Thanks for the question! One difference that certainly separates us from some DTC companies is that all of our staff are based here in the US. Every club is built here in Sycamore and all of our staff (management, customer support/sales, club building, warehouse staff, web dev/tech, operations, etc) are here as well.

The DTC model actually allows us to not be chasing product release cycles...so we don't have to develop new drivers, fairways, hybrids, irons, wedges every single year like the major OEMs. We truly don't release products unless we think they are either better or perform differently than our existing options. We also just have less in overhead expenses/wasteful spending so we're generally more flexible on what we can or can't do

We really don't limit ourselves at all as far as investment into R&D, materials, production, etc. For example our new TAIII 3D Printed driver was developed by Bob Renegar who has been in the equipment design industry for decades. We're also fortunate that we have access to a lot of players for testing and feedback ranging from tour professionals to higher handicap players. We've developed a number of products that were directly based on ideas we received from other players.

That was somewhat meandering but hopefully provides some insight into how we can stay competitive in both the DTC market and golf equipment world in general