Clarke Murphy

Yeah, I agree.

Your history, NASDAQ's history, is a disruptor from the day you started the exchange. And now you're a listener, you're a global partner to governments and regulators. Can you still be a disruptor? Are you still a disruptor as an institution? And you have fintechs and you have private equity firms and you have banks who are actually trying to compete with you.

Your history, NASDAQ's history, is a disruptor from the day you started the exchange. And now you're a listener, you're a global partner to governments and regulators. Can you still be a disruptor? Are you still a disruptor as an institution? And you have fintechs and you have private equity firms and you have banks who are actually trying to compete with you.

Your history, NASDAQ's history, is a disruptor from the day you started the exchange. And now you're a listener, you're a global partner to governments and regulators. Can you still be a disruptor? Are you still a disruptor as an institution? And you have fintechs and you have private equity firms and you have banks who are actually trying to compete with you.

How do you stay ahead and are you a disruptor still?

How do you stay ahead and are you a disruptor still?

How do you stay ahead and are you a disruptor still?

I know, I know.

I know, I know.

I know, I know.

Lots of frenemies.

Lots of frenemies.

Lots of frenemies.

So as you manage to the future, and you're a product manager by background. So when you talk about this, you can see the passion. But managing for the future means having the best talent, particularly in a tech-driven business. People grow up here, and I know from our business, they are really, really well-respected. How do you keep talent?

So as you manage to the future, and you're a product manager by background. So when you talk about this, you can see the passion. But managing for the future means having the best talent, particularly in a tech-driven business. People grow up here, and I know from our business, they are really, really well-respected. How do you keep talent?

So as you manage to the future, and you're a product manager by background. So when you talk about this, you can see the passion. But managing for the future means having the best talent, particularly in a tech-driven business. People grow up here, and I know from our business, they are really, really well-respected. How do you keep talent?

What's the culture of we want to win, we want to be here, we want you to stay here for decades, not years? How do you look at talent in the tech world?

What's the culture of we want to win, we want to be here, we want you to stay here for decades, not years? How do you look at talent in the tech world?

What's the culture of we want to win, we want to be here, we want you to stay here for decades, not years? How do you look at talent in the tech world?

I love the missionaries versus mercenaries. But you yourself, you've always been an athlete. I think you're a taekwondo black belt, right? You've also been famous for sitting on the third baseline of your family members playing baseball games quite successfully. How do you keep the competitive edge culturally? You are competitive. I've seen it.