Sentences with phrase «global business development at»

«I think it's mostly to do with the fact they may have ended the ongoing political stalemate over scaling may be over,» Andrew Keys, head of global business development at blockchain software developer ConsenSys, told CNBC.

Bradley Zastrow, director of global business development at Dash Core, said in a statement, «The remittance market into South America is huge — Brazil and Colombia alone are estimated to reach $ 8.2 billion in 2017 according to the latest forecasts from the World Bank.

However, Andrew Keys, head of global business development at ConsenSys, cleared up the issue.

«This body is going to work on standardizing the technology for enterprise settings, and that will only help the public Ethereum main net,» Andrew Keys, head of global business development at ConsenSys, one of the founding members, told Bitcoin Magazine.

One of the missions of bitcoin, according to Eric Benz, VP Global Business Development at Zipzap, who chaired the panel, is to bring cash - centric communities into the online space.

Michael Conner on NightOwl's Unique Relationship with Corporate ClientsMichael Conner is Director of Global Business Development at NightOwl Discovery.

Nathan Novelli, who handles global business development at SAP Anywhere, a longtime provider of business software, concurs that inventory control and traceability are key components and «should be the strongest part of a POS system.»

«Airless technology is a sophisticated process with numerous benefits and for many prestige and masstige beauty and personal care brands, it's a «must have» solution,» said Doug Kliska, executive vice president of global business development at TricorBraun and the white paper author.

«There's already an unfair advantage with (Chinese) dominance in this industry,» said Anson Martin, vice president of global business development at Inventus.

Episode 9 features Justin Hiatt, Director of Global Business Development at HubSpot.

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.

«To get the true value, you need the network effect,» said Graham Warner, head of global transaction banking product development in the Americas at Deutsche Bank, told Business Insider in 2016.

He had previously held business development and corporate strategy positions at Intelsat, the world's largest provider of satellite communications services, at 360networks a global communications provider, and COMSAT Corporation.

He's now global head of business development at Cumberland Mining, one of the largest traders of cryptocurrencies.

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.

«We're looking to provide services through our membership that add value to their [companies»] experience while they're at WeWork,» said the company's global head of business development, Eric Gross, in a recent interview with Inc.com.

«We're looking to provide services through our membership that add value to their [startups»] experience while they're at WeWork,» says Eric Gross, WeWork's global head of business development, referring to the partnership.

John is the former EVP of Social Media at a top ten Global PR firm and VP of Business Development of BlogTalkRadio.

The online small business lending market in Australia is growing at a faster rate than the US market did at a similar stage of development, the CEO of OnDeck Global has said.

In this edition of Capital Markets View, Chris Porter, Head of Loan, Recovery & CLO Business Development and Taron Wade, Director at LCD, part of S&P Global Market Intelligence discuss: New issuance and the increase in M&A plus fresh LBOs; The uptick in loan pricing and the rise in the size of Term Loan Bs; CLO pricing and the arbitrage.

Jen Polite has spent the majority of her career within Fixed Income markets, beginning at Deutsche Bank and later in the Global Markets division of Bank of America Merrill Lynch, where she served as Fixed Income Sales Business Development Lead.

At Thomson Reuters, she held roles as the Global Head Deployed Solutions as well as Director of Business Value Delivery, where she ensured the development team's efforts were focused on key strategic initiatives.

«Our Centers of Excellence program provide members with a unique forum to start development opportunities for minority businesses and corporate members alike,» said NMSDC Chairman Joe Hinrichs, who also is president, Global Operations at Ford Motor Company.

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.

Hong Kong / Berlin, 27 July 2017 — Angelina Lei, Customer Service Director at Hongkong International Terminals; Tarun Arora, Director, Finance and Operations, IG International; and Natasha Solano, Global Business Development Manager Perishabl...

SCOTTSDALE, Ariz., May 5, 2016 / PRNewswire / — RiceBran Technologies (NASDAQ: RIBT and RIBTW)(the «Company» or «RBT»), a global leader in the production and marketing of value added products derived from rice bran, announced today that it has entered into two agreements: a Memorandum of Understanding (MOU) with non-profit The Jack Brewer Foundation (JBF Worldwide) to develop rice bran based supplemental feeding programs currently assisted by JBF Worldwide at orphanages in Malawi and Haiti; and a business development agreement with Brewer + Associates Consulting, LLC (B+A) to collaborate on the planned launch of a new line of sports nutrition products with a portion of profits earmarked to provide rice bran based meal supplements for feeding programs covered by the MOU.

