Incoming CEO John Ternus spent years building the credentials that could put him at the helm of Apple: engineering expertise, a record of delivering major products, relationships across the company, and the trust of its top leadership.
Now comes the bigger test: Can he lead one of the world’s most successful companies into its next era of innovation?
In a new Fortune feature, my colleague Sebastian Herrera examines the challenge awaiting Ternus as he prepares to succeed Tim Cook. Cook transformed Apple into an operational powerhouse.
Annual revenue has grown by more than $300 billion since he became CEO in 2011, profits have more than quadrupled, and Apple now has 2.5 billion active devices around the world.
Yet former employees, investors, and analysts say Apple has struggled to produce the kind of category-defining products that marked the Steve Jobs era, as design lost influence and product launches increasingly focused on refining existing hits.
Ternus will inherit that scale as AI reshapes consumer technology and Apple searches for its next generation of breakthroughs.
His career offers a case study in how executives prepare for the top job. Ternus built credibility through hardware engineering and major product launches, played a pivotal role in developing the aluminum 2007 iMac, became a frequent presence in Apple’s design studio, and earned a reputation as an executive who “quietly got shit done.” He also gained exposure to Apple’s most senior ranks through presentations at the company’s annual off-site meeting for its top 100 leaders.
As CEO, his mandate would expand considerably. Former employees and analysts told Herrera that Apple could benefit from the kind of ambitious product development that flourished under Jobs, when small teams challenged assumptions, designers wielded enormous influence, and employees were encouraged to take risks. As the soon-to-be CEO, Ternus would have the power to build his executive team, elevate talent, shape Apple’s product culture, and determine where the company places its biggest bets.
That makes his ascent particularly instructive for aspiring Fortune 500 CEOs. A record of execution, deep expertise, cross-functional influence, and trust can prepare an executive for the corner office. Once there, the job encompasses setting direction, choosing leaders, empowering experimentation, and creating the conditions for new growth.
Former Apple engineer Matthew Rogers distilled the challenge facing Ternus: “Apple has become the best in the world at iterating. This is about going from iteration to innovation. Those are different skill sets.”
Ruth Umoh [email protected]
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