Sentences with phrase «not build a company»

You can't build a company purely on the basis of the market's sudden growth, because it could reverse itself next year.

To which Tribbett responds: there's no reason you can't build company culture over chat and video.

Why don't you build a company to build a company?

When not building companies, Yuval is also a member of the TheHive steering committee, a nonprofit accelerator helping immigrants start new companies in Israel; is a keen traveler and an avid snowboarding, scuba diving and sailing enthusiast.

Don't build your company on the rented castle that is Facebook.

Assuming that Giustra, Warman and Matysek don't build a company to flip it very quickly for a modest gain, especially when Giustra named it after his mother, my guess is just the PEP property will be sold in an outright buyout, and the remaining assets etc will be spun out, or more likely only the PEP property will be sold for cash, reinforcing a possible war chest of Fiore, enabling them to buy top notch projects.

You can't build a company this big in 12 months without going a thousand miles an hour.

Not exact matches

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.

«From an e-commerce perspective, having a unique and differentiated product is really one of the cores to success, not only in building a company but being able to scale [it].»

If your customers don't «succeed» by using your product how can you build a great 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.

He said that the company had been building momentum heading into the quarter and that while breakfast was the primary driver, it was not the sole factor.

When I have teams that don't want to build Prof Services or don't want to really interact daily with customers helping them solve problems — which are often political in nature such as functional stovepipes in the customers organization — I then advise them to build a different kind of companies.

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.

Most of these companies have headquarters in countries that haven't joined the AIIB, but their home governments haven't stopped them from bidding on the building spree.

The company didn't venture into the realm of flavors sooner because it first needed to build up its staff, he says, adding that headcount has doubled over the past year.

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

If you're business - to - business, every one of your clients has built their company by running a smart commercial entity, and they don't give away products for free.

We intentionally engage with communities such as Women Who Code, Grace Hopper and Lesbians Who Tech to build relationships with talent who might otherwise not be familiar with our company.

Given our size, we could either build a consumer website or a deep - learning company, but not both.

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

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

Yet mighty Boeing still took issue with the Canadian company's sale of 75 of its 110 - seat, C - Series planes to Delta Airlines, even though Boeing doesn't build such a plane.

Not only does it represent a potential conflict every time an advisor builds a portfolio for his clients, it also recalls some of the worst practices of the brokerage model - like «shelf space» fees wherein a mutual fund company engages in a payola of sorts to make it onto a brokerage firm's platform or «recommended list.»

«The business model of an oil and gas company in the future is going to have to be built around the abundance model, where your returns are not going to be made by commodity price increases,» says Munro.

Meanwhile Zuckerberg recently told an interviewer: «I always think that you should start with the problem that you're trying to solve in the world and not start with deciding that you want to build a company.»

Trump's lease with the federal government to develop and operate a hotel inside the historic Old Post Office building expressly prohibits any elected official from benefiting from the property, yet Trump has not divested from his company or this particular project.

We wanted not just their capital to invest, but also the credibility they could bring that would shine a spotlight on entrepreneurs in the middle of the country who are building great companies.

We wanted to build a company that people not only loved working with, but also working for.

Without it, your company can lack a voice, direction and won't be able to build a rapport or trust with the marketplace.

Take the time to build a credit profile for your company, so you don't jeopardize your personal credit.

Dig Deeper: How to Build a Culture of Employee Appreciation How to Create a Company Philosophy: School New Hires on Company History Even if you ask some pointed or provocative questions in the interview and get the answers you're looking for, your newest recruit isn't going to be integrated into the company culture on dCompany Philosophy: School New Hires on Company History Even if you ask some pointed or provocative questions in the interview and get the answers you're looking for, your newest recruit isn't going to be integrated into the company culture on dCompany History Even if you ask some pointed or provocative questions in the interview and get the answers you're looking for, your newest recruit isn't going to be integrated into the company culture on dcompany culture on day one.

In Real Leaders Don't Follow, Steve Tobak explains how real entrepreneurs can start, build, and run successful companies in highly competitive global markets.

It was his dedication to building his company that made him a legend, not the name printed on their products.

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.

When I first built my company, I wanted to make sure that a culture of respect and equality permeated everything we do — and not just respect for individual differences but also for larger cultural differences.

Suppliers and vendors aren't always overly excited to work with brand - new companies, and building consumer trust can be a challenge.

«If we were building a company from the ground up for every single product, we wouldn't be able to serve that mission.»

He decided he wasn't going to be that type of person or build that type of company.

Building a company to last forever means you don't take shortcuts.

However, it's important to point out here that this company didn't necessarily error in what they did (i.e. building a plant in a tsunami inundation zone).

How to Create a Company Philosophy: Don't Put It Off Understandably, many companies set their sights on becoming profitable and delay the task of thinking hard about what they stand for and building that into their business.

Watch Out, Apple and Google: Survey Reveals People Don't Trust Tech Companies to Build Self - Driving Cars

The company also has another line of processors, the Zen +, arriving in April 2018, but Su did not say that those chips will come with the built - in protections.

That not only helps maintain a workplace where employees feel valued, it's strategic, and actually builds the company's financial value.

Not only does Transportation Impact host a state - of - the - art gym within the building, but the Emerald Isle, North Carolina - based company also invites a massage therapist in every month to help employees release tension.

For entrepreneurs, building your sales force isn't easy, but it is easier than starting a company from scratch.

As a twenty - six year old who partnered with my parents in building our company after college and who is now a mom myself, I am beginning to realize some of the parenting habits my parents consciously or unconsciously practiced in raising my brother and I that set me up for a life in business (whether I knew it or not at the time).

You might have great ideas but not the skills to build a company.

«We didn't want to go work for XYZ company and build financial models.