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Health

SURMOUNT

New research to be presented at this year’s European Congress on Obesity (ECO 2025, Malaga, Spain, 11-14 May) shows that around two thirds of participants of the SURMOUNT-1 trial had only regained 5% or less of their so-called nadir (or lowest weight) three years after beginning treatment with tirzepatide. The study is by Professor Louis […]

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April 12, 2025

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SURMOUNT
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New research to be presented at this year’s European Congress on Obesity (ECO 2025, Malaga, Spain, 11-14 May) shows that around two thirds of participants of the SURMOUNT-1 trial had only regained 5% or less of their so-called nadir (or lowest weight) three years after beginning treatment with tirzepatide. The study is by Professor Louis Aronne, Comprehensive Weight Control Center, Division of Endocrinology, Diabetes, and Metabolism, Weill Cornell Medicine, New York, NY, USA, and co-authors from Eli Lilly and Company, Indianapolis, IN, USA, which funded the study.

Obesity management is a long-term journey during which fluctuations in body weight are expected to occur. For some patients, a previous nadir (or lowest) weight can become a point of focus (and disappointment when it cannot be reached again). However, there is not yet clear literature that nadir weight is clinically relevant. This post hoc analysis of the SURMOUNT-1 study, at 3 years, aimed to assess weight regain from nadir weight over 3 years (36 months / 176 weeks) with tirzepatide treatment.

The original SURMOUNT-1 trial was published in NEJM in 2022, and found that, across 72 weeks, participants with obesity treated with 5 mg, 10 mg, or 15 mg of tirzepatide once weekly experienced substantial and sustained reductions in body weight. 

This analysis included 690 tirzepatide-adherent participants (65% female, 35% male) with a mean age of 49 years, a mean weight of 107 kg, and a mean BMI of 38.6 kg/m2 who were chosen from the original SURMOUNT-1 cohort on the basis they had been treatment-adherent across the 3-years (with 75% or more of planned doses received) and were living with obesity(a BMI of at least 30 kg/m²), or overweight (a BMI of at least 27 kg/m²) and prediabetes, and had been participants in the SURMOUNT-1 study and had lost at least 5% of their baseline weight when reaching their nadir weight (the lowest weight achieved during treatment).

Weight regain from nadir to Week 176 was defined as the difference between percent weight reduction from baseline to nadir and percent weight reduction from baseline to Week 176. Weight regain analyses were calculated as a mean across groups and were categorised as less than 5%, 5% to 10%, and 10% or more weight regain.

The analysis showed that the mean time to nadir weight was 22 months (96 weeks). The mean percent weight reduction at nadir weight was 23.1%. The mean percent weight regain from nadir weight to Week 176 was 3.7%, meaning that across the 690 participants over these three years there was a mean percent weight reduction of 19.4% (23.1% minus 3.7%).

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At Week 176, 73%, 19%, and 8% of participants treated with tirzepatide 5 mg (227 participants) regained less than 5%, 5% to 10%, and 10% or more from nadir weight, respectively. Similarly, 65%, 26%, and 9% of participants treated with tirzepatide 10 mg (N=239) regained less than 5%, 5% to 10%, and 10% or more weight from nadir to week 176, respectively. Among participants treated with tirzepatide 15 mg (N=224), 73%, 20%, and 7% experienced less than 5%, 5% to 10%, and 10% or more weight regain from nadir to Week 176, respectively.

The authors have not yet analysed if there are any differences in weight gain between men and women or between older and younger participants.  

This analysis found that 70% of participants treated with tirzepatide had limited weight regain – meaning 5% or less – after their nadir, or lowest weight. Less than 10% of participants regained 10% or more from their nadir weight. Overall, these findings suggest that most participants receiving tirzepatide had a relatively stable weight journey over 3 years in the SURMOUNT-1 3-year study, and managed to avoid any substantial weight regain.” 

Dr. Louis Aronne, Comprehensive Weight Control Center, Division of Endocrinology, Diabetes, and Metabolism, Weill Cornell Medicine

European Association for the Study of Obesity

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Health

BYU women's basketball guard injures ACL twice

Many people look up to athletes, but people hardly talk about the challenges they go through. Arielle Mackey-Williams tells her story of how her injury impacted her life and mental health. “There’s been a lot of nights where I’m at home trying to go to sleep and I’m just crying myself to sleep because it […]

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2 hours ago

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May 19, 2025

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Your Sports Nation
BYU women's basketball guard injures ACL twice



Many people look up to athletes, but people hardly talk about the challenges they go through.

