Sentences with phrase «buildings purchased at»

For instance, I think there is a big difference between a commercial real estate loan on a midtown Manhattan office building purchased at the top of the market by a speculator using a 90 % + loan to value (LTV) vs. a 65 % LTV, owner - occupied warehouse loan with personal guarantees in Scranton, or some other market that never experienced a spike in real estate prices.

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.

(Some business models are built on breaking even on the customer's first or second purchase; then future purchases will be profitable, since the CAC is at or near zero.)

The 85,000 - square - foot complex, home to Canada's largest independent ice cream producer, occupied an entire village block, but at its centre was a centuryold creamery, the first building that David and Penny Chapman purchased when they opened the business in 1973.

They're pricing out mortgages at low rates and realizing that they can save money and build equity by purchasing a home instead of renting an apartment.»

The office building at 220 St Georges Terrace has been sold for $ 35 million, with a local private buyer purchasing the building in a deal brokered by commercial agency Knight Frank.

-- Ashley Hunter, president of HMRiskGroup, Austin, Texas Community Banks «The representative at the big bank we used to finance the purchase of a new building said he would see about getting us more business referrals, but four years later, we haven't had a single referral from him.

• «Our dads built Heath kit stereos and passed on soldering skills and the maker spirit in projects we built from parts purchased at Radio Shack.

Through this new program partners can purchase core Dynamics 365, Power BI, Power Apps and Microsoft Flow capabilities as embeddable «building blocks» at discounts of up to 50 percent.

thanks, and yes, a pittance of a pension and regular checkups keep us on budget and head off any problems — best decision i ever made (financial or otherwise) was serving our country doing search - and - rescue, oil and chemical spill remediation, etc. (you can guess the branch of service)-- along the way, frugal living, along with dollar - cost averaging, asset allocation, and diversification allowed us to retire early — Vanguard has been very good over the years, despite the Dot Bomb, 2002, and the recession (where we actually came out better with a modest but bargain retirement home purchase)... it's not easy building additional «legs» on a retirement platform, but now that we're here, cash, real estate, investments and insurance products, along with a small pension all help to avoid any real dependence on social security (we won't even need it at full retirement age)-- however, like nearly everybody, we're headed for Medicare in several years, albeit with a nice supplemental and pharmacy benefits — but our main concern is staying fit, active, and healthy!

In Lower Manhattan, RXR Realty last month listed two high floors at 61 Broadway, a 780,000 - square - foot building it purchased in May for $ 330 million.

A delay in homeownership is also slowing millennials» ability to build assets, with buyers now purchasing a first home at the median age of 33 [7].

Enjoy peace of mind at home and on the road with a suite of built - in travel and purchase protection benefits ⌃ *

Until you've been in business for at least three years and have achieved steady profitability, committing to a building purchase is risky.

Recently at work I built a WordPress site with a theme I purchased and some custom CSS, which probably saved my organization a few thousand dollars in developer fees and six months of meetings.

The deal is Fosun's first major lease at 28 Liberty Street since the company purchased the building from JPMorgan Chase for $ 725 million in October 2013.

With CPEX in poor financial health at the time, Sprecher purchased the company with a goal of building a trading platform for over-the-counter energy markets.

With some planning, you can build your credit score back to the level at which you can qualify for a home purchase.

Also, do you need to build into the notes, the note purchase agreement, or elsewhere, a provision whereby the note holders agree to enter into a shareholder agreement (with, e.g., transfer restrictions) at the time of conversion into preferred (or possibly common) shares?

That's because a purchasing process may last months or years, especially for things that will be used at least five years — such as infrastructure, process equipment, a headquarters building, laboratory, or manufacturing plant.

In January, Connecticut - based insurer W.R. Berkley Corporation made its first big New York purchase, buying 600 Lexington Avenue for $ 305 million, and Boston - based AEW Capital Management entered contract to buy a 470,000 - square - foot office building at 330 Hudson Street for $ 385 million.

