In the end, what matters most is that the people you work with share your values, so I've wanted people who value the meaningful work and meaningful relationships that always motivated me in building Bridgewater.

Competitiveness is really what it costs you per man-hour to get you what you want. In other words, there's an education level that plays into the mix and so if it's inexpensive to buy an hour of real good education in places like China versus the U.S., that factors in.

Nature gave us pain as a messaging device to tell us that we are approaching, or that we have exceeded, our limits in some way.

Some people who are creative are not reliable and vice versa; some see big pictures while others see details, etc. All of them are important to have on well-orchestrated teams.

An economy is not a complicated thing; it just has a lot of moving parts.

As Harvard developmental psychologist Robert Kegan, who has studied Bridgewater, says, in most work places everyone is working two jobs. The first is whatever their actual job is; the second consists of managing others' impressions of them, especially by hiding weaknesses and inadequacies - which is an enormous waste of energy.

To make money in the markets, you have to think independently and be humble.