Sentences with phrase «with team personnel»

There are primarily two opportunities where you meet with team personnel.

Not exact matches

Flynn and Bannon, the former White House chief strategist who was then a top transition adviser, «celebrated» Christie's dismissal «by tossing binders full of potential personnel picks, carefully culled by Christie's team, into trash bins with a sense of ceremonial glee,» according to Politico.

The entrepreneur should also meet with the executive team and key management personnel on a monthly or quarterly basis to evaluate the progress with the strategic plan.

«It's a real boot camp,» he says, adding that the company teams newcomers with more experienced personnel to provide a quality fail - safe.

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.

LPI has moved to bolster its team with experienced personnel and well - credentialled board members to advance the high calibre project.

Investment Manager essential duties are: 1) Leadership of transaction execution — oversight of all advisors (financial, legal, market and technical), oversight of all financial modelling, pro-active management of timeline and primary point of contact for investment team; 2) Strong input on transactions sourcing; 3) Managing multiple transactions; 4) Negotiate and create optimal commercial, financial and legal structures; 5) Creation of materials for the Investment Committee («IC») sufficient to allow the IC to approve or reject activities, commitments, investments, and exits in accordance with company risk preferences, appetite, processes, etc.; 6) Creation and management of transaction closing processes; 7) Developing, instructing, training, mentoring, and coaching junior personnel;

With the addition of more doctors, nurses, EMTs, paramedics and logistics personnel, Heart to Heart's medical teams have been able to push westward through the mountains, visiting numerous towns, meeting with hospital administrators, mayors, and other officials, and finding areas of need in which HHI can assWith the addition of more doctors, nurses, EMTs, paramedics and logistics personnel, Heart to Heart's medical teams have been able to push westward through the mountains, visiting numerous towns, meeting with hospital administrators, mayors, and other officials, and finding areas of need in which HHI can asswith hospital administrators, mayors, and other officials, and finding areas of need in which HHI can assist.

With the ministerial talent in Antioch, we would improve the personnel benefits to make sure this great team stays together.

«PRO * ACT distributors are produce specialists with dedicated personnel working with the PRO * ACT management team on national and regional customer programs from source to plate,» the company adds.

The urban search and rescue team sent more than 100 people including technical rescue personnel, physicians, paramedics, and structural engineers to Haiti along with approximately 48 tons of rescue equipment and supplies.

Throughout February the team met with various in - store and community event teams, corporate dietitians, wellness services managers, nutritionists, community relations managers, promotions personnel and cooking instructors from Albertsons Companies, New Seasons Market, Schnucks and Dierbergs.

Rarely does a team have to deal with this many personnel issue in - season, and the resulting experience could pay off.

That Barca side is a special one, it's the perfect team with the perfect personnel to play his style, and I don't see any side ever having that kind of midfield with someone like Messi again.

I hope the acquisition of welbe and sanchez is the start of us becoming a better pressing team, with the addition of chamberlain rosicky and Ramsey we have the personnel to not only limit opposition chances but also win the ball back quickly and counter effectively, something other teams do very well against us

With such a huge turnover of personnel, skipper Alex Urwin had a huge task on his hands to ensure the team were ready to match the precedent set by hugely successful Blues sides of years gone by.

With a this team and personnel, this is the defensive game plan that offers us the best chance against PIT to be in a game where your offense can win while not having to put up a crazy amount of points.

But the» 96 — 97 team, which lost in the NCAA final to Arizona, ran the same stuff with less famous personnel (guards Wayne Turner and Anthony Epps) and better statistics, forcing turnovers on 29.8 % of their opponents» possessions, a higher rate than any team in kenpom.com's database, which only goes back to 2002.

I'm not familiar with the hierarchy of a pro football team, but in Fallen Idols (Nov. 21), your story on the waning fortunes of the St. Louis Rams, I read about an owner, a team president, a general manager, a director of football operations, a director of football administration, a president of football operations and a vice president of player personnel.

A successful talent evaluator with a plethora of NFL experience, Tom Gamble returned to the 49ers as the team's senior personnel executive during the 2015 offseason after spending the previous two seasons with the Philadelphia Eagles as their vice president of player personnel.Gamble's extensive NFL resume includes work in both college and pro scouting, contract negotiations and a stint in the coaching ranks.

The format will be similar to the «respect at work» campaign, in which three or four league representatives taught an hour - long program with coaches, players and team personnel about behaviors that will not be tolerated and what resources are available if outside help is needed.

