Sentences with phrase «company success by»

Professional Summary Customer service professional dedicated to contributing to company success by ensuring... retail sales, administrative assisting and customer service representation.

Exceptional ability to endorse company success by being courteous to customers, company acquaintances, through a professional appearance and by having an optimistic attitude.

This type of analysis could ensure company success by enabling recruiters and hiring managers to pinpoint desired skills for any position, even at the executive level.

Not exact matches

She gradually made a name for herself as a landscaper in Chicago, and as her company grew, those competitors were surprised by her success, she says.

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.

Deveau believes the company's current success is driven by four deceptively simple factors.

«Something I learned a long time ago, but has recently been reinforced, is that a company's success is largely driven by two underlying traits: adaptability and a focus on people.

«An audacious company is one that measures its success or failure by the number of people whose lives are improved as a result of its work,» he told me.

He did it in his recent Tesla master plan, referring to the low chance of success he knew he had when starting Tesla by citing the fact that Ford is the only U.S. car company to have avoided bankruptcy — knowledge he didn't have when he launched Tesla in 2003, six years before GM and Chrysler filed for Chapter 11 bankruptcy.

«Really the success of that product isn't how many people buy it, in our mind, but how many people don't buy it and choose another product,» he said, after the company reported better - than - expected profits for a quarter plagued by deadly hurricanes.

For all the hoopla surrounding the digital economy and virtual businesses, the success of many ventures still hinges on serious capital outlay; indeed, a recent benchmark report by the Business Development Bank of Canada identifies «significant» investment in fixed assets as a key variable that helps mid-size companies grow into large ones.

Therefore, Stocksy photographers are motivated to push the company toward greater success by continuously delivering unique, high - quality photos.

Get a leg up on success by listening to customer needs and understand their experiences with your company.

These founders eagerly plot out five - year financial projections before they've even developed a product or service; a few theories about the fates of those impacted by a company's success are not any less likely to hold water.

Beats by Dre can credit its success in part to its popularity among tastemakers like Nicki Minaj, Lady Gaga and LeBron James (the latter a company stakeholder).

Entrepreneurs, in particular, can maximize the success of their companies by being clear on their talents and using them while running their companies.

In fact, some of the fastest - growing private companies in America are reaping success by tapping into niche industries, or inventing entirely new ways to make money.

Stocksy — an online marketplace for stock photos — is the perfect example of a company finding success by offering its independent contractors additional incentives.

The media covers companies that reap billion - dollar valuations, and society measures success by the car you drive and the city in which you live.

With funding ranging from $ 10.4 million for skincare company Glossier to the whopping $ 275 million that has gone into the grocery - delivery service Instacart, the companies highlighted on the following pages have been earmarked by financial leaders for sustainable success and growth.

A new generation of service companies, like Lunar Design, have figured out that it's all in the multiple By most outward measures, Lunar Design would be considered a success.

Although psychological tests have long been dismissed by skeptics, many companies are using them — with great success — to match employees to jobs that they won't want to leave.

I have overcome it by being lucky enough to find a few good people who believe in me to the point where they will do anything to ensure the company's success.

Other companies, like GoPro and online dating platform, Plenty of Fish, have also achieved enormous success by bootstrapping before rushing to Sand Hill Road with a pitchdeck.

Daltco Electric was founded in 1977 by John Dalton and is now run by his son Peter, who credits the company's enduring success to its strong pool of employees — who are not always easy to find.

He chalks up the service's success with a broad spectrum of age groups to its ease of use and suggests that by keeping the less tech - oriented user firmly in mind, his company has tapped into a rich vein of customer need and appreciation.

Some companies mange this successfully by setting up an incentive system that rewards not just the success of a particular brand but also of the entire product line or company division.

The company has found success by paying as careful attention to its customers as it does its employees.

Always do more with less, because for a bootstrapped company, success is defined by profitability.

Every two or three minutes, a new piece of GoPro — created content is uploaded to YouTube, and Woodman credits those videos — whether produced by its army of customers or by the company's 20 - person in - house media team — with much of the company's runaway success.

Watching the enormous success of companies like Facebook and Google — started by founders who were barely out of college — has dramatically altered the under - 25's sense of when it's «right» or «appropriate» to pursue a good idea.

Corporate Culture / Team Culture: Removing the Hidden Barriers to Team Success Not so much a step - by - step guide to making teams work as it is a first step, this book (from AMACOM, 800-538-4761, 1997, $ 22.95) focuses on whether a company has the culture to support teams.

Founded by Michel Guillemot, brother of Ubisoft CEO Yves Guillemot, the company is seeing success through its licences of popular Ubisoft titles.

When it comes to effective leadership, success isn't solely determined by driving revenue or spearheading innovation or setting a clear vision for a company.

Cultivate a sense of ownership in employees by showing them how their role directly affects others in the company and client success.

The book posits that companies get ruined by their own success, staying committed to a product even after technology (and customers) move on, like Blockbuster did with physical movie rentals.

Several companies have found success by making self - serving access to data information available beyond the data science team.

While continuing a dash of «Swadeshi legacy», which the company categorises as an element of success, ultra-modern tiles are produced by the company.

In a study commissioned by leadership consultant Green Peak Partners, and conducted by Cornell University's School of Industrial and Labor Relations, researchers looked at 72 senior executives at public, venture - backed and private - equity sponsored companies and found that self - awareness was the biggest predictor of a CEO's overall success.

What happens if your company has played by the rules, found some success, and still doesn't last?

RelSci is a technology solutions company working with executive teams to create competitive advantage by capturing and leveraging their relationship networks with the influential decision makers that matter to their success.

The company's growth trajectory and eventual acquisition by Amazon speaks to its success in living up to its mission.

Small business success: technology and social media combine By Bryan Borzykowski October 25, 2012 With his new company SeeVibes, entrepreneur Laurent Maisonnave discovered a whole new way to measure audience sentiment... from his couch.

Rigor is not always a recipe for long - term success when a company has basically built a product offering by sheer willpower and under the leadership of a trigger - happy leader.

A company is defined by its reputation and the team leaders who quarterback other members to achieve the overall success of the company.

If there's one company that knows the smell of success, it's International Flavors & Fragrances, now led by chairman and CEO Andreas Fibig.

According to Petrie, the company is poised for an unusually long period of success, driven primarily by its purchase of private U.S. water distributor DS Services (DSS).

They intuitively know — in my view — that you don't have to reinvent the wheel every time your company launches a new initiative, and that you can learn from other companies» efforts, successes and mistakes by mining the treasure trove of knowledge that is the Internet.

The water - purification firm has found success by targeting regions with new or tightened environmental regulations — like China and Mexico — and offering its services to mining, power generation, and oil and gas companies.

FourQuest Energy, ranked Canada's fastest - growing company on this year's PROFIT 500 list, was launched by two co-founders who each consider the other invaluable to the company's success.