Sentences with phrase «building the success of»

Listen to the podcast: Jordan Peele speaks with «The Big Event» podcast host Peter Hartlaub about the slow - building success of «Get Out,» and shares his thoughts about some of the San Francisco films he loves — including «The Birds» and «Invasion of the Body Snatchers.»

Research paper thesis is the element, which builds the success of any research paper writing.

Ubisoft and Ivory Tower built the success of The Crew almost entirely upon community feedback, so if anything feels lacking we have no doubt that the publisher and developer will patch things up accordingly — this is how The Crew has always rolled.

Your future is important to us, whether you are seeking a core team to build the success of your company or a new job opportunity that will help you advance within your chosen career.

Utilizing all of my professional experience and education to build the success of the company while experiencing advancement opportunities.

Not exact matches

«I think companies should probably go public earlier because the way they are built, they will have more success in the public market, so it's sort of a mixed bag.»

Communicating and expressing opinions can cause tremendous success in human resource management and this is one of the purposes team buildings have.

The old adage of «build it and they will come» is being replaced with «build it, but only with the minimum viable product you need to test for success.»

«From an e-commerce perspective, having a unique and differentiated product is really one of the cores to success, not only in building a company but being able to scale [it].»

And the success of the events has placed the spotlight on Summit as a leader in building a community of people to catalyze entrepreneurship and social good.

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.

Nike has built its success on celebrity and athlete - endorsement deals, starting with running prodigy Steve Prefontaine in 1973 and continuing with one of the most successful shoe marketers of all time in Michael Jordan.

What we have attempted to build at all of the Penske companies is a culture that focuses on a few common core principles that I believe help drive our success.

No longer is startup success dependent upon the traditional linear model of writing a business plan, obtaining a bank loan, building a brand and then waiting for customers to show up.

In my research into how to build lasting, breakthrough ideas, it became clear that having a group of ambassadors — a group of people who believe in carrying your message forward — is critical to your success.

With a growing empire that reaches well beyond entertainment, the 47 - year - old opens up about the power of entrepreneurship, investing and the need to build wealth, leaving listeners with a three valuable lessons on how to take their success to the next level:

I also think the more success examples that we have of women building their ventures successfully, the more that will create new patterns of success in the eyes of venture capitalists.

Each chapter covers a different aspect of leadership: fear, failure, teamwork, authority, winning, success, ego, mentoring, building, IPOing, and so on.

Third, build a platform of success for others as your legacy.

In Iraq, part of Petraeus's success was built on helping to engineer a shift in loyalties among Sunni Muslim militias that, in many cases, had been fighting against the U.S. and Iraqi government.

We have worked hard to build an incredible culture of success and engagement.

The organization is using that success to build an entire innovation district along a stretch of the Missouri River.

Klawe started with the hypothesis that if Harvey Mudd created an environment that was supportive and engaging for everyone; if the school built confidence and community among underrepresented groups; and if it demystified the path to success, a diverse group of students would be attracted to the college and succeed there.

«Based on the success of last year's test, we built a 3,000 - square - foot building this year, and it was off the charts.»

Rather than judge Canada's success on abstract measures, which have little meaning to average folk — GDP, productivity, trade balances — Trudeau's candidacy is built on a pragmatic mantra: «A strong economy is the one that provides the largest number of good jobs for the largest number of Canadians.»

Many email marketers working in a wide variety of industries have great success in building their lists by advertising lead magnets through promoted posts on Facebook.

If it all sounds a touch pedantic for a company that builds smartphones, recall that Jobs credited part of the original Mac's success on his decision to study calligraphy at Reed College in Portland, Oregon.

Seeing those numbers is great and the kind of success you remember, but it's the consistency on the days that aren't such a big deal that builds your audience to the level that they crash your site after an awards show.

It's actually quite a relief to hear from someone with years of experience who has built a substantial, multi-decade career in a major industry at a global corporation (BP / Amoco) instead of a wet - behind - the - ears «expert» who's had about 15 minutes of startup success and no clue about how he or she got there, or what to do next.

Building relationships is one of the most important parts of social media marketing success, so always acknowledge every person who reaches out to you.

So researchers, with limited success, have tried to build such a GPS directly into a new type of biological assassin called a «CAR - T cell.»

If you want to build a successful company, you need to breed a culture of success at every level.

Given the natural skepticism of leaders who have been doing things one way for a long time, your success or failure will come down to the relationships you build.

Gerdes's success in building such sought - after services in just three years is a sure sign that in today's breakneck economy, strategic partnerships are becoming an increasingly critical part of growing a company.

Common business and professional planning topics revolve around sales growth, financial management, marketing approaches and ongoing education but, since connections and relationship building is a common denominator of success in most businesses, you should be just as intentional with your «new relationships plan».

An excerpt on The Berghoff's official website says its history is the «quintessential American success story of an immigrant who built a hugely successful business that has stayed in one family for more than a hundred years.»

The success of Dublin's tech community comes down to the fact that everyone and everything — companies, employees, residential buildings — are in the same area, making even a trip to the grocery store a networking opportunity.

By defining our Living Dream, tackling challenges such as our fears of money, seeking balance, loving our families, learning the fundamentals of building and growing a business, and finally accepting the challenge to do whatever it takes to create the life you want — you too, can find success.

Build your brand's legacy with the same excitement you get when presented with even the simplest set of LEGO bricks, and you'll be celebrating your continued success for decades to come.

After finding some success in the B2B market, Simpson took Kitewire to the next level of risk management with netpure — a «build - it - and - they - will - come» model for the consumer market.

Three entrepreneurs share their stories of success (and failure) in building multi-million dollar companies.

A definition of success that can only exist at that scale, whether it's the complexity of the problem, the business they want to build or the organization they imagine building

Over the years of building the Female Entrepreneur Association, I've come to realize that there are some key things we must focus on in order build the business success we desire.

The success of The Uncommon Series is closely tied to Peper's background and experience as an entrepreneur building businesses.

Corcoran's humble beginnings included nine siblings and a cramped apartment in Edgewater, New Jersey, she revealed while sharing her story of success on NPR's podcast «How I Built This» in April.

Extensive Support: We believe extensive training drives your success - from lease negotiation to build out, recruitment to finance, and sales & marketing to sustainable business, you'll be supported every step of the way!

As Zack O'Malley Greenburg argues in his book Empire State of Mind: How Jay - Z Went from Street Corner to Corner Office (Penguin), the key to Jay - Z's success is his «ability to build and leverage his personal brand.»

The California - based founder of JC's describes what it's like to find success in unsuspecting places, how she's avoided taking on debt, and why she's building a sweet legacy.

The great success of the Ford class will not be defined by any one innovation on board, but by the foresight displayed by the designers who are boldly creating a carrier to launch planes that haven't even been designed yet, to fire weapons not yet built, and to secure the US's interests at sea for decades to come.

Building a large network of suppliers from which buyers can pick and choose is key to the success of online marketplaces.