Financial security and happiness are a direct
result of good financial planning.
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.
Such statements include, but are not limited to, statements about the continued demand for our product, the wind - down
of ExpressJet's flying agreement with Delta, and the related removal from service and / or placement into service
of certain aircraft, the scheduled aircraft deliveries for SkyWest Airlines for 2018, as
well as SkyWest's future
financial and operating
results,
plans, objectives, expectations, estimates, intentions and outlook, and other statements that are not historical facts.
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.
As an overlay on Collaborative PBM Cloud ™, AdvanceESM ™ (Enterprise Service Manager) extracts and consolidates information across all departments
of the PBM, providing
plan sponsors with a 360 ° view enhancing critical health /
financial decision - making
resulting in
best outcomes.
The Auditor General, in her Observations on the
financial statements, stated that «having accrual - based budgeting
results in improved
financial oversight as the
plans and related
results are on the same basis
of accounting and therefore
result in
better transparency and accounting.
Time for some brutal honesty... this team, as it stands, is in no
better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition
of Lacazette, the free transfer LB and the release
of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to
better show what I mean by this statement I will briefly discuss the current state
of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid
of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty
good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy
of our time and / or investment, as such we should get rid
of anyone who doesn't meet those simple requirements, which means we should get rid
of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction
of things to come... some fans have lamented wildly about the return
of Mertz to the starting lineup due to his FA Cup performance but these sort
of pie in the sky meanderings are indicative
of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition
of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle
of the park we need to target a CDM then do whatever it takes to get that player into the fold without any
of the usual nickel and diming we have become famous for (this kind
of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel
good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack
of defensive prowess and provide him with the proper players in the final third... he was never a
good defensive player in Real or with the German National squad and they certainly didn't suffer as a
result of his presence on the pitch... as for the rest
of the midfield the blame falls squarely in the hands
of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none
of the aforementioned had more than a year left under contract is criminal for a club
of this size and
financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid
of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field
of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version
of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history
of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet
of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival
of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone
of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players
of a similar ilk to be brought on board and that wasn't possible when the business model was that
of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part
of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet
of those who were
well aware all along
of the potential pitfalls
of just such a
plan but continued to follow it even when it was no longer a
financial necessity, like it ever really was...
Feller reports on the establishment, growing pains, and initial
good results of the Teacher Leader Cohort
plan, which uses
financial and other rewards to encourage teachers with success at raising student achievement to transfer — in cohorts — into the lowest - performing schools in the district.
Chrysler
plans to decrease its rental - car sales as a percentage
of its overall 18 % U.S. fleet mix, as
well as improve margins on some
of its vehicle lines, the automaker's chief
financial officer says during a conference call to discuss third - quarter
financial results.
We are
well - prepared to assist you efficiently and effectively whether you are renting an apartment, purchasing a house, establishing a business,
planning your
financial future, defending yourself and your loved ones from foreclosure, contemplating a divorce or fighting for fair compensation for a personal injury or as a
result of civil litigation.
«A strategy and a solid action
plan to understand the needs
of clients that is
well implemented would serve to solidify and deepen the existing and current relationship, as
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Administrative Technician III for Texas Department
of Transportation: - Implement improved and time saving procedures; consistently reduce overhead costs, improve workflow and increase office efficiency - Create and maintain a database
of public assistance complaints; assign an internal investigator to each case and follow - up once closed - Developed and monitor a calendar system using PowerPoint where accurate records
of vacation / sick leave / comp time used and accrued are tracked month - to - month for comparison with monthly time sheets - Answer inquiries from the general public, vehicle storage facility operators, motor carriers, the trucking industry and other state / federal agencies regarding rules, laws and regulations governing the issuance
of motor carrier credentials - Prepare correspondence (email and written) and review for completeness and correctness - Field calls and manage administration, resolve a wide - range
of staff dilemmas and challenging situations on a daily basisPrincipal Administrative Assistant for Solar Turbines, Inc.: - Provided support to Directors, Department Managers, Project Managers and Project Engineers as
well as international personnel - Maintained detailed calendars
of appointment schedules for business meetings, conferences, domestic / international travel arrangements and special events - Expertly ran this fast - paced, large office encompassing office and structure maintenance, scheduling
of machine / equipment service and repairs, and ordering and stocking office supplies; updated and maintained department web pages - Compiled, created and distributed
financial reports and PowerPoint presentations - Edited and formatted technical documentation and maintained filing systems - Coordinated extensive domestic and international travel arrangements, including air, hotel, car and meeting locations -
Planned departmental meetings, special events and office movesSenior Administrative Assistant for Solar Turbines, Inc.: - Supported Department Manager and Supervisors, Manufacturing Engineers and shop personnel - Tracked and monitored pending and confidential correspondence and
financial information - Prepared apprenticeship packets for distribution; received applications, recorded data, and set - up and coordinated Differential Aptitude Tests; notified applicants
of test
results and set - up initial interviews - Coordinated special events; managed information systems and maintained web pages; oversee special projects - Resolved office obstacles, communication barriers and complicationsSenior Program Assistant for Solar Turbines, Inc.: - Photographed, downloaded and printed digital pictures
of parts, processes and people involved in Rotor CAM area - Created and produced departmental newsletter; initiated Receiving Inspection Records Retention process (scanned records onto CD for easy and accessible retrieval and storage)- Set - up and coordinated meetings and special events; created slide show presentations and maintained web pagesPage 2
Dynamic,
results - focused professional with twenty years
of progressively responsible experience spanning budget, accounting, cost, and
financial analysis as
well as compensation
planning and administration for companies in the banking, mortgage, and insurance industries.
