Sentences with phrase «key strategic asset»

I am a trusted and talented leader seeking to become a senior project manager in an organization that values human capital as a key strategic asset and recognizes technology as a business tool.

According to Outside Counsel's 2007 In - House tech survey, more companies are leveraging technology as a key strategic asset.

Apple also has the exclusive advantage of the Apple retail empire, which could be a key strategic asset in the tablet market, especially in the crucial U.S. market — both in terms of distribution and profit margins.

Apple also has the exclusive advantage of the Apple retail empire, which could be a key strategic asset in the tablet market, especially in the crucial U.S. market.

Remember: your name is a key strategic asset, not a tactical project task.

«The Match Group gains very sizable key strategic assets and very effectively cements its position as market leader.»

Not exact matches

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

The first quinquennium of technology translation at Sanger has seen significant expansion and maturation of the Sanger Institute's portfolio of spin out companies, establishment of the 50 FTE Centre for Therapeutic Target Validation and execution of licensing deals with major strategic benefits for the exploitation of key Institute assets.

Saskatchewan Premiere Brad Wall spearheaded a national campaign to oppose the deal on grounds that Potash Corp.'s scale — it owns about one - third of known world reserves of potash, a key ingredient in fertilizer — made it a national strategic asset that should be kept in Canadian hands.

Last week, Manchester Airport was identified by both Transport for the North and the Northern Powerhouse Partnership as a strategic infrastructure asset that will play a key role in rebalancing the UK economy.

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Provided variance analysis, financial results, risks, key performance indicators, monthly and quarterly performance reviews, and other information required by the Asset and Strategic Performance Unit management and reviewed with asset leadership team on a quarterly bAsset and Strategic Performance Unit management and reviewed with asset leadership team on a quarterly basset leadership team on a quarterly basis.

Chancellor Capital Management / Invesco, Inc. (City, ST) 1995 — 2000 Partner and Managing Director — Institutional Fixed Income • Manage in excess of $ 44 billion, approximately $ 20 billion of which were managed with a total rate of return objective • Focus in mortgage - backed and asset - backed securities • Create and implement strategy for all MBS and ABS investments for total rate of return portfolios • Responsible for risk management including establishing and monitoring appropriate risk levels • Collaborate with CIO in management of all core portfolios benchmarked against the Lehman Aggregate Index • Run weekly strategy meetings defining portfolio construction in conjunction with Investment Policy Committee guidelines • Oversee assets in excess of $ 10 billion including pension funds, public funds, and insurance funds • Conduct client reviews and new business presentations on a regular basis • Serve as point person for key strategic partnerships based out of New York

Professional Experience Boston Scientific Corporation (St. Paul, MN) 2005 — Present Director, Manufacturing Information Systems • Direct cross-functional teams on development and support projects valued in excess of $ 32 million • Responsible for the implementation of manufacturing execution systems world - wide • Hire, train, supervise, and review project management team ensuring efficient and effective operations • Set and strictly enforce departmental budgets, workflows, action plan, and project deadlines • Develop and implement new technologies, systems, and processes to streamline manufacturing operations • Build and strengthen strategic relationships with business partners, contractors, and industry leaders • Launch enterprise - wide asset management (EAM) system in three countries and four manufacturing plants • Develop long range strategic plan for key manufacturing systems including Manufacturing Execution Systems (MES) • Work in both matrix and functional environments and facilitate continuous improvement and adoption of best practices • Launch and maintain effective engagement and process alignment strategy among international customers • Successfully design and launch IS - wide employee training and development program • Design and implement 24 × 7 information technology help desk for manufacturing applications • Serve as director of the University of Minnesota intern recruitment program • Consistently recognized and promoted for excellence in project and personnel management

Strategic thinking Despite the pressures for Indigenous communities to look for short term outcomes, the Project has noted the key importance of longer term strategic thinking and planning, involving a systematic examination not only of assets and opportunities but also of priorities and Strategic thinking Despite the pressures for Indigenous communities to look for short term outcomes, the Project has noted the key importance of longer term strategic thinking and planning, involving a systematic examination not only of assets and opportunities but also of priorities and strategic thinking and planning, involving a systematic examination not only of assets and opportunities but also of priorities and concerns.

Despite the pressures to look for short term outcomes, the Project has noted the key importance of longer term strategic thinking and planning, including a systematic examination not only of assets and opportunities but also of priorities and concerns.

Since the company's inception in 2000, Marc has overseen its strategic investment in office, retail and industrial properties in key markets around the world, building its current portfolio to over 24 million square feet and over $ 2 billion in total asset value.

We achieve this goal in two key ways: by investing in a strategic blend of real estate opportunities and through smart asset management.