Sentences with phrase «of financial plan at»

An ideal candidate should be proficient in preparation of financial plan at the time of marketing of company.

«Your basic car and homeowners» coverage is just a couple of hundred thousand and nobody will sue you for just that — they'll sue you for way more,» said David Mendels, director of financial planning at Creative Financial Concepts in New York.

Carolyn McClanahan, a certified financial planner and founder and director of financial planning at Life Planning Partners, sees opportunities in bonds.

said Jeffrey Levine, CEO and director of financial planning at BluePrint Wealth Alliance in Garden City, New York.

All young people can do is base their options on what the current health - care rules are today, said Carolyn McClanahan, both a certified financial planner and an M.D. «The number one thing young people need to do is continue to scream at the politicians to get some good health legislative policy in place,» said McClanahan, founder and director of financial planning at Life Planning Partners.

Financial advisor Carolyn McClanahan, director of financial planning at Life Planning Partners in Jacksonville, Florida, said the clients who say they don't want to retire often don't want to rein in their spending.

The easiest way to offset that taxable income would be to give that RMD money to charity through a qualified charitable distribution, said Jeffrey Levine, CEO and director of financial planning at BluePrint Wealth Alliance in Garden City, New York.

«People spend more time planning for their next vacation than for retirement — a huge mistake,» said Scott Bishop, partner and executive vice president of financial planning at STA Wealth Management in Houston, Texas.

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«The strategies for reducing your tax bill for 2017 revolve around claiming all of the deductions and tax credits you legally deserve,» said certified public accountant Debbie J. Freeman, director of financial planning at Peak Financial Advisors in Denver.

Dan Keady, director of financial planning at TIAA - CREF, which provides pension plans to many U.S. university employees, recommends a wealth check to estimate how much income is needed to retire.

«People probably spend more time planning their summer vacation than their retirement,» said Scott Bishop, executive vice president of financial planning at STA Wealth Management in Houston.

It's a complicated strategy and in rare circumstances it makes sense, says Ross McShane, director of financial planning at McLarty & Co in Ottawa, but there are some key things you need to consider first.

According to Ross McShane, director of financial planning at McLarty & Co in Ottawa, Hui is smart to save the bulk of his RRSP room for the future.

Benefits: By paying the smaller balances first, you create a reward system that encourages you to keep going, says Melissa Brennan, manager of financial planning at Vogel Financial Advisors in Richardson, Texas.

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«GIS does take some creative strategizing,» says Ross McShane, director of financial planning at McLarty and Co..

We also got help from Ross McShane, director of financial planning at McLarty and Co..

Susan Brandeis, CFP ® and Director of Financial Planning at Pure Financial shares how to withdraw from your retirement accounts early without the 10 % penalty.

The 25 % cap on pass - through businesses would greatly benefit RIAs directly, since up to 75 % of them are structured as such entities, Paul Auslander, director of financial planning at ProVise Management Group, tells the publication.

«Life insurance cash values can be accessed during the policy owner's lifetime through two ways, loans and withdrawals,» says Jason Silverberg, vice-president of financial planning at Financial Advantage Associates (Rockville, Maryland).

Universal life policies can be broken down into three basic types, according to Jason Silverberg, vice-president of financial planning at Financial Advantage Associates in Rockville, Maryland.

Not exact matches

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.

Financial data is always at the back of the business plan, but that doesn't mean it's any less important than up - front material such as the business concept and the management team.

The $ 10 billion cloud storage company hired a new chief financial officer at the beginning of 2015, which signaled to some market observers it was planning an IPO.

HAVING spent three days at the Financial Planning Association (FPA) confer - ence in Brisbane last week, it is probably appropriate for me to report on the state of the nation, insofar as financial planners are cFinancial Planning Association (FPA) confer - ence in Brisbane last week, it is probably appropriate for me to report on the state of the nation, insofar as financial planners are cfinancial planners are concerned.

Then again, the financial situation of their business is such that they could benefit from more regular financial review and planning and up - to - date accounting — instead of leaving every invoice, receipt, and ledger to hand off to the tax preparer at the close of the fiscal year.

At 73, Atlanta - based Tarkenton owns seven companies including a conference - call company Teleconferencing Services LLC, a financial - planning business for seniors Tarkenton Financial LLC and a collection of small - business cloud - based services called Lodestar Technology financial - planning business for seniors Tarkenton Financial LLC and a collection of small - business cloud - based services called Lodestar Technology Financial LLC and a collection of small - business cloud - based services called Lodestar Technology Labs LLC.

