Sentences with phrase «future business development»

To work for a company where I can make an impact using Leveraged broad business experience, technical knowledge, and analytical skills that include cash flow modeling / analysis to help organizations achieve strategic objectives and articulate the vision for the future business development, research and investment skill sets.

Develops base for long - term sources of clients by using referrals, occupational, and special - interest groups to compile lists of prospects for future business development success

The key to client interviews is in eliciting honest and open feedback that a law firm can translate into valuable data that leads to increased opportunities — both with the client and in determining future business development planning.

Want to build a strong network and reputation that lays the foundation for future business development?

The process is what's required to identify a target market, capture attention, build relationships, and establish trust that will lead to future business development opportunities.

In support of its future business development program that encompasses route development, frequency and capacity in regions other that Japan, Garuda Indonesia has already established GOH in Australia, New Zealand and Korea.

$ 20 million for infrastructure improvements, including improvements to sewage systems and brownfield sites to open manufacturing sites for future business development.

Not exact matches

According to The Future of Business survey conducted by Facebook in collaboration with the World Bank and the Organization for Economic Cooperation and Development, 42 percent of businesses polled said that learning from one other is one of the main ways they figure out how to run a business in a mobile - first economy — second only to GoogBusiness survey conducted by Facebook in collaboration with the World Bank and the Organization for Economic Cooperation and Development, 42 percent of businesses polled said that learning from one other is one of the main ways they figure out how to run a business in a mobile - first economy — second only to Googbusiness in a mobile - first economy — second only to Googling it.

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.

Such factors include, among others, general business, economic, competitive, political and social uncertainties; the actual results of current and future exploration activities; the actual results of reclamation activities; conclusions of economic evaluations; meeting various expected cost estimates; changes in project parameters and / or economic assessments as plans continue to be refined; future prices of metals; possible variations of mineral grade or recovery rates; the risk that actual costs may exceed estimated costs; failure of plant, equipment or processes to operate as anticipated; accidents, labour disputes and other risks of the mining industry; political instability; delays in obtaining governmental approvals or financing or in the completion of development or construction activities, as well as those factors discussed in the section entitled «Risk Factors» in the Company's Annual Information Form for the year ended December 31, 2017 dated March 15, 2018.

Greg Dwyer, head of business development at BitMEX, a bitcoin derivatives exchange based in the Seychelles, talks with Business Insider executive editor Sara Silverstein about what investors should know about trading bitcoin business development at BitMEX, a bitcoin derivatives exchange based in the Seychelles, talks with Business Insider executive editor Sara Silverstein about what investors should know about trading bitcoin Business Insider executive editor Sara Silverstein about what investors should know about trading bitcoin futures.

Chris Foster, Director of Digital Business Development at the NHL explains, «Together, we've tackled not only a hundred years of NHL statistics, but the future of how NHL data is collected, analyzed, and presented to fans around the globe.

Also, if you've ever thought about teaching others, giving back and being a part of the development of future entrepreneurs and businesses, then it's time for you to get involved in a high - caliber organization.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Based on this, the company aims to expand its R&D investment to 10 % of the sales for core auto components and future business, focusing on development of future advanced technologies.

Assignments that are out of the comfort zone and challenge me are key to my future development as a business leader one day.

If there is really a client need for easier data load, they are most likely already complaining about it to Magento, who should have added the fix to their future product development calendar — hence, removing the need for your business down the road.

Clockwise from left: Hannah Grove, Chief Marketing Officer; Karen Keenan, Chief Administrative Officer; Liz Roaldsen, EVP, responsible for leading the Beacon digital transformation initiative; Lynn Blake, Chief Investment Officer of Global Equity Beta Solutions; (on monitor from Dublin) Susan Dargan, Management and future development, offshore business and Alternative Investment Services; (on monitor from London) Maria Cantillon, EVP and Global Head of Alternative Asset Managers Solutions; Martine Bond, EVP for Trading and Clearing; Kim Newell, EVP and head of Global Markets Europe, Middle East and Africa, State Street; Brenda Lyons, Head of the Specialized Products Group; Kathy Horgan, Chief Human Resources and Citizenship Officer; and Lori Heinel, Deputy Global Chief Investment Officer.

