As part of an exercise in strategic planning at Behavior, I had to write down my thoughts on where I think the company will be in the future. This kind of thinking is tough, but it’s a useful way to try and reconcile vague aspirations with reality. I had to project out five years, and I set a goal for roughly twelve times the revenue we made in 2002, six times the staff, a broader client base and the luxurious market context of a second Internet boom. I think optimism is important.