It started as a conversation between friends. A memory from the Ecuadorian Amazon. A question asked after a trip that left them curious about guayusa, a leaf long consumed by Indigenous communities for focus and energy. It had become months of supplier calls, product tests, faculty feedback, formulation decisions and late nights spent figuring out how to turn a shared vision into something real.

Now, the plant-based energy drink they built together is ready for distribution and is being sold at The Oak House at ������Ƶ.

For Vargas-Lopez and Chiriboga, the milestone carries them back to McEwen Dining Hall on campus, where their friendship began during their first year at ������Ƶ in 2022.

Chiriboga, an entrepreneurship major from Quito, Ecuador, and Vargas-Lopez, a sport management major from Austin, Texas, quickly connected over language, culture, soccer and a shared curiosity about the world. They became close friends long before they became business partners.

The idea for YAPA came later, after Chiriboga brought Vargas-Lopez to visit his home country during Thanksgiving break of their sophomore year. It was Vargas-Lopez’s first time in South America, and the trip included time in the Amazon rainforest, where the two were struck by what Chiriboga describes as the “immensity” of the Amazon, from its abundance of life to the plants that have long shaped daily living in the region.

“We came back from visiting the Amazon forest and were just talking through the trip,” Vargas-Lopez says. “That’s when the idea came out. What if we took one of those plants and built a drink around it?”

That question became YAPA, a plant-based energy drink made from guayusa and a larger idea of giving people something more than expected.

The company’s name comes from an Andean expression. In Ecuador, “yapa” refers to a small token added with generosity. At a market, it might be an extra piece of fruit. At a family table, it might be a little more food on someone’s plate.

“It’s a little extra you were not expecting,” Chiriboga says. “That is what we want the product to feel like.”

Building From the Ground Up

Once the idea took hold, Vargas-Lopez and Chiriboga began studying the beverage industry, talking with community members in Ecuador, seeking feedback from mentors and testing whether their concept could become a real business.

They were drawn to the growing interest in cleaner, more transparent beverage options.

“I think the issue we were looking at was the energy drink industry and what a lot of those products contain,” Chiriboga says. “We saw people looking more for clean-label, natural ingredients and more transparency in what they consume.”

That focus helped define YAPA’s direction. They describe the drink as plant-based and made without preservatives, with an emphasis on ingredient transparency, quality and sourcing. Its ingredients include guayusa along with hibiscus, turmeric, ginger, prebiotics and electrolytes, each chosen with a purpose.

For the founders, the product also carries a connection to the place that inspired it.

We came back from visiting the Amazon forest and were just talking through the trip. That’s when the idea came out. What if we took one of those plants and built a drink around it? — Bernardo Vargas-Lopez ’26

In the Amazon, Chiriboga says, guayusa is traditionally consumed in community. People gather early in the morning, drink together and share their dreams before beginning the day. The leaf is associated with focus and energy, but not the jittery rush often linked with conventional energy drinks.

“It gives you that mental clarity and that energy that you need without being hyper,” Chiriboga says.

Turning that inspiration into a company required more than enthusiasm. The two spent months working through sourcing, formulation, packaging, shipping, pricing and compliance while balancing college life.

They also made early decisions about where they would not compromise, even when higher standards meant harder financial choices.

“We decided there were a few strategic points where we would not go for lower quality,” Chiriboga says. “Starting from ingredients and sourcing, we were not going to sacrifice what the product stands for.”

Asking the Right Questions

Both founders say their experience in the Martha and Spencer Love School of Business gave them the confidence to approach YAPA not as a finished idea, but as something to test, refine and keep improving.

They turned to faculty members including Sean McMahon, professor of entrepreneurship; Elena Kennedy, associate professor of entrepreneurship; and Brittany Mercado, associate professor of management and chair of the Department of Management and Entrepreneurship.

“The ability to communicate clearly with people who know a lot more than we do has been huge,” Vargas-Lopez says. “The Love School of Business does an amazing job of making professors approachable.”

