Sentences with phrase «global litigation strategies»

We are acting as the lead law firm co-ordinating the global litigation strategy

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.

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.

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.

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.

BLP has a clear strategy based on: building a leading global real estate capability, an internationally recognised litigation and corporate risk practice, a strong corporate and finance practice; building Real Estate, Infrastructure and ENR, Financial Services, and Private Wealth teams; continuing to invest in and build its Enterprise businesses such as LOD and Streamline.

On international litigation involving other firms we often co-ordinate the global case strategy, as well as acting as local advisers.

Speaker, «Emerging Strategies for Protecting Global IP rights — from a client counseling / litigation perspective,» Global IP Convention, January 2013

He is also recognized as a premier intellectual property strategist, particularly with respect to the development and execution of global patent litigation strategies.

Global IP Matters Global IP Matters brings global perspectives to the latest legal developments affecting intellectual property and covers topics including IP strategy, patent prosecution, and litigGlobal IP Matters Global IP Matters brings global perspectives to the latest legal developments affecting intellectual property and covers topics including IP strategy, patent prosecution, and litigGlobal IP Matters brings global perspectives to the latest legal developments affecting intellectual property and covers topics including IP strategy, patent prosecution, and litigglobal perspectives to the latest legal developments affecting intellectual property and covers topics including IP strategy, patent prosecution, and litigation.

As a consequence, clients entrust us with demanding cases that are critical to their global portfolio management and litigation strategies.

2016 — In re Fresenius GranuFlo / NaturaLyte Dialysate Products Liability Litigation (MDL) Served as lead counsel in a case in which Fish used its technical expertise to craft a novel defense strategy that brought a favorable global settlement of product liability mass tort litigation involving the use of acid concentrate products used duringLitigation (MDL) Served as lead counsel in a case in which Fish used its technical expertise to craft a novel defense strategy that brought a favorable global settlement of product liability mass tort litigation involving the use of acid concentrate products used duringlitigation involving the use of acid concentrate products used during dialysis.

I serve as national coordinating counsel and local counsel for large corporations in product liability litigation, developing and coordinating global defence strategies.

The global defence strategy will likely evolve over time — and it should — but it is important to keep all team members updated with new witnesses, themes, documentation, and strategies that arise as the course of litigation progresses.

Co-chair, «Plotting Litigation Strategy in the Global Context,» two - day seminar sponsored by the International Litigation Committee,» International Bar Association, Chicago, June 2003

Leading the litigation and opposition areas has made him responsible of defining and coordinating the global IP enforcement, defence strategies and actions guiding the global patent prosecution policy of the company.

Recently chief architect of global patent enforcement strategy in support of a $ 200MM + annual licensing program, including filing - to - trial litigation experience in Japan, Germany, UK and US.