Sentences with phrase «developed financial infrastructure»

Not exact matches

«Businesses and service providers were without the critical market infrastructure required to create fee - for - service business models and develop financial products designed to help the poor withstand potentially ruinous financial shocks such as crop destruction.»

«The financial speculation that's going on... is so important to developing infrastructure,» says Demirors of the Digital Currency Group.

The Bill and Melinda Gates Foundation also released a software in October, in tandem with Ripple, in a bid to make it cheaper for developing countries to build financial services infrastructure.

The company is also teaming up with the fintech startups Stellar.org and KlickEx Group to use blockchain technology to process financial transactions across borders and currencies — a process which is often prohibitively slow and costly for small business owners, especially when they are in developing regions with smaller banking infrastructures.

The incoming chief has «great experience in the financial market infrastructure sector, which he has been closely involved in throughout his investment banking career, as well as capital markets experience in both developed and emerging markets,» said LSE Chairman Donald Brydon.

He will invest in enterprise software and infrastructure, financial services, and industries undergoing digital transformation, with a particular focus on product - centric companies developing new go - to - market models.

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.

For example, the G20 has been considering how the lack of financial resources is holding back badly - needed infrastructure development in the emerging and developing worlds.

Financial infrastructure will develop and gain depth over time.

This kind of platforms, mainly working in countries with developed FinTech infrastructure, will become the dominant form of financial services.

They create sustainable, fully functional banks that help form a financial infrastructure in developing countries.

With the infrastructure and financial resources of one of the largest privately held food providers, we offer you extensive capabilities to source, develop, produce and distribute custom food solutions anywhere in the world.

Bank of Ghana will continue to play a facilitating role to further develop the payment systems infrastructure, take proactive actions to safeguard the security of the financial market infrastructure and customer funds, and promote an enabling environment for innovative products and services to thrive.»

In her new position at Zoom Video Communications, Steckelberg will be responsible for developing and growing the financial infrastructure, teams and processes that the communications company needs to continue its growth trajectory.

If we can just take a moment from our business meetings, money making, material accumulation, and exotic holidays to notice, we will realise that if the developed nations do not start providing financial assistance, technology transfers, infrastructure, education and debt relief to developing nations, the «wealthy» lifestyle enjoyed by Betty et al will soon perish as well.

U.S. industry is up to the challenge of engaging with developing regions on developing energy infrastructure, but it needs a sensible investment climate in countries where the financial risk is high.

I'm not sure if you are convinced than carbon - o - geddon is really looming or if you have other financial interests or whatever, but enough people know that we face no real threat and we're not going to let you bamboozle the public into disastrous changes to the world's energy infrastructure or let you impose draconian «carbon reduction» schemes that would cripple the world's industrial economies, reduce our standard of living and condemn the people in developing countries to perpetual low energy poverty.

From the financial perspective, when the service recipient receives a services proposal from a vendor setting out the scope of services and pricing, a well developed BAU allows the business team to assess the value that the organization may be getting from the new service model compared to the risk being transferred to the vendor (for example the amount of technology or infrastructure risk, people risk, project risk, etc. that may be transferred under the proposal to the vendor).

In energy and infrastructure the firm's clients include BlackRock and NextEnergy, while in financial services it handles work for the Big Four (Orrick is advising KPMG in relation to Carillion), an area developed by the hires in 2012 of litigators Matthew Lawson and Simon Willis from Mayer Brown.

And while the technology was developed in the financial services sector, blockchain has applications in multiple industry sectors as it enables true peer - to - peer interactions with minimal additional infrastructure requirements.

To address fragmentation issues within the crypto market, CRYPTALGO has developed its Galaxy «backbone» infrastructure which connects global cryptocurrency exchanges and consolidates liquidity to offer financial institutions solutions such as «best price» and «best execution» uniquely designed for high - volume trading.

Whether they are a tool for financial freedom or the enabler of atrocities, as crypto develops and the infrastructure becomes more user - friendly, we can expect increased contention around these coins.

Imagine what will happen when the next three billion people come online and the opportunities for value creation that will follow — particularly in markets where there is no legacy infrastructure in place and decentralized technology can leapfrog financial institutions, real estate, capital markets, identity platforms (and more) as we know them in the developed world.

«Cryptocurrencies have struggled in the past to be widely adopted because the technologies were still being developed and the necessary infrastructure was not in place yet,» said David Chen, vice president of financial strategy, Sparkle Coin, Inc. «Sparkle Coin represents the second generation of cryptocurrencies that will push through the barriers because it's already fully funded, asset - backed and easy to integrate with existing payment infrastructure.»

Keeping in line with this donation, OMG's slogan is «Unbank the banked,» which states its vision to provide better financial services for everyone, especially people in developing countries and locales which lack traditional banking infrastructures.

The money is intended to build on DLT being developed by blockchain startup Digital Asset Holdings, of which it is a financial backer, along with other infrastructure investments.

The Memorandum of Understanding signed by the financial institutions is aimed to help small and medium businesses by developing a post-trade infrastructure and creating «a new regulatory environment» in France.

• Provided feedback on use of alternative financial software for proficient quantitative analysis • Developed investment portfolios as needed • Developed a workable technical infrastructure for quantitative projects

Dynamic, respected and proven banking financial leader with a demonstrated track record of directing multimillion - dollar banking finance, encouraging business / client relationships, building teams and developing critical infrastructure across business units.

