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Fadell said he really got started in May - with a launch just five months later. That's a tall order, considering it takes about 18 months to develop a new smartphone today. "We really didn't know."Īll Fadell knew was that he had to get this thing out before Christmas 2001. "There were a lot of 'Holy shit, is this going to work?' kind of moments," he said.
On top of that, his team had to integrate Apple's FireWire file transfer technology so people could quickly transfer their songs.
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They also had to figure out how to put that Toshiba drive - a (now) old-fashioned spinning-disk type, prone to damage if mishandled - into a portable device that would be shoved into pockets, dropped on the ground and thrown onto tables.
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Other breakthroughs included new software for the user interface and a then-new kind of lithium ion pack, giving the device 10 hours of battery life that far exceeded anything else in the market. The team needed to work with a lot of new components, including a brand new hard drive from Toshiba that Rubinstein, who oversaw the whole project, identified as the key ingredient for the iPod. The project immediately faced an uphill challenge. 'Holy shit, is this going to work?'Īfter a few weeks of negotiations with Jobs, Fadell joined Apple in April 2001 and assembled a team made up of Fuse and General Magic employees to put together what would become the iPod.
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The company's sales, which came from its Mac computers, were on the decline, and Apple had posted a loss of $195 million in the prior quarter.įadell, who spent the past decade working on devices with "limited success," wasn't sure he could go through disappointment again by building an MP3 player no one would buy. It's easy to forget that Apple jumping into this market wasn't a sure-fire bet. "Steve picked it up and he's like, 'we're building this and you're now going to join us to build it,' and I was like 'whoa whoa,'" Fadell said. When presenting the models, Fadell did as Ng coached, showing off the worst model first, then the second and, finally, his favorite as the last option. Still, Fadell saw the Apple consulting gig as a chance to keep his own project alive. The problem: Sales of the devices, which cost a few hundred dollars apiece, only totaled 500,000 units in 2000, according to the Consumer Electronics Association.
It was a nascent market, with more than a dozen players from different companies including Creative Labs and RCA. When Apple executive Jon Rubinstein, who had been tasked with creating a music player, came knocking in early 2001, Fadell was already working on his own startup, Fuse Systems, with the goal of creating a mainstream MP3 player.
The veteran of Silicon Valley, who had stints at Philips Electronics and Apple spinoff General Magic before taking on the Apple gig, recalled those early days. Just a consulting gigįadell, 52, wore a loose-fitting olive polo shirt and a pair of AirPods Max and spoke animatedly in our video chat. This is his story.Īpple declined to add anything to the story. Fadell, who followed up his iPod success by founding smart home product maker Nest Labs (later acquired by Google), talked me through the "crazy" early days of development on the iPod, why he thinks it succeeded and how it somehow endured the test of time.
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