Sentences with phrase «n't technology companies»

Just as the tobacco companies have shown reckless disregard for our health, don't technology companies show a similar disregard for the sacred quality of life?

None of this is really surprising — Nike isn't a technology company, after all.

Mr. Gonzalez said the assignment presented no conflict of interest because he works with universities handling visas, not technology companies.

McGraw - Hill Education is not a technology company.

Since Enbridge is not a technology company, they did not suffer as much as the S&P / TSX Composite Index, which contains many tech stocks.

Indeed, very few (if any) firms are not technology companies if one focuses solely on how they create or distribute their products.

My objective is to lead a company that is not a technology company per se, but one that uses technology to delight the customer.

In a fascinating example of how courts borrow from other jurisdictions when dealing with novel ideas, they cite the California tribunal case to strengthen their argument that Uber does not sell software and is not a technology company.

It's major assets are its Karma and Atlantic designs, but it's not a technology company like Tesla, and it's not commercially making the Atlantic yet.

After all, it is a clothing retailer, not a technology company.

Not exact matches

«Companies at the lower end can take the cheap technology for a toy and put it into a professional product at a price point I couldn't match,» Kroetsch concedes.

Zhang Yiming, the founder of Junri Toutiao, said the app had «walked the wrong path» and the company «did not realize that technology must be guided by socialist core values.»

When employees bring their own devices to work — whether bosses like it or not — it forces companies to reconsider their locked - down technology policies.

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.

Jump Capital, which doesn't invest in initial coin offerings, is seeking out top - tier companies developing technologies that can help make crypto a mainstream asset.

Smartphone technology can open a company up to data theft and serious problems if not dealt with appropriately.

At the same time, the value that they see and gain from the technology is being able to cryptographically prove to third parties that they're not manipulating data; no one in their company has manipulated any data — intentionally or accidentally; no hackers have changed any state.

FBI Director James B. Comey warned last year that law enforcement might be «going dark» because technology companies, including Apple and Google, are introducing ways for users to send encrypted messages by smartphones that can be unlocked only by the users, not by the companies.

They're not the only communications pros under pressure to use more measurement in PR and marketing efforts, and technology companies are responding to data overload with apps to help marketers make sense of the numbers.

«We've seen so many industries where companies missed the wave because they're not embracing technology to really take them to that next frontier.»

It's not that the company he works for is small, or short on technology.

For their part, technology startups such as Aparmentlist.com, an Inc. 5000 company, aren't pleased either.

As an entrepreneur in the fashion industry, I've been to networking events and gatherings where some entrepreneurs in technology don't further conversations or ask me questions about my company because they feel that we're on different playing fields.

Canadian companies need to accelerate their adoption of mobile technology, and not only for the productivity gains it can drive.

But the details of Theranos» technology aren't what Holmes usually focuses on when she talks about the company.

But she's keen to emphasize that innovation is about more than just technology, citing the example of a local female entrepreneur in the construction industry who couldn't find workboots for women and started a company to manufacture them.

Theranos» lawyer acknowledged to the WSJ that proprietary technology was not used in all of the company's tests, but in a later statement called doubts about Edison's accuracy «baseless» and «erroneous,» claiming that the quoted sources «were never in a position to understand Theranos» technology.»

On Oct. 15, The Wall Street Journal (WSJ) published an investigative report that claims the company does not use its own «revolutionary» blood testing technology, called Edison, for the majority of lab testing, largely because of concerns about accuracy.

«This kind of technology does not come out of one company on its own,» says Delage.

If a business is not scalable, it is bound to die,» says Duran Inci, co-founder and COO of digital marketing and technology company Optimum7.

«Technology companies in Canada are not yet sufficiently aware of the opportunities in this market, or they think they're too far in the future,» CAVCOE's Kirk says.

Last year, Rome - based MonkeyParking voluntarily shut down operations in San Francisco — a city that couldn't be friendlier to technology startups — after officials threatened to sue the company.

