Sentences with phrase «do for the company in»

Please let me know if there is anything I can do for your company in regards a positive promotion.

«Specific numbers [allow] the hiring company the ability to apply what the applicant can do for their company in the future,» Libis says.

A profile serves to show what you have to offer an employer — what you will do for the company in the future.

I know hiring managers who screen every application personally, and they tell me that if you don't show what you can do for the company in the first paragraph of your cover letter, you're not going to get an interview.

This kind of plan is a written demonstration of what you will do for the company in your first 3 months on the job — how you will get your training, how you will transition into being a contributing member of the sales team, and so on.

Also, while a resume will tell the hiring manager what the candidate has done in the past, a cover letter will tell them what he or she can do for the company in the future.

A cover letter is needed to say what you can do for the company in future.

However, Legal Administrative Assistant skills are as valuable as experience is (in some instances, it is more important) as it tells the employer what you could do for them as opposed to what you have done for another company in the past.

Not exact matches

''... Because we can't hold public stock as a fund, it's sort of a bummer for me when the company goes public, because then it moves on to someone else's plate and we don't hold the stake in it.»

WeWork's ambitions in the enterprise space are still loosely defined, (the company does not advertise pre-selected packages for enterprise companies on its website, but rather works with companies on a case - by - case basis).

What we're doing is flattening organizations: SoapBox lets all employees submit ideas for making or saving money, for changes they'd like to see in the company or for ways to improve the customer or employee experience.

«One never holds people necessarily responsible for their government, but one does have the ability to be very careful in what one does with the government itself,» said Smith, who became Microsoft's president in 2015, taking on a title that had not existed at the company since 2002, when Richard Belluzzo left.

In the beginning that approach worked out well, but eventually they had to start paying for those endorsements and the size of the company didn't match up.

«What this has done is really allowed for more pools of money to be available to entrepreneurs, so that's the really big news about all of this,» says Geri Stengel, founder and president of Ventureneer, a digital media and market research company that, among other issues, specializes in crowdfunding.

All you have to do is look at how every day there's a new investment made in Asia where it's not uncommon for a bike - sharing company to raise $ 300 million.

The requirement for member companies is that they do work on behalf of women or address women's needs in some way.

Pastoll says the company spent six months completing the necessary paperwork and is now a registered dealer with an offering memorandum in every province except for Quebec, where it doesn't yet operate because of the language difference.

He adds, «If your excuse for not getting started as an angel is you don't think you know what you're doing — congratulations, you're in good company.

If HR does nothing in this case, I will consider leaving this company for real for the first time in five years.

3Com went on to go public in 1984, and in 1999, its peak year for sales, the networking tech company did $ 5.7 billion in sales.

«As a matter of fact, for those of you who are still using email, one of the things that I've done in my business is I've said, «If you talk about somebody in the company on email to me, then copy them on it,»» 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.

Beyond putting custom logos on products, as OrigAudio does, more companies in the future will be making products for customers on the spot using 3D printers.

In most cases, companies in this situation experience fewer cases of abuse of sick days off because when employees do not show up for work, then they do not get paiIn most cases, companies in this situation experience fewer cases of abuse of sick days off because when employees do not show up for work, then they do not get paiin this situation experience fewer cases of abuse of sick days off because when employees do not show up for work, then they do not get paid.

Wilson ignited a public relations crisis for the company in November by suggesting to Bloomberg TV that Lululemon's yoga pants don't work well for some women.

«Oddly because we can't hold public stock as a fund, it's sort of a bummer for me when the company goes public, because then it moves on to someone else's plate and we don't hold the stake in it,» he added.

Of course, it didn't hurt that CCC was aggressively well - managed and ranked first in profitability among all of the companies listed on the Inc. 100 Lists for 1986 and 1987.

He also said the any family member who did legitimate work for the company would be unaffected, as would companies that use their profits to invest in equipment, research and additional employees.

In recent months, there has been a huge push to attract non-crypto-nerds to the space for the first time — led by companies that didn't traditionally deal with cryptocurrencies.

(The company was preparing for an all - hands meeting later in the day, and was trying to do a better job of linking in their satellite offices in Winnipeg, Vancouver, and Rochester, N.Y.)

«This was a company and a stock that could do no wrong for so long and it's a good reminder for investors that even the most pristine of stories in the stock markets can lose a bit of lustre over time,» said Craig Fehr, Canadian markets specialist at Edward Jones in St. Louis.

Re-anchoring is hard for «successful» companies because the way you've done things is how you became successful in the first place.

The government did pledge $ 47 billion to infrastructure spending over the next 10 years and extended the accelerated capital cost allowance for manufactures — a tax relief program for investments in new machinery and equipment — by two years, which means stock holders could get a boost if public companies are able to take advantage of this spending and savings.

In the beginning, that's a great business model, right, because all you're doing is you create this anonymous shell company, you give it a name, you don't care who actually is behind it and you stick it in a folder and you forget about it until a year passes and it's time to invoice for the renewaIn the beginning, that's a great business model, right, because all you're doing is you create this anonymous shell company, you give it a name, you don't care who actually is behind it and you stick it in a folder and you forget about it until a year passes and it's time to invoice for the renewain a folder and you forget about it until a year passes and it's time to invoice for the renewal.

«The companies that are more comfortable spending a higher amount early are usually rewarded with higher growth metrics, but you don't necessarily get bonus points for being cash conservative in the early days,» she says.

«We've been coming to SXSW for years, but [now are] actually doing something that is meaningful for companies, that actually shows and inspires the entrepreneurial spirit across the country in every market,» he added.

For years, Canadian UAV companies have had an edge over their American rivals because our regulators have been more permissive in allowing drone flights, and don't require operators to have a pilot's licence — an expensive hurdle.

It has become not just a company extremely admirable in its growth, but, well, the very model for how to do things when you're scaling a company.

Leder didn't reveal the multiple fetched by her company, writing only: «While I negotiated mightily for the keys to the Gulfstream, the corporate apartment in Paris, the company yacht, the lifetime consulting contract and, of course, a tax gross up — all crazy perks we've written about in various M&A deals — I came up empty handed.»

For companies committed to fostering both creativity and productivity in their office environment, leaders and office managers are faced with a challenge: How do you design an office where employees feel just as — if not more — productive as they do at home?

«But if for some reason that's not in the company's best interest,» he said at the time, «I'll find something I can do that will add value.»

The federal government in Canada doesn't plan to legalize edibles until at least 2019, providing many more months for companies to solve this vexing issue — and more time for alcohol companies to stake a claim.

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.

Twitter received only 2 % more government requests for user information during the six months ending in June of this year than it did in the second half of 2015, the company said on Wednesday.

Not only does it sharpen my knowledge base, but it also allows me to think of the possibilities for my own company, which puts me in the mindset to conquer my day.»

Things moved relatively quickly; because of the manufacturing that Sanghavi did for his robotics company in India, he already had a network of contacts for Asian suppliers and factories that he could leverage to find clothing manufacturers.

«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.

With money in the bank, it's easy for your marketing team to think they can be anywhere and everywhere: attending every conference, marketing to companies of all sizes from SMB all the way up through enterprise accounts... but you can't do it all.

At least in the case of ridesharing companies, these background checks don't always meet the rigor of checks required for taxi drivers in certain areas.

The company eventually plans to allow crypto payments in its casual gaming, augmented reality, and virtual reality efforts, though it did not give a timeline for its integration there.