What Robbie did, of course, was against league rules; no club can tamper with the personnel, coaching or playing, of another team.

Childress shored up his Nationwide program by merging with Kevin Harvick's team this summer, bringing personnel, equipment and sponsorship.

Sure, McIlroy will likely experience discomfort and his ankle may resemble a balloon after he treks around the links - style track, but that's why the defending champ now travels with a team of medical personnel as part of his entourage.

«If a team is a one - back offense with three or four wide receivers in the set, we match their personnel and play nickel or dime.

I don't believe Stotts can come back with this team if they keep the personnel the same.

Team personnel call it «the Suns fit,» Watson says — good guys who play with a chip on their shoulder, even if it means picking up the occasional technical foul.

Executed over 60 minutes, with all the key personnel intact, that attack is a scary proposition for the teams jockeying with Indianapolis for a playoff spot, and Luck makes it all run at peak efficiency.

Recent reports suggest there could be big change to personnel at Arsenal this summer, with as many as three first - team players heading for the Emirates Stadium exit.

They did the same in the Super Bowl, trotting out the same game plan they have all year — vanilla, perhaps, with small wrinkles to fit the personnel — and the confidence in knowing that they're just better as a team than the guys lining up across from them.

«Teams wanted great left tackles and got by with slugs at right tackle,» says Green Bay Packers pro personnel director Reggie McKenzie.

This is an incredibly difficult question to answer for a variety of reasons, most importantly because over the years our once vaunted «beautiful» style of play has become a shadow of it's former self, only to be replaced by a less than stellar «plug and play» mentality where players play out of position and adjustments / substitutions are rarely forthcoming before the 75th minute... if you look at our current players, very few would make sense in the traditional Wengerian system... at present, we don't have the personnel to move the ball quickly from deep - lying position, efficient one touch midfielders that can make the necessary through balls or the disciplined and pacey forwards to stretch defences into wide positions, without the aid of the backs coming up into the final 3rd, so that we can attack the defensive lanes in the same clinical fashion we did years ago... on this current squad, we have only 1 central defender on staf, Mustafi, who seems to have any prowess in the offensive zone or who can even pass two zones through so that we can advance play quickly out of our own end (I have seen some inklings that suggest Holding might have some offensive qualities but too early to tell)... unfortunately Mustafi has a tendency to get himself in trouble when he gets overly aggressive on the ball... from our backs out wide, we've seen pace from the likes of Bellerin and Gibbs and the spirited albeit offensively stunted play of Monreal, but none of these players possess the skill - set required in the offensive zone for the new Wenger scheme which requires deft touches, timely runs to the baseline and consistent crossing, especially when Giroud was playing and his ratio of scored goals per clear chances was relatively low (better last year though)... obviously I like Bellerin's future prospects, as you can't teach pace, but I do worry that he regressed last season, which was obvious to Wenger because there was no way he would have used Ox as the right side wing - back so often knowing that Barcelona could come calling in the off - season, if he thought otherwise... as for our midfielders, not a single one, minus the more confident Xhaka I watched played for the Swiss national team a couple years ago, who truly makes sense under the traditional Wenger model... Ramsey holds onto the ball too long, gives the ball away cheaply far too often and abandons his defensive responsibilities on a regular basis (doesn't score enough recently to justify): that being said, I've always thought he does possess a little something special, unfortunately he thinks so too... Xhaka is a little too slow to ever boss the midfield and he tends to telegraph his one true strength, his long ball play: although I must admit he did get a bit better during some points in the latter part of last season... it always made me wonder why whenever he played with Coq Wenger always seemed to play Francis in a more advanced role on the pitch... as for Coq, he is way too reckless at the wrong times and has exhibited little offensive prowess yet finds himself in and around the box far too often... let's face it Wenger was ready to throw him in the trash heap when injuries forced him to use Francis and then he had the nerve to act like this was all part of a bigger Wenger constructed plan... he like Ramsey, Xhaka and Elneny don't offer the skills necessary to satisfy the quick transitory nature of our old offensive scheme or the stout defensive mindset needed to protect the defensive zone so that our offensive players can remain aggressive in the final third... on the front end, we have Ozil, a player of immense skill but stunted by his physical demeanor that tends to offend, the fact that he's been played out of position far too many times since arriving and that the players in front of him, minus Sanchez, make little to no sense considering what he has to offer (especially Giroud); just think about the quick counter-attack offence in Real or the space and protection he receives in the German National team's midfield, where teams couldn't afford to focus too heavily on one individual... this player was a passing «specialist» long before he arrived in North London, so only an arrogant or ignorant individual would try to reinvent the wheel and / or not surround such a talent with the necessary components... in regards to Ox, Walcott and Welbeck, although they all possess serious talents I see them in large part as headless chickens who are on the injury table too much, lack the necessary first - touch and / or lack the finishing flair to warrant their inclusion in a regular starting eleven; I would say that, of the 3, Ox showed the most upside once we went to a back 3, but even he became a bit too consumed by his pending contract talks before the season ended and that concerned me a bit... if I had to choose one of those 3 players to stay on it would be Ox due to his potential as a plausible alternative to Bellerin in that wing - back position should we continue to use that formation... in Sanchez, we get one of the most committed skill players we've seen on this squad for some years but that could all change soon, if it hasn't already of course... strangely enough, even he doesn't make sense given the constructs of the original Wenger offensive model because he holds onto the ball too long and he will give the ball up a little too often in the offensive zone... a fact that is largely forgotten due to his infectious energy and the fact that the numbers he has achieved seem to justify the means... finally, and in many ways most crucially, Giroud, there is nothing about this team or the offensive system that Wenger has traditionally employed that would even suggest such a player would make sense as a starter... too slow, too inefficient and way too easily dispossessed... once again, I think he has some special skills and, at times, has showed some world - class qualities but he's lack of mobility is an albatross around the necks of our offence... so when you ask who would be our best starting 11, I don't have a clue because of the 5 or 6 players that truly deserve a place in this side, 1 just arrived, 3 aren't under contract beyond 2018 and the other was just sold to Juve... man, this is theraputic because following this team is like an addiction to heroin without the benefits