Arielle Mackey-Williams tells her story of how her injury impacted her life and mental health.

“There’s been a lot of nights where I’m at home trying to go to sleep and I’m just crying myself to sleep because it just really hurts,” Mackey-Williams said.

10% of college athletes experience severe injuries according to the national athletic trainers association.

This is the second time that BYU women’s basketball player Arielle Mackey-Williams has injured her ACL. It has kept her from playing in another season.

“My first ACL injury, I went in to do a backdoor cut and my leg went inwards,” Mackey Williams-said. “The second time I definitely knew I tore my ACL again.”

Mackey-Williams said that staying positive has been more challenging during her second injury.

Newly-named BYU women’s basketball head coach Lee Cummard said he saw the mental toll the injury took on Mackey-Williams.

“On the court, Ari is a fierce competitor,” Cummard said. “The second time around, you can see it wearing on her a little bit more.”

Others close to her, including her mother and former coach, Mary Dawn described her firsthand experience.

“The hardest thing was, I couldn’t simply hug her and let her cry out loud and embrace that pain,” Dawn said.

BYU’s assistant athletic director of clinical mental health, Holly Binks, said athletes face tough challenges physically and mentally when they are dealing with an injury.

“There has to be almost a mourning period where they have to have grief, because they’ve had like a loss of like dreams of playing,“ Binks said.

Binks said that injuries are more than just a physical setback, they can impact scholarships and grades.

Binks and Cummard said that the sports culture is evolving to include a greater focus on mental health.

“Having a optimistic but a real point of view of where they’re at will really help,” Cummard said.

Dawn offered advice on how parents of athletes can support their mental health.

“Be a source of emotional support,” Dawn said. “Validate the feelings and remind them it’s okay to feel upset.”

Mackey-Williams said she has grown throughout her mental health journey.

“I think my injuries helped me just to be more grateful for knowing not only just basketball, but just the little things in life,” Mackey-Williams said.

Mackey-Williams said she has been able to maintain her mental health through this challenge while finding joy in the little things in life.

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Health

QUOTES

Story Links Recap: Terps Beat Georgetown Maryland Postgame Quotes “Really proud of our guys. Kind of had a feeling it would feel like a Big Ten game, and that’s really what it was. Obviously give credit to Kevin Warne and Georgetown on a great year. They’ve been playing as hot as anybody and certainly their […]

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May 19, 2025

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QUOTES

Story Links

  • Recap: Terps Beat Georgetown

Maryland Postgame Quotes

“Really proud of our guys. Kind of had a feeling it would feel like a Big Ten game, and that’s really what it was. Obviously give credit to Kevin Warne and Georgetown on a great year. They’ve been playing as hot as anybody and certainly their future is bright there. The crowd was phenomenal. Navy is such a good host for this game. I think I heard the attendance was 17-18,000 and they were awesome. We felt them all game long. Just a gritty performance. Defensively, (associate head coach) Jesse Bernhardt always does a great job with the game plan and these guys do a great job executing it. And then offensively, just kind of grinded. Not our best but when we needed to make plays we did.”
 

On the defense

“Jesse put together a really good plan. We have really good parts, but really smart parts. We have good athletes down there, but also guys who understand how play, not only on the ball, but off the ball. The combination of having a really good scout team and guys that buy into that role, which is not easy, then guys who know how to play and also a really good game plan put it all together.”
 

“We played this game like a Big Ten game, like we have played all year. Don’t change anything. It is going to be a grind; don’t flinch. We talked about it with these guys, breaking the game down and each possession matters. Don’t overthink it. We did put a big emphasis on starting strong. The first five minutes for us was huge, because if you watch the Duke game, they came out hot. Everyday at practice, the first five minutes was a focus.”

Jack MacDonald

On the pace of the game

“The prior experiences, playing Rutgers, playing Michigan, playing Penn State and all of the Big Ten teams gave us a great trial run for today. And I think we were ready. I think we knew what was coming with Georgetown; it was going to be a slower game, kind of a rock fight we called it all week. And we were prepared. We knew we were going to have to play a lot of defense, but we love it.”
 

