 Thanks so much, Gabb. OK, so Nadine, Rockstar, Shikhar. Here we go, going to wow them. So we're really fortunate to have Nadine here today. A really major player has spent a lot of time in major organizations, State Street, Bank of New York, ABN, Manu Life, and now back to State Street. There's a lot of full circle, as I've researched, Nadine. There's a lot of circularity to life. Long and esteemed career, international experience, which is not always the case for many, market leading firm and even leading on markets previous to her current role. A really aggressive proponent of diversity and inclusion, which I think is not just a mask, it's truth. And she's been on that for some time and really recognizes a leader internally and externally. American banker, third most powerful woman in finance, I think. I don't know what that means, but I'm terrified after the security discussion as well. So it's great. So I look forward to your Marvel uniform in a bit. But a true believer and really just a lighthouse kind of beacon in Foggy C. So let's get into it. We have some 20 minutes here. So in a career spanning more 30 years, where a real focus on custody and asset servicing and now moving into digital assets, if you could just take it through that arc briefly and how did you come from kind of the back end driving a lot of what holds up the market to the real cutting edge digital crypto world? Thank you for the introduction. Appreciate it. It's really, I guess the more things change, the more they say the same, right? So if you look over the past 30 years, we've gone through moving physical assets into electronic format. We've spent a fair amount of time creating utilities and standards. And you fast forward 30 years later, we're sort of dealing with the same challenges around digital. So for me, it's a natural evolution. It's a natural evolution for State Street to be leading in this case. We're just doing it now with better technology, with the benefit of hindsight and experience. And hopefully we'll be working with all of you to try to bring digital assets and make that more mainstream as we move forward. So better technology, it's a great point. And that's relative, obviously, and changing every day. But one common thread is technology seems to be sort of consistent through your career, both in the early days and certainly more recently. How has that impacted you and even those around you in a mentoring way? And those people could be very senior, junior. Just how have you thought about that for yourself and those around you and how it's enabled your career and others? I must admit, I think I owe my entire career to technology. And I'm not a technologist, so I wouldn't be able to flip an iPad if I tried. But there is an intellectual curiosity that's there. And I do have a firm belief that technology can solve a lot of problems. Actually, that's probably one of the probably frustrating things for my colleagues is I do believe that technology can, well, well thought out, can be a source of goodness across the board. From, you know, I'd definitely encourage people to be curious to try things. It's really hard to break anything. You cannot be able to fix it. So sometimes you're breaking things. You learn a lot of things doing that. And you and I would chat early or when I look at our board, our senior management, there's a general excitement for what digital could bring. But between you and me, I'm not quite sure they fully understand that. So they don't. No. Just to be clear. But it's exciting, right? It's exciting and sexy. Yeah, but I give them a lot of credit for at least making the effort. So part of what I do is a fair amount of education to internally and externally to help propagate the benefits of this new technology. Because usually when you say digital, people automatically zoom in on crypto. And when you're a G-Syfy, that's not always a very good thing, at least not in the setup that we have today. But really benefiting, really focusing on the underlying technology and the rails that it brings, I think is the true benefit for us and for the entire industry. So we will continue to spread the gospel and continue to educate people as we move forward. And then the acronym breakdown, G-Syfy, Global Systemically Important Financial Institution. Thank you for that, yes. Again, to the point up front, Nadina spent time really in the world of banks that really do hold up a lot of the market. There's only a few of them. And State Street is certainly one. So in the Rockstar element where I believe you're a tempo pusher, as I think about it, in an industry that may need to up its cadence and in institutions that are large and storied, have a lot of history, it's hard to move. How have you been able to drive the people that you speak to? They don't really get it, but they want to believe now, and they almost have to. Have you been able to drive that innovation and even incremental change at all through big and complex, heavily regulated, need to be highly secure, a lot of some old dogs are needing new tricks. Have you done it through a lot of institutions that have that kind of backdrop? It is in your absolutely right. When you think of what we do, we're 20% of the world's assets pump through our pipes every single day. So the slowest mishap could definitely have massive ramifications, not just in the US markets, but abroad. 20% is incredible. It is a lot of money. The world's assets. It's a lot of money where there's so many zeros sometimes just to just put that in perspective. Bread innovation is all about cultural change. And I've been public by saying that I have made it a personal mission for my time at State Street right now to prove that elephants can truly dance. And part of our culture change is to be trying to be more agile, to try to be faster, not look at projects in terms of years and decades, but really days and months to be able to show progress. It is incremental progress. And it's OK to fail as well, which is something that goes against any cultural background in a bank. You saw the speaker before and that set of regulators that we deal with. We have to make sure that we get things right at the first try. And we try to. We aspire to do that. But the fact that a matter is we need to be given the flexibility in this new world to make mistakes, to put our hypotheses out there. If they prove out great, we persist. If they don't, we pivot and move forward. And I think our regulators have started to understand that we're operating in uncharted waters. And as long as we can