Sentences with phrase «built products from»

That's why, from the beginning, Apple has built products from the ground up with security in mind, and one of the many reasons why businesses around the world are choosing our products to power their enterprise,» said Apple CEO Tim Cook, in a statement.

Ola always has had a good ear to the ground and has built products from the ground up, well - suited to the market and consumer needs, unlike Uber, which has standard products across countries.

Technical institutes or MOOCs impart theoretical knowledge, but at bootcamps, you get d own to building your product from day one.

That was a start of a long and difficult journey of building our products from scratch, discovering our place, and reinforcing our values in the market that didn't quite honor best practices at the time.

Travelpd is a niche player in the market who has gained advanced Travel Technology tools which we will implement to build the product from the scratch.

The Passive House Institute provides consultancy on the thermal optimisation of building products from the very beginning of the process through to pontetial Passive House Component Certification.

We offer innovative, high - quality building products from Europe to bring high - performance buildings to life in North America.

Received several awards for exceeding sales in building products from organizations such as Isgo Corporation, Borden Chemicals, General Tire and Rubber among others.

Received several awards for exceeding sales in building Products from such Organizations as; Borden Chemicals, General Tire and Rubber, ISGO Corporation.

Not exact matches

And in the case of financial institution a relevant place to apply it would be where it's important for a particular product or service to have either more trust from third parties or to engage third parties in building a network without a traditional intermediary.

Plus, partners like Sonos and Ecobee have released their own products with Alexa built in, so you can talk to (and shop from) Amazon from an ever - increasing number of places.

«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].»

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.

For example, you could have them click on a link of what interests them or link them to a blog post or eventually to a product or service that you're selling, but you need to train them to build a habit of clicking on those links from the very beginning.

From my experience over the past two years building my startup Dizzle, a mobile app for real - estate agents, I have developed several variations of my product in hopes of mastering the product - market fit.

In places where there's a large but fragmented agricultural industry, CGE builds supply chain hubs, which process and package products from local farmers so they can be sold off to large buyers and multiply farmers» income.

Dr. Jonathan B. Levine, founder of GLO Science, shares his entrepreneurial expertise about how to take a product to market from an idea and what type of people are needed to build a successful and effective team.

She worried that chasing after capital would distract her from building the best product she could.

Not only can stories help to build a community (that becomes a source of more stories), but storytelling is also a proven technique that allows your audience to see how they can benefit from your product or service without you blatantly selling.

By recognizing that the marketplace is changing, Volk - Weiss, in response to that change, has built a 120 - person company that he says grew its revenue (from licensing, streaming, and production fees, product sales, and ad - revenue sharing) more than 100 percent annually over the past three years — and more than 200 percent over the past two.

Dr. Jonathan B. Levine, founder of GLO Science, shares his entrepreneurial expertise about how to take a product to market from an idea and what type of people are needed to build a successful and -LSB-...]

While the company got its start building bomb - sniffing robots for the military before pivoting into vacuums in 2002, Dyson stresses that it's coming at the product category from the other direction.

Many warehouse workers wander for miles each day inside big buildings while pick products from shelves.

«If we were building a company from the ground up for every single product, we wouldn't be able to serve that mission.»

The gathering is intended to probe what companies from Johnson & Johnson to 3M to Samsung — as well as every leading consulting firm across the globe — have already discovered: that smart, creative, and bold «design thinking» is one of the most essential (if too - often - overlooked) pathways for companies to build better products, connect with customers, improve their collaborations, and make the day - to - day corporate processes that now drive most of us crazy less crazy - making in the future.

Jarden founder Martin Franklin has built the company through acquisitions, making it one of the largest diversified consumer products makers in the United States, selling everything from firewood to condoms.

If you develop a new technology, says Dixon, rather than selling or licensing it to the existing companies in that industry, consider building «a complete, end - to - end product or service that bypasses» them — from design to distribution.

Some fear that the reviews could give China leverage to steal tech from these companies, allowing the country to build more products at home, or to provide the country's hackers with knowledge about breaking into U.S. systems.

Our expedition tents have summited more of the world's top peaks than any other brand, and every product we make is designed and built with technical precision from this foundation.

This is how you can build bridges from products to services and generate profits.

Hoover says the best way to get your product noticed is to build something compelling and interesting and to communicate it well so if someone is scanning a list of new products and taking in a lot of information quickly, he or she can easily understand the value proposition from looking at a tagline.

Facebook Inc. is working on a video chat device for the home — the first major hardware product from its experimental Building 8 lab.

First, if customers have had the opportunity to weigh in from the beginning and the offering has been developed accordingly, you're ensuring a built - in sales channel once the product goes live.

He poured the proceeds into developing products like bleach - and dye - free dish and laundry soaps, recycled toilet paper, and other paper products made from recycled materials and began building relationships with chains like Whole Foods and Wild Oats, as well as mainstream supermarket retailers like Kroger.

As a Microsoft product, Skype opened its APIs in 2016, and developers from all around the world could now build chatbots on their platform.

The inventors will be given the resources and help they need to take their products from concept to reality, building, testing, and perfecting their products for the biggest pitch of their lives.

And while you might think you have nothing in common with Brian, think again: he took over the family business from his father (who took over from his father, the legendary Bill France, Sr.), needs to balance the needs of current customers while making smart changes to his product, must constantly work to build better relationships with partners, and must constantly revamp digital and social offerings and strategies to communicate with customers the way they want to engage.

But even if you aren't building an office from scratch, adding a lot of whiteboards and markers as well as providing your team with beautiful computers and other technology products will help give space to the outpouring of their creative juices.

So when we were designing this, we started with the core of the product experience and built up from there.

It's one thing for Apple to partner with automobile makers to make its technology more compatible in their products, it's another thing entirely to build the vehicles from the ground up.

«We've asked a lot of customers where they're from and this has allowed us to build up a database of genetic diversity,» said Robin Smith, 23andMe's product manager.

After all, if you are going down the road of raising money from venture capitalists, the basic contract is that you are going to build something great, and that your product has a chance of being a massive multi-billion-dollar company.

From there, it's important to carve out your vision, build the products or services that fit that vision and the marketplace, and take the leap forward towards something that hasn't been done before.»

A «hyper - converged product» pulls all that into one set of hardware from one vendor and, in theory, is more tightly - integrated because everything was built to run together.

This framework encourages founders to create an organization that builds products quickly, measures the outcome of the product in question and learns from the results.

The term «full package» refers to the idea that suppliers today have to do everything from original design to delivery of finished products, and that's exactly the kind of business Gildan has built.

«Planning for the pain we'd create from more scale, building the right systems and processes in advance of scale... sometimes we didn't give ourselves enough margin of error for, say, product delivery.

Or he could draw foreign engineers away from outsourcing firms and into fast - growing technology companies, which build products we all use and create new jobs for Americans.

Specifically, as it grew, Industrial Defender shifted growth vectors from selling its initial built product targeted at an initial customer group — expanding to new customer groups, then to new geographies; and finally to markets through channels and partners.

Too often the tasks of building a product and selling it are walled off from each other.