Sentences with phrase «in order it did»

Because I started programming at such a young age, when I think about behavioral changes, I think why did I do this in the order I did it?

Even though we had our bodies in order it didn't happen right away.

go in any order do as many reps as you can and switch as often as you wan...

In order do to that, the mushers must understand fractions.

Not exact matches

The question for most consumers is: in order to successfully do this, is Instagram snooping into their conversations to create targeted ads?

Use your to - do list to make a plan — specifically think through when and where you'll do the tasks and in what order — and you'll find you maximize the actual benefit you get out of the exercise, a quieter mind rather than a series of boxes you'll actually tick.

What to do after you place your order: Wait until you receive a pickup notification email before you go to the store to pick up your item, or, in some locations, have an employee bring your order directly to your car.

With the amount of technology and ergonomic office furniture available today, the excuse that a professional must sit in order to get work done is no longer valid.

In order to correctly manage the future of your work, you have to understand the importance of what you're doing now.

It's no secret that teachers don't get the best pay, so many have to get summer jobs in order to keep up with expenses.

In China, customers don't order french fries — they're shu tiao.

Do your homework, be clear, and succinct in your message in order to honor the time of the executive.

Do we want to take choices away in order to meet our idealized dreams?

Your life would revolve around it, so in order for you to last the painstaking burden that it will bring, you have to love what you are doing.

Usually, in order to do so, you will need to hire someone trained in handling such situations.

King also interrogated the concept of allyship, challenging the «white liberal who is more devoted to «order» than to justice, who prefers tranquility to equality» in his 1967 book, Where Do We Go From Here: Chaos or Community?.

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.

Now, it's more of technological wonder that when I visit Walmart's website, the first thing it does is ask me if I'm ready to reorder a slew of products I put into a real cart in a physical store, even though I've never ordered these things via the website.

«Your brain is wired not only to figure out where you sit in the professional and social pecking order against others, but to reinforce your position in that pecking order,» says writer Steve Errey, who continues: «When you get wrapped up in establishing or maintaining status, the moment your place in the hierarchy drops you're going to feel pretty horrible... Don't get into the status game — there are no winners.»

So you really need something quite large in order to do that.

The rest of the tale is hearsay: that a heavily indebted Heywood, a former family friend and fixer who had helped get Bo junior into Harrow (Heywood's prestigious alma mater in England) had demanded a bigger cut of a business deal; that he threatened to expose underhanded dealings by Gu if he didn't get it; that Bo's police chief, Wang Lijun, had confronted him over the alleged murder (the death was originally put down to alcohol poisoning), after which Wang sought asylum at an American consulate; that Gu had shown up at a police station in a People's Liberation Army major - general's uniform to announce that she was under special orders from Beijing to «protect» Comrade Wang; that the couple had plotted to assassinate Wang and came up with three separate storylines to avoid being implicated.

Plus, in 2008, the Aurora distribution center had been at the center of another settlement — this one for $ 13.25 million — for the same issue: failing to report suspicious orders (McKesson did not admit wrongdoing).

In other words, the person who is asking a factory to deliver 5,000 orders tomorrow is the same person who has asked them to do it using 50 % less water.

We got our first purchase order from Tappan Zee Constructors in late 2013, and since then we've done over 220 individual purchase orders with them, ranging in value from $ 500 to $ 3 million for everything from small brackets, conduits, and fence posts to the under - bridge catwalks and tower ladders to a crane trestle used in the demolition of the existing Tappan Zee bridge.

Cuban did not appear to subscribe to those beliefs himself, criticizing Trump over the failed Republican health care push, for lacking a «foundation» for tax reform, and for struggling to develop relationships with Democrats in order to get future legislation passed in Congress.

The No Regrets Guide to Getting It Done, and you need to know why you procrastinate in order to beat the problem.

The officer orders the suspect to «get on the ground,» but does not fire his weapon as he closes in on the man to take him into custody.

There's a lot of hemming and hawing about how Facebook doesn't choose what kinds of information to show you, which of course is factually incorrect, and appears to be mostly a rhetorical dodge in order to get around accusations of favoring certain viewpoints in trending topics.

Co-founder Ryan Smith says the company has hosted over $ 100 million in sales orders since founding in March 2016; he expects to do $ 500 million in sales orders by the end of this year.

Don't say anything to someone you wouldn't want everyone to hear; don't spread malicious rumours you can't verify; and use gossip to eke out weaknesses in order to improve them, not exploit them.

Workers were encouraged to move freely about the office as they did their work, meeting up in both formal and informal settings when it came time to collaborate, and sharing documents electronically in order to speed up productivity.

Very different context if your talking about an organization like Visa or Nasdaq, where we don't need miners, because we already know in advance who's going to process those transactions; who's going to order and ensure that no double spending is happening.

It's the work we've done to extend the in - store experience to the digital experience and how mobile order and pay is helping amplify that.

You don't have to study Ruby on Rails or learn a new set of skills on the fly in order to succeed.

We do not have to ask permission to replace a product or reduce an item in order to fulfill a guests need's.

What to do after you place your order: Wait to receive an order confirmation email with detailed directions for either picking up your order in the store or, in most locations, having an employee bring your order directly to your car.

When an employee comes in at the same time, to the same place, and does the same things in the same order every day, you can't blame them for feeling bored or discouraged.

For example, the coalition said, «the conditions proposed in the draft order do not fully prevent Charter from using its dominant position in the marketplace to thwart competition from streaming services and to stifle competitors in underserved, rural communities.»

Do research online or among trade publications to find topical webinars, local events or professional seminars to attend, in order to mingle with like - minded individuals.

And in order to execute against that, we've got to do many things in parallel and we've got to do them very well.

It didn't take long to realize that given the volume of orders, and the complexity involved in co-ordinating the shipment of components, that the company would not be able to ship by September, as it had promised Kickstarter backers.

Of course, you do need to understand social media in order to charge clients to manage their social media accounts.

Gillian Thomas, senior staff attorney at American Civil Liberties Union Women's Rights Project, says that in order to create safer spaces for women, individuals in leadership positions must do a better job of setting a good example.

«One of the most important things I do to help maximize my performance at work is to get your personal life in order through morning and evening routines.

All 16 of those orders were reported in March 2012 — they dated back to January 2012 and related to a single independent pharmacy in Fort Lupton, Colo. with which McKesson was no longer doing business.

The company implemented that system, its Controlled Substance Monitoring Program (CSMP), in 2008; in Aurora, it just didn't yield any suspicious orders until the handful that came in on the Fort Lupton pharmacy in March 2012.

PICI (pronounced «pie - sea»), as it's called by its member scientists, is doing something unprecedented in academic medicine: combining and coordinating the efforts of six of the top cancer immunology centers in the country — MD Anderson Cancer Center, Memorial Sloan Kettering, Penn Medicine, Stanford, UCLA, and UCSF — in order to greatly expand and, more important, to accelerate our understanding of why some immune - based treatments work miraculously in some patients and not at all in others.

PBMs have been accused of everything from shorting pills in mail - order prescriptions to selling patient data they didn't own to covertly shifting patients to higher - cost drugs.

You can argue that you don't have to be able to read or write to clean a hotel room, but you do have to be able to read and write in order to document that work.»

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