Sentences with phrase «corporate boards and management»

He also advises corporate boards and management before the U.S. Securities and Exchange Commission on corporate governance issues, including Sarbanes - Oxley compliance and regulatory matters.

Corporate boards and management teams seek Ms. Watson's legal and strategic advice to structure, negotiate and close complex transactions, comply with related SEC and other federal and state regulations, and expand operations globally.

Our clients include corporate boards and management, law firms, investment banks, investors and others who appreciate the candor, dedication, and transformative expertise of our teams.

This is why, as a professional investor who is charged with looking after my shareholders» and clients» wealth and savings, I find it distressing when corporate boards and managements get distracted from their role of maximizing shareholder value.

Not exact matches

The job of a corporate board is to a) advise management and b) represent the company's shareholders.

The 43 - member Board of Governors is the seat of power at AMPAS, with ultimate authority over corporate management, control and general policies, including Oscar rules and the invitation of new members.

«Elliott has always behaved ethically in its disputes with corporate managements and boards, and it is regrettable and disappointing that certain parties adverse to us would choose to promote false allegations about us rather than engage on the merits of our arguments in good faith.»

Candidates may come to the attention of the Nominating and Corporate Governance Committee through stockholders, management, current members of the board of directors, or search firms.

Candidates may come to the attention of the Nominating and Corporate Governance Committee through stockholders, management, current members of the Board of Directors, or search firms.

Mr. Lee's qualifications to serve on our Board of Directors include his broad - based knowledge in the areas of management, corporate strategy development, and finance.

Last week, The Vancouver Board of Trade submitted additional feedback to the Ontario Securities Commission (OSC) regarding proposed regulatory changes that would increase the involvement of women on corporate boards and in senior management positions.

Independent directors comprise 85 % of the Board and 100 % of the Audit, Directors and Corporate Governance and Executive Compensation and Management Resources Committees.

This means a corporate board acts as the 51 % percent shareholder and assigns full financial, operational and management control of the entity to the managing family office, normally via a Power of Attorney granted to the General Manager.

His many years of experience helping companies shape and implement strategy provide Zillow Group's board of directors with unique perspectives on matters such as risk management, corporate governance, talent selection and leadership development.

Additional Information: Mr. Sanger brings leadership, executive management, and sales and marketing experience to the Board, as well as valuable experience in corporate strategy and mergers and acquisitions.

The Corporate Governance provides counsel to the Board of Directors with respect to the organization, function and composition of the Board of Directors and committees of the Board of Directors, and oversees the evaluation of the Board of Directors and management of the Company.

These Corporate Governance Guidelines (these «Guidelines») have been adopted by the Board of Directors (the «Board») of Franklin Resources, Inc. (the «Company» or «Corporation») in connection with its oversight of the Company's management and business affairs.

He has over 25 years experience in commercial management and corporate governance areas including experience on various boards, both in an executive and non-executive capacity, across a range of businesses.

Chief Executive Officer, The Value Alliance [and] Corporate Governance Alliance Recognized internationally as an expert on Corporate Governance and a pioneer in the area of Economic Value Management, Ms. Bloxham is an author, speaker and advisor who provides advisory and education services for organizations, their CEOs and Board members.

Economic Value Management has been selected as a Featured Book Recommendation or «Recommended Read» by numerous publications including, among others, Harvard Business School's HBS Working Knowledge, CEO Refresher, Directors Monthly, Global CEO, The Corporate Board, The Institute of Chartered Accountants in Australia, Valuation Issues, On Philanthropy, Accounting Today, Cost Management, and The Journal of Accounting and Finance.

Ms. Bloxham is also the author of the Governance chapter in The Investor Relations Guide (published by Kennedy publications) and the Board chapter in Business Valuation Resource's Guide to Healthcare Valuation and the author / co-author of over 100 articles published by, among others Corporate Board Member, Directors Monthly, Directorship Magazine, International Finance and Treasury, Bank Accounting and Finance, American Banker, National Underwriter, Valuation Issues, Shareholder Value Magazine, CFO Magazine, Corporate Finance Review, the Wharton Leadership Digest, the Journal of Strategic Performance Measurement, Executive Talent, and the Journal of Cost Management.

Management Corporate Boards Led by investors such as Carl Icahn, Bill Ackman and Jeff Smith, and targeting companies from DuPont to PepsiCo, campaigns by activist investors have become a common occurrence in the United States in the past few decades.

The Value Alliance and Corporate Governance Alliance provides advisory services focused on value and governance, providing board evaluation, strategic insight and analysis, enterprise risk management, and executive compensation services focused on adding sustainable value for all shareholders and stakeholders.

The mission of The Value Alliance and Corporate Governance Alliance is to Build a Bridge of Trust between management, board, shareholders and all stakeholders which creates sustainable value.

I am company builder and help the businesses I work with on strategy, business model, attracting management and board members, capital raising, and corporate development.

«We will explain how shareholder proposals on environmental, social, and corporate governance matters often raise issues with a direct impact on long - term shareholder value (e.g., effective management of climate change risk or encouraging stronger board oversight and independence).

He is a member of the Association for Corporate Growth, the Turnaround Management Association, and has held posts in the American Electronics Association New England Council and serves on the boards of directors or advisers of several firms in the New England area.

From 2008 — 2012 he chaired the advisory board of the Millstein Center for Corporate Governance and Performance at the Yale School of Management and from 2012 to present has served as vice chair of the advisory board of the Millstein Center for Global Markets and Corporate Ownership at Columbia Law School.

He is a member of the Commercial Finance Association, Turnaround Management Association, a past member of the Atlanta Venture Forum, and served as a board member of the Atlanta Chapter of the Association for Corporate Growth.

