Sentences with phrase «include business strategy development»

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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.

We offer a space for developers and entrepreneurs to attend and organize events with speakers, mentors and other entrepreneurs; a «hack space» and device library to develop and test new ideas; and Google Launchpad, a two - week boot camp for early stage start - ups helping with subjects including user interface, product strategy & technology, marketing, business development and more.»

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»).

His functional expertise has included business plan development, sales and marketing, pricing strategy, and business process and workflow.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

His area of services includes Business Coaching, Leadership Development, Professional Development, Executive Coaching and Financial Strategy Development.

Forward - looking statements are based on estimates and assumptions made by BlackBerry in light of its experience and its perception of historical trends, current conditions and expected future developments, as well as other factors that BlackBerry believes are appropriate in the circumstances, including but not limited to the launch timing and success of products based on the BlackBerry 10 platform, general economic conditions, product pricing levels and competitive intensity, supply constraints, BlackBerry's expectations regarding its business, strategy, opportunities and prospects, including its ability to implement meaningful changes to address its business challenges, and BlackBerry's expectations regarding the cash flow generation of its business.

Before joining Alston & Bird, Blake was general counsel for a manager and distributor of alternative investment products, including an externally managed, public, non-traded business development company, and a senior lawyer for a manager of hedge funds and separately managed accounts employing relative value and macro fixed income and equity strategies.

Other economic policies include reducing the regulatory burden for small businesses and northern development; a new $ 75 million venture capital fund to help businesses commercialize new technology developments; a $ 900 million Strategic Aerospace and Defence Initiative and a $ 250 million Automotive Innovation Fund to support these industrial sectors; a $ 1 billion Community Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development development; a new $ 75 million venture capital fund to help businesses commercialize new technology developments; a $ 900 million Strategic Aerospace and Defence Initiative and a $ 250 million Automotive Innovation Fund to support these industrial sectors; a $ 1 billion Community Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development development strategies.

Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate with all business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation strategies via event, email and content marketing programs Establish excellent sales and client retention strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize with Partners.

His core responsibility also includes contributing to the team's research, strategy and business development effort.

Mahni leads commercial activities at Clear Labs, including strategy, marketing and business development.

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.

Whilst one of the key strategies remains to grow penetration of True Aussie at point of purchase, MLA Japan also conducts non-branded business development work designed to improve brand loyalty with the trade, including education seminars and workshops, technical support and training, new product and menu development.

Following this, Hopkins was promoted to Group Public Relations Manager to manage the Company's global public relations, media operations, hospitality and events including leading the company's communications and PR and events requirements across corporate, brand, and business media in Australia, and key strategy development with the US and UK markets.

All statements other than statements of historical facts included in this announcement, including, without limitation, those regarding Rio Tinto's financial position, business strategy, plans and objectives of management for future operations (including development plans and objectives relating to Rio Tinto's products, production forecasts and reserve and resource positions), are forward - looking statements.

Our Associates» expertise includes Strategy, Project and Programme Management, Project Control, Safety, Licensing, Regulation, QA, Business Development and technical disciplines as I&C and HVAC.

Her strategy in securing emission reductions includes development of strategic partnerships with retailers and other stakeholders, with the ultimate goal of incorporating clean air and efficiency improvements into a sustainable business model.

Cambridge, MA About Blog The TalentCulture community focuses on a spectrum of workplace related topics, including careers, learning and development, business leadership, talent strategy, HR, recruiting, innovation management, work / life balance and more.

She oversees all US operations for both the Darzah and Child's Cup Full fair trade brands, including brand and marketing strategies, business development, and manufacturing operations for their non-profit women's empowerment initiative in the West Bank.

Act as business partner to provide HR total solutions in line with HR strategy and business needs, including recruitment, performance management, training and employee development,...

Subjects at the expo include: legal, business strategy, seed capital, mobile & wireless technology, payment methods, background search, mergers, acquisitions, dating software, traditional advertising, and new developments.

Topics covered include: business strategy, payment methods, wireless, angel investing, traditional marketing, wireless / mobile technology, mergers, acquisitions, background search, legislation, and new developments.

Cambridge, MA About Blog The TalentCulture community focuses on a spectrum of workplace related topics, including careers, learning and development, business leadership, talent strategy, HR, recruiting, innovation management, work / life balance and more.

Topics explored include: mobile & wireless technology, online marketing, background checks, alternative payment methods, dating / matchmaking software, seed capital, mergers, acquisitions, business strategies, legal, and new developments.

Subjects at the convention include: payment systems, legal, wireless / mobile technology, mobile, business strategy, mergers, acquisitions, venture capital, online marketing, background checks, and new developments.

Subjects at the expo include: seed capital, alternative payment methods, traditional marketing, background checks, partnerships, dating software, matchmaking software, mobile technologies, legal issues, business strategies, and new developments.

Topics explored include: alternative payment systems, venture capital funding, dating software, matchmaking software, mobile, business strategies, legal, mergers, acquisitions, advertisement methods, personality profiling, and new developments.

