The meetings often lasted for five or six hours, consuming a significant amount of time in the last two years of Jobs’ life. He could be scary when he swooped down on a detail he demanded. At one point, Behling recalls, Jobs discussed the walls he had in mind for the offices: “He knew exactly what timber he wanted, but not just ‘I like oak’ or ‘I like maple.’ He knew it had to be quarter-­cut. It had to be cut in the winter, ideally in January, to have the least amount of sap and sugar content. We were all sitting there, architects with gray hair, going, ‘Holy shit!’”

As with any Apple product, its shape would be determined by its function. This would be a workplace where people were open to each other and open to nature, and the key to that would be modular sections, known as pods, for work or collaboration. Jobs’ idea was to repeat those pods over and over: pod for office work, pod for teamwork, pod for socializing, like a piano roll playing a Philip Glass composition. They would be distributed demo­cratically. Not even the CEO would get a suite or a similar incongruity. And while the company has long been notorious for internal secrecy, compartmentalizing its projects on a need-to-know basis, Jobs seemed to be proposing a more porous structure where ideas would be more freely shared across common spaces. Not totally open, of course—Ive’s design studio, for instance, would be shrouded by translucent glass—but more open than Infinite Loop.

“At first, we had no idea what Steve was actually talking about with these pods. But he had it all mapped out: a space where you could concentrate one minute and then bump into another group of people in the next,” Behling says. “And how many restaurants should we have? One restaurant, a huge one, forcing everyone to get together. You have to be able to bump into each other.” In part Jobs was expanding on a concept that he had developed while helping design the headquarters of another company he ran—Pixar—that nudged collaboration by forcing people to stroll longer than usual to the restrooms. (So involved was Jobs in that project that Pixar-­ites call the building “Steve’s Movie.”) In this new project, Jobs was balancing an engineer’s need for intense concentration with the brainstorming that unearths innovation.

To accommodate the pods, the main building took the shape of a bloated clover leaf—people at Apple called it the propeller—with three lobes doing a Möbius around a center core. But over time Jobs realized that it wouldn’t work. “We have a crisis,” he told the architects early in the spring of 2010. “I think it is too tight on the inside and too wide on the outside.” This launched weeks of overtime among Foster’s 100-person team to figure out how to resolve the problem. (Their ranks would eventually reach 250.) In May, as he was sketching in his book, Foster wrote down a statement: “On the way to a circle.”

According to Walter Isaacson’s biography of Jobs, there was another factor. When Jobs showed a drawing of the clover leaf to his son, Reed, the teenager commented that from the air, the building would look like male genitalia. The next day Jobs repeated the observation to the architects, warning them that from that point on, “you’re never going to be able to erase that vision from your mind.” (Foster and Behling say they have no recollection of this.)

By June 2010 it was a circle. No one takes full credit for the shape; all seem to feel it was inevitable all along. “Steve dug it right away,” Foster says.

By that fall Whisenhunt had heard that a former HP campus in Cupertino might be available. The 100-acre plot was just north of Apple’s planned site. What’s more, it had deep meaning for Jobs. As a young teen he had talked his way into a summer job at HP, just at the time when its founders—Jobs’ heroes—were walking that site and envisioning an office park cluster for their computer systems division. Now HP was contracting and no longer needed the space. Whisenhunt worked a deal, and Apple’s project suddenly grew to 175 acres.

Jobs had always insisted that most of the site be covered with trees; he even took the step of finding the perfect tree expert to create his corporate Arden. He loved the foliage at the Dish and found one of the arborists responsible. David Muffly, a cheerful, bearded fellow with a Lebowski-ish demeanor, was in a client’s backyard in Menlo Park when he got the call to come to Jobs’ office to talk trees. He was massively impressed with the Apple CEO’s taste and knowledge. “He had a better sense than most arborists,” Muffly says. “He could tell visually which trees looked like they had good structure.” Jobs was adamant that the new campus house indigenous flora, and in particular he wanted fruit trees from the orchards he remembered from growing up in Northern California.

Apple will ultimately plant almost 9,000 trees. Muffly was told that the landscape should be futureproof and that he should choose drought-tolerant varieties so his mini forest and meadows could survive a climate crisis. (As part of its ecological efforts to prevent such a crisis, Apple claims, its buildings will run solely on sustainable energy, most of it from solar arrays on the roofs.) Jobs’ aims were not just aesthetic. He did his best thinking during walks and was especially inspired by ambling in nature, so he envisioned how Apple workers would do that too. “Can you imagine doing your work in a national park?” says Tim Cook, who succeeded Jobs as CEO in 2011. “When I really need to think about something I’m struggling with, I get out in nature. We can do that now! It won’t feel like Silicon Valley at all.”

Cook recalls the last time he discussed the campus with his boss and friend in the fall of 2011. “It was actually the last time I spoke to him, the Friday before he passed away,” Cook says. “We were watching a movie, Remember the Titans. I loved it, but I was so surprised he liked that movie. I remember talking to him about the site then. It was something that gave him energy. I was joking with him that we were all worried about some things being difficult, but we were missing the most important one, the biggest challenge of all.”

Which was?

“Deciding which employees are going to sit in the main building” and which would have to work in the outer buildings. “And he just got a big laugh out of it.”