The other point is that Bannon, however smart and even charismatic, however much he extolled the virtue of being a “stand-up guy,” was not necessarily a nice guy. Several decades as a grasping entrepreneur without a satisfying success story doesn’t smooth the hustle in hustler. One competitor in the conservative media business, while acknowledging his intelligence and the ambitiousness of his ideas, also noted, “He’s mean, dishonest, and incapable of caring about other people. His eyes dart around like he’s always looking for a weapon with which to bludgeon or gouge you.”
Conservative media fit not only his angry, contrarian, and Roman Catholic side, but it had low barriers to entry—liberal media, by contrast, with its corporate hierarchies, was much harder to break into. What’s more, conservative media is a highly lucrative target market category, with books (often dominating the bestseller lists), videos, and other products available through direct sales avenues that can circumvent more expensive distribution channels.
In the early 2000s, Bannon became a purveyor of conservative books products and media. His partner in this enterprise was David Bossie, the far-right pamphleteer and congressional committee investigator into the Clintons’ Whitewater affair, who would join him as deputy campaign manager on the Trump campaign. Bannon met Breitbart News founder Andrew Breitbart at a screening of one of the Bannon-Bossie documentaries In the Face of Evil (billed as “Ronald Reagan’s crusade to destroy the most tyrannical and depraved political systems the world has ever known”), which in turn led to a relationship with the man who offered Bannon the ultimate opportunity: Robert Mercer.
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In this regard, Bannon was not so much an entrepreneur of vision or even business discipline, he was more simply following the money—or trying to separate a fool from his money. He could not have done better than Bob and Rebekah Mercer. Bannon focused his entrepreneurial talents on becoming courtier, Svengali, and political investment adviser to father and daughter.
Theirs was a consciously quixotic mission. They would devote vast sums—albeit still just a small part of Bob Mercer’s many billions—to trying to build a radical free-market, small-government, home-schooling, antiliberal, gold-standard, pro-death-penalty, anti-Muslim, pro-Christian, monetarist, anti-civil-rights political movement in the United States.
Bob Mercer is an ultimate quant, an engineer who designs investment algorithms and became a co-CEO of one of the most successful hedge funds, Renaissance Technologies. With his daughter, Rebekah, Mercer set up what is in effect a private Tea Party movement, self-funding whatever Tea Party or alt-right project took their fancy. Bob Mercer is almost nonverbal, looking at you with a dead stare and either not talking or offering only minimal response. He had a Steinway baby grand on his yacht; after inviting friends and colleagues on the boat, he would spend the time playing the piano, wholly disengaged from his guests. And yet his political beliefs, to the extent they could be discerned, were generally Bush-like, and his political discussions, to the extent that you could get him to be responsive, were about issues involving ground game and data gathering. It was Rebekah Mercer—who had bonded with Bannon, and whose politics were grim, unyielding, and doctrinaire—who defined the family. “She’s . . . like whoa, ideologically there is no conversation with her,” said one senior Trump White House staffer.
With the death of Andrew Breitbart in 2012, Bannon, in essence holding the proxy of the Mercers’ investment in the site, took over the Breitbart business. He leveraged his gaming experience into using Gamergate—a precursor alt-right movement that coalesced around an antipathy toward, and harassment of, women working in the online gaming industry—to build vast amounts of traffic through the virality of political memes. (After hours one night in the White House, Bannon would argue that he knew exactly how to build a Breitbart for the left. And he would have the key advantage because “people on the left want to win Pulitzers, whereas I want to be Pulitzer!”)
Working out of—and living in—the town house Breitbart rented on Capitol Hill, Bannon became one of the growing number of notable Tea Party figures in Washington, the Mercers’ consigliere. But a seeming measure of his marginality was that his big project was the career of Jeff Sessions—“Beauregard,” Sessions’s middle name, in Bannon’s affectionate moniker and evocation of the Confederate general—among the least mainstream and most peculiar people in the Senate, whom Bannon tried to promote to run for president in 2012.
Donald Trump was a step up—and early in the 2016 race, Trump became the Breitbart totem. (Many of Trump’s positions in the campaign were taken from the Breitbart articles he had printed out for him.) Indeed, Bannon began to suggest to people that he, like Ailes had been at Fox, was the true force behind his chosen candidate.
Bannon didn’t much question Donald Trump’s bona fides, or behavior, or electability, because, in part, Trump was just his latest rich man. The rich man is a fixed fact, which you have to accept and deal with in an entrepreneurial world—at least a lower-level entrepreneurial world. And, of course, if Trump had had firmer bona fides, better behavior, and clear electability, Bannon would not have had his chance.
However much a marginal, invisible, small-time hustler Bannon had been—something of an Elmore Leonard character—he was suddenly transformed inside Trump Tower, an office he entered on August 15, and for practical purposes, did not exit, save for a few hours a night (and not every night) in his temporary midtown Manhattan accommodations, until January 17, when the transition team moved to Washington. There was no competition in Trump Tower for being the brains of the operation. Of the dominant figures in the transition, neither Kushner, Priebus, nor Conway, and certainly not the president-elect, had the ability to express any kind of coherent perception or narrative. By default, everybody had to look to the voluble, aphoristic, shambolic, witty, off-the-cuff figure who was both ever present on the premises and who had, in an unlikely attribute, read a book or two.
And indeed who, during the campaign, turned out to be able to harness the Trump operation, not to mention its philosophic disarray, to a single political view: that the path to victory was an economic and cultural message to the white working class in Florida, Ohio, Michigan, and Pennsylvania.
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Bannon collected enemies. Few fueled his savagery and rancor toward the standard-issue Republican world as much as Rupert Murdoch—not least because Murdoch had Donald Trump’s ear. It was one of the key elements of Bannon’s understanding of Trump: the last person Trump spoke to ended up with enormous influence. Trump would brag that Murdoch was always calling him; Murdoch, for his part, would complain that he couldn’t get Trump off the phone.
“He doesn’t know anything about American politics, and has no feel for the American people,” said Bannon to Trump, always eager to point out that Murdoch wasn’t an American. But Trump couldn’t get enough of him. With his love of “winners”—and he saw Murdoch as the ultimate winner—Trump was suddenly bad-mouthing his friend Ailes as a “loser.”
And yet in one regard Murdoch’s message was useful to Bannon. Having known every president since Harry Truman—as Murdoch took frequent opportunities to point out—and, he conjectured, as many heads of state as anyone living, Murdoch believed he understood better than younger men, even seventy-year-old Trump, that political power was fleeting. (This was in fact the same message he had imparted to Barack Obama.) A president really had only, max, six months to make an impact on the public and set his agenda, and he’d be lucky to get six months. After that it was just putting out fires and battling the opposition.
This was the message whose urgency Bannon himself had been trying to impress on an often distracted Trump. Indeed, in his first weeks in the White House, an inattentive Trump was already trying to curtail his schedule of meetings, limit his hours in the office, and keep his normal golf habits.