Sentences with phrase «be good at building»

You will have: - A proven ability to sell with business to business sales experience Be able to negotiate and have excellent influencing skills Be good at building relationships within a business environment Ability to multi-task Numerical Computer literate Pertemps offer a competative salary along with a rewarding commission structure based on performance, free parking and excellent industry specific training and qualifications.

You must also be good at building relationships with clients and have some comfort with sales and customer service.

She is very unreliable and just happens to be good at building websites, if anybody tries to contradict her, she will call you a pit nut.

«Introverts are good at building lasting relationships over time,» she says.

We are good at building enduring relationships of trust with targeted customers.

It was those who were good at building systems who built the most fantastic and lunatic systems, who scarfed up every odd or stray fact and fit it in, and found that in the fact they could fit in such odd or stray facts evidence that they had seen what lesser mortals couldn't, or wouldn't.

According to Nussbaum, Nehru may have been good at building formal institutions, but it was Gandhi who gave a spiritual and philosophical basis to democracy in India by calling «all Indians to a higher vision of themselves, getting people to perceive the dignity of each human being.»

Fielden says the company has always been good at building relationships and providing quality services.

Mertesacker, of course, is good at building play, and his partnership with Koscielny excels in that area simply because he plays shorter, tempo setting passes, while Koscielny plays between the lines.

But if you are good at building things, you won't need instructions as it won't help.

The treated mice lived an average of 36 days longer than untreated mice, and they were better at building nests, which reflects a combination of social behavior, cognitive performance and motor capabilities.

After five days, sea butterflies living in normal water were better at building their shells than the sea butterflies living in the acidified water.

Amaranth also contains more lysine (an amino acid that's good at building muscle) than any other grain.

If someone were to argue, I am sure they would say the deadlift is better at building muscle.

Obviously, there's a small war between whether whey or casein is better at building muscle.

I'm very lucky my husband is good at building the things I want.

But the movie is better at building suspense than following through.

«We're good at building relationships of trust between teens and adults,» says MetWest principal Matt Spengler.

Or, more directly, just what is the difference between the feedback from a once - a-year evaluation rubric and the feedback from leaders who are best at building teaching talent?

Amazon and Barnes & Noble have always been good at building portable reading devices.

We are best at building the critical components you will need to transit to the next stage of self - publishing.

«In general, businesses tend to want to hire smarter people and pay people more, but just because you have a higher income doesn't mean that you're more likely to save it or are better at building that wealth,» he said.

First, there is no evidence that active managers are any good at building cash reserves in anticipation of bear markets.

It promotes a high - quality level of proteins which is good at building and maintaining strong muscles.

The guide is good at building up tension every time by switching on the lights only at the last moment, after which the «oh's and «ah's fill the space.

You're good at building, but you're just as good at blowing & # $ * up.

Be Better at Building Tomorrow's Leaders Today: Pairing MBTI ® Insights with Lominger Competencies Webinar

These moments together are when we're best at building our Love Maps.

Not exact matches

They typically react (slowly at best) to three outside drivers: (a) their competition brings a new offering to market, and they need a quick competitive response; (b) their customers see and begin to adopt new processes and solutions, and the customers demand that their products and services conform to the new ways of doing business; or (c) they see a new tool, product, or service in the market offered by a new player and they quickly determine that this is a game - changer which they need to own (rather than try to build themselves) because they lack the internal capacity to do otherwise.

When they were breathing well - ventilated air, with roughly the same low CO2 content as in a «green» building, the employees were 172 percent better at applying knowledge to a problem, and 97 percent more effective at responding to a crisis.

(An executive at Blind told the publication anecdotally that he knows of other startups who are promoting positive stories on Facebook, calling the tactic «probably the best form of awareness building, community building, and user acquisition there is.»)

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.

At a time when debate about a potential outer harbour project south of Perth is building momentum, a look at the history of development in Kwinana's industrial zone provides an illustration of the impact of government intervention in the state's economy, for better or worsAt a time when debate about a potential outer harbour project south of Perth is building momentum, a look at the history of development in Kwinana's industrial zone provides an illustration of the impact of government intervention in the state's economy, for better or worsat the history of development in Kwinana's industrial zone provides an illustration of the impact of government intervention in the state's economy, for better or worse.

