u/Commercial-Salad-958

My cofounder and I create SaaS solutions for businesses.

One problem we always have is what happens after we talk to clients on the phone.

We call people we think might be interested and sometimes the conversation is really good.

They seem to want to know more ask us questions and say they want to learn more about our SaaS solutions.

After we talk to them we usually send a WhatsApp message with a video that explains our SaaS solutions and how they can help their business.

Then we do not hear from them again.

No response, no comment, nothing.

I know people are busy and just because they seem interested when we talk does not mean they are ready to buy our SaaS solutions.

I think we can do a better job of following up with them.

I do not want to give up on a potential client too soon but I also do not want to be the annoying salesperson who keeps calling and messaging someone who is clearly not interested in our SaaS solutions.

For those of you who sell SaaS solutions, software or services to businesses:

**What do you do to follow up with potential clients after a good sales call about your SaaS solutions?**

**How soon do you contact them again after you send them a video about your SaaS solutions?**

**Do you like to call them send WhatsApp or text messages email them or use a combination of these methods to follow up on our SaaS solutions?**

**How times do you try to contact them before you move on to other potential clients who might be interested in our SaaS solutions?**

**How days do you wait between each time you try to contact them about our SaaS solutions?**

**When do you think a potential client is no longer interested in our SaaS solutions?**

**What do you say to them when you follow up without asking if they watched the video about our SaaS solutions?**

**Have you found a way of following up that really works and gets a lot of responses about our SaaS solutions?**

I would really like to hear from people who have a system for following up with clients, about our SaaS solutions rather than just doing it when they remember.

I would appreciate any advice or examples you can share or even screenshots or templates of the follow-up messages you use for your SaaS solutions.

My cofounder and I have been trying to build a real business together for more than four years.
We’re based in Bahrain, and both of us come from strong IT and technical backgrounds. Building software has never really been the problem for us.
Over the years, we’ve built different products, internal tools, SaaS ideas, and custom software solutions.

If we understand a problem technically, we’re usually confident that we can build a solution for it.
But after four years, we’ve realized something uncomfortable:
**Our biggest weakness is not product development.**
**It’s sales and distribution.**
We know how to build.

We’re much less experienced at consistently:
Finding the right customers.
Reaching decision makers.
Running good discovery.
Understanding real customer pain.
Positioning the product.
Closing deals.
Building partnerships.
And eventually creating a repeatable distribution engine.

We don’t want to spend another few years becoming even better engineers while staying weak at the part that actually gets products into customers’ hands.
Our home market is Bahrain. Long term, we want to sell across the GCC, Saudi Arabia, UAE, Kuwait, Qatar, Oman, and Bahrain. Right now, we’re trying to treat sales and distribution almost like another technical skill that we need to deliberately learn. Not just watching sales videos or reading books. Actually doing the work until we become good at it. We want to know how to take something valuable from:
**0 customers → first 10 → first 50 → repeatable acquisition → GCC expansion.**

If you were two technical founders in our position, I’d really appreciate your perspective.

What would you do for the next 6–12 months to become genuinely good at B2B sales?

Would you focus heavily on founder-led cold calling and in-person sales first, or learn several channels at the same time?

What should technical founders master first?

How would you learn distribution, not just sales techniques?

For founders selling in the GCC, what channels have actually worked for you?

Would you intentionally sell one product manually for a year just to build the sales muscle, even if it isn’t your final product?

How do you know when poor results come from weak sales execution versus a weak offer, wrong ICP, or weak product-market fit?

How should two technical cofounders divide responsibilities while both are still learning sales?

What books, courses, communities, mentors, or actual exercises genuinely improved your ability to sell?

If you could go back to when you were technically strong but commercially weak, what would you stop doing immediately?

What should we measure every week to know whether we’re actually improving at sales and distribution?

What do founders misunderstand most about selling in the GCC compared with the US or Europe?

