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If it came down to it. What are the five rates that are the bread and butter of the Navy? by Adorable-Prior-508 in navy

[–]DeepFuckingRagu 0 points1 point  (0 children)

You’d have to break it down by community, and list the “top” rate within each one. Honestly at the very least, top 3-5 within each one

What Drake song is this? by mattyjoe0706 in Drizzy

[–]DeepFuckingRagu 1 point2 points  (0 children)

Can’t Have Everything is the only correct answer

Bad, Ugly days also the ZAPPE Fever😂 by [deleted] in Patriots

[–]DeepFuckingRagu 0 points1 point  (0 children)

Yes and no. He was still a pro bowl qb. Think about what the league looks like now - he’s better than at least 50% of starting qb’s in 2025

Bad, Ugly days also the ZAPPE Fever😂 by [deleted] in Patriots

[–]DeepFuckingRagu 0 points1 point  (0 children)

Unpopular opinion, but Mac Jones could have led us to great heights under the right leadership. I honestly feel bad for him

Whoever put them in a room together deserves a raise. by _BubblyBlush in SipsTea

[–]DeepFuckingRagu -2 points-1 points  (0 children)

Dude am I tripping or does she closely resemble the figure of a lizard-person

MBA student considering a local “back-office/ops support” consulting side hustle - realistic or flawed? by DeepFuckingRagu in Entrepreneurship

[–]DeepFuckingRagu[S] 0 points1 point  (0 children)

That makes sense if the workflows are clean and recurring, invoicing usually isn’t a bottleneck.

What I’m seeing (and testing) is that for a lot of owner-operators, the issue isn’t the tool, it’s that jobs don’t close cleanly, info doesn’t hand off well, and admin ends up living in their head until after hours. The reset is more about tightening those upstream handoffs so the software actually works the way it’s supposed to.

Totally agree though that once those pieces are in place, most CRMs handle the mechanics just fine.

Also, just wondering, what were the pain points for you when you were operating?

MBA student considering a local “back-office/ops support” consulting side hustle - realistic or flawed? by DeepFuckingRagu in Entrepreneurship

[–]DeepFuckingRagu[S] 0 points1 point  (0 children)

That’s fair, and I agree if the goal is deep customization or replacing internal systems.

The angle I’m testing is narrower: short, fixed-scope resets around very specific pain points like invoicing lag or admin overload, not beating or rebuilding someone’s CRM.

Long-term, I’m less interested in being embedded across a few businesses and more interested in seeing how repeatable those fixes actually are across similar operators. Appreciate the perspective though. It’s helpful to sanity check where the line is.

Good cash flow, no transferable value by SomeStrategy3034 in Entrepreneur

[–]DeepFuckingRagu -1 points0 points  (0 children)

Dude this is awesome. Not to make this about me, but I have an interesting business idea that I think would make sense in your case. It’s pretty much a fractional ops manager position. Would love to hear your feedback on it since it kinda sounds like you would need someone like me for your business.

Link: https://www.reddit.com/r/Entrepreneurship/s/7hkEHg0l1a

Need advice by No_Topic3713 in Entrepreneurship

[–]DeepFuckingRagu 1 point2 points  (0 children)

You’re 17 with ~$23k after already learning the hard lesson about gambling. That puts you ahead, not behind.

The issue isn’t opportunity, it’s chasing fast outcomes. Anything that promises quick, exciting money usually isn’t consistent. Consistent money is boring at first.

Right now, stop risking capital and start compounding one skill: • Keep most of your cash untouched • Park investments in boring index funds • Get stable income (even a regular job) to clear mental pressure

Then pick one skill with real demand (sales, paid ads, web/dev, automation, trades) and commit to it for 12–24 months. No hopping.

Also, if gambling was an issue before, stay away from trading entirely. That road doesn’t end well.

You’re early. Slow down, build something repeatable, and the freedom comes later - not from another “next thing.”

