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In December of 2008, at the height of the financial crisis when the bottom-line was more important than ever and pressures at their highest, I took an opportunity at NYSE Technologies, a young division with the New York Stock Exchange. The Exchange was becoming less of a financial company and more of a technology firm that provides premiere products and services to players within the financial industry. This division is client-facing with the ambitious goal of being a several billion dollar business within five-to-ten years. In order to be successful I had to tackle several challenges: organizing teams with no process, overcoming the bureaucratic hurdles from NYSE proper, assisting management in determining which greenfield, new, and existing products were worth pursuing/developing, road mapping, measuring ROI and value, and meeting each business unit's revenue goals.