Is it possible that David Brooks was wrong?

Back during the campaign, not even Brooks could hide the fact that Obama had a thin resume. He assured any one who would listen that executive experience was not necessary because Obama was surrounded by experts.

Brooks predicted an Obama victory by nine points, and said that although he found Obama to be "a very mediocre senator," he was is surrounded by what Brooks called "by far the most impressive people in the Democratic party."

"He's phenomenally good at surrounding himself with a team," Brooks said. "I disagree with them on most issues, but I am given a lot of comfort by the fact that the people he's chosen are exactly the people I think most of us would want to choose if we were in his shoes. So again, I have doubts about him just because he was such a mediocre senator, but his capacity to pick staff is impressive."

I wonder what Brooks thinks about this representative of Obama's best and brightest?

The 31-Year-Old in Charge of Dismantling G.M.

WASHINGTON — It is not every 31-year-old who, in a first government job, finds himself dismantling General Motors and rewriting the rules of American capitalism.

But that, in short, is the job description for Brian Deese, a not-quite graduate of Yale Law School who had never set foot in an automotive assembly plant until he took on his nearly unseen role in remaking the American automotive industry.

Nor, for that matter, had he given much thought to what ailed an industry that had been in decline ever since he was born. A bit laconic and looking every bit the just-out-of-graduate-school student adjusting to life in the West Wing — “he’s got this beard that appears and disappears,” says Steven Rattner , one of the leaders of President Obama automotive task force — Mr. Deese was thrown into the auto industry’s maelstrom as soon the election-night parties ended.

“There was a time between Nov. 4 and mid-February when I was the only full-time member of the auto task force,” Mr. Deese, a special assistant to the president for economic policy, acknowledged recently as he hurried between his desk at the White House and the Treasury building next door. “It was a little scary.”

***

Mr. Deese’s role is unusual for someone who is neither a formally trained economist nor a business school graduate, and who never spent much time flipping through the endless studies about the future of the American and Japanese auto industries.