Sentences with phrase «value management acquisition»

Hands on experience providing business case analysis cost analysis & estimation earned value management acquisition life cycle and product engineering support services.

Not exact matches

They advise owners and management of private and publicly held middle market companies, typically valued between $ 25 million and $ 500 million with merger and acquisition advisory, capital formation for executing leveraged buyouts and ownership recapitalizations, as well as executing corporate financial restructurings.

Of all the goals, the worst for shareholders is, ironically, «Do at least one significant deal that creates substantial shareholder value» because there was no accountability for the amount management would pay for acquisitions.

For each investment, we take a detail - oriented and thorough approach to the acquisition, on - going asset management and eventual disposition with the objective of driving value for our investment partners.

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.

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.

The purchase price was allocated to the tangible and intangible assets acquired and liabilities assumed based upon management's assessment of their relative fair values as of the acquisition date with $ 33,612 attributed to goodwill, $ 10,800 to identified intangible assets and $ 112 of net liabilities assumed.

Dole management has also stated that after the sale to Itochu is finalized that it may look to sell or spin off further assets, or make some acquisitions to bolster its operations within new Dole, any of which may help unlock further value in its shares.

While studies show that mergers and acquisitions as a group are value neutral or negative for shareholders (on average the selling company gets all the excess returns), The Outsiders explored how some management teams focused on driving shareholder value with their M&A rather than simply using it as a mechanism to get bigger, have shown extraordinary success.

The company's product portfolio consists of charge and credit card products; expense management products and services; consumer and business travel services; stored value products, including travelers checks and other prepaid products; network services; merchant acquisition and processing, and servicing and settlement, as well as point - of - sale, marketing, and information products and services for merchants; and fee services comprising market and trend analyses and related consulting services, fraud prevention services, and the design of customer loyalty and rewards programs.

When a management believes that it is acquiring a business at a larger discount to value than its own stock sells at, we are happy to see our capital spent on acquisitions.

He specializes in the acquisition, development, and management of apartment communities throughout the United States, where his company owns and operates more than twenty thousand units with a value of over $ 3 billion.

As a former investment banker, I can testify to the inability of most management teams of publicly traded companies to generate value through acquisitions.

I'd like to see a special dividend or something of that nature with some of the cash, but only if management doesn't see a lot of large acquisitions on the horizon that can add more value.

Or to put it another way, shareholders have to trust management to avoid overpaying for craft brands in the name of growth, which isn't easy given that studies indicate that close to 90 % of mergers and acquisitions end up reducing shareholder value.

Eventually, as share prices surpass what might reasonably be considered fair value, the story really starts to evolve... Management pitches an ever more ambitious acquisition & investment strategy (debt & pension liabilities are no longer perceived to be a potential risk), and most shareholders are inevitably forced to buy into it... simply to justify the fact they continue holding their shares, despite the escalation in valuations.

More recently, management has been partially redeemed with the April 16 termination of the merger agreement, first because the acquisition price to be paid for JAV ($ 2.20) is substantially more then the MYRX bid -LRB-.282 -.3311 shares of MYRX then trading at $ 5.44 for a value between $ 1.53 and $ 1.80 per share), so, in effect, MYRX management appears to have negotiated a «good deal» (or is this just a case of «greater fool»?)

The potential for an acquisition of Northstar at a valuation materially in excess of the estimated liquidation value reflected in management's liquidation analysis, or the potential for a strategic transaction that would significantly mitigate shareholder risks from continued operations, was also discussed.

Calculating intrinsic value is a far less simple approach — one needs to factor in the dilution from the Polygon acquisition shares & share options, assess the true value of the asset management businesses, and perhaps include an eventual unwind of the ALR.

This isn't designed to boost valuations artificially, but it does reflect the fact (increasing) confidence is often highly relevant to the likelihood of management actually extracting / realising value from its (surplus) cash in a timely manner — in terms of pursuing organic growth expansion, acquisitions, share buybacks, etc..