Topics discussed include: venture capital funding, partnerships, wireless, wireless / mobile technology, business strategies, traditional advertising, legal issues, background search, payments, and new developments.

Subjects at the convention include: wireless, payments, background search, angel investing, business strategies, partnerships, legal issues, traditional marketing, dating software, and new developments.

Subjects at the summit include: advertising, dating software, matchmaking software, legal issues, background checks, mobile technology, business strategy, partnerships, venture capital, payment methods, and new developments.

Topics discussed include: advertising, mobile & wireless technology, mobile, business strategy, legal, alternative payments, background checks, seed capital, mergers, acquisitions, and new developments.

Subjects at the expo include: personality profiling, funding, legal issues, internet advertising, mobile, partnerships, dating software, payment methods, business strategies, and new developments.

Subjects at the expo include: alternative payments, seed capital, business strategies, background checks, mobile, legal, wireless, partnerships, internet advertising, and new developments.

Subjects at the expo include: traditional marketing, mobile, venture capital, business strategies, background search, partnerships, payments, wireless / mobile technology, legislation, and new developments.

Topics covered include: mergers, acquisitions, software, alternative payments, legal issues, business strategies, mobile technology, venture capital, online marketing, background search, and new developments.

A reputable, professional security consultant can carry out a range of services, including threat and risk assessments, security audits and reviews, development of security policies, procedures and strategies, crisis management and business continuity planning.

I have 12 years experience in working with start - up EdTech companies in various roles including operations, project management, account management, market research, strategy development, business development and community engagement.

A highly respected industry leader with more than 20 years of media, marketing, partnership strategy, and business development expertise, Lori McFarling oversees Discovery Education's global marketing initiatives, including public - private partnerships, events, and public affairs activities worldwide.

She works with organizations on a variety of strategic and operational issues including strategic planning, business plan development, growth and expansion strategy, human capital and organizational design, performance improvement and sustainability, and grant development and implementation.

Sanford also spent five years at PayPal / eBay in various executive roles including Head of Planning & Analytics, Head of Strategy & Business Development & CFO of one of eBay's businesses.

These complex solutions may include change, transformation and turnaround management, business improvement, crisis management and strategy development.

Introduction & Course Overview: According to our International Business Strategy experts, this portion includes the concept of corporate strategy development in an international Strategy experts, this portion includes the concept of corporate strategy development in an international strategy development in an international context.

Cambridge, MA About Blog The TalentCulture community focuses on a spectrum of workplace related topics, including careers, learning and development, business leadership, talent strategy, HR, recruiting, innovation management, work / life balance and more.

Some of the region's most influential business leaders including Adel Ali, CEO of Air Arabia; Simon Lynch, Director of Business Development, Abercrombie & Kent; and Mohammed Al Dhaheri, Strategy & Policy Director, Abu Dhabi Tourism & Culture Authority will be speaking, supported by an international line - up of respected industry business leaders including Adel Ali, CEO of Air Arabia; Simon Lynch, Director of Business Development, Abercrombie & Kent; and Mohammed Al Dhaheri, Strategy & Policy Director, Abu Dhabi Tourism & Culture Authority will be speaking, supported by an international line - up of respected industry Business Development, Abercrombie & Kent; and Mohammed Al Dhaheri, Strategy & Policy Director, Abu Dhabi Tourism & Culture Authority will be speaking, supported by an international line - up of respected industry experts.

Cambridge, MA About Blog The TalentCulture community focuses on a spectrum of workplace related topics, including careers, learning and development, business leadership, talent strategy, HR, recruiting, innovation management, work / life balance and more.

Prior to joining Microsoft's interactive entertainment business in 2006, Mr. Durkin worked on Microsoft's corporate development and strategy team, including two years where he was based in London, England, driving pan-European activity.

About Gateway CDC Gateway Community Development Corporation drives economic revitalization along the U.S. Route 1 Corridor through business and neighborhood development initiatives, including promotion of the arts as a community - buildinDevelopment Corporation drives economic revitalization along the U.S. Route 1 Corridor through business and neighborhood development initiatives, including promotion of the arts as a community - buildindevelopment initiatives, including promotion of the arts as a community - building strategy.

This document brings report the key messages that emerged from the Third International Off - grid Renewable Energy Conference (IOREC 2016), including the importance of (1) mainstreaming off - grid renewable energy in national rural electrification strategies, (2) creating an ecosystem to accelerate deployment, (3) designing dedicated policies and regulations for the off - grid sector, (4) unlocking capital for energy access, (5) identifying the right business models for deploying off - grid renewables, (6) innovating to improve accessibility, reliability and range of electricity services, (7) strengthening the sustainability of energy access efforts and maximizing benefits and (8) harnessing the cross-sector development impact of off - grid renewables.

Based in London, David is responsible for all global business development activities which includes delivery of sharedo's sales, commercial and customer strategy.