CAREER SUMMARY * Experienced 20 years + (global) consultant and senior executive (C - Suite) in financial services, retail, fulfillment, telecommunications, BPO, and call center services with proven capabilities in developing and implementing corporate strategies, enterprise architecture and infrastructure, Cloud Computing, planning, budgeting, BPO, outsourcing, application and product development, governance, policies & proc...

I would develop an organization to mange and develop this infrastructure similar to what I have done when I worked at Bayview Financial.

Dynamic, respected and proven banking financial leader with a demonstrated track record of directing multimillion - dollar banking production successes, encouraging business / client relationships, building strong and sustainable finance teams and developing critical infrastructure across business units.

Experienced financial services executive with expertise in developing and implementing industrial strength cross-enterprise trading and market data infrastructure seeking opportunities to apply business, process, technology strategy, and project management knowledge.

SUMMARY OF QUALIFICATIONS * Over 20 - years of successful Business Development for Systems Solutions & Operations Management in core areas serving Federal - State - Local Governments, Financial Institutions, Healthcare - Medical Services, developing over $ 500m in system sales for solutions that enhanced infrastructures managing teams from 5 to 500, with strategic alliances with major commercial and government customers, for Govern...

Globeop Financial Services, LLC (Harrison, NY) 2005 — 2007 Manager Enterprise Infrastructures Group • Designed and implemented disaster recovery system for Reuiter's Kondor 3.0 on Solaris 10 and Sybase 12.0 — 15.0 • Installed, configured, and managed Reuiter's Kondor 3.0; Solaris 10 (LDOMS, ZFS, RAID, ZOANS, CONTAINERS); AIX 4.3 - 5.3, Red Hat Enterprise — RHEL 3.0 — 4.0, Sybase 12.0 — 15.0, Oracle 10g, MYSQL 2.7.1, Sun One Directory Server (LDAP), SUN IDM, Solstice Disk Suite, Sun Cluster 3.0 - 3.2, Veritas Storage Foundation 4.1 — 5.0, Veritas Cluster Server, Veritas NetBackup 5.0 — 7.0, Storage Array A1000 — A3500, EMC SAN, HITACHI SAN, 3 PAR, Brocade switch 40K, Cisco switch 6309, SSH, SSL, RSA encryption, Emulex LPFC, NaviSphere, EMC, and Power path • Automated processes utilizing shell scripts (Bourne, Korn, C Shell, Bash, AWK, SED and Perl) • Strong technical expertise in all major server technologies (SUN / HP / IBM / Linux / Microsoft) experiment in managing mission critical, low latency, high availability and clustered IT systems and familiar with FIX protocol • Performed massive installation of Solaris servers using both Jumpstart and Blade Logic and Red Hat using both PXE boot and BladeLogic servers to global distributed network of more than 2500 servers • Conducted disaster recovery tests • Managed and supervised four technicians ensuring continuity of service and efficient operations • Coordinated effort among Development, System, Networking, Application Support, Backup and recovery team to ensure maximum up time and effective issue resolution • Planned & developed projects, performed user acceptance tests, and applied patches to repair bugs • Developed shell scripts for Bourne shell, Korn shell, C Shell, AWK, PL / SQL and PERL • Managed DNS, NIS, NIS +, LDAP, jump start, Send Mail, SFTP, FTP, HTTP, SSL, SSH, Telnet and HP Open View • Coordinated effort between Development, QA, Production, DR, Systems, DBA, Production Support and Network Administration, Applications group for project completion ahead of time and under budget • Managed DNS, NIS, NIS +, DHCP, LDAP, SFTP, jumpstart, Apache, Tomcat, Websphrer and HP Odeveloped projects, performed user acceptance tests, and applied patches to repair bugs • Developed shell scripts for Bourne shell, Korn shell, C Shell, AWK, PL / SQL and PERL • Managed DNS, NIS, NIS +, LDAP, jump start, Send Mail, SFTP, FTP, HTTP, SSL, SSH, Telnet and HP Open View • Coordinated effort between Development, QA, Production, DR, Systems, DBA, Production Support and Network Administration, Applications group for project completion ahead of time and under budget • Managed DNS, NIS, NIS +, DHCP, LDAP, SFTP, jumpstart, Apache, Tomcat, Websphrer and HP ODeveloped shell scripts for Bourne shell, Korn shell, C Shell, AWK, PL / SQL and PERL • Managed DNS, NIS, NIS +, LDAP, jump start, Send Mail, SFTP, FTP, HTTP, SSL, SSH, Telnet and HP Open View • Coordinated effort between Development, QA, Production, DR, Systems, DBA, Production Support and Network Administration, Applications group for project completion ahead of time and under budget • Managed DNS, NIS, NIS +, DHCP, LDAP, SFTP, jumpstart, Apache, Tomcat, Websphrer and HP Open View.

Opening the MLS to the public and adopting an appropriate, proven 21st - century business model would not only benefit the public and Realtors directly, but also provide the financial means by which organized real estate could develop the expanded infrastructure and services needed to provide world - class MLS data delivery services and give the Canadian real estate industry the true professional standing it has always strived to achieve.