, obviously.

But here is the Mayer note about Levinsohn’s departure in full:

Subject: Thank You to Ross Levinsohn

Do Not Forward

I am writing to let you know that Ross Levinsohn will be leaving the company at the end of July.

Ross has been an important and powerful contributor at Yahoo since he joined in 2010. During May and June, Ross stepped into an incredibly tough role as interim CEO and did a terffic job — he really helped keep the company moving, closed important deals, and assembled a very talented team. I am very grateful to Ross for his leadership and work throughout his tenure at Yahoo. His contributions will be missed.

Ross will be in Sunnyvale tomorrow (Tuesday, July 31). Please take the opportunity to drop by and thank him for all he has done for the company. I hope you can join me in wishing Ross well and letting him know how much you’ve appreciated him as a colleague.

– Marissa

I wanted to let you know that my time at Yahoo has come to an end. It has been an incredible journey for me and I could not be prouder of what we accomplished over the past few years helping define Yahoo as a leader in digital media and advertising. Yahoo is an amazing brand and company, and I leave knowing we did all we could to help inform and entertain more than 700 million users each month. Leading this company has been one of the best experiences of my career, but it is time for me to look for the next challenge.

– Ross

I haven’t met Marissa, but from what I’ve read and heard about her, I suspect she’s an excellent person to lead Yahoo into the next stage.

– Former Yahoo CEO Scott Thompson, who now heads e-commerce start-up ShopRunner. In an interview with Bloomberg Businessweek, Thompson has little else to say about his brief Yahoo tenure.

Yahoo revealed in a regulatory filing that it could be paying its new CEO Marissa Mayer a total of close to $60 million to turn the company around.

The mega-sum includes salary, equity grants, stock options, a make-whole payment for the Google shares she left behind and, perhaps most remarkably, a $30 million one-time retention award.

The amount, which is a whole lot more than what the last two Yahoo CEOs — Carol Bartz and Scott Thompson — were paid is, um, rather large.

One Yahoo board member had characterized the pay package to me as “big, big bucks,” as I reported earlier today.

I would say so!

(Side note: Mayer is already extraordinarily wealthy from her stint at Google, where she was its 20th employee.)

Here’s the breakdown of the largely performance-based compensation:

The salary amount is typical at $1 million, with an annual bonus of up to 200 percent of the base salary, which is $2 million. But, according to Yahoo’s employment letter, she could also get up to a 400 percent bonus, dependent on exceeding targets, which is $4 million.

Mayer also gets an equity award for 2012 of $12 million in stock ($6 million) and options ($6 million) that vests over three years. (She could get another similar grant annually, but I did not include that in the overall number, which is $12 million annually or more if she exceeds targets.)

The really big number is a huge up-front, one-time retention award, vesting over five years, of $15 million in stock and $15 million in options.

Finally, there is a make-whole payment of $14 million for the stock she left behind at Google.

Overall, that means about $5.4 million for the rest of this year and could add up to $20 million each year to come.

The pay package was hotly debated by the board as to whether the high-profile exec was worth the huge amount.

While Mayer is considered a talented techie, a very strong decision maker and adept at product innovation, some of the board’s directors raised concerns about her and paying so much to retain her.

One issue: She had been notably passed over by Google CEO Larry Page for one of the major unit jobs in his reorganization of the company, while others in her peer group had been promoted.

That said, since such company ups and downs happen all the time, others argued that Mayer was just the kind of disruptive agent of change that Yahoo needs, especially because she could inspire its engineers and also attract much needed talent.

The enormous compensation was pushed through, said several sources, by Dan Loeb, the one-time activist shareholder who now appears to be the puppet master of the Yahoo board. He owns about six percent of the Silicon Valley Internet giant.

(Another side note: Multiple sources tell me that Loeb has been making calls to all kinds of Internet figures this week, looking for high-fives for his landing of Mayer, a hiring that was largely engineered by him.)

Her appointment has surely garnered a lot of attention for Yahoo, with massive media coverage of the dynamic young exec. Some of the coverage has focused on her being a woman and also on the fact that she is currently pregnant.

