Sentences with phrase «good financial planning skills»

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.

But the Web is especially well - suited to teaching technical topics, effective sales and customer - service techniques, financial skills, product and policy updates, and things that can be learned step by step, such as drafting a business plan or managing a project.

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...

A skilled and well - qualified school business management professional on the school leadership team can focus on ensuring the effective use of available financial and human resources, aligned to the school's pedagogical aims and development plan, whilst other members of the team focus on improving teaching and learning.

Adult Education English for Business and the workplace includes business English lesson plans, resume - writing advice, essential vocabulary for banking, financial, commercial, legal and other sectors as well as basic English job interview skills.

Paying off a single debt can put you on the path to better credit management by improving your financial planning skills and increasing your fiscal discipline.

With that in mind, the Pre-Discharge Debtor course is supposed to help debtors develop better money management skills, a budgeting plan, and provide them with other financial tools that can help them make better financial decisions.

A financial planner working in your best interest can provide the professional perspective and skills to gather all of the details and develop a streamlined plan that is designed to maximize the potential of the investor's resources.»

If you don't have the organizational or planning skills to do it yourself, a financial advisor will help you make a game plan with your new paycheck so you'll be able to make good decisions that will service you in the future.

A skilled family lawyer will advise you on what you should and should not do in order to ensure the well - being of your case as you begin financial planning.

For this reason, your employer will also want to read in your financial advisor resume that you have good interpersonal and customer relations skills as well as wealth planning abilities for investments, retirement, and college savings.

- Excellent ability to develop budgets and cut costs - Proficient in data management relating to business - Excellent written and verbal communication skills - Skilled in developing solutions to problems through mathematical and deductive reasoning - Adept at calculating and interpreting data quickly and correctly - Proficient with accounting software, as well as software for financial analysis, tax preparation and enterprise resource planning

The areas of work section of TARGETjobs financial services and insurance is a good place to start your research into what insurance loss adjusting, financial planning or actuarial science graduate roles entail and the skills you'll need to do the job — whether you're applying for a graduate position or work experience.

This often includes common managerial skills like good organizational abilities, time - management, good communication and interpersonal skills, healthy relationship - building ability, problem solving, forward strategy planning, administrative and financial skills and leadership qualities.

HIGHLIGHTS OF SKILLS • Well versed in B2C marketing, budgeting and financial forecasting • Able to conduct competitive analysis in relevant market and devise future campaigning strategies based on the same • Familiar with all automated marketing tools including Elouqa and Marketo • Keen eye for potential markets and exceptional ability to perceive differential marketing needs in order to enhance sales in diverse regions • Track record of monitoring target markets and adjusting plans accordingly

Job Description Edelman Financial Services, one of the nation's largest and most well - known financial planning firms, is seeking a skilled Client Service Administrative Assistant for our Financial Services, one of the nation's largest and most well - known financial planning firms, is seeking a skilled Client Service Administrative Assistant for our financial planning firms, is seeking a skilled Client Service Administrative Assistant for our Staten...

To leverage my knowledge of financial analysis, evaluating capabilities, good communication skills, ability to create and implement sound strategies, persuasion and negotiation capability and art of interacting with customers for the long - term benefit of the organization and for helping the customer in planning their financial portfolios.

Tags for this Online Resume: Program management, • Strong background in materials, planning, supplier and customer intimacy, • Ability to recognize problems, foresee solutions, develop best practices, • Excellent financial experience in budget management and cost reduction practices, • Excellent verbal and written communication skills, • Experienced in ERP software, • Experienced in the aviation industry and FAA regulations, • Effective customer negotiation and conflict resolution skills

I have the expertise in making the complete sales strategy from launch to the establishment of the business.Key skills include - Leadership skills, Coaching and mentoring of sales force, Designing ways of working and putting strong processes in place.In addition have good knowledge of Budget planning and financial controls to run the business smoothly.Also have a very g...

Professional Experience Danville Centre for Health and Rehabilitation (Danville, KY) 2008 — Present Community Liaison (2010 — Present) Admission and Marketing Director (2008 — 2010) • Marketed specialty clinical programs for 500 multi-site nursing home beds in Central Kentucky • Designed and implemented comprehensive marketing campaigns including all collateral materials • Generated significant sales through marketing, special events, in - person sales, and other tactics • Trained junior team members in corporate policies and customer service and sales best practices • Successfully secured admissions to 106 bed skilled nursing facility through customer relations and sales initiatives • Set and strictly adhered to departmental budget ensuring efficient and effective operations • Responsible for business plan development, financial oversight, staffing, and team training • Supervised Admissions Assistant and the «Angel Care» resident advocacy team program

Retail Sales Manager — Duties & Responsibilities Oversee customer service and sales staff ensuring efficient, effective, and profitable operations Design and implement staff development programs to enhance sales and customer service skills Train employees in corporate branding and company policies and procedures Consistently meet or exceed sales goals through networking, in person sales, trade shows, and other tactics Develop and implement company marketing, public relations, and promotional strategies Identify company operational challenges and overcome obstacles through strong managerial skills Represent company brand with poise, integrity, and positivity Develop a rapport with customers and orient them to various products and services Encourage high customer retention by maintaining friendly, supportive contact with existing clients Study internal literature to become an expert on products and services Interact with support staff and company resources effectively to create the best consumer experience Conduct research on prospective leads and existing clients to assist in developing sales strategies Craft effective sales presentations and proposals, tailoring them to clients based on their specific needs and styles Collaborate with junior level sales people to develop action plans to govern their performance Maintain comprehensive records detailing pricings, sales, activities reports, and other pertinent data Strictly adhere to budgets and schedules Oversee multimillion dollar inventory and product replenishment Manage company financial records providing detailed, accurate account of transactions and financial health Provide additional operational support including communications, data entry, and other tasks as needed

