Sentences with phrase «company executives need»

On Monday, Elijah Cummings, a U.S. representative from Maryland who has investigated Valeant, said «It is clear that there are more than just «accounting problems» at Valeant, and company executives need more than new faces to fix them.»

Not exact matches

Houston will need Whitman's guidance and expertise as a public company executive as Dropbox reportedly readies itself for a possible IPO in the near future, according to a Reuters report in July.

«We need to get our partnership resolved,» Chevron executive vice-president George Kirkland told a conference call to discuss the company's latest financial results.

But as a company grows in revenue, customer base, venture capital and therefore executive teams members, things need to change.

Brand equity: The Yahoo - Verizon deal hasn't closed yet, but if you needed a clearer sign that its executives have full faith it will actually, really, truly happen, see Tim Armstrong's announcement yesterday, via Twitter: Upon closing, Yahoo and Aol will merge into one company called Oath.

As Michael Dell, chief executive of the new, converged company, told Fortune on Wednesday, business customers need options.

Last year, women made up more than half of newly appointed HR executives, a role that's typically responsible for ensuring a company can acquire and develop the staff it needs to execute the larger business plan.

To do that, says one former American Target executive, who asked that he remain anonymous, the company needs to provide Canadian employees with the same equipment the U.S. chain uses to keep track of what's on its sales floor and in its backrooms.

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five company personnel); and Financial Plans (revenue projections for three to five years).

David Vance, Executive Director for The Center for Talent Reporting says senior leaders need to «move away from thinking training is a cost to be minimized, to thinking it is an expense that can help achieve company goals.»

If you are a senior executive — or if you're hiring one for your growing business — you're likely going to need to craft an employment contract that helps protect both the employee and the company in case the relationship doesn't work out in the end.

Company executives and regulators have to get off their asses and make digital commerce as secure as it needs to be.

This situation may arise when a company's executives provide the direction, «We need patents» or an investor wants to «check the patent box.»

Companies need to prove themselves to potential employees as much as job seekers need to prove themselves to executives.

Executives in growth - phase companies need to be less focused on leading by themselves and more focused on empowering others to lead with them.

Uber Technologies Inc's embattled Chief Executive Travis Kalanick told employees in an email on Tuesday that he will take time away from the company he helped to found, citing the need to grieve for his recently deceased mother, according to a copy of the memo seen by Reuters.

He wanted to study the claim by consultants that executives need to be paid extraordinarily high compensation or else they would migrate to other companies and jurisdictions, which — as it turned out — did not happen, Feinberg said, or is a «myth» as was stated in the U.K. this week.

Large companies «need to attract and retain employees and they'd be at a competitive disadvantage if they stopped offering health benefits,» said William Kramer, executive director for national health policy for the Pacific Business Group on Health.

The Fix: In early 2012, Spinak had «an epiphany» for how to improve the company's financials: Downsize to a core staff of four employees to oversee the business structure, and then rely on a stable of independent contractors to fill other roles that were needed less consistently, such as account executives, Web designers, graphic designers, copywriters and videographers.

Rob Markey, the head of Bain & Company's global customer strategy and marketing practice, writes in the Harvard Business Review about how senior executives need to take the reins and help reenergize their staff.

In recent months, the company's chief executive, Reed Hastings, has said net neutrality was no longer the company's «primary battle,» partly because Netflix is now large enough that it can secure the deals it needs with internet access providers to ensure its service is delivered smoothly to customers.

«Chris brings to Evernote the experience needed to scale the company so that we can create the maximum positive impact on the world,» said Phil Libin, Executive Chairman of Evernote.

When Banks looked at the above diversity data for senior executives at 16 Fortune 500 companies, she was careful to point out that it need not be a depressing reminder that women and people of color — and other marginalized groups that aren't counted on the EEO - 1 Report — struggle to make it to the upper echelons of corporate America.

Noting that Google's leadership greenlighted the autonomous idea «before a time when anybody thought this would be thing,» Krafcik — who now looks less like the auto executive he once was and more like the forever cool keyboard player in a 1970s progressive rock band, goateed and with styled gray hair and a trimly fitted blue suit — stressed that Google understood from the beginning the need to partner with car companies and early on sought to imagine how that collaboration might work.

But beginning in 2008, when executives started examining the kind of workforce skills AT&T would need to thrive in this new mobile - and software - centric world, they faced a stark reality: The company just didn't have enough of the talent it needed.

