I Spent 30 Minutes With Apple’s CEO. Now I Know Why John Ternus Got the Job

A few minutes after the presentation, I sat down with Ternus, for the second time in two days. Steve Jobs used to grant me an audience after his famous keynotes, too. Ternus isn’t Jobs, of course, nor is he supposed to be. But who is he?

I first met Ternus in 2015, when I spent a day with him at Apple’s Input Design Lab, a testing facility in Cupertino. He’d risen to VP for Mac, iPad, Ecosystem, and Audio Engineering, and he struck me as affable and knowledgeable. (He spent four years right out of college at a virtual reality company, but he’s been at Apple ever since.) The peg to my story at the time was how this unknown manager conducted a Javert-like investigation to fix the weird sound a redesigned mouse made when sliding on a table.

That attention to detail was a legacy of Jobs’ perfectionism, which Tim Cook sustained as the next CEO. In the decade when Ternus overlapped with Jobs, he says he had only “a handful of interactions” with the founder. “But I've always felt like sort of a student of Steve's teachings,” Ternus said. “And then being able to work very closely with Tim, I’ve been very lucky.”

Ternus has so far been defined by his product prowess. “John innately has a great sense for great products, and that’s what Apple is,” says Greg Joswiak, Apple’s SVP of worldwide marketing and a 40-year company veteran. “You can’t teach that.” In one sense Ternus’ ascension is similar to that of Microsoft’s Satya Nadella, another lifer promoted to the top post. But Nadella was called upon to fix a broken organization, while Apple has been on a multi-decade run. Ternus is explicit that he will be an engine of continuity. That word is key to his selection, and above all explains why Tim Cook and the rest of Apple’s board was so comfortable with the choice.

The extent to which Ternus is a deep Apple insider became clear when I probed him on his views on being a corporate leader. I asked him which non-Apple CEOs he admires, and he was stumped. “I haven't really thought about that,” he said. I asked whether any business books had an impact on him. “Not really,” he said. “Of course I’ve read books, but there's so much to be learned from the people I get to work with.” Indeed, every time I tried to pin down Ternus on what mark he wants to make at Apple, he deflected the question and told me how he will continue Apple’s commitment to internal collaboration.

Ternus’ key collaborator is probably Johny Srouji, the architect of the company’s custom silicon, an initiative that’s driven many of the company’s innovations in the past decade. Srouri says that their relationship will be even closer, as Apple has merged its hardware engineering and technology organizations with Srouji at the top, reporting to Ternus. “John is going to be a great CEO,” he said. “He's a product guy at heart, but Apple's secret weapon is the DNA, the culture, which is not going to change. Remember, John has been here for 25 years. It’s not like he's going to come and everything's going to be different.”