If management chooses instead to hoard capital, chase acquisitions, and ignore shareholders & shareholder value, it's playing a dangerous game noting the current weak share price & valuation — a predator doesn't need synergies or management (or even many of the staff) to make an acquisition of Rasmala into a compelling opportunity...

Of course, discounting cash (& investments) may still be warranted, if management's intent on: i) building a permanent cushion of idle cash, and / or ii) pursuing illogical / value - destroying acquisitions & investments (or has a history of such indulgence).

It's also encouraging to see significant stake - building from Setanta Asset Management (a rare Irish value shop, at 13.5 %) & Norman Rentrop (at 8.4 %)-- with management now emphasising internal investment over acquisitions (which they prudently perceive as too expensive), I wouldn't be surprised if these shareholders push for a tender offer in due course, to reduce what may otherwise become a growing Management (a rare Irish value shop, at 13.5 %) & Norman Rentrop (at 8.4 %)-- with management now emphasising internal investment over acquisitions (which they prudently perceive as too expensive), I wouldn't be surprised if these shareholders push for a tender offer in due course, to reduce what may otherwise become a growing management now emphasising internal investment over acquisitions (which they prudently perceive as too expensive), I wouldn't be surprised if these shareholders push for a tender offer in due course, to reduce what may otherwise become a growing cash pile.

The future ain't what it used to beIt's easy to say this management team has created a lot of shareholder value, made successful acquisitions in the past, and increased dividends for almost two decades.

He advises on contentious as well as transactional matters including sale and purchase of high value real estate, joint ventures, property management arrangements, real estate finance, property litigation, corporate structuring and all aspects of project initiation and site acquisition, to post-project completion and management.

Beaton Benchmarks: Provides world class studies of client satisfaction and a relevant competitor set with head - to - head benchmarking on business development, brand and performance parameters, brand positioning against close competitors to show levels of brand recognition and differentiation, brand equity and fair value to inform pricing policy and management of your margin, the relative strength of business development capability and ability to maximize client acquisition opportunities.

Whether the employees are a key resource in a merger or acquisition or not, understanding the quality and structure of company's management and employee base is often important to understanding the value of a company.

Bjurstrom says Sidhu handled the changes brought on by the acquisition in «a very professional manner» and quickly demonstrated her value to the new management team.

Andrew specialises in all aspects of the acquisition, development, financing, management and disposal of high - value commercial and residential real estate, advising at both a strategic and transactional level.

The Company will continue to engage in aggressive business management, keeping in mind strategic business alliances, mergers and acquisitions, and any other options available for the achievement of sustainable growth and improvement of medium - to long - term corporate value.

AREAS OF EXPERTISE Multi-Family & Commercial Asset Management * Valuation / Underwriting * Acquisitions / Dispositions * Section 8, 42, LIHTC * Budgeting / Finance * Value Enhancement * Corporate Strategy

Fixed asset accounting, business process re-engineering, risk management, value added analysis, SAP, GAAP, financial projections, general ledger, trial balance, financial statements, expense analysis, tax reporting, tax planning, payroll, benefits administration, portfolio management, cross functional team leadership, financial and strategic planning, P & L management, auditing and compliance, operating and working capital, budget management, mergers and acquisitions, cash flow management, business valuations, data warehouse reporting, audits and compliance, A / P, A / R, regulatory accounting, CA, ICWA, MBA, ICFAI, MS Excel, bank reconciliations, Crystal reports and spreadsheets.A, ICFAI, MS Excel, bank reconciliations, Crystal reports and spreadsheets.

Tags for this Online Resume: Sales, Marketing, Business Developmet, Strategic Planning, Growth, Executive, Leadership, Lean Manufacturing, Six Sigma, Business Administration, Bacelors Degree, Divestitures, Mergers, Acquisitions, Power Supplies, Transformers, Turnarounds, Strategic Alliances, Cost Reduction, Value Engineering, Program Management, Subcontract Management, Commodity Management, Operations Management, MS Office, Military and Defense, Commercial Aerospace, Industrial, Commercial, Medical, Test Systems, Supply Chain Management, Miller - Heiman, Results Oriented

Extensive experience and knowledge of business values in acquisitions, audits, benefits, change management, closures, compensation management, employee relations, employment law, expansions, finances, performance m...

