Sentences with phrase «on needs of the company»

One of the most recognized names in small business accounting, QuickBooks offers both desktop and online versions (depending on the needs of your company and the experience of your team members), you may prefer one over the other.

Our personal consulting service will help you set - up chart of accounts based on industry the Company operates in and adjust settings based on needs of the Company.

The very nature of Learning Management Systems allows for a host of customizations and unique online learning strategies to be implemented, based on the needs of the company using it.

When the site eventually went back up, it revealed what is described as a new, online law firm focusing solely on the needs of companies, all for a flat rate of $ 150 an hour.

Different elements of your work experience may be more important for different jobs, depending on the needs of the company.

You'll notice that these two goals primarily put emphasis on the needs of the company, rather than your own.

Daily tasks of title examiners may vary based on the needs of the company.

Give your marketing experiences in the way that they will focus on the needs of the company or employer

The contents of your resume should be built based on the needs of the company so that when they process your application through an application tracker, you will be qualified for an interview.

Committed to being an effective marketing project manager, getting the best return on investment for each project and keeping marketing firms focused on the needs of the company.

It all depends on the needs of the company.

Not exact matches

The requirement for member companies is that they do work on behalf of women or address women's needs in some way.

Small companies keep innovation at the very heart of their goings - on, using it to propel their business into the limelight, yet at the same time remaining sensitive to the needs and wants of their consumers.

Some companies, particularly those on the verge of collapse, need this kind of leader because they get results, though the results tend to be short term.

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.

As angel investor and tech - company founder Tim Berry wrote on Entrepreneur, «You can probably cover everything you need to convey in 20 to 30 pages of text plus another 10 pages of appendices for monthly projections, management resumes and other details.

Here are three off the top of my head: Record levels of household debt threaten future spending, too many of our companies need a weaker currency to be competitive, and international energy companies are giving up on Canada as a place to invest.

During the recent downturn, many companies found that they couldn't shed costs as fast as they needed to, because many of their staff were on permanent or fixed - term contracts.

Ken Solow, author of Buy and Hold is Dead (Again), nsays people need to follow three steps to invest in today's market: nform an opinion on whether the market is expanding or contracting, looknat whether the market is overextended and pay attention to metrics suchnas price - earnings, price - to - sales and dividend yields to find cheapnmarkets and companies.

«Due to the fear of collecting thousands of signatures needed to sign off on the types of strategic decisions common among pre-IPO companies, higher - quality issuers — particularly those with other financing options — are less likely to crowdfund without a single - purpose vehicle,» Tommarello says.

News of the impending job cuts came in the form of an internal memo released to employees on Tuesday, which stated that the decision to terminate positions was due to product delays, as well as a «tough market» and the company's need to conserve cash.

All of these things take time to learn, and this knowledge base is part of the unique culture and shared language of the company; when employees leave, or when new hires get brought on board, the company needs to have a plan in place to preserve the continuity of the company's institutional knowledge.

Dig Deeper: Choosing the Limited Liability Company as Your Corporate Form Case Study: Why an S Corp Might Be the Better Choice While Turner's story is a compelling one for a smaller, lifestyle business, the truth is that fast - growing businesses that plan to bring on investors or share the ownership of the company with employees may need to consider making the switch to an S corp sooner rather thanCompany as Your Corporate Form Case Study: Why an S Corp Might Be the Better Choice While Turner's story is a compelling one for a smaller, lifestyle business, the truth is that fast - growing businesses that plan to bring on investors or share the ownership of the company with employees may need to consider making the switch to an S corp sooner rather thancompany with employees may need to consider making the switch to an S corp sooner rather than later.

Former rustbelts trying to lure in high - tech companies need to focus on creating the kind of cities where knowledge workers actually want to live

Building diversity strategies on the human need for empathy can rally a new generation of support — and if you've already started to take these steps in your company, don't stop now.

How to Manage Interns: Know What You Want When you decide to bring interns on board your company, you need to have a really clear vision of why you're creating the internship program.

But in my experience having a healthy tension of needing to show progress / hit milestones has a forcing function of getting companies hyper - focused on results.

A vast amount of industry will need to be built on Mars by many other companies and millions of people,» says Musk, via a Reddit Ask me Anything.

