WEBVTT - Ray Dalio

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<v Speaker 1>Ray Dalio is the founder of the world's biggest hedge

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<v Speaker 1>fund firm, Bridgewater Associates, which manages one hundred sixty billion dollars.

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<v Speaker 1>Dalio has joined Warren Buffett and Bill Gates Pledge, promising

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<v Speaker 1>to give more than half of his fortune to charitable

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<v Speaker 1>foundations within his lifetime. Through his Daio Foundation, he's directed

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<v Speaker 1>millions of dollars in donations to the David Lynch Foundation,

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<v Speaker 1>and organization that sponsors and promotes research on transcendental meditation.

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<v Speaker 1>Also working to make sure Bridgewater survives him. Dhaio moved

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<v Speaker 1>in twenty eighteen to turn Bridgewater into a partnership and

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<v Speaker 1>give employees more of a stake in the firm. Daio

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<v Speaker 1>sat down with David Rubinstein, co founder of the Carlisle

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<v Speaker 1>Group and host of the Bloomberg television show Peer to

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<v Speaker 1>Peer Conversations. They discussed what he looks for in an employee,

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<v Speaker 1>how he's preparing for a possible recession, and whether or

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<v Speaker 1>not he'd ever take a job in government. You are

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<v Speaker 1>seen as somebody who has said it might be a

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<v Speaker 1>chance of a recession at some point. Do you see

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<v Speaker 1>any chance of a recession in two thousand nine or

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<v Speaker 1>two I'm big on principles, right, so I think that

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<v Speaker 1>it's important to understand how the economic machine works. And

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<v Speaker 1>so when I'm looking at that, I want to maybe

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<v Speaker 1>take a few minutes and get into the important things

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<v Speaker 1>that are pertained to a recession. Because a recession, you know,

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<v Speaker 1>whether you it's two negative quarters of GDP and we're

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<v Speaker 1>going to be hovering I think fairly close to that level,

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<v Speaker 1>and there's a certain variation around it. But the bigger

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<v Speaker 1>things are a combination of the absence of effectiveness of

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<v Speaker 1>central bank policies. So I hope we can talk about

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<v Speaker 1>those together with the wealth gap, the large wealth gap.

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<v Speaker 1>So when the next downturn comes, what that will look

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<v Speaker 1>like socially, politically and so on. UM the elections, which

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<v Speaker 1>is a issue between um let's say capitalists and socialists

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<v Speaker 1>or the rich and the poor. And then the emergence

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<v Speaker 1>of China UM and in relationship to the United States.

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<v Speaker 1>Those four factors are factors that have not existed since

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<v Speaker 1>the thirties. I think they're unique, and so when we

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<v Speaker 1>get into the question of the recession, I think it's

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<v Speaker 1>how that will affect those other things, and those things

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<v Speaker 1>affected in the investment world, your firm was quite known,

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<v Speaker 1>well known for quite some time before the last recession.

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<v Speaker 1>It was a very successful firm before. But in the

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<v Speaker 1>last recession, your firm performed extremely well, maybe better than

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<v Speaker 1>any of any other major hedge fund. So as I

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<v Speaker 1>recall your up or something like that during the worst year, So, um,

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<v Speaker 1>are you anticipating a recession now and are you changing

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<v Speaker 1>your investment approaches or your not quite where you were

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<v Speaker 1>in two thousand seven. In two thousand seven, it was

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<v Speaker 1>pretty easy, I think, to calculate that these debts that

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<v Speaker 1>we're going to come do and that the there was

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<v Speaker 1>not an adequate amount of funding, and so that sort

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<v Speaker 1>of debt crisis was something we anticipated and we were

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<v Speaker 1>positioned well for. When I go through those calculations, it's

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<v Speaker 1>not the same. In other words, the amount of maturing

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<v Speaker 1>debt and that whole problem doesn't look the same. It

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<v Speaker 1>looks more like a gradual squeeze having to do with

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<v Speaker 1>quite a lot of debt of a certain type. But

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<v Speaker 1>with that um also pension liabilities and healthcare particularly as

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<v Speaker 1>that produces a greater squeeze. We have large deficits and

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<v Speaker 1>so on. So so the amount of promises that we

