Sentences with phrase «of new things from»

Keep your eyes peeled, because you're going to see a lot of new things from SkySlope in 2017.

«We're learning a lot of new things from it about how sensitive the earth's system, and particularly the Arctic, is to really small changes in carbon dioxide and other parameters,» Brigham - Grette said.

Since we got married in July 2016, I keep flashing to the old me and I've been feeling the urge to learn a lot of new things from putting make up on, to cooking and even learning some DIY for the home!

With the Old City being divided into Jewish, Christian, Muslim, and Armenian quarters you can learn a lot of new things from your guide.

You can learn a lot of new things from them which will make your studying much easier.

Earlier this month we received a new trailer showing off a ton of new things from Lost Sphear, including the game's world as well as its slew of characters.

An older female partner will be exposed to all sorts of new things from music to thought forms.

I still try to learn new tips and I am running away with a couple of new things from you ladies.

Hi Heather, Firstly I just want to say I love your blog, you've helped me out with so many of your posts, I've tried all sorts of new things from food to coconut oil soap Secondly, thank you for this recipe, I've very recently discovered I'm gluten intolerant so this is great, I love chicken nuggets!

Hi Heather, Firstly I just want to say I love your blog, you've helped me out with so many of your posts, I've tried all sorts of new things from food to coconut oil soap Secondly, thank you for this recipe, I've very recently discovered I'm gluten intolerant so this is great, I love chicken nuggets!

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.»

The firm also notes that a recent report from the New York Fed, which we wrote about here, discusses the role that electronic and automated trading could be playing in the bond market, particularly how these dynamics may have exacerbated the bond «flash crash,» an event JPMorgan CEO Jamie Dimon said is the kind of thing that happens «once every 3 billion years or so.»

The Mannix brothers share many things with their father (Fred Charles Mannix) and grandfather (Fred Stephen Mannix), whose empires they inherited: their names, obviously, but also their sharp business acumen, quiet - but - aggressive approaches to philanthropy (Calgary's brand new National Music Centre — which houses Canada's Music Hall of Fame — came to being thanks to more than $ 10 million in donations from the Mannix family business; the company also contributed $ 1 million to the National Gallery of Canada in 2015) and steadfast commitment to privacy.

For instance, when Ontario Premier Kathleen Wynne emerged from a January meeting with Alberta's Rachel Notley to say warm, fuzzy things about Alberta's new climate strategy and the quest for pipelines, the prime minister quickly praised their efforts from Switzerland, where he was attending the World Economic Forum: «I am very much in the camp of both premiers, Wynne and Notley, who demonstrated that Canada can and should work together on economic issues for all of us.»

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.

Making things even worse, one of the buses carrying rescued passengers from Mobile to New Orleans broke down.

In a survey from 2015, 33 % of respondents said that «improved battery life» was the number one thing they looked for in a new smartphone.

To prevent herself from «going down the rabbit hole of fixing little things and building new features,» the development column is half the size of the other two, she says.

If there's one thing the city can guarantee, it's that there will be plenty of opportunities for new experiences to add to your life story: eat some insects from the Sunday Night Market, speak about life with a monk, watch some muay thai.

A pillow made from a new fabric to consistently feel like «the cold side of the pillow» was one such thing that sounded too good to be true.

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.

The newest flagship from the Taiwanese phone maker doesn't come off like a groundbreaking upgrade from past HTC phones at first blush, but it does pack a host of little things worth noting.

Customers buy from companies make their purchasing decisions based on many different factors, but one of those things is trust, which can be hard to put in a new company that does not have much information out on them.

According to Goodman, your book should have three things upon launch: social proof, i.e., a number of Amazon reviews; an «intangible,» e.g., a quote from a renowned expert in the field, say a New York Times bestselling author; and lastly a good book (which may seem obvious, but...).

For example, if a team is working on coming up with new product ideas, they could be given a variety of constraints to work with like «only items made from recycled materials» or «only things that weigh less than a pillow.»

There's still a lot of new and exciting things to come from Tim Hortons in Canada.

As for whether employees will hate you for a strict policy, consider this advice from George Cloutier, the founder and chief executive of American Management Services and author of Profits Aren't Everything, They're the Only Thing: «The concept that if you love your employees they'll perform is on the edge of insanity,» Cloutier told the New York Times.

