Adena Friedman

right and it was both pins and needles excitement you know anxiety and it was just wonderful and it worked so well and i think that that whole project got me much closer to bob got much closer to the entire technology division really helped me develop my skills as a leader and an influencer and engage the industry um and so it on at that moment bob then made me the head of strategy right after that there you go yeah that was my defining moment so safe to say

Yes.

Yes.

Yes.

A lot of visibility and pressure.

A lot of visibility and pressure.

A lot of visibility and pressure.

Yeah, because if it did not go well, that would have been good in Bob's first year.

Yeah, because if it did not go well, that would have been good in Bob's first year.

Yeah, because if it did not go well, that would have been good in Bob's first year.

It was a big, I had to succeed.

It was a big, I had to succeed.

It was a big, I had to succeed.

Exactly. That's exactly right. And I did raise my hand and ask for it, too. I didn't wait for him to choose. I think that was important, too.

Exactly. That's exactly right. And I did raise my hand and ask for it, too. I didn't wait for him to choose. I think that was important, too.

Exactly. That's exactly right. And I did raise my hand and ask for it, too. I didn't wait for him to choose. I think that was important, too.

Well, it's interesting because they have different purposes. So in NASDAQ, if we're choosing to bring a company to become part of NASDAQ, it's a forever decision. And so it's a very different framework to use to determine whether that company is the right fit for you. Because number one, you start with the strategy. First, you should have a strategy as a company.

Well, it's interesting because they have different purposes. So in NASDAQ, if we're choosing to bring a company to become part of NASDAQ, it's a forever decision. And so it's a very different framework to use to determine whether that company is the right fit for you. Because number one, you start with the strategy. First, you should have a strategy as a company.

Well, it's interesting because they have different purposes. So in NASDAQ, if we're choosing to bring a company to become part of NASDAQ, it's a forever decision. And so it's a very different framework to use to determine whether that company is the right fit for you. Because number one, you start with the strategy. First, you should have a strategy as a company.

And then you start to say, okay, to me, M&A should be a means to an end, not an end itself, right? So you're saying, here's my strategy. And you take your shareholders on the journey to say, here's how we want to define our future.