Sentences with phrase «of the best companies at»

The 2008 crash gave us the great opportunity to buy some of the best companies at a fraction of their value.

Not exact matches

«The CEO wanted to have a certain culture at the company, but he had a lot of other priorities to focus on as well,» Duffin says.

That vision and his company's incredible financial performance — Nvidia has been growing profits at better than 50 % annually and its stock has leapt from $ 30 to above $ 200 in two years — make Huang the clear choice as Fortune's Businessperson of the Year for 2017.

Combine that with weak commodity prices, flat global trade and the governance risk associated with companies in many of these countries, and safety - minded investors are perhaps best served by limiting their exposure to the grouping at this time.

A good indicator: The number of companies represented at this year's TechDay NYC doubled from the year before.

Some of you reading this right now might be wondering — am I doing well at my hobby, or am I starting to operate a 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.

Since Ripple controls 61 % of the world's supply of XRP coins — 61 billion out of 100 billion in total — the gains placed Larsen's personal position in the cryptocurrency as well as his share of the XRP owned by his company at a dizzying total of $ 59.8 billion.

«He is much better prepared to manage the global operations of the company than I am at this stage.»

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.

Small business owners are often quite reluctant at first, but taking the plunge turned out to be one of the best decisions they made for their company (and sanity).

«This was a company and a stock that could do no wrong for so long and it's a good reminder for investors that even the most pristine of stories in the stock markets can lose a bit of lustre over time,» said Craig Fehr, Canadian markets specialist at Edward Jones in St. Louis.

Nearly as surprising was the willingness of Russia and private oil companies in North America to carry on at prices that were understood to be well below their break - even points.

The Rev Demo judges obviously figured the company has a good shot at capturing a healthy portion of that pie.

S&P said in March a rupiah exchange rate of 15,000 a dollar is «the psychological level» at which companies with weak balance - sheets could struggle with repayments and those with good cashflow might start to proactively restructure their debt.

According to Ed Quattlebaum, founding partner at Polaris - Crux Group, a strategic advisement firm that focuses on helping early - stage innovation companies with capital raising and commercial scaling, one of the most effective strategies to better position you and your startup during negotiation is to acknowledge and address one anxiety that all investors loathe: risk.

Stroz Friedberg argues that the tendency to send files to personal accounts, as well as the increasing prevalence of BYOD (or «bring your own device») policies at companies puts this information at a heightened risk of theft.

At the center of the selling was Google's parent company, Alphabet, whose better - than - expected quarterly sales were overshadowed by rising expenses and a looming regulatory clampdown.

We've pulled together some of the best advice from this year's 30 Under 30 Rising Star judges, who include: Phil Libin, a senior adviser at General Catalyst and co-founder of Evernote and All Turtles; Sarah Kauss, CEO and founder of designer - water - bottle company S'well; Spectacular Blue Smith, the social - media guru behind the Adwizar agency; and Jen Rubio, a 30 Under 30 alum and co-founder of luggage brand Away.

But research suggests everyone — employee, company, the culture at large — would be be better off if more of us took a real mid-day break.

Throughout my career serving in roles at B2B technology companies as Director of Demand Generation, Head of Marketing, and now as a CMO & Co-Founder of Terminus, I have seen it work both ways (good and bad).

Today, each of the startup's farms features vertically stacked trays where the company grows carrots, cucumbers, potatoes, and, its main product high - end baby greens, which it sells to grocers on the East Coast including Whole Foods, ShopRite, and Fresh Direct, as well as to dining halls at businesses like Goldman Sachs and The New York Times.

Thanks to the new law, the largest tech companies repatriated more than $ 470 billion in cash from their overseas holdings at the beginning of the year, Materne said, adding that the mass movement «should result in a bottomless well of capital to fuel a significant wave of software M&A.»

The company's BE-4 engine, the thunderous staple of Blue Origin's propulsion business, has demonstrated that it «works, and works well,» CEO Bob Smith told CNBC's Morgan Brennan at the 34th Space Symposium at Colorado Springs, Colorado.

