Sentences with phrase «thing the company needs»

The top thing companies need to focus on now, says Salkeld, is keeping their employees on the job.

The last thing, the absolute last thing this company needs is a bad first quarter.»

«The thing companies need most is often what they get least: the truth,» says Mindy Mackenzie, author of The Courage Solution: The Power of Truth Telling with Your Boss, Peers, and Team.

These points have monetary value and could be used by the owners to purchase things the company needs.

Microsoft has been making so many consumer - friendly choices lately, that an issue with Xbox Game Pass is the last thing the company needs right now.

He said there are a few things the company needs to do before coming to Hanford.

There are few things the company needs to do before coming to Hanford, Reckhorn said, including obtaining permits, securing funding and customer demand.

Check out these stats to learn why employee recognition could be just the thing your company needs:

To join a reputable forward thing company the needs a proven sales / management professional with prospecting and developing new markets.

Not exact matches

Here's the thing... when you perform a background check on your own, or hire a cheap internet company to do your background checks, you are not getting the information you need.

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 as a company grows in revenue, customer base, venture capital and therefore executive teams members, things need to change.

All of these things take time to learn, and this knowledge base is part of the unique culture and shared language of the company; when employees leave, or when new hires get brought on board, the company needs to have a plan in place to preserve the continuity of the company's institutional knowledge.

«I think proactively knowing about customer problems can really help you build a long - term intuition about the important things you need to get right when you build your company.

One thing is certain: If you're a company that plans to be alive in the future you're going to need to find a way to attract Millennials.

This can make things a lot easier if a company needs somebody to make basic updates frequently, but can't afford a web developer.

Among the companies the government contracted to supply such things, and get them to where they were needed, was a South Carolina outfit called IAP Worldwide Services, specialists in logistics.

You might say, «Our company prides itself on having customers buy things they do want, things they do need.

With competition fierce, companies need to develop brands that instill these two things in its strategy.

As a business, you need to identify the things that HR does to increase the value of the humans within the company and keep that in house.

Millman: We had bootstrapped the company with some success up until [this past winter], but realized that to take things to the next level, we needed an injection of capital and that as first - time entrepreneurs, mentorship would also be extremely valuable.

Eric Kiisel, senior vice-president, energy and consumer, ATS Automation Tooling Systems: One of the things I think we need to strengthen in Canada is how our companies work with universities and colleges.

While he did that, Rawlings needed cash, so he and his wife bought Home Care Providers of Texas — a home - healthcare company, of all things.

The question is whether all these startups are really good for the economy or do we need big companies and are these entrepreneurs who are selling out for $ 60 million or $ 90 million really doing the patriotic thing?

«In reality, the majority of organizations don't necessarily understand exactly where their profits are coming from, where their key missions are being driven from, and the key things they would need to be able to do and in what timeframe if that was disrupted,» says Lyndon Bird, international technical director of the Caversham, England - based Business Continuity Institute, which provides business continuity certification and guidance for companies around the world.

From celebrating the big things to enjoying the little things, building a strong company culture that inspires both teamwork and friendly competition isn't rocket science and needn't deplete revenues.

That said, scaling a company isn't an easy thing to do, as the many changes needed can derail even previously successful businesses.

In the second group are existing cable and satellite companies, who will be making a number of arguments about why this opening up isn't necessary — including the argument that they are already opening up themselves and therefore don't need the FCC to barge in and wreck things.

However, as your company grows, you may find things that no longer work, departments that are no longer needed, and staff members that don't gel.

«It would certainly be simpler if we didn't sell them anymore, but the reality is there's a need,» says John Hammergren, McKesson's longtime CEO, who stresses his company wants to do the right thing.

These connected pool - monitoring offerings show the promise of the Internet of things in helping companies provide remote preventive maintenance and diagnostic services, and ensure that needed physical products are delivered on time.

Investors need to keep a few things in mind when assembling a portfolio of companies that place a priority on regularly paying their owners.

Startups based around a new idea sometimes get too sure of themselves, neglecting to keep a watch on the markets — competition isn't necessarily a bad thing, but you need to make sure you differentiate yourself in a way that makes your company seem like the more appealing service.

[Jumpstart] was created by the business and philanthropic community with the sense that there wasn't an organization that had the responsibility and competency to help idea - stage tech companies get the things they need to advance,» says Leach.

Ever when faced with overwhelming evidence that major changes are needed, most companies are slow to take action and lack the sense of urgency required to get things done.

That's a good thing in many ways, but I can imagine companies will need to train employees on how all of these apps and services tie together.

The company believes it needs to close at least 1,100 stores to even have a chance at turning things around.

«There are operational things that we need to change in this company and we are changing them... We have to learn from our mistakes and we need to take action,» she said.

In order to keep things running smoothly every company needs a group of individuals who keep its financial performance ticking along.

Before founding My Luck Club, a platform that connects people who need things done with others who want to help, Phyllis Pierce owned a Los Angeles pie company.

«The compliance bar for companies to go public is much higher than in previous years, so things like pending litigation and accounting irregularities need to be clean,» says David Zilberman, partner at venture capital firm Comcast Ventures.

But if you want a great company culture, you don't need any of those things.

The third thing is that Founders Need to Run the Company Longer Today, we take for granted new mobile apps and consumer devices appearing seemingly overnight, reaching tens of millions of users — and just as quickly falling out of favor.

Quite a few of the things you need to take your company to a higher level are possible with apps that are already on the market.

But when it comes to company - wide communication, make things short and sweet enough to give your team the information they need to act without overwhelming them.

You need a company email address to join up and share photos, events and other things with your coworkers.

The first thing I did to get my company on track was ask myself why I was behaving inconsistently and what habits I needed to develop to make myself a more consistent leader.

First, we must emphasize one of the key parameters of this example: The main thing driving up the company's need for capital is the huge amount of capital equipment needed to open the doors.

«If you take it off company - wide, you're taking off things you need,» says Jeff Olson, 43 - year - old co-founder of Velocity Business Publishing, a book and e-book publisher in Bristol, Vermont.

If search results are expanding to cover things like video, companies need to make sure they've got something that'll show up in results..