Sentences with phrase «build my business into»

If you want to retain an ownership stake and live off the earnings, then it's crucial to build your business into a reliable cash flow machine.

If your goal is to build your business into a multinational corporation with millions of dollars in annual sales and multiple locations, start with that goal and work backward, outlining the steps you'll need to take to get there.

Fortunately, I was able to focus on the positives — including the fact I had an amazing opportunity to build my business into something better than before.

Using these tips can help create a workforce of loyal and happy employees that will build your business into a happy, healthy, thriving place to work.

By the time of his death in 1912, he would be hailed as the father of the South Australian wine industry, having first realised the potential of the now world - renowned region of McLaren Vale and, through his Tintara winery, built his business into one of the nation's largest winemakers.

Beginning on a kitchen table, he spent four years building the business into what is now the most successful public sector e-procurement exchange in Europe.

The company began in 1973 with the vision and determination of a man who built a business into a thriving enterprise selling world - class automobile brands in South Florida.

Founding Evasive Motorsports about a decade ago, Michael Chang and Tony Kwan have heavily leveraged social media to build their business into an online, retail and wholesale aftermarket sales powerhouse.

He established Cherrybrook to meet those needs, originally selling with great enthusiasm from the back of his station wagon, and eventually building the business into a leading international supplier of premium dog show products.

With a Siberian Husky named Pearl by her side, she has built the business into a trusted source for top - of - the line foods, natural medicines, and other essentials.

While many of the things you need to establish your new business can be accomplished in a relatively short time — you can complete the legal steps to start your company in about a week — actually building your business into a success takes time.

We can then teach you how to build your business into multi-six-figure marketing consultancy.

Professional Experience Injury Finance (Greenwood Village, CO) 10/2003 — Present Insert Title • Develop business plan, processes, and protocols for a medical treatment finance company • Administer medical liens with healthcare providers to cover patient payment • Hire, train, and manage employees ensuring efficient and effective operations • Interview potential clients, analyze situation, and oversee client selection process • Serve as liaison between Injury Finance and third party attorneys and medical providers • Oversee sales and marketing initiatives ensuring profitable operations • Develop marketing collateral, logo, brand image, and mission statement • Draft website copy and coordinate execution with independent IT contractors • Develop proprietary software in conjunction with a database developer • Negotiate provider contracts and lien settlements with attorneys • Expand into New Mexico and Georgia building business into $ 12 million in annual revenues • Assist with accounting functions including P&L report generation and review

Broker owner Rene Blanchet and his partner Ghyslaine Brindamour first joined the Century 21 System in January of this year, and have built their business into an operation with four locations.

The continuous support for all owners shown from Colorado Regional Director John Werkmeister has given us a clear direction on how to build your business into a successful real estate office.

Not exact matches

You built Country Life, a successful company, and sold it... so why get back into the nutritional supplement business?

Hari K. Ravichandran founded Endurance International Group Holdings, Inc. in 1997, and for the past 17 years has built Endurance into a trusted partner for the business market.

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.

Like all savvy business owners, you've invested significant resources into building up a social network you are proud of.

And when I say procto - parents, I mean parents who are totally into minding their kids» and everyone else's business, but don't know the first thing about effective education, or how to build the kind of self - sufficient, self - starting students that we actually do need to compete in the global marketplace.

Alan Bishop has spent 40 years building insurance broker EBM into a national player and worked through many business cycles over that time, but arguably none as tough as the current conditions in Western Australia.

Strategies For More Authentic, Respectful Communication How to Build Better Business Relationships: Turn Blunders into Opportunities Admitting mistakes and correcting missteps will take you far when it comes to building relationships, says William Gregory O, who is the co-founder of Lex Scripta, a law firm in Illinois.

A Facebook spokeperson told AllThingsD last week that speculation over a Facebook foray into gaming wasn't on the table, saying, «We're not in the business of building games and we have no plans to do so.»

