In early 2013, Kevin Lynch accepted a job offer from Apple. Funny thing about the offer: It didn’t say what he would be doing. So intense is Apple’s secrecy that all Lynch knew was his vague title, vice president of technology, and that he’d be working on something completely new. ¶ It was odd that Apple even offered him a job. During his eight years at Adobe, most recently as chief technology officer, he was best known as the only person dumb enough to publicly fight Steve Jobs over the iPhone’s lack of support for Flash videos. When Lynch announced his move, the reaction was immediate: They want this guy? Apple blogger John Gruber called Lynch “a bozo, a bad hire.”

Kevin Lynch was responsible for turning the Watch from an idea into a product. Photo by: Riccardo Vecchio

Lynch had a lot to prove—and, apparently, a lot to do. When he showed up at 1 Infinite Loop on his first day, he was instructed to skip the usual new-employee orientation. His boss at the time, hardware czar Bob Mansfield, said to head straight to the design studio and get to work. He could learn about his 401(k) later.

As soon as he walked into the studio, he found out the project he’d been hired to run was already on deadline. In fact, it was behind schedule. There was a design review in two days, he was told, with the Apple brass. Lynch had better be ready.

There were no working prototypes; there was no software. There were just experiments—the iPod crew had made something with a click wheel—and lots of ideas. The expectations, however, were clear: Apple’s senior vice president of design, Jony Ive, had tasked them with creating a revolutionary device that could be worn on the wrist.

It was either hubris or an entirely justifiable expectation. Or both. After all, over the past 15 years, Apple has upended three major categories of consumer electronics and, in the process, become the most valuable company on Earth. There were MP3 players before the iPod, but Apple made you want one. The iPhone transformed the smartphone from business gear into pop culture. The iPad brought tablets in from the fringes, blowing past years of work by the likes of Nokia and Microsoft. For its fourth act, Apple chose a watch. This was to be the next step in a dynasty—the first without the guidance of Steve Jobs. Expectations and scrutiny would be impossibly high; the watch had to be, in the company’s parlance, insanely great.

No pressure, Kevin.