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.
«Those that
operate efficiently
and have good quality
control will have a better chance of doing well, vs. a franchise willing to grant a store to anyone able to come up with the
capital.»
These risks
and uncertainties include competition
and other economic conditions including fragmentation of the media landscape
and competition from other media alternatives; changes in advertising demand, circulation levels
and audience shares; the Company's ability to develop
and grow its online businesses; the Company's reliance on revenue from printing
and distributing third - party publications; changes in newsprint prices; macroeconomic trends
and conditions; the Company's ability to adapt to technological changes; the Company's ability to realize benefits or synergies from acquisitions or divestitures or to
operate its businesses effectively following acquisitions or divestitures; the Company's success in implementing expense mitigation efforts; the Company's reliance on third - party vendors for various services; adverse results from litigation, governmental investigations or tax - related proceedings or audits; the Company's ability to attract
and retain employees; the Company's ability to satisfy pension
and other postretirement employee benefit obligations; changes in accounting standards; the effect of labor strikes, lockouts
and labor negotiations; regulatory
and judicial rulings; the Company's indebtedness
and ability to comply with debt covenants applicable to its debt facilities; the Company's ability to satisfy future
capital and liquidity requirements; the Company's ability to access the credit
and capital markets at the times
and in the amounts needed
and on acceptable terms;
and other events beyond the Company's
control that may result in unexpected adverse
operating results.
Clear - cut instructions help business owners quickly build the type of plan that works for themone that helps them take total
control of their business, improve profits, raise
capital,
operate a profitable enterprise,
and stay ahead of the competition.
Which would get us draft
capital, helping to bring in a player who will be
operating at an even bigger discount, in addition to being younger
and under team
control at a cheaper rate going forward as well.
This complaint, which is yet to be heard, includes 1) sharing local discretionary
capital outlay funds with charters 2) Schools of Hope that
operate outside of local district
control 3) charter systems as their own LEA 4) standard charter contract with no local input 5) restrict district authority to allocate Title I funds
and 6) restricts district authority to allocate funds to meet needs of certain schools with low performing students.
Magnet schools are public schools
operated by either Hartford Public Schools,
Capital Region Education Council, or local colleges,
and can be considered a
controlled - choice program.
That's why a lot of us tend to invest in companies like PG, JNJ, KMI, PM, MO, T etc because those companies have pretty wide moats / competitive advantages, long histories of dividend raises, shareholder support
and solid revenue, cost
controls = > positive net income
and generally healthy
operating cash flow, sometimes high amounts of free cash flow after
capital investment.
Even the concept of required
capital can change depending on what market the financial institution is in
and what entity most closely
controls the amount of
operating and financial leverage it is allowed to take on.
Both properties, owned by a
controlled affiliate of Starwood
Capital Group, will be
operated under a franchise agreement with hotel management company
and specialists in the extended - stay market, Cycas Hospitality — London's second largest operator of serviced apartment
and apart - hotels.
INOS 17 - 049 GmbH, a Munich - based company
controlled by the Stargate
Capital GmbH fund, completed the acquisition of Werther International SpA, an Italian company with
operating units in France, the US, Denmark
and Poland,
and distributors in 150 countries globally
operating in the production,...
The key to
controlling costs
and freeing up
operating capital is deleting data you don't need to store.
Implemented cost effective systems of
control over
capital,
operating expenditures, manpower, wages
and salaries.
Claims Management Duties & Responsibilities Utilize efficient workflow organization to improve departmental efficiencies while ensuring effective client response
and diligent analysis of claims, with extensive experience in both commercial
and personal lines Provide relevant administration
and direction to multi-million dollar staff budgets, quality
control, fraud investigations,
and complex claims reviews, earning denial authority over high - level claims cases Identify
and develop talent among team members with focused training efforts, performance reporting
and analyses,
and operational efficiency initiatives Deliver continuous assessment of work force, while furnishing oversight
and guidance regarding effective service strategies
and techniques, loss liability monitoring,
and claim litigation assistance Develop
and implement the marketing
and sales efforts of customer service team while tracking progress versus established internal
and external benchmarks, providing disciplinary actions when necessary Construct customer service
and claims team through effective staff hiring to aid in efficient operations
and execution, delegating important tasks / assigments to line supervisors while providing branch - level guidance Aid in strategic planning
and capital budgeting based on improving
operating efficiency
and reducing service - related production losses, collaborating effectively with senior - level management Maintain a strong working knowledge of important industry topics, company programs
and policies,
and overall regulatory environment, including state - level responsibility for process changes in casualty / PIP Address important client
and staff queries, resolving them in an expedited manner Lead through example with consistent work ethic, attitude
and professionalism
«Where the REIT transactions are distinguished is they do offer more heavily weighted financing
and capital partner component than
operating and governing
control,» Singh said.