**If our goal was to become as strong at distribution as we are at building software, what would you have us do?**

My cofounder and I have been trying to build a real business together for more than four years.
We’re based in Bahrain, and both of us come from strong IT and technical backgrounds. Building software has never really been the problem for us.
Over the years, we’ve built different products, internal tools, SaaS ideas, and custom software solutions.

If we understand a problem technically, we’re usually confident that we can build a solution for it.
But after four years, we’ve realized something uncomfortable:
**Our biggest weakness is not product development.**
**It’s sales and distribution.**
We know how to build.

We’re much less experienced at consistently:
Finding the right customers.
Reaching decision makers.
Running good discovery.
Understanding real customer pain.
Positioning the product.
Closing deals.
Building partnerships.
And eventually creating a repeatable distribution engine.

We don’t want to spend another few years becoming even better engineers while staying weak at the part that actually gets products into customers’ hands.
Our home market is Bahrain. Long term, we want to sell across the GCC, Saudi Arabia, UAE, Kuwait, Qatar, Oman, and Bahrain. Right now, we’re trying to treat sales and distribution almost like another technical skill that we need to deliberately learn. Not just watching sales videos or reading books. Actually doing the work until we become good at it. We want to know how to take something valuable from:
**0 customers → first 10 → first 50 → repeatable acquisition → GCC expansion.**

If you were two technical founders in our position, I’d really appreciate your perspective.

What would you do for the next 6–12 months to become genuinely good at B2B sales?

Would you focus heavily on founder-led cold calling and in-person sales first, or learn several channels at the same time?

What should technical founders master first?

How would you learn distribution, not just sales techniques?

For founders selling in the GCC, what channels have actually worked for you?

Would you intentionally sell one product manually for a year just to build the sales muscle, even if it isn’t your final product?

How do you know when poor results come from weak sales execution versus a weak offer, wrong ICP, or weak product-market fit?

How should two technical cofounders divide responsibilities while both are still learning sales?

What books, courses, communities, mentors, or actual exercises genuinely improved your ability to sell?

If you could go back to when you were technically strong but commercially weak, what would you stop doing immediately?

What should we measure every week to know whether we’re actually improving at sales and distribution?

What do founders misunderstand most about selling in the GCC compared with the US or Europe?

**If our goal was to become as strong at distribution as we are at building software, what would you have us do?**

My cofounder and I have been building software together for more than four years. We’re based in Bahrain and both come from strong technical/IT backgrounds. Over the years, we’ve built SaaS products, internal tools, custom software, and different business ideas. The technical side has never been the part that scares us. If we understand the problem, we’re usually confident we can build the solution.But after four years, we’ve realized our biggest weakness is not engineering.
It’s sales and distribution.

We can build.
What we’re still learning is how to consistently:
identify the right ICP
reach decision makers
run strong discovery
understand which problems are actually painful enough to pay for position the offer clearly
handle objections
close customers
build referral and partnership channels
turn founder-led sales into a repeatable acquisition process

For a long time, our mindset was:
Build → launch → find customers
Now we think we should be operating more like:
Find pain → validate demand → sell → learn → build
Our home market is Bahrain, and long term we want to expand across the GCC.

We don’t want to spend another few years becoming stronger engineers while remaining weak at distribution. So we’re trying to train sales the same way we trained technical skills: repetition, feedback, measurement, and deliberate practice.

For technical SaaS founders who went through this transition:
Which sales skill gave you the biggest improvement first?
What did your weekly practice look like when you were learning founder-led sales?

Did you focus on one acquisition channel until it worked, or test multiple channels?

How did you get better at discovery instead of immediately pitching features?

How did you tell the difference between poor sales execution and a weak product/ICP?

At what point did sales stop feeling random and become a repeatable process?

What would you recommend two technical founders practice for the next 6–12 months if the goal is to become genuinely strong at B2B sales?

For anyone who has sold SaaS in the GCC, what have you learned about distribution there that differs from the US or Europe?

