Sentences with phrase «changing at her company as»

Now, says Tatarko, this is finally changing at her company as well as at others.

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.

A Snap employee told the Times that the company was looking at ways to educate employees on financial management before the IPO, such as bringing in professors from Stanford to talk about how employees» lives can change after working for a company that goes public.

Nearly one year after Jack Dorsey retook his position as CEO of Twitter, very little has changed at the tech company.

Perhaps most exciting of all, shortly after launching the company, Zidel was honored at the White House as a champion of change for her contributions to child care.

While the International Mobility Program will certainly help a few American companies to «park» their foreign employees in Canada during this tumultuous time, it's the broader policy changes that will tangibly impact the tech community at home, as well as foreigners seeking a safe and stimulating place to innovate.

In a further sign of change at the beleaguered BlackBerry maker, former co-CEO Jim Balsillie departed from the company's board just two months after he and Mike Lazaridis stepped down as co-CEOs.

While Monsanto's culture has remained consistently nurturing, the business has changed so much he «feels as if he's worked at a wide range of different companies.»

As I have written about before, the rate at which Americans start new companies has been on a downward trajectory since the late 1970s, driven by changing industry composition and the growth of multi-outlet businesses like Starbucks and Walmart.

Twitter CEO Jack Dorsey should continue to lead the company, as change at the top would delay a turnaround, says UBS analyst Eric Sheridan.

Although companies like Netscape and Google are almost always presented as radically innovative start - ups, out to change the world from day one, the fact is, they began as incremental improvements, executed at opportune moments.

Other changes included a price cut on the company's rear wheel drive 70 kWh version of Model S, and the new offer of a «Ludicrous Speed Upgrade» for the 85 kWh, all - wheel drive Model S called the «P85D» — the company's most expensive model at $ 105,000 before tax incentives and gas savings as estimated by Tesla.

But even successful executives have nightmares, and at Google those involve the company becoming the next Yahoo or Nokia — tech bellwethers that fell behind as the industry's landscape changed.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Lowe's touted the news as a succession announcement, but companies typically prefer to have a new CEO lined up, or at least have identified candidates for the role, before they announce a corner office change.

«The DNA of a company changes as it grows,» said Keith McFarland Thursday at the Inc. 500 5000 conference in Phoenix, Arizona.

Kumar said the new moves did not reflect any major change in the company's business model, with U.S. workers being compensated at the same level as H1 - B visa professionals.

Martin Moen, the director general at Global Affairs Canada who oversees North American trade policy, told a conference in Ottawa earlier this month that it would be «very difficult to see a path forward» for NAFTA if the U.S. continued to insist on changes that would constrain cross-border commerce, such as a the suggestion that the value of U.S. government contracts won by Canadian and Mexican firms should match the value of contracts American companies secure in Canada and Mexico.

Kalanick readily admits that his view of Google changed; at one point he saw the company as a potential partner, but he eventually identified it as a likely competitor and threat.

That gives its co-founders more leeway to introduce changes to resolve it, as opposed to more mature companies (here's looking at you, Facebook).

It's hardly even a surprise anymore when a company advertises women as one of its office «perks,» or a high - profile tech conference kicks off with a joke about a a new app for staring at breasts, or a male tech investor declares he wants to change the way women smell through biohacking.

While moves like executive producing the «CODE» documentary may help, Rucker suspects that it's the internal changes at GoDaddy — such as hiring Murphy — that will ultimately determine whether the company is able to escape its sleazy past.

Ultimately, McCoy was trying to fix an unimaginable mess at a company with operations all over the world, and proved slow to react to market changes such as the impact of e-commerce and changing demographics.

Irving also made some substantive changes within the company, including hiring Elissa Murphy as chief technical officer, the first woman to hold that position at GoDaddy.

I interviewed CItigroup analyst Mark Mahaney and he said that he sees this as reflecting some investors» relief at the potential for change at the company.

While some companies Far Eastern is looking at have to deal with the excess capacity, others need management changes to adapt to a global market, he said, adding that companies broadly need to evolve as technology advances, he said.

This is helpful for my team and me, as we, like most companies, spend time at the end of the year analyzing performance and looking ahead to changes in social media and content marketing trends to plan and budget for the new year.

