Event Recap: Susan Schroeder '86 & Tom Cerasoli '00

On April 18^th, the ILR Sports Management Club had the opportunity to Skype with fellow Cornellians Susan Schroeder ’86, Senior Vice President of Marketing Partnerships at Madison Square Garden, and her colleague, Tom Cerasoli ’00, the Director of Strategic Partnerships at Madison Square Garden. Club members were fortunate enough to get career advice and an in-depth perspective from two industry leaders. Schroeder and Cerasoli are part of a marketing team that oversees brand relations between Madison Square Garden and its corporate partners, including Delta Air Lines, JPMorgan Chase, and Coca-Cola. Read about the question and answer session after the jump.

How their differing professional experiences led and prepared them for marketing at Madison Square Garden

Though the two currently work together at MSG, the career paths they each took to get there were actually quite different. Cerasoli took the seemingly more common route upon graduating from the ILR School. He worked at United Talent Agency for nearly two years before deciding that the field was not fit for him. He then decided to get his MBA at the Isenberg School of Management at UMass, which he planned to use to enter the sports industry. After finishing school, his first job was at Velocity Sports & Entertainment where his quick ascension was a result of his passion, hard work, and savvy.  After nearly five years, he became the Senior Manager where he worked in corporate consulting for commercial brands such as Visa, AT&T, and FedEx while also managing relations with the NFL, NBA, NCAA, and Olympics. The value he added to Velocity prepared him to serve as the Director of Partnership Strategy for the World’s Most Famous Arena, where he has been for the past year.

Schroeder’s route, on the other hand, involved an extensive background in corporate marketing that was eventually molded into a sports-oriented position. After graduating with a degree in Agricultural Economics (now the Charles H. Dyson School at Cornell), Schroeder found work in an unconventional way. She admitted,

“You’re going to laugh when I tell you this, but the way I found my job was a bit unusual—I found an ad for a position with Mercedes Benz in the New York Times and I reached out to them.” 

She gave a dramatic pause for students to digest this for a second. The Ivy Leaguers in the room who couldn’t imagine job-hunting without their beloved LinkedIn profiles were in shock! At Mercedes, she worked in brand management creating merchandise, accessories, and e-catalogs. It was there where Schroeder started gaining her initial experiences in marketing and brand management. After her time at Mercedes, she began working in public relations for Formula One. Despite her lack of PR experience, her writing skills were helpful and she managed the affiliation with Mercedes, a brand she was already quite familiar with. After working a series of executive marketing positions at Porsche, Clear Channel Worldwide, and AMCI, she parlayed her skills and knowledge to impact Madison Square Garden and the sports industry.

Inside the deal of a Madison Square Garden corporate partnership

Both Schroeder and Cerasoli stressed that the most essential facet of their business approach is to “encourage and foster partnerships.” The Madison Square Garden Company has three subdivisions - MSG Sports, MSG Media, and MSG Entertainment. They are all composed of a long list of corporate partners, all of whom The Garden conducts business with in the same way. Not only is MSG looking to generate revenue, but they also want to form lasting relationships with these brands. Schroeder describes,

“We like to think around here that these partnerships are like marriages; we are looking for a relationship that can sustain itself long-term. Think about Coca-Cola, who has been an MSG partner for over 100 years.”

MSG is among the elite brands in sports and has the luxury of doing business with whomever they consider fit. Cerasoli described that any company inquiring about potential business must understand that,

“We’re not looking at our business in terms of transactions, like I said—we are trying to build relationships. The first thing we do is ask potential partners what the goals of their brand are and say, "okay, where is the fit for us?" We then find a middle ground that benefits both parties.”

Schroeder added,

“Take Delta, for example, one of our signature partners. How do we find ways for our New York Knicks fans to become Delta frequent fliers, and for Delta’s consumers to enjoy the benefits of the Garden?” 

Schroeder, Cerasoli, and the rest of the marketing team must use creative platforms that engage consumers such that they associate two brands with each other positively.

While the marketing team constantly works hard to create and cultivate these relationships, it does its due diligence before it ever enters such ventures. According to Cerasoli,

“Sometimes you have to just say no. Partnerships just don’t work best when your brands do not share the same values.”