I’m especially interested in people who started much stronger technically than commercially.
What actually changed when you finally became good at selling what you built?

My cofounder and I have been building software together for more than four years. We’re based in Bahrain and both come from strong technical/IT backgrounds. Over the years, we’ve built SaaS products, internal tools, custom software, and different business ideas. The pattern has always been the same:
Building is the part we know how to do.

If we understand the problem technically, we’re usually confident we can build the solution. But getting that solution into the hands of customers has been much harder. After four years, we’ve realized our biggest weakness is not engineering.
It’s distribution.

We’re still learning how to consistently:
● identify the right ICP
● reach decision makers
● run useful discovery
● understand what pain is actually worth paying to solve
● position an offer clearly
● close customers
● build referral and partnership channels
● turn founder-led sales into something repeatable

For a long time, we treated distribution as something that came after building:
Build → launch → find customers
Now we’re starting to think it should be much closer to:
Find pain → find distribution → sell → learn → build

Our home market is Bahrain, but our long-term goal is to sell across the GCC. We don’t want to spend the next four years getting even better at coding while staying weak at the commercial side. So we’re treating sales and distribution like engineering skills:
Practice them deliberately.
Measure them.
Get rejected.
Review what happened.
Improve.
Repeat.

For technical founders who went through the same transition:

1. What actually made you better at distribution?
2. Which 2–3 sales skills gave you the biggest improvement early on?
3. Did you focus on one acquisition channel first, or test several?
4. How did you learn to identify a real buying signal instead of just someone who liked your product?
5. What did your weekly sales practice actually look like?
6. At what point did founder-led sales become a repeatable system instead of random wins?
7. If you were starting again as two technical founders targeting B2B customers in the GCC, what would you spend the next 12 months doing?

I’m especially interested in answers from founders who were once much stronger at building than selling.
What changed when distribution finally started to click for you?

My cofounder and I have been trying to build a real business together for more than four years.
We’re based in Bahrain and both come from technical/IT backgrounds. During those years, we built different products, SaaS ideas, internal tools, and custom software solutions. Building was always the comfortable part. If we understood the technical problem, we could usually figure out how to build the solution. But we kept running into the same wall:
We could build much better than we could sell.

For a long time, I think we treated sales and
distribution as something that came after the product. Build something good → launch it → find customers. Now we’re realizing that was probably backwards. Knowing how to find a market, reach the right people, understand pain, position an offer, get to decision makers, close customers, build referrals and partnerships, and eventually create repeatable distribution is a completely different skill set.
And we haven’t trained it nearly as seriously as we trained our technical skills. We don’t want to spend the next four years becoming even better builders while remaining weak commercially. So we’ve decided to treat sales and distribution like a skill we need to deliberately practice. Our home market is Bahrain, with the longer-term goal of selling across the GCC.
What we want to learn is how to go from:
0 customers → first 10 → first 50 → repeatable acquisition → GCC expansion
Not through theory alone.

Through calls, customer conversations, in-person selling, demos, rejection, partnerships, follow-ups, and actually doing the work.
For founders who started technical and had to learn

the commercial side:
1. What changed when you finally became good at selling?
2. If you could train only 2–3 sales skills for the next six months, which would you choose?
3. Would you focus on one acquisition channel until you understand it deeply, or test several channels early?
4. Did learning sales actually solve your distribution problem, or did you eventually realize distribution was a separate skill entirely?
5. What did you do repeatedly that made you noticeably better, cold calls, customer interviews, demos, in-person selling, negotiation, something else?
6. If you were two technical founders in Bahrain trying to eventually sell across the GCC, what would you spend the next year doing?

I’m especially interested in answers from people who were once much stronger technically than commercially.
If you could restart from that point, what would you do differently?

My cofounder and I have been trying to build a real business together for more than four years.
We’re based in Bahrain, and both of us come from strong IT and technical backgrounds. Building software has never really been the problem for us.
Over the years, we’ve built different products, internal tools, SaaS ideas, and custom software solutions.

