Sentences with phrase «new things each time»

I learn new things each time.

I have been a healthy cook for many years but I am learning new things each time I open the book!

I am still working on my sourdough / trying out new things every time (I actually have a loaf in the oven right now) but this would be so fun to try out.

You have an opportunity to teach her new skills and help her learn new things every time you're together.

I still learn new things every time I delve into the journals.

2g net carbs per cookies!!!!! I am going to continue to try new things each time I make these... they are AMAZING!!!

I learn new things every time.

I pick up new things every time I read it.

I really admire your work and I learn new things every time I read your stuff.

Go to one of the large reptile expos held around the country, and you'll see new things every time.

I especially enjoy his travel advice section where I constantly learn new things every time.

Even after close to a week with Labo, I'm still discovering new things every time I pop into this mode.

Bandai Namco have certainly tried new things this time around, altering the gameplay system from Tekken 6 and allowing for new juggle mechanics.

These selectable bonus ops add to an already dynamic experience with new environmental challenges, fun scenarios while keeping the familiar appeal where players can notice new things every time (playing in daylight definitely helps).

I love cycling in New York; instead of popping up like a mole at a subway station, you see new things every time and everywhere.

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.

And how about this uplifting message from Jagmeet Singh after he won the leadership of the New Democratic Party on the weekend: «At a time when people are feeling so despondent, when there is a lack of hope, when it feels like things will only get worse before they get better, Canadians must stand united and champion a politics of courage to fight the politics of fear.»

If you're experiencing these things, you just might want to pull a Beyonce, tell your skincare routine that it's time to «Upgrade U,» and try something new.

It's getting to that time when we begin to think about lists of things we should be doing in the New Year.

(See Why You Never Saw it Coming) At the same time, in the good news category, once we're free of the drudgery of dragging all the usual stuff home, our actual shopping at the market may once again be an awesome experience rather than an unavoidable chore as well as an opportunity to discover and try new things.

And they're having a hard time manufacturing the next new thing.

The most effective thing you can do is spend time writing a thoughtful letter, before you let anyone know, one that is focused on thanking your boss and explaining why you're taking a new opportunity.

In an interview late last year, Patrick Nangle — who recently took the helm at Vancouver ride - sharing co-op Modo after years of running Purolator — said one of the best things about his new job is that he now gets to spend a lot more time talking to people on the front lines.

All of these things take time to learn, and this knowledge base is part of the unique culture and shared language of the company; when employees leave, or when new hires get brought on board, the company needs to have a plan in place to preserve the continuity of the company's institutional knowledge.

Boston Dynamics, the nightmare factory that was for a time one of Alphabet's more ill - advised properties, has once again released footage of a new robot that can do things robots aren't supposed to be able to do.

Templates automatically set up such things as font size, paragraph styles, headers and footers, and page numbers so that the user does not have to reset document characteristics every time he or she creates a new record.

Since everyone at the outset is doing multiple jobs and since you can't be everywhere at once, you've got to trust your people to do the right things in the moment, since there's no rule book, no time for extensive preparation and instruction, and there's rarely a second chance to make a great first impression with a lot of new and prospective customers.

You'd think that, after a few years, it's a time that even a first timer starter - upper would get used to suffering through, but that's not how things work in the business of building new businesses.

There are a lot of things we can blame Donald Trump for, but the Republican presidential candidate has accomplished at least one thing of value: By lying so repeatedly and enthusiastically, he has managed to convince the New York Times that it needed to be more skeptical.

Macquarie Capital analyst Tim Nollen told the New York Times after a recent Time Inc. re-organization that «there's no evidence that they've turned things around.

One of the things I like least about seed stage venture is the compressed amount of time to get to know a new founder during fundraising.

When you're early in a startup, a founder or one of the first few people to join, you will at times realize that new information from customers or a smart mentor shows that what you were working on for the last weeks or months is the wrong thing to do.

Before we really got things rolling, she asked to sit down with me and told me her new truth: She didn't think it was the right time for her.

Having an upfront start and stop date just makes it easier to wrap your head around doing something hard for that time frame, versus telling yourself you have to start a new thing and do it For All The Days Of Your Life.

They use that time to do things like meet new people, exercise, and read.

If I'm waiting for a train or have a lot of elbow room, I use the time to transfer down new things.

By far, the oddest thing about Donald Trump's 1995 tax returns, a portion of which was published by The New York Times on Saturday, is not the massive $ 916 million loss — some 9,385 times as large as what was taken by the average filer who claimed a similar loss — but this: 1995 was actually a very good year for Trump, perhaps one of the best of his caTimes on Saturday, is not the massive $ 916 million loss — some 9,385 times as large as what was taken by the average filer who claimed a similar loss — but this: 1995 was actually a very good year for Trump, perhaps one of the best of his catimes as large as what was taken by the average filer who claimed a similar loss — but this: 1995 was actually a very good year for Trump, perhaps one of the best of his career.

Everything was new to him, but he never let on that he was learning most things for the first time.»

At the same time the new technologies - notably the combination of mobile and Internet of Things - means that the really smart cities can create an experience for their citizens that saves energy and reduces the stress of traditional urban living.

Things don't slow down the day of, so if you don't make time with your new spouse nobody else will either.

Triggertrap has decided to do things a bit differently in 2015, designing a new four - point approach to vacations that significantly tweaks the simple «no tracking time off» policy that didn't work so well last year.

«If you exercise first thing in the morning you can really help your body adjust to a new time zone quickly,» if you continue that habit while travelling, says Kimbrough.

These new data - driven solutions permit you to be all things to all people and to deliver the right content at the right time and place in a customized and individualized fashion to millions of potential customers.

The company also hired Environics, a marketing analytics company, to help identify their target market: folks who spend lots of time on their mobile devices, are open to trying new things and have a high degree of control over their finances.

«I've done the same thing multiple times, but I haven't tried new approaches.»

«Do I think we're going to have to figure out ways to cut things that are legacy print without hurting the print New York Times?

«Every time one of his companies stumbles, Musk seems to have another spectacular thing to announce — a new mode of transportation, the space internet, or a Martian colony — to thrill and confuse,» Vance writes.

That's because one of its long - time clients, automotive - accessory retailer WeatherTech, decided in August to do a Super Bowl ad, meaning Americaneagle.com had a slew of new things to think about.

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.

But there are two things happening in Silicon Valley that are qualitatively different from New York or London (or pretty much anywhere else): First, the sheer density of tech entrepreneurs per capita is 10 times greater than the norm for other cities, and second, there is a far greater level of information sharing between entrepreneurs here.