Experienced and well - heeled Logistics and Supply Chain leader with demonstrated track record of providing guidance, logistics, and
business development strategies for Fortune 100 high technology firms and premier global logistics company.
Track record of implementing
business development strategies for financial services companies and independent advisors to increase practice efficiency, overall sales and profits.
Time to plan
your business development strategies for the coming year.
Life Sciences: represents and advises life sciences clients on various corporate matters including negotiating investments, mergers and acquisitions, public offerings and assisting with corporate and
business development strategies for early - stage life science and emerging life sciences companies.
Minister of International Trade François - Philippe Champagne has announced C$ 15 million in funding to help Canadian firms expand into new markets under the Trade Commissioner Service International
Business Development Strategy for clean technology, which is part of Canada's Innovation and Skills Plan.
Business development strategy for them?
Over the last two years, content marketing has become an increasingly important
business development strategy for law firms.
Now tell me how often do you hear that a lawyer has
a business development strategy for their vacation?
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.
• Greg Byrnes joined PSP Capital as managing director, and Tom Wyler joined as senior vice president
for global
strategy and
business development.
As my own company has grown, I've had to make continuous adjustments to
strategy and approach every year based on
business development successes and failures and a slew of other things I couldn't really plan
for.
We offer a space
for developers and entrepreneurs to attend and organize events with speakers, mentors and other entrepreneurs; a «hack space» and device library to develop and test new ideas; and Google Launchpad, a two - week boot camp
for early stage start - ups helping with subjects including user interface, product
strategy & technology, marketing,
business development and more.»
Alfano believes in prioritizing culture and making it a
business strategy; commit to connecting with people, fostering open communications and to invest in learning and
development for everyone.
«In general,
businesses need to be thinking about digital
strategies beyond content, and what platform or device will help create that experience
for their customers,» says Charlie Miller, associate partner of New York - based design and
development agency Control Group, which was tapped to execute the iPad project.
Here are four stages of
business development that can serve as a road map
for your funding
strategy.
«We are constantly looking
for ways to deliver the best technology
for our customers,» Stephen J. Girsky, GM's vice president of corporate
strategy and new
business development tells the Journal.
The company recently hired Liz Reifsnyder, former director of
strategy and
business development for Dollar Shave Club.
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»).
As I wrote about in my article titled «5
Strategies for Franchise Leadership
Development,» leadership is the most important factor in the success of your franchise
business.
Driving it to become one of the leading regional new media agencies, with core competencies in web, mobile and social media, Sabbagha combines
business, marketing, and management skills
for application to web design,
development, planning, implementing digital and social media
strategies, online advertising, e-commerce, and digital marketing campaigns.
«What we're seeing now, and what our customers are doing... is using this technology all the way through the product lifecycle process,» said Jim Bartel, senior vice president of
strategy, marketing, and
business development for SDM.
Aaron is responsible
for strategy and
business development for Experian's Consumer Information Services
business unit, with an emphasis on identifying market trends and facilitating partnerships with key players in the rapidly evolving FinTech startup ecosystem.
Most recently she served as director of external affairs and communications
for Spectra Energy's Canadian LNG
business, responsible
for development of natural gas infrastructure investment opportunities related to liquefied natural gas in Western Canada, as well as
development of
strategies to address market, regulatory, and stakeholder risks associated with potential LNG projects.
Prior to joining Icon, Narutomo spent ten years at Microsoft and nine years at Hewlett Packard in a broad range of
business development roles from selling new software solutions to creating
strategies for launching new products into the Japan market.
The event concluded with the
business leaders present endorsing the Sustainable
Development Goals as a framework
for shaping corporate
strategies.
Errol is the chief industry
development officer
for Zillow Group and is responsible
for industry relations
strategy and
business - to -
business product
development and tools in the Zillow Group brand portfolio.
If you don't have the time to invest in generating link worthy content than you need to find ways to scale this endeavor, and / or incorporate it into your existing
business strategies for website
development and marketing
strategy.
If you are in Quebec, you might apply
for the Youth
Strategy Program CED - CFDC, which may provide a personal loan of between $ 5000 and $ 15,000 and personalized assistance to young entrepreneurs who want to start, expand or modernize a small
business «within the territory of one of Quebec's Community Futures
Development Corporations».
He joins MaRS after seven years leading ENBALA, where he was responsible
for strategy, recruiting the executive leadership team, financing, establishing corporate direction and
business development.
