Massachusetts lessons about a President Romney

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. …

But some of the budget changes Mr. Romney championed have been overlooked or ignored by critics trying to portray him as a stooge for corporate interests. He aggressively attacked certain loopholes that businesses were exploiting; one of the effects was to make it much harder for Massachusetts corporations to reduce tax liabilities by registering trademarks in other states. His administration went after banks that were avoiding tax liabilities by putting assets in real-estate investment trusts. Some business leaders, especially in financial services, felt betrayed. …

When it came time to craft the piece of legislation that has become Mr. Romney’s biggest Massachusetts legacy and perhaps his chief national political liability—the 2006 health-care overhaul that would become known as RomneyCare—he again turned to private-sector consultants. Leaders of major stakeholders, including insurance companies, played important roles. So did some lawmakers. But Mr. Romney relied on the consultants to dig deeply into a fundamental problem: Why were so many people not buying health insurance? …