By 1995, Yahoo had grown impressively, attracting serious attention from venture capital. Sequoia Capital stepped in, valuing the company at $5 million, slightly higher than its original $3 million valuation. As part of the deal, Sequoia installed Tim Koogle as CEO, bringing operational experience while I shifted focus. I took a board seat, choosing to step back from day-to-day operations. My role became strategic — monitoring growth, influencing major decisions, and guiding long-term direction without micromanaging.
This shift freed up time, allowing me to enjoy life beyond work. I began balancing my schedule: spending afternoons with my sister, attending company events, sometimes going to games, and even occasionally socializing outside business circles. Despite the busy pace, I ensured my investments and strategy were always at the forefront. It was a careful calibration: work, life, and long-term vision, all in balance.
Time moved faster than ever. By 1996, Yahoo went public with an IPO, valued at $400 million. My 10 percent stake, down from the original 20 percent due to dilution, was now worth $40 million — a significant increase that validated years of foresight, patience, and careful strategy. Even as I enjoyed life and built connections, I kept a vigilant eye on the company's growth trajectory, knowing that this stake was only the beginning of a much larger plan.
Then came 1997 — a pivotal moment in tech history. I received news that Steve Jobs had returned to Apple, although not yet as CEO. Apple's stock was languishing; profits were weak, and public confidence was low. I recognized an opportunity. Using my existing assets, including my Yahoo stock as collateral, I secured a loan and began accumulating shares of Apple, eventually reaching 5 percent of the company, then valued at around $2 billion. Alongside the stock, I secured a board seat, positioning myself to influence decisions at a critical juncture.
At Apple, my approach was measured but deliberate. I began cultivating a friendship with Jobs, understanding his vision, creativity, and potential for leadership. My goal was clear: I wanted him to be CEO again. I recognized that with the right leadership, Apple could not only recover but become one of the most influential companies of the decade. My investments were not merely financial; they were strategic moves in shaping the future of technology.
The combination of Yahoo, Apple, and my other ventures created a unique position for me. I had financial resources, board influence, and direct connections with visionary leaders. My life had expanded beyond numbers and calculations. I had learned to enjoy moments of leisure, family time, and personal exploration, while never losing sight of the ultimate goal: influence, wealth, and control over high-impact decisions.
By the end of 1997, my strategy had crystallized. Yahoo was thriving, Apple's potential was immense, and my network — both in tech and finance — was stronger than ever. The next moves would require precision, patience, and calculated risk, but with board seats and strategic insight, I was ready. The foundation was set for exponential growth — not just in wealth, but in power and legacy.
Time was accelerating, but I had learned the art of moving deliberately, letting opportunities unfold while remaining ready to strike. The game had evolved from passive investment to active influence, and the real stakes were just beginning.