Sentences with phrase «in global business development»

Highly effective in global business development, able to build successful teams and innovative business processes.

Decisive, solutions - focused, and results - oriented professional with experience in global business development and technology - driven initiatives.

Combining key strengths in global business development, marketing, asset management, negotiations, and much more, I am seeking the opportunity to utilize my extensive experience at enhancing corporate growth withi...

Leveraging natural leadership and extensive experience in global business development to top - quality performance in project completion to maximize resources, streamline productivity, and increase revenue.

Include 2 - 3 sentence paragraph with a strong overview of your total experience in global business development, and then include a list of 3 - 5 bullets highlighting specific projects, achievements, operations, etc..

As an expert in global Business Development, leadership and tactical client management for the product line of the largest manufacturer of rubber flooring worldwide, I have had the opportunity to plan, develop, accomplish, and showcase major initiatives that drove industry change with millions of dollars in recurring revenue.

As part of our global expansion, we have also recently launched our world - class Explorers Graduate Programme for elite graduates interested in Global Business Development and Global Marketing.

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.

In San Francisco, the bank's community - development partners will include Working Solutions, ICA Fund Good Jobs and Pacific Community Ventures — groups that specialize in helping very small, mid-sized and larger businesses, respectively, says Peter Scher, JPMorgan Chase's global head of corporate responsibilitIn San Francisco, the bank's community - development partners will include Working Solutions, ICA Fund Good Jobs and Pacific Community Ventures — groups that specialize in helping very small, mid-sized and larger businesses, respectively, says Peter Scher, JPMorgan Chase's global head of corporate responsibilitin helping very small, mid-sized and larger businesses, respectively, says Peter Scher, JPMorgan Chase's global head of corporate responsibility.

CB pulls together the latest developments in Canadian and global economics, marketing, managing, investing, government policy, innovation and retailing to help its audience develop a deeper understanding of the business world around them.

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.

Out of all the books I have read around entrepreneurship, business, and leadership success, this has hands down had the most impact on the growth of myself, our business, and the development my own leadership skills as our team has grown from a startup to a global company with offices in London, Singapore, and New York.»

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

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.

Moreover, looking «outside - in» means acknowledging that business does not operate in a vacuum, and that the private sector has a role to play in collaborating on the key global challenges of our time, from climate change to sustainable development.

In the years following World War II, the United States dominated the global business world completely — it was the major source of capital, the home of advanced manufacturing, and the source of most major technological developments.

Risks and uncertainties include, among other things, the uncertainties inherent in research and development; the uncertainties inherent in business and financial planning, including, without limitation, risks related to Pfizer's business and prospects, adverse developments in Pfizer's markets, or adverse developments in the U.S. or global capital markets, credit markets or economies generally; and competitive developments.

Joining forces with Pfizer matches our leading products in seven high growth therapeutic areas and our robust R&D pipeline with Pfizer's leading innovative and established businesses, vast global footprint and strength in discovery and development research to create a new biopharma leader.»

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 role, she was responsible for global business development, leading a team of 10 global salespeople in print, digital, webcasts and eventIn this role, she was responsible for global business development, leading a team of 10 global salespeople in print, digital, webcasts and eventin print, digital, webcasts and events.

Business and Professional Women (BPW) The Global Initiative for Women's Entrepreneurship Research (GIWER)(formerly Center for Women's Business Research) Institute for Supply Management Latina Style Magazine National Association of Minority & Women - Owned Law Firms National Association of Veteran - Owned Businesses National Association of Women in Construction National Minority Supplier Development Council National Women's Business Council US Business Leadership Network (USBLN) U.S. Pan Asian American Chamber of Commerce Women Construction Owners & Executives Women Impacting Public Policy (WIPP) Women Presidents» Organization (WPO)

The National Minority Supplier Development Council is the global leader in advancing business opportunities for its certified Asian, Black, Hispanic and Native American business enterprises and connecting them to member corporations.

Hughes» words, action and leadership issue a strong, clear and distinct call for full support of minority supplier development as an absolute business imperative for establishing and maintaining success in the global supply chain.

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 arbitragIn 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 arbitragin M&A plus fresh LBOs; The uptick in loan pricing and the rise in the size of Term Loan Bs; CLO pricing and the arbitragin loan pricing and the rise in the size of Term Loan Bs; CLO pricing and the arbitragin the size of Term Loan Bs; CLO pricing and the arbitrage.

In charge of global monitoring, progress checks, evaluation and feedback for the projects in terms of their business developmenIn charge of global monitoring, progress checks, evaluation and feedback for the projects in terms of their business developmenin terms of their business development.

In the wake of the recent global financial crisis, several developments suggest that market - makers are changing their business models.

For business leaders who aspire to better decision - making in reputation, corporate communications and corporate policy development, the Global Reputation Centre is the insight industry's most trusted source of specialist research and guidance.

Business Development Director (China) of Just2Trade, fully licensed and heavily regulated global brokerage group with offices in USA, Europe, Russia, China, Mexico and India.

The Sochi International Investment Forum is a contemporary venue for constructive dialogue between business and government that was set up with the support of the Russian Government to address development of the global economy and its principal trends, discuss the outlook for investment and innovation in our country and to showcase ambitious investment projects in Russia's regions.

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.

As the world's demand for energy continues to increase, the Business Council is strongly committed to making Canada a global leader in sustainable development through showing that healthy economic growth, high living standards and environmental protection can be mutually supportive.

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)

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

PNC Equipment Finance's Vendor Program Business Development team customize sales finance programs for global manufacturers, distributors, software and service providers that assist in generating incremental revenue that enhance margins and improve market share.

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.

Mr. Webb has over 20 years of industry experience and has held a variety of roles in international finance, including global markets, asset servicing, asset management and encompassing, business analysis and risk, product development, operations management, and sales and relationship management.

CHAMPIONS INCLUDE: 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 Nguyen Xuan Cuong, Minister of Agriculture and Rural Development, Vietnam Michael La Cour, Managing Director, IKEA Food Services AB 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 Gilbert Houngbo, President, International Fund for Agricultural Development Selina Juul, Chairman of the Board and Founder, Stop Wasting Food Movement in Denmark Yolanda Kakabadse, President, WWF International Sam Kass, Former White House Chef, Founder of TROVE and Venture Partner, Acre Venture Partners 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, Minister 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 Rajiv Shah, President, The Rockefeller Foundation 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

Market uncertainty, rising competition, and the retention and recruitment of skilled staff have been highlighted as major business concerns for the global packaging industry over the next six months, although respondents are willing to increase their focus towards expansion in current markets and the development of new products.

Considerable resources were applied in advancing the group's global flavour business development strategy in 2002.

«The global spirits business continues to surge and this event offers a unique environment in which to learn from the best to harness growth and development of your own business,» says Damian Riley - Smith, conference director.

With main them «Food, Maintaining Health», the forum will highlight the global trends in the food consumption market, successful business cases, and developments in new technologies related to food processing and packaging.

The Hospitality Design staff reports on breaking hospitality and restaurant business development news, pointing out what's happening in the hospitality industry's global expansion.

Kellogg is a member of the World Business Council for Sustainable Development (WBCSD), part of the United Nations (UN) Global Compact, and is incorporating the UN Sustainable Development Goals (SDGs) in all that we do.

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.

These include key science and technology developments as well as critical business changes such as a greater focus on global markets, investing in new skills and improved culture and collaboration models.

In this role, she oversees client relationships and business development as well as the IWSR's global marketing and public relations.

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.