Sentences with phrase «from growing with their companies»

At the core of Hamm's much - referenced article are four key tendencies that keep many entrepreneurs from growing with their companies.

John Hamm's Harvard Business Review article, «Why Entrepreneurs Don't Scale,» examines the four key tendencies that keep many entrepreneurs from growing with their companies.

Not exact matches

He grew up poor in communist China, failed his college entrance exam twice, and was rejected from dozens of jobs, including one at KFC, before finding success with his third internet company, Alibaba.

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.

The founding CEO of e-commerce marketplace Shop.ca, Green is tasked with further scaling a company that has expanded from a custom suit website to an omnichannel retailer with a growing network of bricks - and - mortar stores.

The lure of predictable revenue is so attractive right now that even companies which, like Cisco, were once synonymous with hardware development are shaking up their strategy and benefitting from growing subscription channels.

Canada's tech ecosystem is in rare form, with companies regularly raising nine - figure amounts from investors, and lots of young firms overcoming early challenges to rapidly grow revenue and head count.

TA said it is buying equity from existing investors and is working with lead investor Ontario Teachers» Pension Plan to continue to grow the company.

IN 10 years, CJ King and Co Pty Ltd has grown from a small annex behind a North Beach home to what it claims is the biggest full colour printer in the Southern Hemisphere — a $ 1,500 investment that is now turning over $ 10 million a year.With the assistance of Austrade and the WA Department of Industry and Resources (DoIR), the company is taking on the UK market, already with some success.One of the remarkable things about this success story is that it has been achieved through a consummate belief in a philosophy to use standardised, leading - edge technology and to supply just the print trade and other on - sellers.

The corporation has grown from a business of one to a company with 60 employees.

The initial leases grew from $ 500 per acre to over $ 1,100 per acre with more than 1,200 acres being leased out to companies like Vincor, and Mission Hills and Burrowing Owl wineries.

Currently they can choose from more than 2,200 companies listed on TSXV — companies with aspirations to grow from their R&D and prototype stages to commercialization, production and expansion.

For 13 consecutive years, the company has grown steadily, with 1998 sales of $ 5.7 million, up 18 % from the year prior.

Factors which could cause actual results to differ materially from these forward - looking statements include such factors as the Company's ability to accomplish its business initiatives, obtain regulatory approval and protect its intellectual property; significant fluctuations in marketing expenses and ability to achieve or grow revenue, or recognize net income, from the sale of its products and services, as well as the introduction of competing products, or management's ability to attract and maintain qualified personnel necessary for the development and commercialization of its planned products, and other information that may be detailed from time to time in the Company's filings with the United States Securities and Exchange Commission.

With 60 employees and about $ 23 million in venture capital investment over the past three years, the Des Moines - based company has grown wiser from its investors, which include Union Square Ventures and Andreessen Horowitz.

This past month, our reporting staff has been consumed with putting together the Inc. 500 list, which requires over 500 conversations with founders and CEOs of the fastest growing companies from coast to shining sea.

Specifically, during his tenure, the company grew from a Series A $ 23 mm valuation with 30 employees to a Series E valuation of $ 1 Billion dollars with 700 + employees in 10 countries, serving 800 + enterprise brands.

Now, years later, they have transitioned and grown into being a company with millions of dollars in revenue from the product they initially designed to help them provide a better service.

The Waterloo, Ont. - based company that arguably invented the smartphone grew from virtual nothing to one of the most important technology operations in the world with startling speed.

Never forget that a company's success grows directly from the relationship with its «fans.»

With this latest infusion of cash, the company will open a third facility in the coming months, which will allow it to serve 98 percent of the U.S. «We have been growing tremendously fast, and we will be 10 times our annual run rate from where we started last year to this year,» said Zbar.

But, I can say that the millennial perspective, built from growing up with technology and coming of age in a tough economy, is invaluable to any company hoping to thrive now — and in the years ahead.

With 74 London - based companies making this year's Inc. 5000 Europe, a listing of companies with the fastest - growing revenues from 2010 to 2013, it's no surprise London contributes 20 percent to the overall UK econWith 74 London - based companies making this year's Inc. 5000 Europe, a listing of companies with the fastest - growing revenues from 2010 to 2013, it's no surprise London contributes 20 percent to the overall UK econwith the fastest - growing revenues from 2010 to 2013, it's no surprise London contributes 20 percent to the overall UK economy.

How could Howard possibly maintain his tight connection with employees as the company grew from 28 to 15,000 global locations?

As my company's founder, I was essentially its first sales rep.. But as we've grown, I've needed to scale sales and hire new reps.. One of the most important lessons I've learned from growing a sales team is that spending time with newly hired sales reps early on can yield exponential jumps in productivity and revenue.

Out of all the books I have read around entrepreneurship, business, and leadership success, this has hands down had the most impact on the growth of myself, our business, and the development my own leadership skills as our team has grown from a startup to a global company with offices in London, Singapore, and New York.»

The number one industry set be transformed by A.I. appears to be healthcare, with $ 400 million invested by health care companies in the technology as of last year, a figure that's projected to grow to $ 3 billion or more by 2020, according to data from the Beacon Center for the Study of Evolution in Action.

