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Originally, I was in both software and in online computing. The first innovation really was sort of at that time that we're marrying the telephone and the computer so that people wouldn't have to drive to the computer center. We didn't have $1,000 computers.

I was around computers from birth; we had one of the first Macs, which came out shortly before I was born, and my dad ran a company that wrote computer operating systems. I don't think I have any particular technical skills; I just got a really large head start.

My biggest mistake was when I started up easyEverything, a chain of Internet cafes. The idea that people would go to a shop to use a computer was revolutionary in 1999. It worked for a while, but cheap technology almost killed it. One silver lining of the problems I faced was that it gave me experience of turnarounds.

The great advance of personal computers was not the computing power per se but the fact that it brought it right to your face, that you had control over it, that were confronted with it and could steer it.

I was fortunate that I came out to the Valley in 1979, when I came out to go to Stanford Business School, and my very first assignment as a teaching assistant for an investments professor was to - he told me go down to this computer company in Cupertino called Apple.

I joined the staff of EMI in Middlesex in 1951, where I worked for a while on radar and guided weapons and later ran a small design laboratory. During this time, I became particularly interested in computers, which were then in their infancy. It was interesting, pioneering work at that time: drums and tape decks had to be designed from scratch.

One of the biggest challenges we had in the first decade was not that many people had personal computers. There weren't that many people to sell to, and it was hard to identify them.

My father was a successful entrepreneur.