On the defensive plan

“It starts with coach Bernhardt. We go over all week putting together a game plan and then watching an extensive amount of film as a group and that’s when you get to know the opposing side so well. I think that’s where we get our edge.”
 

“I definitely felt we left some (goals) out there. I was super thrilled with how we finished the game (offensively). Coach Warne does a great job with their defense and Georgetown as a whole. I have a lot of respect for what he’s doing over there and how that defense plays so tight knit. They slide and recover real well. We found some opportunities late, but we should play better.”
 

On playing against his brother Jacob

“It is hard to get emotional because we shared a big stage today. I’m super proud of him and all that he is doing at Georgetown and the player he is going to be. He has a bright future. It was a great stage and fun to share it with him. It was cool for my family to experience that, but I’m definitely happy big brother came out on top.”

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New training facility opens in Reading for athletes' mental and physical advancement

READING, Pa. – A training facility in Reading is officially open.  Athlete’s IQ Institute celebrated their grand opening earlier on Saturday.  The facility operates as a space to train athletes in almost every area – mentally and physically.  The goal? Help shape them into a “total package” athlete.  “Training that we deliver here… …that you […]

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May 17, 2025

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Your Sports Nation
New training facility opens in Reading for athletes' mental and physical advancement

READING, Pa. – A training facility in Reading is officially open. 

Athlete’s IQ Institute celebrated their grand opening earlier on Saturday. 

The facility operates as a space to train athletes in almost every area – mentally and physically. 

The goal? Help shape them into a “total package” athlete. 

“Training that we deliver here…

…that you need to be for an athlete,” said Avory Cole, lead trainer/performance coach for Athlete’s IQ Institute. 

Athletes IQ also partners with local colleges for tutoring and mentorship programs for their trainees.

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Health

May is Mental Health Awareness Month

May is Mental Health Awareness Month – WTVQ 23 hours ago 6

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May is Mental Health Awareness Month


May is Mental Health Awareness Month – WTVQ



























23 hours ago


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Health

Why Personal Growth Drives Business Success

About Icebug Icebug is a Swedish footwear brand on a mission to empower people to get outside — regardless of the season. Founded in 2001, the company is best known for its innovative traction technologies, making it a go-to for runners, hikers, and outdoor lovers facing slippery or challenging terrain. As the first outdoor footwear […]

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May 17, 2025

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Your Sports Nation
Why Personal Growth Drives Business Success

About Icebug

Icebug is a Swedish footwear brand on a mission to empower people to get outside — regardless of the season. Founded in 2001, the company is best known for its innovative traction technologies, making it a go-to for runners, hikers, and outdoor lovers facing slippery or challenging terrain. As the first outdoor footwear brand to become climate positive, Icebug leads with bold sustainability actions, transparency, and a commitment to doing business differently. Headquartered in Jonsered, just outside Gothenburg, Icebug combines nature-first values with cutting-edge design and a deep respect for the planet.

Directly to the Questions

CEO David Ekelund believes this connection to nature is essential for both mental health and in-novative thinking. With mandatory “Wellness Hours” three times a week, all employees spend at least an hour outside — whether walking, running, or simply breathing fresh forest air. It’s part of a bigger shift: a commitment to inner development and new ways of working in a changing world. As Ekelund shares on a walk through the forests of Västra Götaland, breaking with business-as-usual has helped Icebug thrive — from the inside out.

David, you want to increase mental health in your company with the help of mandatory „Wellness Hours“. How does that work?

It’s quite difficult to isolate where mental issues are coming from. Is it really because of work? Or can it be a parent who is ill or a child having problems at school? But it’s for sure, that you’re not one person at work and then you’re another person in your private life. We are basically one person. 

The underlying assumption is, that people get more dusk worn down at work. They need the weekend or a vacation to rest. I think it’s not a really good way of having it. What if instead, we can make the workplace the place where actual health and well-being are increased? Where people can develop towards their full potential.

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David Ekelund gave valuable insights about his vision for the sports industry.
Image credit:

Thomas Plettenberg/Messe München

And three free working hours per week are the right way?

We know that physical activity also gives mental well-being, but that’s only one part of it. About 3 years ago, we decided that we wanted to work on inner development. This was really a departure from business as usual.

Sounds like it’s way more than just doing sports together…

The core idea of business as usual being professional at work. But we all have strong sides and weak sides. And if we go to work, spending a lot of time trying to hide our weak side and always show our strong side, our “better side”, we lose a lot of opportunities to learn. Instead spending a lot of energy doing that, we could use it to develop together.