But much of it is focused on how Yahoo — a deeply troubled company that has been trying to revive itself for many years now without success and with a lot of management mishegas — has been able to attract such a high-profile and impressive-resumed leader to goose both its products and its stock.

Let’s hope Mayer can do just that, because Yahoo is surely paying up big-time for the privilege.

Please take a gander here at the filing, directly from the Department of the Internet Rich Get Richer:

YHOO-20120719-8K-20120715

Please see this disclosure related to me and Google.

According to sources both inside and outside of Yahoo, outgoing interim CEO Ross Levinsohn — who lost the race for the company’s top job to Google exec Marissa Mayer — is unlikely to remain at the company.

The board, who unanimously bypassed the media-focused exec to select a candidate with deeper product experience and a much higher tech profile, has apparently hoped that Levinsohn might stay in the company and return back to running its media and sales arm.

But that fat-chance possibility seems remote, according to people close to the board, who said they expect that Levinsohn will only remain for a short amount of time before moving on to another job.

You think?

Last week, in fact, I reported that Levinsohn was considering several exit options, after the Yahoo board declined to name him — as some had expected — at its annual meeting, and was still considering other candidates.

Levinsohn was named interim CEO earlier this year, in the wake of the ousting of Scott Thompson over the appearance of a fake computer science degree on his bio.

Also in question are the members of the team he has put into place at Yahoo, and whether they will remain. The most prominent is Levinsohn’s recent hiring of well-regarded advertising exec Michael Barrett — who came to Yahoo from, yes, Google — to run sales.

According to sources, Mayer is already aiming to attract several former and current Googlers to Yahoo to help her turn around the troubled Silicon Valley company.

Among the names raised is longtime former Googler Ben Ling, who worked closely with Mayer, as well as current Google exec Henrique De Castro, who is president of global media, mobile and platforms there. De Castro has been previously targeted by Yahoo to run global sales.

Mayer is likely to aim at grabbing some top product execs rather than on a big PR hire. In fact, some close to Mayer said that she could minimize her profile in the new role, which would be in stark contrast to her prominent efforts to establish a large public media presence while at Google.

One person close to the situation said she might take a page from new Google CEO Larry Page, who has been initially quiet as he drastically reformed the search giant.

“Marissa likes to be in the press, but she knows she has to manage expectations at Yahoo from the start and cannot over-promise anything,” said one person familiar with her thinking. “While she is well-known, she has never been in such a big job or in such a spotlight.”

No, indeed, a spotlight that starts tomorrow, when Yahoo announces what are likely to be meh second-quarter earnings, and when the world presumably meets the latest of Yahoo’s CEOs.

Mayer will be Yahoo’s fourth top leader in the last 12 months, so it would be nice if she stays for a while.

“So, is Marissa the ‘unicorn’ CEO?,” joked one person, about my description of the Yahoo search as a magical quest for leadership perfection.

We’ll see. Unicorns don’t exist, of course, and Mayer is now living in the real world, where Yahoo will need more than magic to return to its former glory.

Much to the relief of many (and perhaps the consternation of a few intellectual property lawyers), Yahoo and Facebook officially settled their ugly patent lawsuit earlier today and also expanded their longtime partnership.

After the Silicon Valley companies — one an iconic Internet portal and the other the powerful social networking giant — agreed to formally cross-license large parts of their patent portfolio, not to sue each other over other similar intellectual property and work together on big advertising offering, Facebook COO Sheryl Sandberg and Yahoo’s interim CEO Ross Levinsohn got on the phone with me for an exclusive joint interview.

Sandberg began by noting that Facebook was not keen on battling its longtime partner, despite tough talk in its countersuit against Yahoo’s initial lawsuit.

“It’s important for us to have strong partners using our technology to make their experiences social,” she said. “[This patent battle] has been a weird anomaly in relationship of these two companies.”