If two brands do not have similar values and philosophies, it is difficult to create an efficient and successful partnership

On the impact of a Madison Square Garden corporate partnership

We all know that partnerships are made to result in economic gains for both parties. According to Schroeder, a product associated with MSG will reach up to 30-40% higher affinity for both brands in the eyes of the consumer. True, having so many partners is good for the Garden’s business. Nonetheless, Schroeder emphasized that the marketing team is always looking to “find that balance.” Tom added,

“Our content is very partner-driven, but we’re always trying to ‘thread the needle’ between branding and entertaining for our fans. You need to find that median, and it’s not always easy.”

The joint efforts between MSG and its partners can pay high dividends for both sides when such a balance is reached. Schroeder brought up a recent example in which Kia gave away a car to a Knicks fan after hitting a half court shot during halftime. However, this moment had deeper implications than the typical fan realizes. Schroeder explained,

“This was a moment -- a special moment -- where nearly 20,000 people are out of their seats screaming for a fan they’ve never seen or heard of. He hits that shot, he’s running around the court, celebrating and is even hugging Spike Lee! That was a special moment viewed by millions on YouTube and SportsCenter…and Kia owned that moment.” 

On the business behind "Linsanity"

Club members were eager to hear about the financial, off-the-court impact that fellow Ivy Leaguer Jeremy Lin had on MSG. Lin averaged only 12.9 points per game against Cornell in his collegiate days, went undrafted, got cut by two NBA rosters, and frequently went back and forth between the NBA and the D-League. While playing for the Knicks, he was repeatedly mistaken for their trainer and was nearly cut around midseason. Lin got his opportunity and ran away with it; he scored 109 points over his first four career starts which was the most by any player since the NBA/ABA merger. I then asked, “What changes did you see to your prospective roles in the midst of Linsanity?” You could immediately tell they had gotten that question a million times by the faces they made. Cerasoli joked, “Oh, I taught him everything he knows!”

“But seriously,” he continued, “Jeremy has had a tremendous impact – our ratings and brand affinity have both shot up, and existing partners certainly have recognized the value in this. ”

Schroeder added,

“And not to mention, it also gives us another face for the franchise. Last season adding Amar’e and Carmelo at a time where social media was taking off was huge for us. The New York Knicks have over 2.3 million likes on Facebook and have more team video views that all other 29 NBA teams combined.”

During, and ever since Linsanity, the MSG marketing team has been working closely with global companies. Since Lin is the first Taiwanese-American NBA player, his international influence from the Garden hardwood is immense. Though they were unable to get into specific details, they assured us that their lines were constantly ringing during the Lin craze. Not only were companies inquiring about opportunities with the Madison Square Garden Company, but they were also just looking for any channel through which to get in touch with Lin. “We’d get phone calls,” Schroeder smiled as she recalled, “with people just begging us, ‘how do we get in touch with Jeremy’s agent?’ Everything about Linsanity was just… incredible.” Club members are fully aware of how Linsane MSG’s executives were after having witnessed MSG Sports President Scott O’Neil present Rockets GM Daryl Morey with a signed Jeremy Lin jersey at the MIT Sloan Sports Analytics Conference as a “thank you” for cutting Lin in late December.

On the role of partnerships in the transformation of Madison Square Garden

The plans for the renovations of The Garden intrigued many club members. Over the years, many of us have seen some iconic moments happen live at MSG, yet the building has remained unchanged for the most part. Schroeder and Cerasoli together listed reasons why change was necessary: “Yankee Stadium, Citi Field, MetLife Stadium, Red Bull Arena…” and then the 800 pound gorilla in the room was acknowledged, “not to mention the new Barclay’s Center in Brooklyn…” The World’s Most Famous Arena has been getting a run for its money on its own turf, and they are working diligently to hold that title true.

So how can partnerships provide a solution to this issue at the new MSG? She continued,

“Anybody want to guess how the new Garden is being paid for? $900 million was purely funded by our corporate partners - no public tax funds.”

Some of the partners that will have a heavy influence on the new MSG include JPMorgan Chase, Delta, Coca-Cola, and Anheuser-Busch. Cerasoli said,

“Each of these partners have a different role, trying to target a specific consumer. For example, there will be the Delta SKY360° Club for a group of season ticket holders and features inclusive food and beverage. Delta wanted to find an intimate way to connect with our HVC’s [high value customers] who are affluent and are thus likely to travel more. By delivering high end, premium hospitality, we provide a forum for Delta to reach this market of HVCs.”