He joined CME in 2013 after a three year stint at RBS, where he built the bank's swap trading desk into a $ 15 billion business.

Back in 1994, Stockholm built the world's largest open fiber network — giving all businesses the ability to tap into the infrastructure.

Many small businesses and startups are investing time and money into shooting, editing, and producing good YouTube videos in the hopes of building awareness about the types of products or services they sell.

As a business leader, I build cybersecurity awareness into the DNA of our organization with daily personal habits that help to set the example.

Dig Deeper: How to Incorporate Philanthropy Into Your Business How to Build Better Business Relationships: Be Proactive Using your journal and knowledge of your relationships, forward articles, links and other information that might be of interest to your contacts.

Brian Clark of Copyblogger says, «The best «native» advertising helps build an audience into a long - term business asset, and that's a goal worth spending on in conjunction with owned content creation.»

Family patriarch Albert Latner died in 2015 at the age of 88, having built his father - in - law's construction business into one of Toronto's largest real estate developers.

The story it concocted involves a settler constructing a mill near the water, falling in love with a local woman and, together, building the mill into a viable business.

As co-CEO of BlackBerry (he stepped down in 2012), Balsillie built the business and commercialization strategy that helped turn the company into a global player that hit $ 19.9 billion in revenue at its peak.

«I really came into this from a place of: I want to build a big business that is going to succeed,» Campbell says.

Long before they've exhausted the growth possibilities of their first company, they decide to start another one in a totally unrelated business they know nothing about, and they end up spending time and money on it that should be put into building their original business instead.

The following are six ways my parents positively influenced my growth as a business owner that you can build into your own style of parenting that will compliment your entrepreneurial lifestyle:

When I read it I was early into my entrepreneurial career and it really talks about how to build a scalable business and how to leverage the idea of a lean methodology.

How to Create a Company Philosophy: Don't Put It Off Understandably, many companies set their sights on becoming profitable and delay the task of thinking hard about what they stand for and building that into their business.

Despite Young's financial success, he says it wasn't the money that drove his determination to build his side hustle into a full - fledged business.

Instead of going into a conference room, we'll walk around our neighborhood, a mix of businesses and beautiful old houses and apartment buildings.

Here is the problem: Facebook and Google built successful, wildly profitable businesses because they have figured out a way to make money on digital content without actually getting into the messy, expensive business of producing it.

If on the other hand, you may are considering a product into an industry in which you have no direct experience or connections to guide, you may be faced with an insurmountable challenge to the business and the time required to build the right connections for success may be infeasible.

Businesses are falling short on their promises to new hires, from the moment new recruits step into the building.

«Be really clear about the assumptions you're making about the business you're going into, and check those assumptions as quickly as you can — whether it's building a prototype and testing it with people, or just talking to other people in the industry.

By honestly assessing their strengths and their shortcomings, they found a technology partner to help them build their ideas into a multibillion - dollar business that was acquired by Man Group in 2014.

«After getting the right talent into the organization,» wrote Gubman, «the second traditional challenge to human resources is to align the workforce with the business -; to constantly build the capacity of the workforce to execute the business plan.»

But make no mistake: Business is one of Benioff's passions, and by creating a new model for selling software he's been able to build Salesforce into a fast - growing enterprise with nearly $ 10 billion in revenue — which helps the CEO focus on all those areas that need his attention.

«Eventually, we came to understand that there's a lot more that goes into building a sustainable business than selling,» he says.

«We decided the best way to build it into a business was just to go out there and sell it to retailers,» says McLeod.

In a very large country, Canada Post has some built - in advantages for a foray into the parcel business: besides a national delivery network that reaches or almost reaches every home in Canada, the corporation's retail outlets offer a far more user - friendly way of collecting a missed parcel than what's on offer from logistics giants like UPS.

These agile businesses build initiatives into their missions and proactively design their operations with an eye toward inclusion, working through diversity as opposed to «fitting it in.»