GoKawiilis a senior reviewer with over a decade of experience writing about consumer tech. She has a special interest in mobile photography and telecom. Previously, she worked at DPReview.
Under Steve Jobs, Apple released the groundbreaking products that defined the company. But the company wouldn’t be what it is today without Tim Cook’s reign of ruthless efficiency.
Jobs’ legacy has long been written at this point. He was stubborn, unpleasant, and a generational visionary. He pushed the limits of industrial design and brought technologies together in ways that others laughed off at the time. It’s an iconic tenure that’s basically unequaled anywhere else in tech. But the radical thinker passed the torch to a very different kind of CEO in Tim Cook in August of 2011.
Tim Cook is an inventor of a different kind. The Apple Watch and AirPods both arrived in the Cook years, and under his direction the company made a bold and lucrative bet on bringing chip design in-house. Nothing to sneeze at. But I wouldn’t call any of those generational innovations on par with the iMac or the iPhone. Instead, Cook optimized Apple’s product lines and supply chains to turn the company into a revenue-generating machine. As my colleague Sean Hollister noted around the 10th anniversary of Cook’s appointment as CEO, on his watch, Apple’s value eclipsed a couple of Saudi state-owned oil companies.
Tim Cook joined Apple in 1998 and quickly earned a reputation as a quiet, calculating supply chain wizard. He recognized a huge opportunity with Foxconn and expanded its relationship with the company, which was then only a minor supplier. He brought on like-minded former IBM colleagues, including future COO Jeff Williams and the famously ruthless negotiator Tony Blevins. They made huge investments in Foxconn that paid off for both companies. Apple managed unheard-of profit margins on the iPhone, and Foxconn became a trillion-dollar industry leader.
Cook may not have been a Jobs-level product innovator, but he did figure out how to sell a hell of a lot of iPhones. Under Cook, Apple began targeting different market segments with model variants, experimenting with Plus, Mini, and R versions on its way to the five current models it sells today: the 17, 17E, 17 Pro, 17 Pro Max, and Air. The company set sales record after record. When growth stalled as people held onto their phones longer, another cash cow overtook hardware: services.
Cook knew how to squeeze a supply chain, and that includes software. The company maintained an iron grip over the App Store on his watch, and levied an infamous 30 percent fee on transactions that took place there. App Store fees, along with revenue from its growing portfolio of subscription businesses like Apple Music and Apple TV, make up a category the company refers to as services. The sales that Apple attributes to services rank second only to the iPhone itself — bigger than the Mac, iPad, and wearables combined. In the fourth quarter of 2025, Apple attributed $30 billion worth of sales to the category.
Services rank second only to the iPhone itself — bigger than the Mac, iPad, and wearables combined
Tim Cook saw Apple through a decade of unprecedented growth, but the vibes started shifting in recent years. The company won a lawsuit brought by Epic Games centered on its App Store practices, but a federal judge ordered the company to relax its tight grip on App Store payments, a huge source of that services revenue. Four years later, the judge took Cook to task when she found the company’s weak attempts at reforms to be insufficient, saying that the CEO “chose poorly” at every turn.
Tim Cook takes the stage at WWDC in 2024. Photo: Allison Johnson / The Verge
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