Company leaders will need to give employees and executives in the two legacy companies financial and nonfinancial reasons to work together.

«Many of the technologies needed, such as batteries, motors and avionics are most of the way there,» explained Airbus project executive Rodin Lyasoff in the company's online magazine.

Tesla Chief Executive Officer Elon Musk had warned the company might need «a small equity capital raise» in 2017.

Since CEO tenure is decreasing and the pool of available CEOs is small, directors need to be certain that their companies have real succession plans in place and that they take care to groom less senior executives for higher - level jobs, Larcker says.

FBI agents arrested former Insys Therapeutics (insy) CEO Michael Babich and five other former company executives on Thursday for allegedly bribing doctors to prescribe an extremely addictive opioid painkiller to patients who didn't need it.

Company executives also need to consider if the explanations they give for using non-GAAP numbers are «accurate and complete,» according to The Journal.

These perceptions may be coloring how executives view the Millennial consumer, preventing companies from understanding and fully addressing the product and service needs of this generation — and establishing strong brand relationships.

«That's why any new company looking to scale needs to find experienced senior executives to guide the business forward, particularly when product - market is found and the startup is ready for serious growth.»

To be a C.E.O. or other top executive, said Guy Berger, an economist at LinkedIn, «you need to understand how the different parts of a company work and how they interact with each other and understand how other people do their job, even if it's something you don't know well enough to do yourself.»

A spokeswoman for the European Commission, the EU's executive arm, endorsed member states» participation in the AIIB as a way of tackling global investment needs and as an opportunity for EU companies.

When talent is more expensive, companies need to focus on their retention strategies because the cost of replacement jumps, says Paul McDonald, senior executive director for international staffing firm Robert Half International.

A Facebook Inc executive said in an internal memo in 2016 that the social media company needed to pursue adding users above all else, BuzzFeed News reported on Thursday, prompting disavowals from the executive and Facebook Chief Executive Officer Mark Zuexecutive said in an internal memo in 2016 that the social media company needed to pursue adding users above all else, BuzzFeed News reported on Thursday, prompting disavowals from the executive and Facebook Chief Executive Officer Mark Zuexecutive and Facebook Chief Executive Officer Mark ZuExecutive Officer Mark Zuckerberg.

Companies have come to expect much more from their C - level executives, who need new and different...

In an interview with USA TODAY following the meeting, Jackson said he stressed the need for Uber to hire more women and underrepresented minorities at all levels of the company, from the board of directors and the executive team to rank - and - file workers.

«When this merger is complete, the combined company will be well - positioned to reshape the consumer health care experience, putting people at the center of health care delivery to ensure they have access to high - quality, more affordable care where they are, when they need it,» said Larry Merlo, chief executive officer of CVS.

The company has never had a COO in its history, but in March, just a few weeks after a former Uber engineer published a scathing tell - all about the company's sexist workplace culture, Kalanick himself admitted he needed a right - hand executive «who can partner with me to write the next chapter in our journey.»

But beware, you need to always stay ahead of potential problems brewing

As a company executive, or a business advisor, we have to always be on the alert for indications that your business, while looking calm on the surface, has strong...

As Intel evolved from an engineering driven firm whose products — largely hidden from view — powered 90 % of the world's computers, to customer - focused products, the company's executives and engineers needed to transform the way they told the brand story.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled cCompany's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled cCompany's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled companycompany.

Our firm has grown so large that I need to bring in a talented, experienced executive who can manage the firm day to day so that I can focus on other aspects of the company to help sustain its growth.

Though one of American's core arguments for the merger was that the company needed to grow to compete more aggressively with Delta and United, the chief executives of those companies came out in support of the deal and further industry consolidation.

While executives recognize the need to keep people informed about the company's strategy and direction, few understand the need to convince employees of the brand's power — they take it as a given.

Results in an organization trickle down from the top, so if you want marketing and sales to align it needs to be important to the highest ranking executives in the company.

At a conference held by Scotiabank on Tuesday, the 59 - year - old executive told analysts that Tim Hortons needs to ensure its menu defines the company, rather then reflects the same products offered by its competitors.

Tesla shares were sideswiped on Thursday after chief executive Elon Musk «s refusal to take «boring bonehead questions» from Wall Street analysts on an earnings call left investors uneasy about the company's cash fund needs.