As YAPA developed, informal conversations became intentional. They stayed after class, brought specific questions to faculty and connected what they were learning in their courses to the choices they were making for the company. The feedback was not always easy, and that was part of its value.

“We don’t need people to just cheerlead,” Vargas-Lopez says. “We need people who will tell us what worked, what didn’t and how to improve. That’s what has really helped us move forward.”

Their time studying abroad also shaped the venture. Chiriboga was in Japan while
Vargas-Lopez was in Australia, making day-to-day operations difficult, so they used the distance to listen.

“We couldn’t really work on operations, so the only thing we could do was talk to people,” Chiriboga says.

They spoke with people in the Amazon, professionals at large companies and mentors in finance, gathering insight before returning to campus.

“We were sponges during that time,” Chiriboga says. “We just gathered as much information as we could.”

A Friendship First

Before they were co-founders, Vargas-Lopez and Chiriboga were friends. They built the kind of trust that later became essential to starting a company together. When one person could not take on a task, the other stepped in. When the work became overwhelming, the friendship helped steady them.

“If I cannot do something right now, I know Juan Daniel can do it, and vice versa,” Vargas-Lopez says. “That trust was built before the business.”

Living together strengthened that rhythm. It also taught them the importance of boundaries.

“We’ve gotten really good at knowing when to talk business and when not to,” Chiriboga says. “If it’s not working time, we try to focus on being friends and being present with other people.”

For Vargas-Lopez, the partnership has been less about dividing every task evenly and more about sharing responsibility over time.

“It’s not always 50-50 all the time,” he says. “But we know we’re in this together, and that makes it easier to handle everything that comes up.”

For Chiriboga, building YAPA with his best friend has been one of the most meaningful parts of the experience.

“I couldn’t be more grateful that my best friend is also my business partner,” he says.

Now based in Austin, Vargas-Lopez and Chiriboga are carrying YAPA into its next stage. The venture that started as a conversation between friends has become something people can open, taste and share.

The process has changed how they think about risk, learning and what it means to build something from scratch. It has also reinforced the value of starting before everything feels certain.

“Don’t be afraid to start,” Chiriboga says. “If you don’t believe in yourself, no one else will.”

Vargas-Lopez says the venture has taught him to stay open to what others know and humble enough to keep asking questions.

“Use your resources,” he says. “Ask questions. Learn from every conversation. We haven’t had a single meeting where we didn’t learn something.”

The article, “,” was published Sept. 8 in the Journal of Sport Management, a leading scholarly journal in the sport management field. Dabbs and Burton collaborated on the research with Jeffrey Graham of Texas A&M University and Anton Schulz of Texas Tech University.

Using in-depth interviews with 16 women NCAA head coaches, the researchers explored how coaches responded to unexpected career-defining moments, primarily termination or institutional investigations. Their analysis identified three interconnected themes: an abrupt and isolating separation from the professional world; an attack on personal and professional identity; and lasting consequences affecting finances, health, families and future plans.

Rather than viewing forced job loss simply as a professional transition, the research frames the experience as a broader life crisis and points to the need for more humane off-boarding practices within sport organizations, including compassionate communication and access to independent mental health, financial and career-transition resources.

“This topic is important to me because the experiences of women coaches following an investigation or forced exit are rarely discussed openly,” Dabbs said. “These women entrusted us with deeply personal stories about losing not only their jobs, but also their professional identities, financial security, relationships, and sense of belonging.”

Dabbs said she hopes the findings will draw greater attention to the experiences of women coaches and encourage sport organizations to reconsider how they handle difficult career transitions.

“I wanted this research to give them a voice, shed light on a serious problem within college coaching, and encourage sport organizations to develop more ethical and humane exit strategies,” she said.

The publication also represents the culmination of a faculty-student research collaboration between Dabbs and Burton, who worked on the project while an ������Ƶ student. Burton played a pivotal role in the study’s qualitative data analysis, working with the 16 interview transcripts and collaborating with the research team to examine, code and organize the coaches’ experiences into the themes ultimately presented in the article.

Dabbs mentored Burton throughout the process, teaching her how to conduct qualitative data analysis and write the methodology section of a scholarly article.