Verschneide Berge mit einer Wandergruppe in der Ferne

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What led you to the idea, what was the turning point?

It happened during the spring of Covid, when me and a few others in leading positions were confronted with the weekly thrown up of the situation. It became clear to me, that I had an image for myself as a CEO, that I was trying to kind of execute to others. Like that only if I come up with the best plan and we just follow my plan, we’re going to have a good outcome.  

But during this time, I felt that if I would have tried to hang on to this, it would have broken me completely. So instead, I embraced vulnerability. Saying that I don’t know what will happen, because things will likely keep changing a lot. But that I think we have the capacity to work on this together. This didn’t make me weaker, but stronger. And I also noticed that it unlocked the participating in joy at work for me and being able to express gratitude.

Pretty unusual for a CEO, isn’t it?

Yes, until then I had this kind of underlying assumption that if things would be too joyful at work or if I would say thank you that maybe people would get lazy. But the effect is the contrary: People want to contribute more, if you show gratitude and approach things in a joyful manner, even pretty heavy things. 

About David Ekelund

David Ekelund is the CEO and co-founder of Icebug, the Swedish outdoor brand leading the way in climate-positive footwear. At Icebug, he’s championed a workplace culture rooted in well-being, purpose, and bold sustainability goals. A regular speaker at ISPO, David shares his insights on transforming sustainable business through supply chain management for a massive reduce of emissions on the one hand and on the other how inner development and reconnecting with nature can help companies and people thrive.

Was there something that helped you during this process and inspired you to change?

I had some coaching during this time and read a book which was very, very helpful to me. It’s called “You are your best Thing”, written by Brené Brown. It led me to the conclusion, that I couldn’t change the situation, but I could try to change myself.

How did you integrate that awareness into the company?

We started thinking about how we can set up an environment that people get the chance to grow personally. There was this newly established framework called inner development codes, which is kind of a response to having global sustainable development goals: we basically know what to do, but in many cases, we’re moving in the wrong direction. It’s not that we lack knowledge, but we lack in the capabilities as humanity to move in the right direction and know what’s actually good for us.  

We had this framework with a definition of inner development goals, grouped in different themes like being, thinking, relating, collaborating and acting. Nobody had worked with it before, but we don’t mind pioneering old trail blasting. So, we decided that we want to work through this framework with all the employees and basically kicked off in our teams for 100 days each.  

How did these 100 days look like?

We already worked with an external facilitator for team development. She helped us working through those skills and capabilities to link them to some evidence. The most successful way of using the framework was finding something at work that you want to get better at. We have this principle at Icebug that nobody should only work with things in their workflows that they already know how to do. Everybody should always have something that they need to learn and stretch to.  

That’s why we often have some situation where we would like to work better or feel better. And then you can try to link that to some helpful skill and a situation where you can practice this. We’ve established a one-hour reflection group every two weeks, where people across the company meet to share what they have tried, how it worked out und what they’ve learned or what has been useful or difficult. 

How did your employees react on the change?

This development program is designed for people to find their own inner motivation. It was no surprise that there were some concerns and skepticism. But with the participation of everyone in the company, it was very helpful and good to question several parts of the program to grow together.

Have you ever had doubts or feared the risks of failing with this program?

I struggled a little bit with changing things, because I felt we were in a good state. I needed some logical motivation and asked the opposite of a positive outcome: What if people in the organization don’t grow and develop their inner compass, their integrity and authenticity? If they get worse at perspective taking, critical thinking, and sense making and lose their optimism in action? To me it’s pretty obvious that the organization would be a worse place to work. But if we get better at these things, we will also work better and increase the capabilities of the organization. That’s why I think it’s a much bigger risk to not try it, as the world around is changing, too.  

What is your resume after three years in the program?

Today, almost all of our employees reached the recommended physical activity level from the World Health Organization. But my thing here is also the dare trusting in what I experienced. The trust that I feel in the organization. People are feeling much more secure at work and it became easier to address more difficult issues. We are much faster in collaborating around real problems that matter. That saves us a lot of time and energy at Icebug. And I also noticed that I became a more enjoyable partner and Dad.  

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Would you say this was one of the boldest decisions you made in the past years?

