Sentences with phrase «do with the company of»

We do it with companies of any size.»

In lieu of the consortium of art stars (glimpses of Jeff Koons, Jack Pierson, Adam McEwen, and Slater Bradley; brief introductions to Rita Ackermann and Whitney Biennial curator Shamim Momin), I made do with the company of a few McGinley models, on hand to gawk at their own outré cameos.

Not exact matches

We initially backed that with our own reserves, which was a very scary thing to do, but then we got a lot of interest from insurance companies.

Denton seems relieved and pleased to embark on a new way of doing business, albeit with an outsider sitting in one of the company's five board seats.

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.

Paulson said he began buying shares of Viacom before the company began re-exploring a merger with CBS Corp, whose shares he does not own.

I didn't do it knowing he'd become a fan — I did it because it dovetailed with my belief that every company should deliver out - of - this - world customer service.

And the ability of one particular app — the one that harvested the data ultimately obtained by Cambridge Analytica — to glean that data certainly didn't violate an agreement the company had with federal regulators, he said.

The company, which expects to remodel most of Hortons outlets in Canada by 2021, did not disclose how it planned to split the cost with franchisees as they face rising competition from Starbucks and McDonald's McCafe among others.

The same logic applies to acquisitions, with Schlein saying a public company acquirer «isn't going to do something stupid» and overpay for a company just because the last round of private investors did.

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.

Bloomberg, the New York - based news and information company, reckons the decline had something to do with the Bank of Canada's decision to raise interest rates, which compounded anxiety over the cost of housing.

Just recently DeMey, who has a background as an investigator in civil litigation matters, says he was speaking with arepresentative of a placement company and was shocked to hear that the company was not doing background checkson the candidates it submitted to its clients.

This is a fantastic thing to be able to do because you end up with an unbiased, objective evaluation of your own company.

While it's true that Uber has done a pitiful job of engaging the governments in charge of regulating local taxi regimes — by and large, that's been a key part of the company's strategy — it's time Uber learned to play nice with the cities it hopes to conquer.

The owner has more to do with the success or failure of the company than any employee ever could.

As his company began to grow, he found himself «in the office every day, dealing with an assortment of HR, IT, technical, office management, and building issues,» unable to handle what he does best: customer acquisition and retention.

The company wants to know, Do QR codes on toilet paper ads work, or do they just take up space that could be better utilized with coupons or other types of adDo QR codes on toilet paper ads work, or do they just take up space that could be better utilized with coupons or other types of addo they just take up space that could be better utilized with coupons or other types of ads?

When I have teams that don't want to build Prof Services or don't want to really interact daily with customers helping them solve problems — which are often political in nature such as functional stovepipes in the customers organization — I then advise them to build a different kind of companies.

Like a lot of companies we work with, I kind of ignored it for a while because the business was growing and I was doing well.

However, Levchin didn't say any of the companies with which he's involved will cease doing business with the state, Bloomberg notes.

On his blog recently entrepreneur Justin Jackson reports that his company's Slack channel is filled with confessions of employees who are struggling to muster the motivation to get much done.

Google's vice president for diversity, integrity, and governance, Danielle Brown, disagreed with the engineer's memo, saying that it is «not a viewpoint that I or this company endorses, promotes, or encourages,» but she pointedly did not address any of his concerns.

«I meet with them regularly to chat about what's going on in their world, how they think of things, and how we can do things differently in the company to appeal to that generation.

We've done it with Uber and some of these other large companies, but I think it happens more frequently in Asia.

People want to be taken care of and remembered by the companies they do business with.

«We didn't have big flashy headquarters with food from Michelin - starred restaurants,» she says of the company's early days.

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.

Most contracts don't explicitly discourage talking politics, but there are often clauses that state that, as company ambassadors, employees must behave in accordance with the principles, the values and the mission of the organization at all times.

Critics of the proposed FCC rules, which had not been made public as of the writing of this story, fear they will still allow large companies to pay for more robust connections to consumers, as Netflix recently did in a deal with Internet Service Provider Comcast.

While engineering and architecture firms tend to be exposed to development downturns, most private planning companies do a lot of business with municipalities and their agencies.

Which means that for now, at least, the choice remains with companies like Facebook whether to voluntarily comply with the spirit of American election law, or leave it up to users themselves to do so.

Yet mighty Boeing still took issue with the Canadian company's sale of 75 of its 110 - seat, C - Series planes to Delta Airlines, even though Boeing doesn't build such a plane.

Once you have come up with some good candidates, it is important to determine how much of the work your company will do and how much will be done by the accountant.

Not only do you have money, time, sex, work, family, kids, vacations, etc., but then on top of those basics you also have money for the company, time for the company, your individual relationships with the company.

With the possible exception of social media company Snap, these companies — a carmaker, a phone maker and a music streaming app — have little to do with WeChat and video games, all part of Tencent's core businesWith the possible exception of social media company Snap, these companies — a carmaker, a phone maker and a music streaming app — have little to do with WeChat and video games, all part of Tencent's core busineswith WeChat and video games, all part of Tencent's core businesses.

The most common problem when hiring freelancers is a lack of information within the company about the past relationship with their freelancers; who the company used for the particular type of project, or how the freelancer performed previously — did the freelancer deliver work on time, did they go over budget etc..

The bigger your company grows the more fancy titles there are that have nothing to do with taking care of your customers.

A recent poll found that given the choice, 68 % of Canadians would choose a job with a company that has a strong volunteering culture over one that does not.

«There's always the question with a company like Lululemon: When does all of the growth stop?»

When a customer has a negative experience with a company or product and you do a good job of resolving it, they are more loyal than if nothing had gone wrong in the first place.

He didn't jive with the speed of our company, the way we communicated or made decisions.

«There's this plethora of data available to companies and most don't have tools to deal with it.

Since the Web site is a potentially important part of any company with an online presence, a knowledgeable programmer should be hired to do the design work.

But Wither cautions that to succeed, these buyers need a «burning desire» to do whatever it is the company they're acquiring does — not just experimenting with a change of workplace scenery.

The most important elements of the process don't have anything to do with how the coffee machine works or where to sign up for the spin class; they have everything to do with the company's culture, which is the hardest thing for a new person to absorb and the hardest thing for any business to put into words.

While a spokesman for the Stamford, Conn. - based company declined to comment on the change of direction in Canada, the length of the Rogers deal likely had something to do with it.

Early stage tech startups aren't public companies so you don't need to obsess with «having your books formally closed» or scheduling the board meeting only after the end of the quarter.

Melody Biringer, founder of the CRAVE company appeared on the Small Businesses Do It Better Show, episode 3 (watch the show on Ovaleye.tv) on Connecting with Other Businesses to Grow Your Own.

The financial crisis and poor Australian dollar is just two of a thousand excuses I have heard them use over the years to avoid taking responsibility, and justify in their own minds that the collapse of this company has nothing to do with the underhanded practices and their own poor management.