Sentences with phrase «global credit strategy»

Schroders» Global Credit strategy seeks to outperform the Bloomberg Barclays Global Aggregate Credit by 75 - 100 basis points annualized (before fees) over an investment cycle.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

Matt King, global head of credit products strategy at Citi, discusses the Libor - OIS spread and U.S. Treasurys.

Matt King, global head of credit products strategy at Citi, discusses the shift in market sentiment following China's announcement of new tariffs on U.S. products.

Felder joined the firm last May to launch Fundamental Strategies and later assumed responsibility for Citadel's Global Credit business, Citadel said.

Michael J. Mauboussin, head of global financial strategies at Credit Suisse, explores what results in success.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

Michael Mauboussin, head of global financial strategies at Credit Suisse and author of four books on investing, joined CNBC's Mike Santoli for an exclusive strategy session on how investors can outperform the market by spotting trading inefficiencies.

Inc., an investment management company specializing in global mergers, event arbitrage and credit strategies founded in 1994.

Our credit team applies its global reach and approach to invest up and down the capital structure and across the full spectrum of credit strategies.

Established in 1992, Cerberus Capital Management, L.P. is a global leader in alternative investing with approximately $ 34 billion under management across complementary credit, private equity, and real estate strategies.

Our Global Market Strategies segment, established in 1999 with our first high yield fund, advises a group of 46 active funds that pursue investment opportunities across various types of credit, equities and alternative instruments, including bank loans, high yield debt, structured credit products, distressed debt, corporate mezzanine, energy mezzanine opportunities and long / short high - grade and high - yield credit instruments, emerging markets equities, and (with regards to certain macroeconomic strategies) currencies, commodities and interest rate products and their deStrategies segment, established in 1999 with our first high yield fund, advises a group of 46 active funds that pursue investment opportunities across various types of credit, equities and alternative instruments, including bank loans, high yield debt, structured credit products, distressed debt, corporate mezzanine, energy mezzanine opportunities and long / short high - grade and high - yield credit instruments, emerging markets equities, and (with regards to certain macroeconomic strategies) currencies, commodities and interest rate products and their destrategies) currencies, commodities and interest rate products and their derivatives.

Established in 1992, Cerberus Capital Management, L.P. is a global leader in alternative investing with approximately $ 34 billion under management across complementary private equity, credit, and real estate strategies.

His understanding of the project evaluation and credit assessment process undertaken by the global resource banks will add significant value to the strategies for progressing the company's project pipeline.

PIMCO's alternatives offerings span a global range of hedge fund and opportunistic / distressed strategies, including global macro, credit relative value, multi-asset volatility, and distressed mortgage, real estate and corporate credit opportunities.

Earlier positions included Head of Global Credit Portfolio and Credit Policy and Strategy, Head of North American Structured Credit Products, co-Head of Asset Backed Securitization and Head of Global Credit Derivatives Marketing.

Nannette Hechler - Fayd «herbe, Global Head of Investment Strategy and Research at Credit Suisse, talks to Elliot Smither about the outlook for financial markets in 2018 and identifies some of the long - term investment themes which can be used to help make asset allocation decisions

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

Critical to Online Buddies» business strategy is Vindicia's support for global payment methods — from credit cards to Boleto Bancario, a specific payment method in Brazil.

Prior to joining Baird Advisors, Joe was a portfolio manager with BMO Global Asset Management, where he was responsible for managing tax - free fixed income strategies and credit research.

Prior to joining Sun Life Assurance Company of Canada in 2013, he had roles at a major Canadian pension plan implementing and managing its credit long / short strategy and then as Trader / Portfolio Manager in its Global Capital Markets division.

Sector specialist portfolio managers combine the outputs from our economic, quantitative and global credit research with bottom - up issuer research to establish investment themes and resulting strategies.