Professional Duties & Responsibilities Determined client
financial goals and created comprehensive investment portfolios Recommended funds, allocation percentages, and risk management products Performed market and investment research, analysis, and asset allocation studies Authored market and portfolio commentaries and customer correspondence Generated product sales through cold calling, networking, and client presentations Oversaw loan process, determined risks, and recommended course
of action Trained and supervised junior associates ensuring effective and efficient operations Experienced in legal compliance, research, and document creation Developed marketing and development
plans as
well as all collateral materials Resolved customer service inquiries
resulting in client satisfaction and repeat business Performed all duties in a positive, courteous, and timely manner
IT Project Manager — Professional Highlights Serve multinational corporations in a variety
of technology based strategic
planning and administration roles Offer expertise as a consultant, programmer, engineer, business analyst, and database administrator Lead technology projects for NASA, U.S. Customs, American Express, and General Electric Design and implement reporting, customer service, marketing, sales, and
financial management software Responsible for network and database design, administration, and security Oversee enterprise - wide hardware and software upgrades
resulting in increased efficiency Minimize operational and manpower costs through effective technology solutions Serve as forecast budget analyst for Joint Project Management Operations at Kennedy Space Center Develop reporting application tool using crystal reports engine on CD throughout Kennedy Space Center and Cape Canaveral Air Station
resulting in $ 500,000 savings on user licensing fees Create detailed project
plan with
well - defined tasks, milestones, client sign - offs, test cycles, and specifications which served to communicate project progress to management Develop visual basic application for
financial banking Institution using crystal reports to reduce the company's response time
resulting in initial reporting from 2 - 3 hours to just 45 seconds Oversee multimillion - dollar software implementation for Miami Air from a consultancy level Upgrade Great Plains software platform and administered security access for Miami internal databases Write over 200 SQL stored procedures from access databases for
financial institutions Compose business correspondence and prepared statistical spreadsheet analysis for Kennedy Space Center Recognized by colleagues and superiors for outstanding job performance, reliability, and efficiency Conduct surveys
of operations to assess needs and identify high priority improvements Complete major product releases meeting very aggressive schedules and budgets Serve as a member
of the International Cyber Threat Task Force Utilize fluencies in English, Portuguese, Arabic, French, and German to communicate with a diverse clientele Continually study emerging technologies and industry
best practices Perform all duties with positivity, professionalism, and integrity
Medical Billing Specialist — Duties & Responsibilities Manage medical billing, coding, and customer service operation for industry leading corporations Develop extensive experience with all major medical insurance providers Provide exceptional customer service
resulting in 100 % client satisfaction rating Maximize reimbursements and minimize costs through effective management Serve as member
of Rate Book Committee overseeing 80,000 outpatient third party accounts Recruit, hire, and train staff ensuring understanding
of company brand, policies, and procedures Responsible for $ 100 million per year in company income and company record
of $ 46 million in one month Oversee
financial management providing
best practices and strategic
planning Build and strengthen relationships with third party payors including Medicare, Medicaid, and others Author and present reports to senior leadership regarding company
financial health Set and strictly adhere to departmental budgets and project timelines Ensure compliance with applicable laws and industry regulations Establish and maintain detailed records regarding claims, billing, and client information Create and implement clinical and nonclinical team training activities Consistently promoted for excellence in management, customer service, and revenue generation Study internal literature to become an expert on products and services Represent company brand with poise, integrity, and positivity
Business Manager — Duties & Responsibilities Manage multiple technology companies ensuring effective, efficient, and profitable operations Design and implement sales and marketing strategies, campaigns, and collateral materials Recruit, train, and direct sales and customer service teams
resulting in significant company revenue Consistently meet or exceed sales goals through networking, cold calling, and other tactics Represent company brand with poise, integrity, and positivity Develop a rapport with customers and orient them to various products and services Encourage high customer retention by maintaining friendly, supportive contact with existing clients Study internal literature to become an expert on products and services Interact with support staff and company resources effectively to create the
best consumer experience Conduct research on prospective leads and existing clients to assist in developing sales strategies Craft effective sales presentations and proposals, tailoring them to clients based on their specific needs and styles Conduct public relations activities and attend relevant events, fairs, and conferences Negotiate and execute contracts with C - Level decision makers Maintain records
of site visits to potential and existing clients to assist in assessing their future needs Collaborate with junior level sales people to develop action
plans to govern their performance Maintain comprehensive records detailing pricings, sales, activities reports, and other pertinent data Oversee accounting activities including budgets, accounts payable / receivable, and tax filings Prepare and present periodic
financial reports to fellow members
of senior leadership
• Advise staff
of any changes in policy and procedures, allocate resources,