Tags for this Online Resume: Product Development, Strategic Initiatives, Licensing, Acquisitions, Configuration Management, Value Stream Mapping, P&L Acountability, Supply Chain Development, Talent Development, Employee Engagement, Lean Manufacturing, Visual Management, Visual Factory, Metrics Driven, Process Reengineering, Product Introduction, Continuous Improvement, Culture Changer, Highly Engineered Products, Operational Excellence, Multiple Sites, Leadership Development, Capacity Planning, Resource Planning, ERP / MRP, Project Management, Manufacturing Processes, AS9100 Quality Systems, Global Business, Cross-functional Leadership

Tags for this Online Resume: Management, Consulting, Framework, Leadership, Marketing Management, Direct Sales, Accounting, Advertising, Agile, Consensus building, Mentorship, Strategy, Go - to - market Strategic Planning, Execution, Digital Advertising, PPC, VTC - View through click, SEO - content marketing, SEM, Project Management, Operations Management, Sales Management, Indirect Sales, Channel Partner Development, Coaching, Team Building, Process Design, UI / UX, Product Development, Product Management, Software Design, Technology Management, KPI - Key Performance Indicators, API - integration experience, National and Strategic Accounts - Fortune 500, Vendor Partnerships and Management, Brand Development, Reputation Management, Sales Funnel creation and management, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standarManagement, Consulting, Framework, Leadership, Marketing Management, Direct Sales, Accounting, Advertising, Agile, Consensus building, Mentorship, Strategy, Go - to - market Strategic Planning, Execution, Digital Advertising, PPC, VTC - View through click, SEO - content marketing, SEM, Project Management, Operations Management, Sales Management, Indirect Sales, Channel Partner Development, Coaching, Team Building, Process Design, UI / UX, Product Development, Product Management, Software Design, Technology Management, KPI - Key Performance Indicators, API - integration experience, National and Strategic Accounts - Fortune 500, Vendor Partnerships and Management, Brand Development, Reputation Management, Sales Funnel creation and management, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standarManagement, Direct Sales, Accounting, Advertising, Agile, Consensus building, Mentorship, Strategy, Go - to - market Strategic Planning, Execution, Digital Advertising, PPC, VTC - View through click, SEO - content marketing, SEM, Project Management, Operations Management, Sales Management, Indirect Sales, Channel Partner Development, Coaching, Team Building, Process Design, UI / UX, Product Development, Product Management, Software Design, Technology Management, KPI - Key Performance Indicators, API - integration experience, National and Strategic Accounts - Fortune 500, Vendor Partnerships and Management, Brand Development, Reputation Management, Sales Funnel creation and management, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standarManagement, Operations Management, Sales Management, Indirect Sales, Channel Partner Development, Coaching, Team Building, Process Design, UI / UX, Product Development, Product Management, Software Design, Technology Management, KPI - Key Performance Indicators, API - integration experience, National and Strategic Accounts - Fortune 500, Vendor Partnerships and Management, Brand Development, Reputation Management, Sales Funnel creation and management, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standarManagement, Sales Management, Indirect Sales, Channel Partner Development, Coaching, Team Building, Process Design, UI / UX, Product Development, Product Management, Software Design, Technology Management, KPI - Key Performance Indicators, API - integration experience, National and Strategic Accounts - Fortune 500, Vendor Partnerships and Management, Brand Development, Reputation Management, Sales Funnel creation and management, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standarManagement, Indirect Sales, Channel Partner Development, Coaching, Team Building, Process Design, UI / UX, Product Development, Product Management, Software Design, Technology Management, KPI - Key Performance Indicators, API - integration experience, National and Strategic Accounts - Fortune 500, Vendor Partnerships and Management, Brand Development, Reputation Management, Sales Funnel creation and management, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standarManagement, Software Design, Technology Management, KPI - Key Performance Indicators, API - integration experience, National and Strategic Accounts - Fortune 500, Vendor Partnerships and Management, Brand Development, Reputation Management, Sales Funnel creation and management, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standarManagement, KPI - Key Performance Indicators, API - integration experience, National and Strategic Accounts - Fortune 500, Vendor Partnerships and Management, Brand Development, Reputation Management, Sales Funnel creation and management, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standarManagement, Brand Development, Reputation Management, Sales Funnel creation and management, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standarManagement, Sales Funnel creation and management, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standarmanagement, Data driven decisions, Design, Build, and Deploy based on data analysis, Buyer Personas, Negotiations, CPA - cost per acquisition, CPL - Cost per lead, LTV - life - time value, Marketing Automation, CRM experience, SalesFoce.com, NetSuite, HubSpot, Tableau, Hootsuite, Google Applications, Microsoft applications (standard and 360)

