Sentences with phrase «at a good company with»

The above examples are just different ways another way of saying «I want to get a good job at a good company with a good salary.»

Not exact matches

Combine that with weak commodity prices, flat global trade and the governance risk associated with companies in many of these countries, and safety - minded investors are perhaps best served by limiting their exposure to the grouping at this time.

«What I really like about Acadian is they are not afraid,» says Derrick Dempster, a partner at Deloitte who works with Acadian in the Best Managed Companies program.

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.

«Companies have gotten very good at providing creature comforts to developers — they have candy, free lattes, free massages — but if you ask developers what they want, it's a quiet place to work, with a door that closes and more flexibility on getting to learn the technology and experiment.

S&P said in March a rupiah exchange rate of 15,000 a dollar is «the psychological level» at which companies with weak balance - sheets could struggle with repayments and those with good cashflow might start to proactively restructure their debt.

According to Ed Quattlebaum, founding partner at Polaris - Crux Group, a strategic advisement firm that focuses on helping early - stage innovation companies with capital raising and commercial scaling, one of the most effective strategies to better position you and your startup during negotiation is to acknowledge and address one anxiety that all investors loathe: risk.

In an interview with Maclean's, Caira stated that future battles with competitors «are not going to be won, in my view, with who has the best strategy... The companies that will win will be the companies that can execute flawlessly at the store level.»

Though Knight announced plans in June to step down as Nike chairman, he's leaving the $ 30.6 billion — in sales — company in better shape than ever, with the stock and revenues at all - time highs.

And while they highlight celebrity endorsements for big companies (with the exception of Rebecca Minkoff, who was making clothes out of her studio apartment at the time), the good business lessons learned from setting up and cashing in on such high - vis endorsement deals can easily be applied to small companies.

Twelve years later, I'm a CEO at that same company, which I now co-own with my best friend from college.

Eliassen's company culture and transparency, coupled with well - defined goals at the individual, team, and company levels, have driven unparalleled growth and success for both the organization and our clients.

According to First Round Capital's analysis of its own portfolio, companies with at least one female founder provided them with 63 % better returns on investment than companies with all - male teams.

«Looking back at the tech teams that I've built at my companies, it's evident that individuals with liberal arts degrees are by far the sharpest, best - performing software developers and technology leaders.

The company is partnering up with a group of clinicians at Stanford, as well as telemedicine vendor American Well, to test whether Apple Watch's heart rate sensor can detect abnormal heart rhythms in a cohort of patients, according to two people familwell as telemedicine vendor American Well, to test whether Apple Watch's heart rate sensor can detect abnormal heart rhythms in a cohort of patients, according to two people familWell, to test whether Apple Watch's heart rate sensor can detect abnormal heart rhythms in a cohort of patients, according to two people familiar.

One group looked at the effect of sleep loss on productivity at four American companies and found employees who weren't sleeping well or enough to be roughly twice as likely to report difficulties with time management, decision - making and motivation.

The Los Angeles - based company has developed technology that transmits ultrasonic waves (at a register well beyond what's audible) that are translated by devices as a microscopic quiver; this vibration is converted back into an electrical charge to power anything with a battery, no wires or wall plugs required.

If all the employees at a company aren't sleeping well, their office might have something to do with it.

While there's nothing wrong with enjoying the thrill that comes along with running a company that is performing at its very best and generating lots of sales, as a leader, it's important not to forget exactly who is making those numbers go through the roof — your employees.

The management and leadership structures that work well with a company of 50 people may not work at all with 250.

If history is our guide, he'll likely kick off his talk with how well Apple has done at getting its customers to run the latest versions of iOS and OS X, how many apps are available in the company's App Store, uptick in Apple TV usage, and perhaps most importantly to developers, how much the iPhone maker has doled out to the software makers as part of their revenue - sharing agreement.

Perhaps the point of contact you despise leaves and is replaced by someone who's more pleasant to work with, or, better yet, the person you do enjoy working with gets a better gig at a competitor and sways his or her new company to hire your firm.

The Corporate Cupcake After a slightly uneasy night's sleep (I had overdone it that evening at Baked & Wired, a well - entrenched Georgetown cupcake establishment), I start the first full day of my trip at Crumbs Bake Shop in downtown D.C. Crumbs is the nation's largest cupcake company, with 35 locations and $ 31 million in annual revenue, and also the most corporate, with plans to trade shares on the Nasdaq starting in May.

With his boss's blessing, Cerilli quit his job at First Round, brought Matt Doumar — who had built SinglePlatform's entire product team — on board as a cofounder, and got started on a company that would eventually become known as Good Uncle.

To better understand what it takes to successfully work remotely, I interviewed Christina Morales, one of the freelance writers with whom I work closely with at B2B ratings and reviews company, Clutch.

