Sentences with phrase «into future business»

The competition is intended to help students develop «the investigative, problem - solving, and business skills that will help them grow into future business leaders,» Sullivan says.

Depending on who you ask, UK - based Cambridge Analytica either played a pivotal role in the U.S. presidential election or cooked up an effective marketing myth to spin into future business.

Not exact matches

Even with a change of Directors, as has been mentioned above, the next «crop» will have been well trained, to continue the successful business into the future!

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.

If entrepreneurs who have the passion and innovation to start their own businesses can develop these five skills of great leaders, they will be most effective in leadingthose businessess into growth and a bright future.

«In the future, we hope to turn people's homes into co-working spaces,» Jiang said in an interview with Business Insider.

Rose discusses all of the must - have elements new businesses and established businesses must incorporate into their books to keep things current, while planning for the future.

As people worry about Dropbox and Box.com's future, companies large and small are getting into the pure storage game; a business backbone in the cloud

In October 2017, Saudi Arabia impressed at the Future Investment Initiative conference in Riyadh by announcing plans for a $ 500 billion business zone reaching into Jordan and Egypt.

We're all aware of the business environment we're selling into, how our operations are functioning, where we can sell in the future, our profitable areas.»

Since your revenue is deferred into the future, recurring revenue businesses need to be well capitalized.

Great business leaders know it takes more than a great resume and glowing references to determine whether a candidate will help drive your organization into the future.

The problems may not exist yet, but a creative business leader will look into the future and identify them early.

While the most brilliant business minds on Earth often possess strange quirks, a glimpse into the intergalactic future as envisioned by Elon Musk paints a rather harrowing — and thought - provoking — picture.

Your business also needs to look into the future and have a well defined goal (or destination) defining where it wants to go.

So how does this window into the future influence small - business operations today?

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.

This suggests that homebuilders and private businesses see little reason to pour money back into their businesses, presumably because they don't foresee increased demand for their products in the future.

He offers sweeping statements about redefining the retail business and soaring visions of the digital future that take the listener into a heady atmosphere of Big Ideas only tenuously connected to the quotidian, earthbound business of selling $ 45 slim - fit gingham shirts.

Understanding current and foreseeing future client needs is fundamental to helping your business flourish, as this helps you grow into a trusted advisor to your customer base.

While these numbers certainly made for a buoyant Thursday, Oracle and analysts seem convinced at this point that Oracle's cloud computing business will carry the company well into the future.

If you're having trouble generating an environment of creativity, here are some simple, yet effective, ways though that you can help your organization to come up with innovations that will rocket your business into the future.

Let's start the day off with what Fortune's 20 hottest CEOs have in common — they invest in R&D and focus on growing businesses far into the future.

At least one pair of thinkers has recently offered a 25 - to 50 - year, future - shock outlook that could get anybody's juices flowing, provided only that the would - be company builders can figure out how to translate a grand vision of economic change into down - to - earth business opportunities.

You get an immediate charitable deduction for the full fair - market value of your business (determined by an independent appraisal), which you can carry forward into future tax years.

But the biggest flaw that business owners and entrepreneurs no doubt see is that it takes direct aim at entrepreneurship and free markets, and fails to see how taking your economic future into your own hands can lead to success.

the company plunged deeper into crisis: Execution problems bedeviled Jung's far - reaching growth plans; management made bold projections about the future of the business without the strategies or expertise to deliver results.

As you begin to think about a day when you might sell or delegate control of your business, you'll likely start projecting months, years, and even decades into the future.

«So I went into my interview with a 100 - day plan that explained the steps I'd take to turn my future sales team into the top new - business sales team in the country.

«The future of the company is to make sure that we diversify, go heavily into private sector work, and grow nationwide and internationally,» says the entrepreneur, who's been able to focus his talent for construction and engineering on building a thriving business.

An examination of Zuckerberg's management approach reveals that his success rests on three pillars: his unique ability to look into the future, his otherworldly consistency, and the business discipline he has nurtured in an industry quite often enamored of bright, shiny objects.

