Sentences with phrase «of technology strategy»

Prior to becoming CTO, Mr. Rosado was the Director of Technology Strategy and Architecture at PPFA.

Seeking to take up the responsibilities of a technology strategy manager to utilize my knowledge and proficiency for the growth and development of the organization.

Marley Gray, Microsoft's director of technology strategy for its US Financial Services, said in a statement:

According to a statement by Marley Gray, director of technology strategy for Microsoft U.S. Financial Services, Microsoft's cloud - based Azure Blockchain - as - a-Service (BaaS) is picking up steam.

«We believe that the future of the web will be heavily intertwined with virtual and augmented reality, and that future will live through browsers,» Mozilla's vice president of technology strategy Sean White said.

Today, we're pleased to announce Aller has rolled out Dropbox Enterprise to its staff as the company puts cloud at the forefront of its technology strategy.

On the flip side, we need to take a critical look at the future of distributive learning, to not allow technology to solely report to the business side of our organizations, to be cautious and not go slate (iPad) crazy, and to be wary of digital «drill and kill» or the «shiny new thing» syndrome and, to not get stuck in the endless loop of technology strategy planning sessions.

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.

-- Harris Bernstein, VP of account strategy at Criteo, an advertising technology firm offering personalized ad retargeting across devices for digital brands.

As the pace of technology integration continues to grow, building a marketing strategy that reflects its benefits rather than using fear - based tactics will strengthen the connection between your brand and your market.

SPECIAL REPORT: Three major reviews have called for a big shake - up of the state government's information and communication technology (ICT) strategy.

We keep a sharp eye on the trends taking place across the marketing technology landscape - especially email - so we can anticipate where the future of marketing technology is headed and adjust our strategies accordingly.

The bad news is that only half of the companies in the study reported having an organization - wide mobile strategy, while the rest are still figuring out how to put the technology to use.

«The issue is not that middle - class workers are doomed by automation and technology, but instead that human capital investment must be at the heart of any long - term strategy for producing skills that are complemented by rather than substituted for by technological change.»

There are a number of software tools to help support these efforts, but we all know that technology is nothing without a strategy.

Barry Wacksman, global chief strategy officer for international ad agency R / GA, will share how technology is allowing the creation of new ecosystems for customers.

Previously the chief technology officer of The Huffington Post, Paul Berry helped lead the online news giant to mainstream exposure through SEO and social - media strategies.

Mr. Ganote has directed dozens of successful assignments with leading companies and technology - focused non-profit organizations, helping them start new businesses, achieve growth objectives in core and adjacent markets, develop innovative strategies and business models, and pursue successful mergers and acquisitions.

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.

She is the founder of the fashion technology lab, Switch Embassy, where she does technology strategy and consulting for brands and builds innovative wearable experiences.

Licensing a technology to establish early market share in an emerging product market is a time - honored strategy that's been executed by a number of well - known companies:

Chris Lester, CEO of Chief, a Washington, D.C. - based brand strategy, technology and communications agency, suggests asking yourself whether you can say, «Thank goodness this person is here» about each of your employees.

MobileLive has an internal team of recruiters who are both technical and human resources experts, and it also engages technology - focused external recruiters familiar with the company's strategy.

«If you want that extra feeling of being safe, make sure it's deleted online,» says technology analyst Patrick Moorhead of Moor Insights & Strategy.

Once these three strategies are implemented and the leadership spoke is in place, we can build the remaining spokes which are marketing, operations, finance and technology to head for the «hockey stick» growth of 100 units and beyond.

Some of that new 3 - D - reality might feel hard to imagine now, but that's to be expected, says Natacha Alpert, curator of the 3 - D Print Design Show and founder of Miras3d, a consultancy that helps brands integrate 3 - D printing technology into their long - term growth strategies.

«Given the tight supply of tech talent... I think it's a rather risky strategy to limit your talent pool with that kind of filter,» said Asa Sphar, vice president of recruitment and profiling at technology search firm CSI Executive Search.

Peter Sobotta is the founder and CEO of Return Logic, a technology startup that enables retailers to manage and optimize their product - returns strategy.

Paul Brody, the man who helped drive the effort to create a new architecture at IBM for connecting devices in the so - called Internet of things, has joined accounting and consulting firm Ernst & Young, known as EY, as the Americas strategy leader for the technology sector.

Alpert is the founder of Miras3d, a consultancy that helps brands integrate 3 - D printing technology into their long - term growth strategies.

In a technology - saturated age where consumers are more skeptical than ever of self - promotion, traditional advertising strategies just don't work anymore.

The State Government's strategy of centralising «back office» activities into shared service centres is creating unprecedented opportunities for the information technology sector.

But business leaders must do their part and keep control of the strategy — to ensure that they leverage ad technology to its full potential.

Your call center staff will need training on the latest technology and customer service strategies in order to stay competitive and hopefully to pull ahead of all others in your field.

The vote will represent a choice between Broadcom's strategy, under Tan, of acquiring companies and focusing on boosting profits, or Qualcomm management's promise of future growth fueled by investment in new products and technology.

But an equally big part of the consulate's strategy in the Valley has involved mobilizing the 300,000 - strong Canadian contingent that lives and works there, many of whom hold executive positions at the biggest names in high technology, including Google, Apple, Microsoft and Facebook.

Though the specifics of the technology it's peddling may have changed since Janna, NexJ's strategy is much the same.

«One thing to keep in mind,» said Salesforce vice president of corporate strategy, Bruce Francis, «is that small businesses and medium - sized businesses are now getting access to world - class technology that they've never had access to before.

Web - hosting companies generally offer a combination of site - building tools; product catalog tools; shopping - cart technology; payment, shipping and marketing strategies; tracking and reporting capabilities; domain registration; and hosting.

McManus is responsible for the development and execution of information technology strategy for Lockheed Martin Rotary and Mission Systems (RMS).

Many of its former employers have gone on to work for other big technology companies over the years like Intel (intc), Nvidia (nvda), and supercomputer maker Cray, explained Patrick Moorhead, the president and principal analyst at Moor Insights & Strategy.

«While many investors are asking whether Apple might price its next line of iPhones much more aggressively, management commentary suggested a consistent strategy of pricing to value with each new iPhone carrying more technology and a higher bill - of - materials,» as she wrote.

However, he explained that the so - called Internet of things, in which everything from cars to home appliances to factory equipment are connected online, has made companies want «to fundamentally change their business strategy through technology.»

AT&T chief strategy officer John Donovan said that AT&T is retrofitting a lot of its older data center technology that's «very rigid and hard.»

«There won't be any one device that controls us,» Nadella says of the future of technology, when I ask him what role the cloud plays in the company's overall strategy.

Technology is certainly an enabler in the fulfillment of experiences, and it plays strongly during the entire ownership of our cars, but I would still place a higher priority on the personal touch of our experience strategy.

«We are constantly looking for ways to deliver the best technology for our customers,» Stephen J. Girsky, GM's vice president of corporate strategy and new business development tells the Journal.

Bremmer argued that while the Chinese have resisted allowing U.S. media and technology companies access to its huge markets, the strategy of complying with Chinese wishes might just work.

«This is a viable and sound opportunity for the Saint Regis Mohawk Tribe to enter into the patent, technology, and research sector as part of our overall economic diversification strategy,» the statement read.

At this moment, 75 % of the top 20 retailers in the US have already implemented proximity technologies (beacons, sensors, etc.) into their marketing strategy, including such giants as Home Depot, Lowe's, Target, Walmart, Safeway, Rite Aid, and Macy's.