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Jobs confided to close friends that he was driven by the pain he was feeling about being put up for adoption and not knowing about his birth parents. “Steve had a very profound desire to know his physical parents so he could better know himself,” Friedland later said. He had learned from Paul and Clara Jobs that his birth parents had both been graduate students at a university and that his father might be Syrian. He had even thought about hiring a private investigator, but he decided not to do so for the time being. “I didn’t want to hurt my parents,” he recalled, referring to Paul and Clara.

Engagement

The doctor pitied him. A young man of your attainments and tastesto be debarred from the everlasting secrets of nature, by thefleeting politics of the day. Riviere shrugged his shoulders. Somebody must do the dirty work, said he, chuckling inwardly.

Wedding

When Mike Markkula joined Jobs and Wozniak to turn their fledgling partnership into the Apple Computer Co. in January 1977, they valued it at ,309. Less than four years later they decided it was time to take it public. It would become the most oversubscribed initial public offering since that of Ford Motors in 1956. By the end of December 1980, Apple would be valued at .79 billion. Yes, billion. In the process it would make three hundred people millionaires.

Reciption

Suddenly the frozen onlookers began to squirm. Del Yocam had to go first. He said he loved Jobs, wanted him to continue to play some role in the company, but he worked up the nerve to conclude, with Jobs staring at him, that he “respected” Sculley and would support him to run the company. Eisenstat faced Jobs directly and said much the same thing: He liked Jobs but was supporting Sculley. Regis McKenna, who sat in on senior staff meetings as an outside consultant, was more direct. He looked at Jobs and told him he was not yet ready to run the company, something he had told him before. Others sided with Sculley as well. For Bill Campbell, it was particularly tough. He was fond of Jobs and didn’t particularly like Sculley. His voice quavered a bit as he told Jobs he had decided to support Sculley, and he urged the two of them to work it out and find some role for Jobs to play in the company. “You can’t let Steve leave this company,” he told Sculley.

Party

Do you think so? said Camille, timidly.

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Lasseter was riveted as he watched the two wiry and tightly wound principals parry and thrust. “Just to see Steve and Jeffrey go at it, I was in awe,” he recalled. “It was like a fencing match. They were both masters.” But Katzenberg went into the match with a saber, Jobs with a mere foil. Pixar was on the verge of bankruptcy and needed a deal with Disney far more than Disney needed a deal with Pixar. Plus, Disney could afford to finance the whole enterprise, and Pixar couldn’t. The result was a deal, struck in May 1991, by which Disney would own the picture and its characters outright, have creative control, and pay Pixar about 12.5% of the ticket revenues. It had the option (but not the obligation) to do Pixar’s next two films and the right to make (with or without Pixar) sequels using the characters in the film. Disney could also kill the film at any time with only a small penalty.

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