If you personally have issues with the speed of change, imagine what companies contend with: To keep up and stay relevant, they have to adapt their branding, marketing and sales efforts at a pace at least as fast as that of the new techologies» debuts.

Ambron, the company's CEO, boasts of an 89 percent customer retention rate, because, unlike competitors, he says, customers at BrandYourself move between tiers of service as their needs change.

We're staring at the rise of the gig economy, and as Fast Company explained a few years back, young, agile, adaptable «Generation Flux» is poised to surf this change to a new type of career.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

But as Snap faces increasing competition from companies looking to clone some of its products — Instagram stories, basically — Snap has had to look at some pretty significant changes to see if it can keep its users engaged and continue to grow.

A change in policy at Aetna, which has long been hailed as one of the most flexible companies in terms of allowing employees to work from home.

After Mr. Sacca posted his letter, Robert Peck, an analyst at SunTrust Robinson Humphrey, said that if Twitter's financial results disappointed investors again in July, as they had for the last two quarters, «we think it's possible that the company may look to make some changes» in leadership.

Dual - class structures are designed to make it difficult or impossible for non-founder shareholders to generate a majority vote, which is needed to make certain changes at the company, such as replacing the CEO.

In such situations, we are finding companies we regard as extremely well run, growing at a fast pace, and providing exposure to key themes such as economic growth, demographic changes, and local consumer trends.

Giant companies such as Citigroup and General Motors — a share of which cost little more than a pocketful of spare change — were at risk of being delisted.

Big changes being rolled out at a company that, as much as any, defines the term blue chip.

And at that company, senior management would try anything as long as they did not have to change themselves.

Chief executive Steve Easterbrook said at a conference Wednesday morning that as the company makes organizational changes — which were the focus of the new CEO's comments about the turnaround earlier this month — «At a more fundamental level we are recommitting to hotter, tastier food across the menu.&raquat a conference Wednesday morning that as the company makes organizational changes — which were the focus of the new CEO's comments about the turnaround earlier this month — «At a more fundamental level we are recommitting to hotter, tastier food across the menu.&raquAt a more fundamental level we are recommitting to hotter, tastier food across the menu.»

As a former Third Point employee told journalist Nicholas Stein in 2007, Loeb «believes that if you embarrass a CEO in front of his friends at the club, make him feel like people are talking about him, you can exert change on his company.»

Russia's Gazprom ranked no. 1 in the 2017 S&P Global Platts Top 250 Global Energy Company Rankings, toppling ExxonMobil and ending its 12 - year reign at the top spot, S&P Global Platts said in what it defined as the most profound change in the 16 - year history of the ranking.

McBee said that with a publicly traded company he has a fiduciary duty to his shareholders to prioritize profits at the firm even as a groundswell of change engulfs the telecommunications industry.

The company's economists cited policy changes at the Federal Reserve and rising inflation as contributing factors in the steady upward climb of lending rates.

As such, at its 2016 meeting, shareholders will have to decide whether shareholders with a less significant stake in the company should have the ability to propose significant changes to Chesapeake Lodging Trust's bylaws.

We are deeply concerned that the Investment Company Institute (ICI) Letter lays out a set of changes to the Proposed Rule which wold effectively negate the derivatives exposure limits in the rule and render them useless as a tool for controlling speculative leverage at registered funds, as is required by the 1940 Act.

Internal control at Municipality Finance comprises financial administration that handles financial reporting, a risk management function which reports on the company's risk position and any changes to it and is independent of the business of the company, and internal audit performed by business units which produce reports that are processed by supervisors, the President and CEO assisted by the Executive Management Team, as well as the company's Board of Directors.

Surprisingly, only 20 % were forced into retirement due to changes at their companies, such as downsizing or closure.

As a result of this accounting change, TCIL will de-consolidate Quess and TCIL's remaining ownership interest in Quess will be recorded at fair value and presented as an investment in an associate companAs a result of this accounting change, TCIL will de-consolidate Quess and TCIL's remaining ownership interest in Quess will be recorded at fair value and presented as an investment in an associate companas an investment in an associate company.

Last summer, I watched as our Fellows built relationships with my partners, learned from executives at the companies they worked at, contributed to world - changing products, and had fun while doing it.