Levinsohn said that is why he immediately moved to settle with Facebook as soon as he got the job to lead Yahoo temporarily in May. He replaced ousted CEO Scott Thompson, who had aggressively pushed for the initial patent infringement lawsuit against Facebook.

“It’s important for us as a company to fully embrace social and fixing the damaged relationship with Facebook was at the top of my list when I was asked to take this role,” he said. “It’s good for consumers that Yahoo and Facebook work together.”

He pointed to the pre-lawsuit success of Yahoo’s Social Bar feature, which connects its audience with Facebook friends and which has attracted 90 million users. “It was a taste of how well our two companies could work together,” he said.

Sandberg, who acknowledged that Facebook was both surprised and deeply angered by the Yahoo lawsuit, said that the kinds of situation that arise out of patent fight are bad for Silicon Valley overall.

“There is different means to play out competition and companies playing that out over patents is not it,” she said. “Yahoo and Facebook had a very good relationship and what happened was not in keeping with that relationship.”

Levinsohn noted that Yahoo needed a social element in its massive content offerings that it had unsuccessfully tried to inject itself before turning to Facebook several years ago.

Now, he noted, the “white board can be filled” again with new cross-company ideas.

While the pair would not go into many details about the patent arrangements, they said there will be no patent lawsuits in the future. The deal encompasses licensing of a little more than half of Yahoo’s rich portfolio of digital patents and an agreement not to sue on the remaining ones, which Facebook could license or even buy in the future.

“It’s really a good step in the right direction of the company,” said Levinsohn, who gave credit to Yahoo’s board for pulling back from the patent litigation and making nice with Facebook legally. “We are also grateful that Facebook dug in on this.”

Added Sandberg, pointing out the obvious need for both parties — who have bigger and more difficult fish to fry: “From our point of view, we need cooperation around Silicon Valley — we’d rather spend time on partnerships than on legal fighting.”

As I reported earlier today, Yahoo and Facebook confirmed in a press release after the markets closed that they had settled their cantankerous patent lawsuit. As part of the deal, the pair have also agreed to dramatically expand their content distribution and data partnership, as well as add a joint advertising effort to it.

The companies are calling it a “strategic alliance.”

Peace now reigns in Silicon Valley between the Internet portal and the social networking giant, which had — previous to this ugly legal kerfuffle — been longtime partners.

We can now go back to our regularly scheduled fighting between Facebook and Google, Google and Apple, Apple and Amazon, Amazon and … oh, you get my point here.

While Yahoo and Facebook declined to provide a whole lot of details about the agreement, sources said it encompasses cross-licensing of some key patents and the possibility that Facebook could buy or license more such intellectual property from Yahoo in the future.

In addition, as I previously reported, no actual cash payment will change hands under terms of the deal over the patents, in contrast to the $550 million that Facebook paid Microsoft recently in another transaction related to AOL patents.

But Facebook and Yahoo hope there will be significant upside in several possible advertising opportunities and other business deals between the pair that could yield large revenues if executed well.

Discussions to settle the lawsuits — negotiated by Yahoo interim CEO Ross Levinsohn and Facebook COO Sheryl Sandberg, among others — began almost as soon as Yahoo’s board ousted former CEO Scott Thompson, which I reported on in early June.

Thompson reportedly promised Yahoo directors a big financial payoff of many billions of dollars from the patent lawsuits against Facebook.

Instead, the pair decided to settle the case, which had been a drag on Yahoo’s tech reputation and was also not helping Facebook much, either.

Plus, continuing it would have been pricey and, probably, pointless in the end.

Here’s the press release:

Yahoo! and Facebook Launch Strategic Alliance and Resolve Patent Dispute

SUNNYVALE AND MENLO PARK, CALIF. –JULY 6, 2012 – Yahoo! (NASDAQ: YHOO) and Facebook (NASDAQ: FB) today announced that they have entered into definitive agreements that launch a new advertising partnership, extend and expand distribution arrangements, and settle all pending patent claims between the companies.

