Sentences with phrase «of company they are looking at»

Virtually all of the companies are looking at ways to make their courses helpful for their students» careers by providing certificates for completing them, creating courses in skills that are popular among employers, and so on.

So we started having conversations, and the more I learned about Pangaea and the types of companies they were looking at investing in and were already invested in, it just really seemed like a great fit.»

I've used it with founders of companies I'm looking at investing in, TechStars founders, and execs for early stage companies.

«What constitutes too much of it [debt] is a function of the kind of company you're looking at.

Earlier in the meeting, you mentioned you are finding that many of the companies you are looking at are either fairly valued or over-valued.

Before you sign up for a policy, check the credentials of the companies you are looking at, including their financial rating, complaints that have been filed with the Better business Bureau, and the data you picked up from your peers.

Not exact matches

Mugs: There's nothing like fans looking at your logo every morning with their cup of Joe, and welcoming every day with your company

CB «s writers also take you behind the scenes of Canada's most - profitable companies, to get an inside look at how a corporation becomes the best at what they do.

Well, if we look at this five - year strategic plan that we've outlined, it is the most ambitious strategic plan in the history of the company.

More than half of those openings are at one company, Accenture, which is looking to fill a large number of entry - level roles including consulting analysts and software engineers.

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.

There was a Stanford research project that looked at startups in Silicon Valley and found that there were these five business models that most of the companies fell into.

Madsen looked at 609 family - run companies in Norway, many of which were small, first - generation companies, to see whether a firm's family influence and dynamic capabilities hinder or promote the type of entrepreneurship the business is working towards.

But after looking at a range of company documents, filings, and analysts» opinions, I think there are five key ways to do it.

Bitcoin, the largest crypto, is down more than 70 % from its all - time highs set at the end of 2017, as regulators look to clamp down on exchanges and tech companies shun advertisements related to the nascent digital coin market.

Some companies get stuck on the number of people who stop by the booth, instead of looking at whether they are qualified buyers of your goods and services.

Martin Sorrell may be out as head of WPP, the ad giant he founded, but the company is not looking at a full break - up, even though some see it as unmanageable by anyone else.

And Kutcher says the competition is designed to improve Sound Ventures» chances of finding a winner: «The more companies you look at, the higher probability that you are going to find something that's great and I think we found something great today.»

When someone is ready to buy your company, they are going to look at the quality / experience of the managers, as the retention of those people will be part of the deal.

After eight years in business we looked at the performance of our company in the last three or four years, we had a lot of growth ahead of us, but still we had enough maturity to know that our concept is very resilient, very solid.

One of the roles that Sonos is looking for is that of a corporate controller, which is a newly - created position at the company.

«If you look at the percentage of companies in the tech sector above their 200 - day moving average, it's actually some of the best breadth we see across sectors.»

Yet, as I look at so many of our startups, they're not even making a reasonable effort to address some very critical concerns that are fundamental to the foundation and future of their companies.

FCC Chairman Ajit Pai, named by President Donald Trump in January, is planning to take a new look at the current overall limit on companies owning stations serving no more than 39 % of U.S. television households.

Following up on our seven - step plan to improve gender diversity at any company, we decided to look at some of the most common individual practices that companies are implementing today.

If you look at some of the larger companies that are out there providing logistics and services like an Alibaba, companies like that, we're seeing tremendous gains in productivity, and they're reaching into sectors as far flung as food, and like we're seeing here with Amazon, food, healthcare, et cetera.

Here's a look at 20 companies that have mastered the art of getting and keeping customers» attention.

If you're hoping to land that killer partnership for your company and you're looking for inspiration, try looking at the vineyards of Napa Valley, at least metaphorically.

We're getting guys who do this over and over again, so if you look at the number of companies that have been bought in M&A over the last 20 years, it's something like 1,500.

«If you look at who the CEOs of companies are, in the United States they tend to be engineers, and in Canada they tend to be MBAs and businesspeople,» he says.

«Companies led by older management tend to be very controlling, but when I look at people in the 20s or 30s, they're totally capable of working on their own and being productive,» said Kevin Wheeler, whose Future of Talent Institute researches and consults on human resources for Silicon Valley businesses.

The best way to understand the power of rebranding is to look at examples of companies that have done it successfully in the past:

In addition to that, Macy's has been looking to reduce store clutter and re-establish itself as a tastemaker and has relaunched its loyalty program as part of its efforts to get back on track as detailed in this in - depth look at the company in the current issue of Fortune.

Galimberti said there's some comfort in Canada being exempt, especially since at times it didn't look like it was going to happen, but overall companies are having to get used to the new reality of unpredictability.

This last point might be different if you looked at Trump in relation to his own company, which is basically an extension of his personal brand.

In an exclusive interview, Riad Kamal chairman of Arabtec Construction tells CNBC that the company's revenues derived mostly from Gulf projects in 2011 and while Arabtec Construction is looking to grow by at least 15 percent per year, for now, that expansion is going to focus more on the region rather than beyond.

«It's not about taking a bunch of dollar bills and spreading them around,» said Deep Nishar, SoftBank's managing director, noting that the company is looking at making similar investments in Europe and South America.

«They actually valued our company in that process, and that level of due diligence helps us say to current and future investors, «Look, here's what someone that's pretty savvy at this says about us.»

Now, the number of international retailers — apparel brands, grocers, cosmetics companies and more — looking to move to America is growing at a rapid clip, industry experts have told CNBC.

Lyft's creative director, Jesse McMillin, who was formerly at Virgin, played a big role in the launch of the new logo, which is aimed at helping give the company's brand a more sophisticated look.

Based on the results, the company put together the infographic below, which looks at three critical areas of cloud security: Virtual Private Networks (VPN, which allows a computer or a Wi - Fi - enabled device to send and receive data securely across a shared or public network), bring your own device (BYOD) policies and a Domain Name System (DNS, the system that Internet domain names and addresses are tracked and regulated by).

Whether it's a new product or something as benign as a store layout, you don't have to look hard to find examples of (largely white) men at tech companies siloing themselves off to develop The Next Big Thing, only to discover a major, avoidable flaw after the fact.

One group looked at the effect of sleep loss on productivity at four American companies and found employees who weren't sleeping well or enough to be roughly twice as likely to report difficulties with time management, decision - making and motivation.

It's too easy to look at Tidal's 4.2 million subscribers and relatively low income and say that it isn't a worthy buy for a company on the magnitude of Apple.

«Consumers are more sensitive to promotions, and marketers are going to be looking for innovative methods to appeal to them,» says Matthew Tilley, director of marketing at promotions logistics company Inmar.

It's the most wonderful time of the year — to take a look at your company's operating expenses!

When looking at defence stocks, beware of any company with large ties to a single big - ticket project, particularly if that project isn't on solid ground.

Her further advice is to look at the company's mission statement (we hope it's clearer than these) and make a list of ways you could contribute to that mission in your first 30 days on the job.

A look at this list as a whole reveals something altogether more interesting than who had the greatest number of grumpy customers: of the worst 20 companies in the index, seven were telecommunications companies, five were airlines, and four were public utilities.

In a study commissioned by leadership consultant Green Peak Partners, and conducted by Cornell University's School of Industrial and Labor Relations, researchers looked at 72 senior executives at public, venture - backed and private - equity sponsored companies and found that self - awareness was the biggest predictor of a CEO's overall success.