A month - and - a-half ago, Des Moines, Iowa - based Meredith Corp. finalized its purchase of Time Inc. and slapped its own logo onto the former Time Inc. building at 225 Liberty St. in New York.

I should have noted that, more important than the professorship in stabilizing Acton's worrisome financial circumstance, was the generous benefactor who purchased his sixty «thousand «volume library, which, after Acton's death, was given to the University Library at Cambridge, where it is today housed in a special chamber in the center of the building.

Don't commit to eating nothing but Ramen and a 15 - lb tub of frozen Bagel Bites you purchased at a Costo sale (your arteries will thank you later), or attempting to build your «tiny house» in your parents driveway (the neighborhood association will thank you later).

(Other perks: pajamas count as work attire, book purchases count as tax deductions, zoning out on Facebook at night counts as «platform building.»)

In 2010 he purchased Filsinger Vineyard & Winery and immediately began to build a strong team to support his vision of producing quality wines at affordable prices.

A simple, transparent packaging design allows the consumer to assess quality and build trust with the product at the purchasing stage

The company's customer advantage program can work year - round to build loyalty with a majority of Sabnani's resident customers as well as longer - term tourists who make significant purchases at the stores during their stays.

We are working on building a store so you can purchase select product through FarmMatch.com and pick - up your products at one of our convenient drop locations in Austin or San Antonio.

There was considerable unrest beginning to build up before the purchase of Ozil and Sanchez, and TBH they were got at bargain prices.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

The district is building a facility on just over 5 acres of land it purchased at Quincy Avenue and Fort Hill Drive that could include amenities like a walking track, athletic courts, exercise equipment and meeting space.

Before you jump in and start making purchases at your local baby boutique, use these tips to build the perfect nursery.

Purchase your at the Season Pass Office in the Clocktower building, or at any Mount Snow Sports location.

The Park District moved into the former school building in fall 1995 after purchasing and renovating the building at a cost of $ 13 million.

The first question asks whether the district should issue $ 8 million in general obligation bonds to purchase the parcel at 1st Avenue and Three Oaks Road, improve it and build a family aquatic center, which could accommodate 850 to 1,000 swimmers.

In August, the Park District purchased a 22,500 square foot industrial building at 1436 East Davis Street for $ 725,000.

The building was purchased at the height of the real estate boom in Toronto with loans and gifts of over one million dollars from founding families.

However, it does not have built - in leg extensions like the Clear Vue co-sleeper so, if your bed is greater than 24» tall, a leg extension kit has to be purchased at an additional cost.

The Gurnee Park District already has purchased a site at Hunt Club Park where the proposed aquatic center could be built.

Many parents / caregivers build their stash by purchasing a few at a time.

The district also has looked at buying other existing buildings and found the price to purchase and renovate would range from $ 8 million to $ 10 million.

At 11 a.m., SUNY Board of Trustees Chairman H. Carl McCall hosts an Excelsior Scholarship information session, Purchase College, Music Building, Room 1002, Choral Hall, 735 Anderson Hill Rd., Purchase.

Leaders at the Tapestry Charter School in Buffalo want to purchase a former city school building for expansion.

At 11 a.m., state Sen. David Carlucci releases the findings of a report on the threats associated with purchasing recalled products through online marketplaces, Legislative Office Building, LCA Press Room 130, Albany.

• Trico: Krog Corp. in 2017 finally purchased the sprawling former Trico Products Corp. building at 791 Washington St., on the edge of the Buffalo Niagara Medical Campus.

A limited liability company that has the same ownership group as the Mercedes - Benz of Buffalo dealership at 8185 Main St. has purchased the office building at 8171 Main St., just east of Transit Road, according to public records and the LLC's attorney,...

Lawmakers voted 19 to 9 (along party lines) to supply 3 million dollars for MCC to purchase and renovate several buildings at the site.

Also at 4 p.m., the task force holds a regional Common Core listening session, SUNY Purchase College, Humanities Building, Theater, 735 Anderson Hill Rd., Purchase.

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