Sentences with phrase «at the best companies on»

... supervisory experience desired Minimum 10 years related experience preferred Accountemps matches highly skilled professionals with accounting finance jobs at the best companies on a temporary and...

Medical Collections Accountemps matches highly skilled professionals with accounting finance jobs at the best companies on a temporary and temporary - to - hire basis.

Not exact matches

«The CEO wanted to have a certain culture at the company, but he had a lot of other priorities to focus on as well,» Duffin says.

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).

The company has also been working on voice recognition, natural langauge processing, and translation for years, so the Google Home is better at understanding accents and natural language than the Echo.

Pritchard has previously called the media supply chain — the companies involved in buying advertising space on P&G's behalf — «murky at best and fraudulent at worst.»

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.

Nearly as surprising was the willingness of Russia and private oil companies in North America to carry on at prices that were understood to be well below their break - even points.

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.

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 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.

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.

The company showed off early prototypes at last year's show, so this year we'll be getting much more detail as well as, I'm sure, some hands - on time.

We even know that, if there is even one woman on a company's board of directors, attendance is better at board meetings.

Through shell companies, Mr. Aziz purchased a $ 33.5 million condominium at the Park Laurel on 63rd Street in Manhattan, a home in Beverly Hills known as the pyramid house for a gold pyramid in its garden, as well as other properties in the Los Angeles area.

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.

This feedback can help business owners find out if their products, stock, pricing, and placement are appealing to customers; measure the training and performance of frontline employees; learn if competitors do a better job at sales, service, marketing, and operations; identify if employees are following company procedures or compliance practices; and, increase focus on service and selling to help convert browsers to buyers, Warzynski explains.

At Cisco, I made every decision based on what was good for the company, and that pretty much ruined my marriage and my health.

Jobs's legendary attention to detail was well in evidence at NeXT where, Tacchi reports, the men's room dcor was done in the same shades of black, white, and gray originally available on the company's products.

Even Buffett marveled at how their business models, built on intellectual property rather than tangible assets, are «so much better» than the industrial core of yesteryear's biggest companies.

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.

«I think at the end of the day that virtually all of the «trade war» effects will be negotiated away and the true economic impact on industries as well as specific companies will be very small, so I haven't factored the impact of any trade war considerations into my portfolio,» she said.

After tweeting Friday that «trade wars are good, and easy to win» — a statement that flies in the face of both economics and history — he took a shot at European critics Saturday, saying: «If the E.U. wants to further increase their already massive tariffs and barriers on U.S. companies doing business there, we will simply apply a Tax on their Cars which freely pour into the U.S.»

More than half of the companies listed on the TSX have introduced equity policies, but the results are mixed at best

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.

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.

And we now have really good people at the company focused on this, so our ability to sniff out in diligence a promising idea or approach versus companies that aren't bringing a lot of value to the table is pretty good.

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).

The company has even looked at picking up the rights to scripted shows that aired during previous seasons on traditional networks, while Facebook also has deals in place for streaming live sports, including MLB games and European soccer, as well as e-sports competitions.

Then, let's go one step further and look at how companies who have hired women on their own have fared: in those situations, a 2010 McKinsey & Co. study found that companies actually have better financial performance.

If you get approached by someone on behalf of another company that may be interested in buying your business it is highly likely that they are working for the potential buyer of your business and have their best interests at heart, not yours.

It sold well but not spectacularly, so the company had no idea that when it put Duffy the Disney Bear on sale at Tokyo DisneySea in 2004, that the toy would become a juggernaut.

Existing tax laws around equity - based compensation can even drive a company's employees to let their options go, and miss out on the future windfall when that start - up goes public or is acquired at a good price.

So, focus on what you are good at, hone in on the areas that are vital to your company, and delegate everything else.

If you're in a similar situation — in life, at work, or as part of a company marketing campaign — the best strategy is to own up to the mistake, apologize, and then get to work on how to make sure it never happens again.

At the company's last annual meeting in May, Dimon contended that criticism of the company's compensation by services advising institutional investors on proxy votes was off base in its view that more restrictive formulas are better.

Microsoft's traditional core audience — businesses that buy Windows computers — is notoriously slow at upgrading machines, so there could be some good news ahead for the company on that front in 2013.

The company does a good job at what the institute calls «enterprise thinking,» meaning that on top of providing customers a great service that they appreciate, consumers have a good feeling about WestJet as a corporation.

It's the best way for me to really learn what is going on personally and professionally and how I can help them be more successful, or what we can do better at as a broader company.»

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.

Unfortunately for HP, things didn't work out well on the IT services front and the company is struggling under the load at a time when large outsourcing deals are shrinking.

«We decided that if we were going to build a company, we wanted to focus on being really good at one thing.»

«Well, I've always been fascinated with people who say companies can't have long - term plans because of the demand on quarterly earnings,» he said at the CECP's CEO Investor Forum in February.

With new capabilities, the company hoped to improve its demand forecasting — specifically by narrowing the focus from warehouses down to individual customers to better predict how much of which products was needed on any given day at any particular store or vending machine.

At the top of the list is a name well - known on Stanford's campus: Wildfire, a social media marketing company founded by a Harvard / Stanford couple in 2008.

At our recent Entrepreneur Live event, founders of well - known and well - loved consumer brands shared what helped them stay on track with their missions in the midst of the changes, challenges and opportunities every entrepreneurial company experiences.

Plus: The August installment of the series — assessing the best practices of the 50 most innovative private companies in America — is now on - line at www.inc.com/keyword/50best.

But sustainability has deep roots at VMware, No. 40 on this year's Best Companies to Work For list, up from its No. 65 spot in 2015.