Sentences with phrase «build the company from»

We've built the company from the ground up on great customer service.

Building a company from the ground up is, of course, grueling.

«If we were building a company from the ground up for every single product, we wouldn't be able to serve that mission.»

Entrepreneurs need to be finding mentors, advisors and investors from Day One who have experience building companies from $ 0 to $ 10 million to $ 100 million - plus.

The literature on how to build a company from $ 0 or so is as slender as a bootstrapper's bank account.

In the past year, I've watched Kelsey help build her company from two employees to more than 20 with grace, tenacity, and a genuine desire to help others.

When most people think of starting a business, they think of beginning from scratch — developing your own idea and building the company from the ground up.

Kamprad built the company from a small household goods business into the world's largest furniture retailer.

Finally, we wrap up with some advice to those starting out in real estate and get to a few tips on building a company from the ground up.

EI partners with industry professionals and experienced entrepreneurs to build companies from scratch.

To inspire others to start their own business or other journey, Axelrod wrote With Love & Quiches: A Long Island Housewife's Surprising Journey from Kitchen to Boardroom, a book chronicling her 40 years building the company from nothing.

«We literally built this company from the ground up, and it's great that we've been able to launch a brand from scratch and develop it in a competitive market, and we are still here after two years.

Building a company from the ground up is hard work, and it's an incredible lifelong achievement.

I am self employed man that has built a company from a small outfit out of my garage into something very special in the town we live in.

He built his company from scratch, with no outside investment and through mostly organic growth.

Since launching JDate.com, eight years ago, Mr. Carmel helped build the company from a fledgling startup into one of the true leaders in the online personals space.

As most of you know, Freya has been with BookBuzzr and, in her role as Author Community Manager, has practically built the company from the ground up.

And with autonomous fleet management capabilities, it means that they can help you build your company from the ground up, scale to multiple services, and help you prepare for the autonomous future.

The trial and error nature of actually developing games can sometimes provide frustrating as you desperately try to determine where things are going wrong, often making success feel a bit hollow, and yet there's still plenty of satisfaction to be had from building your company from the ground up.

As the founder and Chief Executive Officer of Visual Sciences, Russell built the company from three to 150 team members during a span of 13 years working for publishers such as Sony, Electronic Arts and Take 2 on AAA video game series, including F1, Harry Potter, Medal of Honor, Grand Theft Auto and Myst.

Prairie State has integrated the latest technology, is building a company from the ground up, and I am proud to be a part of this opportunity.»

We had the pleasure of speaking to Dustin about his experience building his company from the ground up.

You and your business partner (s) may have put in your collective blood, sweat, and tears to build a company from the ground up, but what happens if they decide to unexpectedly retire early?

Working at a startup is a chance to be something new, to help build a company from the bottom up.

Sales is a skill that is transferable to any industry, and sales at a startup — where you're building a company from the bottom up — is a great starting point.

Some of these enterprising individuals built companies from an initial idea to global behemoths worth billions, while others became rich by investing in the stocks of internet - driven firms such as Amazon, Google, and Facebook.

In fact, the job description on your resume could say something like «Founded and built company from the ground up...» or «Invested in a struggling business then led restructuring and turnaround...»

The ideal candidate should have vast experience working within the recruitment industry, ideally would have experience building a company from the ground up.

If you didn't get enough in the July issue of REALTOR ® Magazine, here are even more great ideas for building your company from this year's Top 100 Companies.

Not exact matches

And of course we built an insurance company from the ground up, one that offers other efficiencies.

The LNG Canada and Kitimat LNG projects, as well as a fourth plant proposed for the northern B.C. coast by Malaysian state energy company Petronas and Calgary - based Progress Energy, will likely have to wait for new pipelines to be built directly from the shale gas fields of northeastern B.C. Kitimat LNG's owners are separately developing the Pacific Trails pipeline to their terminal.

The following is from John Cunningham, a consultant who helps companies make the shift to going remote and building highly productive distributed organizations.

The book, which focuses on how to bridge the chasms that occur in the transition from a market solely for innovators and early adopters to one that reaches a mainstream audience, proved to be my personal manual for building disruptive companies.

The company is still billions of dollars and years away from building its first official tunnel, however.

«From an e-commerce perspective, having a unique and differentiated product is really one of the cores to success, not only in building a company but being able to scale [it].»

If for instance, you are a building company with a contract offer from a gym and the gym's credit report reveals a number of CCJs incurred for lack of payment, you may wish to reconsider accepting the contract.

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.

He's been a frequent Redditor, even in his years away from the company — in which he's been building the travel website Hipmunk with Huffman — and has even amassed over the years more Reddit link karma than Huffman.

Executives from all three companies agreed that innovative Canadian startups can still find money, but unlike their American cousins — which often have such funds thrown at them — they have to work at building a proper business first.

It seems like everybody has their own business these days, whether it's an individual cutting lawns during the summer season or a group of friends that build an innovative technology company from the ground up.

«Tom's is a great example of a business build with social responsibility in mind from the onset,» Longoria states, «To create a full - circle social business plan, social consciousness needs to be in the DNA of your company.»

Here, Tehrani thought, the company could distinguish itself from its peers and make the process of drug development more deliberate, like building a bridge or an airplane.

Most of these companies have headquarters in countries that haven't joined the AIIB, but their home governments haven't stopped them from bidding on the building spree.

The booze flowed, and the party spilled out onto the company's roof deck, where guests could smoke and take in a view of Manhattan that stretches from the World Trade Center to the Chrysler Building.

The legendary company has built much of its business on helping immigrants and refugees send and receive money to and from their families for nominal fees.

Menear, who took the reins three years ago, has had the enviable though difficult task of building on his predecessor Frank Blake's remarkable run by finding new avenues of growth and preventing the company from falling into complacency.

Instead, they said they got them from state - run companies, neighborhood committees or government departments that handed them out as part of their «party building work.»

It's an important resource for entrepreneurs and a quick way for us to share what we're learning every day at 1871 from the hundreds of companies and thousands of people who are going through the very same (and sometimes scary) process of starting and building businesses.

From there, he developed a company called «SuperSlow», wrote a technical manual, created a rigorous certification process, and started building «SuperSlow Systems» exercise machines.

Finally, I'm surprised about how many companies are built without having a true differentiator from the competition.