It was a brilliant idea: You have no responsibility to live up to what other people think you ought to accomplish.  I have no responsibility to be like they expect me to be.

The Godfather was a very unappreciated movie when we were making it. They were very unhappy with it. They didn't like the cast. They didn't like the way I was shooting it. I was always on the verge of getting fired. So it was an extremely nightmarish experience. I had two little kids, and the third one was born during that. We lived in a little apartment, and I was basically frightened that they didn't like it. They had as much as said that, so when it was all over I wasn't at all confident that it was going to be successful, and that I'd ever get another job.

The world would say it was failure. But the difference was so small between us. They played great, but they lost.

I had such failure for the first ten years in Silicon Valley. General Magic — over a billion dollars invested in 1990 dollars! Could you imagine what that is today? The best team in the world. We were told we were gonna topple Microsoft and all these companies.

The person that inspired me the most was Judah Folkman. He was the man that I worked with when I was a postdoctoral fellow. He was really an inspirational person for a variety of reasons. One, he was a big thinker, and lots of people told him that his ideas wouldn’t work or that they were impossible. He persevered in spite of that, and did very, very well. And secondly, he was very encouraging, very sort of like positive reinforcement, in terms of how he would deal with me and others. So I would say he certainly had a pivotal influence on my career when I was a postdoctoral fellow.

A typical day is probably lots of meetings and stuff. But if it’s an idea that we’re developing, what might happen is I might talk to some of the people in the lab, maybe have them come in the office and brainstorm with them, and say, “Well, here’s a problem that we need to solve,” or need to solve better. So just as an example, when I had this idea that we could create better materials, I got about four or five people together with different backgrounds — chemistry, engineering, safety, toxicology — and we started putting chemical structures on the blackboard and say, “Well, this might work,” or “This might not be safe,” and ended up with certain structures that we thought would be good. And then, one of the guys would go out and try to make those structures, and we’d go from there.

I didn’t realize that scientists were like that, and that people were like that. I would have thought — and I like to hope — that I encourage people rather than discourage people. I think you can say no and still say, “Boy, that might be a tough problem, but if you really work at it maybe you’ll solve it,” rather than, “No, it will never happen.”