TORONTO — A shortage of skilled workers is the biggest challenge many Canadian businesses face today, Employment Minister Jason Kenney told a skills summit Wednesday, warning it could also jeopardize Canada's economic development in the future.

The way in which we communicate in any situation such as networking, meetings, and online, will affect business development, outcomes, and future sales.

For example, in Ontario, Community Futures Development Corporations (CFDCs) operate in selected communities in rural and Northern Ontario, while Community Business Development Corporations (CBDCs) serve rural Atlantic Canada.

Roshe Wong, business development manager at Sky Greens, told us about how they have overcome the challenges in the smart farming opportunity space and on what the future of urban vertical farming looks like to him.

It represents our entrepreneurs before the city; it drives development; it gives guidance to the city on future trends and what the needs are of our business community.

If you are in Quebec, you might apply for the Youth Strategy Program CED - CFDC, which may provide a personal loan of between $ 5000 and $ 15,000 and personalized assistance to young entrepreneurs who want to start, expand or modernize a small business «within the territory of one of Quebec's Community Futures Development Corporations».

David Hutniak, CEO, LandlordBC Anne McMullin, President and CEO, Urban Development Institute Andrew Ramlo, Executive Director, Urban Futures Kishone Roy, CEO, BC Non-Profit Housing Association Moderator: Hayley Woodin, Multimedia reporter, Business in Vancouver

Nurturing the Talent to Nurture the Legacy: Career Development in the Family Business Career development is often neglected in family firms, yet it is essential to the continuous process of building leadership capacity for Development in the Family Business Career development is often neglected in family firms, yet it is essential to the continuous process of building leadership capacity for development is often neglected in family firms, yet it is essential to the continuous process of building leadership capacity for the future.

Head of business development Marco Cuesta says FirstBlood looks forward to the platform's future, excitedly discussing some of the platform's plans:

The theme of this year's NMSDC Conference and Business Opportunity Exchange is «Minority Supplier Development: Investing in the Future.»

No business exists in a vacuum, so in setting our future strategy it is important to look at the economic and regulatory developments affecting all of our operations, especially those in our domestic market.

Our future capital requirements may vary materially from those currently planned and will depend on many factors, including our rate of revenue growth, the timing and extent of spending on research and development efforts and other business initiatives, the expansion of sales and marketing activities, the timing of new product introductions, market acceptance of our products and overall economic conditions.

Strategic planning is the blueprint for future growth, development and the success of a business.

Ramsey, NJ and Philadelphia, PA, November 29, 2016 — Konica Minolta Business Solutions USA, Inc. (Konica Minolta), a leader in smart office solutions, in partnership with Future Workplace, a research firm preparing leaders for disruptions in recruiting, development, and employee experience, today announced the results of a new study titled «The Workplace of the Future.»

So, while a boycott — whether of tourism or of oil sands products — might be, in and of itself, ineffectual in halting oil sands development, it may still contribute to a more challenging business case for future oil sands projects.

Forward - looking statements are based on estimates and assumptions made by BlackBerry in light of its experience and its perception of historical trends, current conditions and expected future developments, as well as other factors that BlackBerry believes are appropriate in the circumstances, including but not limited to the launch timing and success of products based on the BlackBerry 10 platform, general economic conditions, product pricing levels and competitive intensity, supply constraints, BlackBerry's expectations regarding its business, strategy, opportunities and prospects, including its ability to implement meaningful changes to address its business challenges, and BlackBerry's expectations regarding the cash flow generation of its business.

These companies need to balance rewarding shareholders with their cash versus using it in research and development to grow the business for the future.

Is a cost - effective solution for short - term projects and business cycle peaks Boosts corporate presence on campus Develops a long - term sustainable recruitment strategy, as you can fill full - time roles with past Co-op students Students are pre-screened and go through a competitive application process Contributes to the development of the future work force Supports continuous learning

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Leona was the Executive Director of SMEDA Business Development Corporation, a Community Futures organization, for 17 years.

If you are a senior leader or majority owner in a privately - owned business without a succession system in place, you should be concerned, and here's why: without a proper succession plan in place for you and the executive team, and a talent development strategy for the organization, your firm is likely to run into ownership transfer challenges in the future.