Under the agreements, which include a patent portfolio cross-license, the parties will work together to bring consumers and advertisers premium media experiences promoted and distributed across both Yahoo! and Facebook. Yahoo! and Facebook will also work together to bring Yahoo!’s large media event coverage to Facebook users by collaborating on social integrations on the Yahoo! site.

“We are excited to develop a deeper partnership with Facebook, and I’m grateful to Sheryl and her team for working hard together with our team to develop this dynamic agreement. We are looking forward to building on the success we have already seen to provide innovative new products and experiences for both consumers and sponsors,” said Ross Levinsohn, interim CEO of Yahoo!. “Combining the premium content and reach of Yahoo! as the world’s leading digital media company with Facebook provides branded advertisers with unmatched opportunity.”

“I’m pleased that we were able to resolve this in a positive manner and look forward to partnering closely with Ross and the leadership at Yahoo!,” said Sheryl Sandberg, Chief Operating Officer at Facebook. “Yahoo!’s new leaders are driven by a renewed focus on innovation and providing great products to users. Together, we can provide users with engaging social experiences while creating value for marketers.”

Since the launch of the original multi-year partnership between Yahoo! and Facebook that allows users to discover and connect news and information on Yahoo! sites and share them with their Facebook friends, Yahoo! has integrated the feature called “Social Bar” on more than 100 of its properties globally, and more than 90 million users have implemented it. As a result,Yahoo! has the largest active user base among all news sites that have integrated with Facebook’s Open Graph platform, making Social Bar the world’s leading social news application.

Going forward, Yahoo! and Facebook have agreed to work more closely and collaborate together on multiple tent-pole and anchor events annually over the next several years to provide unparalleled experiences for consumers and world-class sponsorship opportunities for advertisers.

And, if you are a glutton for patent punishment, here I am blabbing away about the deal on the WSJ.com’s Digits show earlier today:

Executives at Yahoo and Facebook have completed an extensive strategic deal, as part of a final settlement of their contentious patent infringement lawsuit and countersuit.

According to sources close to the situation, the agreement will include a major expansion of their ongoing partnership, including a joint advertising sales effort, as well as cross-licensing of some key patents between the pair.

The deal has gotten approval from the companies’ boards — in fact, Yahoo’s directors agreed to it this morning in a telephonic meeting. It will be announced sometime later today.

No actual cash payment will change hands under terms of the deal over the patents, in contrast to the $550 million that Facebook paid Microsoft recently in another transaction related to AOL patents.

But sources said Facebook and Yahoo hope there will be significant upside in several possible advertising and other business deals between the pair that could yield large revenues if executed well.

In addition, there is a possibility that Facebook could later pay to license other Yahoo patents not included in this deal.

Discussions to settle the lawsuits — negotiated by Yahoo interim CEO Ross Levinsohn and Facebook COO Sheryl Sandberg, among others — began almost as soon as Yahoo’s board ousted former CEO Scott Thompson, which I reported on in early June and Yahoo officially confirmed several weeks later in a regulatory filing.

The lawsuit was initially waged by Thompson, who reportedly promised directors that a big financial payoff of many billions of dollars could result from the patent lawsuits against Facebook.

At the time, despite strong support by its legal execs, many other Yahoo managers — including those who had crafted an earlier and successful content- and data-sharing agreement with Facebook — were blindsided by the aggressive move by Thompson. That included Levinsohn — who was then in charge of its global media unit — and other top execs.

So, after Thompson was gone and with board support, Levinsohn immediately reached out to Sandberg. In addition, Yahoo’s point person on the deal, VP of strategy James Heckman, met with a number of top Facebook execs including: Dan Rose, VP of business development and monetization; VP of global marketing solutions Carolyn Everson; and business development director Chris Daniels.

Such an outreach was a major shift for Yahoo, but was possible due to a newly configured board in the wake of the Thompson departure.

Still, some directors who had pushed for the initial lawsuit that Yahoo unexpectedly lobbed against the social networking powerhouse in March have remained on the board and agreed to the latest settlement.