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<v Speaker 1>have are large, but they're going to be coming at

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<v Speaker 1>us at a more gradual pace, and I that's going

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<v Speaker 1>to produce a squeeze. I think related to that, what's

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<v Speaker 1>important is that when you don't have monetary policy being

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<v Speaker 1>able to be effective, um what kind of monetary policy

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<v Speaker 1>we will have, we will have more than likely a

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<v Speaker 1>lot of debt monetization. On fiscal policy, there's no room

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<v Speaker 1>for additional tax cuts, you agree, because we already have

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<v Speaker 1>such a big deficit, so you couldn't really cut taxes

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<v Speaker 1>any anymore. Or do you not agree with that? I

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<v Speaker 1>believe that in terms of spending that probably there will

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<v Speaker 1>be increases in spending that probably will not be well funded.

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<v Speaker 1>And when you ask about that, I think we have

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<v Speaker 1>a political question, and that's which is relevant to also

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<v Speaker 1>the markets. Between now and the elections, we're probably going

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<v Speaker 1>to have very different policies, but policies maybe more of

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<v Speaker 1>the left and policies more of the right, more extreme policies,

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<v Speaker 1>greater polarity, and the choice will be greater. And how

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<v Speaker 1>those choice as are made are is going to be

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<v Speaker 1>very important to not only the size of the deficits,

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<v Speaker 1>but the nature of taxation. So I think that I

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<v Speaker 1>think that UM. When I'm looking at the presidential candidates,

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<v Speaker 1>what I do is I look at what their policies

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<v Speaker 1>are stated policies in terms of UM, any of their

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<v Speaker 1>various policies, and I look at that as a probabilistic basis.

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<v Speaker 1>So I think when we have to answer that, we

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<v Speaker 1>can't um um. You you like, after the election, you

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<v Speaker 1>might get taxes raised by UM on the wealthy or

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<v Speaker 1>you have corporations, you can reverse those tax those tax policies,

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<v Speaker 1>and you're probably going to get an increase in spending.

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<v Speaker 1>All right, let's talk for a moment about how you

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<v Speaker 1>came to be, Let's say, one of the most respected

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<v Speaker 1>commentators on economic and financial policy, which is starting your firm.

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<v Speaker 1>So you grew up in Long Island and where you

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<v Speaker 1>from a wealthy family? No, my dad was a jazz musician,

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<v Speaker 1>very lower middle class fan. When you were a young boy,

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<v Speaker 1>were you interested in the financial world or what were

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<v Speaker 1>you most interested in with growing up on Long Island.

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<v Speaker 1>I got hooked on the markets when I was twelve

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<v Speaker 1>because I used to caddy and I would take my

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<v Speaker 1>money and I put in the markets and everybody was

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<v Speaker 1>chatting about the markets. So, UM, how did you do well.

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<v Speaker 1>The first stock I bought, I bought because it was

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<v Speaker 1>the only company I ever heard of that was selling

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<v Speaker 1>for less than five dollars a year, and I figured

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<v Speaker 1>I could buy more shares, so if what up, I'd

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<v Speaker 1>make more money. That was my strategy work and it worked,

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<v Speaker 1>and it worked because this company was about to go

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<v Speaker 1>broke and somebody came along and acquired it, and it

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<v Speaker 1>by luckily, Um, it went up. And I said, this

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<v Speaker 1>game is easy, and I m then decided that I

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<v Speaker 1>would be involved in the markets. And this game is

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<v Speaker 1>anything but easy. So in high school, were you interested

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<v Speaker 1>in academics or were you a good student? No? I

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<v Speaker 1>hated high school. Did you go to high school you

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<v Speaker 1>cut classes? Or what did you do? I did cut

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<v Speaker 1>classes a fair amount and cut classes to go surfing.

