Sentences with phrase «on key acquisitions»

As Curator - at - Large, she will work with the Tang's team to plan and implement exhibitions and artist projects, produce inventive programs at the Tang and in New York City, expand interdisciplinary research and scholarship, advise the Museum on key acquisitions, and share her expertise with Skidmore faculty, staff, and students.

Not exact matches

SPECIAL REPORT: The mergers and acquisitions market was eventful in the March quarter, with Chinese and private equity investors to the fore, multiple WA businesses on the block, and a surprise advisory switch on a key takeover.

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.

The cost of customer acquisition is a key make - or - break metric for your startup: you're investing time, energy, and resources to bring on these new customers (i.e., new revenue) so having a delighted customer base is essential.

What I have learned from many years of working with tech - enabled growth companies; on both sides of mergers and acquisitions; and angel, private equity and venture capital investments, is that accretion of IP value is the key element to supporting overall enterprise value — representing scalability in phases of rapid growth and supporting attractive multiples during the fundraising and exit phases.

Of course, most of us are not billionaire buyers of corporations outright, but Buffett's words on what makes for a great acquisition in the 1981 letter touch on inflation as one of two key factors that make a great acquisition candidate:

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.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

It's made poor acquisitions, lost key employees and taken on failed projects.

Commenting on the acquisition, Voicera founder and CEO Omar Tawakol noted the similarities between his and Salman's enterprise as being a key reason behind the acquisition.

After all, synergies were key to the credibility of the acquisition, and shareholders should have more detail on how exactly these synergies would be achieved so they can judge the feasibility of the plan.

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

Kathleen has played a pivotal role in all of Zillow's key corporate finance initiatives including Zillow's 2011 initial public offering, two follow - on equity offerings, and all 13 of the company's acquisitions, including Trulia, StreetEasy, HotPads and Naked Apartments.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

A hands - on program that starts with gamified pre-work and ends with key takeaways and actions to prepare for disruptions in talent acquisition, corporate learning, and leadership development!

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

The search firm's news feed received an unexpected bump in the first quarter due to a crackdown by Chinese internet regulators on low - brow content, which saw several competing apps targeted during a key client - acquisition period.

David has been a key team member on acquisitions, integration, and divestitures in public and private companies.

Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate with all business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation strategies via event, email and content marketing programs Establish excellent sales and client retention strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize with Partners.

Benefiting from good consumption momentum across key brand and markets, the consolidation of its Wild Turkey acquisition and an easy comparison base versus last year's first half, which was hit by the credit crunch and destocking activities, Italian drinks group Campari has increased net profit by 15.2 % to Eur69.3 m on sales up by 16.7 % to -LSB-...]

«Our business has cemented its position as the leading supplier of New World wines in recent years, building on its Australian, Californian and South African portfolio through the acquisition of brands in key appellations such as Sonoma County, through Geyser Peak, and Napa Valley through Atlas Peak in 2012, and in 2014 included premium New Zealand regions through the acquisition of Mud House and Waipara Hills.»

Jose Mourinho and Real Madrid are not doing too much in the transfer market this summer, but they are focused on two key acquisitions.

In a written statement Governor Cuomo said, «the proposed acquisition of First Niagara by Key Bank would have a devastating impact on consumers and businesses.»

«The proposed acquisition of First Niagara by Key Bank, on initial examination, seems extremely troubling because the banks overlap so much and merging may entail significant job losses and reduce competition across Upstate New York.

The formal agreement to acquire the former Republic Steel property on South Park Avenue comes a little more than three months after New York State agreed to the basic terms of the land acquisition and clears a key hurdle in the Buffalo Billion initiative to jump - start the long - sagging Buffalo Niagara economy with fast - growing, technology - based businesses.

The CWU - previously led by Alan Johnson, so hardly a hotbed of Hard Leftism - should stop wasting its money on New Labour and start funding individual candidates, regardless of party (if any), who do in fact support public services, strong unions, rural communities, national sovereignty (both as against the EU and as against the foreign acquisition of a key national asset), and the monarchy's direct link to every address in the count.

The acquisition of the most advanced financial and risk - management technologies translates into a competitive advantage for those financial institutions which are able to rely on the expertise of highly quantitative personnel in a wide range of key technical positions.

When asked which key events have had the greatest effect on the industry over the past year, respondents named mergers and acquisitions, which have created some instability and uncertainty.

On the other hand, in gamification, game play is not the key to acquisition of knowledge and skills.

What would be great to see is Microsoft move away from just focusing on the content creation marketplace of its traditional Office suite and instead leverage its acquisition of LinkedIn and Lynda.com to do three things: support competency - based learning — through badges, portfolios, and rich profiles for all students; invest in building students» social capital — a key determinant of life success that education typically ignores — in a deliberate way; and, through both of these efforts, help students discover and cultivate their true passions.

