Sentences with phrase «of success of his company»

«He definitely has been a major part of the success of this company,» she says.

«The Drumheller location has been an important part of the success of our company, and we want to help the Badlands Community Facility with their funding by donating $ 100,000,» the company says.

The development of NonSense comes hot on the heels of the success of the company's first proprietary ingredient, SweetSense.

«A great deal of the success of a company is based on chemistry,» says Lim.

Think of it as a partnership with the client whereby a legal adviser is an integral part of the success of a company and that company then relies more on its legal adviser.

He has been an integral part of the success of our company and I can vouch for his talent and character to anyone.»

I want to be part of the success of the company.

I want to be part of the success of the company by fulfilling my own goals and passion.

Not exact matches

That's why using big data is so important for small businesses: Culling and organizing data from the company is a direct way to take the guesswork out of delegating, making it easier to measure success and adjust course as needed.

«I think companies should probably go public earlier because the way they are built, they will have more success in the public market, so it's sort of a mixed bag.»

Baehr's mentor, Walter Hailey, whose insurance company Lone Star Life Insurance went on to become a Kmart insurance company, used to take an hour - long walk at 5 a.m. every morning with a group of close friends to talk about ideas, successes and failures.

You might need a second set of capable hands to set you — and your company — up for success.

He grew up poor in communist China, failed his college entrance exam twice, and was rejected from dozens of jobs, including one at KFC, before finding success with his third internet company, Alibaba.

«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].»

But the market at large no longer seems to care about that record, nor about the company's success outside of North America.

The company began, in part, when Herman Hollerith sold his first tabulating machine to the US Census and ever since, its success has been based its ability to develop some of the world's most sophisticated technology to solve big problems.

The Growth 500 ranking of Canada's Fastest - Growing Companies — formerly known as the PROFIT 500 — is Canada's most prestigious celebration of entrepreneurial success.

This change has been largely due to those aforementioned smaller companies and startups and their success holds exciting promise for entrepreneurs of the future.

Erickson, who also serves as Clif Bar's co-chief visionary officer, says he owes much of the success to Gilmour, whom he calls the company's secret weapon.

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.

«If I put myself into the mind of one of those exchanges, they're kind of damned if they do and damned if they don't [support a fork] because their success depends on the price of bitcoin,» said Stefan Thomas, the CTO of crypto - currency company Ripple.

The owner has more to do with the success or failure of the company than any employee ever could.

«An audacious company is one that measures its success or failure by the number of people whose lives are improved as a result of its work,» he told me.

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

«You're learning to think for yourself, and what the right things are for yourself, and how you can contribute to the success of the company.»

The program resembles Amazon's Alexa Fund and reflects the extent to which Google sees the success of its smart assistant as a driver of future growth, as both companies (and other tech giants) vie for dominance in the home.

Zymeworks would use its knowledge of computing to develop and license platforms: the software engines with which other companies could test their compounds virtually so as to stand a better chance of success in the laboratory.

Pebble is one of the first breakout successes from Kickstarter, where companies raise money from fans and supporters often in return for early versions of the product.

The critically acclaimed release, which won the Game Developers Choice Award — the Oscars of independent games — was also a financial success for the company, selling 1.5 million units.

While making these improvements does not guarantee a workplace utopia, keeping your employees at the center of your office decisions will keep your company on track for success.

Much of this success can be attributed to fast - fashion giant Zara, the company's biggest brand.

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.

Kevin Cleary, president of Clif Bar, talks about how his company's mission - driven business model has led to success.

What we have attempted to build at all of the Penske companies is a culture that focuses on a few common core principles that I believe help drive our success.

We recently caught up with Bryan Silverman, named Entrepreneur's College Entrepreneur of 2012, about what lessons have led to his company's success and his plans and goals for the coming year.

Since managing human resources efficiently and intelligently is critical to your company's success, it's vital to find a service provider who can offer the right mix of services.

He did it in his recent Tesla master plan, referring to the low chance of success he knew he had when starting Tesla by citing the fact that Ford is the only U.S. car company to have avoided bankruptcy — knowledge he didn't have when he launched Tesla in 2003, six years before GM and Chrysler filed for Chapter 11 bankruptcy.

«Really the success of that product isn't how many people buy it, in our mind, but how many people don't buy it and choose another product,» he said, after the company reported better - than - expected profits for a quarter plagued by deadly hurricanes.

Tasner attributes PulpWorks» success — the company does upward of $ 1 million annually and is profitable — to his decades of experience as a supply - chain manager buying from entrepreneurs like himself.

The 5 - year - old, award - winning company has found that face - to - face interaction with clients and the flow of staff between satellite offices in Montreal and Calgary are key to its growth and success.

Companies housing members of this up - and - coming generation of workers are poised for marketing success if they take the time to listen.

Continental's success for the second consecutive quarter over Whiting highlights the importance of improving hydraulic fracturing processes, including the use of larger amounts of sand, which the Oklahoma City - based company has helped pioneer.

A few of the best ones will find a way to get there, but most young companies will have to fold their product or service into someone's else's success story.

While a reward provides employees with a sense of recognition and self - worth, it's equally important to ensure that the rewards are only given during performance months, and as a result of hard work and success, to continue driving overall company growth.»

A workplace where staff know they are valued and where they recognize they are playing a part in the overall success of the company, is one where productivity will remain high.

In 2010, custom - lighting design company Vision Quest Lighting was riding high on the coattails of client Abercrombie & Fitch's success, raking in millions of dollars of revenue.

For all the hoopla surrounding the digital economy and virtual businesses, the success of many ventures still hinges on serious capital outlay; indeed, a recent benchmark report by the Business Development Bank of Canada identifies «significant» investment in fixed assets as a key variable that helps mid-size companies grow into large ones.

Public relations should be taken into consideration when determining a strategy for the future and is critical to the success of your company.

The key, Belliveau argues is to make sure you continue to nurture the human side of the equation, a strategy that is integral to a company's success.