If we understand a problem technically, we’re usually confident that we can build a solution for it.
But after four years, we’ve realized something uncomfortable:
Our biggest weakness is not product development.
It’s sales and distribution.
We know how to build.
We’re much less experienced at consistently:
Finding the right customers.
Reaching decision makers.
Running good discovery.
Understanding real customer pain.
Positioning the product.
Closing deals.
Building partnerships.
And eventually creating a repeatable distribution engine.

We don’t want to spend another few years becoming even better engineers while staying weak at the part that actually gets products into customers’ hands.
Our home market is Bahrain. Long term, we want to sell across the GCC. Saudi Arabia, UAE, Kuwait, Qatar, Oman, and Bahrain. Right now, we’re trying to treat sales and distribution almost like another technical skill that we need to deliberately learn.
Not just watching sales videos or reading books.
Actually doing the work until we become good at it.
We want to know how to take something valuable from:
0 customers → first 10 → first 50 → repeatable acquisition → GCC expansion.

If you were two technical founders in our position, I’d really appreciate your perspective.

1. What would you do for the next 6–12 months to become genuinely good at B2B sales?
2. Would you focus heavily on founder-led cold calling and in-person sales first, or learn several channels at the same time?
3. What should technical founders master first?
4. How would you learn distribution, not just sales techniques?
5. For founders selling in the GCC, what channels have actually worked for you?
6. Would you intentionally sell one product manually for a year just to build the sales muscle, even if it isn’t your final product?
7. How do you know when poor results come from weak sales execution versus a weak offer, wrong ICP, or weak product-market fit?
8. How should two technical cofounders divide responsibilities while both are still learning sales?
9. What books, courses, communities, mentors, or actual exercises genuinely improved your ability to sell?
10. If you could go back to when you were technically strong but commercially weak, what would you stop doing immediately?
11. What should we measure every week to know whether we’re actually improving at sales and distribution?
12. What do founders misunderstand most about selling in the GCC compared with the US or Europe?
    If our goal was to become as strong at distribution as we are at building software, what would you have us do?

My cofounder and I are building software for appointment-based small businesses, and talking to business owners has challenged one of our biggest assumptions.

A lot of businesses still manage appointments manually through WhatsApp, phone calls and notebooks.

We originally assumed:

Manual process = obvious problem = easy customer.

But that hasn’t been true.

Many owners basically tell us:

“Yes, it’s manual, but it works fine.”

And that made us realize something important:

A process can look inefficient from the outside without being painful enough for the owner to change it.

So I’d like to hear directly from business owners.

If you had a manual process that was working reasonably well, what would actually make you replace it with software?

Would it be:

• saving a significant amount of time?
• customers being able to do things themselves?
• fewer mistakes?
• easier coordination between employees?
• reaching a certain volume where manual work becomes difficult?
• or would you simply keep the old process until something seriously breaks?

And if you’ve ever moved from a notebook, spreadsheet, WhatsApp, or another manual workflow to software:

What was the exact moment that made you decide it was finally worth changing?

I’m asking because we’re trying to understand the difference between:

“This process could be better”

and

“This problem is painful enough that I will actually change how my business works.”

Interested in any real examples from business owners.

My cofounder and I are building a booking SaaS for salons and beauty businesses.

We’ve already built the product and collected around 1,600 local prospects.

The hard part isn’t finding businesses.

It’s finding businesses that actually care enough to change how they currently work.

A lot of salons still manage appointments through WhatsApp + a notebook.

At first, we thought:

Perfect. These should be our easiest customers.

But many of them tell us:

“It works fine for us.”

That has been a big lesson.

A manual workflow does not automatically mean there is enough pain to buy software.

We’ve now stopped pitching immediately.

