Sentences with phrase «existing skills and interests»

If you're still not sure where you'd like your career path to lead, take our career aptitude test to find out how you can capitalize on your existing skills and interests.

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.

Although their mandate directed them also to study «existing patterns of church life, «9 all the working groups were generally reluctant to consider the existing structure of the congregation with the same interest and skill they brought to probing its relation to its environment.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

The CIOB's call for evidence is inviting submissions from industry, government, education establishments, professionals and other interested stakeholders that shed light on addressing the skills gap that currently exists across the sector.

This optimism is based on the fact that the resources that are required to launch a global war on poverty and underdevelopment, including capital, technology, and human skills, exist in abundance in Africa and are within reach through a new global partnership based on shared responsibility and mutual interest.

Over the course of this grant, FOI: (1) is producing professional development materials to help staff representing multiple state agencies better understand the basic science of child development generally and the promotion of executive function and self - regulation skills more specifically; (2) is supporting the creation of small learning communities, building on existing relationships at the site and policy level and connecting to other learning communities across North America; (3) is supporting the Washington cross-agency working group to sustain its current gains and momentum during the upcoming executive branch transition in January and to share lessons learned with the broader national FOI community of states and Canadian provinces; and (4) is beginning conversations with stakeholders at the community level to explore mutual interests and is beginning to chart a path toward enhanced collaboration within the state.

It should allow them to use their own learning styles and problem solving techniques, and to build on their own interests and skills and their existing connections with the topic.

Then, you can explore existing projects to see which ones match your interests and skills.

Help with money management and budgeting skills Assistance with financial planning Reduction or elimination of existing debt in only three to five years Waiver or reduction of the interest rate Removal of finance charges A halt to harassing calls from lenders and collection agencies Lower monthly payments Debt management counselors provide credit help to consumers by enabling them to 1) improve their credit score, 2) start on a clean slate, 3) avoid bankruptcy, and 4) save a significant sum in credit card interest.

Enjoy a day or two in delightful surroundings in Scotland, concentrating on learning a new skill, or developing an existing interest, and return home

Zoya can grapple, Pontius can block incoming attacks and brute force his way through obstacles, while Amadeus has one of the more useful and interesting skills — summoning blocks and moving around obstacles that already exist.

It's a great way to discover where your interests lie whilst enabling you to enhance your existing skills and develop new ones.

In these cases, search for a position that leverages your existing skill set and experience within an industry that interests you.

A proficient dermatologist with effective communication skills, deep knowledge of existing technologies and aware of examination procedures, interested to work with healthcare association, where I can give my best to serve the patients.

• Demonstrated expertise in influencing and persuading clients to invest into new homes by performing marketing duties • Highly experienced in presenting new homes to prospective clients through effective presentation skills • Proven record of efficiently and effectively following up on powerful leads and ensuring that they are converted into business • Effectively interprets, analyzes and evaluates information relative to selling techniques and potential home buyer concerns • Exceptional judgement based on determining clients» concerns and making competent decisions to assist them in reaching their home buying goals • Deep insight into initiating prospecting and marketing campaigns to attract new customers • Qualified to proactively create and initial rapport with clients and anticipate their home buying requirements • Track record of demonstrating model homes and home sites to customers, focusing on their specific needs and building up on what is being offered • Hands - on experience in drawing up home buying contracts by keeping within the confines of procedure and protocol • Highly effective in following up with existing clients to determine their new home buying needs and to ask for referrals • Deeply familiar with explaining principles, interest payments, taxes and insurance information to ensure that clients are aware of all new home buying legalities before investing into a deal

Advise on additional training / development to gain new knowledge and / or enhance your existing skill - sets / experience based on your career area of interest

SELECTED ACHIEVEMENTS • Introduced Theater Tech — a complete movie ticketing system — to the organization, thereby reducing ticket dispensing time by 46 % • Streamlined the ticketing process by employing anticipatory measures to determine interest in particular shows • Increased ticket sales by $ 20000 by exercising suggestive selling skills to interest existing customers in watching back to back shows • Decreased customer queue time by 50 % by suggesting additional help on the same counter during weekends and popular shows

Part of the work of a KidsMatter Leadership Team is to identify existing knowledge, skills, experience and interests in your service community and how to access them.

Well, basically toddler lesson plans are interesting, fun toddler activities that stimulate your toddler's lust for learning which thereby teach them new skills and develop existing ones.

It provides policymakers, programme managers, non-governmental organizations and others interested in implementing family skills training programmes with a review of existing evidence - based family skills training programmes..