Sentences with phrase «manage key matters»

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.

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.

Blog topics range from managing cash flow to understanding key performance indicators are crafted by subject matter experts in bookkeeping, management accounting, and financial performance.

FCPS partnered with Performance Matters to build an integrated web - based platform through which each of the district's full - and part - time employees could search for, manage, and track all professional learning, including key licensure training.

They addressed questions including what criteria they used to identify key practices from across the vast scope of teaching practice; how they manage the interface of general and subject - and grade level - specific aspects of instruction; and how they account for the intersection of equity and diversity issues with the teaching of subject - matter.

They also take care of tricky legal matters: «Protecting copyright and ensuring authors are properly paid is a key function of every publisher: publishers have created and manage anti-piracy schemes and contractual rights for e-books, often taking legal action where an author's copyright is breached.»

Wi - Fi (802.11 b / g) connectivity for expanded coverage, as well as faster Web browsing and file downloading Support for T - Mobile HotSpot @Home add - on plan Enabled for T - Mobile's myFaves SM so customers can stay in touch with those who matter most with quick, one - click access via instant message, e-mail, or by calling or texting their five favorite contacts from the home screen Popular instant messaging clients: AOL ®, Yahoo! ® Windows Live ®, Google ® and ICQ ® 2 - megapixel camera with 5x digital zoom, built - in flash, self - portrait mirror and full - screen viewfinder Advanced media player with search capabilities, full - screen video playback, stereo Bluetooth ® support (A2DP / AVRCP), 3.5 mm full - size stereo headset jack and dedicated volume controls - supports MP3, AAC, WAV, WMA audio and MPEG4, H. 263 and WMV video formats Roxio ® Media Manager for BlackBerry ® (included with BlackBerry ® Desktop Manager software), which allows customers to easily search for media files on their computers, view and organize them, create MP3 music files from CDs, add audio tags, create playlists and automatically copy or convert pictures, music and videos for optimal playback High - performance HTML browser for visiting favorite Web sites while on the go Incredibly intuitive user interface with an easy - to - use trackball, dedicated «menu» and «escape» keys, and context - sensitive menus that make navigation feel instinctive and fast Full QWERTY keyboard for easy text entry Large, ultra-bright 320x240 color display for vibrant imagery Innovative light - sensing technology that automatically optimizes the screen, trackball and keyboard lighting for indoor, outdoor and dark environments E-mail and memo spell - checking available in various languages including English, French, Italian, German and Spanish Premium phone features with Speaker Independent Voice Recognition (SIVR) for Voice Activated Dialing (VAD), dedicated «send», «end» and «mute» keys, noise - cancellation technology to offset background noise, a low - distortion speakerphone for hands - free conversations, and Bluetooth ® support for hands - free use with headsets, car kits and Bluetooth peripherals Intuitive call management features such as smart dialing, conference calling, speed dialing and call forwarding Quad - band GSM / GPRS / EDGE / Wi - Fi network support for international roaming BlackBerry Maps, a mapping application that provides customers with driving directions Built - in Handango ™ InHand catalog of additional software applications available for download Support for polyphonic, MP3 and MIDI ring tones Expandable memory storage via microSD expansion slot Ultra-thin, high - capacity, removable battery that further extends the exceptional battery life for which BlackBerry smartphones are known BlackBerry ® Internet Service support allowing access to up to 10 supported e-mail accounts, including most popular ISP e-mail accounts such as Yahoo! ®, AOL ® and Gmail ® BlackBerry ® Enterprise Server support tightly integrated with IBM Lotus ® Domino ®, Microsoft ® Exchange, and Novell ® GroupWise ®, and featuring IT policy controls for IT departments to manage usage and deployments

The key is to take control of your financial future by paying attention to how your money is managed, no matter what stage you are in your career.

Blog topics range from managing cash flow to understanding key performance indicators are crafted by subject matter experts in bookkeeping, management accounting, and financial performance.

Since then, it has just been a matter of managing the Orwellian transition from one predicted catastrophe to another in such a way that no - one cracks a smile (po - faced acceptance of impending doom is a key attribute) when you appear to be dropping one and revving up the next.

Even if your legal department is primarily tasked with managing large number of matters handled by outside counsel, the efficient use of LegalMation by your outside counsel can dramatically lower billable hours on key litigation tasks, providing direct - to - the - bottom - line savings for your company.

A key focus of Mr. Oscarson's practice includes serving as a key outside legal resource to help coordinate and manage a broad spectrum of legal needs for business clients, including capitalization, debt, governance, compliance, licensing and other transactional matters.

Part I tracks the development of a serious allegation (whether originating from an internal or external source) through its stages of development, considering the key risks and challenges as matters progress; it provides expert insight into the fact - gathering stage, document preservation and collection, witness interviews, and the complexities of cross-border privilege issues; and it discusses strategies to successfully resolve cross-border probes and manage corporate reputation throughout an investigation.

The key to managing the chaos is effective organization, and the key to effective organization is finding the right matter management software for the job.

Small and solo practitioners are using agile to manage client matters and track key performance indicators to make data - based decisions to better serve their clients.

Self - service access to LawDrill reporting tools so attorneys can quickly and easily visualize key insights about clients, matters, groups that they manage, or themselves as working, billing, or responsible attorneys

A key to staying within a budget, therefore (or, for that matter, to making any alternative fee arrangement work successfully) is for the client and outside counsel to establish at the outset a clear understanding that outside counsel will be able to manage key decisions about staffing and tactics to discharge the engagement successfully.

With corporate claims and law departments under increasing pressure to manage costs and prove their worth to their organizations, Alternative Fee Arrangements (AFAs) are becoming a key tool in helping lower costs, increase predictability and manage matters.

In addition, they can't provide the kinds of metrics and key performance indicators needed to control costs and effectively manage ongoing matters.

Master The 4 Key Decision Making Styles Leading and managing entails a lot of decision - making in a variety of situations and most of us default to our natural decision - making style most of the time, no matter the situation.

Blog topics range from managing cash flow to understanding key performance indicators are crafted by subject matter experts in bookkeeping, management accounting, and financial performance.

Subject matter expert with proven ability to manage key account relat...

Blog topics range from managing cash flow to understanding key performance indicators are crafted by subject matter experts in bookkeeping, management accounting, and financial performance.

As Chairman, Mr. Mosler advises major tenants and investors on strategic real estate matters, taking a senior role in managing and developing key client relationships on behalf of Cushman & Wakefield, globally.