What is Bain Capital and what did Romney do there?
Bain Capital is a leveraged-buyout company, which Romney helped to found in 1984 and ran as C.E.O. until 1999. In 2007, when Romney was first running for President, the Boston
Globe published a series of articles entitled “The Making of Mitt Romney.”
Part 3, “Reaping Profit in Study, Sweat,” by Robert Gavin and Sacha Pfeiffer, covered Romney’s career at Bain Capital in detail. It went through a number of deals in which the firm had made a lot of money while closing factories, eliminating jobs, using tax-sheltered offshore accounts, and, in some cases, driving the companies it had bought into bankruptcy. “Bain Capital is the model of how to leverage brain power to make money,” Howard Anderson, a professor at M.I.T.’s Sloan School of Management, told the
Globe. “They are first rate financial engineers. They will do everything they can to increase the value. The promise (to investors) is to make as much money as possible. You don’t say we’re going to make as much money as possible without going offshore and laying off people.”
Can you give me an example in which Bain Capital made a lot of money from a company that failed?
During the early nineties, Bain Capital bought an old steel mill in Kansas City from Armco Steel Corp., and merged it with other plants it had acquired in South Carolina and elsewhere under the name GS Industries. It was Bain Capital’s tenth-largest investment under Romney.
According to a recent
account by the Reuters reporters Andy Sullivan and Greg Roumeliotis, within two years of investing eight million dollars to create GS Industries and take a majority interest, Bain Capital had paid itself a special dividend of $36.1 million, financed by a big issue of debt. (Some of this money was subsequently reinvested in the company.) G.S.I. subsequently struggled against domestic and foreign competitors. In 1999 it sought a federal loan guarantee, and in 2001 it entered bankruptcy protection. More than seven hundred workers lost their jobs, health insurance, and some of their retirement benefits. A federal agency had to put up $44 million to bail out the company’s pension plan. Even while G.S.I. was fighting for survival, Bain continued to extract management fees from it—about $900,000 a year, according to a recent Los Angeles
Times story. “Bain partners think the profits they made are a sign of brilliance,” an official of the steel workers’ union who negotiated with G.S.I. told the paper. “It’s not brilliance. It’s lurking around the corner and mugging somebody.”
When did Bain’s business practices first turn into a political issue for Romney?
In October, 1994, when Romney was running for the U.S. Senate against Ted Kennedy, a group of workers who had lost their jobs at a plant in Marion, Indiana, operated by American Pad & Paper (Ampad), a manufacturing company that Bain Capital had bought out two years earlier, drove to Boston and started heckling him at political events. The workers told anybody who would listen how, with Bain Capital’s backing, Ampad had fired two hundred and fifty union workers, offering to hire some of them back at much lower wages and with less generous health-care coverage.
The uproar over the Ampad workers helped Kennedy to defeat Mitt handily. That didn’t stop Ampad from closing down the Indiana plant a few months later, eliminating practically all the jobs there. And in the end, Bain Capital’s involvement with Ampad turned out to very remunerative. In 1996, the company went public in an I.P.O., enabling Bain to cash out some of its investment. But Ampad remained heavily indebted, and in 2000 it filed for bankruptcy. By then, according to the Deutsche Bank prospectus, Romney and Bain Capital had made $102 million on an initial investment of just $5 million.
For Romney, the Ampad story has never gone away. The
2007 Boston Globe series mentioned above details the Ampad saga, and examines it in
this sidebar, and
a 2008 Globe story looks at Romney’s role, and how it played out politically. In
another important and early look at Bain Capital, which was published in December, 2007, the Los Angeles
Times reporter Bob Drogin interviewed one of Romney’s colleagues who served on Ampad’s board of directors, Marc B. Wolpow. “They’re whitewashing his career now,” Wolpow said. “We had a scheme where the rich got richer. I did it, and I feel good about it. But I’m not planning to run for office.” At the time Ampad shut down its plant in Marion, Romney was back running Bain Capital. “He was in charge,” Wolpow told Drogin. “He could have ordered me to settle with the union. He didn’t order me to do that. He let me take decisions that would maximize the value of the investment. That was the right decision as CEO of Bain Capital. But let’s not pretend it was something else.”
The Bain Bomb: A User’s Guide