asp.net generate barcode to pdf Livingston: Is there anything that people have wrong about the early days of in Font

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Livingston: Is there anything that people have wrong about the early days of
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Wozniak: Steve and I never really had an argument. Nobody ever saw us have
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an argument. The disputes were very rare and minor, of any sort between us, and they were usually just misunderstandings. He d read something in the paper like I had said it. A lot of times papers got things wrong. They made it sound like I was leaving Apple because I was upset once about things inside of Apple and quoted me on a lot of things. The Wall Street Journal did. I told the reporter, The reason I m leaving is to start a new startup company to build a remote control. It s something I want to do. I had gone on a whiteboard and shown all the Apple executives what it was so nobody would accuse me of trying to go out and start a company that was competitive. As a matter of fact, they kept me on the payroll. They kept me as an Apple employee. They wished me well and told me that it was non-competitive in writing. But the Wall Street Journal got this story down that I was leaving Apple because I didn t like things going on there. I had complained about the way some Apple II engineers were being treated like they didn t exist in the days of the Macintosh. I mean, we weren t even allowed to buy the floppy disk from Sony that we wanted in the Apple II division, because it would be better than the one that was going to go in the Macintosh. But it was the right one. So that sort of thing. Salaries, bonuses, etc. So I spoke up for some of those engineers in that article, but they made it sound like I was leaving, and I wasn t, not for that reason. Misconceptions . . . there are so many. It s like every book I read that I just think, God, this is not how this person was at all. So I don t really care, I don t try to correct anything. But the world doesn t really have that much of it wrong in the end. I m surprised when I go on the Web and I read all sorts of discussions about the Apple II and my role. It s actually very flattering and accurate. The hardest thing was, though, after having a big success . . . see, I didn t seek the success I wasn t like the entrepreneur who wants it. So the money to me didn t really mean much. Pretty much I gave it all away to charities, to museums, to children s groups, to everything I could. It almost was like an evil to me. That was because it wasn t the motivation that I was after, and I wanted to remain the person that I would have been without Apple. So that s why I went back and did the teaching. I would have done teaching were there no Apple.
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Livingston: Didn t you give away your Apple stock early on to other
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Wozniak: As a matter of fact, when we went public, I was a little disturbed that
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five people who had been with us in our little office from the start and had been so important Randy Wigginton, Chris Espinosa, a couple of young kids, and a couple of older ones, just hadn t gotten any stock. I felt that they were a part of this whole energy and excitement and passion for what computers were going to be and what we were doing and how right it was. If somebody is sitting there working till 2:00 a.m. with you, helping to write a little code, and says, Wow, that is a cool one, those words mean a lot to you and they deserve something. So I gave each of those five a large amount of stock, probably a million dollars in that day. And that was an early day for a million dollars. I also did a program where I sold stock to about 40 Apple employees . . . I had a chance to sell some stock and get a house. There was an outside bigwig investor type that was willing to buy it all at a certain price. And I said, Rather than sell it to somebody who s already got a lot of money, why don t I give the Apple employees the opportunity We were going to go public soon and it was going to be worth a lot more (and was eventually), so basically I sold it to 40 Apple employees. Our legal department was very concerned because they were supposed to be sophisticated investors. They finally gave me the OK. I did the deal and sold it to them, and they each pretty much got a house out of it.
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Livingston: That was so generous. Wozniak: But it s that whole thing I was talking about: Hewlett-Packard, we re
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a community. There was a recession in 73 and Hewlett-Packard had to cut back 10 percent. Instead of laying off 10 percent of the people, they cut everyone s salary by 10 percent and gave us one day off every two weeks. So basically they said nobody goes without a job. And I like that sort of thing. So a bunch of Apple engineers and marketing people got to benefit from going public. Otherwise, they d have no stock at all. Mike Markkula kind of felt that some of these people didn t deserve it; some people shouldn t get stock. But I disagreed with him on that. Nobody stopped me, so I did it.
Livingston: But you still kept enough stock for yourself to buy a house, right Wozniak: The money I got from Apple employees, I used to buy a house. It
was kind of an early state to be selling out 15 percent of your stock, but hey, that was a great opportunity for me. When I designed the Apple stuff, I never thought in my life I would have enough money to fly to Hawaii or make a down payment on a house. So it was huge deal for me.
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