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most of my first two years in office, Trump was apparently complimentary of my presidency, telling Bloomberg that “overall I believe he’s done a very good job”; but maybe because I didn’t watch much television, I found it hard to take him too seriously. The New York developers and business leaders I knew uniformly described him as all hype, someone who’d left a trail of bankruptcy filings, breached contracts, stiffed employees, and sketchy financing arrangements in his wake, and whose business now in large part consisted of licensing his name to properties he neither owned nor managed. In fact, my closest contact with Trump had come midway through 2010, during the Deepwater Horizon crisis, when he’d called Axe out of the blue to suggest that I put him in charge of plugging the well. When informed that the well was almost sealed, Trump had shifted gears, noting that we’d recently held a state dinner under a tent on the South Lawn and telling Axe that he’d be willing to build “a beautiful ballroom” on White House grounds—an offer that was politely declined.
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