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<v Speaker 1>Did you have a hard time getting into a good

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<v Speaker 1>school in college? Yeah? I got into c W Post

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<v Speaker 1>College on probation, probation on probation, okay, and but you

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<v Speaker 1>did well there. I loved college. Okay. I love college

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<v Speaker 1>because well, uh, besides mixing all the fun that college

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<v Speaker 1>gives you, it also, um, what I liked is that

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<v Speaker 1>I could pick the subjects that I was interested in

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<v Speaker 1>and I so I loved college. Right, you must have

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<v Speaker 1>done recent well because you got into Harvard Business School. Yeah,

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<v Speaker 1>I did. I got great grades when you graduated. What

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<v Speaker 1>did you do? So in my two years? It's a

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<v Speaker 1>two year school. Um and in my summer I like

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<v Speaker 1>to trade commodities. I got into trade and commodities. Now

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<v Speaker 1>this is now, uh, the summer of seventy two and

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<v Speaker 1>um so nobody ever for more of a business school

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<v Speaker 1>went into commodity division. But I went to Merrill Lynches

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<v Speaker 1>hodity division. I said, hey, can you give me a job?

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<v Speaker 1>The director of commodities in that summer gave me a

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<v Speaker 1>job to help him. Around three, we have the oil shock.

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<v Speaker 1>Bear market in stocks. Commodities is the hottest thing. And

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<v Speaker 1>I was hired as director of commodities at Dominic and Dominic,

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<v Speaker 1>having never done anything in the director of commodities, but

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<v Speaker 1>I was hired. And that's so that's what I So

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<v Speaker 1>you left that eventually though, to set up your own firm.

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<v Speaker 1>Yeah so I. Uh that was seventy seventy four, big

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<v Speaker 1>bear market in stocks. Uh, Dominic and Dominic essentially went broke.

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<v Speaker 1>I went to, uh, what was Sandy Walls firm? Cbd

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<v Speaker 1>L E. L. Hayden Stone at the time became Shearson

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<v Speaker 1>Hayden Stone Lean blah blah blah. Because it did all

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<v Speaker 1>those mergers, I became in charge of institutional commodities, in

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<v Speaker 1>other words, hedging of all different things, and that put

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<v Speaker 1>me with all different futures markets. And then we got

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<v Speaker 1>into the environment where um seventy four you got into

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<v Speaker 1>this environment where interest rates, tightness of monetary policy, all

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<v Speaker 1>of those things were driving all the markets. So that

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<v Speaker 1>got me hooked on those markets. Anyway, I got fired

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<v Speaker 1>from there because I was a bit rowdy. Did you

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<v Speaker 1>punch somebody? Did you punch your boss in the face?

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<v Speaker 1>Or yes, I punched my bost in the face. That's

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<v Speaker 1>not a good way to print that was, but that was.

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<v Speaker 1>It was New Year's Eve. We got drunk on New

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<v Speaker 1>Year's Eve and somebody other than your boss. You didn't

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<v Speaker 1>think of that anyway, But it didn't. It didn't last long.

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<v Speaker 1>And that's how I started the firm because I was

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<v Speaker 1>because the clients still wanted to do business. The year

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<v Speaker 1>was that and you started the firm. So it grew

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<v Speaker 1>true from one or two employees to how many. Well,

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<v Speaker 1>in nineteen two it was I think there were eight

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<v Speaker 1>employees and at one point and then I had a

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<v Speaker 1>terrible eighty two so UM, and then it came down

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<v Speaker 1>to one employee. So nineteen eighty three or so, it

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<v Speaker 1>was just me, you have to borrow money from your father. Yeah,

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<v Speaker 1>so let me tell you about the moment um. So

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<v Speaker 1>nineteen eight, nineteen seventy nine, eight eight one. I calculated

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<v Speaker 1>the American banks had lent a lot more money to

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<v Speaker 1>emerging countries than those countries are going to get paid back.

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<v Speaker 1>And I anticipated that there would be a debt crisis

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<v Speaker 1>and with that an economic crisis. So that was my thinking. UM.

