Sentences with phrase «other key employees in»

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I think your assertions around the key variables that impact workforce productivity are spot on.One of the other variables I would like to contribute is in relation to the employees themselves, as you also talk about employee engagement when referring to staff morale.

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.

Another option she said was to invest in satellite phones for key employees to communicate with each other.

Some business owners set goals, but then fail to share that knowledge with others in the organization, employees, consultants and key business partners.

Stick close to home, so that it's possible — in fact, essential — to develop a personal relationship with your loan officer and other key bank employees.

B2B marketers tend to agree that most employees in their organization can not name the company's buyer personas and don't know the key attributes of those personas, according to a recent report from Cintell, MarketingProfs, and five other partners.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.

This key employee is none other than Vice President Matt Card, who has been testifying in favor of strong trade action on global imports.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

A number of factors could cause actual results or outcomes to differ materially from those indicated by such forward - looking statements, including but not limited to, (1) our ability to open new restaurants and food and beverage locations in current and additional markets, grow and manage growth profitably, maintain relationships with suppliers and obtain adequate supply of products and retain our key employees; (2) factors beyond our control that affect the number and timing of new restaurant openings, including weather conditions and factors under the control of landlords, contractors and regulatory and / or licensing authorities; (3) changes in applicable laws or regulations; (4) the possibility that the Company may be adversely affected by other economic, business, and / or competitive factors; and (5) other risks and uncertainties indicated from time to time in our filings with the SEC, including our Annual Report on Form 10 - K filed on March 30, 2016 and our Quarterly Report on Form 10 - Q filed on August 15, 2016.

A letter to residents from Silosky also made mention of salary and benefits package in excess of $ 225,000 for the former executive director and in excess of $ 100,000 for other key park district employees.

In the following months other moves were criticized including hiring Booth and the removal or resignations of key district employees including Bettin.

At a rally in Manhattan, the Democratic governor shared the stage with national labor leaders after a state wage board recommended raising the minimum wage for fast - food workers to $ 15 and hour, delivering a key victory in a national push by unions — led by Service Employees International Union — to improve the lot of (and unionize) employees at McDonald's, Burger King and otheEmployees International Union — to improve the lot of (and unionize) employees at McDonald's, Burger King and otheemployees at McDonald's, Burger King and other chains.

Vargo and other Integument employees aren't there as invited speakers; they are key collaborators in departmental research.

Tens of thousands of casino workers in Las Vegas whose contracts expire next week were preparing to vote on whether to authorize a strike, a move that could leave more than 30 properties without unionized housekeepers, bartenders, servers and other key employees.

And private - sector employers in key growth industries, such as information technology and banking, offer either defined benefit pensions or other forms of deferred compensation, such as stock options, to their employees to mimic the retention benefits of pensions when pensions are absent.

Armed with $ 476,553 from Gates, the Kentucky Chamber of Commerce's foundation produced a seven - minute video about the value and impact of the Common Core, a tool kit to guide employers in how to talk about its benefits with their employees, a list of key facts that could be stuffed into paycheck envelopes, and other promotional materials written by consultants.

Meanwhile, the panel moved several other key education bills including one that would rewrite the rules implementing sanctions against school officials who fail to report changes in an employee's work status while an allegation of misconduct is pending.

Considering that initial charters were granted based on Perry's claim to have a team already in place, and that his applications actually listed these individuals as key players, a number of other Capital Prep administrators and employees must be planning to join Perry in the Hartford Public School System.

Risks and uncertainties include without limitation the effect of competitive and economic factors, and the Company's reaction to those factors, on consumer and business buying decisions with respect to the Company's products; continued competitive pressures in the marketplace; the ability of the Company to deliver to the marketplace and stimulate customer demand for new programs, products, and technological innovations on a timely basis; the effect that product introductions and transitions, changes in product pricing or mix, and / or increases in component costs could have on the Company's gross margin; the inventory risk associated with the Company's need to order or commit to order product components in advance of customer orders; the continued availability on acceptable terms, or at all, of certain components and services essential to the Company's business currently obtained by the Company from sole or limited sources; the effect that the Company's dependency on manufacturing and logistics services provided by third parties may have on the quality, quantity or cost of products manufactured or services rendered; risks associated with the Company's international operations; the Company's reliance on third - party intellectual property and digital content; the potential impact of a finding that the Company has infringed on the intellectual property rights of others; the Company's dependency on the performance of distributors, carriers and other resellers of the Company's products; the effect that product and service quality problems could have on the Company's sales and operating profits; the continued service and availability of key executives and employees; war, terrorism, public health issues, natural disasters, and other circumstances that could disrupt supply, delivery, or demand of products; and unfavorable results of other legal proceedings.

