Steve Jobs

Making matters worse was that his beloved company was now in the hands of a man he considered a bozo. “The board felt that I couldn’t run a company, and that was their decision to make,” he said. “But they made one mistake. They should have separated the decision of what to do with me and what to do with Sculley. They should have fired Sculley, even if they didn’t think I was ready to run Apple.” Even as his personal gloom slowly lifted, his anger at Sculley, his feeling of betrayal, deepened.

The situation worsened when Sculley told a group of analysts that he considered Jobs irrelevant to the company, despite his title as chairman. “From an operations standpoint, there is no role either today or in the future for Steve Jobs,” he said. “I don’t know what he’ll do.” The blunt comment shocked the group, and a gasp went through the auditorium.

Perhaps getting away to Europe would help, Jobs thought. So in June he went to Paris, where he spoke at an Apple event and went to a dinner honoring Vice President George H. W. Bush. From there he went to Italy, where he drove the hills of Tuscany with Redse and bought a bike so he could spend time riding by himself. In Florence he soaked in the architecture of the city and the texture of the building materials. Particularly memorable were the paving stones, which came from Il Casone quarry near the Tuscan town of Firenzuola. They were a calming bluish gray. Twenty years later he would decide that the floors of most major Apple stores would be made of this sandstone.

The Apple II was just going on sale in Russia, so Jobs headed off to Moscow, where he met up with Al Eisenstat. Because there was a problem getting Washington’s approval for some of the required export licenses, they visited the commercial attaché at the American embassy in Moscow, Mike Merwin. He warned them that there were strict laws against sharing technology with the Soviets. Jobs was annoyed. At the Paris trade show, Vice President Bush had encouraged him to get computers into Russia in order to “foment revolution from below.” Over dinner at a Georgian restaurant that specialized in shish kebab, Jobs continued his rant. “How could you suggest this violates American law when it so obviously benefits our interests?” he asked Merwin. “By putting Macs in the hands of Russians, they could print all their newspapers.”

Jobs also showed his feisty side in Moscow by insisting on talking about Trotsky, the charismatic revolutionary who fell out of favor and was ordered assassinated by Stalin. At one point the KGB agent assigned to him suggested he tone down his fervor. “You don’t want to talk about Trotsky,” he said. “Our historians have studied the situation, and we don’t believe he’s a great man anymore.” That didn’t help. When they got to the state university in Moscow to speak to computer students, Jobs began his speech by praising Trotsky. He was a revolutionary Jobs could identify with.

Jobs and Eisenstat attended the July Fourth party at the American embassy, and in his thank-you letter to Ambassador Arthur Hartman, Eisenstat noted that Jobs planned to pursue Apple’s ventures in Russia more vigorously in the coming year. “We are tentatively planning on returning to Moscow in September.” For a moment it looked as if Sculley’s hope that Jobs would turn into a “global visionary” for the company might come to pass. But it was not to be. Something much different was in store for September.

CHAPTER EIGHTEEN

NeXT

Prometheus Unbound

The Pirates Abandon Ship

Upon his return from Europe in August 1985, while he was casting about for what to do next, Jobs called the Stanford biochemist Paul Berg to discuss the advances that were being made in gene splicing and recombinant DNA. Berg described how difficult it was to do experiments in a biology lab, where it could take weeks to nurture an experiment and get a result. “Why don’t you simulate them on a computer?” Jobs asked. Berg replied that computers with such capacities were too expensive for university labs. “Suddenly, he was excited about the possibilities,” Berg recalled. “He had it in his mind to start a new company. He was young and rich, and had to find something to do with the rest of his life.”

Jobs had already been canvassing academics to ask what their workstation needs were. It was something he had been interested in since 1983, when he had visited the computer science department at Brown to show off the Macintosh, only to be told that it would take a far more powerful machine to do anything useful in a university lab. The dream of academic researchers was to have a workstation that was both powerful and personal. As head of the Macintosh division, Jobs had launched a project to build such a machine, which was dubbed the Big Mac. It would have a UNIX operating system but with the friendly Macintosh interface. But after Jobs was ousted from the Macintosh division, his replacement, Jean-Louis Gassée, canceled the Big Mac.

When that happened, Jobs got a distressed call from Rich Page, who had been engineering the Big Mac’s chip set. It was the latest in a series of conversations that Jobs was having with disgruntled Apple employees urging him to start a new company and rescue them. Plans to do so began to jell over Labor Day weekend, when Jobs spoke to Bud Tribble, the original Macintosh software chief, and floated the idea of starting a company to build a powerful but personal workstation. He also enlisted two other Macintosh division employees who had been talking about leaving, the engineer George Crow and the controller Susan Barnes.

That left one key vacancy on the team: a person who could market the new product to universities. The obvious candidate was Dan’l Lewin, who at Apple had organized a consortium of universities to buy Macintosh computers in bulk. Besides missing two letters in his first name, Lewin had the chiseled good looks of Clark Kent and a Princetonian’s polish. He and Jobs shared a bond: Lewin had written a Princeton thesis on Bob Dylan and charismatic leadership, and Jobs knew something about both of those topics.

Lewin’s university consortium had been a godsend to the Macintosh group, but he had become frustrated after Jobs left and Bill Campbell had reorganized marketing in a way that reduced the role of direct sales to universities. He had been meaning to call Jobs when, that Labor Day weekend, Jobs called first. He drove to Jobs’s unfurnished mansion, and they walked the grounds while discussing the possibility of creating a new company. Lewin was excited, but not ready to commit. He was going to Austin with Campbell the following week, and he wanted to wait until then to decide. Upon his return, he gave his answer: He was in. The news came just in time for the September 13 Apple board meeting.