Sentences with phrase «term needs of a company»

Not exact matches

Some companies, particularly those on the verge of collapse, need this kind of leader because they get results, though the results tend to be short term.

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.

But long - term, the company clearly knows that it needs a hedge against the vicissitudes of the TV distribution market, and owning content is one way of doing that.

During the recent downturn, many companies found that they couldn't shed costs as fast as they needed to, because many of their staff were on permanent or fixed - term contracts.

But the fact is that most companies need 5 - 10 years to hit their stride in terms of identifying the right market, product, and marketing strategy.

When Bertolini began to frame health in those terms, he tells me, he began to see Aetna's «journey» more clearly — understanding that it needed to transform from a company that «sells insurance in a warranty card» to one that says to its customers, «Let's figure out what's standing in the way of living the life you want to lead.

Leveraging Conlon's unrivaled network of curated, long - term relationships and experiences enables the company to provide clients with return driven results for all of their real estate needs.

The managementconsulting streamrequires four yearsof work experience, while science and engineering candidatesdo not necessarily need any professionalexperience, but spend one term workingon - site at a company of their choice.

For Directors» equity to vest (the portion they did not purchase), hurdles would need to be achieved that reflect personal performance and long - term value creation of the company.

It's building insurance companies; it's building pension funds; it's building whole structures that we need for long - term investments,» said Mark Tinker, who is Head of Framlington Equities Asia at AXA Investment Managers.

If you're headed out to raise capital for your company, you'll still need to address key issues about the size of your market, the experience of your team, and your long - term financial goals.

The company must have long - term potential; it needs some sort of sustainable competitive advantage that will keep it in business for years to come; he wants double - digit returns — «Why bother buying a business if you're not getting at least that for taking on the risk of owning a company?»

Swirling about him are Model 3 production issues, three investigations between two federal organizations, and a near never - ending cycle of new, grander ideas and plans that often buoy the stock in the short term, while threatening to further sap the company of much - needed cash down the line.

Instead of worrying about bargaining for a few percentage points off the rate, spend time negotiating the lease's term and thinking about the company's true needs for the future.

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.

And these execs are not always the ideal hire: Local management teams often have deep knowledge and understanding of national cultures, markets, and worker psychology that most companies need for long - term stability, says Mark Murphy, CEO of Leadership IQ, an Atlanta research and management consulting firm.

The senior teams that lead each separate business unit are directed by three key priorities: one, fostering cross-functional communication across the company; two, setting and supporting decision - making for the medium - to long - term needs of their unit; and three, developing three - year rolling business plans on an annual basis.

Activists have a habit of demanding short term solutions — sale leasebacks, stock buybacks — that get in the way of companies making the investments they need for long - term health.

The company said it has cut back its capital expenditures forecast «by focusing on the critical near - term needs that benefit us primarily in the next couple of years,» the company said in its shareholder letter.

All company CEOs need short - term and long - term strategies to give them a sense of purpose, and some of these can depend heavily on data analysis.

High - performance doesn't equal living at the office anymore, and if your goal is to have a high - functioning company for the long term and to really make it sustainable, you need to embrace the fact that your employees are people who also have lives and responsibilities outside of work.

«If you ask me what I think is the most important, whoever tech companies hire, they need people from diverse backgrounds, racially diverse and diverse in terms of gender, and especially when we are talking about content moderation, there is a cultural element to that.

A company might decide to sell some of its assets in order to raise the short - term finance they need or they may use their assets as collateral to access secured loans that might ease cash flow concerns or help them make other important investments.

Among the events being planned for T3's new Innovation Studio are a saké tasting and a panel discussion about what Boston needs in terms of infrastructure to attract more innovative companies to the city.

These risks and uncertainties include competition and other economic conditions including fragmentation of the media landscape and competition from other media alternatives; changes in advertising demand, circulation levels and audience shares; the Company's ability to develop and grow its online businesses; the Company's reliance on revenue from printing and distributing third - party publications; changes in newsprint prices; macroeconomic trends and conditions; the Company's ability to adapt to technological changes; the Company's ability to realize benefits or synergies from acquisitions or divestitures or to operate its businesses effectively following acquisitions or divestitures; the Company's success in implementing expense mitigation efforts; the Company's reliance on third - party vendors for various services; adverse results from litigation, governmental investigations or tax - related proceedings or audits; the Company's ability to attract and retain employees; the Company's ability to satisfy pension and other postretirement employee benefit obligations; changes in accounting standards; the effect of labor strikes, lockouts and labor negotiations; regulatory and judicial rulings; the Company's indebtedness and ability to comply with debt covenants applicable to its debt facilities; the Company's ability to satisfy future capital and liquidity requirements; the Company's ability to access the credit and capital markets at the times and in the amounts needed and on acceptable terms; and other events beyond the Company's control that may result in unexpected adverse operating results.