Global economics Current events & geopolitics Central banking Financial stability Governance & regulations Investment strategy Asset allocation Risk factors Political risk Risk management Fixed income Equities Credit - related Institutional real estate Alternative investments Private equity Risk parity Smart beta Infrastructure Hedge funds Commodities Opportunistic / Special and More

These activities complement Brookfield's core competencies and include global listed real estate and infrastructure equities, corporate high yield investments, opportunistic credit strategies and a dedicated insurance asset management division.

«In the long term, the most effective strategy for an individual is to focus on the accuracy and completeness of the underlying information in their credit report,» Chet Wiermanski, global chief scientist with credit bureau TransUnion, said in testimony before a House Financial Services Committee on March 24, 2010.

In his current role as part of the Fixed Income Beta Solutions group, he is responsible for managing several fixed income strategies, funds and ETF's including US Aggregate, Global Rates / Inflation and Government / Credit portfolios.

The most obvious pure - play funds are listed in London — note most are funds of funds which are now in wind - down mode (as a consequence of wide - spread credit crisis gating in their underlying fund investments): Global Fixed Income Realisation (GFIR: LN), FRM Credit Alpha (FCAP: LN), Acencia Debt Strategies (ACD: LN) & NB Distressed Debt Investment Fund (NBDDcredit crisis gating in their underlying fund investments): Global Fixed Income Realisation (GFIR: LN), FRM Credit Alpha (FCAP: LN), Acencia Debt Strategies (ACD: LN) & NB Distressed Debt Investment Fund (NBDDCredit Alpha (FCAP: LN), Acencia Debt Strategies (ACD: LN) & NB Distressed Debt Investment Fund (NBDD: LN).

Offering a diversified portfolio of income opportunities Diverse income opportunities: The fund provides exposure to bonds in all sectors of the expanding global fixed - income market and across the complete credit spectrum.Multiple strategies: Putnam's bond specialists employ 70 - 80 active investment strategies to pursue a diverse range of opportunities for performance.Active risk management: In today's complex bond market, the fund's experienced managers actively manage risk with the goal of superior risk - adjusted performance over time.

Moreover, despite an already full array of ETF solutions, fund providers, whose ranks expanded with the arrival of new entrants Auspice, Lysander and Questrade, still managed to find new offerings including: the launch of all - in solutions on the fixed - income side that seek to address yield, credit and duration considerations; more smart beta ETFs, including multi-factor funds; and more actively managed ETFs, including global - macro access and cross-asset momentum strategies).

Introduced alternative credit strategies, and significant hiring at the depths of the global economic crisis

Mark oversees Hilton's global partnership strategy, curating a network of over 140 travel, financial services, music, entertainment, sports and food and wine strategic partners and managing the Hilton Honors credit card programs.

Institute for Global Environmental Strategies et al., The Joint Crediting Mechanism: Achievements and Current Progress of Projects Implementation, available at http://www.iges.

Voya Indexed Universal Life — Global Choice offers multiple crediting strategies to help maximize high cash value growth.

Pick from multiple strategies using global indexes to optimize your policy's index crediting potential.

These plans may be a good fit for those who are wanting to choose from multiple strategies using global indices for optimizing their policy's index crediting potential.

Tags for this Online Resume: Business Strategies, Merchandising, Travel, Logistics, Product Development, Wholesale, Complaints, Credit Card, Sales, Buyer, Purchaser, Senior Merchandiser, Design, Sourcing, Global Trends, Market Analysis, Marketing, Procurement, OTB, San Francisco, CA, 94806

Major accomplishments include: establishing & building global retail presence at Urban Science & Deloitte founding & leading iCMS (a marketing agency) developing & implementing brand strategy at Ford Credit launching conquest marketing initiatives at Volvo motivating & leading successful sales teams for Ford both corporate & retail

She was responsible for the company's funding strategies, including establishment of a ZAR2 billion Domestic Medium - Term Note Programme (DMTN) and led the team responsible for obtaining a national scale issuer rating from Global Credit Ratings on the DMTN programme.