Sentences with phrase «middle market businesses in»

He frequently represents middle market businesses in litigation involving business torts, contract disputes, shareholder and partnership disputes, and insurance coverage matters.

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.

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.

With CNBC in the U.S., CNBC in Asia Pacific, CNBC in Europe, Middle East and Africa, and CNBC World, CNBC is the recognized world leader in business news and provides real - time financial market coverage and business information to more than 409 million homes worldwide, including more than 91 million households in the United States and Canada.

Tutoring services are becoming a big business in China thanks to a growing middle - class and a job market that values English - language proficiency.

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

I think there is, on this team, world - class knowledge and experience in every field an entrepreneur requires in the Middle East, from technology to digital marketing, from financing to business development, from team - building to strategy.»

With the prevailing economic instability in the Middle East and North Africa, the evolving labor market needs and hiring preferences, and the new technologies that are constantly introduced to this region, the business world is definitely changing, and it is expected that recruitment will change as well.

In his new role, Woolford will manage Cerberus Business Finance's capital markets activities, including the acquisition of performing secondary loans within both the private middle - market and broadly syndicated loan spaces, according to a statement.

Headquartered in Birmingham, Michigan, with professionals in the Chicago and New York markets, Amherst Partners provides middle - market business, investors, commercial lenders, creditors, and other clients with exceptional corporate finance and restructuring advisory services.

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.

He was a key member of the Chemical Bank team that designed, built and deployed an integrated customer relationship management / customer profitability reporting platform that allowed Chemical's Private Bank, Middle Marketing Banking and Corporate Bank to garner as much as 75 % market share in key markets and produce substantial business profitability.

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.

George has advised numerous middle - market companies and large corporations in a wide variety of industries including manufacturing and distribution, business services, consumer products, retail, transportation, health care, and technology.

With nearly 25 years in investment banking, Adam has successfully led the execution of middle - market M&A, restructuring, and debt and equity financing transactions across a myriad of industry sectors including business services, consumer products, retail, general industrials, telecommunications, and technology.

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 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.

Not surprisingly, these large banks own and originate most of the commercial loans in the U.S. Unfortunately, despite what they say in their marketing campaigns and in front of the TV cameras, the large national banks don't want to deal with lower - middle - market businesses and don't offer their best products to smaller borrowers.

With nearly 10 years in buy - side investment banking and private equity, Jason has successfully originated and led middle - market M&A transactions across several industry sectors including business services, general industrials, flexible packaging, medical equipment manufacturing, branded consumer products, and information technology.

MacConnell joined PNC Business Credit in 1997 as one of its founding members and oversaw the creation of over $ 6 billion in new client loans in support of middle market leveraged buyouts, mergers and acquisitions, recapitalizations and restructurings.

Camden Partners is a Baltimore - based private equity firm providing growth capital to lower - middle market companies in the education, healthcare and business services sectors.

The firm's mission is to identify, invest in and partner with seed, early stage, and middle market businesses with exceptional promise and help them grow into market - leading companies.

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).

Middle East banks say they are catching up to the global transaction banks, and in some cases winning greater market share by delivering solutions that meet the specific needs of companies doing business across the region.

In the public market, CIT, which provides financing and advisory services to small businesses and middle - market companies, sold $ 1 billion of senior unsecured notes due 2019 at an interest rate of 3.875 %.

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.

Women entrepreneurs are just as likely as their male counterparts to own a middle market enterprise: Less than 1 % (0.7 %) of commercially - active businesses are in the middle market (defined as firms with between $ 10 million and $ 1 billion in revenues).

Although the United States is Netuno's largest market, the company also does business in Canada, Central and South America, the Caribbean and the Middle East.

Of course, by shopping at local markets you are also supporting your local economy and helping to keep local farms in business by cutting out the middle man and packaging costs.

Further development in European markets in 2002 included the acquisition of ingredients business UK company EBI Foods, a provider of food coatings and blended ingredients to food manufacturers, supplying the foodservice sector across European, Middle Eastern and Far Eastern markets.

Current trends on the Middle East market, including the growing popularity of convenience and fresh - cut products, and increasing demand from the foodservice sector, are influencing the strategies of businesses in the region and inspiring a wave of new investments in new machinery and facilities.

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...

About Arlington Capital Advisors Arlington Capital Advisors, LLC is a boutique investment bank that specializes in providing middle - market businesses with financial advisory services.

Khalid Al Tayer is the chief executive of Al Tayer Insignia, the retail business of Al Tayer Group, a multi-division conglomerate based in the UAE operating luxury brands and retail chains across the Gulf and other Middle Eastern markets.

Houston, TX About Blog PKF Texas is the premiere middle - market CPA firm in Houston with a 30 year history focused on assisting entrepreneurial - minded businesses with audit and tax compliance and consulting services.

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.

Embracing the most innovative practices in e-Learning, CourseAvenue provides software and services to some of the world's leading Fortune 500 companies, Middle Market businesses, non-profit organizations, and a variety of US Government agencies.

Discover the Middle East market during the fifth annual SEMA Middle East Business Development Conference, March 29 — April 2, 2016, in Abu Dhabi, United Arab Emirates (UAE).

Royal Purple is also active in Australia and doing business in emerging markets, such as the Middle East and China.

from a business stanpoind this could prove to be super success in markets like India & rest of the South east asia where experience holds second position compared to price since these markets are hugely dominated by middle class who want to put their hands on the latest gadgets and have no issues with ads since their lives are already surrounded by all forms of advertising.

«We are in the middle or later stages of the market cycle, when these businesses should perform well,» said Lekkerkerker, who also runs the materials portion of the Fidelity Global Natural Resources Fund.

Webster Business Credit's Retail Finance Group is a leading provider of asset - based loans to middle market retail businesses in the United States.