There's a great deal to be gleaned from people who have actually done what you're hoping to do rather than from newbies who are inventing their «careers» as they roll along, hoping at the same time to get their businesses built and scaled before they run out of time, cheap money or good ideas.

Topics included: early reporting on inaccuracies in the articles of The New York Times's Judith Miller that built support for the invasion of Iraq; the media campaign to destroy UN chief Kofi Annan and undermine confidence in multilateral solutions; revelations by George Bush's biographer that as far back as 1999 then - presidential candidate Bush already spoke of wanting to invade Iraq; the real reason Bush was grounded during his National Guard days — as recounted by the widow of the pilot who replaced him; an article published throughout the world that highlighted the West's lack of resolve to seriously pursue the genocidal fugitive Bosnian Serb leader Radovan Karadzic, responsible for the largest number of European civilian deaths since World War II; several investigations of allegations by former members concerning the practices of Scientology; corruption in the leadership of the nation's largest police union; a well - connected humanitarian relief organization operating as a cover for unauthorized US covert intervention abroad; detailed evidence that a powerful congressional critic of Bill Clinton and Al Gore for financial irregularities and personal improprieties had his own track record of far more serious transgressions; a look at the practices and values of top Democratic operative and the clients they represent when out of power in Washington; the murky international interests that fueled both George W. Bush's and Hillary Clinton's presidential campaigns; the efficacy of various proposed solutions to the failed war on drugs; the poor - quality televised news program for teens (with lots of advertising) that has quietly seeped into many of America's public schools; an early exploration of deceptive practices by the credit card industry; a study of ecosystem destruction in Irian Jaya, one of the world's last substantial rain forests.

Our goal is to have sophisticated owners of teams that can operate at a high level, know how to build businesses, know how to build sports, and who aren't going to be working against each other, but are going to be collaborating in the best interests of fans around the world.

If a nonprofit doesn't share your values, you'll need to find other ways to build rapport or perhaps simply look at other leads that are a better fit.

For the newbie technology - driven Fintech entrants (entrepreneurs) For the new entrepreneurs aiming at offering value - driven services to demystify finance as a domain, and to raise quality funding from both angels as well as VCs, More's suggestion is to build a commercially viable and solid business proposition, then focus on customer experience and efficient execution.

«Now it's going to take an entrepreneurial spirit to do it at a better cost and to build a business around it.»

«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.

If you're early in the process of building your business and your sense of your customers» daily habits is hazy at best, don't fret too much.

But it also looked at who's putting that knowledge into action, factoring in the percentage of state residents who held to good financial habits (like building an emergency fund), as well as bad ones (spending more than they earn or using payday loans).

«It's a good example of a domino effect to building relationships with academics that they want their colleagues to succeed,» Jerel Davis at Versant Ventures said.

Could it have been this philosophical choice between trying to best the men at their own game, or building our own game board and writing our own rules?

«As content consumption continues to evolve, Daniel Ek and his team are well - positioned to build the leading marketplace for consumers, artists, and the music industry at large,» TPG partner David Trujillo said in a statement.

«He built a very good team at UA that should be able to carry on with his direction and vision.»

The characters are well - defined and Moriarty is great at building the suspense of the big «who did it?»

Hoover says the best way to get your product noticed is to build something compelling and interesting and to communicate it well so if someone is scanning a list of new products and taking in a lot of information quickly, he or she can easily understand the value proposition from looking at a tagline.

I'm not really certain at the moment whether I think that smart cars or smart roads (like they're building in Atlanta) are the best bet (see Why Smart Cars Are Stupid), but, take my word for it, within three years, some of us won't have to drive ourselves anywheare the best bet (see Why Smart Cars Are Stupid), but, take my word for it, within three years, some of us won't have to drive ourselves anywheAre Stupid), but, take my word for it, within three years, some of us won't have to drive ourselves anywhere.

If all of that sounds too hard to manage, you can pay to have someone do it for you, or even some thing: A robo - advisor, which uses a computer algorithm to build and manage your portfolio for a small annual fee, is a good choice at this stage.