With that in mind, under the IRS rules, deferred compensation plans ARE ONLY for employees of public entities OR for senior management or other highly compensated key employees of private companies.

List any supporting information or other additional information that you couldn't fit in elsewhere, such as resumes of key employees, licenses, equipment leases, permits, patents, receipts, bank statements, contracts, and personal and business credit history.

20 Pro Forma Financial Highlights Sources & Uses Refinance PENN Existing Debt: $ 2.7 billion Pre-spin redemption of Fortress Investment Group Conversion Shares: $ 412 million Pre-spin redemption of other Preferred Equity: $ 253 million (1) Cash portion of the Accumulated E&P Dividend: $ 438 million Transaction Expenses: ~ $ 145 million Total Transaction Debt: $ 3.75 — $ 4.25 billion Key GLPI (REIT) Stats Target Leverage: 5.5 x EBITDA Target Interest Coverage: 3.2 x Target Dividend Payout Ratio: ~ 80 % AFFO less employee option holder dividends Key PNG (OpCo) Stats Target Leverage: 3.0 x EBITDA Implied Adjusted Leverage: 5.6 x EBITDAR Target Rent Coverage: ~ 2.0 x Target Interest Coverage: > 5.0 x Includes $ 22.5 m Preferred Equity redeemed in the first quarter of 2013

When initially Sapias Holding strived to become an important player in the economy on Bonaire, it now looks also at other locations with prime dive sites, maintaining its core activity in the hotel - and / or tourism related sector while self sufficiency and either creating and / or optimizing synergy are key factors in order to maximize profits thru well trained and motivated employees.

Other key programs that will roll out in 2010 include upgraded personal care amenities, an enhanced breakfast program and new employee uniforms.

After last year's debacle E3 fiasco, Microsoft has been doing fairly well with getting back into gamers good graces, though some loyal Xbox fans (who moved on to other platforms) were still left with a sour taste in their mouths due to some rather mind boggling behavior from some key Xbox employees.

We work with clients to implement employment agreements, employee equity programs, retention agreements, and other incentive programs in ways to ensure the services of key employees during the postacquisition period.

In other words, the key to happy, productive employees is to ensure that they feel as if you respect them and are listening — and responding — to their needs.

The key to managing an employer's reputation and ensuring its employees, prospective recruits and any other third parties understand that an employer's objective to work towards gender pay equality and improve diversity in its workforce is the narrative.

When a business engages in practices that violate state or federal environmental laws, the corporate officers, business owners or other key employees of the business may be held civilly responsible — and also criminally responsible.

Other key mandates included defending The European Bank for Reconstruction and Development in a claim brought by a current senior employee for psychological injury.

For example, criminals are using phishing and other sophisticated types of cyberattacks to secure the passwords and other credentials of a firm's employees, and the strongest lock in the world will not stop a criminal if they have the key.

The key reasons an employee might pursue a civil lawsuit instead of, or in addition to, a criminal complaint or other avenues are:

In the early stages of a startup, founders often issue equity to friends, family members and other investors to acquire initial working capital and to engage key employees at a low - cost basis.

Other key topics will include employee engagement, how the role of in - house counsel is changing, competition law, leadership and development, as well as the benefits of diversity, KPIs and building an ethical culture.

In March 2012, our board of directors unanimously approved a Policy on Recoupment of Compensation, or Recoupment Policy, primarily to deter our current and former senior executives and other key employees from taking actions that could potentially harm us and to deter any financial or accounting irregularities with respect to our financial statements.

Kidnap and ransom insurance, known in the insurance world as K&R, can provide corporations (and individuals) with the ransom money needed to recover key employees or other corporate assets.

Furthermore, key man insurance and other employer - owned life insurance is specifically covered under Section 1.264 - 1 (a) and states the premiums paid for life insurance on the life of any officer, employee, or person financially interested in a business carried on by the taxpayer are not deductible where the taxpayer is directly or indirectly a beneficiary of the policy.