Our areas of expertise are in Investment Banking, Wealth Management and Corporate Advisory and we serve a wide range of clients, including high net worth individuals, family offices and small to medium sized regional businesses.We are valued by clients across the Middle East for our full spectrum capital markets offerings and for the extensive, global experience of our Board and the management team.We are respected for our commitment to building long - standing and successful relationships with our clients and for delivering services that are tailored to their individual needs and requirements.We understand the importance of integrity in promoting and building sustainable businesses and in cultivating personal relationships with all stakeholders, and are committed to generating value for our clients.Morgan Gatsby is regulated by the Dubai Financial Services Authority («DFSA») and is owned by Essel Group ME («EGME»), which is pending authManagement and Corporate Advisory and we serve a wide range of clients, including high net worth individuals, family offices and small to medium sized regional businesses.We are valued by clients across the Middle East for our full spectrum capital markets offerings and for the extensive, global experience of our Board and the management team.We are respected for our commitment to building long - standing and successful relationships with our clients and for delivering services that are tailored to their individual needs and requirements.We understand the importance of integrity in promoting and building sustainable businesses and in cultivating personal relationships with all stakeholders, and are committed to generating value for our clients.Morgan Gatsby is regulated by the Dubai Financial Services Authority («DFSA») and is owned by Essel Group ME («EGME»), which is pending authmanagement team.We are respected for our commitment to building long - standing and successful relationships with our clients and for delivering services that are tailored to their individual needs and requirements.We understand the importance of integrity in promoting and building sustainable businesses and in cultivating personal relationships with all stakeholders, and are committed to generating value for our clients.Morgan Gatsby is regulated by the Dubai Financial Services Authority («DFSA») and is owned by Essel Group ME («EGME»), which is pending authorization.

He develops and implements financial risk management, capital management and financeability strategies to support the board's corporate strategy, improve financial performance and increase long - term enterprise value.

Participants in corporate dialogues from the company side often include executive management including CEOs, board members, investor relations representatives and corporate secretaries, legal counsel and sustainability officers.

Monday 16.00 - Internal Market, Infrastructure and Employment: Women on Boards, Karen Jochelson, Director of Economy and Employment Programme, Equality and Human Rights Commission (EHRC); Scarlet Harris, Women's Officer, Trades Union Congress (TUC); and (at 5.00 pm) Liz Murrall, Director, Corporate Governance and Reporting, Investment Management Association, and Joanne Segars, Chief Executive, National Association of Pension Funds Ltd (NAPF).

We need workers on boards, more employer - employee partnerships, more women in senior management and real transparency around corporate tax and pay.

«Our continued rise in the league of the world's biggest banks is made possible by the passion and unwavering commitment of every member of staff, the management and the board to building a solid financial institution reputable for innovation, integrity, good corporate governance standards, and excellence in service delivery.»

The management and staff of OISL were excited that Ghana was selected as the destination for their board meeting and in appreciation, held a corporate dinner at Movenpick Ambassador Hotel in their honour.

In August 2012 a team of researchers at the Credit Suisse Research Institute issued a report in which they examined 2,360 companies globally from 2005 to 2011, looking for a relationship between gender diversity on corporate management boards and financial performance.

Sheila was selected to participate in the Cisco EMEA (Europe, Middle East, Africa) fast - track management program where she participated in an apprenticeship model program with 80 + leaders from 30 + different countries and worked in the finance sector in London before transitioning to Corporate Executive Board where she worked in the tech vertical across Western Europe.

A primary solution, according to these education reformers is to remove public schools out of the control of local community school boards and hand them over to boards made up of corporate leaders or even hand them over to private management companies.

The application also includes Perry's corporate «management team» and two of the three individuals are full - time employees of the Hartford Board of Education.

I am sure, in sports, as in many corporate environments, that is a huge part of management decisions including careful analysis of who is on the team, who is available, how much money they can spend to bring new people on board, what skills and attitude they will bring to the table and frankly, who shouldn't be on the bus that is there now.

Like many charter school management companies, the Friendship Charter Schools Board of Directors is made up of corporate education reform industry executives and their allies.

readers learned in a recent post entitled Malloy nominates charter school corporate officer to Connecticut State Board of Education, Andrea Comer worked for Charter School Management company, Achievement First, Inc., a company co-founded by Connecticut Education Commissioner Stefan Pryor, from 2009 to 2011 and started with Fuse / Jumoke Academy in 2012.

Joining the board are Nicole P. Ross, head of Investment Management Business for the Mid-Atlantic Region at Goldman Sachs, and Romona Riscoe Benson, manager of Corporate Relations at PECO.

In our view, this Board's actions of the last ten years reflect poor corporate governance, poor acquisition strategy and poor oversight of management.

The fact in the real world is that, in 99 % - plus of the cases, membership of the board of directors is determined by those people who control the corporate proxy machinery — management and / or people friendly to management.

Kenneth H. Shubin Stein, MD, CFA, and founder of Spencer Capital Management is leading the effort to restructure the board with an aim towards improving corporate governance and repositioning the company.

Instead of operating as aggressive watchdogs over management and corporate assets, many boards act more like lapdogs.

Furthermore, total compensation of these three officers alone totaled $ 5.3 million in 2006 - 2008 ($ 1.9 million CEO, $ 1.7 million CFO, $ 1.6 million Corporate / Business Development); these figures exclude compensation and severance to the prior CEO, who resigned with large cash severances in 2007, and all other Management or Board Members.

But also included are bloated executive compensation packages that are not tied to share price performance and a feeling that corporate boards are staffed with management allies rather than independent - minded executives.