Our process is becoming:

Qualify → understand current workflow → find real pain → short demo → help with setup

We’re also trying not to build more features until we understand what actually makes someone want to use the product.

If you’ve built a micro-SaaS before:

1. Would you narrow down to one tiny niche first?
2. Would you ignore anyone who says their current manual process works fine?
3. What would you try to learn from the next 100 prospects?
4. Would you focus more on sales/discovery before building anything else?
5. What signal would convince you that the problem itself is not painful enough?

We’re trying to avoid the trap of building more software when the real issue might be targeting or demand.

I’d rather hear a hard truth now than spend months adding features nobody asked for.

We’re two founders building a B2B SaaS for small local service businesses.

We’ve built the product and have been doing founder-led sales, but customer acquisition has been much harder than expected.

We’ve spoken to a large number of prospects and noticed a pattern:

Some already use competing software.

Others still use very manual workflows, but even then many tell us:

“What we have works fine.”

That’s forcing us to question whether we simply need a better sales process, or whether the problem we’re solving isn’t painful enough for the market.

We’ve already changed our approach from:

Pitch → demo → follow-up

to:

Qualify → understand current workflow → identify actual pain → demo only if there’s a reason to change.

Now we’re trying to decide what to test next.

For founders who have been through this stage:

1. What signals told you that the problem was your sales execution rather than product-market fit?
2. When prospects admit their process is inefficient but still don’t care enough to change, do you change the positioning or change the ICP?
3. How narrow would you make your ICP before doing more outreach?
4. What would you want to learn from the next 100 sales conversations?
5. At what point would you seriously reconsider the core problem being solved?

We’re not looking to promote anything here. I’m trying to understand how experienced founders diagnose this stage before spending months optimizing the wrong thing.

My cofounder and I built a booking system for salons and beauty businesses in Bahrain.

We’re now looking for a few people who actually work in salons, spas, nail/lash businesses, or other appointment-based beauty businesses to test it.

The basic flow is:

Customer opens a booking link → chooses service/staff/time → sends the booking → business manages the appointment from one place.

We’re not looking for compliments or sales leads.

We want to know:

1. Is the booking flow actually easy for customers?
2. Would this make your daily appointment management easier?
3. What feels confusing or unnecessary?
4. What would stop you from using something like this in your real business?
5. What’s missing that would make it genuinely useful?

One thing we’ve already learned from speaking to salons is that even businesses using WhatsApp + a notebook often say “it works fine.”

So we specifically want honest feedback on whether we’re solving a real problem or just building something that looks better on paper.

If you own/manage a salon or work closely with appointments in this industry, I’d really value your feedback.

My cofounder and I are building a booking SaaS for salons and beauty businesses in Bahrain.

The product lets customers book through a dedicated salon link, while the business manages appointments, services, staff and availability in one place.

The product works.

The harder part has been convincing businesses to change what they already do.

We’ve spoken to a lot of local salons.

Some already use booking software.

Some are mostly walk-ins.

But many still manage appointments using WhatsApp + a notebook.

We initially thought those businesses would be our easiest users.

What surprised us is that many of them basically say:

“It works fine for us.”

That made us question our positioning.

Maybe the problem isn’t that they need “booking software.”

Maybe we need to focus on a much more specific value:

• customers booking themselves
• reducing manual appointment handling
• keeping the team on one schedule
• avoiding searching through WhatsApp chats
• or something else entirely

We’re also willing to onboard early customers ourselves instead of expecting them to configure everything.

For people here who’ve built products for small businesses:

1. Does this sound like a problem worth solving, or more like a nice-to-have?
2. What would you make the single strongest value proposition?
3. Would you narrow down to one niche like nail salons, spas or appointment-heavy salons?
4. If customers say their manual process works fine, would you change the product, the positioning, or simply target different customers?
5. What would you test next before spending months building more features?

I’m open to tough feedback. If the core problem isn’t painful enough, that’s useful for us to know now.

My cofounder and I are building a booking SaaS for salons and beauty businesses in Bahrain.