• Advise staff of any changes in policy and procedures, allocate resources, plan work schedule and assign work • Train current and new staff members, conduct performance reviews and make recommendations regarding corrective actions and dismissals • Proactively assist departmental manager with scheduling for entire department for various training courses to ensure service level is met • Create and distribute various reports to staff and peers Collector III (September 2007 to present) • Assisted non prime borrowers in bringing their loan current using one of the variety of programs offered customized for individual financial needs • Assisted team manager with maintaining and distributing month end numbers to peers needed for individuals to achieve individual as well as team monthly goal • Proactively created and facilitated various training classes to assist peers with negotiation skills, creating a sense of urgency as well as curing past due mortgage loans • Peer coached Prime and HAD agents on negotiation skills, overcoming objections and handle time Financial Service Advisor / Relief Team Manager (March 2006 to September 2007) • Proactively contacted Card members that were deemed likely to attrite, educated them on their current terms and offered competitive balance transfer rates based on their individual credit history • Assisted with new hire training and development • Created reports assisting peers with agent availability which increased team results by 20 % • Provided feedback to marginally performing associates to improve both individual and department performance in percentage of contacts to attempts, phone availability and sfinancial needs • Assisted team manager with maintaining and distributing month end numbers to peers needed for individuals to achieve individual as well as team monthly goal • Proactively created and facilitated various training classes to assist peers with negotiation skills, creating a sense of urgency as well as curing past due mortgage loans • Peer coached Prime and HAD agents on negotiation skills, overcoming objections and handle time Financial Service Advisor / Relief Team Manager (March 2006 to September 2007) • Proactively contacted Card members that were deemed likely to attrite, educated them on their current terms and offered competitive balance transfer rates based on their individual credit history • Assisted with new hire training and development • Created reports assisting peers with agent availability which increased team results by 20 % • Provided feedback to marginally performing associates to improve both individual and department performance in percentage of contacts to attempts, phone availability and sFinancial Service Advisor / Relief Team Manager (March 2006 to September 2007) • Proactively contacted Card members that were deemed likely to attrite, educated them on their current terms and offered competitive balance transfer rates based on their individual credit history • Assisted with new hire training and development • Created reports assisting peers with agent availability which increased team results by 20 % • Provided feedback to marginally performing associates to improve both individual and department performance in percentage of contacts to attempts, phone availability and sales rate

Professional Duties & Responsibilities Directed all daily operations, customer service, personnel, and finances for multiple hotels and resorts Designed and implemented marketing and sales campaigns resulting in increased business Planned and executed successful community events which enhanced brand awareness Responsible for multimillion dollar inventory, facility, and professional food preparation equipment Recruited, trained, and oversaw customer service personnel, kitchen staff, and cleaning crews Set company budgets, maintained profit / loss statements, and ensured overall financial health Cut operational costs through effective inventory management and employee scheduling Negotiated contracts and agreements with suppliers securing quality products at low prices Performed site inspection tours as well as potential client tours Built and maintained highly profitable corporate accounts Ensured compliance with all applicable health and safety regulations Created employee development programs building staff skill sets and value Utilized employee recognition tactics to build morale and company loyalty Crafted an atmosphere of respect, professionalism, and dedication to excellence Developed a loyal client base through excellent customer service and a quality guest experience Built and strengthened relationships with clients, staff, and community leaders Performed administrative duties such as data entry, filing, faxing, and phones as needed

Resort Manager — Duties & Responsibilities Directed all daily operations, customer service, personnel, and finances for multiple hotels and resorts Increased Guest Services scores by 21 % and Guest Loyalty Program enrollment by 138 % Consistently ranked as one of the top 50 sales agents throughout the United States Oversaw human resources, accounting, marketing, special events, and sales efforts Planned and executed successful community events which enhanced brand awareness Responsible for multimillion dollar inventory, facility, and professional food preparation equipment Set company budgets, maintained profit / loss statements, and ensured overall financial health Performed site inspection tours as well as potential client tours Built and maintained highly profitable corporate accounts Ensured compliance with all applicable health and safety regulations Created employee recognition and development programs building staff dedication, skill sets, and value Crafted an atmosphere of respect, professionalism, and dedication to excellence Developed a loyal client base through excellent customer service and a quality guest experience Built and strengthened relationships with clients, staff, vendor, and community leaders Performed administrative duties such as data entry, filing, faxing, and phones as needed

As a professional strategic planning and turnaround consultant he honed his skills in financial planning, technology and marketing, He has been a successful marketing executive and business owner as well as a lecturer at universities and college.

Re / Max has launched a new entrepreneurial series, led by real estate coach Ken Goodfellow, for its top sales reps.. The entrepreneurial program, exclusive to Re / Max, provides sales associates who have achieved Platinum Status (more than $ 250,000 in annual commission) with «the skills necessary to create a «systems driven» business, including strategies to achieve long - term growth, financial planning and leadership skills for better results,» says the company.