Sentences with phrase «for global business strategy»

Stephen M. Ross, Related Cos.» executive chairman, will continue to be responsible for global business strategy and development and the execution of the 26 - acre Hudson Yards development in Manhattan.

Not exact matches

But Katie Koch, global head of client portfolio management and business strategy for fundamental equity at Goldman Sachs Asset Management, also highlights a paradigm shift in the way investors should think about picking stocks and about diversification itself.

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.

• Greg Byrnes joined PSP Capital as managing director, and Tom Wyler joined as senior vice president for global strategy and business development.

The global study from Resources Global Professionals released today reveals that 82 per cent of global human resources leaders believe the «war for talent» is a key business issue for the next decade and beyond - yet most do not have a clear strategy to combglobal study from Resources Global Professionals released today reveals that 82 per cent of global human resources leaders believe the «war for talent» is a key business issue for the next decade and beyond - yet most do not have a clear strategy to combGlobal Professionals released today reveals that 82 per cent of global human resources leaders believe the «war for talent» is a key business issue for the next decade and beyond - yet most do not have a clear strategy to combglobal human resources leaders believe the «war for talent» is a key business issue for the next decade and beyond - yet most do not have a clear strategy to combat it.

Felder joined the firm last May to launch Fundamental Strategies and later assumed responsibility for Citadel's Global Credit business, Citadel said.

As a Partner and Regional Business Tax Services Leader at EY, Belinda Pestana works with leadership on strategy for tax advisory and planning, and is the Global Tax Account Leader on one of the firm's largest clients, managing $ 50 million plus of tax revenue.

Those factories currently have only three robots per thousand workers, says Katie Koch, global head of client portfolio management and business strategy for fundamental equity at Goldman Sachs Asset Management.

Software for what Gartner estimates is a $ 93 billion global information security market certainly fits the bill, aligning with a broader Alphabet strategy to diversify its revenue and become a stronger business technology rival to Microsoft (msft) and Amazon (amzn).

For emerging - market companies, the benefits of buying into the West are many, says Andreas Schotter, a professor of global strategy at the Ivey Business School.

Since 2010, he has been responsible for developing and executing global legal strategies in governance, litigation, and regulation for all aspects of the bank's businesses,» according to an SEC press release.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

«You have to accept the thesis that technology is just going to disrupt everything,» says Katie Koch, global head of client portfolio management and business strategy for fundamental equity at Goldman Sachs Asset Management.

The North American Strategy for Competitiveness (NASCO) announced its 2018 tri-national conference will be held in Vancouver next fall, to address issues and discuss solutions to the rapidly changing state of international business and its impact on global trade.

She has advised clients on Risk and Risk Management Strategies as well as a senior client service partner for global businesses.

Forward - looking statements may include, among others, statements concerning our projected adjusted income (loss) from operations outlook for 2018, on both a consolidated and segment basis; projected total revenue growth and global medical customer growth, each over year end 2017; projected growth beyond 2018; projected medical care and operating expense ratios and medical cost trends; our projected consolidated adjusted tax rate; future financial or operating performance, including our ability to deliver personalized and innovative solutions for our customers and clients; future growth, business strategy, strategic or operational initiatives; economic, regulatory or competitive environments, particularly with respect to the pace and extent of change in these areas; financing or capital deployment plans and amounts available for future deployment; our prospects for growth in the coming years; the proposed merger (the «Merger») with Express Scripts Holding Company («Express Scripts») and other statements regarding Cigna's future beliefs, expectations, plans, intentions, financial condition or performance.

Carlos Gil @CarlosGil83 Global Head of Global Social Media at BMC Software Presenting: Snapchat Strategies for Marketing Your Business

MONTERREY, MEXICO — The North American Strategy for Competitiveness (NASCO), kicked off its annual tri-national conference in Monterrey on Oct. 25 to address issues and discuss solutions to the rapidly changing state of international business and its impact on global trade.