Other partner-driven initiatives include the Budweiser Fan Deck, the Chase Bridges, and Chase Square. In September 2010, Chase became Madison Square Garden’s first-ever Marquee Partner. The company will become MSG’s “preeminent, multi-platform, multi-venue, multi-media partnership,” according to the MSG Transformation website. The suspension bridges are going to be above the action at MSG, and will give consumers a one-of-a-kind view of their favorite events. Most of the plans for the Chase Bridges have been somewhat finalized; yet, the design for Chase Square is still being perfected. Schroeder said, “this is something that we are still working tirelessly on. Chase Square is going to be the entrance to MSG; how do we give fans that satisfaction and enjoyment that welcomes them to their experience? And not only that, but how can Chase help us provide that while promoting their services? That is something we will continue to figure out over the next 8 months.”

On how MSG’s wide range of events create partnerships

The Madison Square Garden brand is rivaled by few in terms of its prestige in sports, entertainment, and history. As Schroeder explains,

“I can guarantee to you that Madison Square Garden will never sell its naming rights-- it will never have to.” 

However, what makes the MSG brand so valuable is its versatility. Not only does it host the Knicks, Rangers, and Liberty home games, but also a wide range of entertainment events. Cerasoli said of their list of over 70 partners,

“They naturally will get varying exposure…we strategize our promotions as a way to reach our partners’ desired markets and demographics…we can provide that since we have a wide range of events, which means a wide ranged consumer base.”

The MSG brand is so strong that when companies look to do business with The Garden, the marketing team asks, “okay, what are you trying to do?” Schroeder followed up,

“Our signature partnership with Delta Air Lines is targeting our HVC’s that can be at any of our events, whether it be for basketball, hockey, boxing, or other entertainment. However, look at a company like Foot Locker. The target consumer base is much more specific, and so their influence is mostly felt at New York Knicks games.”

Cerasoli continued, “We have the opportunity to talk to anybody. What makes MSG more powerful is that we don’t have one voice.” To exhibit the team’s diverse success, the two recounted a recent Sesame Street show at MSG in which they hosted a milk and cookies party afterwards. The goal was to provide young kids with a “Garden moment” to hopefully remember forever, while also giving increased parents associated contentment with the Garden.

On the best career advice they have for students pursuing sports-related careers

 “I don’t think my advice is relevant considering I got a job through the New York Times,” Schroeder joked. “But, one thing I can tell you is that networking is a priority, it is absolutely key.” She encourages students to use resources such as Linkedin and sports conferences as opportunities to meet new people and expand your network. By doing so, “you never know what they can do for you down the road.” Susan also encourages students to

“Look for internships where the staff wants to help you… you want to work where people want to help you…My first boss was always a bit tough with me, and would always quiz me with these specific questions. I didn’t appreciate it at the time, but you need to take the good from your experiences; I know she was requiring me to be prepared and know extensively about what exactly I was doing.”

Cerasoli’s advice for sports business students was to take any experience you can get. “You don’t have to work at the NFL in order to work with the NFL. The NFL is great, don’t take that the wrong way, but there are many ways you can wind up working in sports, or working with the NFL. Don’t focus on one company or one position.” Tom told students not to be discouraged if our career goals get postponed. “You shouldn’t be concerned about the titles you hold, rather, it’s all about the lesson you learn from your experiences.”

We are so grateful that two industry leaders like Schroeder and Cerasoli were able to speak with the Cornell ILR Sports Management Club. Though students were drawn to this event for varying interests, their focus on the business of partnerships provided us with new perspective. We all look forward to applying this new insight the next time we watch MSG or go to the new Garden. We thank them for taking the time out of their schedules to speak with us, and we hope to stay connected with them in the future! 

Event Recap: Tim McDermott ('95)

On Wednesday, April 4^th,  the ILR Sports Management Club was fortunate enough to host Philadelphia Eagles Senior Vice President and CMO Tim McDermott for a Skype video session. McDermott, a Cornell graduate, is responsible for strategizing and managing all marketing, advertising, merchandising, and brand extension efforts for the Eagles. At Cornell, he was an AEM major, and a three-year letter winner, a two-time GTE Academic All-America and an Academic All-Ivy League selection on the Big Red football team. Upon graduating from Cornell, McDermott worked various positions within the NFL for the Jacksonville Jaguars and San Diego Chargers before enrolling at Harvard Business School. Since, he has successfully managed the brands of the Washington Capitals and Eagles and was named to the 2011 Philadelphia Business Journal’s 40 Under 40.

The event was Q&A format, and McDermott shared some in-depth insight with club members on his field of work. Read about it after the jump.