This very competitively priced plan provides long term protection that can help in meeting a wide variety of needs, including income for a surviving spouse and / or other loved ones, funds for paying estate taxes, funding for business continuation plans, and / or protection against the loss of a key employee or business owner.

The real impact on engagement is felt when it is part of other key elements in the organisational DNA, like the values that directly affect the employee experience.

While this type of critique may seem a bit... unfair... to candidates, it's important to realize interviewers only have a limited amount of time to get to know their potential employees and buzz words, key phrases or other red flags play a big role in the all - important gut feeling.

The Human Resources Benefits Specialist is a key player in this arena, acquiring and maintaining employee benefits in the areas of health, vision, dental insurance, 401K plans, retirement funds, and other non-cash incentives.

Communication is a significant skill that managers and other leaders and key employees need to work most effectively with colleagues in the workplace.

Well, if you're employer who considers academic achievement a key factor in the qualifications of your employees this grade point average padding can push an undeserving candidate above others more deserving.

Summary of Responsibilities Ensure the daily operation of the office, including coordination and supervision of cleaning, plant care, and other maintenance services Order general office supplies, stationary and office equipment Organize any issues related to representation, orienting guests, ordering supplies for presentations, catering Assist in liaison with the landlord of office building, with service providers Assist in liaison with external IT service provider, handle lower level IT issues in the office (printer, webcam etc.), coordinate with the IT team in Budapest Handle incoming and outgoing mails, liaise with Fedex / UPS / USPS Assist in coordination and preparation for meetings and conference calls, including arrangement of logistics, meeting space, communications and catering Assist in arranging and confirming local, domestic and complex international travel for team members and ensuring effective use of time and resources Assist the HR team with new employee work station set up Assist, order, prepare marketing correspondence Prepare and submit expense reports Maintain filing structure for both hard copy and electronic files Qualifications Bachelor's or Master's degree Minimum of 3 years of experience Computer proficiency with MS Office, heavy Outlook knowledge Driver's license Key competencies Strong organizational, project and time management skills; detail - oriented Strong sense of urgency and efficiency in completing work Ability to take self - initiative and be proactive Ability to recognize and appropriately handle highly sensitive and confidential material and information Ability to multi-task and prioritize workload Excellent verbal and written communication skills Team player Ability to work with minimum of supervision Flexible and open to changing priorities We are an Equal Opportunity Employer.

Spa Director — Duties & Responsibilities Lead through example with consistent work ethic, attitude, and professionalism, executing spa and salon administration functions, overseeing sales and marketing operations, and implementing cutting - edge industry techniques and trends Collaborate in all phases of strategic planning with other members of management team, including product inventory control, marketing and sales strategies, product and service offerings, client service, event coordination, and area competition Provide continuous assessment of key markets, potential customers, and capital utilization, while furnishing oversight and guidance regarding policies and procedures, budgets and financial forecasts, and client experience considerations Perform needs - based and situational assessments of policies and procedures to improve operational efficiency, manage and reduce costs, promote both employee and client satisfaction, and deliver a luxurious experience to high - profile clientele Identify and utilize talent among team members with focused training efforts, targeted professional recruitment, continued supervision of 40 staff, and the promotion of a performance - based environment leveraging individual talents for group benefit Develop and supervise support staff to aid in effective sales, marketing, and service operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion, including newsletter and article distribution Ensure effective execution of all administrative, HR, and financial aspects of business management, while analyzing and presenting important information to executive staff, stakeholders, and other relevant parties Address key client and management queries and resolve them in an expedited manner, promoting sustained revenue growth through client retention, referral generation, and the leveraging of cross-sales opportunities Create and implement firm marketing and sales strategies while tracking performance versus internal and external benchmarks, focusing on both revenue generation as well as cost control Maintain a strong working knowledge of products, services, techniques, and relevant tools, while committing to continued advanced technical education with respect to complex spa, salon, and fitness concepts and studies Act as a liaison between clients, vendors, sales and support staff, and other management partners to facilitate information flow and drive operational efficiency

