Sentences with phrase «team personnel in»

Not exact matches

While giving examples of the team's management dysfunction, Fox Sports reported that the Bills» general manager — normally in charge of personnel matters — wasn't even aware that coach Rex Ryan had been fired until owner Terry Pegula told him so.

The Health and Human Services Department deployed assets to Texas and Louisiana ahead of Harvey's landfall, moving six teams of emergency medical responders to the Dallas area as well as teams to support medical personnel in both states.

The Chooks team of franchisees and head office personnel plans to expand to 25 franchises in the next couple of years, particularly within the metropolitan area.

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 years).

Fernando works from the company's offices in Quito, where he oversees a team of 15 developers, designers and tech support personnel.

General and administrative personnel increased by 49 % in the period from September 30, 2014, to September 30, 2015, primarily reflecting additions to our customer support, risk operations, legal, compliance, and finance teams.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

Additionally, different personnel may need to be on a team depending on the significance of the breach (whether it is at a mid-size or company - threatening level), type of breach (whether computer incursion or insider employee theft) or type of the information at issue in the breach (whether the breach involves social security numbers, credit or debit card numbers, personal health information or trade secrets).

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

Responders shall be highly motivated, reliable and flexible personnel to participate in the oil spill response labor pool and be part of the global team.

Investment Manager essential duties are: 1) Leadership of transaction execution — oversight of all advisors (financial, legal, market and technical), oversight of all financial modelling, pro-active management of timeline and primary point of contact for investment team; 2) Strong input on transactions sourcing; 3) Managing multiple transactions; 4) Negotiate and create optimal commercial, financial and legal structures; 5) Creation of materials for the Investment Committee («IC») sufficient to allow the IC to approve or reject activities, commitments, investments, and exits in accordance with company risk preferences, appetite, processes, etc.; 6) Creation and management of transaction closing processes; 7) Developing, instructing, training, mentoring, and coaching junior personnel;

Access to talent was the second most common challenge listed by startups, specifically finding the right personnel in the form of skilled professionals to build the team.

Fund companies employ teams of portfolio managers, analysts, fund accountants, compliance and risk monitoring personnel, and many other individuals who are in charge of managing the investment strategies that are offered by the fund company.

These require not only specialised and experienced personnel but also several iterations to identify the optimal plan or schedule for clients, which, in turn, enables them to inform markets, mine management and commodity marketing teams.

With the addition of more doctors, nurses, EMTs, paramedics and logistics personnel, Heart to Heart's medical teams have been able to push westward through the mountains, visiting numerous towns, meeting with hospital administrators, mayors, and other officials, and finding areas of need in which HHI can assist.

«I think there may have been angels there too and, in this context, I congratulate the fire team from New London and Hannibal, the Sheriff / deputies of Ralls County, the Highway Patrol personnel, the helicopter team, the nurses and all who worked so professionally.

With the ministerial talent in Antioch, we would improve the personnel benefits to make sure this great team stays together.

The company has a traveling personnel team that travels from ship to ship year - round to check that standards are followed in every restaurant.

«Frank Benso and his team of highly professional and trained personnel have allowed us to offer some of the safest products in our industry, every day of every week.»

Throughout February the team met with various in - store and community event teams, corporate dietitians, wellness services managers, nutritionists, community relations managers, promotions personnel and cooking instructors from Albertsons Companies, New Seasons Market, Schnucks and Dierbergs.

We also bring to the table a wealth of consumer research and insight, and a team of business development personnel that is dedicated to helping customers differentiate their offerings in a crowded marketplace.

Rarely does a team have to deal with this many personnel issue in - season, and the resulting experience could pay off.

let's face it, everyone and his brother has known what our deficiencies have been for several years, so why can't our management team seem to identify our weaknesses and aggressively target the necessary additions... the only plausible answer is we aren't willing to pay even close to market value for the players we clearly need and if we do actually get to the table we seem to make insulting bids that simple infuriate the team in question... for years Wenger has said he couldn't find any world class players to fill our voids, which seems to suggest that he thinks we currently have upwards of 40 world class players on our existing roster... if that is the case he should never be in charge of making personnel decisions... buying late in the window is so problematic, for obvious reasons, and especially since this year was supposed to be different (sarcasm)

The team released the car in a manner endangering team personnel and causing injury.»

Of course it would be silly to suggest that winning any game, cup or otherwise, isn't good for the club, but let's remember just how problematic FA Cup success has been for this club... I'm certainly not going to suggest I didn't enjoy seeing Arsenal win, I'm a fan of this club first and foremost, but how bad are things when you find yourself secretly wishing that your own team lost so that just maybe real change would finally come... I resent this team for even making me feel such thoughts and it's going to take a lot of effort on their part to earn my trust again... this club has treated the fans so poorly that it has created an incredibly fragile and toxic environment, so much so that a «what have you done for me lately» mentality has emerged... fans rise and fall depending on the results of each game because we don't have faith in those in charge to make the necessary changes to personnel and tactics... each time we win many fans attack any dissenting voices and make unrealistic claims about the players, the manager and the potential for unprecedented success... every time we lose the boo - birds run rampant, calling for heads to roll and predicting the worst... regardless of what side you fall on, it's not your fault, both sides are simply overcompensating for the horrible state of affairs that have been percolating for several years... it's hard to take the long view when those in charge have lied incessantly and refuse to take any responsibilities for their own actions... in the end, we are trapped by the same catch - 22 that ManU faced upon Fergie's exit... less fearful of maintaining the status quo than facing the unknown, which was validated, wrongly or rightly, by witnessing the difficulties they have faced during this transitory period... to be honest, the thing that scares me most is that this team has never prepared whatsoever for this eventuality, which considering our frugal nature and the way we have shunned many of our most revered former players is more than a little disconcerting