Much has been made of the service's plan to raise rates, but a look at its financial status shows that it really doesn't have a choice.

Davidson recommends looking for an adviser with at least 10 years of experience in financial planning and who has a CFP (certified financial planner) designation, which is considered the «gold standard» for financial planning.

«If the private plan fails and the government decided to refer to the clause in Bank Recovery Resolution Directive (a European regulation) that permits extraordinary financial support, government's popularity could be at risk of severe deterioration,» he added.

Many financial planners are doing a poor job at, well, planning — both for the future of their own firms and in grooming the next generation of advisors.

A succession plan is a two - sided coin: ensuring business continuity for existing clients at owners» firms, and training the next generation of young financial planners.

In a case of the proverbial cobbler's children being the worst shod, only 30 percent to 35 percent of financial advisors have a succession plan in place, David DeVoe, managing director and founder of San Francisco consulting firm and investment bank Devoe & Co., told attendees at Charles Schwab's IMPACT 2017 confab in Chicago.

Mendels is a certified financial planner and director of planning at Creative Financial Concefinancial planner and director of planning at Creative Financial ConceFinancial Concepts, LLC.

Most people in this stage of life could at least benefit from a one - time consultation with a financial planner who specializes in retirement planning.

«Our overall mood influences our willingness to take risks,» said Victor Ricciardi, finance professor at Goucher College and co-editor of the book «Investor Behavior: The Psychology of Financial Planning and Investing.»

Prior to joining AmerisourceBergen, Mr. Guttman was Vice President of Finance at Syncor International Corporation, and also previously held financial planning and managerial positions at Disney Consumer Products, Pizza Hut, Inc., and PepsiCo, Inc..

Personal property is something that people often fail to consider when drawing up wills and other estate planning documents, attorney John J. Scroggin told an audience of financial planners last week at the FPA Be conference in Nashville.

«At a time when young adults and families are struggling more than ever to pay for higher education, they simply can't afford to have more financial support eliminated by this tax plan,» said Reid Setzer, Young Invincibles» director of government affairs.

With retailers jostling to locate as close to the World Trade Center site as possible, Brookfield Office Properties announced plans in June to improve and expand retail offerings in about 180,000 square feet of retail space at the World Financial Center, just west of the World Trade Center site, as part of a $ 250 million upgrade of the four - building complex.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Financial factors: Financial data is always at the back of a business plan — yet it's extremely important.

April 10 - Chinese billionaire Jack Ma's online payments business Ant Financial now plans to raise $ 9 billion in its next planned round of funding, potentially valuing the company at $ 150 billion ahead of an expected stock market flotation, the Wall Street Journal reported on Tuesday.

April 10 (Reuters)- Chinese billionaire Jack Ma's online payments business Ant Financial now plans to raise $ 9 billion in its next planned round of funding, potentially valuing the company at $ 150 billion ahead of an expected stock market flotation, the Wall Street Journal reported on Tuesday.

Households that spend $ 50,000 at age 65 tend to see a decline by about 15 percent over the next 15 years and 20 percent by age 85, according to Jonathan Guyton, a certified financial planner and principal at Cornerstone Wealth Advisors, in an article in the Journal of Financial financial planner and principal at Cornerstone Wealth Advisors, in an article in the Journal of Financial Financial Planning.

«I was the chief financial officer of a company that had two different kinds of option plans because each one was appealing to a different group,» recalls Ken Haffey, now a partner at SMR & Co..

Run your details through a life expectancy calculator like Livingto100.com or the True Vitality Test at BlueZones.com, said certified financial planner Carolyn McClanahan, director of financial planning for Life Planning Partners in Jacksonville, planning for Life Planning Partners in Jacksonville, Planning Partners in Jacksonville, Florida.

«It currently looks like we will come in at the low end of, or slightly below, the financial guidance we issued to the Street, and we have fallen short of the internal operating plan we set one year ago,» he wrote in a letter to employees.

«This is a good time to look at whether some strategies can work that help with taxes,» said Avani Ramnani, director of financial planning and wealth management at Francis Ffinancial planning and wealth management at Francis FinancialFinancial.