Sentences with phrase «company revenue through»

Professional Experience GMR Marketing (New Berlin, WI) 6/2005 — 1/2011 Account Director, Client Services • Developed and implemented comprehensive marketing and brand strategy campaigns • Responsible for high profile clients including Alltel, Intel, Microsoft, and T - Mobile • Generated more than $ 10,000,000 in company revenue through effective management • Consistently exceeded sales, ROI, and team goals ahead of schedule • Employed use of detailed metrics to analyze marketing efforts and campaign success • Hired, managed, and reviewed marketing, sales, and support services staff

Membership Assistant Manager focused on cutting company costs and boosting company revenue through innovative management techniques.

Focused on cutting company costs and boosting company revenue through innovative management techniques.

Area Manager driven to cut company costs and boost company revenue through key performance indicators, focused to increase productivity.

Executive Summary Area Manager driven to cut company costs and boost company revenue through key per...

Professional Summary Dedicated to boosting company revenue through exceptional leadership and rigoro...

Summary Procurement Manager focused on cutting company costs and boosting company revenue through in...

Driven to cut company costs and boost company revenue through innovative management techniques.

I am accustomed to successfully juggling multiple projects and have an excellent track record of building new business, forging strong relationships with clients, developing partnerships and increasing company revenue through innovative and creative service line strategies.

I am accustomed to successfully juggling multiple projects and have an excellent track record of building new global business, forging strong relationships with vendors and clients, developing partnerships and increasing company revenue through innovative and creative strategies.

I am accustomed to successfully juggling multiple projects and have an excellent track record of leading crucial production planning, program development and content production strategies, developing partnerships and increasing company revenue through innovative and creative strategies.

I am accustomed to successfully juggling multiple projects and have an excellent track record of building new business, forging strong relationships with clients, and vendors, developing strategic partnerships and increasing company revenue through innovative and creative strategies.

I am accustomed to successfully juggling multiple projects and have an excellent track record of building new business, forging strong relationships with clients, developing partnerships and increasing company revenue through innovative and creative strategies.

I am accustomed to successfully juggling multiple business development projects and have an excellent track record of building new business, forging strong relationships with clients and vendors, developing partnerships and increasing company revenue through innovative and creative strategies.

I am accustomed to successfully juggling multiple business development projects and have an excellent track record of building new business, forging strong relationships with clients, developing partnerships and increasing company revenue through innovative and creative sales and marketing methodologies.

Summary Account Manager focused on cutting company costs and boosting company revenue through innova...

Not exact matches

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.

Though Star Wars revenue declined slightly for Hasbro in 2016, the company said it is confident it will sell through inventory in the first half of 2017 as it ships more new products to retailers.

Bergh faced big business challenges: The brand had experienced a precipitous revenue decline and muddled through the aughts, and many speculated the venerable company, having lost its way in the age of designer denim, might never come back in style.

We shortlisted companies based on revenue figures supplied on a brief self - nominating ballot, then verified revenue claims and eligibility through detailed questionnaires and reviews of applicant - supplied financial statements.

In its first year, the company generated over $ 1 million in revenue, a figure Kassan credits mostly to their branding through different social channels.

The World Bank estimates that this sub-heading generated only $ 4.2 million in (estimated) tax revenue for the Canadian government, as 91 % of Canada's imports of these items were manufactured in the United States and are eligible for tariff free status under NAFTA, though this requires companies obtain certificates of origin and wade through NAFTA rules - of - origin regulations that are over 500 pages long.

The combination of CVS Health, the seventh - biggest company in the U.S. by revenue, with Aetna (No. 43 on the Fortune 500) would, if it were to go through, create a corporate behemoth with $ 240 billion in annual revenue across a wide swath of the healthcare continuum, from retail pharmacy and benefit management to insurance.

«The companies that comprise the Fortune 500 are some of the strongest, highest revenue generators in the U.S. and we believe that market participants will benefit from exposure to these companies through the investable indices that we are creating.»

Even without a penny of federal money, which is only now sluicing through the pipeline, the company has increased revenue 50 percent over last year.

