Sentences with phrase «success of these companies by»

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.