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The Great Read
Ray Dalio’s investing tactics have always been a closely kept secret, even inside Bridgewater Associates. Several years ago, some of Wall Street’s biggest names set out to discover his edge.
By Rob Copeland
Rob Copeland is a finance reporter for The Times. He is the author of “The Fund: Ray Dalio, Bridgewater Associates and the Unraveling of a Wall Street Legend,” from which this article is adapted.
For years, the whispered questions have passed from one Wall Street trading floor to the next.
Bridgewater Associates, a global investing force, had $168 billion under management at its peak in 2022, making it not just the world’s largest hedge fund, but also more than twice the size of the runner-up. Bridgewater’s billionaire founder, Ray Dalio, was omnipresent in the financial media and said publicly that he had cracked what he termed “the holy grail” of investing, including a series of trading formulas bound to make money, “by which I mean that if you find this thing, you will be rich and successful.”
So why didn’t anyone on Wall Street know much of anything about it?
Since founding Bridgewater in his Manhattan apartment in 1975, Mr. Dalio has been said to have developed prodigious skill at spotting, and making money from, big-picture global economic or political changes, such as when a country raises its interest rates or cuts taxes. That made both a lot of sense and none at all; what was it about Bridgewater that made it so much better at predictions than any other investor in the world trying to do the exact same thing?
Bridgewater earned worldwide fame for navigating the 2008 financial crisis, when the firm’s main fund rose 9 percent while stocks dropped 37 percent, making Mr. Dalio a sought-after adviser for the White House and Federal Reserve and attracting new deep-pocketed clients to his fund. Yet the hedge fund’s overall descriptions of its investment approach could be maddeningly vague. Mr. Dalio often said he relied on Bridgewater’s “investment engine,” a collection of hundreds of “signals,” or quantitative indicators that a market was due to rise or fall. Bridgewater rarely revealed any details of these signals, citing competitive pressure, but if they pointed to trouble ahead or even to uncertainty, Bridgewater said it would buy or sell assets accordingly — even if Mr. Dalio’s own gut might have told him otherwise.
This supposed conquering of his base instincts was central to Mr. Dalio’s identity and expressed in his manifesto, “Principles,” which prescribed a doctrine of “radical transparency” and listed hundreds of rules for how to overcome one’s psyche. (One rule reads, in part: “Not all opinions are equally valuable so don’t treat them as such.”)
What confused rivals, investors and onlookers alike was that the world’s biggest hedge fund didn’t seem to be much of a Wall Street player at all. Much smaller hedge funds could move the markets just by rumors of one trade or another. Bridgewater’s heft should have made it the ultimate whale, sending waves rolling every time it adjusted a position. Instead, the firm’s footprint was more like that of a minnow.
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