With more than 500 customers, he can support the company through recurring monthly revenues.

Fortune noted earlier this year that the service is looking to grow that revenue through an expanded targeted network that will focus more on «programmatic» ads, where companies use software to buy and sell ads automatically based on algorithms.

Nearly two years ago, Whitman led Hewlett - Packard through the biggest corporate breakup by revenue in history, cleaving the $ 103 billion company into two: HP Inc. (hpq), where she recently stepped down as chairman, and Hewlett Packard Enterprise (hpe), where she remains CEO.

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.

From November through January, Circle Trade brought in more than $ 60 million in revenue (including several million just on the day of my visit), according to a source familiar with the company's financials.

Of the billions of dollars in payment transactions that the Poker Companies deceived U.S. banks into processing, approximately one - third or more of the funds went directly to the Poker Companies as revenue through the «rake» charged to players on almost every poker hand played online.

The company took in roughly $ 300 million in revenue last year, nearly triple 2015's total, mainly through ads that run on its site and mobile app.

This, not coincidentally, will also help Stripe grow, given that the company earns revenue not through monthly subscriptions but by taking a small percentage of all Stripe transactions.

Avon ran China with a «hybrid» model, maintaining its stores while also selling through reps.. But as the company shifted away from Beauty Boutiques, results took a nosedive, with China's revenue and operating profits plummeting 35 % and 154 %, respectively, year over year in 2010, the last year Avon reported China as a separate business unit.

This sort of performance surely pleased investors, but they also have faith that the company will be able to continue to diversify its revenue stream with drugs like chemotherapy treatment Abraxane, which was acquired through Celgene's 2010 takeover of Abraxis.

The company earns revenue through mobile ads and through partnerships with health monitoring and fitness equipment manufacturers.

That's because pharmaceutical companies go through the process of creating a treatment from beginning to end without any guarantee a drug will be effective and produce revenue.

After a record - setting year of mergers and acquisitions, it shouldn't be much of a surprise that the Fortune 500 companies that grew revenue most in 2015 did so through M&A.

Joe, like a lot of sales - oriented entrepreneurs, believed that revenue could solve all problems but he would learn that bad business models remain bad no matter how much cash flows through the company.

«People are positively surprised and more inclined to share their great experience on social media channels and with their friends through word of mouth,» says Kaempfer, whose company has annual revenues just over $ 1 million.

While the company had plenty of other problems — its failure to create sufficient revenue through its retail products, for one — Brush's reluctance to listen to and respect his workers was one of the biggest.

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.

Yes, the company is struggling with print ad sales and online revenues just like every other media company, but Glacier's narrow community and business focus should get them through these tough times.

So, through a number of in - house programs, Connors integrated education into the culture of her company - which counted 1998 revenues in excess of $ 6 million.

All told, the company's 60 engineers and 40 data scientists generate over a billion dollars in annual revenue through product subscription services — think along the lines of Dollar Shave Club, Proactiv, and Birchbox — for their clients.

Goldman, who is now a regularly - featured education expert for ABC News, says the company generated seven - figure revenues in 2010 through advertising, live events, custom content creation, and data sales.

Despite the fact that the vast majority of the company's $ 85 million in revenue depends on government funding, Virts - Mozer is confident that her firm will make it through the shutdown just fine.

Through the first nine months of 2014, the Scottsdale, Ariz. - based company showed improvements in year - over-year revenue ($ 825m vs. $ 1.02 b), customers (11,196 vs. 12,452) and EBITDA ($ 155m vs. $ 215m).

As a (now) early - stage investor, I invest in businesses when I believe that 1) the founder has the passion and fortitude to stick with it through the tough times; 2) I have experience that can be helpful in propelling the business to first revenue, cash flow positive or exit; and 3) I will be engaged throughout the early days of the company.

The company Reisman founded in 1996, and then steered through a takeover of chief competitor Chapters, now boasts 247 locations nationwide, a retailing behemoth with quarterly revenues well into the hundreds of millions and growing steadily.