To obtain a long term career Sales Management Position with a forward thinking organization where my experience and skill sets will be essential for long
term company growth, employee retention, customer service excellence and profitability.
Seeking to apply management talents to drive long -
term company growth
Not exact matches
In all likelihood, Dell will focus the
company's future acquisitions towards enterprise software
companies, which, he says will create «long -
term value and
growth for our
company and for our stockholders.»
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.
However, he said that no one should misunderstand his goals for
growth, «we are a coffee
company... We're creating adjacent opportunities to create long -
term growth and long -
term value for our shareholders.
Though
company co-founder Ben Silbermann told Fortune in the spring of 2015 that he had no short -
term plans to take his
company public, the rapid
growth of the
company may make him reconsider.
Namely, it can take a decade or more for highly trained workers or immigrant entrepreneurs who create fast -
growth companies and jobs to get long -
term work status and citizenship.
Facebook's early success with video ads and monetizing its photo sharing subsidiary Instagram have shown the
company's ambitious long
term projects won't hurt revenue
growth in the short
term.
I wasn't advocating for any specific actions because sometimes the right action is for
companies to accept short -
term losses in exchange for faster
growth and capturing market share and many times it makes sense to grow more pragmatically or even profitably.
Meanwhile, third - ranking
company Prodigy Ventures Inc. (no affiliation with Prodigy Game) is a testament to long -
term growth potential.
In the U.S. presidential race, Hillary Clinton has proposed tax reforms to curb what she calls «quarterly capital,» the focus by public
companies and investors on rapid returns instead of long -
term profitability and economic
growth.
Currently, the
company is trading at about 25 times earnings and with a long -
term earnings per share
growth rate of about 15 %, its price - to - earnings to
growth ratio — a metric used to value fast growing
companies — is about 1.4.
Given the
company's fast
growth, it's perhaps not surprising that Connolly has suffered the entrepreneurial equivalent of «road rash,» the
term cyclists use for the scrapes they sustain when they kiss the pavement.
More competition in developed markets and a supply shortfall of its Ore - Ida branded potato - based frozen foods are among reasons why the
company is cautious about short -
term revenue
growth, Chief Exectuive Officer Bernardo Hees said on a call with analysts.
Corporate venture - capital firms that benefit from high cash flows might be willing to spread out their investments over a few similar
companies and take a back seat in
terms of driving their
growth, while a venture - capital firm is typically motivated to take a more focused and hands - on approach for its portfolio
companies.
Seeking to appease investors with boosts to share prices, CEOs are prioritizing short -
term returns at the expense of R&D, workforce training and other investments essential to their
companies» long -
term growth.
Rather than cater to retail investors demanding
growth every quarter, these
companies plan and invest for the long
term, since the founding family's wealth is tied up in the business.
But if you are in a group with
companies that are at very different
growth stages than you are, you might find it frustrating because your peers just aren't dealing with the same issues you are in
terms of scaling or managing people.
In this role, he leads business and financial strategies for the
company to deliver profitable
growth and long -
term shareholder value, and sets direction for the finance, operations, supply chain and information technology functions.
Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for
growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8)
company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near
term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined
company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined
company, to retain and hire key personnel.
Avoid potential office politics clashes by being sure all your employees are comfortable and confident in their own long -
term growth potential with your
company.
They examined 51 computer
companies with outsized CEOs in the period from 1997 to 2003 and found some commonalities: they tended to be at the top or the bottom of the pack in
terms of revenue
growth, profits and other metrics.
For long -
term growth, the
company must continue its international expansion, and its record in the American market is decidedly middling.While it doubled its U.S. presence over the past five years, now boasting more than 645 outlets, it was also forced to close 54stores there in 2010.
Buybacks, said Aguilar, are done because that's the way
companies think they can get the best return on their investment, so with a more volatile stock market and harder access to credit, spending cash on long -
term growth becomes the best option.
A good boss will discuss your prospects for long -
term growth within the
company — and not just during your performance evaluation, Taylor said.
