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been made effective, and they never would be. Lilienthal said he would get the core Napster machine moved to a server farm and see about getting venture funding. In the meantime, he and Grosfeld planned to research the legal issues.

Lilienthal considered himself already on the Napster bandwagon, and within weeks he called on an old colleague from Nascent to help design a logo for Napster. Sam Hanks, twenty-seven, met Parker, Shawn, and Fanning at a Herndon mall for lunch, and they explained how the service worked. When Hanks asked about the reason for the Napster name, Shawn didn't talk about his previous hairstyle. The group talked instead about a cat napping, and Parker suggested a logo with a cat running across a PC screen. Maybe a hip cat, a cat from the club scene. As Hanks worked on it for a few days, he was thinking of younger users and was probably influenced by the Japanese animation he had been watching. Hanks emerged with a drawing of headphones on a face with catlike ears, eyes, and a nose. At a second lunch he presented it, and the Napster crew loved it. Hanks thought he was done. But Parker called a week or so afterward, pointing out that the eyes and nose looked like a mustache and goatee. "So I stuck in a little smirk," Hanks said. Not long afterward, Parker called again. "Some of the venture-capital guys think it looks like Satan," he said. Hanks asked what Napster users thought of it, and Parker told him they loved it. "Well, who are you selling it to?" Hanks asked, exasperated. "The venture guys or the kids downloading the music?" Parker decided the logo would stay. Later, he thought that the cat image appropriately evoked stealth and thievery. Even more appropriately, he realized, cats are risk-takers who escape death. The finished symbol would rank among the most recognized symbols of a volatile new era. Hanks had never negotiated a payment, and it took him months to collect his due: $5,000, plus options that proved worthless.

Grosfeld and Lilienthal worked well as a team. Typically, Grosfeld studied a business proposal in depth before committing money, while Lilienthal was more intuitive, willing to risk some time as a manager on something his gut told him was inspired. When both approaches led to the same conclusion, they felt comfortable doing a deal. "We usually

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