At XL, we tackle risk like no one else, analyzing deeper and listening closely to our clients to create solutions that unleash the world's capacity to advance. By helping our clients unlock their full potential, we fulfill our own. Our new brand demonstrates this unique outlook and the commitment and value we bring to clients.
I like the idea of using all this science and technology to allow for our clients to have a deeper insight into the market.
At 16, I started a web development business and had clients from the Netherlands, Caribbean, and across the country - none of whom knew my age because I could conduct all my business with a phone, scanner, and the Internet.
I think my clients would tell you I'm a problem solver. I'm not there to agree with people. I'm there to articulate a point of view. Am I insistent and tenacious? Absolutely. I could not get this work done if I was not.
At XL we are continually focused on the rate of change, the increasingly interconnected world and the need to help our clients advance wherever their business occurs.
If I've got a problem with one of my clients that needs to get solved, guess what I'm going to do? I'm going to call them up, and I'm going to say, 'Hey, here's what's going on. This is the situation. This thing went sideways. I didn't expect it. Now it's going to take me some more time to get you what you need.' But I'm going to do that upfront.
To enable large U.S. banks to support their clients better, the Volcker rule should be clarified.
Many of my clients have become close friends, and that informs the clothing I design for them. Julianna Margulies was introduced to me by her publicist many years ago, and we've been good friends ever since.
Becoming an authority in your industry can be a great way to promote your business and help you better serve your clients.
Early in my career, I didn't want to disappoint my colleagues, clients, or family. So I said yes to everything. This ended up raising my stress level and shortchanging everyone else - including myself - because I couldn't give anyone 100 percent of my time, nor could I pay close attention.
I measured my success by how many clients I had and how many billable hours I had.
Clients don't expect perfection from the service providers they hire, but they do expect honesty and transparency. There is no better way to demonstrate this than by acknowledging when a mistake has been made and humbly apologizing for it.
I started playing golf when I was just out of college and starting my career with KPMG. I took a few lessons, and my husband has always loved to give me pointers - for better and for worse! I realized that you could really enhance relationships by being on the course with clients. In fact, my very first golf game was with some clients.
Architecture is particularly difficult for women; there's no reason for it to be. I don't want to blame men or society, but I think it was for a long time, the clients were men, the building industry is all male.
No matter what position you're in, if you are receiving poor feedback from clients, co-workers, or in performance evaluations, then that's one of the clearest signs that you're not cut out for the job, or it's not right for you.
I run a design studio in New York. Every seven years, I close it for one year to pursue some little experiments, things that are always difficult to accomplish during the regular working year. In that year, we are not available for any of our clients. We are totally closed. And as you can imagine, it is a lovely and very energetic time.
Takers believe in a zero-sum world, and they end up creating one where bosses, colleagues and clients don't trust them. Givers build deeper and broader relationships - people are rooting for them instead of gunning for them.
Informed clients are better clients, and they make for better design.
We're in the service business by nature, but when we can transition that into ownership things, we love it. Our clients love it, too. We get deluged with offers to get involved with this or that. Silver Lake helps us funnel those opportunities.
The process of coming out was critical to getting where we are today: coming out to our friends, our family, our co-workers, God forbid, to our clients.
I talk to all the creative directors today, and they take me aside, and they say, 'You know, it must have been great back in those days when you could do anything you wanted.' I say, 'Huh? Excuse me?' I mean, we fought. In the '60s and '70s, you fought wars with clients, and you have to continue fighting wars to do great work.
Adecco and Penna have a long history of working together, and Penna represents an excellent strategic fit for Adecco in U.K. HR services, expanding the breadth and depth of services Adecco is able to offer to its clients. The acquisition of Penna also offers meaningful synergy potential for Adecco in the U.K.
From the beginning, Mandela and Tambo was besieged with clients. We were not the only African lawyers in South Africa, but we were the only firm of African lawyers. For Africans, we were the firm of first choice and last resort.
Red Interactive, the digital advertising agency, is a real, systemic kind of business, as opposed to a one-off thing. We can help advertisers frustrated by old media find clients they can work with.
Clients want to work with us.
I truly believe Accenture is a magnet for top talent in the new, not only because of the work we do for clients but because our culture supports employees who want to make a difference in the community where we live and work.
My original business plan? To work hard, get 300 clients in the Rochester area, and live happily ever after.
While I tend to keep embellishment minimal as my clients often possess some of the finest jewellery, I enjoy creating ornamentation that appears like installations, to compliment the overall look.
Our technology is very scalable. Our software can accommodate enormous numbers of clients. It's a marvelous opportunity. We'll keep developing products.
The successful advertising agent is the one who can convince the clients that he knows something they don't.
Fast food chains spend a large amount of marketing to get the attention of children. People form their eating habits as children so they try to nurture clients as youngsters.
I tell my clients to feel powerful - you and only you own your power. You are the one who can make yourself eat right, work out and not touch the biscuits.
I always tell my clients to be tough, to be strong. Never weaken yourself. I believe God favors only strong persons.
Our concerns about what we saw in Australia: an economy clearly tied to China has hitched its wagon to the tail of the tiger. In terms of the general complacency, what we heard over and over from investors and clients and potential clients is, 'yes, yes, there are some excesses, but the government will figure out a way.'
With all my clients I work with, they all have their absolute specialness about them.
I always tell clients you have to be able to remember why you chose to do a movie: to always be able to look at a movie and know, whether it's good or bad, why you chose to do it.