The reason for the change of heart? While many still felt Yahoo had a strong case, backed by important intellectual property in a range of key digital arenas, Facebook was prepping for a long and expensive battle by girding its patent defenses.

Thus, the possible end of the rancorous legal battle should be greeted with enthusiasm by Wall Street investors, as well as many detractors of Yahoo’s legal action across the tech landscape.

And, indeed, the company’s reputation definitely suffered as a result of the lawsuit, with many techies, both inside and outside the company, decrying Yahoo’s lawsuit.

Many of those engineers, as well as entrepreneurs — key constituencies for Yahoo’s revival — firmly believe a patent portfolio should only be used defensively.

Now, if the deal is approved, the move will have been turned a decidedly negative situation into a potentially stronger partnership.

Among the most notable parts of the deal is an arrangement to jointly sell big events and other packages to advertisers.

In addition, as it has in content, Facebook will allow Yahoo to be the first partner to feature information about its users’ “Likes” in actual display advertising on Yahoo.

Extending and adding to such contact-sharing was apparently one bone of contention in the talks to settle the lawsuits, although there had already been an element of that in a previous partnership between the pair. Yahoo is one of the few Facebook partners with access to information from its social graph; Facebook, in turn, gets user contact data from Yahoo.

Of course, how well the pair works together to deliver better experiences for its consumers and marketing for its advertisers remains to be seen.

But it’s clear that any rocky road in cooperation is much better than the legal quagmire both had been stuck in.

One thing is likely — the successful end to the tensions ups Levinsohn’s chances of getting the permanent CEO job. Directors have not given him the nod as yet, with another candidate — Hulu CEO Jason Kilar — as Levinsohn’s leading rival for the job, as I first reported yesterday.

Image via .shock

According to sources close to the situation, the search for a new CEO for Yahoo is closing in on key candidates.

But, said sources, it appears to be coming down to a contest between interim Yahoo CEO Ross Levinsohn and Hulu CEO Jason Kilar.

“It’s pretty much a choice between picking a media exec or a product exec,” said one person, referring to Kilar and Levinsohn respectively, about leading the troubled Silicon Valley Internet giant. “It’s about defining what Yahoo is going to be.”

Jim Citrin of Spencer Stuart is conducting the search.

At this point, said sources, it appears to still be a situation that is Levinsohn’s to lose. Along with having been at Yahoo for several years, the media-savvy exec has also recently scored points with the hiring of a new and very well-regarded sales chief, Michael Barrett.

In addition, some Yahoo board members feel that adding yet another new CEO into the mix from outside could further destabilize a company that has gone through the leadership wringer over the last year.

That has included the ousting of two CEOs since last fall — Carol Bartz and Scott Thompson — in less than ideal circumstances that has called into question the competence of its board.

Actually, more precisely, its incompetence.

The newly formed board of Yahoo — most of the directors responsible for recent snafus have departed — is now very wary of making another such mistake, which is apparently why it did not name Levinsohn immediately.

“This has to be seen as a process that really is not slapdash,” said another source. “Yahoo can’t afford to make another mistake.”

No, it cannot.

But in keeping Levinsohn hanging, some inside the company feel the board is doing just that.

“The employees at Yahoo cannot take yet another all-hands meeting where we meet another CEO and hear another new vision for the company,” said one longtime staffer. “It’s hard to imagine that again without becoming nauseous.”

Still, Kilar is a favorite choice of some Yahoo board members; he is now out-of-contract with Hulu and is reportedly in the middle of negotiating his exit there.

“Jason is a free agent,” said a source close to the situation at the premium video service, which includes News Corp. (which owns this Web site) and Disney, as well as Comcast. “And he is looking for this next thing.”

He should, since tensions between Kilar and his major media partners/owners remain high and his departure seems imminent.

Whether taking on the huge task of fixing what ails Yahoo is that is unclear; some expect Kilar to favor moving on to a start-up.

One other issue: Neither Levinsohn nor Kilar has ever run a public company, although both have worked for them.

Other candidates Yahoo has spoken to are part of a list it has gone to several times before.

