Sentences with phrase «spent managing operations»

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.

I'll read some Monocle or The Paris Review, banter a bit more, then head to an oceanfront loft to spend the afternoon managing operations or working on designs and marketing plans for new villas.

It appears Amazon is consolidating operation while managing its incredible growth phase, which, as the company sees fit, must be accompanied by spending cuts.

He has spent the majority of his career managing the accounting and back office operations of investment management firms.

Kris spent close to 16 years in various positions with Anheuser - Busch Inbev where he gained operations expertise, designed process improvement initiatives, led cross-functional teams, planned strategies and managed projects.

Herbert Cousins Jr., who has spent more than 20 years investigating white - collar criminals, managing domestic terrorism cases, and leading undercover operations for the Federal Bureau of Investigation, assumed that role this summer.

Instead of trained professionals with Connecticut experience, Pryor has handed the operation over to a former Achievement First, Inc. administrator Morgan Barth who managed to spend a number of years illegally teaching at a Achievement First school despite his lack of proper state certification.

Most recently, Rachel spent two years at NewSchools Venture Fund supporting the office of the COO and managing other operations related projects.

Fehan's day is usually spent managing the team's operations, which despite the professionalism of Pratt & Miller, is still no cake walk.

Stuck in LA, Atlanta or even central Paris traffic, though, is where most Cayenne E-Hybrids will spend the majority of their time, and the low - speed villages along our drive route provided a good sense of how Porsche manages the trickiest part of hybrid operation: the balance between regenerative braking and hydraulic braking when coming to a stop.

«When producers aren't spending as much time taking care of sick cattle, it can help free them up to focus on other aspects of the operation,» says Lee Bob Harper, DVM, managing veterinarian with Pfizer Animal Health.

He founded America for Animals in 2012 with the goal of developing technologies to help animals, and today spends his time managing a multitude of projects and many of the day - to - day operations of the organization.

Jacox spent 20 years at Cruise West including 12 years as vice president of marine and land operations and eight years managing sales and marketing.

If you try to micro manage studios to make games you think will sell, instead of letting them focus on making a good game, then it really means nothing, and they'd be better off just buying 3rd party exclusives to save on having to spend money on operations.

For MGS fans who enjoyed 2010's Metal Gear Solid: Peace Walker (or the 2013 HD remake), The Phantom Pain follows that template almost exactly: half the game is spent in the field executing operations (split into Story Missions and the seemingly endless Side Ops) and managing resources, manpower, and mission dispatches at Mother Base.

Let us help you SHIFT your business practices to better manage legal portfolios, improve business operations, and reduce legal spend; specifically, we offer «know how» in areas of:

LegalShift is now offering consulting and business advisory services to help in - house legal teams and their law firms better manage legal portfolios, improve business operations, and reduce legal spend and costs.

Prior to becoming an attorney, William spent six years as a consultant at a boutique engineering and environmental firm where he managed all aspects of commercial marine construction projects, including commercial and multi-use docking facilities, marinas, dredge and fill operations, and seawall stabilization projects.

By having a system - driven approach, companies can get a deeper level of insight into their spend, and these are insights that can inform smarter decision - making, including more intelligent cost forecasting, more informed decisions about managing your panels and other aspects of your legal operations.

Todd previously served as Executive Director and Global Head of Legal Business Solutions for JPMorgan Chase & Co., where he managed legal department operations, including the selection and spend management of outside counsel and other legal service providers, as well as the creation and implementation of strategic cost and relationship management programs.

Matt leads Elevate's Legal Business Solutions and US consulting practice focused on design, development and delivery of practical solutions to help corporate law departments and government agencies manage their legal operations and reduce legal spend, and help law firms improve profitability through use of value - based pricing (AFAs) and project management.

Anna - Lisa will discuss her partnership with Onit, and how they drove change in the legal department with process efficiencies and technology to better manage legal operations and legal spend.

General counsel and legal operations officers understand that access to meaningful metrics and business intelligence is a key component to managing spend and risk.

You just got laid off, let go, subject to a Reduction in Force (RiF), discharged, rendered obsolete, made redundant, terminated, part of an «Involuntary Employee Resource Program», you have been «promoted to being a customer», right - sized, been offered the opportunity explore new career options, your job was outsourced, the operation was moved off - shore, restructured out, involuntarily separated, been returned to the talent pool, denied tenure, managed out, caught in the last round, offered the opportunity to spend more time with family, issued your walking papers, or just plain fired.

«You may remember, I spent the last 20 years as a logistics specialist, managing supply chain operations, and most recently in the Pacific region.

Managed an annual spend of greater than $ 8 million dollars in order to support production operations with the necessary materials

Managed the alliance relationship and sales operations of several alliance global teams including financials, scorecards, special projects, contracts, events, headcount - spend and cost center charges.

Over the years I have been promoted to my current position and am in charge of optimizing external spend, managing procurement operations and implementing pricing strategies.

Meticulous in the filtration, leaching and preparation of 3,000 yearly samples tested for organic and inorganic matter throughout the laboratory Led laboratory studies in the leaching process of samples, writing scientific reports, and maintaining research lab operations Reached company budget goals earning a paid bonus by specializing in the analysis of contaminants in aqueous solutions, soils, biota, and hazardous waste Managed resources and fostered innovations that raised levels of health and well - being within the company, yielding unnecessary spending by 25 % Achieved fast results to satisfy the business needs of more than 20 clients increasing company profits and the cost - effectiveness for analytical measurements and services.

During his time at Jonas Software, he held a number of operational roles, which included spending time in the U.K. as the managing director of international operations, responsible for growing the Jonas brand in Europe, the Middle East and Africa.