We have a working product and a database of around 1,600 local prospects, but finding a repeatable way to acquire customers has been harder than expected.

We’ve tested founder-led sales through calls, messaging, demos and follow-ups.

The biggest lesson so far:

Having a manual workflow doesn’t necessarily mean the customer feels enough pain to change.

Many businesses still manage appointments through WhatsApp + a notebook.

We assumed they would be ideal customers.

But when we ask about problems, many basically say:

“It works fine for us.”

Others already use competing software, some are mostly walk-ins, and sometimes we’re speaking to staff rather than the decision maker.

So we’ve changed our process:

Qualify → understand current workflow → confirm real pain → short demo → hands-on onboarding

We’re now trying to answer three things:

Who is our real ICP?
What pain actually triggers a switch?
Which acquisition channel can we repeat?

If you’ve built or sold B2B SaaS, I’d appreciate your take:

1. Would you narrow the ICP much further before doing more outreach?
2. Would you immediately disqualify prospects who are comfortable with their manual workflow?
3. How would you test whether our problem is positioning/sales versus weak product-market fit?
4. Would you focus first on calls, in-person outreach, partnerships, referrals or paid acquisition?
5. If you had our next 100 prospects, what would you measure to find the sales motion that deserves to be scaled?

I’m open to criticism. We measure to find the sales motion that deserves to’d rather discover that we’re targeting the wrong customer or solving a weak problem now than spend months optimizing the wrong sales process.

I’ve been dealing with a really frustrating issue for a while and I’m hoping someone has seen this before.
System specs:
i9-14900KF
ASUS PRIME B760-PLUS DDR5
RTX 3080
Corsair RM850x
32GB DDR5
3440x1440 monitor
The problem only happens while gaming.
It can happen after 10 minutes or after several hours, there doesn’t seem to be a consistent trigger.
I can browse the web, watch YouTube, use Discord, leave the PC running for hours, and do normal desktop tasks without a single issue.
However, during games, the monitor will randomly lose signal and go into power-saving mode. Sometimes I can still hear game audio or Discord in the background, but the display never comes back and I have to force restart the PC.
Reliability Monitor consistently reports:
LiveKernelEvent 141
and sometimes references nvlddmkm.
Things I’ve already tried:
Swapped the RTX 3080 with an RTX 3070
Tested a different monitor
Tested different DisplayPort and HDMI cables
Used DDU and performed clean NVIDIA driver installs
Tested multiple NVIDIA driver versions
Updated BIOS
Enabled Intel Default Settings
Disabled XMP
Forced PCIe Gen 3
Installed the latest motherboard/chipset drivers
Ran DISM, SFC and CHKDSK
Swapped my RM850x with a different RM850 PSU
Stress testing results:
OCCT Memory → Passed
OCCT CPU + RAM → Passed
OCCT VRAM → Passed
OCCT 3D Adaptive → Passed
OCCT Power Test → Passed
No WHEA errors.
Temperatures look normal.
RAM also passed testing individually and together.
One thing worth mentioning is that my RTX 3080 is currently powered by a single PCIe cable using the daisy-chain connector.
I’ve already ordered two separate PCIe cables so I can run one dedicated cable to each 8-pin connector on the GPU.
Has anyone experienced LiveKernelEvent 141 where the PC is perfectly stable on the desktop but crashes only during gaming?
If you fixed it, what was the actual cause in your case?

