A Quote by Nancy Dubuc

We'd all like to be in the business where we don't have to report our numbers, too. You're dealing with a Netflix and an Amazon that don't have to report their viewership. They're not sharing those numbers, so how do you work with a creative entity to renegotiate future seasons when nobody has metrics?
Hard numbers tell an important story; user stats and sales numbers will always be key metrics. But every day, your users are sharing a huge amount of qualitative data, too - and a lot of companies either don't know how or forget to act on it.
A lot of our sources for income-inequality measures come from household surveys in which people report how much they earned in the last year, how much income they have, and so on. Those are not as well funded as they should be. We need to have those numbers.
Okay, look at it this way: if the evening news has a very high probability of being accurate, then it's highly improbable that they would inaccurately report the numbers chosen in the lottery. That counterbalances any improbability in the choosing of those numbers, so you're quite rational to believe in this highly improbable event.
I know a few CEOs who delegate the understanding of their financials and their business metrics to the CFO, and then stop worrying about all that 'numbers stuff.' Don't do that. You have to know your numbers inside and out - they are your life blood.
As CNN saw our growth in African-American viewership, they affirmed a fundamental truth of news coverage - people will watch you if they see themselves in what you report. It doesn't hurt if the people doing the reporting look like them, too.
How can you be on top of the things you do? I think when you are involved in a business, first of all you need to know the business. After that you know the business, you can - the numbers tell you what is happening. You can read with the numbers.
The first Friday of every month is what we call Numbers Day - it's the day that the Bureau of Labor Statistics releases the monthly jobs report. We have a ritual at the Labor Department - at 8 A.M., we gather around a table in my office, and the commissioner of labor statistics briefs me and the department's senior leadership on the numbers.
Well can I just make a point about the numbers because people talk a lot about police numbers as if police numbers are the holy grail. But actually what matters is what those police are doing. It's about how those police are deployed.
I put up O.K. numbers - not Bugs Bunny-style numbers like some other guys - but O.K. numbers.
I dream in numbers, and I like to look up the meaning of numbers, and numbers stick out to me.
This independent report clearly indicates that while we may differ among ourselves in government about what to spend money on, we have one of the most reliable and non-political processes for agreeing on how much money there is. We don't play games with the numbers.
There was a report that used to come out back in those days, I don't know if it was the Gavin Report or something like that. And they said, no matter what McGuire comes out with next, we're not gonna play it.
My brain doesn't work very well, in terms of mathematics. I'm not one of those people who can just spout off numbers for things, if numbers are thrown at me.
When I moved into management, it was all about managing people and keeping them motivated - I didn't use sales metrics to drive my business. Now, everything comes from the numbers.
What was unique about me being in City Hall during the Giuliani Administration, I was the only one who wasn't an attorney. I may have been the only one who didn't work in a prosecutor's office. So I took a completely different point of view on how the city should be run. Very close to a business, very close on metrics and numbers.
If I have time to exercise, I do it, but I don't fixate on numbers like weight or waist size. Numbers don't work for me.
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