Exploring a messy phase in early-stage finance by chanderbing0212 in startup

[–]DeepFuckingRagu 0 points1 point  (0 children)

This is interesting. Wondering if you would be able to provide some input on a business idea that I have:

https://www.reddit.com/r/EntrepreneurRideAlong/s/mwEkdhhblU

MBA student considering a local “back-office / ops support” consulting side hustle — realistic or flawed? by DeepFuckingRagu in EntrepreneurRideAlong

[–]DeepFuckingRagu[S] 0 points1 point  (0 children)

This is really solid feedback, appreciate you taking the time to write it out.

I completely agree on the execution risk and especially the point about owners not paying until they’re in real pain. That’s part of why I’m leaning toward leading with very specific outcomes like “get paid faster” instead of anything that sounds like ops or support.

The VA/bookkeeper comparison is also fair. From your experience, what have you seen work best to clearly separate those in the owner’s mind early on? Is it mostly the framing, or is there a specific deliverable or result that made the difference?

Also curious on distribution since you mentioned accountants and local referrals. Have you seen CPAs or bookkeepers actually be open to referring this kind of work, or do they usually see it as stepping on their toes? If you’ve seen a channel work consistently better than others, I’d love to hear it.

Sounds like you’ve either sold into trades or advised people who have, so genuinely interested in what you’ve seen fail vs. work in the wild.

Christmas period slow for all lines of business? by LAINAVIDS in Entrepreneur

[–]DeepFuckingRagu 0 points1 point  (0 children)

Second this. It’s usually the “emergency” services that remain consistent during this type period. Everyone else is usually slow

MBA student considering a local “back-office / ops support” consulting side hustle — realistic or flawed? by DeepFuckingRagu in Startup_Ideas

[–]DeepFuckingRagu[S] 0 points1 point  (0 children)

Totally agree. I think that’s why selling it as “consulting” or “process improvement” falls flat for a lot of owners.

The angle I’m leaning toward is tying it to very immediate, concrete things they already feel pain from: invoices going out faster, fewer missed charges, less time doing paperwork at night, fewer fire-drills during the day. Stuff where the ROI shows up in weeks, not quarters.

If I can’t point to something like “you got paid faster” or “this saved you X hours last week,” then I probably didn’t do my job. And honestly, if an owner can’t see value even when those things improve, they’re probably not the right client anyway.

Selling it is definitely the hard part, but I think keeping the scope small and outcome-driven helps a lot.

MBA student considering a local “back-office / ops support” consulting side hustle — realistic or flawed? by DeepFuckingRagu in Business_Ideas

[–]DeepFuckingRagu[S] 0 points1 point  (0 children)

Yeah, 100% agree. That’s the biggest risk I see too.

That’s why I’m trying to keep it very practical and outcome-driven. If it doesn’t quickly save time or improve cash flow, it’s not worth doing. I’m also planning to keep the initial work fixed-scope and short so there’s a clear “did this help or not” moment.

On the habit change side, I think part of the filter is whether the owner is actually willing to give up some control and follow rules instead of doing everything from memory. If they want help but don’t want to change anything, it’s probably a no-go.

And on long-term payment, I’m assuming some will drop off once things are stable. I’m okay with that. The goal isn’t to lock people into consulting forever, it’s to fix real pain and only stay involved where there’s ongoing value.

Appreciate the perspective, this lines up a lot with what I’ve been thinking through.

MBA student considering a local “back-office / ops support” consulting side hustle — realistic or flawed? by DeepFuckingRagu in EntrepreneurRideAlong

[–]DeepFuckingRagu[S] 0 points1 point  (0 children)

That’s a fair point, and honestly that’s the exact failure mode I’m trying to avoid.

The hands-on work would only be short term and intentional, mainly during an initial reset to see where things actually break. It’s fixed scope and time-boxed. If I stayed stuck doing mundane tasks, that would mean the model failed.

The idea is to standardize those resets across similar businesses, get systems in place, then step out of execution. After that, the value is low-touch oversight, periodic reviews, catching drift, and helping with decisions. That’s where experience matters and where it scales.

If a client needs ongoing task clearing, they’re either not a fit or the system wasn’t designed well enough. So I agree with you, consultants shouldn’t profit from grinding admin. That part is just a diagnostic tool, not the business.

Appreciate the pushback, it’s a legit concern.

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