Happy to answer your questions in general:

// How was your time there?

I found it challenging but worthwhile. Bridgewater drowns you in feedback even if you're an amazing performer, so you're constantly aware of your good and bad patterns. Obviously some of that stuff is hard to hear because your ego fights it being true, but I found a few areas where I really embraced the feedback and improved myself not just as an employee but as a person. EG, I am more decisive, more aware of my propensity to over-analyze and the real impact it can have on things, etc. Some of the stuff was deeper but too much context to explain.

// - What was your role at the company?

I was brought in as a senior tech IC with an eye to take the space on as a manager.

// - What was the interview process like?

I think it was fairly specific to me and my role to be honest. One big thing obviously is the firm is very focused on screening out people who are not interested in operating in this culture of growth and transparency.

// - Can you describe what a normal day looked like for you?

In terms of time allocation, not that different than my prior job at a fintech or subsequent FAANG. Every colleague was very smart and communication was very high-bandwidth. I really appreciated being able to say "you are confusing me" or "this doesn't make sense to do because X" -- and have people say this stuff to me -- without hesitation. It was very good to know where you stand and have no barrier to let others know what you are thinking.

// - How often did you interact with RD?

I was in a few large meetings where he was in and otherwise had a chat w him at a picnic table outside the office on a sunny day. I think he was sitting there smoking a pipe before I came to say hi.

// What was the book's biggest mischaracterization/exaggeration of RD/BW?

I didn't read the book and based on the articles I see coming from it, I have zero interest. But mainly, BW culture is legitimately not for everybody and not even for most people. The mistake people make it hearing about how it works and instead of deciding "wow, that's not for me" - they decide "wow, that's terrible."

An analogy I have is something like - imagine someone told you about an olympian's training regiment, diet, etc. You'd probably go "wow what a horrible life" - but the olympian loves it because that type of rigor is necessary for the kind of performance they seek to attain. Obviously working at BW is not the olympics but as an analogy it works.

// - What was the book's most accurate assessment?

Similar to above, it sounds like the book describes certain processes and attributes of the culture and then tells you "and that's terrible" whereas the folks who work there love these aspects of the culture and connect it to their personal growth, company success, etc.

// Why did you get fired? What was the firing process like (any NDAs/noncompetes)?

When COVID hit, we downsized the tech department of my business. I was legitimately the weakest person of my role in my area so it was right for me to go. I don't say this as false modesty, I am good at what I do but the other people were even better. The firing was super respectful, I got to pick my exit date and had very generous severance. BW has a fairly standard non-compete that I signed when I joined (I had thought about it for a while and decided it was a worthwhile risk.) Mainly, if I wanted to go to another fund for a similar role, they were likely to block it. The further afield I went, the less of an issue there was. I had two jobs in the non-compete period (2 years) and BW signed off on both within the same day.

Happy to share anything else