Sentences with phrase «changed for the better with»

Nevertheless, a lot could change for the better with just a few days of convincing, bullish price action.

Over the years, SUVs have changed for the better with all the creature comforts found in a luxury sedan.

However, things are now set to change for the better with the introduction of Etios Platinum — a much desired face lift.

This has changed for the better with the new Android App launched today.

However, all of that could change for the better with the introduction of the new Intel Oaktrail processors that promises to take care of the one major grouse against Windows tablets so far, a below par battery performance.

Your experiences with Hyatt, Hertz and Luxury Hotel & Resort Collection are about to change for the better with the elite status that comes with the Club card.

But that has changed for the better with the Mi Mix 2.

I believe when people go through serious life events they are changed for the better with active listening, empathy and unconditional love.

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.

Adults looking to change careers can better their prospects with technical courses, like George Brown's Mathematics for Plumbers and Pipefitters.

Speaking at the Collision conference in New Orleans on Tuesday, Sacca said his rekindled relationship with Kalanick leads him to believe Kalanick is «materially changing» for the good.

With the addition of each new LEGO brick, you can change the structure for the better and take things in an entirely new direction.

If you think your compensation committee needs greater independence and expertise, bring on a female compensation consultant with 20 years experience who has done 50 compensation plans, including ones in your industry, with no ties to management, and then watch how things change for the better.

We try to foster greater innovativeness at our businesses with new programs or processes, we scheme to get in shape by making healthy lifestyle changes, we strive for the good life by trying to accomplish more and be happier.

It's better for your business's continual health — and your sanity — to work with a professional who can provide meaningful counsel on a variety of choices you make throughout the year that can drastically change your tax situation.

But, as with everything else today, new and better personalization data and other measurement and location - sensitive identification tools are rapidly changing the game and the ground rules for sales success.

Actual results and the timing of events could differ materially from those anticipated in the forward - looking statements due to these risks and uncertainties as well as other factors, which include, without limitation: the uncertain timing of, and risks relating to, the executive search process; risks related to the potential failure of eptinezumab to demonstrate safety and efficacy in clinical testing; Alder's ability to conduct clinical trials and studies of eptinezumab sufficient to achieve a positive completion; the availability of data at the expected times; the clinical, therapeutic and commercial value of eptinezumab; risks and uncertainties related to regulatory application, review and approval processes and Alder's compliance with applicable legal and regulatory requirements; risks and uncertainties relating to the manufacture of eptinezumab; Alder's ability to obtain and protect intellectual property rights, and operate without infringing on the intellectual property rights of others; the uncertain timing and level of expenses associated with Alder's development and commercialization activities; the sufficiency of Alder's capital and other resources; market competition; changes in economic and business conditions; and other factors discussed under the caption «Risk Factors» in Alder's Annual Report on Form 10 - K for the fiscal year ended December 31, 2017, which was filed with the Securities and Exchange Commission (SEC) on February 26, 2018, and is available on the SEC's website at www.sec.gov.

After the Form 1 +, another iteration of the company's first stereolithography printer, Formlabs rebuilt the Form 1, making it 40 % larger for bigger prints; equipping it with a resin cartridge system, analogous to how ink cartridges in a paper printer are changed, as well as a touchscreen interface for ease of use; and enabling wireless 3D printing.

Other recommendations were popular with the CEOs, as well, such as using cost - savings from changes to the program for «moving bonuses» given to those who relocate for work.

Perhaps most important to success in a rapidly changing world is a cultural assumption of the temporariness of solutions and with it, culturally committing to a mindset of constantly looking for new and better ways to work and create.

Armed with designers from CannonDesign, «developing «the story» of Follett's business evolution became the inspiration for the workplace, as well as the change management trigger that has cultivated the connection among their employees,» said Meg Osman, the Client Leader for the Follett transformation.

With a sprout in the number of startups offering technology - backed solutions, farming and the way agriculture is perceived should change for the better.

When there's a systemic problem within an organization — for example, when the way you've always done things no longer makes sense — the quicker you can elevate it to a person with the power to make a change, the better.

Say you're the flip - flop wearing nerd with a comic - con T - shirt and a haircut that says «past - due,» and you really have no business addressing more civilized audiences, except that you're a genius and you have something to offer that would change lives for the better.

But you've chosen to take that on and do your best to share your company with humanity, and maybe even change the world for the better.

One thing that unites Chu's small businesses with Reyes Holdings: All are changing the world for the better, whether they set out to do so or not.

With tax laws likely changing soon, it's a good idea to follow Lackey's lead and donate before the end of the year, as one of the proposed revisions for 2013 is a cap on itemized deductions.

Zuora quotes The Economist with this bit of news: «80 % of companies are seeing a change in how their customers want to access and pay for good and services and 50 % of these same companies are changing their pricing models as a result.»

South Korean carmaker Kia is better known for slightly offbeat, value - oriented cars than for high - performance wheels, but that changed last year with the introduction of the Stinger.

It's an attitude that fits well with the need for change, of which there will be plenty in the face of the new reality.

Though Branson still struggles with ADHD, he has built an empire of businesses and changed the world for good.

If you've never bothered with Microsoft's search offerings, the best way to get ready for the coming changes is to learn how to optimize your site for Bing and become familiar with the rules and regulations of Microsoft AdCenter.

Expect to see this change as the industry starts pushing for better content promotion with more effective tools.

A loftier reason for making a change, along with some support as we make it, can achieve what good intentions and our ever - wobbly willpower seldom does.

But if Facebook doesn't come up with a plan for real change, the hissing that accompanies a leaking of trust may well continue.

A meeting scheduling service is an important tool for changing the culture of meetings in the office because it enforces best practices and new processes with software.

Do some research into what's available and you might just change the way you and your team work with others — for the better.

For better or worse, the needs and expectations are changing, and schools must change along with it in order to stay competitive.

The best social companies began with the founders passion for change.

However, these dark days are now long gone, with websites such as Transunion and Experian offering comprehensive breakdowns of your credit history and, most importantly, allowing you to make changes for the better.

While people have associated social networking with meeting new friends and finding job opportunities, you can also connect with people who can change you for the better.

For example, when it comes to process improvements, the company is always looking to change its processes if someone comes up with a better way to get things done.

Inmates described cells flooded knee - high with water contaminated by urine and feces, as well as the inability to flush toilets, take showers, or change clothes for two weeks.

While the pace of change is exciting for innovators and market makers, it causes enormous friction for traditional institutions who control financial services today, as well as for regulators who are grappling with rules that were not meant to govern financial transactions using the latest technologies.

Share: FacebookTwitterLinkedinGoogle + email VICTORIA — The global shift to electric cars is well underway, bringing with it big changes for drivers, industries and governments around the world.

Prepping for this inevitable future change entails getting in the habit of communicating with shareholders so you know well in advance who might be a target.

But he assured investors that internal changes to simplify operations and increase the speed with which the company brings innovative products to market are proving successful, allowing the company to better anticipate and drive consumer demand for its athletic apparel and footwear.

For example, you may have been working at improving your credit score and now qualify for a new mortgage with a better discount, or you may want to stabilize your payments by changing from a variable rate mortgage to a fixed - raFor example, you may have been working at improving your credit score and now qualify for a new mortgage with a better discount, or you may want to stabilize your payments by changing from a variable rate mortgage to a fixed - rafor a new mortgage with a better discount, or you may want to stabilize your payments by changing from a variable rate mortgage to a fixed - rate.

[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.