Sentences with phrase «needs of companies in»

Able to assess the financial, human resources, and organizational needs of companies in various industries with great success.

Read this article to find out 4 major training needs of companies in the BFSI sector and tips on how online training can assist in meeting them.

I serve the legal needs of companies in every phase of their life cycle.

Search firms work with their clients, the hiring company, to find talented executive candidates to meet the leadership needs of the company in question.

Create back up plan to cater for the data needs of the company in times of emergency or cyber attack

Not exact matches

But the company's real engine of growth is in the fledgling wholesale and design side of the business — something that never would have happened had White not been paying attention to his customers» needs.

Diane Gherson, IBM senior vice president of human resources, said the company's «first priority has been to identify and engage IBMers who may be affected, in order to provide any assistance they need,» according to a memo IBM sent to Fortune.

To build your company's reputation online, you need to hire people you can trust not only to excel in their day - to - day jobs, but to be the public faces of your business.

The requirement for member companies is that they do work on behalf of women or address women's needs in some way.

Commercial painting franchise opportunities helps connect painters to companies and individuals in need of choosing the right interior and exterior paint schemes for their business.

«In order for that to have any hope of holding, these companies need to be more transparent.»

In the category of epic role reversals, the New York Daily News makes big companies pitch to startups and other need - to - know stories from this week.

In the U.S. a company would need 20 % of the market to be considered a top player.

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.

As angel investor and tech - company founder Tim Berry wrote on Entrepreneur, «You can probably cover everything you need to convey in 20 to 30 pages of text plus another 10 pages of appendices for monthly projections, management resumes and other details.

Then he went to a person he respected in the office of a client and was handed an idea: use the existing company vehicles to not just deliver packages during the strike, but also help Perfect Courier's clients get their people where they needed to be.

«Tom's is a great example of a business build with social responsibility in mind from the onset,» Longoria states, «To create a full - circle social business plan, social consciousness needs to be in the DNA of your company.»

But their reputation is still in need of repair, and as a firm known for consulting, its future reputation will be paramount to the company's success, Dirker said, and a change in corporate culture will be just as vital as regulatory compliance.

But the massive success of the iPad in 2010 made it clear the company needed more than an e-reader.

Regardless of size, companies can maintain their relevancy by following the lead of the more agile and engaged indie brands who are in lockstep with customers» wants and needs.

Bringing electric motor production to the Nevada factory allows Tesla to maximize the footprint of its Fremont factory, in which every inch of the hefty 5.3 million - square - foot space will be needed, as the company pushes toward its goal of producing 500,000 vehicles annually.

Ken Solow, author of Buy and Hold is Dead (Again), nsays people need to follow three steps to invest in today's market: nform an opinion on whether the market is expanding or contracting, looknat whether the market is overextended and pay attention to metrics suchnas price - earnings, price - to - sales and dividend yields to find cheapnmarkets and companies.

In the future, if a mobile or online game company wants to position itself as a way to boost memory of any other aspect of cognitive performance, it will likely need rigorous scientific validation to back it up — and quite possibly, approval from the FDA.

Laingen started the network in 2004, while working for Minnesota Wire, a small manufacturing company that realized that high - tech entrepreneurs needed some way to band together and tap into the rich vein of military spending.

Definitions need to be clearer in order for a company to weather the storms of expansion.

The consulting that I was contracted to do for her was exciting and her company was making a big difference in the lives of people who really needed it.

They're looking for the best price, but if the lawn care company knows the pain point of needing to get this done in one day, they can use that to their advantage when negotiating price.

A great office doesn't need to be large; in fact, there are plenty of benefits to being scrappy that large companies try to imitate.

In between, however, companies» capital needs increase, and the viability of their businesses could still be in doubIn between, however, companies» capital needs increase, and the viability of their businesses could still be in doubin doubt.

«In a situation where there's been a high - profile case of unethical behaviour, the leaders of the company need to decide what it stands for; very likely, they have a set of values somewhere that they've forgotten about.

News of the impending job cuts came in the form of an internal memo released to employees on Tuesday, which stated that the decision to terminate positions was due to product delays, as well as a «tough market» and the company's need to conserve cash.

The company can't afford to hire someone with decades of sales experience, so it recruits recent graduates who are eager, hungry, but need to be schooled in the skills of the discipline.

One would suspect that the daughter of the president of the biggest media company in the country shouldn't have any need to use a VPN to access U.S. Netflix.

All of these things take time to learn, and this knowledge base is part of the unique culture and shared language of the company; when employees leave, or when new hires get brought on board, the company needs to have a plan in place to preserve the continuity of the company's institutional knowledge.

First of all, a company needs to think critically in order to decide what its CSR objectives are.

We needed nothing less but a marketing genius in order to turn the company around,» Rene Obermann, the former CEO of T - Mobile parent company Deutsche Telekom, who hired Legere, told «The Brave Ones.»

In the new «era of the customer, innovative companies need to put users — and their experience — first.

Instead of keeping the money it doesn't need pay in claims, the company takes a fixed rate of its customers» premiums and donates any unclaimed money to charity at the end of the year.

Former rustbelts trying to lure in high - tech companies need to focus on creating the kind of cities where knowledge workers actually want to live

The company prints about a million business cards a day.It is a similar story throughout the broad range of others products, including brochures, catalogues and corporate reports.Such growth has not been without its problems.Expansion has meant six complete moves in 10 years and after being at Balcatta just a year, there is a need to move again — to more than double the size of just the print operations to more than 2,000 square metres.

The grand opening of Target Canada was set to begin in one month, and Tony Fisher needed to know whether the company was actually ready.

Building diversity strategies on the human need for empathy can rally a new generation of support — and if you've already started to take these steps in your company, don't stop now.

But the fact is that most companies need 5 - 10 years to hit their stride in terms of identifying the right market, product, and marketing strategy.

The program helps companies with promising early data — often obtained overseas, because of the high cost of medical testing in Canada — design and execute the key study provincial authorities need to see to sign off.

Jeff Widman, CEO of Brand Glue, a consulting company based in Mountain View, California, offers the advice to «Put the question first, rather than last» and to «ask a question where people don't need to click through a link to give you an answer.»

An ESG may be a way for the company to tap a larger pool of candidates for leadership roles, to empower members of disadvantaged groups, to engage employees, and to gain a better understanding of customers» needs and wants while developing better relationships with stakeholders in general.

Creditors will also look at the size of the loan needed, the company's purpose in obtaining funds, and the means of repayment.

Managers and owners should know what critical data needs to be protected, where the data resides within the company, and restrict access to only those employees who have need of the data and have also received training in data and information security.

What is the atmosphere of the company that you need to reflect in the website design — is it wild and contemporary, meaning brilliant colors and fun graphics?

But in the light of the current wave of mistrust, the company is going to need to do more.