Sentences with phrase «company growth through»

Summary To learn how to drive company growth through creative and innovative marketing strategies.

Summary Talented Marketing Professional who drives company growth through creative and innovative ma...

Decisive Senior Marketing Manager who drives company growth through creative and innovative marketing strategies.

Summary Decisive I drive company growth through creative and innovative marketing strategies.

Summary Results - driven Project Manager who drives company growth through creative and innovative m...

Accomplished in business development and customer serviceoffering expertise in generating significant company growth through lead generation, customer service and sales and marketing techniques.

Create Resume Emily Thomas 100 Main Street, Cityplace, CA, 91019 --[phone] (H)-- [email protected] Summary Decisive Product Manager who drives company growth through thoughtful category management.

As the A.L. Schutzman Co. looks to celebrate its 90th anniversary in 2011, Liebl foresees company growth through an expanded client base and an increased volume of orders from existing customers.

Not surprisingly, there are several notable standouts in our 2017 list, including Nehal Raj who leads TPG's multi-billion-dollar technology investing practice globally to Alex Soltani who embraced a bold approach to deal making when successfully starting his own firm in his late 20s to Dominic Ang who purpose - built a fund to dramatically accelerate portfolio company growth through his proven operating model.

Not exact matches

Schleckser works with CEOs of high - growth companies through his firm, the Inc..

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.

Schultz navigated the company through tremendous growth while remaining socially conscious.

Western Australia's first cleanskin wine company is approaching its 10th anniversary and has continued to achieve growth even through numerous court battles with bigger rivals and the global financial

As inflation rises in tandem with economic growth, growth stocks» future potential profits look less enticing compared with the steady profits of value companies, many of which are in industries where they can pass their costs through to customers.

Then there's the growth of existing companies through franchise.

Through the work I've done at Growth Everywhere, I've been lucky enough to chat with notable entrepreneurs such as Jason Lemkin (founder of Echosign, which sold to Adobe), Mark Organ (co-founder of Eloqua, which sold to Oracle) and others who are constantly pushing the boundaries of business success with their own companies.

These key hires will further fuel the growth that the company has been garnering through its proprietary technology powering the direct - to - consumer eCommerce brand.

«We believe that the multiple should expand to reflect the company's growth prospects, both internally and through possible acquisitions,» he writes.

Science likes companies that demonstrate organic growth and then strengthen that growth through marketing.

Halfway through last year, Jason Kint of the advertising trade group Digital Content Next looked at the total ad revenue booked by those two companies as a proportion of the overall industry, and found that they accounted for about 90 % of all the growth in the business.

The experience of shepherding Blogger through growth, then hardship, until he finally turned it into a real company cemented Williams's philosophy of business.

I've seen companies go through major growth spurts and transitions with every kind of management configuration you can imagine.

Plans by Emeco Holdings to diversify and accelerate its growth through M&A deals have come to naught, after the mining equipment supplier announced today its agreed takeover of Perth company RentCo and its merger discussions with Queensland competitor Orionstone had both been terminated.

One of the company's newest offerings, Gust Launch, is a full suite of products that guides entrepreneurs from founding their company through the hiring, growth and investment processes.

«The Qualcomm Board is committed to maximizing value for Qualcomm stockholders, whether that be through executing its growth strategy or selling the company.

· Deal Trends: Average deal size is up nearly 140 % since 2011, as lenders gravitate to the companies that have an appetite for loans: private equity backed companies and larger private companies seeking growth through industry consolidation, international expansion, or both.

From 1997 through 2001, the median growth rate for companies that had less than $ 1,000 in seed capital was 846 %, compared with 953 % for companies that were started with more than $ 100,000.

From 1997 through 2001, the companies with the most start - up capital experienced employee growth of 614 %, which translates into hiring a new person every week or two.

The combination of Michael's proven experience and natural cultural fit is why I approached Michael to lead this company as CEO through its next phase of growth,» said Addante in a statement.

The company hopes that investing in new technologies through its new venture capital unit will help fuel that growth.

Many of the steps involved — including creating an independent board, upgrading financial reporting systems and controls, exploring growth through internal operations, and fine - tuning your company's strategy — are the same ones required to build a successful company.

Companies go through growth stages; lifecycles of peaks and valleys that cause it to ebb and flow with the current of the competitive landscape, which means the leader's mindset needs to flow with it.

Later - stage investors are unlikely to view risk through such rose - colored lenses, however, so a growth plan must be clear about how the company will minimize risk.

Company leaders can foster an organizational climate conducive to individual growth through practices that make employees feel heard and supported — regardless of title or tenure — such as:

WHO: Scott Davis, managing partner at Prophet, an international branding consultancy based in San Francisco, and author of Brand Asset Management: Driving Profitable Growth Through Your Brands RATING: 5 «First off, most companies would die to be able to start with a brand as powerful as Dr. Spock.

Of all the activities in a business, hiring is likely one of the least frequently performed, unless a company is going through a period of rapid growth or has high turnover.

Operated by a team of fewer than 30 employees, the Kapolei, Hawaii - based company has fueled growth through major deals inked within the last year alone: the building of a $ 260 million plant in Idaho, a $ 370 million contract with Sanyo Electric Co. and a $ 678 million contract with Suntech Power to deliver polysilicon, as well as an agreement to provide the second - largest photovoltaic power system in Hawaii.

The Hamilton - based company is also looking to pursue internal growth with its existing Ontario steel mills, where production has already been boosted through efficiencies and rising prices, he said.

Its growth curve has been remarkable, to say the least - the company recently completed a seed round funding of US$ 1.1 million, and Mendelsohn says that Mini Exchange founder Sarah Appleton has attributed 20 % of her revenues as having come through advertising on Facebook, with online sales being driven through its custom audiences and lookalike audiences tools to reach parents across the MENA region.

They have allowed the company to build a big business around free one - day shipping through its Prime membership service, which has seen big growth.

I wanted a solution that would appeal to all companies that had the interest and the resources; a program that would grow with them through all stages of their growth — from freshman year through senior year, using the education analogy.

Take the private - equity marketplace, a broadly defined investment sector that includes venture capitalists, large and small angel investors, hedge funds, private investment pools, and even insurance companies and other institutional players that either participate through money - management funds or make direct capital investments in growth companies.

By scouting off the beaten path, Sprout has significantly increased its financing opportunities: through the third quarter of 1997, the firm managed to invest $ 130 million in growth companies, up from $ 129 million during all of 1996.

One of the most powerful ways to drive your company's growth is through referrals.

Companies that are fueling their growth through venture capital, for example, will sometimes set their sights on being a particular size at which they are deemed to have succeeded in their quest to expand.

«That leads itself to an industry where companies are searching for growth, and they can improve their buying power through acquisition,» he explains.

The market's price - to - earnings ratio (based on the latest 12 months reported results) raced higher in late 2017 and through January on growth - stock leadership and enthusiasm over tax - cut - juiced profit windfalls for companies.

When employee - engagement firm TinyPulse combed through staffer - happiness surveys, it found that roughly 70 percent of startups hit a rough patch around year three or four — and companies with higher revenue - growth rates had deeper problems.

The company is still ripping through cash to produce the exclusive shows that differentiate the service — and it will still have to deal with growing competition from Amazon, Hulu, and now Apple — but enough of those shows are hits, cord - cutting should only grow, and Netflix itself expects its current rate of growth to continue.

These model chief executives have steered their companies through impressive growth, all while receiving modest pay gains.