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British Open cut line: Bryson DeChambeau squeaks into the weekend, while Brooks Koepka is among big names heading home

British Open cut line: Bryson DeChambeau squeaks into the weekend, while Brooks Koepka is among big names heading home

Yahooa day ago
Bryson DeChambeau woke up Friday morning with a 7-over first round at the British Open around his neck. He knew he'd need to do something special in order to make the weekend, and he did, firing a 6-under 65 to finish the day at 1-over to make the British Open cut.
"I woke up this morning and I said, you know what, I can't give up," DeChambeau said. "My dad always told me never to give up, just got to keep going, and that's what I did today. I was proud of the way I fought back, really persevered through some emotionally difficult moments, and to hold myself together and not get pissed and slam clubs and throw things and all that like I wanted to."
That perseverance rewarded him with two weekend tee times, which he did not get a year ago.
The top 70 and ties make the cut at The Open. That number toggled between 1-over and 2-over all afternoon. It finally settled at 1-over, meaning a birdie on 17 loomed large for DeChambeau.
Notable names who are on the wrong side of the cut line include Jason Day (+2), Zach Johnson (+3), Patrick Cantlay (+3), Patrick Reed (+5), Min Woo Lee (+6), Brooks Koepka (+7), Sahith Theegala (+7), Collin Morikawa (+7) and Adam Scott (+9).
For Cantlay, Reed and Koepka, missing the cut is a blow to their Ryder Cup chances, in that they're not giving captain Keegan Bradley good reasons for him to make them a captain's pick.
The last time the tournament was played at Royal Portrush, in 2019, the cut stood at +1. The lowest cuts relative to par since 1969, when the R&A began keeping stats for the category, were -1 in both 2006 (Royal Liverpool) and 1990 (St. Andrews). The lowest cut by total strokes was 141 in 2021 (Royal St. George's); a +2 cut would be 144 strokes.
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'Dan Ashworth comes from an academy background, for example. Sassuolo have won promotion back to Serie A this season, and their sporting director, Francesco Palmieri, was the club's academy manager for nine years before he got this role. Incidentally, he was also a former player himself.' Advertisement It is a sentiment shared by others across the industry, with a club's academy acting as an ideal breeding ground for a role within the senior set-up. 'I think working as an academy manager can be a useful step to prepare (to be a sporting director),' says Johannes Spors, sporting director at Southampton and formerly of multi-club 777 Partners, Genoa, and Vitesse Arnhem. 'You basically make the same decisions, just with less financial impact. At times, academy directors manage more staff members than I do, but the decisions simply become more impactful the higher you get.' It is common for appointed sporting directors to arrive into their roles having had experience elsewhere within football clubs. For example, Norwich City's sporting director Ben Knapper was the loan and pathway manager at Arsenal before making the move to the Championship side. However, Traits' analysis showed that 17 per cent came from non-technical roles or roles outside of football altogether. A notable example would be Tottenham Hotspur's recently departed chief football officer Scott Munn, who held roles in commercial operations of the National Rugby League and Australian Football League before later working as a CEO at Melbourne City and later ​​City Football Group. His role at Spurs as chief football officer saw him focus more on football strategy, with the role created after an external review of the club's footballing activities. The core management skills and business acumen required to fulfil the role are often separate from the football industry itself. There can often be a cyclical criticism between 'people who know the game' and 'those who know how to run a successful business' when discussing those within the boardroom, but the evidence shows that having a background within football is not always a precursor to working within the industry. As a further example, Aston Villa's director of football operations, Damian Vidagany, worked as a journalist in his early career before taking a role as Valencia's chief media officer and later becoming chief executive of DV7, a media agency founded by former Spain international David Villa. Working alongside Monchi, the renowned sporting director who is now Villa's president of football operations, Vidagany is regarded as one of Unai Emery's most trusted colleagues as the club aims to re-establish itself among Europe's elite. 'My role allows Monchi to be focused on the sporting and scouting side of football, creating and developing a strong network of scouts,' Vidagany said in 2023. 'We work as Batman and Robin because the structure of Villa needs to grow very fast.' In his current role at Southampton, Spors is keen to highlight that a large part of being a good sporting director is about appointing the right people and developing the club's structure. 'I think it's getting more and more important that you are simply a good leader for the organisation,' says Spors. 'This is the most important thing. There is such a diversity of clubs and how they see their identity, but diversity is always the best — it is important to have people from every background. Advertisement 'For example, data is obviously becoming more important in this space — especially with the rise of American ownership. When I arrived at Southampton, the first thing I did was to hire my assistant (Elliott Stapley), who was the former head of data and analytics at 777, and the second thing I did was to change the whole recruitment structure to make sure the data and analytics team were reporting to me.' Much like the role itself, measuring success depends on the context of the club. Silverware might be the ultimate physical representation of success, but victories can be just as important off the pitch as on it. 'This is a very technical job, so I need to innovate each department to make sure that we have a communication structure and a leadership structure with accountability in every department,' says Spors. 'The better we get there, the more we can increase the chance of on-pitch success.' For Boldt, who was sporting director at Hamburg from 2019 to 2024, the club's finances impacted much of his tenure. The 2021-22 financial year was the first time the club posted a positive annual profit in 12 years. 'My job was to make the club more stable, to recreate the identity, to develop young players and to help the coaches to do their job,' Boldt said. 'I'm not there anymore, but it's the same team, and this project together was four years in the making — and we can now see the output from their efforts.' Now, the structure of the club is in a far stronger position after securing a return to the Bundesliga this season following six seasons out of the top flight. Last year saw the club record a financial profit for the third year in a row, with its Volksparkstadion stadium debts paid off two years ahead of schedule. While Boldt was not the one holding the purse strings, Hamburg's financial landscape meant he had to be skilful in ensuring the club operated within its means when buying and selling players. Advertisement 'To have success, you have to be one step ahead. Sometimes, you need to let young players go to another club and give them space to develop (elsewhere) — but in football, nobody sees this as success because you're often linked to how many titles you won,' he says. 'For a sporting director or executive, we are responsible for the strategy and the vision of the club. I understand that you need results, but Hamburg is more stable than ever before, with less debt than ever before. If we had been promoted immediately (back to the Bundesliga), it would have likely been a disaster because the club was unstable, but now the base is so much stronger than the years before. That is success for me.' Stability should be synonymous with the role. It might sound obvious, but a sporting director needs to be in the position for the long term to implement such stability, which has not always been the case among some Premier League sides. Ashworth left Newcastle United before his short-lived stint at Manchester United, with his replacement Paul Mitchell announced that he was also parting company with Newcastle last month after less than a year in the role — leaving the club with the task of appointing their third sporting director in rapid succession. Liverpool's appointment of Hughes brought stability to the club last summer after a disruptive 18 months that saw Jorg Schmadtke hired on a short-term contract following the departure of previous sporting director Julian Ward — who had only replaced Michael Edwards a year before. Had a long-term sporting director been in place, the public contract sagas involving Van Dijk, Salah and Alexander-Arnold might have been handled differently. The common thread is that nothing is ever guaranteed on the pitch, but the good sporting directors will find a way to control the controllable and give the club long-term improvement, regardless of short-term ups and downs. 'All I can do is try and increase the chance of success,' says Spors. 'As a sporting director, we can do much more than just sign players or a coach. We can build the culture. We can make sure every department is on the best level and is pushing to the next level.' 'Getting three points on a Saturday is just the result of all the work that sits behind it.'

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