Though we don't usually think of them this way, company technologists are often deeply knowledgeable about not just technology but about the company's business processes and people.

«As the company runs out of reasons why the technology won't work, and gets closer and closer to illustrating that it will work, I think it's entirely possible that they will raise the billions of dollars they will need to prove this concept out,» he says, noting that it was Cenovus's investment, more than that of Bezos, that turned heads among investors.

B2B collaboration is not an option, rather it is a must - have business technology that companies who are aiming for growth can not ignore.

While the company has routinely disavowed being a media entity for a variety of reasons (including the fact that media companies are not valued as highly by investors as technology companies), Facebook clearly plays a huge role in how people get news and information about the world.

SunPower has argued that its premium - priced panels, which are among the most efficient in the industry at transforming sunlight into electricity, should receive an exemption from the tariffs because their unique technology can not be compared with that of more conventional models, including those made by the companies that sought the tariffs, Suniva and SolarWorld.

Companies are producing mass quantities of wearable technology, but the market is not oversaturated.

Canada's tech industry is plagued with problems, not the least of which is a tendency for our startups to sell early or license their technology to foreign - based, usually American companies.

The confluence of corporate self - interest and geopolitical considerations not only enabled Qualcomm to turn the tables on Broadcom, but canonized the San Diego company as a sort of national champion essential to battling China's might in the next - generation wireless communications technology known as 5G.

One technology company that I worked with for a number of years couldn't catch on to this.

But rather than start up any old publishing company — after all, times and technology have changed in the last century — Gao would build an e-book empire that didn't rely on authors to pump out blockbuster ideas.

It took a move to India to find out that Hungama was trying to pitch his company's technology to high - end smartphone users, who plainly didn't have as much need for it.

As you find your industry being uprooted by technology, consider turning to outsider talent who can help push your company forward, so you don't get left behind.

Wildly successful technology companies like Airbnb or Pinterest, for example, wouldn't be where they are today without the creative minds of their non-tech founders Brian Chesky (BFA in design) and Ben Silbermann (BA in political science).

These risks and uncertainties include, among others: the unfavorable outcome of litigation, including so - called «Paragraph IV» litigation and other patent litigation, related to any of our products or products using our proprietary technologies, which may lead to competition from generic drug manufacturers; data from clinical trials may be interpreted by the FDA in different ways than we interpret it; the FDA may not agree with our regulatory approval strategies or components of our filings for our products, including our clinical trial designs, conduct and methodologies and, for ALKS 5461, evidence of efficacy and adequacy of bridging to buprenorphine; clinical development activities may not be completed on time or at all; the results of our clinical development activities may not be positive, or predictive of real - world results or of results in subsequent clinical trials; regulatory submissions may not occur or be submitted in a timely manner; the company and its licensees may not be able to continue to successfully commercialize their products; there may be a reduction in payment rate or reimbursement for the company's products or an increase in the company's financial obligations to governmental payers; the FDA or regulatory authorities outside the U.S. may make adverse decisions regarding the company's products; the company's products may prove difficult to manufacture, be precluded from commercialization by the proprietary rights of third parties, or have unintended side effects, adverse reactions or incidents of misuse; and those risks and uncertainties described under the heading «Risk Factors» in the company's most recent Annual Report on Form 10 - K and in subsequent filings made by the company with the U.S. Securities and Exchange Commission («SEC»), which are available on the SEC's website at www.sec.gov.

«U.S. companies don't realize they can test their technology locally and expand from there,» says Wadhwa.

Fashion companies don't typically have much coveted IP protection like technology companies.

As a CEO of a sales technology company, I can't help but think of some of the most notorious sales movies that showcase not only the effectiveness of phone - based selling, but also remind us that managing to a proven standard of selling activity hasn't changed.

Not only did they manage to sell their online phone company to eBay for $ 2.6 billion, but they managed to retain control of the core technology behind the phone service, a company called Joltid.