Sentences with phrase «for middle market businesses»

Not exact matches

From 2010 to 2011, DeAngelis covered market activity in the Middle East for CNBC's international broadcast, interviewing influential business leaders and government officials.

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.

He has 162,000 Instagram followers, and he says, «Instagram has become a vital marketing platform for businesses in the Middle East.

What's more, Turkey's proximity to both Europe and the Middle East is attractive for businesses looking to expand into nearby markets.

The group argues that middle market companies will disproportionately feel the minimum wage increase, because most policy changes include a carve out for the smallest businesses.

Clockwise from left: Hannah Grove, Chief Marketing Officer; Karen Keenan, Chief Administrative Officer; Liz Roaldsen, EVP, responsible for leading the Beacon digital transformation initiative; Lynn Blake, Chief Investment Officer of Global Equity Beta Solutions; (on monitor from Dublin) Susan Dargan, Management and future development, offshore business and Alternative Investment Services; (on monitor from London) Maria Cantillon, EVP and Global Head of Alternative Asset Managers Solutions; Martine Bond, EVP for Trading and Clearing; Kim Newell, EVP and head of Global Markets Europe, Middle East and Africa, State Street; Brenda Lyons, Head of the Specialized Products Group; Kathy Horgan, Chief Human Resources and Citizenship Officer; and Lori Heinel, Deputy Global Chief Investment Officer.

At best, this business model — the marketing and selling of products directly to consumers, away from a retail location — conjures up door - to - door salespeople dependent on middle - aged women nagging friends for the names of their friends.

He ultimately had responsibility for Global Fixed Income Institutional Sales, the Municipal Division, Investment Products, the Insurance Company, the 401 (k) Business, and Middle Market Business, and he served on the Executive Committee for both the Institutional and Private Client Businesses.

Prior to joining Cerberus, Mr. Miller worked as a Vice President in The CIT Group / Business Credit, Inc. from 1986 to 1998, where he was responsible for origination, structuring and underwriting middle market loans to distressed companies and companies undergoing restructuring and reorganization, and where he formerly served as the Marketing Manager of the credit finance division.

Throughout his career, he has worked in small and middle market business banking, construction and real estate lending and lending to not - for - profit organizations.

Prior to that, Dave had an extensive private business background for two decades as a CFO, Controller and General Manager in middle - market companies.

James joined Triangle Capital (NYSE: TCAP)-- a publicly traded business development company focused on a variety of customized financing solutions including first lien, unitranche, and subordinated debt as well as equity for lower middle market companies — in 2010.

Walid Cherif, Senior Managing Director and head of the private debt business at Gulf Capital, one of the largest and most active alternative asset managers in the Middle East, added: «This investment highlights the robust market conditions for flexible capital in the MENA region.

However, in China the focus and composition of companies in the middle market account for a far lower percent of business services and consumer - focused business.

Jerome focuses on business development initiatives at Oberon, and also hosts the popular quarterly Midtown Lunch networking events, held in Manhattan for professionals in the middle - market community.

The rules for small business and lower - middle - market lending are essentially unchanged.

«The appetite for developers to access Middle East investors has been a consistent requirement from our clients over the last few months so connecting them to this market is a key step towards their businesses growth and in evolving the services we offer.

As a general rule, borrowers that need loans with balances consistently larger than $ 2 million are too big for about 80 % of the banks in the U.S. Surprisingly, only about 6 % of the banks in the U.S. are larger than $ 1 billion in size and have the capital base to concentrate on middle - and lower - middle - market businesses.

Our areas of expertise are in Investment Banking, Wealth Management and Corporate Advisory and we serve a wide range of clients, including high net worth individuals, family offices and small to medium sized regional businesses.We are valued by clients across the Middle East for our full spectrum capital markets offerings and for the extensive, global experience of our Board and the management team.We are respected for our commitment to building long - standing and successful relationships with our clients and for delivering services that are tailored to their individual needs and requirements.We understand the importance of integrity in promoting and building sustainable businesses and in cultivating personal relationships with all stakeholders, and are committed to generating value for our clients.Morgan Gatsby is regulated by the Dubai Financial Services Authority («DFSA») and is owned by Essel Group ME («EGME»), which is pending authorization.

Munish Dayal has over 26 years of global experience in establishing and building businesses in the BFSI industry, having worked with Citigroup for 16 years as Managing Director across major markets (London, Europe, Singapore, Middle East, Africa, India).

In addition, we work directly with large corporations, middle market companies, small businesses, municipal governments and many types of institutional entities to provide solutions - based financing alternatives for the acquisition of capital equipment and software.

Owned by Western Australia - based Craveable Brands, which also owns fast food chain Red Rooster, the business said the Middle East and Asian markets show strong demand for its Portuguese - inspired food.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

Also according to the agreement, KeyCorp and First Niagara will not enter into new, non-compete agreements with their small business and middle market managers and their retail regional and branch managers for 180 days following the closing of the merger.

At 8 a.m., the Business Council and the Center for Economic Growth host a forum on sustaining and growing middle - market companies, The Desmond, 660 Albany Shaker Rd., Colonie.

The annual forum explores opportunities for dynamic education businesses to expand across the Middle East, North Africa and wider emerging markets.

From small businesses to global corporations, including startups and middle market companies, the landscape today is the same for all: the economy has shifted, and organizations need to adapt to accelerated business cycles and the widespread disruption of markets.