Tracy Oates, Director of UK Sustainability at DNV GL - Business Assurance, shares some of the global insights into the challenges and opportunities of meeting the UN sustainable development goals.

As diplomats and ministers at the 72nd United Nations General Assembly focus on advancing the Sustainable Development Goals, leaders from business, states and cities will participate in Climate Week NYC to demonstrate the resounding commitment to building a clean, resilient, inclusive global economy.

Dave Lewis, Group Chief Executive, Tesco (Chair) Erik Solheim, Executive Director, United Nations Environment (Co-Chair) Vytenis Andriukaitis, European Commissioner for Health and Food Safety Peter Bakker, President, World Business Council for Sustainable Development John Bryant, Chairman of the Board and Chief Executive Officer, Kellogg Company Paul Bulcke, Chairman of the Board of Directors, Nestlé Wiebe Draijer, Chairman of the Executive Board, Rabobank Shenggen Fan, Director General, International Food Policy Research Institute Peter Freedman, Managing Director, The Consumer Goods Forum Louise Fresco, President of the Executive Board, Wageningen University & Research Liz Goodwin, Senior Fellow and Director, Food Loss and Waste, World Resources Institute Marcus Gover, Chief Executive Officer, Waste and Resources Action Programme Hans Hoogeveen, Ambassador and Permanent Representative of the Netherlands to the UN Organizations for Food and Agriculture Selina Juul, Chairman of the Board and Founder, Stop Wasting Food Movement in Denmark Yolanda Kakabadse, President, WWF International Sam Kass, Senior Food Analyst at NBC News and former U.S. White House Chef Michael La Cour, Managing Director, IKEA Food Services AB Michel Landel, Chief Executive Officer and Chairman of the Executive Committee, Sodexo Esben Lunde Larsen, Minister of Environment and Food, Denmark José Antonio Meade, Minister of Finance, Mexico Gina McCarthy, Former Administrator, U.S. Environmental Protection Agency Denise Morrison, President and Chief Executive Officer, Campbell Soup Company Kanayo Nwanze, Former President, International Fund for Agricultural Development Rafael Pacchiano, Secretary of the Environment and Natural Resources, Mexico Paul Polman, Chief Executive Officer, Unilever Juan Lucas Restrepo Ibiza, Chairman, Global Forum on Agricultural Research Judith Rodin, Former President, The Rockefeller Foundation Oyun Sanjaasuren, Chair, Global Water Partnership Lindiwe Majele Sibanda, Vice President for Country Support, Policy and Delivery, Alliance for a Green Revolution in Africa Feike Sijbesma, Chief Executive Officer and Chairman of the Managing Board, Royal DSM Andrew Steer, President and Chief Executive Officer, World Resources Institute Achim Steiner, Administrator, United Nations Development Programme Tristram Stuart, Founder, Feedback Rhea Suh, President, Natural Resources Defense Council Rhoda Peace Tumusiime, Former Commissioner for Rural Economy and Agriculture, The African Union Sunny Verghese, Co-Founder, Group Managing Director & Chief Executive Officer, Olam International Tom Vilsack, Former Secretary, U.S. Department of Agriculture Senzeni Zokwana, Minister of Agriculture, Forestry and Fisheries, Republic of South Africa

Previously, Torsten worked for more than 10 years at GlaxoSmithKline Vaccines where he was the Global Head of the Vaccines Transactions Team with responsibility for all vaccine business development activities ranging from collaborations, option and licensing contracts to mergers & acquisitions.

Prior to joining TVI, Dr. Martin was most recently a member of Global Licensing and Business Development at Takeda, heading efforts for sourcing and transacting technologies and early stage pipeline programs.

Aston Martin and global property developer G and G Business Developments are delighted to announce that the sales centre for their unique waterfront real estate project at the mouth of the Miami River is now open.

And even if it has been some time since he's worked in the electronics business, he held major jobs in the field: At Best Buy, from 2003 to 2006, he was responsible for areas like global technology and vendor management, global sourcing, and private label development.

Partners want the recognition and advantage of being first - to - market on this exciting new platform,» said Martyn Mallick, Vice President, Global Alliances and Business Development at Research In Motion.

On January 23, the Children's Books Salon will convene at the Goethe - Institut New York, with David Walter, Business Development Director for Commerce Solutions and Metadata for the NPD Group delivering a keynote address on trends in domestic and global children's media to start the day.

