Sentences with phrase «evaluate financial operations»

They also evaluate financial operations to ensure financial efficiency.

Result - oriented Audit Supervisor with a solid ability to manage figures and evaluate financial operations.

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.

MTS believes that non-GAAP financial measures should only be used to evaluate the Company's results of operations in conjunction with the corresponding GAAP measures.

Additionally, management uses adjusted financial information as key performance measures of results of operations for the purpose of evaluating performance internally.

The Milwaukee Public Schools» Board of School Directors established the Office of Accountability and Efficiency (OAE) in 2010 to enhance transparency, oversight, and accountability to the financial operations; to evaluate fiscal performance; and to recommend solutions in furtherance of fiscal stewardship of Milwaukee Public Schools.

He begins with his definition: «mental accounting is the set of cognitive operations used by individuals and households to organize, evaluate and keep track of financial activities.»

Other responsibilities of Vocational Training Directors involve planning and preparing the budget and the financial operations of programs, preparing, approving and implementing new vocational programs or evaluating the programs of the school system.

Working as a staff assistant and handle the following duties of the staff assistant position: handle various duties like - preparing financial records of the assigned department, analyse and evaluate important data, coordinate with the project managers in completing various projects, communicate with Human Recourses Department and other officers, handle all computer operations efficiently

Assistant Bank Managers oversee the daily operations of a financial institution, supervising branch workers, evaluating loan applications, and managing cash flow.

Established strategic goals by gathering pertinent business, financial, service, and operations information, identifying and evaluating trends and options, choosing a course of action, defining objectives and evaluating outcomes.

Through record keeping and trend identification, looks for best ways to evaluate, develop, analyze and execute financial objectives that keep operations running in cost effective manners.

Non-Profit Program and Operations Coordinator — Duties & Responsibilities Lead through example with consistent work ethic, attitude, and professionalism, while executing various program administration functions, overseeing operations and ensuring both efficient organizational communications and processes Collaborate in all phases of strategic planning with other members of management team, including program mission, marketing and public relations, vendor and volunteer management, member services and systems implementation Demonstrate leadership with respect to program direction, fundraising strategies and project management Provide continuous assessment of key considerations, potential issues, and the utilization of available resources, while furnishing oversight and guidance regarding effective donor recruitment and recognition strategies Perform needs - based and situational assessments of policies and procedures to evaluate program effectiveness, improve operational efficiency, manage and reduce costs, and promote both staff and member satisfaction Utilize talent among team members with focused training efforts, effective collaboration and the promotion of a performance - based work environment that leverages individual talents for group benefit Employ support staff to aid in effective marketing, relations, administration and program operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Facilitate the effective execution of all related administrative and financial aspects of non-profit management, while analyzing and presenting important information to executives, stakeholders and other relevant parties Ensure the organization and maintenance of relevant information in confidential, secure, and efficient manner as well as adherence to all stated laws, statutes, policies, procedures and guidelines with application in the non-profit arena Support the creation and implementation of organizational marketing and operations strategies while tracking performance versus internal and external benchmarks, focusing on both program growth as well as cost management Develop and maintain a strong working knowledge of related products, services, techniques and relevant tools

Event Planning and Entertainment Management — Duties & Responsibilities Lead through example with consistent work ethic, attitude, and professionalism, performing event administration functions, overseeing client management operations and ensuring both efficient organizational communications and processes Collaborate in all phases of strategic planning with other members of management team and third - party vendors, including resource management, logistics, contract negotiations, marketing and public relations, issue resolution and client services Demonstrate leadership with respect to event direction, artist and talent development, and strategic marketing campaigns Provide continuous assessment of key considerations, potential issues, and resources utilization, while furnishing oversight and guidance regarding effective policies and procedures, process management and participation trends Perform needs - based and situational assessments of policies and procedures, utilizing several tools, to evaluate event effectiveness, improve operational efficiency, manage and reduce costs, and promote both employee and client satisfaction Identify and utilize talent among team members with focused training efforts, targeted professional recruitment, and the promotion of a performance - based work environment that leverages individual talents for group benefit Develop and supervise support staff to aid in effective marketing, relations, administration, and event operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Promote the effective execution of all administrative and financial aspects of event and client management, while analyzing and presenting important information to executive staff, client representatives, stakeholders, and other relevant parties Address key client and management queries and resolve them in an expedited manner, promoting sustained client growth through retention, word - of - mouth marketing and the attainment of talent engagements Create and implement client marketing and operational strategies while tracking performance versus internal and external benchmarks, focusing on both revenue generation as well as cost control Maintain a strong working knowledge of related products, services, techniques and relevant tools

Golfsmith International (Duluth, GA) 1/2005 — 6/2006 General Manager • Executed all relevant retail operations and financial administration for a high - profile store, successfully increasing sales versus both plan and LY regularly while competing in and winning company sales programs • Earned selection as 1 of 3 GM's to evaluate, revise, and implement the Selling & Service Program to entire firm, training regional and general managers in the selling solutions program and providing guidance to underperforming store managers • Assisted management with various other duties as assigned