Sentences with phrase «at product companies»

In general, many opportunities are available at product companies for talented individuals with the right mix of technical skills, creativity, and people skills.

HCR Commissioner James S. Rubin said: «Anyone looking at the products this company produces, and the number and geographic spread of its clients could be forgiven for assuming that Jacobs Ladder is already a big business.

As with any career path, having a specific plan of action is helpful for attaining a position at a product company.

In that case, a researcher at a product company might spend time on the phone collaborating with customers to solve problems.

For Ph.D. - level scientists seeking a career outside of academia, a job at a product company can represent a challenging yet highly rewarding career path.

Not exact matches

Not every business model lends itself to a blogger campaign, but if your products or services seem to fit, especially if your company runs its own blog, this can be a powerful way to generate sales at a minimal cost.

«Companies at the lower end can take the cheap technology for a toy and put it into a professional product at a price point I couldn't match,» Kroetsch concedes.

For example, re-examine your company's positioning and product offerings at all times.

The company is increasingly crunching data to determine the optimal product mix at individual stores and the ideal locations to set up new outlets (it relied on data to figure out the best place to open its first American Girl doll boutique last year).

Now was just one of a raft of new products Google unveiled at its annual developer conference on June 27, and the array of products demonstrated just how ubiquitous the company wants to be in your life.

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.

Many times, the parent company's tremendous buying power and special buying techniques can bring products, equipment and outside services to the licensee at a much lower cost than an independent could ever get.

The New York City - based company is also benefiting from higher sales at duty - free stores and a booming skin - care products business in South Asia and China.

Paul Tasner traces the roots of his business, PulpWorks, to a late - career gig at the natural - cleaning products company Method.

The company looked at 50 popular products across 17 categories — including toys, clothing, and electronics — at six major web retailers.

He also bet on the product being successful and priced it based on what it would cost in the future if sales increased, instead of factoring in the high input costs that the company had to face at the onset.

The important thing to remember, Wennmachers says, is that few reporters are going to jump at the opportunity to write a simple profile about a company that's just released a new feature or product.

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.

Whether at work or home, no longer do we have to wait for companies to design the products we want — we increasingly have the ability to create our own, when we want them, where we want them and how we want them.

My second son was born the day my company launched a new product, so I quickly learned how to type and nurse at the same time.

At a small press event event Wednesday, WeWork's Chief Product Officer, David Fano announced the company's expansion into services designed specifically for enterprise companies.

With products and technology changing rapidly, you need to look long and hard at your business and consider if there might be other companies or technologies on the horizon that could ultimately supplant your business.

On one side are the fanboys, who vociferously defend Apple and its products from naysayers and at the same time put down other companies and their goods.

Take a look at the Unicorn Club and think about the changes in customer segments, revenue, pricing and channels all those companies have made since they began: Facebook, LinkedIn — new customer segments; Meraki — new revenue models and customer segments; Yelp — product pivot.

Today, each of the startup's farms features vertically stacked trays where the company grows carrots, cucumbers, potatoes, and, its main product high - end baby greens, which it sells to grocers on the East Coast including Whole Foods, ShopRite, and Fresh Direct, as well as to dining halls at businesses like Goldman Sachs and The New York Times.

And somehow those meetings lead to partnering with a 25 - year veteran of the CIA's Director of Operations, a Lockheed Martin Program Director for Advanced Systems at Skunk Works, and a former Deputy Assistant Secretary of Defense for Intelligence to start a company to explore «exotic science and technologies» and turn innovative ideas into world - changing products and services.

The company prints about a million business cards a day.It is a similar story throughout the broad range of others products, including brochures, catalogues and corporate reports.Such growth has not been without its problems.Expansion has meant six complete moves in 10 years and after being at Balcatta just a year, there is a need to move again — to more than double the size of just the print operations to more than 2,000 square metres.

Many startups and early - stage companies arrive at a point when they need to pivot your product strategy and figure out which way to go.

The procedure has helped Poppy Barley arrive at its current messaging: It's a footwear company focused not just on fit but on luxury handmade products with an ethical foundation, she says.

While the company got its start building bomb - sniffing robots for the military before pivoting into vacuums in 2002, Dyson stresses that it's coming at the product category from the other direction.