Maybe, yeah. I never really framed it that way for me personally. I think the boldest talk was when I did it myself first, I started opening up. And I didn’t see that much risk in trying to do it for the company because we also were clear that, we wanted to try this. 

It’s a complex program and we didn’t plan everything ahead. But we’re still finding our way and I think in that sense you decrease a lot of risk in decisions if you stay agile. If it doesn’t work, we’ll just abandon it and try to find a way forward. 

Do you think it’s adaptable even for bigger companies?

Sure, maybe not exactly how we do, but I think it’s doable and beneficial. There are big companies already working with inner development goals. IKEA is working quit a lot with it on leadership levels. But you can do it in smaller departments as well.  

I know that there is some skepticism and worry, that this cannot spill into performance reviews and salary discussions. Whatever I share here or in the book we recently published about our journey, I think that you need this trust that learning and development is a good thing. You will see that people get less stressed and they are fine with sharing difficulties as well.  

  • Mental Health in the Workplace: More Focus and New Approaches

Could you maybe share an example where you really failed hard once?

We had our biggest problems with Cash flow issues that were kind of self-inflicted first time I think that we were we were growing. We had like 3 years when we grew an average of 35% and took for granted that we would keep growing. When that didn’t happen, we ran into real cash flow problems. We had a similar scenario when we wanted to hit it up in North America and gave too much leeway to somebody leading that operation.  

But profitability and growth somehow got missed. So we just had the growth and that was also. Quite and took some restructuring. I think a lot of that is is. I think our biggest failures has been when we have been too locked into growth earlier. So you do things to grow. Broader than growth as a result of doing the right things. 

What was your learning from that?

I think as a company you have to stay very agile and have a high degree of resilience. You need cash reserves for not being too stretched. That’s one part.  

And then the other more philosophical part we want to promote is the return of the virtue. Contribution and seeing what you can contribute, not looking at, just us getting what we could get. It’s not that if somebody else wins that I automatically lose. A lot of people can win at the same time through collaboration.  

Our role models are companies that do something for the common good. We want to do so, too, because I think that we’ll also benefit. If we all do a little bit more, the world will be a better place.  

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Are you really that optimistic? How do you see the future?

We haven’t maybe been as collaborative lately as we were before. But the outdoor industry has always been a strong community. We are trying to move the same things: to increase participation in sports or outdoor activity. The future we are looking for is where people can thrive on a planet in balance.  

Being physically active and doing it together with others while connecting with nature increases people’s well-being. And that is where we have a real chance to be part of the solution. Also because we’re not such a big part of the problem. Yes, our industry does pollute and we need to take care of reducing our emissions. But the real imact we have is in moving people’s awareness for a sustainable future. Which is actually what to strive for because it will lead to more flourishing lives.  

It’s the wrong direction to just pick up pages from fashion playbooks and try to create trends and sell as much stuff as possible. The challenge for most CEOs is finding a plausible hypothesis and set business targets to prove that the company reaches them. But that triggers overconsumption and is not good for us. The challenge is to find a viable business model that contributes to people’s well-being. And flourishing life or nature on the planet as well.   

With that in mind, how this can look in practice and how brands can implement it meaningfully is at the heart of ISPO 2025. Here, brands come together to exchange knowledge, build partnerships, and discover fresh ideas. Through focused talks, workshops, and networking events, you gain valuable tools to drive your business forward. Be part of it – 30. NOV. – 02. DEC. in Munich.

Conclusion: Leading with Well-Being, Growing with Purpose

  • Workplace as a Source of Health: Icebug envisions work not as a burden, but as a source of physical and mental well-being – with mandatory “Wellness Hours” outdoors.
  • Fostering Inner Development: Instead of traditional performance metrics, Icebug focuses on personal growth within teams, guided by the “Inner Development Goals” framework.
  • Leadership through Vulnerability: During the pandemic, Ekelund chose openness and collaborative problem-solving – a turning point in his role as CEO.
  • Positive Company Culture: Trust, gratitude, and room for growth help employees feel more secure and work more effectively together.
  • A Learning Organization: Regular reflection sessions and the principle of always learning something new enhance ownership and innovation.
  • Sustainable Business Mindset: Icebug doesn’t chase growth for its own sake – it aims to contribute meaningfully to its team, the industry, and the planet.
  • Outlook: Ekelund advocates for more collaboration and a business model that centers on human well-being and planetary health.
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Metea's first

