 Okay, we're back. This is Dave Vellante of Wikibon.org. I fire now in Orlando. I'm here with my co-host John Furrier, and we've got a very special guest. The man, Reggie Jackson, is in the house. So, Reggie, thanks for stopping by. Visit the queue. Sure. I didn't know how to get here, you know. This is on my way out. Just pointing to the lights. Well, I'm glad you could stop by and get something to eat. It's good to have you. Welcome. So, Dave, what is your favorite Yankee moment with Reggie? Are the A's for that matter? Well, I was a big A's fan growing up in Boston. And, you know, so I saw you win three in a row. And, you know, I saw you put this in my heart many times as the great Yankees. And so, but my, you know, my memory is probably like most people with your, you know, series ending, three homers. But there's a lot more to your career that I'm sure we can talk about here. How are you, John? So, tell us what's happening at the Callaway Hat on SAP, Callaway's big customer event. You can see we've had them on here. We've had them on. What's your story here today? Well, I know some people there that I met here, you know, several months ago. And one thing led to another. And I was invited down to come and spend some time with them and share some time with their customers and with their, really, their organization. They had about 15,000 to 20,000 people here. People from all over the globe. And when I met their CEO, Bill McDermott, he saw tonight's fit for them in reference to representing a brand to a point. I've had some fortunate success with the World Championship and producing under pressure. Been a pretty easy guy to forecast, I guess you could say. And then, of course, with SAP and software and people have a fabulous culture, a great environment. It feels really good when you're around all the people. You can feel that there's a push, you know, for the team to be successful. And that's very similar in being with the Yankees. It was very similar in being with the Oakland A's that the environment or the culture there was about winning and thinking about what you can do to do your job in order to make the team better. It feels that way here. When anybody and everyone that I've met, they're proud of the brand. They're proud to show the brand. And I'd finally asked several people, you know, what does SAP stand for? And you hear all kind of things, you know, software and programs and somebody always pays or whatever. But then there was a guy that said solutions, applications and programs. And I thought that was a great thing to say. But in talking to their chief executive officer, one of them, not Jim, but Bill, he had said Reggie, it's software and people. And that makes it easier for me to understand because, you know, with the Yankees, they have an idea of wanting to go about winning, but you have to have leadership in place. You have to have a player and a talent in place. And no matter what kind of plan you have of execution, it takes people to run that plan. It takes people to execute that plan. And so the people here is what the most important part of the SAP is the last letter, really, the people that are involved. And so I'm happy to be part of it. I'm happy to be connected with it. And it feels good to represent. Reggie, we actually met one time in 1993. You remember? We meet a lot of people, of course. It was in 1993 at the course field. My good friend, the McMorris family and the owners box. We've been meeting very short time, but Jerry McMorris recently passed away this past week. Owner of the Rockies brought baseball to there. But he was a businessman. And I bring that up because my next question is really to you as a business person. He's post-baseball. You had a business career. And the question that I had and some people on Twitter wanted to ask you was, what one skill helped you transition from sport, sporting world to the baseball world around being successful? Was it competitiveness? Was it being prepared? Can you talk about just what it took to transition from, say, highly competitive sport to then in business and how you see that happening in today's business? I would think, for me, I would give you an answer to your question by saying, trying to think of how I would fit with other people, other businesses, other entities, if you will, what could I do to add value to a different company? Like, what can I do to add value to someone so successful as SAP or Microsoft or one of their partners that they have? How can I be a value to that person? And you have to humble yourself and be grateful in trying to penetrate that environment, the businesses that are already successful. I've been very fortunate to have gotten along and engaged with some of the significant companies that have gotten me to be a part of their team. Again, I think it's, additionally, I think it's understanding people and understanding where you fit and making sure that your role adds value and builds equity with the brand that you want to represent. You know, in our industry, Reggie, we talk a lot about data. There's a very data-intensive world we live in and baseball is the most data-intensive sport and you're seeing a lot of action going on with, like, fantasy baseball and people analyzing things like the movie and the book, Moneyball, come out and it's just been a phenomenal change. What do you make of all that? And do you think it's as big as some people make it out to be? You know, in the technology business, we like to think that data will drive those decisions versus sort of when you played, it was a lot of gut feel and a lot of instinct. You know, I do think that, David, I do think that data is extremely important. However, without someone to implement it and without the ability to be able to facilitate it, the data doesn't work. You have to have people, you