In an Asset & Wealth Management report released on Monday, PwC said the public was increasingly hostile towards those perceived to be not paying their «fair share» of tax, and that businesses would need to put more effort into tax transparency in future.

With Millennials practically owning the labor force these days (and into the future), business leaders are constantly looking for new ways to attract and retain these rising professionals.

The 248 film and television productions filmed in Georgia represent $ 1.7 billion in state spending, and more than 100 new businesses have relocated or expanded in Georgia, ensuring the state's place in the industry well into the future.

New research by American Express Business Insights, AmEx's analytics and consulting arm, suggests that the Canadian luxury market is in rude health — and likely to keep growing into the future.

To this day, we are focused on building a company full of entrepreneurs who are building their own businesses within Compass, freely exchanging ideas, and merging multiple visions into a common objective to build the future of real estate.

Whether you are buying a business, selling a home, or entering into any kind of contract, knowledge of the present and future value of your assets is crucial.

If an investor chooses to put money into a business, that investor is committing to work closely with that entrepreneur for the foreseeable future.

A REMARKABLE string of awards won by businesses in the South West is providing an insight into the way commerce and service sectors could develop in the future.

«Once you start getting into the business of, «Here's what's going to happen in the future,» you get into a very different business,» Tom says.

So, whether you're a small business owner looking to engage with customers on their favorite social media site, or a content marketing strategist eager for fresh ideas, I hope my explanation of these 6 social media trends will skyrocket your business into the future.

«Tom and I are excited to take this classic brand into the future and create a new, artist - centric, artist - friendly company driven by strong business principles,» says Wagner, who likened their vision for UA to that of the Medici family's patronage of the arts during Italian Renaissance.

During this webinar you'll learn how to: * Boost engagement with real - time, location - based consumer engagement and experiences * Gain insight into the behavioral patterns of customers and prospects * Understand the future of location data for your business Speakers: * David Bairstow, VP Products, Skyhook * Jay Graves, CTO at Possible Mobile * Stewart Rogers, Analyst at Large, VentureBeat (Moderator) Sponsored by Skyhook Sponsored by Skyhook

Join us in honoring women's contributions to society and business in the past — and helping them succeed well into the future.

As a result, we believe it is useful to exclude Starbucks activity to clearly show the impact Starbucks has had on our financial results historically, to provide insight into the impact of the expected termination of the Starbucks agreement on our revenues in the future, to facilitate period - to - period comparisons of our business, and to facilitate comparisons of our performance to that of other payment processors.

The majority of credit is being funneled into deadbeat borrowers refinancing their loans — not to the growth businesses of the future.

[01:30] Introduction [02:30] Tony welcomes Alexandra [03:40] Launching in 2007 — it came from a place of passion [04:25] Establishing clear roles among founders [05:40] Flexing her multilingual skills in business [06:25] Adjusting how you speak to someone based on their objectives [08:10] The secret to Gilt's growth [09:20] Building a business that would thrive during winter [10:20] Finding the capital to purchase inventory [10:40] Moving from venture to private equity funding [11:20] It's all about smart money [11:40] The future of traditional retail [12:20] The subscription model [12:40] Catering to the time - starved customer [12:55] Bringing services into the home [13:10] Leaving Gilt to lead Glamsquad [16:10] Glamsquad started as an app [17:10] Vetting employees [18:10] Building trust with customers [19:00] Taking massive action — now [20:20] Launching the first sale on Gilt — without a return policy [21:30] Fitz [22:00] The average person wears only 20 % of their wardrobe [23:00] Taking the time to understand your customer [23:20] Challenges as a woman in business [24:40] Advice to a female entrepreneur that's just getting started [25:25] The importance of networking [25:50] Knowing the milestones to hit along the way

In summary, Mr. Cunningham believes the powerful management principles of the Berkshire companies will not only inspire individuals, but will ensure business longevity and success into the future.

A partnership that enables us to further evolve our business model into a new future.

Map your Opportunity Landscape Once business leaders have acknowledged the need to move beyond their core and into edge markets to stay relevant in the future market landscape, they need to find out where, exactly, these new market universes lie.