Sentences with phrase «n't be in better company»

We couldn't be in better company, alongside Alexander McQueen at the Met, Christian Marclay's The Clock at Paula Cooper Gallery, and some of our other very favorite shows of the year.

We couldn't be in better company.

We couldn't be in better company bringing Halloween back to the big screen.»

We could not be in better company than with this dazzling Tinker...

Not exact matches

«We see a lot of companies come in with a lot of capital — really good business - minded people — but they're not enthusiasts or enthusiastic about the product they're selling,» says Cobb.

Which means this uptick in Art of the Deal - style pushiness — if it's a real phenomenon — probably isn't a good thing for the men employing it, their negotiating partners, or their companies.

«What I really like about Acadian is they are not afraid,» says Derrick Dempster, a partner at Deloitte who works with Acadian in the Best Managed Companies program.

Rumours of Verizon's entry into Canada recently subsided with the company's purchase of Vodafone's 45 % Verizon stake, as well as statements from Verizon's CEO indicating that the company wasn't particularly interested in going north.

He adds, «If your excuse for not getting started as an angel is you don't think you know what you're doing — congratulations, you're in good company.

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.

Promises are made that jobs will not be cut, the new parent company will invest in plant and equipment and Canada will be a better place.

COO Sheryl Sandberg explained why in a blog post, noting «These are complicated issues, and while we don't believe any company's enforcement or policies are perfect, we think that sharing best practices can help us all improve, especially smaller companies that may not have the resources to develop their own policies.»

But a good idea and passion are not enough to sustain a company in the long term.

But just because a company has the technical ability to use facial recognition — as an example — it's not necessarily something that's in their best interest when it comes to building trust with consumers.

Still, some have argued (in court) that the degree of risk isn't adequately communicated, and crowdfunding companies have taken steps to better communicate that uncertainty over time.

Of course, it didn't hurt that CCC was aggressively well - managed and ranked first in profitability among all of the companies listed on the Inc. 100 Lists for 1986 and 1987.

When the company rolled out its app platform in 2007, the company explained to users that when they installed an app they'd be able to share not only their own information, but that of their friends as well, he said.

It has become not just a company extremely admirable in its growth, but, well, the very model for how to do things when you're scaling a company.

«But if for some reason that's not in the company's best interest,» he said at the time, «I'll find something I can do that will add value.»

Building consensus may work well in small companies, but not in large enterprises when multiple vice-presidents are involved.

If not, make sure that you are only choosing a high quality background check company that has your best interest in mind.

Not suprisingly, the best CEOs — the ones that are able to build highly profitable, fast - growing companies — had a lot in common.

«Really the success of that product isn't how many people buy it, in our mind, but how many people don't buy it and choose another product,» he said, after the company reported better - than - expected profits for a quarter plagued by deadly hurricanes.

In an interview with Maclean's, Caira stated that future battles with competitors «are not going to be won, in my view, with who has the best strategy... The companies that will win will be the companies that can execute flawlessly at the store level.&raquIn an interview with Maclean's, Caira stated that future battles with competitors «are not going to be won, in my view, with who has the best strategy... The companies that will win will be the companies that can execute flawlessly at the store level.&raquin my view, with who has the best strategy... The companies that will win will be the companies that can execute flawlessly at the store level.»

Defensive stocks, as they're often called, are big players like Coca - Cola or McDonald's — companies that have a lot of customers in sectors that aren't as dependent on good economic conditions to survive.

In case you are not rewarding them fairly for pushing your company forward every year, for knowing your systems better than any newcomer or for their loyalty, you are doing something wrong.

In fact, profits are coming from a concept not focusing on maximizing profits, but instead focusing on what a company can do environmentally and socially to impact the world in a better waIn fact, profits are coming from a concept not focusing on maximizing profits, but instead focusing on what a company can do environmentally and socially to impact the world in a better wain a better way.