Neal Schaffer is the author of the definitive book on social media strategy Maximize Your Social, global social media speaker and consultant, and founder of the leading social media for business blog Maximize Social Bbusiness blog Maximize Social BusinessBusiness.

Mr. Hutcheson is President and Chief Executive Officer of Oxford Properties Group Inc., where he is responsible for Oxford's overall business including its long - term strategy and objectives, and leading the executive management team in the execution of the global business plan.

Today, he leads digital strategy and implementation efforts for clients at a global consultancy, serving as both a business strategist and solution architect.

Since 2010, he has been responsible for developing and executing global legal strategies in governance, litigation and regulation for all aspects of the bank's businesses, including asset management and brokerage services, and corporate and investment banking.

Prior to that, he served as head of quantitative equity for ING Investment Management, (doing business as Voya Investment Management May 1, 2014), building and developing the group and managing more than $ 20 billion in assets with 15 global active, index and enhanced index strategies for pension funds, variable annuities and mutual funds.

It's based on my experience leading global enterprise social business and digital marketing programs for IBM, where I led my amazing team in establishing the technology giant's social media strategy including employee advocacy, social media listening and monitoring, influencer and brand engagement guidelines, social media governance, policy and measurement standards to a global workforce of over 400,000 employees.

The Global Trade Strategy is designed to help Ontario businesses benefit from the global economy, and provides a framework for the province's role to ensure that programs, policies and international trade agreements reflect the interests of our Province's businesses and woGlobal Trade Strategy is designed to help Ontario businesses benefit from the global economy, and provides a framework for the province's role to ensure that programs, policies and international trade agreements reflect the interests of our Province's businesses and woglobal economy, and provides a framework for the province's role to ensure that programs, policies and international trade agreements reflect the interests of our Province's businesses and workers.

In this role, he is responsible for the strategy direction and oversight of the global institutional business.

It's three - pillar economic strategy of seaports, airports and brain ports wrapped in a stable, innovative economy where global linkages and international perspective create the ideal business ecosystem for Canadian companies.

Guidance on a global payment strategy At BillPro, we understand that accepting global payments is a significant activity for a merchant's business and can also be very complex and daunting.

«Businesses have clearly been longing for a better way to manage their employees» travel needs and business travelers seem eager for change from the traditional business travel accommodations,» Chip Conley, Airbnb's head of global hospitality and strategy, said in a statement.

«A focus on long - term strategy, the agility to invest in innovation and a solid and stable capital base have always been hallmarks of family businesses, wherever they operate,» says Marnix van Rij, EY's Global Leader for Family Business.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

MLA General Manager — International Business, Michael Finucan, said the Forum will take attendees on a journey from the consumer insights and market trends influencing demand for Australian beef, through to the market strategies MLA is implementing to ensure Australian beef is in the premier position on the global stage.

This divestment supports Stora Enso's growth strategy for its consumer board business, where the focus is to generate value to customers by being the global benchmark in high quality virgin fibre carton board.

Prior to his role within Customer Marketing, Tom was VP - Brand Managing Director of BOMBAY SAPPHIRE and MARTINI & ROSSI for North America, responsible for brand strategy, activity planning and management of business performance, as well as Global Vice President for GREY GOOSE.

With Good Growth 2020, Arla has a strong strategy in place that has been growing the company's business successfully and remains right for the trends that are driving the global food and dairy market.

Our global business strategy is to drive sustainable, profitable growth for generations to come, and we are committed to doing so by:

Prior to CH, Mark spent eight years at Baxter Healthcare, a leading global medical device and technology company, first working on national strategy assignments in Europe and the Far East, later as CIO for Baxter's $ 2 billion global biotech business.

This strategy sets out the roadmap for continuing progress towards the goal of making Ireland a Global Innovation Leader, driving a strong sustainable economy and a better society, underpinned by excellent research that is defined within six designated enterprise themes (ICT; Health and Medical; Food; Energy; Manufacturing and Materials; Services and Business Processes).

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