Sentences with phrase «grown as employees»

Managed account adoption has grown as employees face greater market uncertainty and employers look for ways to attract and keep top talent.

There is a large opportunity to learn and grow as both an employee and an organization in a workplace that employs individuals from all generations.

This shows potential employers that you have the wherewithal to access difficult situations and you're looking to grow as an employee and succeed, in any position.

Will your boss select the person who works hard and does an adequate job or the person who is continually finding ways to improve and grow as an employee?

I am interested in learning new things and growing as an employee and an individual.

Not exact matches

The funds will help grow the El Salvador office from its current three employees to hundreds of employees, as well as expand into Medellin, Colombia.

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.

Successful people don't see money solely as a personal reward; they see money as a way to grow a business, reward and develop employees, give back to the community... in short, not just to make their own lives better but to improve the lives of other people, too.

As your business grows and you bring on more employees, that sense of responsibility will only increase, leading to varying degrees of anxiety.

This will be the company's significant challenge going forward, with its new slate of C - suite executives, and as it grows past 100 employees this next year.

In the words of one former employee: «I came to the realization that I, as a female, would not grow in that company.»

As technology grows remote co-founders, employees and contractors are becoming more common.

For a one - person business hiring its first employee, these steps may seem unnecessary, but remember, you are laying the foundation for your personnel policy, which will be essential as your company grows.

Dig Deeper: Choosing the Limited Liability Company as Your Corporate Form Case Study: Why an S Corp Might Be the Better Choice While Turner's story is a compelling one for a smaller, lifestyle business, the truth is that fast - growing businesses that plan to bring on investors or share the ownership of the company with employees may need to consider making the switch to an S corp sooner rather than later.

The darkness grew worse over time as Moz, the search - engine marketing software startup he co-founded with his mother in 2004, expanded from a half - dozen employees in 2006 to around 125 in 2013.

Hsieh began experimenting with Holacracy in 2013 as a way of maintaining Zappos» lauded employee - centric culture as it continued to grow.

Dig Deeper: Nolan Bushnell on Games and Parties in Company Culture How to Create a Company Philosophy: Fixing a Broken Company Culture As a company grows, it's possible for the leadership or the employees to lose sight of the founding values.

Coding boot camps are a growing trend as the unemployed seek to make themselves more valuable in a difficult economy, and as companies look to expand the skills of their employees.

As startups grow, the initial employees who helped to build the company can get lost in the shuffle.

What started as two guys in a San Francisco apartment in 2008 has grown to 150 employees, 20,000 restaurants available in 850 cities, more than 1 million visits to its website a month, and a projected $ 150 million in sales this year.

Starting as a modest, 10 - person operation, Sussex quickly grew, expanding into a 300 - plus - employee business accounting for more than $ 1 billion in annual sales.

As their companies grew, they hired employees based on skills rather than location.

As her business grew rapidly so had her overhead, and now she was stuck in a larger location, with more employees and bigger long term commitments.

Second, with Slack being a relatively small company at around 370 employees, data on diversity at the company is bound to be volatile as the company grows.

That price, as much as three times what some analysts expected, testifies to ING Direct's gradual if unspectacular success over 15 years, which saw it grow to 1.8 million customers and 1,100 employees.

«Communicate to your employee that you appreciate their efforts and talent, encourage them to use the feedback to their benefit, and express that you believe in their potential to grow and develop as a professional,» she says.

Startup founders wear lots of hats in the beginning, but as the business grows, you'll need to bring on employees with specialized talents and relinquish control over the tasks you hired them to do.

But as Zorovic observes, there are real consequences to the growing frustration among employees.

From its beginning as a one - truck operation delivering concrete and stone, the G&L Group has grown to include 20 locations and more than 250 employees.

After the director left, I must have looked pretty surprised as the CFO explained, «We have tens of thousands of employees, and at the rate we're growing it's almost impossible to keep up with our space needs in the Bay Area.

After the report, Outcome's management put some employees on paid leave, and Shah and Agarwal told the Journal in an email: «Of course, we have had growing pains as we scaled from 4,000 to 40,000 doctors» offices — every high - growth company does.

Lau shows us around the new headquarters and explains how he tries to «replicate his DNA» as the team grows (they're closing in on 100 employees) to keep Wattpad's spirit of open communication and transparency.

The ability to grow and develop is one area that most employees note as a reason for staying with an organization; therefore, this can help you retain top talent that provides a competitive advantage.

But as Virgin grew through the years, so did our ideas about how to treat employees well, and how to take environmental impact into account, and by 2004, I had come to realize that we at the Virgin Group had a chance to tackle the challenges our society faces in a new, entrepreneurial way.

But as your organization grows, you'll want to find ways to gauge which of your existing employees might make for strong members of your leadership team.

(See Making Student Debt Less Sticky) While the very uniqueness of each loan and each employee's situation makes it inefficient and uneconomical for any one business to take on the problem, in the aggregate this problem is a large source of growing concern for more than 40 million student and parent debtors (as well as their employers).

As Castle & Cooke grows we are getting better and better and I'm so happy to be working for a company who cares about me as an employee.&raquAs Castle & Cooke grows we are getting better and better and I'm so happy to be working for a company who cares about me as an employee.&raquas an employee.»

So, encourage your employees to grow their personal networks as much as possible.

That may change as the company matures and longtime employees grow restless.

As the business grows, you begin to take on more employees, and they have different tendencies than your first team.

Meanwhile, as the industry continues to grow, «it can be tough to carve out your own niche,» concedes Soles, an early employee and now part - owner of the now 450 - person company.

But that's a big deal: business owners need to have the discretion to save and invest retained earnings as they see fit, to meet the burdens of responsibility they bear for their employees and new demands to grow their businesses to meet an emerging future.

As you begin to grow your own company, employees will look to you as a leader and a role model for your companAs you begin to grow your own company, employees will look to you as a leader and a role model for your companas a leader and a role model for your company.

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

As a growing global technology company, Intuit has crafted a remote work program that keeps distributed employees engaged and connected.

As the company grew, it spread out over three different floors in an office complex in north Toronto, and Kholodenko found he was no longer able to recognize every employee.

This will allow you to hire more employees to keep revenue flowing and ensure that your business continues to grow — as long as it's managed properly and you don't trip over your shoelaces as you start running faster with bigger projects on your hands.

But as Cignal grew to $ 25 million in sales — and a staff of 140 employees — the court went from sacred corporate cultural ground to badly needed office space.

Goldberg writes that the opposite is true, admitting that as the business grew, and he took his eyes off of various departments, the company started to lose cohesion, and worse, employees came to resent it.

«Organizational health has been a priority for us at Chatbooks as we've grown from five to 100 - plus employees, and [this book] has been key in helping us codify and communicate our company culture.