plan work schedule and assign work • Train current and new staff members, conduct performance reviews and make recommendations regarding corrective actions and dismissals • Proactively assist departmental manager with scheduling for entire department for various training courses to ensure service level is met • Create and distribute various reports to staff and peers Collector III (September 2007 to present) • Assisted non prime borrowers in bringing their loan current using one
of the variety
of programs offered customized for individual
financial needs • Assisted team manager with maintaining and distributing month end numbers to peers needed for individuals to achieve individual as well as team monthly goal • Proactively created and facilitated various training classes to assist peers with negotiation skills, creating a sense of urgency as well as curing past due mortgage loans • Peer coached Prime and HAD agents on negotiation skills, overcoming objections and handle time Financial Service Advisor / Relief Team Manager (March 2006 to September 2007) • Proactively contacted Card members that were deemed likely to attrite, educated them on their current terms and offered competitive balance transfer rates based on their individual credit history • Assisted with new hire training and development • Created reports assisting peers with agent availability which increased team results by 20 % • Provided feedback to marginally performing associates to improve both individual and department performance in percentage of contacts to attempts, phone availability and s
financial needs • Assisted team manager with maintaining and distributing month end numbers to peers needed for individuals to achieve individual as
well as team monthly goal • Proactively created and facilitated various training classes to assist peers with negotiation skills, creating a sense
of urgency as
well as curing past due mortgage loans • Peer coached Prime and HAD agents on negotiation skills, overcoming objections and handle time
Financial Service Advisor / Relief Team Manager (March 2006 to September 2007) • Proactively contacted Card members that were deemed likely to attrite, educated them on their current terms and offered competitive balance transfer rates based on their individual credit history • Assisted with new hire training and development • Created reports assisting peers with agent availability which increased team results by 20 % • Provided feedback to marginally performing associates to improve both individual and department performance in percentage of contacts to attempts, phone availability and s
Financial Service Advisor / Relief Team Manager (March 2006 to September 2007) • Proactively contacted Card members that were deemed likely to attrite, educated them on their current terms and offered competitive balance transfer rates based on their individual credit history • Assisted with new hire training and development • Created reports assisting peers with agent availability which increased team
results by 20 % • Provided feedback to marginally performing associates to improve both individual and department performance in percentage
of contacts to attempts, phone availability and sales rate
Professional Duties & Responsibilities Directed all daily operations, customer service, personnel, and finances for multiple hotels and resorts Designed and implemented marketing and sales campaigns
resulting in increased business
Planned and executed successful community events which enhanced brand awareness Responsible for multimillion dollar inventory, facility, and professional food preparation equipment Recruited, trained, and oversaw customer service personnel, kitchen staff, and cleaning crews Set company budgets, maintained profit / loss statements, and ensured overall
financial health Cut operational costs through effective inventory management and employee scheduling Negotiated contracts and agreements with suppliers securing quality products at low prices Performed site inspection tours as
well as potential client tours Built and maintained highly profitable corporate accounts Ensured compliance with all applicable health and safety regulations Created employee development programs building staff skill sets and value Utilized employee recognition tactics to build morale and company loyalty Crafted an atmosphere
of respect, professionalism, and dedication to excellence Developed a loyal client base through excellent customer service and a quality guest experience Built and strengthened relationships with clients, staff, and community leaders Performed administrative duties such as data entry, filing, faxing, and phones as needed
Director
of Business — Duties & Responsibilities Recruit and train staff
of 30 in hospital policies, procedures,
best practices, and corporate branding Design and implement staff development, recognition, and disciplinary policies and procedures Oversee admissions, utilization review, PB X, imaging center, billing, collections, and wound center registrations Set and strictly adhere to departmental budgets and schedules Author and present
financial reports concerning revenue, expenses, and outstanding collections Identify performance indicators and benchmarks for integration into reporting systems Conduct surveys regarding patient / staff satisfaction, benchmarks, accreditation, and employee benefits Maintain a 99 % patient satisfaction score through attentive and professional standards
of care Negotiate contracts and claims with insurance carriers, Medicare, Medicaid, and other payer sources Increase revenue by 30 % through effective contract renegotiation with suppliers, carriers, and other parties Implement policies, procedures, and equipment to cut hospital costs while enhancing patient care Utilize strong management experience to drive operations in an efficient and professional manner Develop and implement billing controls, cash processing measures, lockboxes, and other
financial processes Coordinate and oversee internal and external audits ensuring compliance with industry and legal standards Recruit physicians through successful marketing, networking, and other tactics Implement automated Chargemaster
financial application (Craneware) and maintain patient accounts Responsible for HCAHPS and the yearly Quality Assurance
Plan Appeal claims when appropriate
resulting in $ 400,000 reimbursement from PPO insurance over the last year Build and strengthen professional relationship with community leaders, coworkers, and industry figures Consistently promoted for excellence in
financial management, team leadership, and dedication to mission Develop working knowledge
of hospital operations from patient admission to senior level strategic
planning Represent company with poise, integrity, and positivity