A Quote by Timothy Simons

My first job in L.A. was actually playing an employee in a Best Buy commercial, but I played a bad employee at another store. I also worked at a commercial casting company running cameras and session directing.
My first professional audition - god, I've never told anybody about this - was for a test commercial, I think it was for Xbox. It involved me getting kidnapped by a granny who wanted to play the Xbox. It was very weird and I definitely had no idea what I was doing. I actually got the gig. It wasn't a commercial; it was what directors did when they wanted to show the company what they would do with a commercial.
When an employee asks why the company does things a certain way, and you can explain the logical reason, then the employee knows what she's doing is valid.
Meanwhile, what about the workers in those state monopolies that are being put up for sale? I am reminded of a technique for employee ownership that has worked well for many U.S. companies. It goes by various names, but the best known is "Employee Stock Ownership Program," or ESOP.
I think companies over the last 10 years have done a very bad job of explaining to their employees what the intrinsic risks are. All I know is, if you wait until you let the employee go to deal with the issue of how do you communicate to the employee about being let go, it's too late to do anything.
As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs.
The corporation is the "master", the employee is the "servant". Because the corporation owns the means of production without which the employee could not make a living, the employee needs the corporation more than vice versa.
My first commercial ever was a Dr. Pepper commercial. And then I did a Mountain Dew commercial. A lot of soft drinks.
I never intended to become a commercial filmmaker in the first place. What I do requires time and experimentation. Commercial work is often not the best way to get the most innovative work, because it's about money and marketing. Although advertising is now embracing non-commercial people.
The underpinnings of the alliance: the company helps the employee transform his career; the employee helps the company transform.
I first learned of the value of employee stock ownership plans while representing Louisiana's 3rd congressional district, home of employee-owned Acadian Ambulance.
Tampon commercial, detergent commercial, maxi pad commercial, windex commercial - you'd think all women do is clean and bleed.
I have done a Hamburger Helper commercial, a Hardees commercial, a McDonalds commercial. American Express commercial.
I have always thought of myself as an inventor first and foremost. An engineer. An entrepreneur. In that order. I never thought of myself as an employee. But my first jobs as an adult were as an employee: at IBM, and then at my first start-up.
One of the first jobs I did was a commercial, a local commercial on the Chinese channel here in Los Angeles, and the whole thing was in Cantonese, I think, and I didn't have any lines, but I was kind of the focus of the commercial.
In the middle of the Great Depression, George Jenkins, Jr. left his job at a grocery store and decided he would open up his own store. I am sure many people thought Mr. Jenkins was crazy, but he had a dream. Today, his chain of stores employs 127,000 Floridians and is the largest employee-owned company in the country. We know it as Publix.
I worked for the Comedy Store as an employee trying to become a paid regular. I had this dream of achieving a half hour special on TV.
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