“Her careful engagement with the participants’ stories contributed meaningfully to both the rigor of the analysis and the development of the manuscript,” Dabbs said.

For Dabbs, Burton’s involvement illustrates the value of providing students opportunities to participate directly in research. Such collaborations allow students to apply concepts learned in the classroom while gaining firsthand experience with how scholarly research is conducted and developed.

“They learn to work carefully with evidence, recognize patterns, question their assumptions, and communicate findings responsibly,” she added.

Another benefit? The experience can also reshape how students view their own place within an academic and professional community.

“Students gain confidence from knowing that their work can contribute to meaningful conversations in their field,” Dabbs said. “Mentored research helps them see themselves not only as students, but also as scholars and professionals whose ideas and contributions matter.”

Now, as a graduate, I can attest how those connections — first planted on the university’s campus — grow into strong bonds well beyond ������Ƶ’s brick pathways and oak trees. That is true of my connection to Dr. Anthony Hatcher.

Although I only took a few of Dr. Hatcher’s courses at ������Ƶ, our paths crossed countless times inside McEwen Communications Building. Every conversation included a kind word, encouragement and a quiet chuckle. But it was a senior-year trip to Hong Kong that revealed why so many students held him in such high regard.

Traveling with Dr. Hatcher and a cohort of classmates for an Imagining the Internet project, I truly understood what great teaching looks like. Dr. Hatcher let us students take the wheel and learn by doing, producing the interviews, choosing our story angles and cutting the video. By knowing when to offer guidance and when to step back, he let his students discover how to do journalism.

But it was in the “between” moments — a shared meal at the top of Victoria Peak, wandering the chaotic shopping markets and navigating the busy streets — that made the trip special, where I and my classmates could share stories with him, listen to the advice of a seasoned journalist and just talk about our hopes and dreams upon graduating. They say that travel often brings out the best or worst in a person, and I can say unequivocally, Dr. Hatcher shared the best of himself with us. We successfully completed that trip, bonded by adventure and nearly 24 hours of straight travel.

I’m happy to say that connection is still present today, whether through emails exchanged or virtual coffee chats. And while Dr. Hatcher’s time at ������Ƶ may be ending, his impact on students and alumni like me will live on long after departing campus.

An Emmy Award-winning communications leader, Addie Haney ’14 has built her career around storytelling and audience engagement. Earlier this year, she joined CNN Newsource as a content producer.

A new chapter in ������Ƶ’s global sport education programming officially began Sept. 7 in Pistoia, Italy.

Five ������Ƶ students arrived in the Tuscan city as the inaugural cohort participating in the university’s partnership with Lumos Pistoia Basket 2000, a professional basketball organization, and the Accademia Europea di Firenze (AEF). Their arrival was marked by a from the club as the students prepare to begin a semester combining study abroad with hands-on experience in the professional sport industry.

As part of their initial visit, the students explored Pistoia’s historic center before making their way to LumoSquare, the 3,835-seat home of Pistoia Basket and a growing community hub. Accompanied by Professor Marco Bracci and Elisabetta Santanni, academic director of AEF/������Ƶ in Florence, the group toured the facility, met members of the club staff, and received a personal welcome from Pistoia Basket President Joseph Mark David.

The visit offered the students their first look at the organization, where they will soon become part of the day-to-day operations. Beginning in mid-September, they will work alongside Pistoia Basket staff on projects involving sport management, marketing and social media.

“This experience is over a year in the making and couldn’t have come together without the amazing work of our partners at AEF, especially Elisabetta Santanni and Marco Bracci,” said David Bockino, professor of sport management. “As we launch the partnership this semester, we’re already discussing how to make it accessible to more students moving forward. The reception on campus has been great – we have students lining up to participate in the future.”

A global professional experience

Announced last fall, ������Ƶ’s partnership with AEF and Pistoia Basket was developed in collaboration with the Department of Sport Management to expand experiential learning opportunities for students studying in Florence. It combines two hallmarks of an ������Ƶ education – global engagement and professional experience – placing students inside a European professional sport organization while they study abroad.

