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Wozniak: Yeah, I found out 12 years later. Livingston: That s awful. Wozniak: I know, but he didn t have to. He probably needed the money. And I didn t; I had an engineering job at Hewlett-Packard. It was very little to me. It would have been better if he d been open about it and honest. And what if I remembered something wrong, too It s so long ago. Livingston: Did you ever get any investment from Mike Markkula Wozniak: $250,000. What he did was $80,000 of it was investment for an equal share to Steve and I, and the rest was a loan, paid back to him. Livingston: And that s all Apple ever took Wozniak: Yeah. But we did right away meet with some people he d met

through Intel that were investment people. Hank Smith of . . . I can t remember the name of the company out of the East, but a venture group. They came in and met us all early on, and they did put in . . . Mike figured out that we were going to need some cash, we were going to be so fast growing. And when you are fast growing, you need more cash right away. So we did have a venture deal in place from well before we shipped an Apple II. And sometime after we were shipping the Apple IIs, we got, I think, $800,000 or $300,000 some large amount from one venture capital place.

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I think software shouldn t be harder to buy than it is to use. In the manufacturing systems market where E-Z-MRP is sold, pricing can be confusing. The systems are complex. So they re often sold by the module. The theory is that the customer will be happier buying only the features they need. But that leaves the customer wondering exactly which modules they should buy. And opens them up to sales pressure from a commission-based sales agent that may alienate them. It can be a difficult decision. So for the E-Z-MRP system, I set a one-price policy. You can see the pricing policy at www.E-Z-MRP.com/pricing.htm. It s quite simple. You get everything for one price. If your product is relatively simple, you won t have this problem. You ll be charging a flat price for the program. If your product has lots of options, however, you might consider this simple one-price scheme.

Livingston: On the East Coast Wozniak: I believe that s where we arranged it. Mike Markkula had worked

with this guy Hank Smith at Intel, so that s how they knew each other. And I think Don Valentine actually put some money in, but then it came to a point where he wanted to make some good money and buy some stock off Steve Jobs for like $5.50 before we went public. $5.50 a share, and Steve thought it was too low. Oh, those two. Don Valentine doesn t like it when people don t agree with him.

Wozniak: Steve and I never really had an argument Nobody ever saw us have 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.

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