Setting up an executive briefing at Apple is a bizarre process that takes a couple of months; if you also want Steve to grace the briefing, add another six weeks to run a formal request up the chain of command, including just about every detail but the DNA of the people who want to meet him.
With luck, and if Steve happens to be in town, you will get the commitment that unless something else turns up, he will drop by and stay as long as he feels necessary.
Once you have your ironclad guarantee that Steve might come by, the management chain starts telling horror stories about how the best thing is for Steve not to come. That if he does come, he'll talk about whatever he has immersed himself in recently, whether it is iTunes or Garageband. That whatever Steve has to say might or might not have anything to do with what the customer wants to hear. For a salesman, that's disconcerting; your customers normally only come to these executive briefings to understand where Apple executives stand on key issues. And they're customers, aren't they? They're the ones who pay for it all, the ones who are always right?
Yet it's an amazing experience to take part in a briefing with Steve. Stories about him reprimanding customers are true. Once, when renegotiating a Pixar distribution deal with Disney, he humiliated Disney's chief information officer in front of his staff. Steve pointed to a couple of recent Disney flops, and told the attendees that they could expect more of the same as long as the CIO was stupid enough to keep Macs out of the creative process.
What Jobs told me on the iPhone [The Guardian]