“This experience was the logical next step as ������Ƶ grows its sport-related experiences,” Bockino said. “As a university, we’re great at study abroad and at helping our students get internships. Why not put those two together? When these students eventually hit the job market, they’ll arrive with a true resume differentiator: an internship with a professional Italian basketball club that allows them to better understand sport from a global perspective.”

As part of a mentored, two-credit internship with Pistoia Basket, students will spend approximately 10 hours each week gaining practical experience in event operations, fan engagement, marketing, communications and social media. Their responsibilities will be tailored to their academic backgrounds and professional interests.

For example, students interested in media analytics may evaluate the club’s social media performance, while students studying sport management or strategic communications will work to increase Pistoia Basket’s visibility among college students studying abroad in Florence. Participants will also meet regularly with accompanying professors and complete applied and reflection-based assignments.

The cohort will also contribute to a video storytelling project designed to introduce Pistoia Basket to new audiences in the United States. Funded by the ������Ƶ Innovation Council and coordinated through ������Ƶ’s Sports Media Lab and ������Ƶ Sports Vision, the project will use footage captured by the students to tell the story of Pistoia’s 2026-27 season. According to Bockino, the resulting videos are expected to appear on ������Ƶ social media channels and during ������Ƶ Athletics broadcasts.

This fall’s inaugural cohort includes Robbie Pataky ’28, a strategic communications major; Amelia Weaver ’28, a sport management and media analytics double major; Riley Greenwald ’28, a sport management major; Olivia Tichnor ’28, a marketing major; and Max Edelstein ’28, a sport management major.

can vividly remember the exhilaration of running onto the field this past weekend with the University of Pittsburgh football team, gimbal in hand, as more than 40,000 fans roared around him.

What happened next is a little hazier.

“I essentially blacked out on adrenaline for the first 10 minutes of game action,” Henneman laughed.

It was Henneman’s first game day working on the sidelines for Pitt football – and a surreal introduction to his new role as the program’s assistant director of creative content.

The ������Ƶ alumnus was there to capture an up-close look at Pitt’s season-opening 59-14 victory over Miami (Ohio) on Sept. 5. Once the final whistle sounded, his responsibilities only grew. Henneman took the lead editing “” Pitt’s long-running video series that tells the story of a victory through behind-the-scenes content.

For Henneman, the assignment represented another milestone in a professional journey that has moved quickly.

His path to Pitt began shortly after his May 2025 graduation from ������Ƶ, where he majored in journalism and built a portfolio that stretched well beyond traditional reporting.

As a student, Henneman worked with Rising Phoenix and ������Ƶ Athletics video production. He also spent nearly two years interning with The Burlington School, chronicling its high-level prep basketball program. Following graduation, he continued sharpening his skills as a videographer with the Cape Cod Baseball League.

Those experiences ultimately led him to Pittsburgh.

In January, Henneman initially joined Pitt Athletics as an assistant director of video production, creating content across the university’s athletics programs. After six months, he accepted a position supporting Pitt football. But Henneman wasn’t quite ready to give up basketball.

He negotiated a hybrid role that allows him to remain the secondary video contact for Pitt men’s basketball.

“I couldn’t get myself to leave my basketball roots behind,” Henneman said.

Being a major content contributor for both programs, he said, is a “dream come true.” It has also brought considerably more responsibility.

While the football staff was away during July, Henneman filmed basketball summer workouts, helped lead the rollout of new NIL initiatives for Pitt Athletics, and traveled to New York City to cover volleyball standout Olivia Babcock at the Collegiate Women Sports Awards.

Then came football season.

When fall camp opened in August, Henneman’s days regularly stretched from 6:30 a.m. to 7 p.m., seven days a week. He produced short-form content from daily practices and longer-form mic’d-up features while documenting the weeks leading into the season.

“Practically living in the facility gave me an eye-opening perspective of the upper echelon of college athletics.”

– Cap Henneman ’25

Amid that demanding schedule came one of his biggest opportunities.