It's at the heart of the USV thesis and my passion around financial services because the company is using great product and technology to broaden access to a bigger market.

Back here at PAVmed, we have used our success with our cardiac - arrest product to develop four strategies to advance our company — and they're applicable to any company that wants to innovate:

He said his experience working with tech products at companies like Product Hunt and Meerkat provided him insight into consumer - focused startups.

And these «toys» — products — run much of the infrastructure at many of the world's largest companies.

That shows you, even though they're at their infancy in terms of ecommerce, the middle class in China is set to explode, and the ramifications on global trade, companies here that produce products they want to buy, is absolutely monstrous.

In 2014, Price sold her company to L'Oréal and today, Carol's Daughter products can be purchased at retailers including Dillard's, Macy's, Sephora, Target and ULTA.

I've learned the importance of product management, which frankly was not a well - developed concept at some of the companies where I have worked.

So essentially that means all of the product and solution capability at the company and the supply chain that delivers it to customers, from consumers to the largest multinational corporations.

«At this time we are the leader, if not the only [company] that really has built these products and been successful,» he says.

Many land at Haxlr8r, an accelerator that has graduated more than 50 companies using a now - familiar model: Learn the basics of manufacturing and develop a prototype; raise funds (and build buzz) in the United States through Kickstarter; manufacture the product; and drop - ship it anywhere in the world through the Pearl River Delta's unparalleled logistics networks.

More often than not, those who work at a company are the first to know about a decision the company makes, whether the decision is a new feature, product line, or something else.

Five and a half years ago, when Narodick took the CEO's spot at Edmark, the publicly traded company was an obscure, not - quite - $ 3 - million - a-year purveyor of reading products (mostly workbooks) for the special - needs segment of the school market.

The biggest mistake most companies make when choosing a strategy is «listening to the Hippo — the Highest - Paid Person in the Organization,» Neil Hunt, chief product officer of Netflix, told attendees at the Churchill Club in Santa Clara, California.

Even in the face of these exclusionary agreements that have unreasonably restrained competition, some companies, such as TreeHouse, have fought hard to win market share away from Green Mountain on the merits by offering innovative, quality products at substantially lower prices.

Early on at NYX, she discovered that sales of one of her eye pencils took off after YouTubers — totally unprompted by the company — started posting tutorials using the product.

And three, taking me to ride electric dirt bikes at Pigeon Point is important because it demonstrates a vital part of the company's product development history.

Only a year ago, with sales at his filtration - and - fluid - handling - products company doubling every year, Roesner decided to take a drastic step in response to the job glut: he sold his company.

The company also sells name brand products, charging $ 3 for Lysol wipes, for example, which cost $ 5.30 at Wal - Mart.

These risks and uncertainties include, among others: the unfavorable outcome of litigation, including so - called «Paragraph IV» litigation and other patent litigation, related to any of our products or products using our proprietary technologies, which may lead to competition from generic drug manufacturers; data from clinical trials may be interpreted by the FDA in different ways than we interpret it; the FDA may not agree with our regulatory approval strategies or components of our filings for our products, including our clinical trial designs, conduct and methodologies and, for ALKS 5461, evidence of efficacy and adequacy of bridging to buprenorphine; clinical development activities may not be completed on time or at all; the results of our clinical development activities may not be positive, or predictive of real - world results or of results in subsequent clinical trials; regulatory submissions may not occur or be submitted in a timely manner; the company and its licensees may not be able to continue to successfully commercialize their products; there may be a reduction in payment rate or reimbursement for the company's products or an increase in the company's financial obligations to governmental payers; the FDA or regulatory authorities outside the U.S. may make adverse decisions regarding the company's products; the company's products may prove difficult to manufacture, be precluded from commercialization by the proprietary rights of third parties, or have unintended side effects, adverse reactions or incidents of misuse; and those risks and uncertainties described under the heading «Risk Factors» in the company's most recent Annual Report on Form 10 - K and in subsequent filings made by the company with the U.S. Securities and Exchange Commission («SEC»), which are available on the SEC's website at www.sec.gov.

Hardware companies need someone at the clothing - manufacturing end who can be in charge of integrating the product from the supply chain to the production line.