«We can get that [big personnel] in there from time to time, or when we play a team where we feel like we really need it.»

The gross mismanagement of Arsenal during June - Aug of this year is currently my feature case as a prototype of the worst possible bungling of personnel resources and mis - assignment of employee resources to roles (as just a few of many possible examples, sitting Kola & Laca last match, starting Welbeck who couldn't hit the broad side of a barn, playing Bellerin at LWB, third straight laughable team assignments in a row, seriously considering loaning out our 2nd best center back, letting multiple key players enter the final year of contract, etc etc etc) imaginable.

Armored personnel carriers had to be used to protect representatives of Malaysia's national soccer team before a game in Jakarta after the team's fans were accused of using laser pens to distract the opposing Indonesian team during the first leg of the AFF Suzuki Cup home - and - home series.

Given that Mizzou is sort of in a similar situation in terms of homegrown talent, what could Kentucky do to hide its weaknesses (i.e. personnel) and exploit those of other teams?

With a this team and personnel, this is the defensive game plan that offers us the best chance against PIT to be in a game where your offense can win while not having to put up a crazy amount of points.

But the» 96 — 97 team, which lost in the NCAA final to Arizona, ran the same stuff with less famous personnel (guards Wayne Turner and Anthony Epps) and better statistics, forcing turnovers on 29.8 % of their opponents» possessions, a higher rate than any team in kenpom.com's database, which only goes back to 2002.

I'm not familiar with the hierarchy of a pro football team, but in Fallen Idols (Nov. 21), your story on the waning fortunes of the St. Louis Rams, I read about an owner, a team president, a general manager, a director of football operations, a director of football administration, a president of football operations and a vice president of player personnel.

Certainly, Tannehill's numbers were solid for a rookie quarterback, but Miami fans and personnel alike will expect Tannehill to take a step forward in 2013 — especially if the team adds Wallace.

A successful talent evaluator with a plethora of NFL experience, Tom Gamble returned to the 49ers as the team's senior personnel executive during the 2015 offseason after spending the previous two seasons with the Philadelphia Eagles as their vice president of player personnel.Gamble's extensive NFL resume includes work in both college and pro scouting, contract negotiations and a stint in the coaching ranks.

The format will be similar to the «respect at work» campaign, in which three or four league representatives taught an hour - long program with coaches, players and team personnel about behaviors that will not be tolerated and what resources are available if outside help is needed.

We all have seen the effect a red card and the consequent loss in personnel can have on a team; in Ozil's case, it's more or less the same scenario as handicapping the team despite staying on the pitch.

You only have to look at how we capitulated to chelsea liverpool and city a couple seasons back to know that it wasn't necessarily down to personnel but the belief in the team as well.

The Stockton Thunder of the ECHL recently let kids shadow different personnel of their hockey team in a «Kids Take Over...

«If a team is a one - back offense with three or four wide receivers in the set, we match their personnel and play nickel or dime.

Notre Dame plays a lot of 11 and 12 personnel sets (one or two tight ends), and under new offensive coordinator Chip Long, has become more of a gap - oriented running team, using TEs to pin edge players while guards and tackles pull around in search of linebackers.

They did the same in the Super Bowl, trotting out the same game plan they have all year — vanilla, perhaps, with small wrinkles to fit the personnel — and the confidence in knowing that they're just better as a team than the guys lining up across from them.

