Sentences with phrase «success of a company as»

The data suggests the crowd is often as good at predicting the future success of a company as professional analysts.

Patient care technician resume objective 5: To apply the expertise that I have acquired as a fund accountant for a leading and dynamic organization that considers hiring a fund accountant to be an asset for the company; the asset which is crucial for the success of the company itself as that would involve responsible handling of public money.

Fund accountant resume objective 1: To apply the expertise that I have acquired as a fund accountant for a leading and dynamic organization that considers hiring a fund accountant to be an asset for the company; the asset which is crucial for the success of the company itself as that would involve responsible handling of public money.

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.

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.

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.

«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.

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.

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.

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.

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.»

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.

Onboarding plans are intended to make new employees familiar with the overall goals of a company and support them as they embark on early projects all in an effort to achieve the perception of success (and productivity) quickly.

Target has a unique, well - established corporate culture in the U.S., which the company views as one of the reasons for its success, and leaders sought to replicate that environment here.

Just as Susan is aware of her competitors who are selling similar items at retail as a result of her success, she will evolve her marketing to coincide with the direction of her growing company... whether or not she decides to expand into retail.

The success of these companies is clear evidence of the value of this unique Canadian model, a model that works as an incubator of sorts for smaller companies with big ambitions and a viable plan.

Millman: We had bootstrapped the company with some success up until [this past winter], but realized that to take things to the next level, we needed an injection of capital and that as first - time entrepreneurs, mentorship would also be extremely valuable.

Later in the 1990s, when Jobs supported the Department of Justice's effort to rein in the Microsoft monopoly, Gates repeatedly threw Steve in with the vast set of «losers» who «whined» about what he saw as his company's deserved success.

«Snap is doing the right strategic moves but needs to manage this process well as celebrity influences like Kylie are a key ingredient in the company's recipe for success,» said Daniel Ives of GBH Insights in an email.

At work, the link between an employee's day - to - day work and the success of the business can be less obvious but employees must understand the importance of their contribution to the success of their department and company as a whole.

As I matured, I realized how all the functional areas of the company contribute to, and are required for, overall success.

Particularly in a time of corporate fiscal responsibility like we are in today, individuals need to prove to their companies perhaps more than ever that trade show / conference attendance is just as important to business success as it always has been, and perhaps even more.

Over the course of two hours, we discussed a number of topics, including his successes and failures while at the White House, growing up in Tanzania, and his current job as a senior vice-president at software - as - a-service company Salesforce.com.

As my own company has grown, I've had to make continuous adjustments to strategy and approach every year based on business development successes and failures and a slew of other things I couldn't really plan for.

Through the work I've done at Growth Everywhere, I've been lucky enough to chat with notable entrepreneurs such as Jason Lemkin (founder of Echosign, which sold to Adobe), Mark Organ (co-founder of Eloqua, which sold to Oracle) and others who are constantly pushing the boundaries of business success with their own companies.

It always tickles me when a spokesman explains to reporters that a company experiencing delays or other problems in delivering a product or service is «a victim of its own success» — as though it had undergone something rare and freakish.

While continuing a dash of «Swadeshi legacy», which the company categorises as an element of success, ultra-modern tiles are produced by the company.

«We view success as any company that secures a subsequent round of funding,» Conser says, noting that in some cases Shell «funds» a company itself.

What to include: Business plans vary in length — anywhere from 20 to 50 pages — but typically cover the same topics, such as: Cover Page (essential contact information); Executive Summary (what your business does and what market need it solves); Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five Company Overview (profile of company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five company and successes); Industry Analysis (details about the market); Customer Analysis (who are the customers); Competitive Analysis (identify key competitors); Marketing Plan (your brand and how do you plan on getting it in front of customers); Operations Plan (daily and yearly operational processes for success); Management Team (identify key company personnel); and Financial Plans (revenue projections for three to five company personnel); and Financial Plans (revenue projections for three to five years).

Amazon has had success with original shows like «The Man in the High Castle» and «The Grand Tour,» and the company's aggressive spending highlights its ambition to become as much of a destination for high - quality shows as Netflix and HBO.

M&A will never be 100 % successful and we learn from every deal we do, and so not to pick on any specific deal, but I've learned, based on relative success of deals we've done in the past, is making sure the key leaders at the company share a vision with the founder, making sure the strategy drives the M&A, as opposed to the M&A driving the strategy, and making sure we have good support mechanisms for these companies after they come in.

All of which sets up the company's recent success with Originals as an awkward challenge of its own.

ElNaggar emphasized that making Sapho available as an on - premise application was critical to the company's success, not least because of potential clients» security concerns.

The Times profile makes clear Miyamoto and Nintendo see this non-traditional approach as a key element in the company's success, and experimentation as an important part of what's kept Nintendo relevant for 30 - plus years.

In fact, one of the biggest companies on the planet is commonly referred to as an overnight success.

Apple built its success on the practice of creating both hardware and software, while competitors such as Google and Microsoft (mostly) create software to be used in other companies» hardware.

«You're not going to find another company in the Syracuse area who cares as much about their employees and success of everyone and the business as Terakeet.

While major production companies and distributors, à la Disney, typically get most of the credit for the success of Hollywood films, there are dozens of independently run startups like Rodeo that contribute in no small part to the success of projects, and without which these films would not look as glossy as they do.

«No matter the size of the company you're talking to, you're ultimately connecting with a single person, who, like most people, probably likes things such as proof of success, kindness, a little sense of humor and not working with jerks.

This research step can be an essential component of Internet success for companies, because location can be just as important on the Web as it is in real life.

And while he was obviously very happy with the success of the company, it was as a result of the hard work of iiNet's staff, combined with good timing, he said.

Like many, he points to the CSeries, which is expected to be ready for test flights in June, as far more important to the company's long - term success than a handful of big deals in the business line.

In fact, he credits it as one of the driving forces behind the company's success.

As an example of success, Davis held up Vevo, the Hulu - like music video site owned by Universal Music Group, Sony Music Entertainment and Abu Dhabi Media Company and served by YouTube.

As this makes clear, killing net neutrality will make ISPs rich but kill innovation — and even potentially slow down the growth of the U.S. economy, which is partially driven by the success of its major tech companies.

Out of all the books I have read around entrepreneurship, business, and leadership success, this has hands down had the most impact on the growth of myself, our business, and the development my own leadership skills as our team has grown from a startup to a global company with offices in London, Singapore, and New York.»

«As an experienced entrepreneur, I understand that hiring the right people is the most important part of ensuring a new company's future success,» says Manshoory.

Travis's failure to make good on this promise, as well as his continued involvement in the day - to - day running of the company, has created uncertainty for everyone, undermining the success of the CEO search.