Sentences with phrase «n't do at times»

Given he said he «exploited Facebook to harvest millions of people's profiles,» we can not do this at this time.

Something that approximately 60 million people can not do at this time.

Having said that, the likes of Mesut Ozil are very well paid to do their job while us fans pay to watch them or buy some Arsenal merchandise, so we expect these well rewarded folk to at least put in a shift when they pull on an Arsenal shirt and that is something that Ozil has been accused of not doing at times.

«He did not respond in a fashion other than to say «I can't do that at this time.

Not exact matches

At the time, Sandberg had been offered a job at Google, which she expressed to its CEO - at - the - time, Eric Schmidt, didn't meet her job requirementAt the time, Sandberg had been offered a job at Google, which she expressed to its CEO - at - the - time, Eric Schmidt, didn't meet her job requirementat Google, which she expressed to its CEO - at - the - time, Eric Schmidt, didn't meet her job requirementat - the - time, Eric Schmidt, didn't meet her job requirements.

At the time, McKesson didn't report those orders or any others placed by the pharmacy to the DEA, according to Colorado's January 2013 indictment of Clawson.

A: Well, the funny thing about it is that my interest in manufacturing, my desire to use those theories, well I didn't know at that time anything about manufacturing.

I'd normally be a little paranoid trying to care for bright white shoes, but I don't worry at all about any scuffs or dirt that attack these shoes since I can just throw them in the washing machine at any time.

I don't even know what this word means anymore, and we must use it a dozen times in the course of a half - hour news meeting here at Inc.com.

Next time you're at a cocktail party — and I don't think my social circle is particularly retrograde — watch what happens when both men and women are asked some version of «What do you do?»

At the time of the report, Bustle reached out to their reps, but did not receive an immediate response.

(See How to Deal with Time Wasters) Such sessions rarely accomplish anything except maybe some pseudo-bonding; they don't have a logical and clearly - understood endpoint so they seem both pointless and interminable; and, most often, they sorta drool to a conclusion without agreed - upon action items and / or documented next steps for at least half the people in the room.

In February, Simon Milner, Facebook's U.K. head of policy at the time, told officials that Cambridge Analytica did not have any Facebook data.

The incident comes at a time when police agencies in the US have made headlines for fatally shooting suspects during encounters in which the suspect was suffering from the affects of mental illness or, in many more cases, did not have a weapon.

Not only does it give employees more accessibility by having important information with them at all times, but it allows companies to cut on costs that would otherwise accrue.

At the same time, in our rapidly changing economy, you would almost be doing yourself a disservice not to start a business.

Unfortunately, because tablets, at the time, were adding more and more functionality and becoming more and more prominent, this system and this approach didn't mesh well with the period in which we released it.»

The last two weeks will show who you really are professionally, and you don't want how you act at the end to reflect poorly on your time at that company.

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.

I think on a personal level, I don't think I was as emotionally prepared to leave the company and not meddle at that time in my life.

«At the time, it didn't solve big practical AI problems, it didn't replace the existing technology,» said Hinton, considered the godfather of deep learning, in a 2016 interview with Maclean's.

We've learned over time to give each other feedback at home about times in the office when we didn't meet that goal.»

They contended that the school used high - pressure sales tactics to enroll students in the costly classes, promised extensive one - on - one instruction that did not materialize and employed «mentors» who at times recommended investments from which they stood to profit.

Thiel's substantial donation to Trump doesn't come as a surprise — he did have a prime - time speaking slot at this summer's Republican National Convention — but the billionaire has been largely silent about his chosen candidate's many controversial statements of the past few months, which had caused some to wonder if he had abandoned his support for the Republican nominee.

«You have to do something new for the customer that someone else is not doing, but at the same time you want them to be able to wrap their head around it a little bit.»

Introverts are naturally good at structuring their own time and don't get stir crazy working at home.

WeWork does not disclose revenue, but documents obtained by The Information and cited by The New York Times peg the figure at $ 75 million last year, with $ 4.2 million in profits.

For instance, I didn't realize I'd long enjoyed a flexible work environment until I later found myself at a bureaucracy that put a premium on face - time.

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.

«If you can't predict the future, then it doesn't make any more sense at any given point in time.»

«But if for some reason that's not in the company's best interest,» he said at the time, «I'll find something I can do that will add value.»

«I don't have kids, but once, visiting some friends on a farm, my buddy's youngest girl (5 or 6) at the time, was afraid of the chickens.

Plus, every VC is working with more than a handful of startups at any given time, so we simply don't have the bandwidth to hold a founder's hand on a day - to - day basis.

The federal government in Canada doesn't plan to legalize edibles until at least 2019, providing many more months for companies to solve this vexing issue — and more time for alcohol companies to stake a claim.

Some people like to work all night; some don't especially care to bathe; some are insufferable and brilliant at the same time.

While he didn't know it at the time, he employed several principles British psychologist Richard Wiseman has found to be involved in harvesting good fortune.

He's better at it than I am and it makes sure we don't train valuable time and rush important stuff at the end.

One woman reached out to him from Poland and said that seeing it at a tough time at work helped her realize that even successful people didn't have it all figured out.

She told INSIDER the video made her feel uncomfortable because Trump appears to reach out to Melania at least six times and she doesn't respond once.

«Carly Fiorina was the only one who didn't sound like she had time - traveled from the Reagan administration,» says Lanae Erickson Hatalsky, director of social policy and politics at Third Way, a left of center think tank.

Most contracts don't explicitly discourage talking politics, but there are often clauses that state that, as company ambassadors, employees must behave in accordance with the principles, the values and the mission of the organization at all times.

Justin McLeod: It started just because I was coming out of business school at the time, and I was about to go back into management consulting where you don't meet that many new people, you're traveling a lot.

The last thing you want to do is look at more documents, but now is not the time to take a nap.

And our government is claiming that it doesn't have enough money for infrastructure or for healthcare or for police or for education and at the same time, there's just huge amounts of tax avoidance and tax evasion going on through this secrecy world.

While excellent at tracking broad trends over time for a website, the service doesn't quickly reveal the kind of individual visitor information that can make or break a site's ability to generate leads.

I didn't want to waste my time or money in the wrong market at the wrong location.

An Apple University professor apparently once used a Google TV remote control as an example of what not to do at Apple, according to the Times.

«What somebody's saying is not necessarily what they're going to do,» David Cote, chief executive officer of Honeywell International Inc. (hon), said at the time.

«We still haven't figured out how to do it,» according to Niccol, who said at the time Taco Bell was exploring in - house delivery options.

Steve Snow, a senior producer at the time, can still remember the day the staff knew the game would succeed: They didn't want to play the other game.