Cohn got the money, one of his investors says, by doing something usually associated with Silicon Valley but doing it far from America's technology capital: growing a company for close to a decade using his own capital and a small team.

In fact, a New York Times article shed light on Silicon Valley's «build it first, ask for forgiveness later» mentality that has, in part, grown from pressure by CEOs, board members and other company stakeholders who want to be first - to - market with their products.

Gathered through interviews with fast - growing companies that have made the Inc. 500 list, the bootstrapping accounts that follow include every part of the country, cover disciplines from weed control to international telephony, and involve businesses with annual sales of as little as $ 2.8 million to as much as $ 280 million.

In its decade and a half of existence, it has grown from two to more than 250 employees and prides itself on combining the attention of a small company with the capabilities of a large one.

The funding from Revolution Growth is also expected to help Bigcommerce grow access new customers by arranging strategic partnerships with existing payments and software companies.

In the base year used in the five - year growth calculation (e.g., 2012), any companies with revenue of less than $ 200,000 will have their revenue for that period lifted to $ 200,000 for the purpose of calculating five - year growth that is not grossly exaggerated by immaterial differences in the base - year revenues of otherwise equal candidates (for instance, a company that grows from $ 1 to $ 2 million would have a higher growth rate than a company that grows from $ 2 to $ 3 million).

How soon auto and tech companies are able to turn self - driving cars from a possibility into a reality will depend on how they deal with the growing pains along the way.

In the base year used in the two - year growth calculation (e.g., 2015), any companies with revenue of less than $ 200,000 will have their revenue for that period lifted to $ 200,000 for the purpose of calculating two - year growth that is not grossly exaggerated by immaterial differences in the base - year revenues of otherwise equal candidates (for instance, a company that grows from $ 1 to $ 2 million would have a higher growth rate than a company that grows from $ 2 to $ 3 million).

Even with the aggressive discounts, Aladdin's pretax profits are twice the industry standard, and the company grew 451 % from 1987 to 1991.

The Hootsuite founder has maintained headquarters in Vancouver even though many large corporate customers are based in the U.S. With 10 million users (including many of the world's biggest companies) deploying Hootsuite to manage social media marketing, the company has proven it's possible to grow a global client base from Gastown.

While most successful, growing companies occasionally flirt with failure, Justice has in a sense been at the brink of disaster since it was founded, and hasn't strayed that far from it along the way.

Jackson has grown the company in the past decade to include 6,000 mobile users from more than 80 active projects across 31 countries with over 60 world - wide employees.

After all, they've single - handedly powered Hoku Scientific Inc., growing it from a homebased business with credit card debt of more than $ 100,000 to a public company that projects revenue of $ 7 million to $ 10 million for fiscal year 2008.

He grew up poor in communist China, failed his university - entrance exam twice, and was rejected from dozens of jobs, including one at KFC, before finding success with his third internet company, Alibaba.

Better World Books started 10 years ago with a campus book drive and since then has grown to be a $ 63 million company that sells books online collected from about 4,000 libraries as well as campus book drives and book drop boxes in communities around the U.S. With each book sold, the company donates another, along with a portion of the sale, to one of its nonprofit literacy partnwith a campus book drive and since then has grown to be a $ 63 million company that sells books online collected from about 4,000 libraries as well as campus book drives and book drop boxes in communities around the U.S. With each book sold, the company donates another, along with a portion of the sale, to one of its nonprofit literacy partnWith each book sold, the company donates another, along with a portion of the sale, to one of its nonprofit literacy partnwith a portion of the sale, to one of its nonprofit literacy partners.

During its first six years, the company grew so fast that its burgeoning revenues and proportionate profits prevented Nikollaj, a rookie CEO with a background in biochemistry, from taking a hard look at expenses.

After some serious soul searching I have taken the decision to retire from The Net - a-porter Group and to start a new chapter in my life - one where I take the company, the team, the memories, the incredible journey with me in my heart and stand back and position myself in the proud spectator's box and watch the business flourish and grow independently.

I wanted a solution that would appeal to all companies that had the interest and the resources; a program that would grow with them through all stages of their growth — from freshman year through senior year, using the education analogy.

She succeeds Russ Jones, who has been Shopify's CFO since 2011 and helped it grow from a 50 - person private company into a publicly traded business with more than 3,000 employees.

Every new hire will change your company culture, so if you aren't thinking about the cultural fit when you interview a candidate, you could end up with a culture growing apart from what you had envisioned.

In the beginning, it was mostly the high - level financial data for the company, but since then it has grown to include forecasts, profit and loss statements, presentations at board meetings dealing with strategic concerns, and feedback on the company's performance from the board members themselves.

What a difference from the traditional state of affairs that most growing businesses have been forced to deal with: no money at all for start - ups or companies that were too small or too old or too dependent on their founders or even too needy for cash (that is, unless they happened to fit onto the investment community's shortlist of sexy companies du jour).

In Mirza's case, he grew up in the slums of India, so from personal experience and being in the position to do something to impact people in need, he created a company with mission at its core - the 1Face Watch.