Fadi Ganni, Chairman of Morgan International, started the business after seeing a gap in the market for CPA training in the Middle East.

She is a former middle school math teacher (Cy - Fair and Alief ISDs) and has served as owner and CEO of a company that fulfills marketing solutions for local businesses in and around the Houston area for the past 8 years.

The Commercial Banking segment includes lending, treasury and cash management services and customer risk management products for small businesses, middle market and larger commercial customers.

Flagstar Bancorp, Inc. is a holding company for Flagstar Bank, FSB, which offers consumer and commercial financial products and services to individuals, and small and middle market businesses in Michigan, Indiana, and Georgia.

«Debt can work for a business, as long as its levels stay within the threshold of what a retailer can manage,» explains David Reuter, a partner in LLR Partners Inc., a Philadelphia - based middle - market private equity investment firm.

And they hope to eventually make inroads into other markets in Asia, the US and the Middle East in a collaboration that would represent a major U-turn for carriers usually fighting each other for business.

Arabian Travel Market is the travel and tourism event unlocking business potential within the Middle East for inbound and outbound tourism professionals.

Arabian Travel Market is the market leading, international travel and tourism event unlocking business potential within the Middle East for inbound and outbound tourism professiMarket is the market leading, international travel and tourism event unlocking business potential within the Middle East for inbound and outbound tourism professimarket leading, international travel and tourism event unlocking business potential within the Middle East for inbound and outbound tourism professionals.

The Millennium Plaza Hotel Dubai has scooped up the award for the Middle East's Leading City Business Hotel at the recent World Travel Awards 2014, held in the run - up to the Arabian Travel Market.

The event will follow a similar format to previous years, taking place over 3 days with one - to - one business appointments supplemented by a social programme that provides both formal and informal opportunities for you to meet with over 100 of the best travel agents and tour operators from 17 markets throughout the Asia Pacific, Middle East and Africa region.

Commenting on the milestone, Rajit Sukumaran, chief development officer, IHG Asia Middle East and Africa, said: «Indonesia is a key market for IHG; it is a diverse market, with a strong leisure and business pull, and the well - placed for easy travel between Australia, Southeast Asia and Singapore.

Arabian Travel Market has opened its doors at the Dubai International Conference & Exhibition Centre, bringing together some of the biggest names in the travel and tourism business for the Middle East, showcasing their latest news and developments.

Total Marketing Middle East's legal department was a clear winner for the small team award, given the vast regional coverage it provides across four business units while maintaining a staff of just two counsel.

He has more than 20 years of experience providing legal, business and operational advice and guidance to middle market companies, start - up ventures, and entrepreneurs and often serves as in - house counsel for his clients.

Due to its expertise in Attorney Hourly Rate and Alternative Fee Arrangement (AFA) or Alternative Billing Arrangements Pricing for individual Attorneys at over 1,200 Law Firms including the Top 200 by Annual Revenue Size, Magic Circle and other large regional, middle - market, small and boutique Firms, Valeo has been used as a primary source and cited for articles in the major law and business publications.

Akerman is known for its results in middle market M&A and complex disputes, and for helping clients achieve their most important business objectives in the financial services, real estate, and other dynamic sectors across the United States and Latin America.

Senior Business Advisor for Global Industry Leading Mergers and Acquisitions firm involved in Middle Market purchases of businesses valued at 1mill - 25mill.

Aon Enterprise Insurance Services, Inc., Glenview • IL 1997 — 2000 Senior Account Executive (1998 — 2000) Account Executive (1997 — 1998) Promoted to Senior Account Executive to effectively managed team of eight individuals, with oversight for conversion of middle - market P&C business to partner markets.

Interacted with regional Aon representatives» nationwide clients as manager of books of P&C business for all middle - market accounts.

Tags for this Online Resume: Product Marketing Manager, Account Executive, New Product Launches, B2B, Product Life Cycle Management, College Instructor, MBA, Sales, Management, Marketing Management, Product Marketing, Business Plan, Consulting, Marketing Strategy, Middle Market Accounts

Equipment Leasing & Financing Company, LLC (City, ST) 01/2010 — 02/2011 Managing Partner • Oversee the development of various equipment loans and leases for a multitude of privately held middle market companies • Supervise the credit evaluation of each transaction and the syndication to proper funding sources • Hire, train, and supervise junior associates ensuring they understand the brand and adhere to corporate policies • Build and strengthen key strategic relationships with clients resulting in loyalty, referrals, and new business growth

• Instrumental in client, financial and sales management, for Marsh's Middle Market business and successfully worked with insurance carriers and thrived to maintain healthy client relationships.

With so many (too many) entering into the practice of becoming consumers» advisors in the real estate business, without the requisite practice; without the requisite background; without the requisite self - confidence; without the requisite detachment from the commission income mentality, it is no wonder that people such as: the dishwashers; servers; factory workers; truck / cab drivers; teachers; office workers; in general, the young and middle - aged unemployed who can't get a job anywhere else (high school drop - outs) etc. types of the world (none of whom are to be denigrated for their particular positions in the job market... except when they think that they are qualified to become Realtors after attending a few weeks of classes and memorizing answers to questions about which they have absolutely no hands - on experience with which to tie their memorized answers to), will willingly buy into paying someone else to professionally «augment» their individual «realities» on the internet.