Mark Bertolini

Talk a little bit about that process now.

Your story is so crazy.

I mean, one of these stories is crazy.

Them together is remarkable.

But then the fact that you also had this fairly epic run of business success during this time, it's hard to wrap one's mind around.

I don't know how to formulate the question other than it's really interesting to me that during this period of insane pain and difficulty and one hour of sleep a night, you were also somehow one of the more successful business people in the country and you personally made tons of money.

How did that happen?

Reflect on that for us a little bit.

Money comes naturally as a result of service.

Before I ask the question of why then go to do what you're doing now at Oscar, I'd love you to talk about the Bridgewater chapter.

This is a topic that this audience in particular will find fascinating.

So you went to run Bridgewater and helped Dalio try to transition out of Bridgewater.

And why did you decide to do it?

The projection sheets?

And that's what you get to do at Oscar now.

How do you know what to do?

I like this idea that the job of the CEO is to know what to do.

How do you know what to do?

So a big part of the answer to the question is constant curiosity.

Constant curiosity.