This «packaged fresh» category — a
term coined by Campbell Soup CEO Denise Morrison — has become critical to consumer packaged goods
companies as they seek out
growth.
Throughout the years, Volkswagen has proved that designing a
company around thoughtful values, effectively communicating them to a target audience and maintaining them over time can drive long -
term brand loyalty and
growth.
But in a letter sent last month to CEOs of the S&P 500 and large
companies in Europe, the Middle East, Africa, and Asia Pacific, BlackRock CEO Larry Fink criticized corporate leaders» use of share buybacks and dividends when they might be better served by investing in «innovation, skilled workforces or essential capital expenditures necessary to sustain long -
term growth.»
If you can work to facilitate an ongoing conversation with your marketing team, with clearly defined
terms and expectations, you will find it is a relationship that can work wonders for unifying your
company towards
growth.
«Same - Shack» sales
growth — the
term the
company uses for the change in year - over-year revenue for U.S.
company - owned stores opened for at least 24 months — have slowed.
The news came just after Tencent's shares fell 5 %, an event prompted by the
company's warning to investors that it was going to increase spending on content and technology in order to boost
growth — investments that will likely cut its short -
term profitability.
On the one hand, these investors could be very happy swapping their current stock for shares in the acquirer's firm, because the long -
term prospects for
growth look strong in the post-deal combined
company, and they're happy to share in that
growth.
Do you need relatively short -
term capital - between one to four years - for various
company initiatives such as acquisitions or
growth financing?
These metrics, which isolate
growth and performance, point to
companies that were well - prepared for their IPOs, and which took the steps needed to succeed long
term.
The
company's ESOP - training plan calls for role - playing games to help employees better understand their impact on stock value as well as a series of what - if exercises to help explain the delicate balance between short -
term profit taking and long -
term growth needs.
Facebook now needs to focus on future
growth, Diller said, adding that Mark Zuckerberg is only running the
company for the long -
term.
While there's still plenty going on in this area in
terms of startups and venture capital investment, the city may have seen a drop because of a relatively low high -
growth company density of 94.4 (out of 100,000).
By 2000, after a telecom bust and the bursting of the tech bubble in New York, Joe's
company was taking on capital on onerous
terms to sustain the
company's
growth.
Step 2: Maintain a positive cash flow While it may seem obvious, assuring that your
company maintains a positive cash flow is essential to long -
term viability and
growth.
For Shai Altman, president of McCain Foods (Canada), that investment aptly captures the
company's long -
term strategic thinking, focus on its core values, and commitment to sustainable
growth.
For shareholders, the deal «provides them with immediate and compelling cash value and the opportunity to meaningfully participate in the long -
term growth potential of a powerful combined
company,» ILG Chief Executive Officer Craig Nash said in the statement.
While pulling back resources may also hurt
company growth, and you hate that, you know it's a necessity if you want to stay in business for the long
term.
«But here's the thing: the Chinese market is a huge component of the
company's long -
term growth strategy.»
His deep - value philosophy can be boiled down to four points: he's looking for high - quality stocks that protect against the downside; he wants businesses where short -
term issues have caused investors to abandon the
company; he wants to wait until valuations are «out - of - this - world» cheap, and he tries not to pay attention to macro issues like eurozone debt or Chinese
growth.
BuildGroup's model is based on a long
term investment approach that helps
companies accelerate their current business while establishing the foundation for significant future
growth.
As different as investors are, they have one thing in common: the long -
term performance of any of their stocks depends on the long -
term profit
growth of the respective
company.
In the $ 1.7 trillion in active funds we manage, BlackRock can choose to sell the securities of a
company if we are doubtful about its strategic direction or long -
term growth.
AMD's CEO, Lisa Su, said bitcoin and its competing currencies won't be a «long -
term growth driver» for the
company.
Some do it by trying to invest in
companies they think have strong long -
term growth prospects.
With a long -
term growth rate of 27.6 percent, the
company is expected to continue its rise.