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<v Speaker 1>In August nine eighty to Mexico defaulted on its debt

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<v Speaker 1>and a number of countries followed. And so because I

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<v Speaker 1>said that, UM, I got a lot of attention about that,

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<v Speaker 1>and I thought that was going to be producing a

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<v Speaker 1>bear market in stocks. And I could not have been

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<v Speaker 1>wrong more wrong. August nine eighty two was the exact

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<v Speaker 1>bottom of the stock market. And I was wrong. And

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<v Speaker 1>as a result of that, UM, let's take my employees

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<v Speaker 1>or UM, I had to let them go. I lost

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<v Speaker 1>money for myself, I lost money for and I had

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<v Speaker 1>to borrow four thousand dollars for my dad. It was

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<v Speaker 1>the most painful, one of the most painful experiences, but

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<v Speaker 1>it was one of the best experiences that ever happened

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<v Speaker 1>to me in my life because it changed my perspective

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<v Speaker 1>about decision making. It made um. It may gave me

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<v Speaker 1>the humility that I needed and fear of being wrong

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<v Speaker 1>in my decisions, while I was able to maintain my aggressiveness.

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<v Speaker 1>So it changed my whole approach to decision making. You

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<v Speaker 1>paid your father back with equity in Bridgewater or just

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<v Speaker 1>interest now with without interest and with a big hug. Okay,

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<v Speaker 1>so um. From that time on, you began to rely

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<v Speaker 1>a lot more on arithmetic or algorithms and other kinds

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<v Speaker 1>of things. No, no, no no. The big thing was, and

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<v Speaker 1>this is like the biggest message that I think that

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<v Speaker 1>I would get across that I'm trying to convey in

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<v Speaker 1>printce of and so on, UM, is that so many

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<v Speaker 1>people in there have opinions in their heads that might

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<v Speaker 1>be wrong, and they're too attached to them. And if

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<v Speaker 1>you know how to um operate with a certain amount

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<v Speaker 1>of uncertainty and stress test your opinions in a different way,

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<v Speaker 1>you get away from your ego, get away from all that,

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<v Speaker 1>you can learn a lot about raising your probablies and

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<v Speaker 1>being right. So what it made me want to do

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<v Speaker 1>is find the smartest people I could find who disagreed

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<v Speaker 1>with me, and then I could have conversations with them.

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<v Speaker 1>Um and only after I found the smartest people that

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<v Speaker 1>I could find who disagreed with me, would I be

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<v Speaker 1>able to make a decision. In addition to know how

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<v Speaker 1>to improve my return to risk ratio by being able

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<v Speaker 1>to diversify well to create. And so I wanted all

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<v Speaker 1>the upside, but I wanted be able to control the downside.

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<v Speaker 1>And so I would say a number of lessons that

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<v Speaker 1>I'd like to, you know, sort of pass along. First

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<v Speaker 1>of all, the value of mistakes, the value of painful

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<v Speaker 1>mistakes and learning and reflecting on them has been a big,

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<v Speaker 1>big thing. Finding the smartest people who could work with you.

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<v Speaker 1>That's what created an idea meritocracy at Bridgewater. And it's

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<v Speaker 1>that back and forth in terms of the thoughtful disagreement

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<v Speaker 1>and then also raising your probabilities of being right in

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<v Speaker 1>those ways. So that's humility, that fear of being wrong,

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<v Speaker 1>combined with still the audacity to go for the great

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<v Speaker 1>results and how to do that well is really the

0:13:37.440 --> 0:13:39.480
<v Speaker 1>most important thing I learned. But you now use a

0:13:39.520 --> 0:13:43.360
<v Speaker 1>lot of computer related algorithms to help you navigate the market.

0:13:43.920 --> 0:13:46.439
<v Speaker 1>You know, algorithms, or what we call them today, equations

0:13:46.480 --> 0:13:48.720
<v Speaker 1>is what we used to call and so you would

0:13:48.720 --> 0:13:52.040
<v Speaker 1>write that down. And what I learned is by being

0:13:52.120 --> 0:13:55.040
<v Speaker 1>clear that I could tell how that decision would have

0:13:55.040 --> 0:13:57.959
<v Speaker 1>worked in the past in all different environments. So it

0:13:58.000 --> 0:14:00.559
<v Speaker 1>gave me a lot of perspective on making that decision.