At the end of fall camp, Henneman spent a week shooting and editing the “” his first true “passion project” since arriving at Pitt. The finished video was shown at the program’s kickoff luncheon and student bonfire pep rally, played on the stadium scoreboard before the season opener, and released on social media.

Creating a longer, storytelling-driven piece reminded Henneman of the projects he pursued at ������Ƶ.

“It was refreshing to create a storytelling-centric piece that I could be proud of,” Henneman said.

That same approach carried into his first football Saturday.

After documenting Pitt’s season-opening victory, Henneman shifted almost immediately from capturing the story to assembling it. For “” he storyboarded the video and constructed its game-action sequences, working alongside colleagues who handled the introduction, graphics, color grading and sound effects.

There was also a tighter turnaround. The popular series, previously released on Wednesdays, was now due Monday.

“Despite the lack of social life and free time that football season brings, I can confidently say I am doing something that I truly love,” Henneman said. “I feel like I have found my footing within the creative team, and look to keep improving as the season moves forward.”

The journey resulted in three intertwined research projects collectively called “Mission America.” Abby Zampier ’02, a psychology major, examined the effects of the attacks on volunteers; Cheryl Olsen ’02, a business administration major, analyzed their impact on charitable organizations; and Mary Zappulla ’02, a broadcast communication major, documented the journey in a film titled “.”

“We really grew up,” said Zappulla, now a showrunner, director and producer. “We were independent. We were out driving across the country with no parents and with no maps and trying to figure it out. As a producer, it taught us a lot about how to make things happen.”

The three friends were living together when the attacks happened on Sept. 11, 2001, and remember spending the entire day watching news coverage. Each also had a personal connection to the events. Zampier’s brother worked at the World Trade Center but was out of town on a business trip that day. Olsen’s father worked at the Pentagon, and Zapulla’s mother worked in government.

“At first everyone was talking about the attacks, and then it stopped,” Zampier told the Magazine of ������Ƶ in 2002. “We were still affected by Sept. 11, and we wanted to see how it was affecting everyone else in the country.”

The three completed the project during Winter Term 2002. A faculty member who owned a car dealership loaned them a van, and they began their journey at the World Trade Center, just months after the attacks.

From there, they traveled across the country, stopping to interview people about how Sept. 11 had affected them and their communities. One of those stops was the site of the 1995 Oklahoma City bombing. Zappulla told the Magazine of ������Ƶ in 2002 that interviewing people there left her emotional, and the three women say those conversations remain on their minds 25 years later.

“The people there felt for everybody because they had experienced something like that before,” said Zampier, who now works in real estate.

The students accumulated more than 18 hours of footage for the documentary, conducting interviews in the winter cold as they made their way across the country to California. They took only one day off because of rain.

Looking back, Olsen is struck by both the circumstances surrounding their journey and the willingness of strangers to speak openly with three college students.

“We were at war at the time, and we were attacked. It’s crazy that we felt comfortable going out into the United States by ourselves and to talk to random people about this moment,” said Olsen, who now lives in San Francisco. “It’s so defining back then how the nation really came together and, now if that were to happen, it might be a little different going up to people and asking them how they feel about issues that are serious.”

That spring, the three presented their work at ������Ƶ’s undergraduate research forum, then called the Student Undergraduate Research Forum.

For Zappulla, the project offered a way to process an event that had unfolded hundreds of miles from ������Ƶ while better understanding how people across the country were experiencing its aftermath.

“In North Carolina, you’re so far removed, and it made us feel part of what happened, not that it’s a good thing, but it was doing something to express how we were feeling,” Zappulla said.

A five-minute clock was counting down. Fallon’s challenge was to lift Thor’s hammer before time ran out. MrBeast watched from outside the box, and Chris Hemsworth arrived as Thor to smash the glass and save the day.

The setup was ridiculous by design. Dyer and his team had started with a simple question: What kind of challenge could bring together MrBeast’s oversized videos, Hemsworth’s history as Thor and Fallon’s willingness to play along?