Event Planning and Entertainment Management — Duties & Responsibilities Lead through example with consistent work ethic, attitude, and professionalism, performing event administration functions, overseeing client management operations and ensuring both efficient organizational communications and processes Collaborate in all phases of strategic planning with other members of management team and third - party vendors, including resource management, logistics, contract negotiations, marketing and public relations, issue resolution and client services Demonstrate leadership with respect to event direction, artist and talent development, and strategic marketing campaigns Provide continuous assessment of key considerations, potential issues, and resources utilization, while furnishing oversight and guidance regarding effective policies and procedures, process management and participation trends Perform needs - based and situational assessments of policies and procedures, utilizing several tools, to evaluate event effectiveness, improve operational efficiency, manage and reduce costs, and promote both employee and client satisfaction Identify and utilize talent among team members with focused training efforts, targeted professional recruitment, and the promotion of a performance - based work environment that leverages individual talents for group benefit Develop and supervise support staff to aid in effective marketing, relations, administration, and event operations, delegating important tasks and assignments while providing timely follow - up to ensure task completion Promote the effective execution of all administrative and financial aspects of event and client management, while analyzing and presenting important information to executive staff, client representatives, stakeholders, and other relevant parties Address key client and management queries and resolve them in an expedited manner, promoting sustained client growth through retention, word - of - mouth marketing and the attainment of talent engagements Create and implement client marketing and operational strategies while tracking performance versus internal and external benchmarks, focusing on both revenue generation as well as cost control Maintain a strong working knowledge of related products, services, techniques and relevant tools

Professional Experience American Red Cross (Douglasville, GA) 11/2007 — Present Communications Manager • Lead the strategic direction and implementation of all public relations and communication functions to achieve American Red Cross Blood Services collection goals and organizational objectives • Collaborate with Chapter counterparts to promote a singular American Red Cross image and messaging throughout the state • Develop viable communications plan to assure effective community awareness of critical need for donations • Produce market communications and develop media outreach initiatives, including press releases, media inquiries, and special project updates, to ensure image and brand consistency • Author and edit scripts, presentations, and speeches for use by senior - level organization executives • Establish partnership within the community to enhance awareness of the blood donation program while leveraging key relationships with local - and state - level media professionals • Develop and implement an annual public relations and communications budget to ensure self - sufficiency and utilize financial resources in an efficient manner • Execute and supervise all staff - related functions including hiring, training, evaluation, and career development to create a well - qualified team and enhance operational success • Plan and implement employee award and recognition programs to honor milestone achievements, customer service excellence, and the accomplishment of national initiatives • Perform all duties and responsibilities in compliance with standard operating procedures, Safety Quality Identity Potency Purity (SQUIPP), the Code of Federal Regulations (CFR), Occupational Safety and Health Administration (OSHA), the Food and Drug Administration (FDA), and all other applicable federal, state, and local entities

Conducted month - end balance sheet reviews and reconciled any variances.Maintained detailed administrative and procedural processes to improve accuracy and efficiency.Managed the receptionist area, including greeting visitors and responding to telephone and in - person requests for information.Maintained the front desk and reception area in a neat and organized fashion.Planned meetings and prepared conference rooms.Monitored the appearance and performance of the front desk staff.Dispersed incoming mail to correct recipients throughout the office.Supplied key cards and building access to employees and visitors.Made copies, sent faxes and handled all incoming and outgoing correspondence.Processed guest payments for room charges, food and beverage charges and phone charges.Greeted and registered guests and issued room keys.Balanced all rebates and other miscellaneous charges.Processed credit card transactions during the checkout process.Greeted all guests in a courteous and professional manner.Monitored the appearance and performance of the front desk staff.Fostered strong working relationships with all hotel departments.

Business Manager — Duties & Responsibilities Recruit, train, and direct customer service, sales, and administrative personnel ensuring profitable operations Study internal literature to become an expert on products and services Encourage high customer retention by maintaining friendly, supportive contact with existing clients Build and strengthen relationships with key clients, industry figures, and community leaders Maintain comprehensive records detailing pricings, sales, activities reports, and other pertinent data Negotiate contracts and agreements with vendors, distributors, and partners Support human resources department through benefit administration and performance evaluations Set and strictly adhere to company budgets and project timelines Direct special projects from conception to marketplace rollout Analyze and streamline organization structure, workflow, team metrics, and client database Implement training and development programs to reinforce branding and develop team skillsets Design and execute employee recognition program to boost morale and individual efficacy Create an atmosphere of respect, professionalism, and dedication to company goals Represent company brand with poise, integrity, and positivity Consistently promoted and awarded for excellence in management, sales, and customer service