0:14:00.840 --> 0:14:03.040
<v Speaker 1>I could test it through the Great Depression and so on,

0:14:03.440 --> 0:14:07.839
<v Speaker 1>and then I could find that I used that same algorithm,

0:14:07.880 --> 0:14:11.480
<v Speaker 1>I could take data from and have the computer make

0:14:11.559 --> 0:14:14.800
<v Speaker 1>decisions in parallel with me, and so, and that does

0:14:14.840 --> 0:14:17.120
<v Speaker 1>what I recommend for everybody. I recommend they write down

0:14:17.120 --> 0:14:20.720
<v Speaker 1>their principles and then realize that almost any of those

0:14:20.760 --> 0:14:25.040
<v Speaker 1>principles can then be converted into algorithms. And so the

0:14:25.080 --> 0:14:29.080
<v Speaker 1>computer was making decisions in parallel with me making decisions.

0:14:29.280 --> 0:14:33.040
<v Speaker 1>That type of partnership between me and the computer and

0:14:33.040 --> 0:14:36.680
<v Speaker 1>not also expressing the algorithms was invaluable not only in

0:14:36.680 --> 0:14:39.320
<v Speaker 1>the quality of the decision making, but also the quality

0:14:39.360 --> 0:14:41.680
<v Speaker 1>of the relationships that I had with people I worked with.

0:14:42.160 --> 0:14:44.720
<v Speaker 1>Bridgewater would not be said to be an easy place

0:14:44.760 --> 0:14:47.640
<v Speaker 1>to work, or is that fair or not? Because that's

0:14:47.680 --> 0:14:51.160
<v Speaker 1>fair because many people common this is a very intense environment,

0:14:51.160 --> 0:14:53.360
<v Speaker 1>and some of them don't survive. Those that do, presumably

0:14:53.360 --> 0:14:57.000
<v Speaker 1>are are adopting your principles. But are you love it

0:14:57.080 --> 0:15:01.560
<v Speaker 1>or hated? Um, you have a big attrition rate from

0:15:01.680 --> 0:15:03.640
<v Speaker 1>young people coming in or I would say in the

0:15:03.680 --> 0:15:08.320
<v Speaker 1>first eighteen months probably about we have protocols and you

0:15:08.400 --> 0:15:12.480
<v Speaker 1>have to understand your weaknesses as well as your strengths.

0:15:12.840 --> 0:15:16.560
<v Speaker 1>And so people coming to that are almost of two types.

0:15:16.960 --> 0:15:19.760
<v Speaker 1>There are the people who say, um, well they I

0:15:19.800 --> 0:15:23.480
<v Speaker 1>suppose almost all come that. I'm excited about that. And

0:15:23.480 --> 0:15:26.400
<v Speaker 1>they're excited about that because they said, yes, I would

0:15:26.480 --> 0:15:29.080
<v Speaker 1>like to know my weaknesses as well as my strengths,

0:15:29.480 --> 0:15:31.800
<v Speaker 1>and I would like to be able to talk about

0:15:31.840 --> 0:15:36.680
<v Speaker 1>anything and have it thrashed out. And uh, that's who

0:15:36.720 --> 0:15:40.320
<v Speaker 1>it works for. But it takes getting used to because

0:15:40.520 --> 0:15:45.640
<v Speaker 1>when you're really talking about the strengths, weaknesses and differences

0:15:45.680 --> 0:15:49.640
<v Speaker 1>and ideas. Our brains have been programmed in a certain way,

0:15:49.920 --> 0:15:54.080
<v Speaker 1>partially because of genetics and partially because of our environments,

0:15:54.120 --> 0:15:59.800
<v Speaker 1>in which disagreement is thought of as producing a fighting

0:16:00.040 --> 0:16:03.760
<v Speaker 1>up a reaction or weaknesses are something that becomes a

0:16:03.840 --> 0:16:06.360
<v Speaker 1>challenge for people to look at. So that's the essence

0:16:06.360 --> 0:16:09.480
<v Speaker 1>of what I suppose. I'm a young college graduate and

0:16:09.520 --> 0:16:12.480
<v Speaker 1>I want to go to Bridgewater and make money and learn.

0:16:13.200 --> 0:16:15.600
<v Speaker 1>What would be the qualities that you would look for

0:16:15.680 --> 0:16:18.520
<v Speaker 1>in me to make it likely that I would succeed?

