Sentences with phrase «thinks about the firm»

When considering your options, think about each firm's past experience in handling conversions, whether you «get on» with them, and whether they are able to support you post-conversion.

Think about your firm's current website.

Questions are a good way to engage interviewers to let them know that firstly you've thought about the firm in a bit more depth, but also «in the course of your questions it can show how you articulate your thoughts and whether you're comfortable having a back and forth with the interviewer.

If there's one thing we've learned from our legal industry research, it's that what your clients say and think about your firm matters to your buyers.

What do they think about the firm's clients?

Yet often he feels he's the only person who thinks about the firm as a business; the only one who thinks about all the external forces affecting the firm.

Think about your firm's mission and crystallize it in your company description — be as specific as possible.

It is about the way law firms are managed and led, how their leaders think about the firms» futures, and how the firms adapt to a changing world.

With the end of the year approaching, it is time to think about your firm's goals for 2017.

To do that, quite frankly, you need to ask clients what they want, expect and think about the firm's services.

Overcome false perceptions by partners that they already «know what clients think about firm,» or clients «are too busy» to participate, etc.;

Ron: [30:10] So people understand in the US, at least, if I think about firms, and it's a firm we've done work for, Ogletree Deakins has a lot of online services and legal project management that's roughly equivalent to Allen & Overy's advanced delivery services.

It is polite way of conveying what the candidate feels for the organization and how highly they think about the firm.

Not exact matches

Whether the salacious details that Chang outlines in her book are true or they're a gross mischaracterization of what took place, this event will surely make firms think twice about their out - of - office gatherings in the future.

But think about this: If firm A buys a company ostensibly to engineer improvements, how many improvements will be left for buyout firm B (or C, or D)?

The rate of new firms entering the marketplace has fallen by nearly half over the 40 - year period from 1978 to 2012, to 8 percent, compared with a steadily increasing rate of new firm closures, up two full percentage points, to about 10 percent, over the same period, according to the Brookings Institution, a policy think tank.

In some cases, family firms should be thinking about «intergenerational partnerships,» which see parents and adult children sharing managerial authority for an extended period — perhaps as long as 10 or 15 years.

What do you think about VC firms forming independent funds to back diverse founders separately from their own firms?

By presenting customers with a seamless experience, the idea is they will think more favourably about Rogers products and services, and stop fearing that telecom firms are out to hoodwink them with reams of fine print.

Avivah Wittenberg - Cox, CEO of the gender consulting firm 20 - first, wishes the conversations about women in the workplace could move beyond gender stereotypes — «I think it's suicidal to talk about women being better or men being better» — and even beyond mention of gender itself.

Here's an example: We were doing our payroll internally, but our bankers said we were ready to think about using an outside payroll firm.

Sanford J. Schlesinger, cochair of the family - owned - business practice of law firm Kaye Scholer LLP in New York City, urges owners to think about what he terms «asset segregation» to avoid potentially catastrophic personal exposure.

And what does the star investor and tech industry veteran (who made his first millions when he sold his computer consulting firm Microsolutions to CompuServe in 1990, before a lot of the kids in the audience were born) think about scrappy young Silicon Valley entrepreneurs trying to compete with him?

«The minute you walk in the door, you're encouraged to think about these high - level issues,» Siegel says of APT and reports that when it came to recruiting him, «the amount of effort was staggering in comparison to other firms.»

Not content with designing iconic buildings in his homeland of Denmark, his firm, Bjarke Ingels Group (BIG), has crossed the Atlantic in a bid to revolutionize the way architects and planners think about high - density urban housing.