This course will help you see things from a new perspective, breaking you out of your normal problem - solving patterns and into new and innovative approaches.

After reading my new book, Real Leaders Don't Follow, an old friend and business associate who's had a long and successful career, Ziv Azmanov, sent me an email that, among other things, does a pretty effective job of explaining what distinguishes real entrepreneurs from the pack:

A new infographic from Skadeedle / Vertical Response pulls together some of the things that PR pros should absolutely include as part of their press releases (a catchy headline, for example), and some of the things they should avoid at all costs (like exclamation points!).

Mercifully, most of the negative press seems to have been pulled from its original homes on the internet, but thanks to the Internet Archive Wayback Machine, we can find reviews by the Chicago Sun - Times» Paige Wiser: «There are so many things I hate about his new show, Shark Tank, that I started numbering them just to calm down.»

And part of both of those things — creating value and communicating better — means that we are also focused on hearing from creators about how we can help them, how we can create new tools that use our platform to help them find new fans, connect with those fans, learn about their audiences, get them to live shows, and more.

His optimism stems from a few things, beyond the potential for BlackBerry 10: RIM continues to add subscribers, the BlackBerry remains the most popular smartphone in a number of big countries, such as Indonesia, and the company is still rolling out new BlackBerry 7 handsets across the globe.

Richard Florida, the urban studies theorist and author of «The Rise of the Creative Class» recently cited three particular Boulder ingredients that could help explain its start - up density: «talented people and a high quality of life that keeps them around, technological expertise, and an open - mindedness about new ways of doing things, which often comes from a strong counterculture.»

«I can't say too much about the new products and the things we are developing, but from a pure technology point of view, everything that we've done on vehicles translates directly into trucks,» he said at the time.

«This is not a copy - paste application, but a new way of doing things, from the ground up.

Should you differentiate your product from the old way of doing things, or should you focus on the handful of other businesses working to establish the new market?

Today marks the first day of Internet Week New York, an eight - day celebration of all things digital with discussions on topics ranging from leadership to social commerce.

To put things into perspective, the U.S. is on pace to build 1.2 million new dwellings this year, which is way up from a low of 550,000 in 2009.

«Our concern is that the new set of tariffs will turn to more consumer products not on the list and will now include things like apparel, home goods, shoes, all of those basic retail goods coming in from China, Gold said.

Instead of feeling more of a part of things, at least in the beginning, entrepreneurs often feel isolated, cut off from everything but the drive to birth their new enterprise.

From there to getting it working everywhere was just the problem of figuring out all the test cases that are broken and fixing them and not inventing new fundamental things.

I am new to SEO, Would you help me know how to make use of SEO for my blogs and can earn some thing from them.

One of the things we've seen from all our data crunching is that G.P.A.'s are worthless as a criteria for hiring, and test scores are worthless — no correlation at all except for brand - new college grads, where there's a slight correlation.

At a time when European distrust of Trump is already at an all - time high over his negative remarks about NATO, withdrawal from the Paris agreement, and possible pullout of the Iran nuclear deal, the last thing the transatlantic relationship needs now is a new trade dispute.

From our perspective, the financial sector side, in what sense does climate change pose new or different risks to the financial system, all the way from the obvious, such as the concept of stranded assets, which you've got lending all against those thiFrom our perspective, the financial sector side, in what sense does climate change pose new or different risks to the financial system, all the way from the obvious, such as the concept of stranded assets, which you've got lending all against those thifrom the obvious, such as the concept of stranded assets, which you've got lending all against those things?

Blue Pillar, an internet of things (IoT) company focused on the energy industry, announced a $ 10 million raise from new investors GXP investments and Elevate Ventures alongside EnerTech Capital, Allos Ventures, Arsenal Venture Partners and Claremont Creek Ventures.

1) Diversify into heartland / flyover states and away from coastal city real estate 2) Conviction is HIGHER now that the new tax plan has passed with the $ 10K SALT cap and $ 750K mortgage cap 3) Invest in the fund with 12 — 16 deals, b / c they are picking the best deals on their platform and have a high incentive not to mess things up if they want to raise new funds 4) Learn from the investments of the fund and eventually invest in specific deals w / real capital (1 - 2 years away)