0:16:18.720 --> 0:16:20.440
<v Speaker 1>Do you want somebody as a first in his class

0:16:20.520 --> 0:16:23.120
<v Speaker 1>or her class? You want somebody that's a student, body, president,

0:16:23.160 --> 0:16:25.920
<v Speaker 1>an athlete? What is it that you look for When

0:16:25.960 --> 0:16:28.320
<v Speaker 1>I look at people, I look at them in uh

0:16:28.560 --> 0:16:35.280
<v Speaker 1>three dimensions of a person, values, abilities, and skills um.

0:16:35.520 --> 0:16:39.360
<v Speaker 1>Most companies higher for skills UM. I believe it should

0:16:39.360 --> 0:16:42.080
<v Speaker 1>be the other way around. I look at their values.

0:16:43.400 --> 0:16:46.520
<v Speaker 1>Values means like, what are the motivations? What are the missions?

0:16:46.720 --> 0:16:50.280
<v Speaker 1>So and it skills is least important. Then you look

0:16:50.280 --> 0:16:53.200
<v Speaker 1>at abilities and abilities is the way of thinking? Is

0:16:53.200 --> 0:16:55.880
<v Speaker 1>somebody a big picture thinker or somebody creative? And I

0:16:55.920 --> 0:16:58.160
<v Speaker 1>want to put together a mix of those right people?

0:16:58.600 --> 0:17:03.160
<v Speaker 1>And then skills? Can you program? Do you know those things?

0:17:03.520 --> 0:17:06.960
<v Speaker 1>That's important, but it's least important. So what I look

0:17:07.040 --> 0:17:13.240
<v Speaker 1>for is really character characters number one um uh and

0:17:13.520 --> 0:17:16.560
<v Speaker 1>UM to be on a mission and then it applies

0:17:16.600 --> 0:17:19.399
<v Speaker 1>to the particular job they have. So when I'm referring

0:17:19.440 --> 0:17:21.960
<v Speaker 1>to values, I'm referring to is this a person of

0:17:22.000 --> 0:17:25.800
<v Speaker 1>good character? Number? One? Now, over your let's say thirty

0:17:25.880 --> 0:17:28.600
<v Speaker 1>years as an investor at Bridgewater, what is your track?

0:17:28.640 --> 0:17:32.000
<v Speaker 1>Every year you've made money virtually for your investors? Well

0:17:32.040 --> 0:17:35.399
<v Speaker 1>at eighteen and the late last eighteen years? Eighteen have

0:17:35.440 --> 0:17:39.880
<v Speaker 1>the last eighteen Yes, that's not too bad. Um about uh,

0:17:40.119 --> 0:17:44.320
<v Speaker 1>is it too late to invest with you? Or who

0:17:44.320 --> 0:17:46.720
<v Speaker 1>can invest with you? Anybody? And any credit investor you're

0:17:46.720 --> 0:17:50.720
<v Speaker 1>not taking are are? We're closed to new investments in

0:17:50.920 --> 0:17:53.840
<v Speaker 1>that pure alpha strategy? And our clients are all institute

0:17:53.920 --> 0:17:56.919
<v Speaker 1>large institutions. And you have two basic strategies that you

0:17:57.960 --> 0:18:00.800
<v Speaker 1>provide investors. That's right, and I think that will be

0:18:00.800 --> 0:18:04.200
<v Speaker 1>helpful for people to understand the nature of that. There

0:18:04.280 --> 0:18:07.480
<v Speaker 1>is a strategic asset allocation. Next, what is your best

0:18:07.520 --> 0:18:11.159
<v Speaker 1>diverse by portfolio? If you had no idea what was

0:18:11.160 --> 0:18:15.000
<v Speaker 1>going to happen, what would you hold. That's what we

0:18:15.119 --> 0:18:20.600
<v Speaker 1>call our all weather strategy strategy. It's a portfolio of assets. Um.

0:18:20.680 --> 0:18:23.320
<v Speaker 1>And then we have what we call our pure alpha strategy.