And while they highlight celebrity endorsements for big companies (with the exception of Rebecca Minkoff, who was making clothes out of her studio apartment at the time), the good business lessons learned from setting up and cashing in on such high - vis endorsement deals can easily be applied to small companies.

«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.»

I'm not being critical of this because it was a decision taken in the past which undoubtedly seemed like a good idea at the time, but the way the TTC set it up is they put a company in the middle.

I've learned the importance of product management, which frankly was not a well - developed concept at some of the companies where I have worked.

The company went public in 2013, and its IPO was one of that year's best: BRP stock, which happens to sport the ticker's coolest symbol (TSX: DOO), launched in May 2013 at $ 21.50 per share and rose 40 % in the next 12 months to $ 29.97.

This belief is held by other companies, as well: The Container Store is known for giving its new employees 300 hours of paid training in their first year at the company.

• Ranger Energy Services, a Houston, Texas - based rig and well operator, raised $ 85 million in an offering of 5.86 million shares at $ 14.50 a piece, below the company's previously stated range.

He responded: «Well, I just had one come in, a younger person, had gone to Harvard, super bright, has started a financial company in one area and he's very successful, and people were offering him massive amounts of money to go into different types of businesses because he was successful at one.»

According to First Round Capital's analysis of its own portfolio, companies with at least one female founder provided them with 63 % better returns on investment than companies with all - male teams.

In Season 2 of Project Grow, we talk to entrepreneurs at New York's In Good Company coworking space as they meet the challenges.

After allegations of phone hacking, fraud and general nastiness surfaced at its highly - profitable News of the World newspaper, the company decided that the best way to starve the scandal of oxygen was to shutter the 168 - year - old muckraking juggernaut.

That was chief executive Thorsten Heins's message at the annual shareholders meeting in Ontario today, as he tried to defend the company's trajectory after sales of the new BlackBerry 10 line of smartphones fell well below analyst expectations.

In other words, it shows how good the company is at wringing more money out of its existing, highly caffeinated customer base.

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

«But also we've found the hiring process is much better if you've got recruiters embedded within the company and they're much more proficient in telling potential employees about some of the benefits and the way the company works and really playing up the positive aspects rather than just saying, «OK, here's a list of five companies that are hiring at the moment; we're happy to make intros to you.»»

Whereas large companies can probably handle big shocks better because they have more and bigger resources, small companies have the advantage of being in a better position to understand legislation changes and being faster at adapting to a new framework, he noted.

Still, he added, «technology is giving the consumer a much better product — much cheaper, much faster, more alternatives — but at the expense of fewer workers, and we have to find ways for companies to create jobs as well as profits.»

The company is partnering up with a group of clinicians at Stanford, as well as telemedicine vendor American Well, to test whether Apple Watch's heart rate sensor can detect abnormal heart rhythms in a cohort of patients, according to two people familwell as telemedicine vendor American Well, to test whether Apple Watch's heart rate sensor can detect abnormal heart rhythms in a cohort of patients, according to two people familWell, to test whether Apple Watch's heart rate sensor can detect abnormal heart rhythms in a cohort of patients, according to two people familiar.

Though it may seem as simple as a cursory glance at a bank statement, measuring the financial well - being of your company is actually far more complex.

But at the same time, there's still a lot of room for companies to grow simply by automating workflows in a vertical that hasn't been served well by incumbent software companies.»

We even know that, if there is even one woman on a company's board of directors, attendance is better at board meetings.

In a continuation of a conversation we began last month at the Vatican, the assembled corporate chieftains shared specific examples of best practices, highlighting the good their companies do as part of their everyday business activities.

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.

This feedback can help business owners find out if their products, stock, pricing, and placement are appealing to customers; measure the training and performance of frontline employees; learn if competitors do a better job at sales, service, marketing, and operations; identify if employees are following company procedures or compliance practices; and, increase focus on service and selling to help convert browsers to buyers, Warzynski explains.

The downside of founders running large companies is that there are no written best practices, no classes, no standard model at all.