Sentences with phrase «of doing things with»

To be honest I wasn't always converted to the Christopher Nolan way of doing things with Batman Begins.

What have you learned while opening each subsequent studio along the way — does starting a new studio get easier each time, or do you find new challenges or a new way of doing things with each location?

And I like your idea of doing things with intention and enjoying the moment.

Most parents fall into habitual ways of doing things with baby.

I don't think any of us is going to look back and say «I wish I'd done more blogging» instead of doing things with our kids.

Not exact matches

We initially backed that with our own reserves, which was a very scary thing to do, but then we got a lot of interest from insurance companies.

So while it's hard to argue with New England Patriot quarterback Tom Brady's success — he's one of just two players to win five Super Bowls — some of the things he does differently are, well, really different.

He could try and do this (assuming he becomes president) by doing a number of things, including stacking the court with judges favorable to his views.

Carl says the answer is because of three reasons: we don't believe simple will work, we equate simple with easy, and we like the way we always do things.

If we want things to get better, the first step is to clearly understand the problems and then to start thinking about what we can do to shut down the click - bait con artists, viral vultures, and other BS hucksters who are clogging up the critical arteries of the Internet with their cheap tricks and phony features.

«We think of our preferences as things that we come up with — things that are kind of spontaneous parts of who we are — but they do have a basis in biology.

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.

This is a fantastic thing to be able to do because you end up with an unbiased, objective evaluation of your own company.

Don't always believe what is said: Often people say things with the best of intent, but what they do matters more than what they sado matters more than what they say.

«I meet with them regularly to chat about what's going on in their world, how they think of things, and how we can do things differently in the company to appeal to that generation.

Rashid said that one of the hardest things for entrepreneurs to do is to be completely honest with themselves about how they are spending their time on projects.

«One thing we might do is partner up with bars and clubs that can help us get into other types of venues,» Silverman adds.

I personally identify with Macy after the loss of her dad after losing my own Dad two years ago, but I also identify with Macy's moment of realization that she needs to do things for herself.

«He said, «Do you want to see what we can build with this thing I'm running out of your bedroom?»»

Dyson relayed a recent anecdote of meeting with a young CEO, and offered five things the young woman did right to pique her interest.

They can talk about neural pathways and neurotransmitters as if those big words definitively concluded anything, which they don't, at least with our current understanding of such things.

By the end of October, things were verging on the comic: In a superior display of pettiness on both sides, a Google Ventures partner explained why the firm didn't invest in Theranos, and Theranos responded with a full - on he - didn «t - reject - us - we - rejected - him.

«Strong leaders don't automatically agree with the last thing that was said to them,» Republican Sen. Ben Sasse of Nebraska said in a statement.

You will surprise yourself with what you're capable of and the incredible things you go on to do.

The belief is that most online businesses will never be able to compete with the personalized service of a person at the counter waiting to help you, to ask you how your day is going, to help carry your bags to your car, to lend you a bathroom, and to sell you things you don't really need.

The research had a simple setup: invite 57 volunteers with no history of serious insomnia into a sleep lab and ask them to do one of two things before settling in for the night.

Provide customers with a designated area where they can learn more and experience things for themselves, and it will help them realize that the size of your store doesn't reflect its quality.

With so much fiscal stimulus waiting in the wings, however, some are wondering: When does too much of a good thing, become a bad thing?

It's easy to laugh at, but I think the first version of so many things looks like a toy and often has something to do with cats.

Creating a network of smart, ambitious people to share knowledge with is one of the best things you can do for your business.

And some of the players to watch out for are the same big guys from 10 or 20 years ago (Microsoft, Oracle, AT&T, etc.) who are the long - entrenched stakeholders and «powers - who - be» in your space — not because they're great innovators or disruptors, but because: (a) they're increasingly well - informed about who's doing what very well (damn those demo days); (b) they're fairly fast followers with great gobs of money; and (c) they have the people, resources, and patience to hang around and keep buying and trying until they eventually get things right in the long run.

Not all hair straighteners come with this feature, and if you don't have an issue remembering to turn these types of things off it may not be necessary.

You guys came out with your 2018 outlook and one of the things that stuck out, I'm sure, to a lot of people is that you don't think valuations are particularly too high.

There's nothing wrong with a little perfectionism in the workplace, and encouraging your employees to do their best is always a good thing, but when it gets to the point that you're scrutinizing every detail of their performance, it ends up being counterproductive.

«The first thing I do is look at my phone,» claims the incredibly nearsighted Mark Zuckerberg, CEO of Facebook, during a 2016 Facebook Live interview with comedian Jerry Seinfeld.

With so much of the world already furious at Israel, the last thing that country's leadership should be doing is taking the heat for Western imperial adventures.

A woman of the 21st century, the things she needs to do business are largely digital: a LinkedIn profile (updated regularly with her latest achievements), a clear and instructive PowerPoint presentation, a snappy hashtag for optimal Twitter traction.

We've found that a lot of our fans of this sport are online, they tend to consume digitally, and thus the BAMTech deal and some other things we've done — negotiations with Twitch, YouTube, etc. — is just to serve them where they are.

«They constitute an unpaid extension of the workday; they encroach upon things like family life and drinking with people with whom you don't share a copier,» wrote Lauren Collins for The New Yorker.

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.

I also recommend finding out if there are people with whom you can partner who have a certain level of expertise to do the things that you're not necessarily the best at or don't particularly enjoy.

«The U.S. war of words with Mexico is dangerous, and Burney, among others, is convinced the first thing that Canada has to do is abandon the Three Amigos relationship,» Solomon wrote at Maclean's on January 30.

The digital platform we're experimenting with, designed by Waterloo - based Plasticity Labs, asks us to make daily estimates of our happiness on a scale of 1 - 100 and to occasionally answer questions like, How often do you make time for things that make you happy?

The Internet of Things really means a bunch of decentralized data are going to be created that ultimately has to be processed and stored and done something with.

I know that sounds like a huge goal, but it feels like the perfect thing to do with the second half of my life and with the skill sets I've developed.

The most important elements of the process don't have anything to do with how the coffee machine works or where to sign up for the spin class; they have everything to do with the company's culture, which is the hardest thing for a new person to absorb and the hardest thing for any business to put into words.

Last week, Benjamin Tal, an oft - cited economist at Canadian Imperial Bank of Commerce, kept things going with a note on what could be done to restrain international demand.

A healthy skepticism toward the traditional ways of doing things is crucial for an entrepreneur — whether with medical devices, my own field, or for that matter, with any other field.

After analyzing the answers, the researchers concluded that contact with other ways of doing things forces folks to make explicit and confront their own beliefs and choices.

«What it has to do with is the fact that the person is not humble enough to accept responsibility when things go wrong, accept that there might be better ways to do things, and they just have a closed mind,» says Jocko Willink, coauthor of Extreme Ownership: How U.S. Navy SEALs Lead and Win.