ring fence our activities and not break the bank, they're giving us a lot more leeway to experiment. So with experimentation and really the cultural change, I think it's, honestly, it's one day at a time, one project at a time, and success breeds success. And breaking is a must. And fixing fast is probably a must behind that. Feel fast, right? That's the bottom. So on the, elephants can dance, I agree. And it's almost, if you look at what's going on here today, it's not as much herding cats or dancing elephants. It's like this Noah's Ark. We're trying to basically build something for everybody, whether you're an elephant to cheat it or a chicken. Somewhere you have a position on the boat. So how, when you think of, and obviously that's about the open source community. And just if you look at the logos here and what's coming, it's very eclectic by design. It's many different shapes and sizes. We all here believe that open source certainly can drive innovation, maybe even help security from crowdsourcing of challenges and solving them together. You could also create the same problem for everyone or actually distribute any risk out more directly. But when you think about open source and driving innovation and security, how do all these things play off of each other when we're all trying to pass and cloud and distributed at the same time that core infrastructures are getting hacked in the middle. So we're sort of in this transition from central to distributed. It's going to be some risk there. How do you think about just your position, your firms, and even the open source elements where we can crowdsource safety? We are big users and proponents of open source, and we believe there's safety in numbers. So it is the community, if you will. That ensures that we collectively are making sure when things break that we can patch them and fix them quickly. And it has been a source of tremendous innovation. So it was pretty interesting to see the logos of all the financial institutions where even maybe five or 10 years ago, none of us, everybody thought there was a lot of competitive advantage by hoarding that technology. I think right now we've grown up to understand that or we've evolved to take a lot more comfort in the benefits of the broader community than just the competitive advantage of a single firm. So we do take comfort in numbers. And the fact that there's a lot of peer review and peer contribution definitely helps give us that comfort. And in the context of a platform where you could do everything front to back versus a user being able to deliver their workflows front to back. And there's a bit of a tug of war between remaining in one environment to do everything versus having a more eclectic, you can assemble it yourself. And I know State Street is doing a lot of work on its front to back strategies. It has its alpha strategy, a lot of different assets. A lot of people in Symphony even formed this open source foundation initially to prevent a bit of vendor lock-in generally. So how do you play off of the, you're supportive of open source, you're running a front to back strategy, you'd love all of your clients in your environment all day. But how does that interplay with this idea of a front to back workflow for a user versus a front to back platform that might limit a user? We, again, it goes back to what I said earlier, right? I don't think our front to back is closed in any way, shape or form. It is fairly open. We have about over a hundred partners that hook into our environment via again a lot of open source providers, a lot of API connectivity that goes in it. We do believe in the benefit of an interoperable open in that set work effect. I think same thing where we felt to be very proprietary in the past, I think we do see the benefit of inviting a lot more vendors and clients and partners into that ecosystem. So it is all about the network in our job is to make sure it's connected, it's secure. And there's very little before the intellectual capital was what we competed on. I think right now it's our ability to bring that ecosystem and that community together very similar to what we're doing here today. So. Yeah, and our tagline for today is keep us secure but don't fence us in. And I think there's a difference between ring fencing risk versus fencing users. That is different from the ability of giving a client a very good user experience and being able to connect to any type of software or data or platform they deem necessary for them to support their own investment process. So just moving on a little bit to community leverage and obviously open source. It's a big community, it's eclectic. We believe that that eclectic and large community play will innovate. And there's a big movement now in DEIB bringing a more diverse community together to drive innovation. And again, I know you've done quite a bit of work on that. You could read about it on the internet and including the Fearless Girl campaign that was driven. But just this diversity as driver of innovation, I know everybody says it as a tagline. And I'd argue the diversity of the open source foundation. And we are focused here at Finno's also on driving a more diverse play at the board and all the contributors. And you'd like to see more women contributing ultimately. But that community point and how does the leverage of DEI and the movement there and open source and even what you need to do to partner in general and find just the best answers no matter where they come from? I mean it's pretty disheartening that we're still talking about it. But it is what it is. I would say the open source community is a prime example, I just said, of being open and at the end of the day it's what's up here and what's up here that matters. It's the heart and the mind to do so. So at State Street we are working hard on our diversity. In diversity we talk about making a business case for it. The business case has been made 100 times over. And if we don't believe it's the right thing to do, it does make a lot of good business sense. It does bring innovation. I think the nonlinear thinking of a diverse workforce is critical to be able to succeed in a world that's moving extremely fast. And there's so much information coming out there that you benefit from that diversity of thought. So we're very committed to that. And we're working hard to do so. So the best part, if you will, of during this COVID process, the ability of now leveraging Zoom and leveraging WhatsApp and a lot of these applications has allowed us to scan for talent all over