Sentences with phrase «future over any other company»

We will continue to use Luxury Retreats in the future over any other company.

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.

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.

His other professional acknowledgments include: Institute for Management Studies — Lifetime Achievement Award (one of only two ever awarded), American Management Association - 50 great thinkers and leaders who have influenced the field of management over the past 80 years, BusinessWeek — 50 great leaders in America, Wall Street Journal — top ten executive educators, Forbes — five most - respected executive coaches, Leadership Excellence — top five thinkers on leadership, Economic Times (India)-- top CEO coaches of America, Economist (UK)-- most credible executive advisors in the new era of business, National Academy of Human Resources — Fellow of the Academy (America's top HR award), World HRD Congress — 2011 global leader in HR thinking, Fast Company — America's preeminent executive coach, and Leader to Leader Institute — 2010 Leader of the Future Award.

A recent report by the Center for American Progress found that over the past decade, five of the world's top 10 oil companies — ExxonMobil Corp., Chevron Corp., BP PLC, Royal Dutch Shell Group, and ConocoPhillips Co. — and other large traditional energy companies with a direct commercial stake in future energy markets have forged dozens of multi-year, multi-million-dollar alliances with top U.S. universities and scientists to carry out energy - related research.

In the future, other companies like Microsoft or Blackberry will dominate over Apple and people will finally realize the mistake they made in purchasing Apple products.

It seems kind of crazy that RIM would kill the PlayBook, since the QNX software is essentially the future of the company, and just the other day, RIM was telling us how «the upcoming software upgrade, BlackBerry PlayBook OS 2.0, will help to generate an increase in demand and sell through of the BlackBerry PlayBook over the upcoming months.»

Betterment handles IRAs almost exclusively, and you have the option to roll over old 401 (k) s from other employers to Betterment, or opening a new traditional or Roth IRA with the company and using it to save for retirement — or any future financial goal you may have.

News: Respawn will impact future of Call of Duty Five more leave Infinity Ward to join Respawn Bad Company 2 VIP Map Pack 3 MLB.tv coming to PSN Xbox LIVE TV channel pitched to Microsoft Bethesda nukes lawsuit against Interplay over Fallout MMO Natal test kit out in the wild Halo: Reach special editions revealed Sega lays off 73 people Metroid Other M delayed Mavel vs Capcom Announced

While there have been criticisms of Microsoft's Universal Windows Apps games and other software, Spencer said the company will improve them over time and plans to bring UWA to Xbox One in the near future.

This seems to be the biggest game of the three, purely because sources suggest it will be available on most platforms out there; the company recently confirmed discussions with Nintendo over bringing future titles to the Switch, and it has been leaked that one of the IPs (almost certainly this one due to the others being Sony exclusives) will also be available on PC, PS4 and Xbox One.

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With over 1000 + authorized network of cashless garages, Future Generali Company makes it easy for its policyholders to avail cashless repairs, maintenance and a host of other beneficial services provided under car insurance policy.

Faraday Future's unchecked growth became a problem when payments to the company from YT and other Chinese investors dried up over the course of 2016.

This is not the first time this sort of thing has happened with Faraday Future — the company has settled two other lawsuits over late bills last year including one with the supplier that made its seats and faced a very well - publicized $ 21 million spat with the construction company contracted to build Faraday Future's factory in Nevada.

Faraday Future never secured any major funding from other sources mainly because YT — the company's largest shareholder — didn't want to relinquish his tight grip over the company, a number of former employees have told The Verge.

If Slack can plant the seed of a new productivity platform inside of a dizzyingly expanding set of customer companies small and large, it's attacking incumbents twice: If it can supplant other large - scale tools at big firms, Slack undercuts enterprise - facing revenues currently collected, and if smaller companies pick Slack and its nascent platform over traditional productivity stacks, it could further undermine future income streams from these large companies.

Midwest Steel Blanking (Lombard, IL) 07/2004 — 08/2008 Director of Operations • Oversaw daily operations and management of 40 employees including 2 project managers • Served as an advisor to the President on all critical and strategic issues • Led presentations to banks, governmental agencies, potential investors, and large volume customers • Oversaw production, maintenance, quality control, and all other dealings with all outside vendors • Negotiated all insurance policies and contracts concerning account receivables and insurance related claims • Developed the ISO 9000 quality manual and OSHA safety awareness programs, training, and documentation • Trained future managers of the company in professional skills, managerial decision making, and business communications • Designed and implemented a new inventory control systems for managing raw - material and finished - goods • Ensured cost control limiting the direct expenses incurred and indirect impacts such as inefficiencies, downtime, and waste • Over a 3 year period, reduced the account receivables insurance premium from $ 55K to $ 13K / year • Renegotiated all other insurance contracts for better coverage and reduced premiums by 20 % • Reduced «outside parts manufacturing» cost by 50 % • Maintained the cost of all supplies at the 2004 levels • Instituted production reporting and operational data analyses for decision making • Reduced down time by 60 %, overall operation's cost by 4.5 %, and scrap generation by 3 % • Developed ISO 9001 quality manuals and handled external annual audits • Introduced safety procedures and training programs

Previous Native Title Reports have commented on the Commonwealth's respondent funding scheme, 81 noting its effect in hardening the positions of those who already have their interests protected in any event, 82 and its seeming encouragement of litigation over negotiation.83 During the consultations, an NTRB in Queensland expressed frustration at the inequality created when mining and other companies are financed directly by the Attorney - General, putting NTRBs (and therefore the traditional owners they represent), with limited funding as described above, at a disadvantage when appearing in arbitration hearings about the doing of future acts.