So far, domestic small - to - mid-cap companies that get most of their revenues at home have weathered prospects of higher trade costs the best, with the Russell 2000 index of smaller companies up 2.8 percent for the year, nearly double the 1.5 percent gain in the larger - cap and more internationally - exposed S&P 500 index over the same time.

The prospectus reveals the company's most recent valuation, as well as the number of shares owned by its executive officers, directors, and the likely number of shares held by stockholders with at least a 5 % stake.

As I've argued before, self - awareness is also the meta - skill of the 21st century: Among other benefits, self - aware people are happier with their careers and relationships, are better students, perform better at work and run more profitable companies.

M&A will never be 100 % successful and we learn from every deal we do, and so not to pick on any specific deal, but I've learned, based on relative success of deals we've done in the past, is making sure the key leaders at the company share a vision with the founder, making sure the strategy drives the M&A, as opposed to the M&A driving the strategy, and making sure we have good support mechanisms for these companies after they come in.

And at Ford Motor Company, for example, they've found that learning from and taking advantage of an array of perspectives among their global workforce, creates openings to actually increase their customers» satisfaction — showing how speaking with everyone and being more open and connected is good for the customer, too.

Others — who didn't want to talk on the record because they were afraid of damaging their relationship with the all - powerful consumer electronics company — have also said that their results from Apple News have been lackluster at best.

«We do believe the current governance structure, with Jamie Dimon serving as both chairman and CEO, and an independent minded board, has served the shareholders well and is right for the company at this time,» said Lee Raymond, JPMorgan Chase's presiding director and the former CEO of Exxon Mobil.

Companies that regularly assess what they're doing with a view to changing are rare, according to Andrew Maxwell, CIO and director of partner relations at the Canadian Innovation Centre: «We get very good at what we're doing, and we don't want to change it.»

Fortune's ranking of 150 Best Small and Medium - Sized Companies to Work For, based on some 52,000 surveys compiled and graded by our partner Great Place to Work, offers insights into what makes for a meaningful work environment, along with a potential target list of desirable employers (though only some, obviously, will be hiring at any given moment).

«It was natural for us at the appropriate time to look to develop our own properties,» says president John Klein, adding that his company also wanted to hook up with a knowledgeable partner, in his case one that had good sites and the expertise to develop them.

Amazon (amzn) has said it plans to invest over $ 5 billion in construction and produce many as 50,000 high - paying jobs at HQ2, with the further promise of «tens of thousands of additional jobs» as well as billions of dollars more in additional investment in the host city — prompting a flurry of (sometimes outlandish) bids from cities and states to woo CEO Jeff Bezos and company.

«Mark would speak about «connecting the world through games» and «making users happy,» but the stated values and our desire to create a good user experience was at complete odds with how the company was actually run, which was extremely short - term - focused,» the source says.

So it is constantly looking for new tools and better ways to get the job done; and (d) the company is struggling — right along with every other tech firm — with how it can make the work force more diverse even though, in terms of gender at least, it's already as diverse as any firm in the city.

But in reality, a bigger danger to many companies and to customers» sensitive data comes from seemingly benign faces inside the same companies that are trying to keep hackers out: a loan officer tasked with handling customers» e-mail, an attendant at a nursing home, a unit coordinator for the main operating room at a well - regarded city hospital.

The company partnered with Boston - based lifestyle brand Life is Good to provide exclusive shirts and head wear for its staff at this location.

«It's not the people who are [just] going to be the best at their jobs, but the people who really care about everyone else, aren't competitive with other people inside the company — are really altruistic people,» he says «I'm half Jewish, so mensches.

However, David Burkus, associate professor of management at Oral Roberts University and author of the forthcoming book Under New Management, questions whether that obsession with secrecy might do a company culture more harm than good.

At its most extreme, reputation can literally keep you in business, as is the case with many companies, such as IBM and WalMart, whose well - developed reputations have tided them over in hard times.

Good leaders will steer a company in the right direction, while bestowing confidence in people they work with at their business.

She says that the best performers at work find a way to align their personal career goals with the company's.

Dr. Sean Khozin, one of the authors on the study and a senior medical officer at the FDA, told Business Insider that Flatiron is just one of many companies the agency is working with to check out how alternative sources of data can be used to better inform the agency.

Still, getting off to such a troubled start is not good for Apple, and Cue made clear in his talk with the Journal that his company is actively working at fixing its issues.

This is not a spin - off, but two Fortune 50 companies, both with about $ 57 billion in revenue... But this is HP at it's best — an execution machine.»

A look at the 11 big U.S. companies with the best 5 - year revenue growth, including two that grew even faster than Apple.

Apple has excelled at giving people what DuBravac calls the «360 solution,» or devices designed from the ground up to work exceptionally well with the content also sold by the company.