Sentences with phrase «doing over at»

Designer Marketplace to read the article and see what I'm doing over at Williams - Sonoma!

I love your blog; decorating has never been my spiritual gift, so I like to peek in at what you're doing over at your house sometimes.

I'm truly inspired by what they're doing over at Redeemed!

and after you answer the above questions, you may want to watch this video of what your fellow realtors are doing over at Keller Williams.

Until then, all we can do is think about the name and stare at the blurry images you see below to see if we can figure out just what they are doing over at Respawn.

Articles like this make me fully trust you and what you guys are doing over at Legon, Mike!

What have we been doing over at the Dickey home?!

We need a smart manager to achieve something like what Pochettino is doing over at Spurs.

I suggest you do a little reading on what they are doing over at CERN using the LHC.

I appreciate what you are doing over at your blog.

No do overs at that point.

I hear that's how they do it over at American Idol.

He's going to have to do it over at least a three year period before he is considered a top talent at his position.

Sarah - Jean has invited me to share with you, my fashionable insights, for the Plus Size Fashionable woman, as I do over at The Curvy Fashionista.»

You can find out a little more about the circumstances surrounding our first child's birth in this post we did over at the Value of Simple.

There's one guy who does his over at Café Capriccio.

I won't go into proper training here — that's been done over at the Sock Doc Training Principles and other areas on this site.

It's a fun project I did over at While He Was Napping and then forgot about.

See how it's a done over at Inside The Fox Den.

Also be sure to check out the coverage we did over at Seattle Screen Scene.

More on the double - sided issue of crowd sourcing in a future post, but for a positive write - up, here's a guest blog I did over at Karen Woodward's site a short while back.

I'm so honored and pleased to share the guest blog post I did over at Molly Greene's blog this week, entitled «Don't Let Anybody Should On You!».

They do over at Blendtec however, which is why they made this funny promo of their impressively durable blender, by dropping both an Apple iPad Mini, Amazon Kindle Fire HD 7, and Google Nexus 7 into each its own blender — before they start blending.

Writing flash fiction (which I still do over at Carrot Ranch but haven't been publishing here lately purely because of time constraints) has helped my writing in so many ways, so I have both Sarah and Charli — chief Buckaroo at Carrot Ranch!

I haven't spent too much time on this blog talking about what we do over at Booktrope, but I have to share a post from this past week that does just that.

The most popular reasoning behind the equities and bonds allocation is age but I also disagree with that rational as I previously talked about in a guest post I did over at GenYFinanceGuy.

Today I'm going to kind of bounce off of a two - part series I did over at Frugal Rules.

You can turn a pallet into a dog bed, like Claire did over at Camille Styles.

But they can't do that over at Nin systems?

One can only begin to imagine how they'd get any work done over at Rockstar.

If you want change, real change, the kind that will get noticed, you got ta be willing to do the kind of stuff that our buddy Steve does over at Microsoft.

Thanks for all you do over at HW and of course, thanks as usual to Gavin and crew!

I find the way we do it over at Slaw to be very well organized, and just makes all kinds of sense for the reasons you have outlined.

But I'm taking a look at what others have done over at Yahoo! Pipes, that nifty internet plumbing tool we've talked about more than once here on Slaw.

He leverages internet - based technologies to live anywhere in the world and teaches others how he does it over at Hobo with a Laptop.

There are lots of great tutorials all over blogland, one that immediately springs to mind is the one that Kimba did over at asoftplace.net here's a link:

I love what she did over at The Nesting Place with Damask paper on the back of her hutch.

I could go on and on, and I do over at my blog.

Not exact matches

Kiely then glanced over his shoulder before Lakos — the economist doing the talking — crossed through the trading floor to the studio at the end of his 90 - second interview.

To see this in action, all you have to do is take a look at any of your account balances over the past year, or five years, or longer.

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.

«Inspiring children through play and creativity is crucial to early development and no company has done more in that space over many generations than Mattel,» said Georgiadis in a statement «As a parent, I have seen this first hand and am honored to be joining the Company at this exciting time of renewed focus.»

The rest of the tale is hearsay: that a heavily indebted Heywood, a former family friend and fixer who had helped get Bo junior into Harrow (Heywood's prestigious alma mater in England) had demanded a bigger cut of a business deal; that he threatened to expose underhanded dealings by Gu if he didn't get it; that Bo's police chief, Wang Lijun, had confronted him over the alleged murder (the death was originally put down to alcohol poisoning), after which Wang sought asylum at an American consulate; that Gu had shown up at a police station in a People's Liberation Army major - general's uniform to announce that she was under special orders from Beijing to «protect» Comrade Wang; that the couple had plotted to assassinate Wang and came up with three separate storylines to avoid being implicated.

We've learned over time to give each other feedback at home about times in the office when we didn't meet that goal.»

Michael Dell doesn't talk specifically about the companies he's interested in, but according to an April 2012 Forbes interview, Dell said he, personally, looks at over 250 companies every year that might fit into the company's acquisition strategy, even if the company only acts on a few.

Rather than pull over and do an Internet search, I looked at my phone sitting in its mount and activated Google Assistant by uttering the magic phrase, «Okay Google...»

«This was a company and a stock that could do no wrong for so long and it's a good reminder for investors that even the most pristine of stories in the stock markets can lose a bit of lustre over time,» said Craig Fehr, Canadian markets specialist at Edward Jones in St. Louis.

Although he wasn't clairvoyant enough to wait until 2017 to sell, when the stock would trade at over $ 840 a share, he did wait until the stock had become so valuable that he «couldn't sleep at night.»

So over the weekend, someone decided to do it for him by sending some of his tax info to a reporter at the New York Times.

Today the company is valued at over $ 2 billion, and Turner can't imagine ever leading a company that doesn't have a purpose beyond making money.