On his career path, and what initially attracted him to sports

McDermott, unlike many graduates, knew exactly what he wanted to do professionally. His passion for business and his football acumen made the sports industry an especially intriguing field for him. His dad was a college football coach, and his brother, Sean, was also working in football. (Sean McDermott is now the defensive coordinator for the Carolina Panthers.) Thus, Tim wrote a letter to a Cornell alumnus that was working for the Jaguars looking for advice and an opportunity to work in the NFL. He ended up interning there for six months, and was offered a job working in team operations, sales, and marketing. McDermott had worked in Jacksonville for two years before getting an offer from the Chargers to become their Director of Sales.

Though McDermott was enjoying his time in San Diego, he still felt like there was more for him to learn in business. True, he knew about marketing, sales, strategy, and development, but he wanted to know how these facets of business are connected. He went to the Harvard Business School to further his education and the dividends paid off. After stints at Goldman Sachs and Comcast, McDermott served as the Senior Director of Marketing for the Eagles from 2004-2006 before working as the Senior VP and CMO for the Washington Capitals, leading the club’s marketing and communication efforts. After a complete turnaround of Washington’s brand identity and dramatic increases in the team’s popularity, McDermott returned back to Philadelphia in 2010 where he currently serves as their SVP and CMO.

On his work in Washington, and the difference between NHL and NFL.

Though McDermott worked the same position for the Capitals as he now does for the Eagles, his approach to business differed in many ways. As McDermott explained, in the NBA, MLB, and NHL, the main focus for an executive is in ticket sales. In Washington, “everybody became a sales person,” whereas in Philadelphia, “there’s a 40,000 person waiting list for season tickets - we don’t really have a sales-oriented culture here.” When he went to Washington, he observed the issues that many non-NFL teams experience, which mainly center on a lack of attendance and fan interest. “Here we had one of the game’s best players in Alex Ovechkin, and he was able to walk the streets of DC without being recognized.” He also mentioned that, for fans, it “didn’t feel cool to be here (at home games).” As a result, he made an effort to rebrand the identity of the Capitals by marketing the team as “younger, energetic, and edgier, almost rockstarish” and by changing their uniforms to fit this new theme.

The results were tremendous as the Capitals set franchise records in sellouts with all forty-one home games selling out for the first time in franchise history. Additionally, the Caps were among the NHL’s elite in marketing, media relations, community relations, game entertainment, and online presence.

On his work in Philadelphia, continuing on difference between the NHL and NFL.

While McDermott described work in the NHL to be centered around sales, he mentioned that the main concern in the NFL is consumer satisfaction. This is especially important given today’s current fan culture. In the age of fantasy football, HDTV, and NFL Sunday Ticket, one would think that it is more difficult to sustain in-game fan retention. However, under McDermott’s efforts, the Eagles brand strength increased 40% according to ESPN Sports Poll, and the team was recognized by Forbes as the fastest growing brand in all of sports.

McDermott said that the key to the team’s brand strength is their focus on consumer satisfaction and interaction. The Philadelphia executives are working to provide an in-game experience that is unmatched and superior to watching the game in your living room. One way they are doing so is exemplified in the plans for the renovations of the Lincoln Financial Field. McDermott mentioned how they are using fan study groups and research in order to tailor the stadium and seating to their liking.

On Michael Vick, and the management of players’ PR to enhance the Eagles’ brand

The Eagles, for many reasons, must be more aware of their team/player/fan relations than most other teams. For starters, the Eagles are in a large media market led by tough Philly fans. On top of that, fan interaction with players, organizations, and even other fans is at an all time high with the exponential growth of social media. The fans have unprecedented access to information on the internet, and it is thus important to make sure that players represent the Eagles in a way that agrees with their brand and philosophy.

For example, the Eagles’ most marketable player happens to be one of the most polarizing figures in sports. Michael Vick was signed by the Eagles two years after his arrest for a highly-publicized dog fighting scandal. While it was very difficult to market this acquisition in a positive light initially, McDermott commended the way Vick has conducted himself since. Vick has made an effort to be honest, open, regretful of his wrongdoings, a hardworking and supportive teammate, and a good citizen in order to successfully rebrand his image. Vick was among the top selling jerseys in the NFL in this past season.

McDermott said that teams in the NFL have implemented a system to educate players on social media management and what is okay to tweet or say in an interview. He stated, “The media is always watching your back, you have to monitor your players constantly.” However, he admits that even with proper coaching in this area, the players will sometimes says things with which you don’t agree. For example, a player dubbed last season’s squad as “the Dream Team" and put a massive target on the team's back.