Gino Colasanti Metea’s 1st Annual ESPY’s are coming in full effect For the first time in school history, Metea Valley is rolling out the red carpet for its athletes. The Metea ESPY Awards, set for Monday, May 19, will be a night dedicated to honoring the school’s top varsity athletes, coaches, and contributors. Modeled after […]

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May 16, 2025

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Metea's first

Metea's 1st Annual ESPY's are coming in full effect
Gino Colasanti

Metea’s 1st Annual ESPY’s are coming in full effect

For the first time in school history, Metea Valley is rolling out the red carpet for its athletes. The Metea ESPY Awards, set for Monday, May 19, will be a night dedicated to honoring the school’s top varsity athletes, coaches, and contributors. Modeled after ESPN’s iconic ESPYs, the event is entirely student-led and aims to shine a spotlight on athletic achievement, leadership, and community impact; something Metea’s student-athletes haven’t experienced before.

Set to take place in the auditorium, the exclusive event will be open only to varsity athletes and their families, giving the space a formal and intimate atmosphere. But this isn’t just another awards night. According to those behind the idea, it’s about something bigger: legacy.

“This was all driven by our amazing leaders in Captains Council,” Joshua Robinson, one of the staff advisors to the group, said. “We preach leaving a legacy, and these students have taken that idea and are trying to create something that will last at MV long after they leave.”

The idea for the ESPYs began back in November 2024 during a Captains Council meeting. Seniors Jack Kusumpa and Cameron Leys, both multi-sport athletes, proposed the concept after seeing similar events at other schools.

“Seeing other schools and their communities come together for something like this made us realize what Metea has been missing,” Kusumpa said. “Especially for our athletic department, this is a chance to rally everyone for one night.”

Once the idea was greenlit by school leaders, the planning began. Kusumpa, Leys, and other Captains Council members created timelines, coordinated with coaches, designed promotional materials, and organized a multi-step nomination and voting process. First, varsity coaches nominated athletes from their teams for each award. Then, a selection committee narrowed each category down to three to five finalists. Finally, the entire school was invited to vote; the response was overwhelming.

“With almost 700 votes cast, we exceeded our expectations,” Kusumpa said. “It showed us how much students and faculty care about recognizing those who’ve really earned it.”

One of the biggest challenges, according to Leys, was making sure the event was inclusive.

“The most challenging part was ensuring every sport was represented so no one felt excluded,” Leys said. “We struggled with deciding who could vote and who could attend. While we wanted to include as many people as possible, we also wanted the night to feel earned—something people look forward to being a part of.”

Nominees will be honored in over 20 different categories, including headline awards like Male and Female Athlete of the Year, Comeback Player of the Year, and Moment of the Year. Standout nominees include Ian French, Cameron Leys, and Dominic Smith for Male Athlete of the Year, and Katie Schuele, Bridget Anderson, and Pragya Iyer for Female Athlete of the Year.

Other categories like Play of the Year, Leadership Award, and Community Outreach Athlete of the Year showcase the full range of accomplishments, both on and off the field, by Metea athletes. Even roles often overlooked, such as Sports Photographer of the Year and Assistant Coach of the Year, will be honored.

“Too often, students receive awards and their peers never even know,” Robinson said. “This event changes that. We want to highlight the best that Metea has to offer.”

From the beginning, the Metea ESPYs have been 100% student-driven, a fact that organizers say sets the event apart from more traditional, staff-run ceremonies.

“Ours is student-led,” Leys said. “While staff and coaches assist, the event is organized and run by students and the Captains Council, which is what makes it so special.”

Kusumpa echoed that sentiment, emphasizing the amount of effort and passion poured into the process.

“We’ve been working on this since November, crunching every number, refining every detail,” he said. “This isn’t just an awards show: this is a night people will remember, and hopefully something that becomes a Metea tradition.”

Even with the event just days away, organizers say that promotion is still one of their biggest challenges.

“Spreading the word out there has been the most daunting task, and still is as of now,” Kusumpa said. “But we’re committed to finishing strong.”

As Metea’s varsity athletes prepare to walk the black and gold carpet on May 19, more than just trophies and applause will be waiting at the end of the night. There’s the beginning of a new legacy, one that’s built not just by winning, but by celebrating the people who make those wins possible.

“We want this to become an annual tradition,” Leys said. “Years from now, we hope future athletes look forward to this night, and future Captains Council members make it even better.”

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