For Dyer, the segment worked because it did more than copy something popular online. It gave “The Tonight Show” its own way into the joke.

“We never really did trendy content just because everyone else was doing it,” Dyer said. “What is our spin on it? What is our story? How can we subvert people’s expectations?”

Dyer has been asking versions of those questions since his time at ������Ƶ. He arrived on campus already interested in broadcast, having focused his college search on communications programs. As a broadcast and new media major, he learned how an idea moved from a script to a finished piece.

Professors Staci Saltz and Thomas Nelson gave him room to work across writing, videography, photography, editing and directing. In the studio and in the field, he learned how to build a project “soup to nuts.”

“They really allowed me to flex my creative muscles,” Dyer said. “I learned all aspects of media production and strategy. That was pretty formative for me.”

He graduated in 2011 as digital video was beginning to change the television business. Dyer started in digital operations at TV Land, then moved to Comedy Central, producing online content for programs including “South Park,” “Key & Peele” and “Nathan For You.”

The platforms were still developing their identities as places to watch video, which gave Dyer room to test ideas and learn what worked. He credits his early progress to an eagerness to take on assignments beyond his job description.

“I never said no to an opportunity,” Dyer said. “I had a drive to continue to push the envelope, learn more and become better every day.”

In 2015, he joined the team building the digital presence of “The Daily Show” as Trevor Noah became host. The group had the chance to establish a new voice, try original formats and respond to the news with the speed of an online newsroom.

One of those formats was “Between the Scenes,” which captured Noah talking with the studio audience during commercial breaks. Dyer helped launch and produce the digital series, and the team won a 2017 Creative Arts Emmy Award for outstanding short-form variety series.

The series grew from a culture in which writers, producers, correspondents and members of the digital team could all shape an idea. Dyer remembers Trevor Noah telling the staff that a good idea could come from anyone, whether it came from an intern, a writer or a producer.

“A great idea really can come from anywhere and anyone,” Dyer said. “Share, bounce things off each other and engage with your team. Through collaboration, the best ideas will come.”

That lesson followed him to “The Tonight Show” in 2021. Dyer joined as head of digital while the show was still navigating pandemic-era production and remote guests. As performers and live audiences returned to Studio 6B, he began expanding the show’s digital originals, videos made specifically for people watching online rather than repackaged television clips.

His team worked with nearly every part of the show. They collaborated with writers, segment producers, talent bookers, NBC press, marketing, and the larger staff and crew at the show to turn an appearance into something that could connect beyond the television broadcast.

Dyer approached each idea “fan first.” Before the cameras rolled, he wanted the team to understand the audience, the guest and the platform where the video would land. A TikTok video should feel natural on TikTok, he said, but it should still sound and look like “The Tonight Show.”

During Dyer’s tenure, he said, the show’s following across digital platforms grew from just over 50 million to more than 100 million. The show generated 50 billion views during his five years there. He points to those numbers as a team accomplishment, shared by Fallon and the people working across the production.

Leading that growth also changed how Dyer viewed his own role. He began paying closer attention to what each person on his team could become instead of limiting people to the jobs they had been hired to do. Delegating decisions and tasks gave younger producers room to grow and freed him to keep learning.

By the time he left the show in February 2026, Dyer felt confident that the team could continue without him. That made the timing right for another shift.

He joined Ampersand, the production company founded by Benj Pasek and Justin Paul, as head of digital programming and development. The move has taken him from building digital extensions of established television programs to developing series from their earliest ideas. His current work includes “Celebrity Substitute”, a YouTube series where some of the world’s most recognizable stars step in as teachers for unsuspecting public school students.

Dyer sees that move as part of television’s future. A series no longer needs to begin with a network time slot and find an online audience later. It can start on YouTube and reach viewers directly, without asking them to change their habits.

“A show is only good if people watch it,” Dyer said. “I want to meet people where they already are.”

The screens and platforms keep changing. His reason for making the work has remained simple: to give people something that brings them joy or laughter.