the world. So you don't have to be in Boston or New York or London anymore, we can leverage talent anywhere. And that's helped. But we still have a long way to go. And this where tech is a great enabler of diversity in theory, it would also keep people walled off of it at times, depending on access. But the ability to tap into talent and to be aware of the world, it's massive. And it's liberating. And I think it's a big boost to diversity. Yeah. We haven't made progress maybe because people, what they are, they attract. It's just sort of a natural phenomenon maybe. But when you then move to tech and move more distributed, you can definitely get more diverse more naturally versus forcing through the numbers and just find the people that can write Python and build your bot and move on no matter who they are and the age and the region. So you have a really interesting story on your US and then you went into a very violent moment in your life and then came back to the US. But if you could just talk about that a little bit and how that's influenced you and even tattooed you in terms of what you learned from having things and then maybe going and seeing things on Ravel and coming back to things. So yeah, I was born in the US. But I grew up in Beirut, Lebanon, which is a far, far place from here. So in a war-torn country left at a fairly young age and moved to Boston and it was a radically different environment, very young age, no family, leaving everything behind. So I think, Brad, it's a good old attitude. It doesn't kill you. It makes you stronger. And I think- Thank you for not dying. Thank you. Good to have you here. But I think it gives you a sense of, helps you put things in perspective. I think being a woman in this industry for the longest time used to be the youngest and probably the only female in the room, part of a smaller breed of female, but no longer the youngest. But it gives you tenacity. It gives you courage. And I think it's just the opportunity of trying new things. And it'll send if you fail, you fail. But at that young age, I think it was lost on me, the opportunity that was given to me to be able to come here and get established and build a career in a life which has been fulfilling and rewarding. So that helps put things in perspective. And then you took yourself out of that zone and worked on a very pretty complicated JV that had a big international component to it, which obviously you had some international backdrop just with who you are. But then you really did sort of drive there. And even some of that, I'd say the Boston community as a whole doesn't really have as much of that. Sometimes people do get around. But people tend to stick in Boston a bit, where you seem to have done a bit around. I must admit, for the longest time, Boston was fairly insular. And even when I came over to the States, I did land in Boston. I remember I went to Boston College when I first started. It was a, I had a hard time adapting. I didn't speak English. It was really hard. So that sort of carried. But to your point, we had the opportunity in the late 90s of setting up a joint venture between what was Mellon Bank at the time and Avian Ambrone, I went to create Avian Ambrone Mellon. It was based in Amsterdam. And I still believe to this day, I happened to be the right town and the right place. I had a passport. I was able to jump on a plane very quickly. It was supposed to be a six-month assignment. It ended up being a 15-year assignment in London. And it was great. I was able to build an organization from scratch, understand how much cultural differences could be, they could be a benefit or a detriment depending on how you manage them. And I went from running the smallest custodian on the planet to the largest when Mellon in the Bank of New York merged right before the great financial crisis. But to your point, it was great. We built a massive global organization. Again, you had two very banks, Mellon Bank being Pittsburgh-based, the Boston Company at the time being Boston-based, where we definitely felt the center of the universe was definitely in Pittsburgh at the point. And being able to grow it internationally was a pretty cool journey. One that will continue to be the highlight of my career. Yeah, so showing up, curiosity and hard work just seems to be something that you've sort of done and you have to take some risk and you've certainly done that. Absolutely. No risk, no reward, right? Yes, measured risk, calculated risk, modelable maybe. Thank you, regulators will be after you. Yes, no, I'm just to be clear. So just in the final minutes, obviously you bet on yourself and I'm sure you bet on people in your life, but who do you bet on now? What is your mode? We all need people, we all need sponsors and mentors and to mentor ourselves, but what does that mean to you today with where you are in your career and life? And as you're asking that, it's going, so right during the financial crisis, I was running State Street's global markets business, so it's all our foreign exchange and trading businesses and it was a fairly hectic time during COVID. And Brett, I would say I'm betting on State Street, our CEO and COO, Ronald Hanley in the Mayor and I say that, so I was, I moved out of my job in September to start a digital division and I think you'll all agree that we probably won't see any of these benefits for the next five or 10 years easily to make a substantial contribution to the banks P&L and for them to have the courage to invest heavily in this, knowing that probably not one of the three of us will be around to benefit from that is pretty cool. I view that to be courageous and the long-term benefits of our shareholders and the industry, so I'm betting on State Street, betting on Ron and Lou and not just because it's nearly bonus time, so. For the record, they say it starts from the top, whether it's diversity or innovation or risk taking, so it sounds like you have that. You've both been tremendous leaders in terms of diversity, inclusion, visionary, I mean, they were behind the Charles River acquisition, the Brown Brother acquisition, so really forming and morphing State Street to be a formidable organization for decades to come, even with all the uncertainty that we're facing in this digital space. That's great, well, that's our time. You have a flight to get to, nobody bother her. She has a real flight she has to get to. Thank you so much. Thank you so much for having me. It's been a pleasure and a great conference. I'm looking forward to supporting you. Thank you.