«We were 12 personnel [one running back and two tight ends], running the ball, motion and shift, two and three tight ends and fullbacks, and then we're taking meetings all over the country with spread teams who do the exact opposite so we could better understand them.»

Massimiliano Allegri had to deal with the losses of Carlos Tevez, Andrea Pirlo and Arturo Vidal this season, and the way in which the Italian tactician has not only replaced them in terms of personnel, but rebuilt the team to allow others to step up and take their place, should be commended.

the problem is not with the personnel, but with the team management.

Pros: Good body control, creates a good catch radius despite an average frame and snags the ball away from his body, uses body to shield defenders from ball Understands how to find the holes and sit down against zone coverage Nuanced route runner, uses head fakes at the stem and on release where he also uses feet well to beat press Has special teams experience (though I never thought of him as a standout from the broadcast) Has experience running full route tree, from multiple alignments with multiple personnel packages

«I see [us] going through the same struggles as any team that is new to success, especially one with such young personnel,» wrote the much - traveled Shirley, who has scored a total of 31 points in three NBA seasons.

Our problems have nothing to do with personnel, in our two recent losses we were the better team for the first half and didn't show up for the second half.

There are three rookies who barely play along with a grab bag of veterans and holdovers for a team that turned over half its personnel in the offseason.

Team mates needed to get used to it and with all the injuries we suffered, it was hard for the personnel we have to get it right instantly.

AW used to be good at maintaining teams at a good level even with limited resources / personnel, but now the opposite is true.

People that i've seen here decry that this team regardless of personnel will never win anything with Wenger at the helm have either, gone silent, or praising this «new wenger» for getting tough.

And also, the Jags have been bad for quite some time, and most people don't keep up with personnel on shitty teams.

Like an NFL team, Purdue spends most of its time in 11 personnel (one RB, one TE), often with the tight end flexed out a bit, to give him room to run routes.

And I was much taken with Stu Inman, the player personnel director, who loves teams with colorful nicknames and delights in scouting the Maine Lumberjacks, the Hawaiian Volcanoes or the Anchorage Northern Knights.

Oddly enough, during Gettleman's time as a personnel executive with the Giants and as general manager of the Panthers, his teams selected more running backs (Ron Dayne, David Wilson and Christian McCaffrey) in the first round than pure, outside pass - rushing defensive ends (Mathias Kiwanuka, Jason Pierre - Paul).

The last number has a lot to do with personnel, but the rockets in 2015/16 weren't exactly a young team.

It's hard to pinpoint specific players as definitive factors when so much of how a team defends is tied into its structure, but there are some personnel changes that broadly tie in with the suddenly sturdy defense.