On the best advice he received in his career

When Tim was at Harvard Business School, he interned at Goldman Sachs. He told a story about a time he was talking to an employee and asking him questions for insight and advice. Tired of hearing the same questions from interns, the gentleman turned to Tim and told him, “STOP! You all do the same exact thing. You all sit here and ask me the same ridiculous questions one after another.” Tim was at a loss for words, and the man continued, “If you’re going to come up to me to talk, bring something of value to this. Come to me with stocks I should buy or sell, give me research, GIVE ME SOMETHING.” Tim said that these words have stuck with him ever since. In anything you do professionally, he urges that you prove your worth by providing value to employers and your company.

The other piece of advice he got was from current NFL Commissioner Roger Goodell who told him, “What you do is important, but who you do it for and who you do it with is more important.”

On his advice for future leaders in sports

Along with the advice he shared from Commissioner Goodell and the Goldman Sachs executive, Tim mentioned that if you want to work in sports, you must be prepared to move elsewhere. He said, “in the sports world, there is only one director of marketing, one CEO, etc. One thing I have learned is that the only way to move up is move out.” McDermott’s career has led him from Pennsylvania to Cornell, Jacksonville, San Diego, Harvard, Washington DC, and back to Philadelphia. He said that though this was difficult for him, it mentally and emotionally prepared him for any potential changes in his life, which he finds rewarding.

McDermott also said that wherever you work, all executives should follow three basic rules: hire good people, require goal setting that holds people accountable, and provide the proper training to develop these individuals.

_ _

We’d like to again thank Mr. McDermott for taking the time out of his schedule to speak with ILRSMC members. As an organization looking to prepare students for sports business careers, these opportunities are invaluable to us. We not only learned about the basic functions of his position, but insight that we would not have access to otherwise. We appreciate his time, and hope to hear from him again in the near future.

Event Preview: Susan Schroeder '86 & Tom Cerasoli '00

4/18 -- 4:30PM -- Ives 215

On Wednesday, April 18th, the Cornell ILR Sports Management Club will be hosting a Skype session with Susan Schroeder '86, Senior Vice President of Marketing Partnerships at Madison Square Garden, and Tom Cerasoli '00, Director of Partnership Strategy at MSG.

Please join us at 4:30 in Ives 215 for the opportunity to ask questions and learn from two Cornellian leaders in the sports industry leaders. Hear about their career paths, and get insight on topics such as the Rangers' playoff run, the Knicks' push for the NBA postseason, the business behind Linsanity, the renovations for the World's Most Famous Arena, and other general topics in sports, marketing, and brand management.

We hope to see you there.

Event Recap: Students in Sports Panel

March 13, 2012 was the date of this year's annual Students in Sports panel, featuring a group of students discussing their experiences in sports industry internships. Check out the panelists after the jump. 

This year's panelists:

• Adam Kirsch (ILR '15), ILRSMC Director of Career Services; Positive Impact Partners
• Alex Gimenez (ILR '15); The Miami Foundation
• Colin Dailey (Communication '13); Time Warner Cable Sports
• Marc Rosenberg (ILR '12), Moderator and ILRSMC President; New York Islanders and ESPN Radio

Panelists discussed their experiences, which ranged from NCAA event management to TV production to philanthropic efforts. Regardless of the industry subfield, students agreed that it was vital to both learn from the internship and to demonstrate value to the company.

In some cases, panelists interned alongside graduate students and were able to differentiate themselves through hard work. Similarly, panelists stressed the importance of asking questions. Whether asking for assistance with a challenging task or picking a coworker's brain for industry knowledge, interns should take advantage of this opportunity to improve their comprehension.

The panel was followed by a presentation by Marcia Harding of ILR Career Services. Ms. Harding advised students on how they can put their best foot forward, manage their professional networks on LinkedIn and go about their search for jobs and internships. Ms. Harding also answered questions from the audience.

Check out ILR's Office of Career Services in Ives 201. 

Event Preview: Buck Briggs '76

Chipper Jones, Nostalgia and Backyard Baseball 2001

Pictured: Baseball at its purest

The moment had every dramatic baseball cliché you can think of. The bases were loaded. It was the bottom of the 9th. There were two outs, with the championship on the line. Sammy Sosa led off third. Vlad Guerrero stood on second as Barry Larkin watched from first. The batter dug into the box; the moment was his. He calmly took the first pitch, a crazyball, for a strike. The pitcher, uber-nerd Dmitri Petrovich, adjusted his glasses, then delivered an inside fireball. The batter swung late as the ball zipped by him in a gulf of flames. Strike two. With no more special pitching “power-ups,” the pitcher threw a breaking ball that hung over the center of the plate. And the batter, Chipper Jones made him pay.

