Page 57 - Ray Dalio - Principles
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investment  managers  who  were  buying  our  research  were
                       using  it  to  make  money.  Second,  we  were  successfully
                       managing  companies’  interest-rate  and  currency  exposures.

                       With those two things going as well as they were, I figured we
                       could  become  successful  institutional  investment  managers
                       ourselves. So I made the pitch to the people who ran the World
                       Bank’s pension fund, most importantly Hilda Ochoa, who was
                       its chief investment officer at the time. Despite the fact that we
                       had no assets under management and no track record, she gave
                       us a $5 million U.S. bond account to manage.


                          That was a huge turning point for us, as it was the start of
                       Bridgewater as we know it today. The strategy we used for the
                       World Bank shifted between holding cash and holding twenty-
                       year U.S. Treasury bonds, because these positions would give
                       us leveraged bets on the direction of interest rates. When our
                       systems  indicated  that  the  pressures  on  interest  rates  would
                       cause them to fall, we would hold twenty-year Treasury bonds,

                       and when the system pointed to rates rising, we would stay in
                       cash.  We  did  very  well,  and  before  long  other  large
                       institutional  investors  gave  us  money  to  manage  as  well.
                       Mobil Oil and Singer were our next two accounts and others
                       followed in rapid succession. We went on to become the top-
                       performing U.S. bond manager in the world.




                       VENTURING BEHIND THE “CLOSED

                                          DOOR” OF CHINA




                       Part of what was great about consulting was that it gave me
                       opportunities  to  travel.  The  more  unusual  a  place,  the  more
                       interesting  I  found  it.  This  curiosity  drew  me  to  Beijing  in
                       1984. The only images I’d seen of China when I was growing
                       up were of masses of people waving Mao’s Little Red Book,
                       so having an opportunity to go behind what was still a mostly
                       “closed door” was alluring. I got the invitation because I had a

                       small office in Hong Kong whose director was an advisor to
                       CITIC, the “window company” that was the only business in
                       China  allowed  to  deal  with  the  outside  world.  Beijing  was
                       filled  with  wonderful  and  incredibly  hospitable  people  who
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