Sentences with phrase «n't grow the company»

«Unless you make the switch to vertical leadership, you can't grow the company into a major enterprise,» says George Haley, director of the Center for International Industry Competitiveness at the University of New Haven.

Conrad complained he couldn't grow the company fast enough to keep up with demand.

Conrad says he can't grow the company fast enough to meet demand.

The founder is usually an entrepreneur, and when a company moves past that stage, those gut instincts that created the first several million in sales doesn't grow the company anymore.

The chairman and CEO of Indianapolis - based Simon Property Group didn't grow his company into the nation's largest public real estate firm, with 382 properties, by being a shrinking violet...

Not exact matches

At first glance, you might not consider a commercial real estate agent a good resource for a growing marketing company.

In fact, we don't believe the company even sees the need to change: Its enormous revenues have blinded it to marketers» growing dissatisfaction.

«This case shows that, even if you're a fast - growing company, you can't leave consumers behind: you must honor your privacy and security promises,» said FTC Acting Chairman Maureen Ohlhausen.

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.

And instead of worrying about competitors» finances — which don't matter — he should be thinking about what to do as his company grows.

Digital media is an ever - growing source of entertainment, news, shopping and social interaction, and consumers are now exposed not just to what your company says about your brand, but what the media, friends, relatives, peers, etc., are saying as well.

Secondly, we made a decision that we don't want to invest in companies that grow or touch the product.

Yet, a company can't grow on just one person's skillset alone.

IBIS doesn't differentiate beauty tech companies like HelloAva from others, but the market for the beauty industry overall is growing rapidly.

But, no growth plan will matter if you don't have the two key attributes that all growing companies have in common.

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

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

One entrepreneur grew his niche business by collaborating with bigger companies that didn't consider him competition.

It's not a plant - based protein company, per se, but it is one that produces meat without having to grow an entire animal.

Not two years later I had purchased a company, built it, grown it and lost everything.

The company, which sold plant - growing systems, was mostly a side project for Harwood and didn't generate much revenue.

The stock market can (just about) accept that a company of GE's profile and maturity doesn't grow much.

Having the opportunity to work for companies like Deloitte, working at Pardot when we were acquired by Salesforce, and now launching my own startup with 75 employees and growing, I don't think I could have been this fortunate in any other country.

Not capitalizing on the power of social media poses its own risks to growing your company.

In 2014, a growing number of experts suggest that execs who openly admit their knowledge gaps not only make better leaders but may also run more successful companies.

The Spades decided their growing company wasn't the best place from which to do either.

When a company grows very fast, like BlackBerry did, a few heroes of the company make most of the decisions, but they may not be documented or logical decisions.

Not only is it true that «a full 20 percent of CEOs on Inc. magazine's 500 fastest - growing private companies list indicated that they continued to work a paying job long after founding their organization,» Raffiee explains in a write - up of the research, but many of our entrepreneurial icons actually waded into starting up slowly, keeping a corporate job for quite awhile while they tested the waters.

As the second - largest economy in the world, and the fastest growing of the major economies, China has tremendous influence on global economic growth, not to mention the companies whose share values rely on such growth.

Just as Susan is aware of her competitors who are selling similar items at retail as a result of her success, she will evolve her marketing to coincide with the direction of her growing company... whether or not she decides to expand into retail.

«It was just something that I was making in my kitchen because I didn't like sugar,» says Woolverton, whose company, Halo Top Creamery, has landed at No. 5 on Inc.'s 2017 list of the fastest - growing private companies in the U.S. «It wasn't until later, when I got an actual $ 20 ice cream maker, that I was like, «Oh, wow, there's something here.»»

I wasn't advocating for any specific actions because sometimes the right action is for companies to accept short - term losses in exchange for faster growth and capturing market share and many times it makes sense to grow more pragmatically or even profitably.

Therefore, companies must not only respect this new empowerment, but work hard to use it for their own benefit, based on growing satisfied customers.

But to keep growing, the meal - replacement company needs to make ditching «real» food appealing to the average American — not just time - crunched coders.

Not because he knew me, but because the BDC had backed him five or six years ago, and now he's the CEO of this incredibly successful, rapidly growing company.

Not everyone needs to have a corporate job to grow a billion dollar company, but it certainly smooths some of the early bumps in the road.

For companies experiencing hyper - growth, the difficulty of finding enough talented people — not just software engineers but also sales, marketing and design staff — in Canada's largest centres becomes a determining factor in how they grow.

Schroeter responded that IBM was «reasonably close» to stopping the bleeding during the past two quarters, but he did not predict whether the company would start growing again in 2017.

It also doesn't hurt that Misen is a growing company, and they're rapidly expanding into other aspects of cookware while keeping the same ethos of an «honest price» for premium performance.

Running away because someone said «no» is easy but doesn't help your company grow.

«Big companies couldn't innovate, they stopped growing and they were considered weak,» he said.

If the company is growing like crazy, there's almost nothing an entrepreneur can't try in the effort to build out his or her vision.

Also, don't let the fast - paced environment of a growing company hurt employees» work - life balance.

Once more of the user videos actually link to GoPro and users have an incentive to send the company traffic, it's not hard to see that number growing quite a bit faster still.

Growing companies typically don't pay a big base salary — maybe 40 % of total compensation.

The company grew rapidly, was acquired three times and finally went public, returning $ 38 million to the founder's IRA — not a shabby nest egg to have sitting in a tax - free IRA.

In 2010, Fadell, who grew up in Michigan, founded Nest, a consumer - tech company that in October launched its first product — the world's first «learning thermostat» — that can figure out the temperature you prefer.

Running a small company doesn't mean one is off the hook for helping employees grow professionally.

Before you know it, the company will be five and then 10 years old, and if you haven't grown personally, you've missed an incredible opportunity to grow your business, too.

While everyone in New Orleans knows what an amazing place to launch and grow a company it is, not everyone else in the rest of the country is convinced of that yet, and so you get the same amount of resources that you would in a larger entrepreneurial, community without all of the competition.