There, he handled asset management as well as acquisitions and dispositions totaling $ 1.6 billion in asset value.

This begs the question — will these offshore acquisitions create real value or have local management teams fallen into the trap of diworsification?

«It's everything from finding an income - generating property and managing its financial viability to protecting the landlord against tenant abuse and government bias, setting up property legal and accounting structures, embracing the power of digital management and extracting value to finance the next property acquisition.»

Jersey Gardens is a development of Glimcher Realty Trust, a Columbus, Ohio - based REIT that is a recognized leader in the ownership, management, acquisition and development of enclosed regional and superregional malls, value megamalls and community shopping centers.

Our master plan is to create value for our shareholders through a combination of opportunistic acquisition of existing assets, new property ground - up development and bottom line oriented management of assets.

Prior to joining Advalurem Group, Mr. Scott was a senior member of the acquisition team at Strategic Capital Partners, a middle - market, value - add real estate fund with over $ 1 billion of assets under management.

During this time, Brian was actively involved in acquisitions totaling $ 70 million in value and led several operational initiatives including coordination of board - management relations, acquisition sourcing and evaluation, financial reporting & analysis, budgeting, cash and liquidity management, strategic pricing expansion, and acquisition integration.

At SCC we have fused commercial property acquisition with strategic, personalized property management to maximize your portfolio value.

The objective of Summit & Crowne Asset Management is to identify multi-family acquisitions offering a value - add component.

Shopoff Realty Investments and its executive leadership has completed more than 5,000 real estate transactions, including the acquisition, management, entitlement and development of more than 10,000 parcels and lots, 50,000 multi-family units, and five million square feet of commercial properties, with an aggregate value in excess of $ 4 billion.

Since the recovery and the clearing of distress from the marketplace, Max has shifted strategies to the acquisition of value - add properties where value can be created through extensive renovations, hands - on management, and improvement of operating efficiencies.

Madison Marquette specializes in enhancing the value of its projects through its integrated investment and services platform offering sourcing, acquisitions, asset management, leasing, property management, marketing, and development.

Such factors include, but are not limited to: the Company's ability to meet debt service requirements, the availability and terms of financing, changes in the Company's credit rating, changes in market rates of interest and foreign exchange rates for foreign currencies, changes in value of investments in foreign entities, the ability to hedge interest rate risk, risks associated with the acquisition, development, expansion, leasing and management of properties, general risks related to retail real estate, the liquidity of real estate investments, environmental liabilities, international, national, regional and local economic climates, changes in market rental rates, trends in the retail industry, relationships with anchor tenants, the inability to collect rent due to the bankruptcy or insolvency of tenants or otherwise, risks relating to joint venture properties, costs of common area maintenance, competitive market forces, risks related to international activities, insurance costs and coverage, terrorist activities, changes in economic and market conditions and maintenance of our status as a real estate investment trust.