Sentences with phrase «of the best things new»

One of the best things new parents can do for their physical and mental health is to get out in the fresh air for a brisk stroll or a jog.

One of the best things new parents can do is see a Homeopathic Practitioner who can treat both the infant and the mother for physical and emotional reasons as to why the milk production is low, blocked milk ducts, mastitis or baby won't latch on, and are safe and effective.

Universal pre-k topped the list of the best things New Yorkers think have happened on de Blasio's watch.

One of the best things New York City has ever done will go away.

One of the best things new grads can do to attract middle class customers is offer lower prices than large and boutique firms can afford to.

Blogging is one of the best things a new real estate agent can do to get clients and build a successful business.

Because purchasing a home is as much about emotion as anything else, one of the best things our new commander - in - chief can do for the housing industry is to also be the «cheerleader - in - chief» for buying a home.

Not exact matches

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.

The only good news about the big guys is that there is another group of them (think AOL and Yahoo for starters) who are so lost, so behind the curve, and so desperate to deliver something for their shareholders that they are constantly running around and throwing money at the shiniest new things in a panic.

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.»

(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.

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.

But look, if they sell their baby, if they have a good reason to sell it, and they don't just buy a big yacht and get more and more caviar, and then they use that money to create 10 more babies, and they are the kind of entrepreneur that likes creating new things, then yeah.

Hundreds of people doing cool and interesting things in New York tech came for cocktails, good food, and great company.

With the addition of each new LEGO brick, you can change the structure for the better and take things in an entirely new direction.

To hear Herbalife tell it, the FTC settlement was one of the best things to ever happen to the company, pushing it to make what new CEO Richard Goudis called «the most significant advancement of our business,» by forcing it to develop the ability to better track distributors and sales.

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 career.

If you end up among the many who decide to begin a job search in 2018 in pursuit of your next big thing, here are two important but simple things you should make sure you do that will not only significantly increase your chances of finding a great new job but will also help you land one that you can feel good about long after the «new company halo effect» has worn off.

When you actually listen to what they have to say and give their concerns appropriate consideration (especially when they're suggesting a new way of doing things), they'll leave each meeting feeling like you value their contributions and care about their well - being.

Fred Wilson, co-founder of Union Square Ventures, a New York City - based venture capital firm, wrote a blog post on what it takes to be a great CEO, and he talks about the core three things you have to do well:

Q: How do you help aging workers embrace a changing environment and adapt to new ways of doing things, and how can employers better utilize their more senior employees?

So I had a rule that we do the opposite: we moved a lot of our best people to the new thing.

One of the best ways to learn is to try new things.

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.

We have to fund innovations, we have to seed new ways of doing things and we have to get them in place so we can get the money out of the system that is being spent unnecessarily today without getting good results for patients and is causing more complexity than necessary.»

It's not enough to present a different way of doing the same old things; to make a real difference, the new solutions need to be bigger, broader and better all - around.

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...).

But if Frank + Oak has done one thing well, it's attaching itself to this aspirational vision of the young new - economy worker.

Here is where you should be looking to learn new things about your industry, as well as different facets of running a business.

A close observer of mid-Manhattan's changing commercial geography, he saw «a new society» rising on Park and Fifth Avenues after the completion of Grand Central Terminal, «a society made up of women who willing to pay well for things a cut or town above the ordinary,» as a 1938 Fortune article observed.

The under the hood things we're investing in will ultimately be channeled toward driving better user experience, whether it's approving a new line of credit in less than 10 minutes or being able to fund invoices and have money in the bank within four hours.

Denmark's high employment shows what can happen with too much of a good thing, New York Times reports.

Taco Bell has been doing the same thing for much of this year, with a new, fancier menu featuring better ingredients designed to compete against Chipotle, not to mention a revamp of restaurant locations that's already under way.

By now, you should have already picked out essentials like the best golf clubs, bags, and balls, but there's still one thing missing — a new pair of shoes.

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.

Ask Luijke about benefits you're likely to see more of in 2016, and the first thing he speaks about is a new, more specialized focus on employee fitness and emotional well being.

However, even if your initial marketing message will focus on why your offering is better than doing things the old way, don't lose sight of your new market competitors.

«Anything that is encouraging deployment of new technologies is ultimately a good thing for entrepreneurs in the space,» says Neichin.

At the new gym, programmers can train their bots to master things like the ancient game of Go or learn better ways to play Atari games, such as Pac Man and Space Invaders.

If you feel good, and are in a positive frame of mind, you are more likely to try new things that could lead to creating a breakthrough.

Rather than just a gadget event, MWC is proving to be the meeting point where new and better ways of connecting people and things are coming to fruition.

If you think that people would judge you for trying something new or that if you created a tribe you'd be surrounded by a lot of bitching — if you let fear hold you back, you will never be able to truly disrupt things and create something better.

«By now, you've spent a good portion of your life learning things about yourself, steering those things in different directions, hiding them, claiming new identities and any number of other adjustments we all make (consciously or not),» Kurtz writes.

The good news is, your message is likely to stand out with vehicle advertising, says Robert Fleege, president of Robert Fleege & Partners, a Columbus, Ohio, advertising agency that specializes in outdoor media: «Any time you get in on a new thing, it cuts through clutter because people haven't seen it before.

Ray notes that there are a few things to remember: «One, DO NOT be afraid of technology, INVEST in [it]; Two, BACKUP your technology [and] get experts to help you use it better; Three, STOP using old technology; Four, every six months consider refreshing your technology; Five, DO NOT just replace it but at least consider what's new.

The question that you need to be asking yourselves is not simply how do I use some of these new - fangled technologies to do my business better — how will I use these new tools to do things for my clients and customers that I never imagined that I could do before.

Instead of diving into a new field or subject toward the later years in your career, he said, «when you're 40 to 50 years old, my suggestion is you should do things you are good at.»

Intentional daydreaming is linked to a thicker cortex (a good thing) in certain key areas of the brain, new research finds.

Here are 21 places you should be looking to learn new things about your industry, as well as different facets of running a business.