I’ve been dealing with a really frustrating issue for a while and I’m hoping someone has seen this before.
System specs:
i9-14900KF
ASUS PRIME B760-PLUS DDR5
RTX 3080
Corsair RM850x
32GB DDR5
3440x1440 monitor
The problem only happens while gaming.
It can happen after 10 minutes or after several hours, there doesn’t seem to be a consistent trigger.
I can browse the web, watch YouTube, use Discord, leave the PC running for hours, and do normal desktop tasks without a single issue.
However, during games, the monitor will randomly lose signal and go into power-saving mode. Sometimes I can still hear game audio or Discord in the background, but the display never comes back and I have to force restart the PC.
Reliability Monitor consistently reports:
LiveKernelEvent 141
and sometimes references nvlddmkm.
Things I’ve already tried:
Swapped the RTX 3080 with an RTX 3070
Tested a different monitor
Tested different DisplayPort and HDMI cables
Used DDU and performed clean NVIDIA driver installs
Tested multiple NVIDIA driver versions
Updated BIOS
Enabled Intel Default Settings
Disabled XMP
Forced PCIe Gen 3
Installed the latest motherboard/chipset drivers
Ran DISM, SFC and CHKDSK
Swapped my RM850x with a different RM850 PSU
Stress testing results:
OCCT Memory → Passed
OCCT CPU + RAM → Passed
OCCT VRAM → Passed
OCCT 3D Adaptive → Passed
OCCT Power Test → Passed
No WHEA errors.
Temperatures look normal.
RAM also passed testing individually and together.
One thing worth mentioning is that my RTX 3080 is currently powered by a single PCIe cable using the daisy-chain connector.
I’ve already ordered two separate PCIe cables so I can run one dedicated cable to each 8-pin connector on the GPU.
Has anyone experienced LiveKernelEvent 141 where the PC is perfectly stable on the desktop but crashes only during gaming?
If you fixed it, what was the actual cause in your case?

I’ve been dealing with a really frustrating issue for a while and I’m hoping someone has seen this before.
System specs:
i9-14900KF
ASUS PRIME B760-PLUS DDR5
RTX 3080
Corsair RM850x
32GB DDR5
3440x1440 monitor
The problem only happens while gaming.
It can happen after 10 minutes or after several hours, there doesn’t seem to be a consistent trigger.
I can browse the web, watch YouTube, use Discord, leave the PC running for hours, and do normal desktop tasks without a single issue.
However, during games, the monitor will randomly lose signal and go into power-saving mode. Sometimes I can still hear game audio or Discord in the background, but the display never comes back and I have to force restart the PC.
Reliability Monitor consistently reports:
LiveKernelEvent 141
and sometimes references nvlddmkm.
Things I’ve already tried:
Swapped the RTX 3080 with an RTX 3070
Tested a different monitor
Tested different DisplayPort and HDMI cables
Used DDU and performed clean NVIDIA driver installs
Tested multiple NVIDIA driver versions
Updated BIOS
Enabled Intel Default Settings
Disabled XMP
Forced PCIe Gen 3
Installed the latest motherboard/chipset drivers
Ran DISM, SFC and CHKDSK
Swapped my RM850x with a different RM850 PSU
Stress testing results:
OCCT Memory → Passed
OCCT CPU + RAM → Passed
OCCT VRAM → Passed
OCCT 3D Adaptive → Passed
OCCT Power Test → Passed
No WHEA errors.
Temperatures look normal.
RAM also passed testing individually and together.
One thing worth mentioning is that my RTX 3080 is currently powered by a single PCIe cable using the daisy-chain connector.
I’ve already ordered two separate PCIe cables so I can run one dedicated cable to each 8-pin connector on the GPU.
Has anyone experienced LiveKernelEvent 141 where the PC is perfectly stable on the desktop but crashes only during gaming?
If you fixed it, what was the actual cause in your case?

I’m researching how people plan their day and build habits without getting overwhelmed. What’s the hardest part for you: sticking to the plan, choosing priorities, tracking habits, or recovering after missing a day?

I’m researching how people plan their day and build habits without getting overwhelmed. What’s the hardest part for you: sticking to the plan, choosing priorities, tracking habits, or recovering after missing a day?

I’m researching how people plan their day and build habits without getting overwhelmed. What’s the hardest part for you: sticking to the plan, choosing priorities, tracking habits, or recovering after missing a day?