Sentences with phrase «at a company does»

Especially because at my company you do them then basically haggle over it with your manager.

Others at the company did not return calls seeking comment.

No one at your company does anything with your money, other than send it to another company.

The target date fund at my company does have high fees.

While management at a company doesn't need to be entirely comprised of lawyers, more knowledgeable clients get better service and outcomes through more sophisticated interactions with legal counsel.

Google reportedly had trouble with previous projects because senior executives at the company did not support them with resources and attention.

«ATS companies don't focus a lot of effort into making search better because they sell the comprehensive solution,» Jobscan CEO James Hu recently said on the CareerCloud Radio podcast.

Today, I say yes, and then find out who at my company does it, and there is always someone who does.»

Not exact matches

«One never holds people necessarily responsible for their government, but one does have the ability to be very careful in what one does with the government itself,» said Smith, who became Microsoft's president in 2015, taking on a title that had not existed at the company since 2002, when Richard Belluzzo left.

Yeah, entrepreneurs who've been successful in their first company tend to do better at their next one, but the difference between the best and the worst is only about 12 percent.

Robert Byrne, a manager at the market research firm Technomic, says while the company does a brisk business with Millennials, it scores even more highly with Gen Z guests «who over-index for frequent visits to the chain relative to the family - dining segment.»

Matt McIlwain, the managing director at Seattle - based investment firm Madrona Ventures, further suggests the city's overall attitude is in line with how the company operates: «It has a very can - do, growth - oriented attitude, which aligns with the Amazon culture,» he says.

If you're increasing the number of staff at your company, you'll need to have the space to do it.

All you have to do is look at how every day there's a new investment made in Asia where it's not uncommon for a bike - sharing company to raise $ 300 million.

Zandberg points out that alcohol companies are experts at developing and promoting consumer brands, something that cannabis firms, until now confined to the medical space, haven't done before.

Some of you reading this right now might be wondering — am I doing well at my hobby, or am I starting to operate a company?

Not only does it give employees more accessibility by having important information with them at all times, but it allows companies to cut on costs that would otherwise accrue.

CB «s writers also take you behind the scenes of Canada's most - profitable companies, to get an inside look at how a corporation becomes the best at what they do.

Dell reasoned that going private was the only way to invest in the company's future, because the public markets do not respond kindly to any sort of investment that might eat away at company's near - term proft margins.

The last two weeks will show who you really are professionally, and you don't want how you act at the end to reflect poorly on your time at that company.

I'm proud of all the work we did to turn around Reddit in the last three years, but I think about the impact I could have at one company versus the potential I could have investing in dozens of great, multibillion - dollar companies — and that's the way I want to scale my next decade.

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

«Inspiring children through play and creativity is crucial to early development and no company has done more in that space over many generations than Mattel,» said Georgiadis in a statement «As a parent, I have seen this first hand and am honored to be joining the Company at this exciting time of renewed focus.company has done more in that space over many generations than Mattel,» said Georgiadis in a statement «As a parent, I have seen this first hand and am honored to be joining the Company at this exciting time of renewed focus.Company at this exciting time of renewed focus.»

At a conference hosted by the Cleveland Clinic, Holmes said the company would release data showing its tests are accurate, although she didn't say how or when.

Implementing a mentorship program at your company isn't tough to do.

I think on a personal level, I don't think I was as emotionally prepared to leave the company and not meddle at that time in my life.

It's an acquisition axiom that once the cuts have occurred at a company, the volume of work doesn't decrease proportionately.

The one virtue of startups that these big companies do seem to value and appreciate above all (and one that makes acquisitions so attractive rather than internal R&D efforts) is the freedom we have to embrace rapid change, the ability to adapt and pivot, and the understanding that things may never be perfect at the start, but that you'll never get started at all if you wait until they are.

Instead of hedging away from gas, as TransCanada and many other companies appear to be doing, it's a bet that gas will play a much bigger role in our energy future, probably at the expense of oil.

Michael Dell doesn't talk specifically about the companies he's interested in, but according to an April 2012 Forbes interview, Dell said he, personally, looks at over 250 companies every year that might fit into the company's acquisition strategy, even if the company only acts on a few.

While making these improvements does not guarantee a workplace utopia, keeping your employees at the center of your office decisions will keep your company on track for success.

Did you really start your own business, or did you join a company at the right time before it got fundDid you really start your own business, or did you join a company at the right time before it got funddid you join a company at the right time before it got funded?

«We really do feel that the [TaskUs] team is part of our extended family,» says Kirsty Traill, vice president of customer support at Hootsuite, which has used the company to handle customers» email queries for about a year.

«This was a company and a stock that could do no wrong for so long and it's a good reminder for investors that even the most pristine of stories in the stock markets can lose a bit of lustre over time,» said Craig Fehr, Canadian markets specialist at Edward Jones in St. Louis.

In a phone interview, he wouldn't provide many details, but did say the company bought numerous patents at purchase prices ranging from $ 3000 to $ 250,000.

To help people discover what they're good at and how they can best serve our company's mission — I don't know how a job could be better than that.

For companies committed to fostering both creativity and productivity in their office environment, leaders and office managers are faced with a challenge: How do you design an office where employees feel just as — if not more — productive as they do at home?

But after looking at a range of company documents, filings, and analysts» opinions, I think there are five key ways to do it.

Scaling your company to provide the same white - glove service you gave to your first customer as your 100th customer is hard to do at scale, but it is possible.

«But if for some reason that's not in the company's best interest,» he said at the time, «I'll find something I can do that will add value.»

The federal government in Canada doesn't plan to legalize edibles until at least 2019, providing many more months for companies to solve this vexing issue — and more time for alcohol companies to stake a claim.

But there's more at stake here: If the company does adopt more rigorous background checks, which could include fingerprinting, drivers seeking classification as employees could try to use the move as evidence they are indeed employees and not private contractors, says one labor attorney.

Thanks to the recession, in 2009 consumers used coupons at a faster clip than they did the year before — the first increase in coupon redemption in 17 years, says a new study by Inmar Inc., a company that processes coupon transactions.

For example, on Wednesday, Joe Schoendorf, partner at venture capital firm Accel Partners, and Mike Stankey, vice chairman of cloud - based human resources company Workday, will discuss what the plethora of private companies valued at $ 1 billion or more, known as unicorns, are doing to markets and marketplaces.

An executive at another credit card company, who also did not want to be quoted by name, said, «We're not hearing this from any other merchants.»

They came in with a product the Sharks didn't understand and tried to raise at a valuation higher than any other company to appear on Shark Tank ever had.

At least in the case of ridesharing companies, these background checks don't always meet the rigor of checks required for taxi drivers in certain areas.

Most contracts don't explicitly discourage talking politics, but there are often clauses that state that, as company ambassadors, employees must behave in accordance with the principles, the values and the mission of the organization at all times.

And a lot of companies do not equate four years of military service to four years at a university or state institution.»

He cringes, on the other hand, at vague descriptors like «boutique» and «outsource,» which Borzou Azabdaftari initially uses to explain what his company does.