If you happen to be the CEO of a company or in another seat of power, you need to check in with your company on a regular basis.

Not only does this place a large burden on growth companies to convince a bureaucrat about the lack of Canadians for the position, it is also completely counterproductive for communities where there is a desperate need for young talent.

If you go to an Ivy League school, «there are prestigious companies that will take a chance on you even if you majored in classics or medieval history,» he writes, but «the problem is that while we need lots and lots of people with humanities and social science backgrounds, in today's increasingly anti-intellectual climate, majoring in philosophy is becoming a risk that fewer and fewer people can afford to take.»

Founded in 2004, the $ 13 - million - a-year company (ranked 214th on the 2013 PROFIT 500 ranking of Canada's Fastest - Growing Companies) specializes in creating tests and exams, mostly delivered online, for organizations that need to accredit or certify a broad range of professionals.

Meanwhile, Cramton was also weighing the benefits of developing cloud - based accounting software that could be loaded on the tablets and would suit his company's unique needs.

Certain matters discussed in this news release are forward - looking statements that involve a number of risks and uncertainties including, but not limited to, doubts about the Company's ability to continue as a going concern, the need to obtain additional funding, risks in product development plans and schedules, rapid technological change, changes and delays in product approval and introduction, customer acceptance of new products, the impact of competitive products and pricing, market acceptance, the lengthy sales cycle, proprietary rights of the Company and its competitors, risk of operations in Israel, government regulations, dependence on third parties to manufacture products, general economic conditions and other risk factors detailed in the Company's filings with the United States Securities and Exchange Commission.

If your company is scaling and needs to bring on more than a few new faces, it only makes sense financially to take this step when you consider that an outside recruiter is going to charge somewhere in the ballpark of 20 percent of a new hire's base salary.

In early 2016, the company validated the need for Find Your Ditto through a low - tech, on - campus pilot at the University of Michigan.

An analyst note from CIBC echoed that view, adding that the changes could be a result of a refocus on the company on daily execution rather than strategy, which meant it no longer needed «more experienced leaders.»

If a company is built on a culture of transparency, then that culture needs to be maintained as the company grows.

And if you need more convincing of the importance and impact of a response, consider the epic social media meltdown of Amy's Baking Company, which occurred after the equally epic meltdown on the season finale of Gordon Ramsey's Kitchen Nightmare in 2013.

As Michael Dell, chief executive of the new, converged company, told Fortune on Wednesday, business customers need options.

If your company provides a product or service that is specialized and not needed on a regular basis, the opportunity cost of having that resource available should be factored into your pricing.

Because these organizations are specialists at providing the type of hands - on assistance that entrepreneurs need at the pre-seed stage, and because entrepreneurs are co-located with the accelerator directors, the people running accelerators can provide more intense help to startup companies than most angels and venture capitalists, speeding up the development of the companies.

The company is just starting the matching process on the new platform, but the end goal is the same one stated by CEO Brian Chesky in January, in the wake of Trump's travel ban: Airbnb aims to provide housing for 100,000 people in need over five years.

To prevent any employee departure from ever going viral on social media, clarify the company standards in initial contracts, including whether personal Twitter accounts need a disclaimer and who has the authority to speak on behalf of the company online about specific issues.

With «IoT» sensors, as they're called, on equipment companies can monitor machine performance continuously and schedule maintenance only when it's needed — or predict when there is danger of a breakdown.

Instead of focusing on what your team needs, leaders want the company to succeed so it reflects well on them.

The problem is that, in the scramble to create the requisite impeccable customer experiences needed, these same companies run the risk of building on long - established myths promising, but failing to deliver, great business returns.

Perhaps most important, we need to keep an eye on the bigger picture — the future of our careers, our company's main objectives — and stop sweating the small stuff, keeping both cheer - worthy successes and heartbreaking failures in perspective.

To do that, says one former American Target executive, who asked that he remain anonymous, the company needs to provide Canadian employees with the same equipment the U.S. chain uses to keep track of what's on its sales floor and in its backrooms.

Forward - thinking companies such as Zappos, Google, and Nike have heeded the research of sleep scientists, and now encourage team members to snooze on the job and refresh when they need it.