Pros
If the lasting memory of a company is the "Free Lunches", that is a sad state. What were the pros, what made this more than a job, more than punching a clock? The people, ideas, innovation, and the speed our team could take napkin-math and turn it into real dollars in the most competitive markets in the World. Years of constantly sharpening our teeth on data, market participants, and sometimes each other. This was the life-blood of Tradebot and I unflinchingly devoted myself to the process: we all did. Any thought or observation could spark a deep-dive into complex multi-dimensional puzzles with no definitive answers. Multitudes of people living and breathing micro-market data, technology driven solutions, and creative ways to successfully implement their work into the broader markets. Project after project being scrutinized and picked-through by a well-oiled, well-capitalized team comprised of people with diverse mental-betas and life experiences. It was a special place. A special group. One I will remember fondly and selfishly as “My Dream Team.” We all had strengths to prop up our fellow Tradebotters’. An ideal team at the ideal time battling the ever-shifting sands of the US markets and winning.
Cons
Kiss the ring or pack your things! Consider Tradebot a high-tech boys club ran to entertain its owner as opposed to a cutting-edge trading firm looking to compete in the US equities or any other financial markets. Tradebot is a shell of what it once was. The pace of discovery, curiosity for new ideas, innovation, and freedom to constructively disagree have been thoroughly stamped out. Wait, how could there be such a dramatic change in the culture? From 2004 - 2014 Tradebot had non-owner CEOs. Those CEOs promoted permissionless-innovation, cross-team pollination, and empowered associates to grow the business based on the merit of an idea not a title. They believed the collective to be more powerful than the individual and Tradebot thrived. In 2014 the owner reclaimed the mantel of CEO. With this change seamless innovation, robust ideation and my personal dream team were vanquished. Teams now compete internally. Lines have been drawn in the sand, winners and losers have been chosen and communication has been stifled. The 7th floor of Briarcliff Tower, once teeming with fervor and excitement is now a boneyard of empty seats and monitors exposing gapping wounds of empty space and lost opportunity. If you want to know what you are getting into at Tradebot read The Founders Dilemma. Tradebot is a control driven organization now. Compared to a financial-driven organization between 2004 - 2014. The Board Member selections, pace of innovation, risk tolerance and whimsical macro-direction all support the “King classification” described in the paper.