Services Advisory Assurance Attest Services Audit, Reviews & Compilations Employee Benefit Plan Audits Internal Audit Services International Financial Reporting Standards (IFRS) IT Audit Services SEC Services SOC 1 and 2 Services Statutory Financial Audits Tax Accounting Methods Cost Segregation Estate Tax Credits Executive Compensation Federal Corporate Tax Generational Wealth Planning International Tax Mergers & Acquisitions Real Estate Research &
Development Tax Credits Sales and Use Tax State & Local Tax Tax Accounting Tax Reform Transfer Pricing
Business Support DHG Search DHG Staffing Forensics Commercial Damages Digital & Computer Forensics Domestic Matters Fraud & Corporate Investigations Personal Damages Healthcare Consulting Alternative Payment Models Center
For Industry Transformation Points Beyond Blog CFO Advisory Bundled Payment Models Clinical Documentation Improvement Enterprise Intelligence iluminus Reimbursement Revenue Cycle Senior Living
Strategy Physician Enterprise Optimization International Services Chinese
Business Services Japanese
Business Services Investment Management DHG Agency DHG Wealth Advisors IT Advisory Retirement Plan Administration Risk Advisory Finance & Process Transformation Internal Audit & Compliance Regulatory Services & Risk Management Technology Services Transaction Advisory Valuation Services Financial Reporting Healthcare Valuations
Darin Kingston of d.light, whose profitable solar - powered LED lanterns simultaneously address poverty, education, air pollution / toxic fumes / health risks, energy savings, carbon footprint, and more Janine Benyus, biomimicry pioneer who finds models in the natural world
for everything from extracting water from fog (as a desert beetle does) to construction materials (spider silk) to designing flood - resistant buildings by studying anthills in India's monsoon climate, and shows what's possible when you invite the planet to join your design thinking team Dean Cycon, whose coffee company has not only exclusively sold organic fairly traded gourmet coffee and cocoa beans since its founding in 1993, but has funded dozens of village - led community
development projects in the lands where he sources his beans John Kremer, whose concept of exponential growth through «biological marketing,» just as a single kernel of corn grows into a plant bearing thousands of new kernels, could completely change your
business strategy Amory Lovins of the Rocky Mountain Institute, who built a near - net - zero - energy luxury home back in 1983, and has developed a scientific, economically viable plan to get the entire economy off oil, coal, and nuclear and onto renewables — while keeping and even improving our high standard of living
James Smith, head of workplace
strategy and
business development at Morningstar, says many broker - dealers are taking a proactive approach to measuring the rule's impact on their 401 (k) advisory
business, and not waiting
for courts to determine the Labor Department rule's fate.
Rene not only drove complex healthcare
strategies for client partners and supported
business development, but focused deliverables on insight generation through the lens of behavioural economics, providing a unique approach to healthcare market research.
Before joining Alston & Bird, Blake was general counsel
for a manager and distributor of alternative investment products, including an externally managed, public, non-traded
business development company, and a senior lawyer
for a manager of hedge funds and separately managed accounts employing relative value and macro fixed income and equity
strategies.
Is a cost - effective solution
for short - term projects and
business cycle peaks Boosts corporate presence on campus Develops a long - term sustainable recruitment
strategy, as you can fill full - time roles with past Co-op students Students are pre-screened and go through a competitive application process Contributes to the
development of the future work force Supports continuous learning
Other economic policies include reducing the regulatory burden
for small
businesses and northern
development; a new $ 75 million venture capital fund to help businesses commercialize new technology developments; a $ 900 million Strategic Aerospace and Defence Initiative and a $ 250 million Automotive Innovation Fund to support these industrial sectors; a $ 1 billion Community Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development
development; a new $ 75 million venture capital fund to help
businesses commercialize new technology
developments; a $ 900 million Strategic Aerospace and Defence Initiative and a $ 250 million Automotive Innovation Fund to support these industrial sectors; a $ 1 billion Community
Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development
Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional
development development strategies.
Previously, Tom was a Director of Market
Strategy for Motorola's Wireline business where he was responsible for business strategy, market development, strategic partnerships and acqui
Strategy for Motorola's Wireline
business where he was responsible
for business strategy, market development, strategic partnerships and acqui
strategy, market
development, strategic partnerships and acquisitions.
ABLAC gathers a C - suite group of
business leaders in Asia and Canada to provide a forum
for an open and candid dialogue on how Canada can realize the full potential of its
business and economic engagement with Asia, as well as providing strategic policy advice informing the
development of an Asia
Strategy for the Government of Canada.
For almost two decades Meegan has served in the fields of international
development, corporate
strategy and
business planning, project management, marketing, training and education.
Porter's five forces is a framework
for the industry analysis and
business strategy development developed by Michael E. Porter of Harvard Business School
business strategy development developed by Michael E. Porter of Harvard
Business School
Business School in 1979.
Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist
for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey
strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and
business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate with all
business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation
strategies via event, email and content marketing programs Establish excellent sales and client retention
strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales
strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize with Partners.
If you are a senior leader or majority owner in a privately - owned
business without a succession system in place, you should be concerned, and here's why: without a proper succession plan in place
for you and the executive team, and a talent
development strategy for the organization, your firm is likely to run into ownership transfer challenges in the future.
Buyer persona
development must be coupled with the techniques of the social sciences of social and
business anthropology to develop a new role and framework
for being of value to
strategy within organizations.
Tyner, 38, will oversee all aspects of sales
strategy and
business development for the advertising division of the Sun Sentinel.
Mr. Rahman has been with Fidelity since 2003 and, prior to his current responsibilities, worked as a vice president, and as a director
for strategy and new
business development.
My personal journey has taken me from a hobby, to small
business site
development, to SEO consulting, and directing the search engine marketing
strategies for organizations large and small.
Don't miss this opportunity to learn
strategies for overcoming the most common sales and
business development hurdles
for early - stage companies.
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.
Knowledge about individual community leaders, the history and
development of a town, the way decisions are made in its institutions and social groups, the deals being made in the world of politics and
business, the norms and values in the arts and sciences, the presuppositions and operational concepts of the professions — this is grist
for the mill of a core group which has the responsibility of planning
strategy for the mission of a particular church in an American community.
PINTS (Partners Invested in Transformational Solutions) is based on the vision of providing objective
business planning and strategic growth solutions
for the beverage industry, primarily tailored to the craft beer segment with an emphasis on branding and marketing
strategies, growth planning and
development and succession planning.