Those terms are richer than previous Times buyouts have been — and indicate whom the company needs to take them up on the buyouts if they are to make their numbers: a large exodus of veteran staff.

And so, we think and obviously there regulations that are coming into force in Europe, and we would expect to see more things globally, that all of these companies, and certainly Alphabet included, are going to need to begin to adjust and help people understand what it is they «re doing and what it is they «re giving away if you like in terms of their data.

While you won't get ideal terms with these lenders, these companies offer a range of different products, loan amounts and terms that should suit most needs.

Giving these potentially successful individuals the support that they need can make all the difference in the world in terms of the long - term success of a potential company.

The company is even open to borrowers with subprime credit, as you need a minimum FICO credit score of only 550 to be considered for a term loan.

There are specialized 7 (a) program options for exporting companies, those in underserved communities, those with military ties (such as a veteran business owner or businesses owned by the spouse of an active service member), and those with cyclical or seasonal businesses that need help with short - term financial needs.

As the leader, you'll need to set the bar in terms of open talks with them from everything from company updates to rectifying any issues.

But you're absolutely right about companies needing to take advantage of their own employees in terms of linking opportunities as best as they can.

No single investment must last for the entire span of the investor's life, because the investor ideally has a diversified portfolio of several dividend - paying companies, but the better the investments perform over the long - term, the lower the turn - over rate of the portfolio needs to be.

These issues do not seem insurmountable or likely to cause more pain than just a slow bleed over time, but they need to be thoughtfully addressed if the company is to continue its rich history of profitable long - term growth.

They were important companies doing big things in terms of providing the technology needed for the next century's communications and internet build - out.

Often times hard decisions need to be made at companies and while these decisions may be at the expense of short - term results, they are usually a necessary evil to ensure long - term competitiveness.

I should note that I make no assurances or promises about the future long - term performance of any of these companies, and it is up to each investor to only purchase stocks after their own independent verification of the facts, consultation with professional advisers if need be, and with a willingness to accept full responsibility for the consequences of your own investment decisions.

Outlook For the full year 2012, the company is increasing its adjusted free cash flow guidance to reflect the favorable terms of the notes receivable securitization, the impact of lower financing propensity which results in a higher percentage of cash sales as compared to financed sales of vacation ownership products, as well as reduced real estate inventory needs.

As a company leader, you have to weigh the constant need for immediate revenue against the long - term health of your organization.

Mining companies neglect the design because of the need for short - term success against strategic, medium - term success, and they usually place more importance and urgency on meeting production quotas, which actually results in production losses, Chikosha adds.

The company will need to populate it with their offering circular, company information, a video introducing the company, financials, and the terms of the raise.

Driver and company also interpreted worship in dramatic terms, noting that Christian worship arises out of an impulse to act together, «to do something which either changes the relationship to the Divine or express it» Finally, there was a need, again arising out of the religious drama movement, for material that was appropriate for production in church.

The company says it also recognizes the need to operate in a responsible manner that supports the long - term life of the farms it works with, as well as reduces waste.

As President Max Hurtado explains, the company has become a major success in the industry over the last two decades by concentrating on providing customers with everything they need in terms of protein and providing it at exactly the right time.

Many of Grindmaster - Cecilware's suppliers are long - term partners with the company and understand its needs.

The key to sourcing organic ingredients, as in the non-GMO supply chain, is long - term planning, particularly for bigger companies that need greater quantities of ingredients.

He further stressed that given the current scope of food fraud in the global food marketplace, there is an urgent need to clarify definitions and terms that can collectively be used by companies to address food fraud on a global scale.

Private equity firm Kohlberg Kravis Roberts intends keeping Treasury Wine Estates chief executive Mike Clarke at the helm should its $ 3.05 billion offer prove successful, but they believe the company needs to be away from the glare of public markets for Mr Clarke's long - term fix - it plans to succeed.

«Its functional properties are designed to meet specific customer needs and product requirements in terms of texture, protein content and Dry Matter (FAT / DM) ratio,» said the company.