have to have the right characters and, you know, people that have the right character, which make up the correct characters that represent the brand and understand their role. You need a good leader, you need a good manager, you know, good worker bees that are on the team and people need to understand their role or it doesn't matter what kind of data or what kind of plan you want to input. So it's extremely important to have the people involved and wanting to support what you're trying to do, what we're trying to do as a team. So, you know, I love the slogan there, software and people because it's the people part that make the software work into being able to implement it, use it to the right, use it the right way and give the people not too much data because you can get cluttered with it, but just the data that's important for this particular day or is applicable to this particular job, this particular position if you're on the base. You can't take the people out of the decision-making process, can you? Now, what a lot of people might not know is that you were obviously a multi-sport star, you could have been a football player if you wanted to, but you chose, you made the decision to go into baseball. Correct. Talk about that decision that you made. Well, it wasn't a very difficult decision. You know, at the time my father was incarcerated and my mother was taking care of the other children and the family and we needed money. You were allowed to leave college and play baseball. You were not allowed to leave college and play football. I was a better football player in college and in high school than I was baseball player, but the opportunity to put some dollars on a table for a family was in front of you because you could leave school and go into the baseball. If you couldn't do that in football or I would have probably left, I don't think it would have been the right decision. I was a good enough player to have been an outstanding professional football player, I believe, you know, the physical demands, et cetera, certainly wouldn't have been much greater than baseball and the length of the tenure wouldn't have been... It was economic. Did you ever consider both sports after you, you know... I thought about leaving baseball after my first contract squabble with Charlie Finley. But, you know, people around me prevailed and I, you know, paid attention and prayed about things and I did make the right decision. I didn't know what's the decision to make. I just, luckily, stayed in the game of baseball and things worked out pretty well. Well, thanks for coming on the queue. It's been a home run, literally, for us to have you on and grace us with your presence. We called the ESPN of Tech. One crazy question from Twitter was, I wanted to ask you, was that hip move intentional? And it says, I guess you can afford to be honest about it now. Well, I don't really care what the guy said. It's an implication that I lied about it, which I disappointed. But hopefully he didn't mean it that way. But what happened there was, I was fortunate enough to have, in my view, I saw Billy Russell catch the ball and drop it. It didn't just hit his glove and go right to the ground. So in fast motion, that was a slow motion that he did for me because I was at real time. So I picked up instinctively on what he was about to do. I was automatically out because all he had to do was run to the bag and throw the ball the first base if he catches the ball. So as soon as he dropped the ball and went to the second base, he then leaves the ball live. And if you hit a runner in the base pad, there's a three-foot move you have on each side of that line which gives you six feet to move in. I stayed in my space because I had made throws before, perfect throws to third base. I remember in a playoff game, I made a perfect throw to third base in the open coliseum and hit out K-line in the back because he was sliding at the same time. He was probably smart enough to get in the line of the throw to interfere because he was out. I was out so the person rustles through the ball at me and the reason I turned my hip because I had been facing him, I didn't want to get hit in the wrong part of the hip area while I was facing him so I turned my hip to the side so I got hit on the big muscle rather than in the wrong area. The area is on the cube. Reggie Jackson, the legend, thank you so much for joining us. SAP, got the Callaway hat on. People, businesses about performance, about attitude, competitiveness. He's done it all. Thank you so much on the business side and on sports. Appreciate it. You know, for more information, you can go to ReggieJackson.com. If you want, I'm thinking about doing Twitter. I'm on there now, but I'm a little nervous about announcing and learning a follow-up if it goes on. I think Jack Dorsey, the guy that founded, is helping me. And once I get my nerve up, I'm at, let me see, Mr. October at Reggie or Reggie at Mr. October? This is a verified account. We'll take care of Reggie at Mr. October or October at Reggie, something like that. Well, you know what? We'll help you with Twitter. If you just tell the camera, the cube's a home run, and we'll take care of it. It's at October Reggie. At October Reggie. I didn't even know what it is. Okay. Thanks, guys. And thanks for having me. Thank you so much. Appreciate it. Appreciate it. I'm Jackson, great person, great human being. What a great sports star and businessman. Very successful inside the cube. And we'll go again any store we can in technology. If it's from athletes, from celebrities, if they have something to share, we will share it with you. This is the cube, our flagship telecast, the ESPN of tech, and we had a Hall of Famer in baseball on right there, Reggie Jackson. And we'll be right back with our next guest after this short break.