Lessons focus on key word acquisition and simple comprehension tasks (word match up / cloze activities / labelling diagrams etc).

eScience3000 is the first Web - based program aligned to state and national standards that focuses on core science acquisition while seamlessly reinforcing key literacy needs, including reading comprehension, relevant vocabulary and writing skills.

Evidence of Effective Early Literacy Models reviews key research that exists on effective early literacy models, provides an explanation of what early literacy development looks like, describes how teachers can best support children's acquisition of these skills, and identifies specific interventions that have shown positive evidence.

In addition to his participation on many committees and task forces, he has chaired the audit committee and played a key role in helping SEMA to evaluate acquisition targets.

Jabber - Cisco acquired the technology with its 2008 acquisition of Jabber Inc. - also is a key step in Cisco's efforts to support any form of enterprise communications on any platform, he said.

The company's strategy involves key acquisitions and high spending on research and development, with a focus on products for... Read More

SAN DIEGO and ALAMEDA, Calif., June 25, 2009 (GLOBE NEWSWIRE)-- MediciNova, Inc., a biopharmaceutical company that is publicly traded on the Nasdaq Global Market (Nasdaq: MNOV — News) and the Hercules Market of the Osaka Securities Exchange (Code Number: 4875), and Avigen, Inc. (Nasdaq: AVGN — News), a biopharmaceutical company, today announced that they have confirmed their understanding of certain key terms for a proposed acquisition of Avigen by MediciNova that would combine the companies» broad neurological clinical development programs based on ibudilast (Avigen's AV - 411 and MediciNova's MN - 166).

Thanks to some key banking acquisitions including ING Direct in February 2012, the company has transformed itself into a top 10 bank based on deposits.

Several chains on this year's Top 25 list made key acquisitions over the past few years, including not only Bentley's Pet Stuff, but also Pet Valu, Kriser's and Chuck & Don's.

Many other industry leaders and experts from companies such as FlowPlay, Gamblit, Eilers & Krejick Gaming, Rocket Games, GSN Games, Super Lucky Casino, Product Madness, iGaming Capital and Google also provided key insights on topics ranging from game mechanics, business acquisitions, skill - based games in casinos, business strategies, user acquisition, emerging markets and much more.

Opening on September 20, we the people brings together recent acquisitions in contemporary art with key loans to explore definitions of selfhood and to reflect on how individuals find solidarity with one another through shared beliefs, values, and cultural systems.

With the goal of collecting in depth while continually broadening the collection, our focus has been on the acquisition of key works by influential artists from World War II to the present moment, paying particular attention to work made in Southern California.

Major acquisitions: Ann Hamilton's «Indigo Blue,» now on view; key works by Dan Flavin, William Kentridge, Gordon Matta - Clark, Hans Haacke.

Herbert Smith Freehills (HSF) has taken a key corporate role for FTSE 250 engineering company Weir Group on the $ 1.3 bn (# 913m) acquisition of US mining equipment manufacturer Esco Corporation.

With more than 100 energy lawyers operating in key energy and financial centers around the world, the team advises on project development and finance; mergers, acquisitions, and joint ventures; capital markets transactions; and regulatory and compliance issues across the energy spectrum — from oil and gas to liquefied natural gas, petrochemicals and refining, and conventional and renewable electric power.

In an example of the department's international push and «sound knowledge of the hospitality sector», Rupert Weston advised Singapore - based YTL Hotels on three hotel acquisitions from Westmont Hospitality, which were structured as share purchases and formed a key part of the client's strategy for growth in the UK.

Corporate partner James Hawkeswood is the other key figure, and recently advised veterinary consolidator CVS Group on four separate acquisitions over the course of one year; these included the acquisitions of Greenacres Pet Crematorium, Nottingham Veterinary Care, Buttercross Veterinary Care and Church Walk Veterinary Care, transactions with an aggregate value of # 4m.

Other key figures in the Bristol office include Emily Settle, a «strong deal negotiator and clear communicator» who was part of a team led by Plymouth - based Chris Worrell acting for Centrica on a # 145m acquisition of ENER - G Cogen International.

Cleary Gottlieb Stein & Hamilton and Cravath Swaine & Moore have taken the key roles on Amazon.com founder Jeffrey Bezos» $ 250m (# 163m) acquisition of prestigious US newspaper The Washington Post.

They're key to strengthening brand recognition and protecting against fraudulent and / or counterfeit operations, which is why they're now heavily focused on during merger and acquisition due diligence processes — almost as much as patents, copyrights and other crucial intellectual property assets.