Sentences with phrase «at operation management»

Educational Background Achieved Master of Business Administration Degree from the Indianapolis Management School, Indianapolis at Operation Management as a major in the year of 1995.

Achieved Master of Business Administration Degree from the Indianapolis Management School, Indianapolis at Operation Management as a major in the year of 1995.

He's a genius at operations management.

Not exact matches

She excelled, got promoted numerous times over the next seven years and climbed the ladder to director of operations, eventually taking a similar management role at another company.

«A business plan is important because it communicates to everyone involved in the organization what the goals are, and how management plans to get there,» says Drew Starbird, a professor of operations management and information systems at Santa Clara University's Leavey School of Business.

This course from the Kellogg School of Management at Northwestern University is a five - week lesson that shows you how to correctly build an operation that is both stable and scalable.

Kelly was previously vice president of sales operations and strategy at Genuine Parts Company, where he provided leadership to sales management and developed sales effectiveness programs at GPC's S.P.

At Fortune's 2013 Most Powerful Women Summit, Cool said she spends the majority of her time reading and visiting Berkshire's operating companies, learning about their inner workings and occasionally getting involved in the operations — a role that sometimes includes the unpleasant task of firing management.

Innovative and resourceful in my approach, I am adept at time - management and excel in the art of coordinating operations.

«Early in my career, I worked at an industrial supply distributor with a well - known operations management program.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

«They've hammered that home and inculcated it into every aspect of their operations,» says Kozinets, who heads the global retail management specialization at the Schulich School of Business.

At Legg Mason, which has struggled in the past five years, 2013 marked a turnaround, a shift driven by confidence in new management and improvement in company operations, said Macrae Sykes, an analyst for Gabelli & Company.

McDonald's could trade at $ 169 if it improves its operations, including pursuing a REIT, Robbins, chief executive officer of Glenview Capital Management, wrote in a March 18 letter.

Blue Wolf's leadership and management expertise allowed Northern Resources Nova Scotia to operate at full capacity during a market downturn, eventually expanding their operation through the acquisition of 450,000 acres of timberland through a unique public - private partnership.

John Tovar oversees Institutional Brokerage Services, which includes trading, fixed income sales, relationship management, customer services, technology, account services and operations for over 4,000 Independent Registered Investment Advisors that custody assets at TD Ameritrade Institutional.

At DWL, Simon was the Senior Vice President responsible for global field operations which grew over 10 years to become a leader in the master data management (MDM) software space.

We are currently hiring customer service, case management, operations, claims processing, compliance and IT personnel at all levels.

Most recently, he was Financial Controller at James Fisher Defence and took control of financial management for the company's Australian operations.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

Beverly manages day - to - day operations at Blue Haven, including project and expense management.

As Vice President and Project Executive at Broadway Construction Group, Stefano Modugno oversees field operations, personnel and progress of all projects, which encompasses on - site administration, supervision and technical management.

Mehrotra earlier led the investment business and wealth management operations at Mercer Investment Consulting across the Asia - Pacific.

The division's culinary management team conducted the Bayonet Culinary Academy in order to strengthen culinary noncommissioned officers proficiency and demonstrate an increased understanding of food service excellence, field feeding operations and improve quality of service at the Food Service Training Facility April 16 to 20.

Currently, George is a Partner at Derby Management, where he specializes in working with early stage and middle market manufacturing, distribution and service companies providing a variety of services including creating financial plans, managing fundraising campaigns, interim financial management, and interim operations and general mManagement, where he specializes in working with early stage and middle market manufacturing, distribution and service companies providing a variety of services including creating financial plans, managing fundraising campaigns, interim financial management, and interim operations and general mmanagement, and interim operations and general managementmanagement.

Many such big names are building or leasing massive super-regional centers that stock a wide variety of products in close proximity to customers or stores in an effort to compete with the likes of Amazon, said Ravi Srinivasan, assistant professor of information systems and operations management at Loyola University Maryland's Sellinger School of Business & Mmanagement at Loyola University Maryland's Sellinger School of Business & ManagementManagement.

Amy Baryshnik is a Partner of Alignvest Investment Management at which she oversees strategy, business operations, and business development.

PR Seniors Housing Management Ltd. and Cedar Tree Investment Canada Inc. (an affiliate of the Anbang Insurance Group) completed a partnership transaction valued at over $ 1 billion in February 2017 with respect to 23 of its seniors communities, wherein PR Seniors Housing Management Ltd.'s subsidiaries continues to manage the day - to - day operations at these communities.