They include News Corp. digital exec — and longtime Levinsohn friend and business partner — Jon Miller, who has definitively declined to be considered due to his relationship with Levinsohn; former Yahoo exec Dan Rosensweig, who is now CEO of Chegg and who has declined several overtures; and former aQuantive CEO Brian McAndrews, whom sources said is also not interested in the job.

Other possible execs — none of whom appear to have bitten the Yahoo line either — include former Microsoft CFO Chris Liddell and former DoubleClick CEO David Rosenblatt.

There appear to be no women candidates among those in the talent search. (What a shockeroo!)

It will be interesting to see if the usually lugubrious Yahoo board will act before the annual meeting, which is in one week. The choice certainly cannot drag on, though.

“Yahoo needs to move forward with someone,” said another source.

Mike Callahan, Yahoo’s longtime and powerful general counsel, is leaving the company.

According to an internal memo, which is embedded below, Callahan does not have another job. But sources said that he has been considering departing the Silicon Valley Internet giant since the beginning of the year.

Ron Bell, who is now deputy GC for products and the Americas region, has been named interim GC reporting to interim CEO Ross Levinsohn.

It’s all very interim (except me — I started covering Yahoo in the mid-1990s and I never go away!).

Callahan has been around a long time too, serving as the top lawyer at the company for almost a decade, after arriving at Yahoo in 1999. In his job, he has been in charge of legal affairs and public policy globally.

In addition, he has played a very powerful role on a range of strategic, corporate governance and transactional issues at Yahoo.

That has included everything from Yahoo’s nasty hostile takeover battle with Microsoft to its eventual search and advertising partnership with the software giant. He has also been a key adviser to Yahoo’s musical chair series of CEOs over the last few years.

Callahan has also been deeply involved in Yahoo’s current patent settlement negotiations with Facebook — which, by the way, he was integral to waging under former CEO Scott Thompson.

Those talks are ongoing, although complex, with a likely cross-licensing agreement at some point in July.

Sources said that Callahan’s departure has nothing to do with the current investigation into the circumstances around the fake computer science degree on Thompson’s bio that caused a firestorm at Yahoo.

Several directors are looking into the controversy, most especially how the false information got into Yahoo’s legal filings.

That aside, the quiet and self-effacing Callahan has certainly been one of the steadier members of the management team over the years and his departure from Yahoo is a major one.

Here’s the memo that Levinsohn just sent around to the troops:

From: “Yahoo! Inc.”
Reply-To: “Yahoo! Inc.”
Date: Fri, 29 Jun 2012 14:00:14 -0700
To: All Worldwide
Subject: Executive Changes

Yahoos:

I’m writing to let you know about a change in our executive ranks and to wish a long time Yahoo goodbye. After twelve and a half years with Yahoo!, and almost nine years as our General Counsel, Mike Callahan has notified me of his decision to leave Yahoo! so that he can move on to new opportunities. We would like to thank him sincerely for his time at the Company.

During his time as General Counsel, Mike helped structure, recruit and retain a world class global team of legal, public policy, intellectual property, compliance and other professionals. Mike and his team have set the industry standard for substantive excellence, business partnership, creativity and, importantly, have had fun doing it. The long tenure of many of the legal and policy team is a credit to the organization that Mike has built. He has focused on team building, communication, and trust between department members and they have been a great contributor to the company at large.

In my time with Yahoo!, Mike has been a leader and great partner to me and the entire executive team and we will miss his calm demeanor and practical, results oriented advice. Along with the Board, I would like to thank Mike for his loyalty and service, and wish him well in whatever comes next for him.

With Mike’s departure, I am pleased that another long time legal Yahoo, Ron Bell, currently Deputy General Counsel for Products and the Americas Region, has agreed to serve as interim General Counsel reporting to me. Ron joined Yahoo! in July 1999, and over that time has served in numerous senior roles in the legal department, including as a Deputy General Counsel for the last 9 years — and has made his mark on many of our most strategic deals and initiatives over the years. Please join me in thanking Ron for stepping up into this new role and welcoming him to the executive team.