Chick - fil - A is very clear on this front: If you're thinking of getting a Chick - fil - A restaurant solely because it's a good investment, or because it could help you transition to something else down the road, then the company isn't interested in letting you run one of its restaurants.

Europe, we see opportunity as well in Europe, because don't forget that infrastructure spending we're seeing in China and India in particular, that is positive for materials, companies and countries in places like Africa and Latin America, basic commodities, and it's very good for finished goods manufacturers in places like the US and Europe.

In this edited excerpt, the authors explain how to use resumes and employment applications to weed out the job applicants who aren't a good fit for your company.

I'm not being critical of this because it was a decision taken in the past which undoubtedly seemed like a good idea at the time, but the way the TTC set it up is they put a company in the middle.

Fortune's annual list of «Best Companies to Work For» is certainly not a definitive assessment of a company's workforce, but it's significant enough that Hsieh mentioned Zappos» rise up its ranks in the second edition of his book.

First, what our choice for Company of the Year is not: We're not trying to predict the company that will give investors the best return or be a household name in 100Company of the Year is not: We're not trying to predict the company that will give investors the best return or be a household name in 100company that will give investors the best return or be a household name in 100 years.

«There are some great, well - established companies with long track records of franchising success, but they aren't exactly on the cutting edge anymore,» says Mark Siebert, CEO of the iFranchise franchise consulting group, based in Homewood, Illinois.

I'm a free enterpriser so this might be me saying, well look, I don't think it is fair now to say to people that have made those investments — it's a number of companies not just Bell and Rogers, it's Telus and so on — that the city is going to facilitate more competition or invest in it.

The same things you generally do to avoid catching any flu — wash your hands and steer clear of the guy hacking and sniffing on the subway or airplane (and hey, if you're want to try stocking up on Vitamin C, you'd be in good company, even if science suggests you're probably not accomplishing much).

That's not to say we should all come in to work liquored up, but it does suggest that having a drink during the day can be for the greater good of the company.

So when a potential acquirer looks at a business that is clearly doing its best just to keep the status quo and not making the right moves and investments, they will see right through that and wonder if the company is now too risky to invest in.

«If all you could do is well, they're 40 to 45 and they work in these kinds of companies, you really don't quite understand the entire Gestalt of their life.

The company was told that if it publicly commited to cage - free eggs, then the narration would be spun in favor of Eggland's Best by telling the audience that the egg production company was making the effort to transition to cage free; if not, it would be spun the other way.

But Berkshire's book value, like all companies, is in part a product of accounting rules, and perhaps not the best indicator of the company's performance.

Even if your company is located in the coolest loft office space, it is not always the best place to get you or your team's creative juices flowing.

After that first year where I made the game that didn't do very well, I actually tried to get a job in a triple - A game company and they didn't hire me, which I think was a good decision on everyone's part.

As Eddie Nuvakhov, CEO and producer of LNC Productions, a company that specializes in marketing videos explains, «You need to show people how your product is going to change their lives for the better, and not just what the product is, if you want to make a convincing argument for its purchase.

That suggests that, for people who do own Sony, don't dump it yet — the few dollar gains S&P Capital IQ is predicting could give your portfolio a little boost in this still volatile market environment — but new buyers may want to seek out a better performing tech company.

He said the «great» companies in China, such as Tencent, Alibaba and Baidu, are «very close if not equal to our very best AI companies,» such as Alphabet, Facebook, Amazon and Apple.

He said companies in China such as Tencent, Alibaba and Baidu are «very close if not equal to our very best AI companies.»

«It was me and the dog, and we didn't know any better,» says Salonek, the owner of Go-e-biz.com, an Inc 500 company in St. Paul, Minn..

Not just for aesthetic reasons, but because the forward - thinking company is well aware of all the research that shows spending time in nature is good for our attention, creativity, and mood.

«If you address it honestly and explain why it's not good for your company, you give employees permission to tell people that they don't want to participate in gossip.»