Entrepreneurs, in particular, can maximize
the success of their companies by being clear on their talents and using them while running their companies.
Contributed to
the success of the company by collaborating inter-departmentally on various project launches.
I want to contribute to
the success of the company by working hard.
I wish to contribute towards
the success of the company by working as an HR recruiter.
Financial advisor resume objective 4: I am to contribute to
the success of the company by working at the position of a financial advisor so that I can display my financial advising skills, knowledge and hardworking nature in the most useful way.
I want to be part of
the success of the company by fulfilling my own goals and passion.
I want to contribute to
the success of the company by delivering my best and showcasing my experience, skills and hardworking nature.
I wish to contribute to
the success of the company by helping out everybody who needs help through my talent and knowledge of this field.
I want to contribute to
the success of the company by delivering my best performance and also expanding my own pool of knowledge through the services.
Fundraiser resume objective 3: I am to contribute to
the success of a company by working at the position of a fundraiser because I believe that I am not only convincing but also have the required experience of raising funds through my skills.
I want to contribute to
the success of the company by working hard in the direction of my own goals.
I wish to contribute to
the success of the company by giving in y 100 % and also learning about this field better in this process.
Summary Look forward to starting a new chapter with a good company and team members to contribute to the continued growth and
success of the company by sharing my knowledge as well as learning from others.
I will help to continue
the success of your company by cultivating a dynamic relationship and providing excellent service with a positive attitude and a desire to maintain the highest standards of professionalism.
I am confident in my ability to influence
the success of your company by providing marketing leadership to the business and thereby helping drive profitable growth.
Not exact matches
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.
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.
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.
These founders eagerly plot out five - year financial projections before they've even developed a product or service; a few theories about the fates
of those impacted
by a
company's
success are not any less likely to hold water.
In fact, some
of the fastest - growing private
companies in America are reaping
success by tapping into niche industries, or inventing entirely new ways to make money.
Stocksy — an online marketplace for stock photos — is the perfect example
of a
company finding
success by offering its independent contractors additional incentives.
A new generation
of service
companies, like Lunar Design, have figured out that it's all in the multiple
By most outward measures, Lunar Design would be considered a
success.
Other
companies, like GoPro and online dating platform, Plenty
of Fish, have also achieved enormous
success by bootstrapping before rushing to Sand Hill Road with a pitchdeck.
Daltco Electric was founded in 1977
by John Dalton and is now run
by his son Peter, who credits the
company's enduring
success to its strong pool
of employees — who are not always easy to find.
He chalks up the service's
success with a broad spectrum
of age groups to its ease
of use and suggests that
by keeping the less tech - oriented user firmly in mind, his
company has tapped into a rich vein
of customer need and appreciation.
Some
companies mange this successfully
by setting up an incentive system that rewards not just the
success of a particular brand but also
of the entire product line or
company division.
Every two or three minutes, a new piece
of GoPro — created content is uploaded to YouTube, and Woodman credits those videos — whether produced
by its army
of customers or
by the
company's 20 - person in - house media team — with much
of the
company's runaway
success.
Watching the enormous
success of companies like Facebook and Google — started
by founders who were barely out
of college — has dramatically altered the under - 25's sense
of when it's «right» or «appropriate» to pursue a good idea.
Founded
by Michel Guillemot, brother
of Ubisoft CEO Yves Guillemot, the
company is seeing
success through its licences
of popular Ubisoft titles.
Cultivate a sense
of ownership in employees
by showing them how their role directly affects others in the
company and client
success.
While continuing a dash
of «Swadeshi legacy», which the
company categorises as an element
of success, ultra-modern tiles are produced
by the
company.
In a study commissioned
by leadership consultant Green Peak Partners, and conducted
by Cornell University's School
of Industrial and Labor Relations, researchers looked at 72 senior executives at public, venture - backed and private - equity sponsored
companies and found that self - awareness was the biggest predictor
of a CEO's overall
success.
Rigor is not always a recipe for long - term
success when a
company has basically built a product offering
by sheer willpower and under the leadership
of a trigger - happy leader.
A
company is defined
by its reputation and the team leaders who quarterback other members to achieve the overall
success of the
company.
If there's one
company that knows the smell
of success, it's International Flavors & Fragrances, now led
by chairman and CEO Andreas Fibig.
According to Petrie, the
company is poised for an unusually long period
of success, driven primarily
by its purchase
of private U.S. water distributor DS Services (DSS).
They intuitively know — in my view — that you don't have to reinvent the wheel every time your
company launches a new initiative, and that you can learn from other
companies» efforts,
successes and mistakes
by mining the treasure trove
of knowledge that is the Internet.
There have been some small
successes, like $ 25 million in commitments to Maiden Lane, a quasi-independent fund that primarily backs
companies via AngelList's syndicates program, which allows well - known individual investors to create pools
of committed capital that gets invested on a deal -
by - deal basis.
«For example, high - quality engineers or scientists may be more interested in joining a
company started
by an entrepreneur who previously started a
company in a good industry and year if they believe (justifiably given the evidence) that this track record increases the likelihood
of success,» they write.
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.
By the way, Durkin and I were discussing whether Microsoft could apply the
success it has found in its Xbox business to other parts
of the
company.
When design thinking is embedded in
company culture, it enables
companies to find
success by focusing all
of their efforts around customer problems.
Develop a plan to assess the
success of a
company's mentoring program
by identifying the metrics to be used.
In RIM's case, the
success of the BlackBerry was blinding: the
company's founders were so pleased with what they accomplished, they hardly noticed when they were overtaken
by not one competitor (Apple) but several (Google and Samsung).
«But I'm just struck
by the fact that critical reviews may not be as critical as the market, and the evidence
of that is the commercial
success of «Bright,» at least according to the
company, versus the fact that it got relatively low ratings from the critics.»
Because
of its
success in the Middle East, the
company has been approached
by partners in Russia and Ukraine.
One
of them was the mid-1990s hit Maverick: The
Success Story Behind the World's Most Unusual Workplace
by Ricardo Semler, in which the author, a Brazilian CEO, describes running a democratic, open - book
company in which people set their own salaries.