Ross

ross
Levinsohn

Interim CEO
& Head of Global Media

And here is the regulatory filing on Callahan’s departure to make it officially official:

YHOO-20120629-8K-20120628

Even if the board of Yahoo is taking its sweet time in naming him as permanent CEO — and it is as it conducts what appears to be a serious search effort to find the unicorn leader it has never found yet — the media-focused strategy of its interim CEO Ross Levinsohn was getting some love from a big advertiser in France at the Cannes Lions creative festival this week.

In a panel discussion at the event yesterday with Publicis Groupe Chairman Maurice Lévy and Mark Pritchard, the top marketing exec for consumer goods powerhouse Procter & Gamble, the man who would be lion-haired king of Yahoo talked about the Silicon Valley Internet giant, but first had to listen to the obvious joke about fake resumes.

That was an it-must-be-said Levy reference to the just ousted Yahoo Scott Thompson, who lost his job because of a faux computer science degree on his bio. (Communications major Levinsohn has none on his, which is entirely accurate.)

The discussion soon moved into what it would take to right Yahoo, which prompted Levinsohn to point out the need for careful change while still keeping up traditions.

“Any company which has been around for sometime has a lineage and that held true for Yahoo as well,” he said.

Yes, we know, everyone bleeds purple at Yahoo — but it’s the constant bleeding part that has been worrisome. In fact, at this point, it is a wonder Yahoo has any blood left at all.

In a related vein (get it?), Levinsohn later compared Yahoo to a boxer, noting that a good one can survive various setbacks and can win from there.

(Now I am going to have to spend the weekend, trying to figure out if Yahoo is in “Rocky IV” — the one with the scary Soviet killer — or “Rocky V,” in which he went back to his roots as a poor dude with that idiotic hat.)

But it was Pritchard who gave Levinsohn a needed boost, noting, in part, “a successful Yahoo is good for P&G, as well as the industry.”

Putting in a plug for Levinsohn’s clear preference for a strategic direction toward content and not so much tech at Yahoo, Pritchard also added that solid media offerings online would be the key to success in the future with big-spending companies like his.

“Technology can be matched but not creativity,” he said. “What I see Yahoo as is a technology-driven media company.”

Hear that from the guy with the pile of money to spend, Yahoo directors?

Riley, who has had a number of jobs at the Silicon Valley Internet giant over 14 years, was most recently the head of its critical Americas advertising unit, a job he just got under recently ousted CEO Scott Thompson.

But Yahoo’s new interim CEO Ross Levinsohn hired high-profile online advertising exec Michael Barrett this week as chief revenue officer in charge of global sales.

As part of the changeover in power, Riley stepped down from his job and it was unclear what his status at Yahoo would be.

Now it is clear, although it does not appear that Riley is headed to a new job.

Thus, here’s the sartorially elegant exec’s goodbye email to staff:

Hey Team,

After almost 14 years as a Yahoo!, I have made the difficult decision that it is time for my next adventure. I will be around for a couple of months to ensure a smooth transition. Yahoo! has been far more than a job for me. From the first time I walked into the office in Santa Clara in 1998, I was absolutely taken by the magic of this company, its talent, and its enormous potential. Through the dotcom boom, bust and subsequent events, I have ridden the purple wave with pride and enjoyed almost every minute of it. I’ve laughed, cried and fought the good fight alongside some of the most talented people with whom I could ever hope to work. I remain eternally bullish on the prospects for our company and will be cheering you on as a shareholder and proud alum.

According to sources close to the situation, Yahoo has hired high-profile advertising exec Michael Barrett to be its chief of revenue.

Sources said Barrett will be in charge of ad revenue and operations worldwide, including units in the U.S., Europe and Asia reporting in to him. Barrett will report directly to interim CEO Ross Levinsohn when he starts in July.

(Update: Yahoo confirmed the hiring in a press release.)

