Sentences with phrase «cycle of change»

Volunteering, staying fit and enjoying greater energy are part of a positive cycle of change that David Eng, a sales rep with Sutton Group — West Coast Realty in Coquitlam, B.C., started a dozen years ago.

A natural cycle of change may temporarily counter global warming's effects on sea ice.

But a natural cycle of change in the North Atlantic may for the time being have countered the consequences of human combustion of fossil fuels, the rise of greenhouse gases and other impacts in the Arctic.

They show a very similar pattern — see the right globe in Figure 1 — and the annual cycle of change — more cooling in winter — also corresponds to that of the model simulation.

Following the breakup there's always a cycle of change during which the 2 of you get used to the idea of not being together as you once were.

I say «If» because often we are told what we want to hear and then are lied to, eg the cycle of change we were promised.

Instead, out of fear of not selling enough shirts and tickets, they allowed us all to believe that our «cycle of change» included both keeping Sancez and Ozil as well as spending lots of money, where in reality it was one or the other.

In talking about monetary policy's contribution to the management of the economic challenges, the speech notes the recent increases in mortgage rates of the commercial banks, outside of the cycle of changes in the cash rate.

During puberty, the circadian rhythms — the cycle of changes the body undergoes in a 24 - hour period — drastically change.

The study tracked changes in the sun by looking at previous solar cycles of change, such as Cycle 22 which lasted from the years 1986 to 1996, and found that the oscillation frequencies were confined to a thinner layer than those previous cycles.

This means that it does not follow the redox cycle that most antioxidant do e.g. vitamin C. Redox cycle is a cycle of changing a cell's state by oxidation.

It's important to understand that our dogs need to be exposed to the whole daily cycle of changing proportions of different wavelengths (or colors) of light that the sun naturally provides, if you want them to be healthy.

Cycles of Change has been changing the lives of East Oakland youth for more than a decade.

Cycles of Change has influenced a wide network of local residents and policy - makers by raising awareness and encouraging the use of bicycles — in conjunction with public transportation — as an every - day mode of travel.

Ranging from sculpture that inhabits physical space in unusual ways in order to better understand and demonstrate force, motion, energy and matter, to works depicting the patterns of the earth and its cycles of change, the artists in this exhibit explore natural phenomena in ways both literal and conceptual.

PRAXES presents half - year cycles of changing exhibitions by two unassociated artists, this autumn displaying Gerard Byrne and Jutta Koether.

Where might such cycles of change lead?»

A pause would, at least in part, discredit arguments for global warming and lend credence to skeptics who argue the climate goes through a natural cycle of changes.

Transit Signal Priority, a system that keeps signal lights green, and quickens the cycle of changing red signals back to green, to allow buses to move through intersections more smoothly

Key to the outreach effort are several local organizations that are trusted leaders in their communities — Oakland - based Scraper Bike Team and Cycles of Change, Chinese Newcomers Service Center in San Francisco and SF Yellow Bike Project.

Not exact matches

Used both along roadways and in stores, these billboards allow for an ever - changing and instantly updated cycle of information.

Certain matters discussed in this news release are forward - looking statements that involve a number of risks and uncertainties including, but not limited to, doubts about the Company's ability to continue as a going concern, the need to obtain additional funding, risks in product development plans and schedules, rapid technological change, changes and delays in product approval and introduction, customer acceptance of new products, the impact of competitive products and pricing, market acceptance, the lengthy sales cycle, proprietary rights of the Company and its competitors, risk of operations in Israel, government regulations, dependence on third parties to manufacture products, general economic conditions and other risk factors detailed in the Company's filings with the United States Securities and Exchange Commission.

«Tax reform does not change our capital return goals as we remain committed to returning at least $ 60 billion of capital in the current and next two CCAR cycles, subject to regulatory approval,» CEO Michael Corbat said in a press release on Tuesday.

Aaron McHardy: This is one of the biggest games we've ever made in a one year cycle, in terms of changes from last year.

That's exactly the kind of good news cycle that should precede an identity change, according to Wayne S. Rogers, Principal at Blade Creative Branding.

There are different cycles of drivers and teams that appeal to the fan base, and that changes over the years.

As a crime deterrent, Grace and Ubelhart decided to change their business — instead of harvesting the pot plants» buds, they started to sell clones, which have no buds until going through the three - month harvest cycle.

Another very important, yet overlooked, variable is the relationship between the equity market and the «changing of the president» cycle.

If you find that you frequently have to challenge clients who change requirements partly through the project development cycle, it may mean that your initial kickoff protocol is in need of improvement.

A bipolar individual's personality undergoes vast changes in the course of a cycle from mania to depression and back again.

But when I went to lighter weights and more reps to give my body a change of pace, I never cycled back to lifting heavy.

In contrast, the U.S. Federal Reserve is in the middle of a rate - hiking cycle although no changes to monetary policy are expected when the bank concludes a two - day meeting on Wednesday.

«The part of the brain which regulates the sleep - wake cycle — the Suprachiasmatic Nucleus — changes in puberty.