Interestingly, meeting these requirements is easy with some careful crafting of business plans by economic consultants who are not involved or staked in the actual future developments.

Leader with deep understanding of business drivers Business designer - launched Polish, Russian and Ukrainian Legal Entity & CEE region - created 4 SSCs in Poland and Ukraine (functions: Global Customer Care, R&D, Regional Administration and Software Development dedicated to a project for gasoline stations); Built SSC Russia (Customer Care)- shaped pioneering business offers to market requirements — developed managed services for banking and retail industry Pioneer in implementing innovations corresponding to future market trends R&D - introduced biometric solutions integrated with mobile offer in Poland - started SSC idea in Poland (2005 — 2006), implemented expert pull (employees exchange between countries / projects)- launched software for ATM cash management optimizing clients» capital involvement in Polanbusiness drivers Business designer - launched Polish, Russian and Ukrainian Legal Entity & CEE region - created 4 SSCs in Poland and Ukraine (functions: Global Customer Care, R&D, Regional Administration and Software Development dedicated to a project for gasoline stations); Built SSC Russia (Customer Care)- shaped pioneering business offers to market requirements — developed managed services for banking and retail industry Pioneer in implementing innovations corresponding to future market trends R&D - introduced biometric solutions integrated with mobile offer in Poland - started SSC idea in Poland (2005 — 2006), implemented expert pull (employees exchange between countries / projects)- launched software for ATM cash management optimizing clients» capital involvement in PolanBusiness designer - launched Polish, Russian and Ukrainian Legal Entity & CEE region - created 4 SSCs in Poland and Ukraine (functions: Global Customer Care, R&D, Regional Administration and Software Development dedicated to a project for gasoline stations); Built SSC Russia (Customer Care)- shaped pioneering business offers to market requirements — developed managed services for banking and retail industry Pioneer in implementing innovations corresponding to future market trends R&D - introduced biometric solutions integrated with mobile offer in Poland - started SSC idea in Poland (2005 — 2006), implemented expert pull (employees exchange between countries / projects)- launched software for ATM cash management optimizing clients» capital involvement in Polanbusiness offers to market requirements — developed managed services for banking and retail industry Pioneer in implementing innovations corresponding to future market trends R&D - introduced biometric solutions integrated with mobile offer in Poland - started SSC idea in Poland (2005 — 2006), implemented expert pull (employees exchange between countries / projects)- launched software for ATM cash management optimizing clients» capital involvement in Poland (2008)

Mr. Jiwan has served on numerous boards of directors and advisors, including: (i) Future Finance Loan Corporation, a European private student lender that has helped students at over 130 universities fund their education, where Mr. Jiwan is a co-founder and non-executive Chairman; (ii) BFRE, a Brazilian private real estate finance company, which was subsequently sold to affiliates of BTG Pactual; (iii) GP Investimentos, one of Latin America's leading private equity firms, where he served on its shareholder advisory board; (iv) NewPoint Re, a Bermuda - based reinsurance business; and (v) Kaletra QD product development program with Abbott Pharmaceuticals, where he served on the Joint Oversight Committee.

In an opinion article, published by Chinese business news site Yicai on Friday, Yao summarized the current state of development of bitcoin and blockchain technology and offered his view on how the future of the tech should play out.

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.

16.25 Ensure Your Company Survives In Future Markets & The Next Generation Can Thrive In Your Business In Years To Come With Top Methods For Attracting The New Workforce To The Industry 16.25 Nicky Taylor, Head of Learning & Development, Tulip Ltd

«Choosing the optimum solution for throughput and future business process development can be made easier using simulation projects and the involvement of universities, planners and consultants.»

A superb career development role with a highly respected company whose products are in high demand, the role will appeal to a passionate individual who wants to add value to a well - invested business with exciting future growth plans.

The future of automation and robotics will be debated when Mike Wilson (UK & Ireland business development manager, ABB Robotics and BARA President) explores the role of robots in the skills crisis.

She is extremely passionate about the newest developments in the craft spirits arena, and believes craft spirits are the future of the beverage alcohol business.

Businesses are starting to pop up at Loudoun Station, with Burger 21 being the latest to fling open its doors in the development near one of Ashburn's future Metro Silver Line stations.