Journalists and political rivals have scoured Mitt Romney’s record running Bain Capital and the Salt Lake City Olympics, in search not only of scandal but also for clues about how he would exercise his duties as president of the United States. Far less scrutiny has been given to Mr. Romney’s time in another, far more relevant job—the four years he spent as governor of the Commonwealth of Massachusetts.
The record of that period, from January 2003 through December 2006, is replete with examples of ways the management-consultant-turned-investor brought his private-sector sensibilities to his public responsibilities.
As governor, Mr. Romney stocked his cabinet with former business executives, including ex-Fidelity Investments Vice Chairman Robert C. Pozen, rather than the more traditional cadre of graying lawmakers and party stalwarts. Mr. Romney gave his cabinet secretaries considerable authority and autonomy. They reported to him much as the heads of business units would report to a CEO.
In searching for cuts—the state faced a budget gap in the billions of dollars when Mr. Romney took office—he did something that had become second nature: He brought in consultants to review the biggest portions of the state budget.
The state didn’t raise taxes, but steps it took under Mr. Romney had the same effect on households and some business owners.
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