For ������Ƶ students hoping to enter the industry, Dyer’s advice is equally direct. Do not wait for perfect equipment, the perfect idea or the most recognizable company name. He remembers carrying a BlackBerry as a student; today, students have a 4K camera in their pockets and an immediate way to share what they make.

“Just start making things,” Dyer said. “Start creating. You’ve got to start somewhere. Make things that you’re passionate about, and let your passion guide you.”

������Ƶ instructor of communications Pate McMichael was featured in a recent Wall Street Journal article examining Wake County’s decision to remove roughly 400,000 mug shots from its public website, a move that has sparked debate over privacy and government transparency.

The article, explores the county’s plan to eliminate online access to booking photos spanning two decades. County officials say the change is partly prompted by concerns that the database continues to display mug shots associated with charges that have since been expunged. Once the portal is taken offline, members of the public will instead be able to access the records through two in-person kiosks in Raleigh.

McMichael, director of the North Carolina Open Government Coalition, told The Wall Street Journal that he understands the county’s reasoning but views the decision within a broader trend of restricting access to public records in North Carolina.

“If government is out there arresting people, taking pictures of them,” McMichael said, “we should be able to access that.”

The article examines competing concerns surrounding the public availability of booking photos. Advocates for greater restrictions argue that mug shots can remain online long after charges are dismissed or expunged, potentially affecting employment and housing opportunities.

The students have already been immersed in their new city, where they met alumni at the Queen City Connections ice cream social and heard from local alumni about living and working in Charlotte. Several former Study USA Charlotte participants attended, some of whom now work full-time for the organizations where they interned as students in the program.

Students completed a scavenger hunt to familiarize themselves with the Queen City, public transit and major landmarks. They also conducted test runs to their internship sites, many of which are located along the light rail, which provides easy access from South End to Uptown, and into the university area. Since many students are living in an apartment without a meal plan for the first time, they participated in a cooking class to learn meal preparation basics.

Cara Picariello ’28 sees this fall as an opportunity to grow both personally and professionally.

“Living in a city is something that I have never experienced before, so I wanted to take full advantage of the opportunity to step outside my comfort zone and experience a different lifestyle,” said Picariello. “In addition, Charlotte is a rapidly growing sports hub with many career opportunities, and I wanted to build connections and gain experience in the area before graduating.”

Aidan Sweeney ’28 also understands the many benefits of this program. “I wanted to experience living in a big city while also working and furthering my career. I came in knowing very few people, but I’ve already became friends with everyone by exploring the city together or finding a room to chat in with people.”

Five classes are offered this fall: Sport Sales and Promotion, College Athletics Administration, Sports and Media, Event and Venue Management, and an internship course. Students are required to complete 320 hours at their internship.

Students are interning with a variety of organizations including the Big South Conference, NASCAR, Sports Business Journal, Charlotte Knights, Charlotte Checkers, the National Junior College Athletic Association, the Atlantic Coast Conference and more.

Daniel Towery ’28 signed up for the Study USA Charlotte Sport and Community Experience program because “it’s the perfect way to combine classroom learning and real-world experience in the sports industry. I am especially excited to intern with both the Charlotte Knights and the ACC Football Game Day Operations Center to continue to develop my hands-on professional skills. Exploring the city and making memories with my cohort has already made this semester unforgettable.”

Griffin Conway ’28 is excited about the program because it gives him the “opportunity to get an early start on my professional career, while balancing academic courses and living in a city.”

“I’m looking forward to my internship with ACC’s Student-Athlete Programs and getting to learn the ins and outs of how a big organization works,” Conway said. “Over the past week since I started, I have met and networked with so many wonderful people through events that ������Ƶ has provided, and I’m very excited for the rest of the semester!”

Components of a fall Study USA experience include housing, academic courses, internship, enrichment activities and networking opportunities with alumni and industry professionals. Contact Study USA with any questions at global@elon.edu, 336-278-6700 or www.elon.edu/studyusa. Applications for the inaugural spring Study USA Charlotte program are currently open, while applications for fall 2027 are accepted Sept. 1-Dec. 1. Enrollment is limited. Non-������Ƶ students are invited to apply.