Sentences with phrase «global business strategies»

His business expertise focuses on global business strategies and operational integration.

«Sylvia is an exceptionally accomplished attorney with a distinguished professional record, plus the right combination of business knowledge and leadership skills to help Modine execute its global business strategies,» said Michael Sachs.

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Given the stakes CEOs and other senior executives are wise to re-examine world markets, refresh their global business strategy and put contingency plans in place.

Martin, a former director of global business strategy at Google with more than 20 years of experience advising companies on how to drive growth, was certainly qualified to sit on a board.

The council's purpose is to advance Marriott's progress around the world and ensure the integration of the company's diversity and inclusion focus across all aspects of its global business strategy.

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

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Managed orientation and training programs for new programs on the Global Business Strategy team.

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.

Dylan regularly speaks on issues related to global business strategy, organizational change, outsourcing, commercial real estate, capital markets, and economic trends.

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.

As co-CEO of BlackBerry (he stepped down in 2012), Balsillie built the business and commercialization strategy that helped turn the company into a global player that hit $ 19.9 billion in revenue at its peak.

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

Major is in the small minority, with others including Komal Sri - Kumar, president of Sri - Kumar Global Strategies, who wrote on Business Insider earlier this week that the 10 - year yield would slide below 2 % to 1.5 %.

If we know that the global network will only spread in the years to come, it goes without saying that well - managed digital strategies should be among the priorities on the list of your New Year business resolutions.

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.

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.

Leinwand is a global managing director with PwC's strategy consulting business.

Kevin Tan, executive director of Alliance Global Group, talks strategy and the best business advice he's received from his father, Andrew Tan.

When you use a global strategy your webpage has to compete with a lot of «noise,» not just from other businesses, but from Wikipedia pages, blogs, and authority sites too.

Shanks has a wealth of global experience in business strategy and corporate planning.

Omar Allam is a former diplomat, global entrepreneur, and CEO & Founder of the Allam Advisory Group, a global business, strategy and commercial diplomacy consulting firm that helps clients with international strategy, market entry support, export development and investment attraction worldwide.

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).

As a business prepares a global marketing strategy, here are 10 areas of the world to market your startup.

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.

I am looking forward to seeing how this inclusive mindset continues to grow and play out across leadership and business strategy — especially as we look into the new year toward Davos, which will focus on strengthening global cooperation and inclusivity across regions and industries, as well as how organizations communicate differently with customers to empower those around them to be agents of the change, not merely products of it.

Rob Markey, the head of Bain & Company's global customer strategy and marketing practice, writes in the Harvard Business Review about how senior executives need to take the reins and help reenergize their staff.

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»).

From kicking off a professional wrestling career back in the 1990s, to the present day, where WWE sees Levesque «revolutionizing the business» with his developmental training processes and global recruiting strategy, Levesque concluded the discussion with CNBC, by stressing how putting in the hard work and taking a gamble can lead to life - changing developments.

Growing companies can learn a lot by studying the strategies of Disney, Coca - Cola, Microsoft and other global business giants.

«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.

Living Goods is a global health strategy wrapped in a retail distribution business wrapped in a nonprofit company.

«After years of claiming the OPEL business was critical to the company's global platform strategy in small cars and diesel engines (while suffering billions on losses), the company surprised the market with its decision to completely exit,» wrote Jonas.

Mike Bell, CEO, Silver Spring Networks Robert Gaudette, Senior Vice President, Business Solutions, NRG Gary Hallgren, President, Arity; Connected Car, Allstate Jim McCarthy, Global Head of Innovation and Strategy, Visa Ahmad Wani, CEO, 1Concern Moderator: Barb Darrow, Fortune

George Yip, Professor of Marketing and Strategy, Imperial College Business School Chao Xiaojuan, Founder and CEO, BZN Chen Chen, Co-founder and CEO, Saphlux Li Haoyang, Founder, Yixue Education Wu Chenbing, Founder and president, EpimAb Zhu Wenlei, Chairman and CTO, Chaitin TECH Moderator: Clay Chandler, Executive Editor, International, Time Inc. and Co-chair, Fortune Global Forum

That statistic is backed up by research on the cost and benefits of work flexibility from Global Workplace Analytics, an organization that helps businesses and communities with workplace strategies.

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.

Prior to joining Qualys, Khan served as CIO of Hult International Business School where he helped educate and enhance global IT industry standards and strategies.

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.