The move to hire the experienced Barrett — who has been working at Google since it bought an ad tech company he ran a year ago — is a significant one, giving the company a boost in its most critical area of business.

It is also a clear signal that the Silicon Valley Internet giant is about to make major changes to its ad business going forward. According to numerous sources, Yahoo is again mulling a plan to abandon or sell its large parts of its ad tech business and rely on third-party vendors.

In fact, it has been in talks with Google about taking over its automated ad sales and ad network operations, while focusing instead on premium ad sales and sponsorships. Yahoo is also considering turning its entire search business over to Microsoft, with which it already has an ad partnership.

“Yahoo is going to be a media company again — in the digital ad sales business and not in the ad tech business,” said one person.

That impending change has already caused much debate within Yahoo already, with sides drawn between those who think Yahoo should not outsource its core ad technology and those who believe that the company lost the battle to others already — most especially Google — due to poor execution over the years.

While there have been a variety of multibillion-dollar plans drawn up by some to double down on Yahoo’s ad tech business, that effort has now been supplanted by a feeling that the company needs to quickly get out of businesses it cannot win in or see growth.

Barrett is one of the few obvious choices to usher in a new era, given his long experience in all aspects of both digital and traditional media.

He used to work with Levinsohn at Fox Interactive Media, but came to Google a year ago, when the search giant bought AdMeld for $400 million. Barrett was CEO of the supply-side advertising technology platform, which worked on behalf of publishers by trying to get the best prices for their inventory from a variety of ad networks.

Barrett has also worked in ad jobs at a range of companies, including AOL and Disney Online, as well as at Meredith Publishing and Newsweek. He even previously worked at Yahoo, when it bought GeoCities, back in the Web 1.0 era.

As part of the changes, sources said, current Americas sales head Rich Riley will be stepping down from the job he just got under ousted CEO Scott Thompson. He will remain at the company, but it is not clear in what position.

Yahoo’s board has hired Spencer Stuart in yet another CEO search, although sources close to the company said that interim leader Ross Levinsohn is the prime candidate for the position at this point.

“It’s Ross’s to lose,” said one person close to the situation.

Levinsohn was appointed to the job on a temporary basis after the Silicon Valley Internet giant’s last CEO, Scott Thompson, was ousted after a resume-padding controversy.

At the time, the board indicated that there would be a search, although Yahoo Chairman Fred Amoroso said in an employee meeting that he was hoping Levinsohn would get the job.

Still, the move by the company’s directors could add more uncertainty to the already volatile mood at the Silicon Valley Internet giant, which has been rocked by a series of major changes in recent months.

Along with the Thompson fracas and a massive layoff, the board has had a massive turnover — including adding activist shareholder Daniel Loeb of Third Point and two of his colleagues, Michael Wolf and Harry Wilson.

Interestingly, all of the 11 directors are considered independent, according to a proxy filing Yahoo made earlier today.

And — in my humble opinion — they are also all pretty aggressive in their interest in helping run Yahoo beyond the typical board’s job of overall corporate governance.

Case in point: Several board members, along with Levinsohn, have been involved in serious negotiations to settle its patent infringement litigation with social networking giant Facebook.

Oh, it’s a very mouthy group — which is likely to give pause to any experienced exec who Spencer Stuart might query about the very difficult job of turning around Yahoo. (I truly feel for anyone who runs Yahoo, what with listening to all that expected backseat driving and kibitzing.)

The selection of Spencer Stuart is interesting, given that Heidrick & Struggles had done Yahoo’s previous search. But that talent search firm had gotten into it with Thompson, who accused Heidrick of adding a fake computer science degree to his bio. Heidrick vehemently denied the allegation.

The board members of the nominating committee in charge of the search are David Kenny, John Hayes, Thomas McInerney and Wolf. Kenny, who was once considered a Yahoo CEO contender (he now is CEO of the Weather Channel), is chair of the group.

Until we get some clarity, here is Yahoo’s proxy filed today, with all kinds of interesting info to chew on:

YHOO-20120604-DEF14A-20120712