This is an incredibly difficult question to answer for a variety of reasons, most importantly because over the years our once vaunted «beautiful» style of play has become a shadow of it's former self, only to be replaced by a less than stellar «plug and play» mentality where players play out of position and adjustments / substitutions are rarely forthcoming before the 75th minute... if you look at our current players, very few would make sense in the traditional Wengerian system... at present, we don't have the personnel to move the ball quickly from deep - lying position, efficient one touch midfielders that can make the necessary through balls or the disciplined and pacey forwards to stretch defences into wide positions, without the aid of the backs coming up into the final 3rd, so that we can attack the defensive lanes in the same clinical fashion we did years ago... on this current squad, we have only 1 central defender on staf, Mustafi, who seems to have any prowess in the offensive zone or who can even pass two zones through so that we can advance play quickly out of our own end (I have seen some inklings that suggest Holding might have some offensive qualities but too early to tell)... unfortunately Mustafi has a tendency to get himself in trouble when he gets overly aggressive on the ball... from our backs out wide, we've seen pace from the likes of Bellerin and Gibbs and the spirited albeit offensively stunted play of Monreal, but none of these players possess the skill - set required in the offensive zone for the new Wenger scheme which requires deft touches, timely runs to the baseline and consistent crossing, especially when Giroud was playing and his ratio of scored goals per clear chances was relatively low (better last year though)... obviously I like Bellerin's future prospects, as you can't teach pace, but I do worry that he regressed last season, which was obvious to Wenger because there was no way he would have used Ox as the right side wing - back so often knowing that Barcelona could come calling in the off - season, if he thought otherwise... as for our midfielders, not a single one, minus the more confident Xhaka I watched played for the Swiss national team a couple years ago, who truly makes sense under the traditional Wenger model... Ramsey holds onto the ball too long, gives the ball away cheaply far too often and abandons his defensive responsibilities on a regular basis (doesn't score enough recently to justify): that being said, I've always thought he does possess a little something special, unfortunately he thinks so too... Xhaka is a little too slow to ever boss the midfield and he tends to telegraph his one true strength, his long ball play: although I must admit he did get a bit better during some points in the latter part of last season... it always made me wonder why whenever he played with Coq Wenger always seemed to play Francis in a more advanced role on the pitch... as for Coq, he is way too reckless at the wrong times and has exhibited little offensive prowess yet finds himself in and around the box far too often... let's face it Wenger was ready to throw him in the trash heap when injuries forced him to use Francis and then he had the nerve to act like this was all part of a bigger Wenger constructed plan... he like Ramsey, Xhaka and Elneny don't offer the skills necessary to satisfy the quick transitory nature of our old offensive scheme or the stout defensive mindset needed to protect the defensive zone so that our offensive players can remain aggressive in the final third... on the front end, we have Ozil, a player of immense skill but stunted by his physical demeanor that tends to offend, the fact that he's been played out of position far too many times since arriving and that the players in front of him, minus Sanchez, make little to no sense considering what he has to offer (especially Giroud); just think about the quick counter-attack offence in Real or the space and protection he receives in the German National team's midfield, where teams couldn't afford to focus too heavily on one individual... this player was a passing «specialist» long before he arrived in North London, so only an arrogant or ignorant individual would try to reinvent the wheel and / or not surround such a talent with the necessary components... in regards to Ox, Walcott and Welbeck, although they all possess serious talents I see them in large part as headless chickens who are on the injury table too much, lack the necessary first - touch and / or lack the finishing flair to warrant their inclusion in a regular starting eleven; I would say that, of the 3, Ox showed the most upside once we went to a back 3, but even he became a bit too consumed by his pending contract talks before the season ended and that concerned me a bit... if I had to choose one of those 3 players to stay on it would be Ox due to his potential as a plausible alternative to Bellerin in that wing - back position should we continue to use that formation... in Sanchez, we get one of the most committed skill players we've seen on this squad for some years but that could all change soon, if it hasn't already of course... strangely enough, even he doesn't make sense given the constructs of the original Wenger offensive model because he holds onto the ball too long and he will give the ball up a little too often in the offensive zone... a fact that is largely forgotten due to his infectious energy and the fact that the numbers he has achieved seem to justify the means... finally, and in many ways most crucially, Giroud, there is nothing about this team or the offensive system that Wenger has traditionally employed that would even suggest such a player would make sense as a starter... too slow, too inefficient and way too easily dispossessed... once again, I think he has some special skills and, at times, has showed some world - class qualities but he's lack of mobility is an albatross around the necks of our offence... so when you ask who would be our best starting 11, I don't have a clue because of the 5 or 6 players that truly deserve a place in this side, 1 just arrived, 3 aren't under contract beyond 2018 and the other was just sold to Juve... man, this is theraputic because following this team is like an addiction to heroin without the benefits

If you've ever been in or around a motorsport paddock you'll know that golf buggies are one of the most popular ways for team personnel and VIPs to quickly and safely get around.

Massimiliano Allegri had to deal with the losses of Carlos Tevez, Andrea Pirlo and Arturo Vidal this season, and the way in which the Italian tactician has not only replaced them in terms of personnel, but rebuilt the team to allow others to step up and take their place, should be commended.

conversation has come up as per usual... And I mean everyone is entitled to their own opinions, but... for me there doesn't seem to be a difference in opinions, the same bog standard 4 -2-3-1 (put me to f@cking sleep formation) is the basis to which we turn to time and time again, the only difference is the personnel... and the assumption that they bring tactically a different aspect to the team..

well the team doesn't even have a true prototypical 3T that he would be replacing, so that feels like it would provide the largest net difference in personnel.

«I see [us] going through the same struggles as any team that is new to success, especially one with such young personnel,» wrote the much - traveled Shirley, who has scored a total of 31 points in three NBA seasons.

Our problems have nothing to do with personnel, in our two recent losses we were the better team for the first half and didn't show up for the second half.

There are three rookies who barely play along with a grab bag of veterans and holdovers for a team that turned over half its personnel in the offseason.