Sentences with phrase «not good companies»

«Companies that measure success by hours in the seat are not good places for women,» she observes, but they're also just not good companies.

That's not to say these aren't good companies, but they're not exactly the new blood the public markets need either.

If I were to describe, so far as this is possible, the company I have enjoyed with my • most intimate companion of fifty - five years, whose name when I met her was Dorothy Eleanore Cooper, the reader in response could not do better than to quote one of Jane Austen's characters: «That is not good company, that is the best company.»

«[Former clients] will find out quickly how good or not good another company's service is,» he says.

That is not good company to keep.

This dress is from SheIn, which I will preface by saying isn't the best company in terms of quality; it is totally a hit or miss.

Even if they weren't the best company to be with, being rude won't help the situation.

I guess I'm not the only one having Kobo problems.After several back and forths with customer service they concluded the problem was with my Kobo touch and Adobe.My wife's Kobo glo is on the same account and doesn't freeze every few pages.All in all not a good company to deal with

If they don't use free cash flow well, it is not a good company to own.

There is not a better company to entrust with this task.

«I was NOT good company given my depressed and sad state of mind.»

That doesn't mean that they aren't a good company.

I don't recommend going to Allstate or State Farm — not because they aren't good companies, but because they only sell you their own company insurance, don't offer choices, and they don't have the best pricing for life insurance.

However, Principal Life is not the best company for everyone.

Before we start, it's important to be clear that while we represent American General and have recommended them to thousands of clients, there are some instances when AG is NOT the best company for the job.

I think that there is not better company on the web!

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.

In the beginning that approach worked out well, but eventually they had to start paying for those endorsements and the size of the company didn't match up.

If major companies aren't so quick to throw away and waste dollars (which likely won't happen soon), its better for all companies as a whole to set factual rates.

The company breaks out grams sold by dry cannabis versus oils, which is not common across the sector, as well as the number of grams produced suitable for sale.

Sorkin: There's a very special person back East known as Jim Cramer, who has been following this company for a very long time, who knows you very well, who I know has a question or three, if not more, for you.

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

The best of these companies have experienced meteoric growth, not just because of their products, but because of the innovative strategies they incorporate into their sales and marketing processes.

«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.

The good news is that taking these steps to becoming an open leader doesn't require a company - wide mandate to get started.

No matter how innovative or astonishing the product or services your company offers, without proper marketing and publicity, the company might as well not exist.

But what they don't know is that the companies that spend the most time convincing you that they are «better» are the ones who are charging you for it.

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.

Not only are small companies capable of widespread success: The odds of a startup succeeding are better now than ever.

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.»

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.

If you run a small business with a big potential, how can you hire the best people to join your team when you don't have the deep pockets or ridiculous perks a big company can offer?

Wilson ignited a public relations crisis for the company in November by suggesting to Bloomberg TV that Lululemon's yoga pants don't work well for some women.

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.

Media companies of all kinds are using Slack not just to chat about the news, but to collect and aggregate and publish it as well.

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.

A whopping 57 percent of employees say they wouldn't recommend their company as a good place to work.

The best companies have a «why», not just a «what» and a «how».

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.

While some experts debate whether a company that sorts so much secret data might not be better as an acquisition candidate, an IPO is not that far off the mark either.

To help people discover what they're good at and how they can best serve our company's mission — I don't know how a job could be better than that.

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.