Winning Backyard Baseball 2001 was the highlight of my summer, the one between 4th and 5th grade. I know this might seem a little sad, but Backyard Sports were the greatest electronic games until Halo, and I was a baseball fanatic. I still remember the exact order of my stack batting order, a lineup so littered with future Hall-of-Famers, All-Stars and steroid abusers that it’s a little embarrassing I had the championship game come down to the last half inning.

Kenny Lofton was my leadoff man. He would get to first on a bunt every time (to second if I had crazy bunt). Barry Bonds batted next, not quite the unrealistic steroid-aided power slugger in the computer game as he would soon become in real life, but Bonds was still usually good for an opposite field single or double down the line. The other team’s catchers were always the really sucky neighborhood kids (except for Pablo Sanchez whose gritty style of play and overall swagger made him the ideal sports figure to emulate), and so it was pretty easy to have Lofton steal all the way to home. It didn’t really matter if I did or not, for the 3-4-5-6 batters in the lineup read Griffey-Sosa-McGwire-Guerrero. After three out of those four hit homeruns into the neighbor’s lawn, I had Pablo Sanchez (see above). The 8 spot was reserved for Larkin --whose Topps rookie card was the coolest thing a pack of trading cards ever got me (Pokémon included). Then came Chipper batting 9th.

I honestly don’t remember why I put him in my lineup. As a Yankees fan you’d think I’d have gone with Jeter. As a fellow Jew, I always liked Shawn Green. And Alex Rodriguez, the young MVP-type talent from the Mariners, was also available. But for some reason Chipper drew me in. There was something very classic to his baseball game, down to the prefect baseball nickname of Chipper (I could tell you his real name but it would diminish the legacy). Come Opening Day 2012, he will have played all his 18 seasons in Major League Baseball with the same team, a rarity in modern times. Yet there will be no 19th season for Jones, who yesterday announced that the Braves 2012 campaign would be his last in a player’s uniform. While still a serviceable hitter, Jones’s numbers have dipped these past few years to but a fraction of what the perennial All-Star once produced in his prime. 1998-2003 saw a six year span where Jones hit over .300, 25 home runs and 100 RBI in each season. And then in 2008, despite injuries hampering the Braves third basemen in his later career, Jones, at the ripe age of 36, won the NL batting title with a .364 average, the a mark that National league player has come within 20 percentage points of since. But as a Yankees fan who frankly didn’t give two cares to Chipper’s on-field career (until late October at least), I’m reacting to his pending retirement with a good sense of nostalgia. I think 20 is the age a person can start feeling genuine nostalgia for a bygone era, and for me, the era was that summer spent hovered over a Backyard Sports game with my finger twitching the mouse.

 While not using the Aluminum Power bat to knock balls into adjacent stratospheres, I filled my days playing actually backyard baseball with the neighborhood kids, our own version of Sandlot, except that we all kind of stunk and there was no beast. After playing, we would gather in one of our basements to haggle each other over baseball card trades (I cried for three days when my older brother swindled me into trading away Carlos Delgado for Bobby Bonilla). I still have those cards somewhere in the attic, and if not for the steroid era defaming the good names of players like Jason Giambi and Gary Sheffield, they might have actually been worth a considerable amount of money someday. Chipper Jones belongs to this time period in my life. And while there are still several players on the 2001 version of Backyard Baseball still in the league, many like Pudge Rodriguez, Guerrero and Carlos Beltran are but shadows of the players they once were.

It’s just a matter of time before they too make a similar announcement to the one Chipper made, closing the books on their playing careers and the period in my life when baseball was its purest.

Event Preview: Tim McDermott

4/4 -- Ives 105 -- 4PM

Join ILRSMC tomorrow, April 4, at 4 pm in Ives 105 for a special Skype presentation by Tim McDermott '95 of the Philadelphia Eagles.

Mr. McDermott is the Senior Vice President and Chief Marketing Officer for the Eagles and a graduate of both the ILR School and Harvard Business School. In addition to his work with the Eagles, Mr. McDermott has also worked for the Washington Capitals, San Diego Chargers, Jacksonville Jaguars and Comcast.