Steve Jobs

Male

White (Syrian-American paternal ancestry)

Syrian (biological father) and Swiss-German (biological mother); raised with no ethnic identification by his adoptive American parents

Raised as a descendant by native-born American adoptive parents. His biological father, Abdulfattah Jandali, was a first-generation Syrian immigrant graduate student; Jobs had no contact with him growing up.

Lutheran; attended a Lutheran church with his family most Sundays until he was thirteen, then rejected it.

English

His parents owned their home in Los Altos outright. He lived there through Apple's founding and could have returned to it at any point; it was never at risk.

not established

not established

The hardship was chosen. There was a home to go back to if it failed.

Adoptive father Paul Jobs was a Coast Guard veteran, machinist, and later a used-car repossession agent who restored and sold cars on the side; adoptive mother Clara Jobs was a bookkeeper who had worked as a payroll clerk at Varian Associates, an early Silicon Valley firm.

A parent worked for themselves, the strongest known predictor of founding.

Neither Paul nor Clara Jobs had a four-year degree; the adoption was nearly blocked on that basis before they promised to fund his college education.

Adopted as an infant by Paul and Clara Jobs. His biological mother, an unmarried graduate student, arranged the adoption through a lawyer and initially specified college graduates as adoptive parents.

Biological mother Joanne Schieble and biological father Abdulfattah Jandali met as graduate students at the University of Wisconsin; Jandali later became a college instructor. The biological side was credentialed in a way his raising parents were not, a class divergence that ran opposite the usual direction.

Paul and Clara signed a pledge to fund a college education as a condition of finalizing the adoption, and put money toward it; he spent it on one semester before dropping out.

Paul taught him electronics and car mechanics in the garage from an early age and treated his interests as worth serious attention; the household could absorb a non-standard path without financial collapse.

Moved from San Francisco to Mountain View at age five, then to Los Altos, at the center of what would shortly be named Silicon Valley.

Homestead High School in Cupertino, described as a middle-class public school with an unusually strong electronics program for the era.

The neighborhood was thick with Hewlett-Packard and early-electronics engineers. He later said most of the neighborhood fathers "did really neat stuff, like photovoltaics and batteries and radar," and one neighbor, an HP engineer named Larry Lang, mentored him directly and got him into HP's Explorers Club at thirteen.

not established

Larry Lang, a Hewlett-Packard engineer neighbor, introduced him to electronics and to HP's Explorers Club, where he saw a computer for the first time.

Atari, where he worked as a technician from 1974 (employee #40), brought him into the games industry and put him in a position to bring Wozniak in on the Breakout project, which funded the trip to India that followed.

Skill, Network

At twelve, he found HP co-founder Bill Hewlett's home number in the phone book, called, and asked for spare parts to build a frequency counter. Hewlett gave him the parts and a summer assembly-line job. The door was one he opened himself, but the target, HP's co-founder, was a local call away in a way it would not be almost anywhere else.

Steve Wozniak, introduced by mutual friend Bill Fernandez in 1971, when Wozniak was 21 and Jobs was 16; they later both worked HP summer jobs and met at HP lectures. Wozniak supplied the engineering; Jobs supplied the product sense and the sales.

12

2

Saw and used a computer for the first time as a teenager through HP's Explorers Club, years before most of the public had access to one.

No degree. Enrolled at Reed College in fall 1972 as an English major, dropped out after one semester, then stayed on campus for roughly eighteen months auditing classes, including calligraphy, without paying tuition.

not established

Direct enrollment out of high school, dropped out after one semester.

Jobs sold his Volkswagen van for about $1,500 and Wozniak sold his HP-65 calculator for $500 to raise the roughly $1,300 needed for the first batch of Apple I circuit boards.

It paid its own way from the start. Revenue came before any outside money.

Mike Markkula, a retired Intel millionaire in his early thirties, personally invested $250,000 (part loan, part equity) for a third of the company in early 1977, and wrote Apple's first business plan and marketing philosophy himself. This was capital plus operating credibility, not a passive check.

Markkula's investment diluted the two founders from the start; Jobs's stake was reported around 15% by the 1980 IPO and he sold nearly all of it when pushed out in 1985.

After selling his Apple stake in 1985 for roughly $100 million, he deployed that fortune into founding NeXT and buying Lucasfilm's computer-graphics division (renamed Pixar) for $10 million, then personally covered Pixar's losses, roughly $50 million over nine years, before it turned a profit. His later "bet everything" narrative was funded entirely by a fortune already made.

Bought Pixar's underlying technology and staff outright from Lucasfilm in 1986 rather than licensing or partnering; owned it as chairman and majority shareholder until the Disney sale.

Observed market gap: pre-assembled personal computer boards for the hobbyist market Wozniak was already building for at the Homebrew Computer Club.

0

NeXT ran for roughly a decade as an underperforming hardware company before pivoting to software; Pixar lost money for nine years. Both were carried by Jobs's own post-Apple fortune, not by outside investors absorbing the downside on his behalf, though Ross Perot and others also put capital into NeXT.

not established

21

Founded Apple in 1976 at the start of the hobbyist personal-computer market, with the Homebrew Computer Club supplying both the technical community and the first customers.

His parents bought their Los Altos home on a machinist's and bookkeeper's income in the 1960s, when the national house-price-to- income ratio was roughly 2:1. A comparable working-class family in the same location cannot buy that house on those occupations' current incomes.

Built Apple from nothing; later bought Pixar's underlying technology and team outright from Lucasfilm rather than building a studio from scratch.

21

35

Consumer technology and computer animation

8300000000

Journalistic estimate

2011

Almost entirely wealth in owned, appreciating stock, not salary. His famous Apple salary was $1 a year; the fortune was Apple and, larger still, Disney shares received for Pixar.

Became Disney's largest individual shareholder (about 7%) when Disney bought Pixar for $7.4 billion in stock in 2006, and joined Disney's board.

Uncapped

The SEC brought a 2007 civil fraud action over backdated stock option grants, including a December 2001 grant of 7.5 million options to Jobs that helped Apple underreport expenses by roughly $40 million. Two other executives settled; the SEC did not charge Jobs, though an internal Apple investigation found he was aware of some backdated grants.

Apple, Google, Intel, and Adobe paid a combined $415 million in 2015 to settle a class action alleging the firms conspired not to recruit each other's engineers, suppressing wages for roughly 64,000 workers. Emails surfaced in the case showed Jobs directly pressing Google and others to enforce the no-poach terms.

After

Incidental

Civil wrong

Fine absorbed

As CEO he publicly defended conditions at Apple's main contract manufacturer, Foxconn, calling it "not a sweatshop" after a string of worker suicides in 2010, before Apple, under press and NGO pressure, brought in the Fair Labor Association, which then documented excessive overtime and other violations at Foxconn plants.

Visionary, Perfectionist, Mercurial, Demanding

Insiders

Before

Mixed

The reputation was deliberately built, through books, press, and PR.

Revered publicly as a design visionary; described by many former colleagues as harsh, mercurial, and difficult, including in his own authorized biography.