0:18:23.600 --> 0:18:30.080
<v Speaker 1>Because there's a separation between alpha and beta. So most

0:18:30.119 --> 0:18:34.800
<v Speaker 1>investors make the mistake of separating those two and think

0:18:34.880 --> 0:18:36.639
<v Speaker 1>that they're going to make money in the market, and

0:18:36.840 --> 0:18:39.840
<v Speaker 1>in the zero sum game, they're probably going to lose

0:18:39.880 --> 0:18:44.080
<v Speaker 1>money from making those bets. So there's the strategic asset

0:18:44.119 --> 0:18:47.800
<v Speaker 1>allocation mix, which is the all weather beta piece, and

0:18:47.840 --> 0:18:50.560
<v Speaker 1>then there's the alpha. In other words, Okay, now I

0:18:50.560 --> 0:18:52.920
<v Speaker 1>think it's a good time to move this way that way,

0:18:52.920 --> 0:18:56.040
<v Speaker 1>and that's the alpha stress. Um, it's too too late

0:18:56.080 --> 0:18:58.080
<v Speaker 1>for friends and family to get into your fund right,

0:18:58.960 --> 0:19:02.600
<v Speaker 1>there's no opening, not gonna open any anytime soon. Okay.

0:19:03.119 --> 0:19:06.639
<v Speaker 1>So important part of your life has been transcendental meditation.

0:19:07.280 --> 0:19:09.760
<v Speaker 1>You do this twice a day. When did you start

0:19:09.920 --> 0:19:12.600
<v Speaker 1>and why is it so important to you? Um? I

0:19:12.760 --> 0:19:18.640
<v Speaker 1>started in nineteen sixty nine or so. I've started because

0:19:18.680 --> 0:19:22.160
<v Speaker 1>the Beatles, uh did it and then and I learned

0:19:22.200 --> 0:19:25.640
<v Speaker 1>about it and I thought it was but I it's Uh,

0:19:25.720 --> 0:19:29.920
<v Speaker 1>it's a it's a very important thing. I would say. Um,

0:19:31.920 --> 0:19:34.360
<v Speaker 1>it's the greatest gift that I think I can give anyone.

0:19:35.000 --> 0:19:40.399
<v Speaker 1>It gives a combination of an equanimity, uh, the you know,

0:19:40.440 --> 0:19:43.240
<v Speaker 1>a calmness, so no matter what's coming at you. You

0:19:43.280 --> 0:19:46.520
<v Speaker 1>can approach it with that sort of calmness. It gives

0:19:46.600 --> 0:19:49.720
<v Speaker 1>one a creativity because it is a process of going

0:19:50.080 --> 0:19:53.359
<v Speaker 1>transcending is a process of going into your subconscious mind

0:19:53.760 --> 0:19:58.359
<v Speaker 1>and relaxing. So it's UM, it's been very helpful. So

0:19:58.400 --> 0:20:00.280
<v Speaker 1>now you are one of the wealthiest up in the

0:20:00.359 --> 0:20:02.800
<v Speaker 1>United States, one of the most successful investors. So you

0:20:02.920 --> 0:20:04.840
<v Speaker 1>now have a fair amount of wealth to give away,

0:20:04.840 --> 0:20:06.919
<v Speaker 1>and you were one of the original signers of the

0:20:06.960 --> 0:20:10.280
<v Speaker 1>Giving Pledge. What are the philanthropic interests that are most

0:20:10.320 --> 0:20:14.440
<v Speaker 1>appealing to you. My interests are I guess I would

0:20:14.440 --> 0:20:18.640
<v Speaker 1>say two big interests. I'm really thrilled about ocean exploration.

0:20:18.760 --> 0:20:21.000
<v Speaker 1>This is something that's a big deal for me. But

0:20:21.119 --> 0:20:24.880
<v Speaker 1>we we have donate to many different things. UM. And

0:20:24.920 --> 0:20:28.720
<v Speaker 1>then important things for my wife and for me has

0:20:28.760 --> 0:20:33.040
<v Speaker 1>to do with the education of what are called disengaged

0:20:33.040 --> 0:20:37.840
<v Speaker 1>and disconnected UH students, those who would not get through

0:20:37.960 --> 0:20:40.520
<v Speaker 1>high school. So when you have the kind of platform,

0:20:40.560 --> 0:20:43.880
<v Speaker 1>you now have a virtue of your success as an investor. UM.