Prior to that, Atkinson was head of business development for the exchange - traded products business at Barclays Global Investors Canada Ltd., now iShares; he has also held positions with a national investment dealer and major mutual fund companies.

Most recently, as Head of Global Small Business for Visa Inc, Zablock directed the development and implementation of the strategic vision for Visa Business products targeted at the small business market Business for Visa Inc, Zablock directed the development and implementation of the strategic vision for Visa Business products targeted at the small business market Business products targeted at the small business market business market segment.

CEO and co-founder Wayne Sieve was previously VP, Head of Sports, and Head of Business Development at Ustream.tv, while co-founder Carl Kirchoff is the former Head of Sales at Global Sportnet and T.E.A.M. Marketing, the exclusive global marketer of UEFA Champions LGlobal Sportnet and T.E.A.M. Marketing, the exclusive global marketer of UEFA Champions Lglobal marketer of UEFA Champions League.

To find out the answers, we recently had the special opportunity to interview Gary Morsches, managing director of global energy at the CME Group, Nicholas Kennedy, head of business development of commodity derivatives at NYSE Liffe and Mike Davis, director of market development for ICE Futures Europe.

Featuring speakers that will be featured at the 2018 Global Pet Expo Academy seminars in Orlando, March 20 - 23, these free webinars and other special events will offer expert advice on all aspects of the retail business, including marketing, business development, inventory management, staff training and development, finance and visual merchandising.

Lin joined Cargill in 2011 as corporate vice president of strategy and business development; she led a team providing global strategy and mergers and acquisitions support at the enterprise level.

She also currently serves on the Board of Directors for animal health and dental distributor, Patterson Companies, and before her time as president at Cargill, she was the global head of strategy and business development there.

Heinz Raufer, chief executive officer of hotel.de AG, said: «This combination comes at exactly the right time, will boost hotel.de's position in the global hotel portal business and provides us with a superb basis for our further development.»

Reynir Hardarson co-founded CCP in 1997 and was their Global Creative Director; Kjartan Pierre Emilsson built CCP's Shanghai studio and was the Lead Game Designer on the original team behind EVE Online; and Thor Gunnarsson was most recently VP Business Development at CCP and previously a VP and General Manager at BAFTA award - winning mobile games studio Ideaworks3D.

After the end of Street Fighter V at Evo Japan 2018, Evolution's Director of Global Business Development Mark «MarkMan» Julio had some brief news to share regarding the tournament series» future events.

Currently I am the Global Business Development Manager for Gaming at Evolution Championship Series — The world's largest competitive gaming event and experience.

Warren Schorr, Vice President of Business Development and Global Licensing at Crayola said, «At Crayola, we're all about inspiring creativity through color and innovative play experiences, and our partnership with Outright Games allows us to extend that passion to new and exciting areas.&raquat Crayola said, «At Crayola, we're all about inspiring creativity through color and innovative play experiences, and our partnership with Outright Games allows us to extend that passion to new and exciting areas.&raquAt Crayola, we're all about inspiring creativity through color and innovative play experiences, and our partnership with Outright Games allows us to extend that passion to new and exciting areas.»

Warren Schorr, Vice President of Business Development and Global Licensing at Crayola says «At Crayola, we're all about inspiring creativity through color and innovative play experiences, and our partnership with Outright Games allows us to extend that passion to new and exciting areas.&raquat Crayola says «At Crayola, we're all about inspiring creativity through color and innovative play experiences, and our partnership with Outright Games allows us to extend that passion to new and exciting areas.&raquAt Crayola, we're all about inspiring creativity through color and innovative play experiences, and our partnership with Outright Games allows us to extend that passion to new and exciting areas.»

Global law firm Norton Rose Fulbright, together with EY has authored a report for the World Business Council for Sustainable Development (WBCSD) looking at Corporate Renewable Power Purchase Agreements (PPAs); created in collaboration with member companies of WBCSD's Corporate Renewable PPA forum.

The program, which Monica moderated, featured presentations by Alvidas Jasin, director of business development at Thompson Hine, who offered a mini version of Al Gore's An Inconvenient Truth; Bruce Lymburn, partner with Wendel Rosen, Black & Dean, on «The Greening of a Law Firm»; Matthew Heartney, a partner with Arnold & Porter, on developing a green office initiative; and Tony Hoke, global technology purchasing and assets manager at Morrison & Foerster, on the leadership challenge of green law.