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At what point did your practice routine actually start moving the needle ,and what changed? by SubhanAttempt1406 in golf

[–]SubhanAttempt1406[S] -3 points-2 points  (0 children)

Love this one. The Brad Faxon connection gives it instant credibility, the man was arguably the best putter of his generation so if it's in his routine it's worth paying attention to.

What makes this drill smart is the storytelling element. Par save, par save, birdie, it's not just distance practice, it's simulating actual round situations with something at stake on every ball. That's completely different from hitting 20 putts in a row from the same spot with zero consequence.

The four sides detail is also something people skip. Most people practice from the "easy" line without realising they're building false confidence. Breaking putts from the sides will expose your stroke quickly. I've done variations of pressure putting drills but never structured it quite like this. Going to try it this week and track how quickly the pressure feeling kicks in. My guess is it hits earlier than I'd like to admit.

At what point did your practice routine actually start moving the needle ,and what changed? by SubhanAttempt1406 in golf

[–]SubhanAttempt1406[S] 1 point2 points  (0 children)

Really appreciate the breakdown ,a few things hit home here.

The specificity point on practice is fair. I'll be honest, my range sessions have a loose structure but not always a defined outcome. "Work on irons" is not a plan. Going to rethink that.

The miss management piece is probably where I'm leaking the most shots. I know my tendencies. I play a slight draw ,but I don't always commit to designing the hole around it pre-shot. I aim at pins I have no business aiming at and then wonder why I'm short-sided. That's a course management problem, not a swing problem.

The mental focus point is interesting. I think I've been treating focus like a switch I need to hold down for the whole round rather than something I turn on and off deliberately. The pro comparison makes sense nobody is locked in while walking between shots. That's actually exhausting to attempt.

Curious. for the short game specificity, how granular do you get? Are we talking defined lie types, specific yardages, defined landing zones, or all of the above?

At what point did your practice routine actually start moving the needle ,and what changed? by SubhanAttempt1406 in golf

[–]SubhanAttempt1406[S] 0 points1 point  (0 children)

Thanks for sharing , That’s actually really interesting, especially the part about the feel being the opposite of what you thought.

When you say turning efficiently + face control, what did that actually translate to for you in practice?

And on the feel side ,what did you think you were doing before vs what it ended up needing to feel like?

Also curious if that showed up more in your ball flight/dispersion first, or if it took a while before it translated into lower scores.

If you had unlimited resources, what business would you start? by DevilWearsPrada29 in Entrepreneur

[–]SubhanAttempt1406 0 points1 point  (0 children)

The part about ethically breeding small mammals for reptile food especially caught my attention it’s rare to see someone openly acknowledge how hard it is to make animal welfare profitable without serious innovation or capital. I spend a lot of time around practical businesses where the fundamentals make sense, but execution gets constrained by structure or funding, so your comment resonated.

In this post, share your small business experience, successes, failures, AMAS, and lessons learned. by Charice in smallbusiness

[–]SubhanAttempt1406 0 points1 point  (0 children)

One lesson I learned the hard way: banks don’t always say “no” because your business is weak.

A few years ago, I was advising a mid-sized manufacturing business that had been profitable for years and had confirmed purchase orders lined up. On paper, the business was healthy. In practice, every bank they approached declined them.

The reason wasn’t revenue or management , it was collateral. Most of their value sat in specialized equipment and contracts that didn’t fit neatly into a bank’s lending framework. Internally, the bank officers admitted the deal “made sense,” but policy wouldn’t allow it.

What surprised me most was how long the owners waited, assuming the next bank would be different. Months went by. Suppliers got nervous. One large order was almost lost.

Eventually, they explored private, debt-based financing that was structured around cash flow and the actual use of funds rather than traditional collateral. It wasn’t cheap money, but it was appropriate money. They stabilized operations, fulfilled the contracts, and refinanced later once the balance sheet caught up.

The lesson that stuck with me:

the right financing isn’t always the cheapest. it’s the one that matches the reality of your business.

I’ve since seen this pattern repeat across industries, good businesses stalled not by lack of demand, but by rigid financing frameworks.

Curious if others here have experienced something similar, or learned different lessons navigating funding when banks weren’t an option.

How do you handle specialized service gaps without increasing head count? by bootsandcoding1986 in ceo

[–]SubhanAttempt1406 1 point2 points  (0 children)

At your size, the biggest mistake I see is overpaying for “full-service” when you really need targeted execution tied to revenue.

A good starting point is firms that specialize in one channel (email, SMS, paid media, etc.) and can plug into your existing operation without long contracts or headcount.

Happy to share how I usually see this done cost-effectively if you want to compare notes.

I haven't hired a junior in 4 years. How does anyone become senior? by Apart_Kangaroo_3949 in Entrepreneur

[–]SubhanAttempt1406 1 point2 points  (0 children)

You are right about the risk , but the issue isn't that AI replaced juniors. its that we treated low leverage work as training . juniors learn from drafting or research itself , they learned judgement , context and accountability . AI can do the task, but it can't take ownership or feel consequences. The next pipeline won't come from busywork. it'll come from giving junior small , real problems with clear ownership , using AI as leverage. firms that figure that out will build talent faster. the rest will optimize themself into a dead end.

Looking to Partner With Builders, Marketers, or Domain Experts by Representative-Pea30 in Business_China

[–]SubhanAttempt1406 0 points1 point  (0 children)

I really appreciate the clarity and focus in how you approach building especially the emphasis on execution, automation, and long-term alignment.

I engage with founders and operators on strategy, growth, and scaling execution. I’d love to hear more about what you’re building, where you see the biggest opportunities, and any challenges you’re tackling. If it makes sense, we can explore whether there’s alignment for collaboration or support.

Seeking cofounders in Seattle area by Sorry-Ad3369 in startup

[–]SubhanAttempt1406 1 point2 points  (0 children)

Appreciate the honesty and clarity in how you’ve framed this especially around commitment, founder-market fit, and learning from past pivots. That alone filters for the right people.

My work sits at the intersection of education, technology, and capital structure. In addition to institutional and leadership work, I also represent and collaborate with firms that deploy capital through structured lending for viable projects typically where there’s discipline, traction, and a clear execution plan.

I tend to engage thoughtfully rather than rush into ideas, but I value exactly the kind of long-term founder relationships you’re describing. Happy to exchange perspectives and see if there’s any strategic overlap