0:20:43.920 --> 0:20:45.720
<v Speaker 1>Do you find it easier to meet with heads of

0:20:45.760 --> 0:20:49.840
<v Speaker 1>state finance ministers, heads of countries and do you find

0:20:49.840 --> 0:20:52.040
<v Speaker 1>that to be appealing to do that? And give them

0:20:52.080 --> 0:20:56.240
<v Speaker 1>your views on these subjects. We find it mutually appealing. Yes,

0:20:56.320 --> 0:21:02.280
<v Speaker 1>I um, uh I that you know, from my point

0:21:02.280 --> 0:21:04.280
<v Speaker 1>of view, I'm very interested in the subject matter. But

0:21:04.320 --> 0:21:08.440
<v Speaker 1>I'm also interested in being able to UM have an impact,

0:21:08.560 --> 0:21:13.560
<v Speaker 1>being able to help and so sometimes in policies, UM

0:21:13.600 --> 0:21:17.680
<v Speaker 1>it's had a big, big effect. And like EACB policy

0:21:17.760 --> 0:21:20.560
<v Speaker 1>or other policies. So if a if somebody came to

0:21:20.600 --> 0:21:22.119
<v Speaker 1>you and said I'd like you to be the chairman

0:21:22.119 --> 0:21:24.080
<v Speaker 1>of the Fed or the secretary of the treasury, would

0:21:24.080 --> 0:21:26.000
<v Speaker 1>you ever go into government? Or that's not for you,

0:21:26.200 --> 0:21:28.439
<v Speaker 1>that's not for me. Today, the greatest pleasure of your

0:21:28.480 --> 0:21:32.119
<v Speaker 1>life is your family or financial success giving away money?

0:21:32.160 --> 0:21:35.760
<v Speaker 1>What do you most enjoy? No, the financial success has

0:21:35.800 --> 0:21:40.000
<v Speaker 1>never been It's an inadvertent thing that came largely because

0:21:40.040 --> 0:21:41.840
<v Speaker 1>I like to play a game that if you played

0:21:41.840 --> 0:21:45.120
<v Speaker 1>the game, well, you get the money. But the financial

0:21:45.160 --> 0:21:48.840
<v Speaker 1>success has never been uh. Pass taking care of my

0:21:48.920 --> 0:21:52.040
<v Speaker 1>family and living adequately. Uh, it's been a nice thing

0:21:52.080 --> 0:21:56.000
<v Speaker 1>to have it. No, UM, for me, the most important

0:21:56.000 --> 0:22:00.359
<v Speaker 1>thing in terms of saving really has been relationships. UM.

0:22:00.400 --> 0:22:04.680
<v Speaker 1>Meaningful work and meaningful relationships. These are the most important thing. Well,

0:22:04.720 --> 0:22:07.240
<v Speaker 1>I on a mission, to have a passion to work

0:22:07.240 --> 0:22:10.040
<v Speaker 1>with people that I liked to understand the subject. Well.

0:22:10.320 --> 0:22:13.800
<v Speaker 1>I love my game because it forces me to understand

0:22:13.880 --> 0:22:16.840
<v Speaker 1>macro economics the world and to bet on it in

0:22:16.960 --> 0:22:19.840
<v Speaker 1>relationship to other people. So it tests whether I have

0:22:19.920 --> 0:22:23.440
<v Speaker 1>that knowledge. I love that, and I'm glad that we've

0:22:23.480 --> 0:22:26.600
<v Speaker 1>taken it to a certain point. And then there's the

0:22:26.680 --> 0:22:29.320
<v Speaker 1>things that I've savor even more than that above all

0:22:29.359 --> 0:22:33.639
<v Speaker 1>else with seventy years old, and is the relationships, the

0:22:33.800 --> 0:22:37.439
<v Speaker 1>quality of the relationships, that sense of community. That's what

0:22:37.560 --> 0:22:41.040
<v Speaker 1>I treasure more than anything. Thank you very much for

0:22:41.080 --> 0:22:43.520
<v Speaker 1>an interesting conversation and it's a terrific read and I

0:22:43.560 --> 0:22:46.280
<v Speaker 1>highly recommend it. Thanks for writing it, Thank you for

0:22:46.359 --> 0:22:53.080
<v Speaker 1>having me. That was Bridgewater Associates co Chairman and co

0:22:53.240 --> 0:22:55.120
<v Speaker 1>chief investment Officer Ray Dalio.