Once a month (or more or less frequently, depending on the length of your sales cycle), run your reports, read through them and make at least three changes based on what you find.

These risks and uncertainties include: Gilead's ability to achieve its anticipated full year 2018 financial results; Gilead's ability to sustain growth in revenues for its antiviral and other programs; the risk that private and public payers may be reluctant to provide, or continue to provide, coverage or reimbursement for new products, including Vosevi, Yescarta, Epclusa, Harvoni, Genvoya, Odefsey, Descovy, Biktarvy and Vemlidy ®; austerity measures in European countries that may increase the amount of discount required on Gilead's products; an increase in discounts, chargebacks and rebates due to ongoing contracts and future negotiations with commercial and government payers; a larger than anticipated shift in payer mix to more highly discounted payer segments and geographic regions and decreases in treatment duration; availability of funding for state AIDS Drug Assistance Programs (ADAPs); continued fluctuations in ADAP purchases driven by federal and state grant cycles which may not mirror patient demand and may cause fluctuations in Gilead's earnings; market share and price erosion caused by the introduction of generic versions of Viread and Truvada, an uncertain global macroeconomic environment; and potential amendments to the Affordable Care Act or other government action that could have the effect of lowering prices or reducing the number of insured patients; the possibility of unfavorable results from clinical trials involving investigational compounds; Gilead's ability to initiate clinical trials in its currently anticipated timeframes; the levels of inventory held by wholesalers and retailers which may cause fluctuations in Gilead's earnings; Kite's ability to develop and commercialize cell therapies utilizing the zinc finger nuclease technology platform and realize the benefits of the Sangamo partnership; Gilead's ability to submit new drug applications for new product candidates in the timelines currently anticipated; Gilead's ability to receive regulatory approvals in a timely manner or at all, for new and current products, including Biktarvy; Gilead's ability to successfully commercialize its products, including Biktarvy; the risk that physicians and patients may not see advantages of these products over other therapies and may therefore be reluctant to prescribe the products; Gilead's ability to successfully develop its hematology / oncology and inflammation / respiratory programs; safety and efficacy data from clinical studies may not warrant further development of Gilead's product candidates, including GS - 9620 and Yescarta in combination with Pfizer's utomilumab; Gilead's ability to pay dividends or complete its share repurchase program due to changes in its stock price, corporate or other market conditions; fluctuations in the foreign exchange rate of the U.S. dollar that may cause an unfavorable foreign currency exchange impact on Gilead's future revenues and pre-tax earnings; and other risks identified from time to time in Gilead's reports filed with the U.S. Securities and Exchange Commission (the SEC).

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

Commuters taking shorter trips don't want the hassle of changing clothes, nor do they want their clothing to «get destroyed by cycling, or be uncomfortable,» says Banville.

Factors that could cause or contribute to actual results differing from our forward - looking statements include risks relating to: failure of DBRS to rate the Notes at the anticipated ratings levels, which is a closing condition, or at all; changes in the financial markets, including changes in credit markets, interest rates, securitization markets generally and our proposed securitization in particular; the willingness of investors to buy the Notes; adverse developments regarding OnDeck, its business or the online or broader marketplace lending industry generally, any of which could impact what credit ratings, if any, are issued with respect to the Notes; the extended settlement cycle for the scheduled closing on April 17, 2018, which may exacerbate the foregoing risks; and other risks, including those described in our Annual Report on Form 10 - K for the year ended December 31, 2017 and in other documents that we file with the Securities and Exchange Commission from time to time which are or will be available on the Commission's website at www.sec.gov.

Leveraging inside information about upcoming initiatives, current pain points, and leadership changes is the equivalent of having a triple double in your sales cycle.

We believe that it will truly benefit the individual to continue learning about the ever - changing landscape of business cycles, trends, technology, domestic / foreign industries, and government policies.

The stock market cycle is a leading indicator of corporate cycles, and mirrors changing investor sentiments.

[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?

We believe that AbraPlata is now well positioned, and due to our recently oversubscribed Offering, well capitalized to take advantage of the converging factors of renewed interest by investors in the mining sector and the positive changes in Argentina at the start of a new economic / political cycle.

BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry, and the company's previously disclosed review of strategic alternatives.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

See how fast your marketing cycle is over any period of time and whether process changes, training, and new hires are speeding it up.

This might not be a groundbreaking change — maybe you're moving from $ 40,000 to $ 60,000 in financing, for example, or from a loan term of 18 to 24 months — but you're still expanding your possibilities for growth, building credit, and keeping the financing cycle going.

In December 2015, the Fed had communicated a cycle of four likely 25 - basis - point increases, so this was a fairly significant change.

The great victory of the Federal Reserve in the half - cycle since 2009 was not ending the global financial crisis; the crisis actually ended in March 2009 with the stroke of a pen that changed accounting rule FAS157 and eliminated mark - to - market accounting for banks (instantly removing the specter of widespread insolvencies by allowing «significant judgment» in valuing distressed assets).

There are a number of factors behind this seasonal weakness, including harsh winter weather, idiosyncrasies in the corporate capital expenditures cycle and the timing of monetary policy changes since the crisis.