About two years ago, as dPoint's sales team talked with European and Asian customers about problem of dealing with hefty shipping costs, one customer suggested that the firm should think about licensing the machines that manufacture the frames — in effect, outsourcing production to dPoint's cliAbout two years ago, as dPoint's sales team talked with European and Asian customers about problem of dealing with hefty shipping costs, one customer suggested that the firm should think about licensing the machines that manufacture the frames — in effect, outsourcing production to dPoint's cliabout problem of dealing with hefty shipping costs, one customer suggested that the firm should think about licensing the machines that manufacture the frames — in effect, outsourcing production to dPoint's cliabout licensing the machines that manufacture the frames — in effect, outsourcing production to dPoint's clients.

The firm was a large - cap company that many investors know about, but more important than that, he added: «Getting that first corporate experience is key... It's one of the things that I think was extremely beneficial.»

Fortune speaks with ReD's Christian Madsbjerg about flawed business thinking, the arrogance of Silicon Valley, and why he prefers to hire anthropology majors at his consulting firm.

If you were thinking about becoming a partner in a firm, you'd no doubt be very concerned with the responsibilities you would have, the authority you would carry and the ownership you would receive in the enterprise.

«Most students find this experience very helpful in thinking about whether they'd like to start their own venture at some point, to join an early stage company, or to work at a firm that's further along in it's growth trajectory,» Deb Whitman, director of the Stanford Center for Entrepreneurial Studies explained in an email exchange with Poets & Quants.

About an hour ago, Torsten Sløk at Deutsche Bank circulated a note that gave an overview of what the firm thought could happen, and in the broadest strokes here's what DB put on the table in the event of a «Leave» victory:

Once the clients and services are outlined, consider whether your firm has the appropriate infrastructure — including compliance, staffing, workflows and technology integration — and think about creating a go - to - market strategy, including branding and messaging.

«I think about markets,» said Ms. Ripley, a longtime investor - relations professional who has worked in both banks and private equity firms.

Initially, Sparkman, whose firm is based in Orangeville, Ont., hadn't thought about an expanding that far south.

So, by whatever means necessary, venture capital firms should think hard about how they can increase their pool of options.

But Michael Kitces, a financial planner who writes extensively about retirement investing, thinks financial services firms are focusing on one problem when it really faces two.

One other thought you might find useful: Chicago - based staffing and recruiting firm LaSalle Network recently polled about 3,000 new college grads and found a few surprises.

The pricing and high demand reflect what Wall Street's top investment firms think about the stock, and telegraphs how the year's most anticipated IPO might fare in the public market.

Although insider trading rules also pertain to the provider of information, that is not what people tend to think about, particularly if they are not working at the firm in question.

When asked how the firm will measure success in its diversity efforts, Quinn says, «We always think about industrywide numbers.

«Aside from pure in - game token situations, companies really need to think of these as securities,» says Jeffrey Neuburger, who advises clients about ICOs at the law firm Proskauer in New York.

As Caswell pondered space options for her accounting firm, Caswell & Associates, in Bloomfield Hills, Mich., she thought about the staffing and technology changes that were transforming her $ 650,000 firm.

«I think it's interesting to contemplate what the disruption could bring because I think that it makes everybody more creative in how they think about what's possible,» said Tracy Watts, senior partner at health benefits consulting firm Mercer.

Fink expects this shift to permanently alter how investors — and the firms that serve them — think about building portfolios.

«We're beginning to see discussions that these capital charges are sufficiently large it's causing those firms to think seriously about whether or not they should spin off some of the enterprises to reduce their systemic footprint, and frankly, that's exactly what we want to see happen.»

As a manager, Jay Massirman, president and co-owner of Rivergate Cos., a Miami real - estate firm, thinks about vacations and the bottom line from multiple perspectives.

Almost by definition, a PE firm thinking about acquiring a target in a particular healthcare market will know less about that market than a corporate buyer who does business in it every day.

A big question we need to think about is how firms, big and small, can protect themselves from these risks.

With the Olympics in our recent past, it & rsquo; s no wonder you might be thinking about adding a professional athlete industry vertical to your firm & rsquo; s growing business.

«We got an inside look early and were very impressed with where these firms were taking the technology and [how they were] really thinking about automation of advice in different ways.»