Prior to joining Invesco, Yorick was a senior vice president of the Commercial Real Estate group at Wells Fargo based in New York, where he was responsible for managing a team of relationship managers focused on institutional clients, overseeing originations, portfolio management and day - to - day operations of the office.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

Other stops included executive chef of Michael Jordan's Steakhouse in the Mohegan Sun Casino in Connecticut, where he managed three eastern U.S. locations; director of culinary operations for Cornerstone Management and Consulting, overseeing eight restaurants in the U.S and Mexico; and partner and executive chef at The Capital Grille in Jacksonville, Fla..

This past year, Nebraskaland integrated the Retalix management software into its systems to streamline operations at its 101,000 - square - foot warehouse.

Addressing the three key areas of development — sales, development / construction and operations — Synuma's project management solution consolidates processes into one intuitive cloud - based system that can be accessed anywhere at any time on any device.

«This commitment is at the heart of our operations and our supply chain management, and is evident in every aspect of our business, from raw material procurement — including livestock and produce — to our restaurant food preparation and delivery.

Because of this, the company also integrated the Retalix management software into its systems to streamline operations at its 101,000 - square - foot warehouse located in the Bronx.

Recent capital expenditures at Rockview Farms include new equipment for manufacturing Greek yogurt, a warehouse management system and an emphasis on paperless operations using tablet computers.

Jim Munson had spent a decade in sales, operations and management at Brooklyn Brewery as that company revived interest in making and drinking locally produced beer — leading a national trend.

«Mary has an unparalleled understanding of how quality management is intertwined at all levels of brewery operations,» said Paul Gatza, director at the Brewers Association.

Formerly the hotel's executive sous chef, Sanchez will oversee all culinary operations at the hotel and its F&B outlets, Harvest Restaurant and Rush Street Pantry, including management of the hotel's rooftop garden and beehives.

REQUIREMENTS • BS - degree in Hospitality Management or similar field • Minimum of four years full - time experience as a manager at a winery or similar hospitality operation • Strong team leader that can efficiently implement policies, procedures, and goals • Excellent marketing skills with proven track record in hospitality sales and customer satisfaction • Solid writing and communication skills • Professional presentation, friendly & enthusiastic personality • Efficient and detail oriented • Experienced and skilled in Microsoft Office applications • Must be at least 21 years of age, ability to lift 50 lbs

Aldi has appointed one of its longest - serving executives as joint group managing director, moving to the dual management model in place at Aldi operations around the world.

In total, at least 11 per cent of IFAD expenditure approved since 2013 has been allocated to post-harvest infrastructure and equipment, accompanied by training for farmers, farmer groups and value chain operators on post-harvest techniques and the operation, maintenance and management of equipment to ensure sustainable food loss reduction.

These include director of purchasing and corporate director of strategic planning at U.S. Foodservice Inc., and vice president of purchasing for Metz Culinary Management, a top 20 management company running foodservice operations in college, hospital, K — 12, and other segments, as well as franchisee restaurants aManagement, a top 20 management company running foodservice operations in college, hospital, K — 12, and other segments, as well as franchisee restaurants amanagement company running foodservice operations in college, hospital, K — 12, and other segments, as well as franchisee restaurants and hotels.

Additionally, he held several management positions, including vice president of operations at Brinker International, where he was responsible for the performance of more than 500 Chili's Grill & Bar restaurants, and On the Border Cafes in the western region.

Before taking the helm at The Gates, Bour was the Executive Chef of Ocean House Management, a boutique luxury hotel based in Rhode Island where he led culinary operations for the hotel's two restaurants, four outdoor dining venues and banquets.

RecyclingWorks in Massachusetts developed best management practices for source reduction of food waste at institutional foodservice operations.

If we start this season with those two in our starting 11 it will be a clear sign from this organization that nothing has changed and that we will never get it right until both Kroenke and Wenger are gone... neither one of these players should still be with our club at this point because they represent the settling half - measures that have plagued this team for a number of years... this is what I call the «no man's land» of the soccer world, where teams don't have enough talented young players, unlike a Monaco or Dortmund, because they have lost the plot from an organizational standpoint... they are so reliant on one individual to run the whole operation that their once relevant scouting department has become so antiquated that it can no longer find those hidden gems it once had... furthermore, when you leave all decision - making to a manager who despises any dissenting opinions, your management team becomes little more than a stagnant group of «yes men» and no new ideas emerge... so instead of developing a team with the qualities necessary to excel in a particular system, you continually make half - brain purchases year after year to stifle dissent from the ticket - buying public, then try desperately to finagle together a lineup regardless of what would make positional sense... have you ever heard of a team who plays players out of position so often... of course not because that manager would likely be fired and never work for a team of any consequence ever again

He's joined Williams as chief technical officer and will take on «overall management responsibility for the engineering operation at Grove».