Sentences with phrase «strategic business technology»

But after we spoke, I rapidly realized that this gentleman was a brilliant, very strategic business technology leader - and his previous resume simply didn't demonstrate that.

Every word, every punctuation mark, every detail of formatting must combine to tell a clear and compelling story of a strategic business technology leader.

Not exact matches

Like other enterprise tech giants, including Hewlett Packard Enterprise (hpe), IBM has been looking to revive its business in areas it calls its «Strategic Imperative,» which include cloud computing, cybersecurity, and artificial intelligence technologies.

Verizon showed interest in Yahoo's core business as early as December, when Chief Financial Officer Fran Shammo said the company would «see if there is a strategic fit» for Yahoo's holdings, which include mail, news, sports and advertising technology.

She also specializes in technology risk management and strategy, business and technology integration, and vendor management and strategic sourcing.

What it does: Provides strategic marketing and technology services to businesses

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

This is another example of how CMIT Solutions» franchise partners help clients achieve their strategic business goals by delivering cost - effective technology solutions and support that meets the needs of small and medium - sized businesses.

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.

Its staff and Partners work with high technology businesses to foster their strategic focus and business development efforts, principally for technoloy commercialization and solutions for the needs of the U.S. Department of Defense.

We act as a strategic partner for B2B companies — integrating marketing, lead generation, content, design, web strategy, and technology to achieve business goals.

As part of the Swiss government's pro-innovation push, FINMA defined its strategic goals for 2017 - 2020, setting its priorities on proper business conduct, and approaching supervision and regulation in a way that should encourage emerging technologies.

Through the unique combination of early growth equity and the Edison Edge platform, consisting of strategic advisory, the Edison Director Network, and executive education programs, Edison employs a holistic approach to nurturing invention and creating value for growth - stage businesses ($ 5 to $ 20 million in revenue) in financial technology, healthcare IT, interactive marketing, and enterprise IT industries.

Bringing more than 25 years of technology and business leadership experience across the high tech industry vertical, Raahauge has reported to several C - level positions and provided strategic direction and advice to the company and its Board of Directors.

As a strategic investment in the success of the business, many of our clients and prospects lack a technology plan, which can end up with (their) spending creating an unforeseen impact on the productivity of the staff.

«With this new Canadian cleantech coalition, we want to create a competitive advantage for both the ecosystem and our country by focusing business, investors, strategic partners and governments on a strategic plan to promote clean technologies, nationally and internationally» said Denis Leclerc, President and CEO of Écotech Québec.

ActionCOACH maintains its growth and strategic alliances by continual development of cutting - edge innovative technology, proven business processes and systems to add value, satisfaction and additional income streams for its franchisees.

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.

ACC Accounting & Auditing, AFR Africa, AGE Economics of Ageing, AGR Agricultural Economics, ARA Arab World, BAN Banking, BEC Business Economics, CBA Central Banking, CBE Cognitive & Behavioural Economics, CDM Collective Decision - Making, CFN Corporate Finance, CIS Confederation of Independent States, CMP Computational Economics, CNA China, COM Industrial Competition, CSE Economics of Strategic Management, CTA Contract Theory & Applications, CUL Cultural Economics, CWA Central & Western Asia, DCM Discrete Choice Models, DEM Demographic Economics, DEV Development, DGE Dynamic General Equilibrium, ECM Econometrics, EDU Education, EEC European Economics, EFF Efficiency & Productivity, ENE Energy Economics, ENT Entrepreneurship, ENV Environmental Economics, ETS Econometric Time Series, EUR Microeconomics European Issues, EVO Evolutionary Economics, EXP Experimental Economics, FDG Financial Development & Growth, FIN Finance, FMK Financial Markets, FOR Forecasting, GEO Economic Geography, GRO Economic Growth, GTH Game Theory, HAP Economics of Happiness, HEA Health Economics, HIS Business, Economic & Financial History, HME Heterodox Microeconomics, HPE History & Philosophy of Economics, HRM Human Capital & Human Resource Management, IAS Insurance Economics, ICT Information & Communication Technologies, IFN International Finance, IND Industrial Organization, INO Innovation, INT International Trade, IPR Intellectual Property Rights, IUE Informal & Underground Economics, KNM Knowledge Management & Knowledge Economy, LAB Labour Economics, LAM Central & South America, LAW Law & Economics, LMA Labor Markets - Supply, Demand & Wages, LTV Unemployment, Inequality & Poverty, MAC Macroeconomics, MFD Microfinance, MIC Microeconomics, MIG Economics of Human Migration, MKT Marketing, MON Monetary Economics, MST Market Microstructure, NET Network Economics, NEU Neuroeconomics, OPM Open Macroeconomics, ORE Operations Research, PBE Public Economics, PKE Post Keynesian Economics, POL Positive Political Economics, PPM Project, Program & Portfolio Management, PUB Public Finance, REG Regulation, RES Resource Economics, RMG Risk Management, SBM Small Business Management, SEA South East Asia, SOC Social Norms & Social Capital, SOG Sociology of Economics, SPO Sports & Economics, TID Technology & Industrial Dynamics, TRA Transition Economics, TRE Transport Economics, TUR Tourism Economics, UPT Utility Models & Prospect Theory, URE Urban & Real Estate Economics.

ACC Accounting & Auditing, AFR Africa, AGE Economics of Ageing, AGR Agricultural Economics, ARA Arab World, BAN Banking, BEC Business Economics, CBA Central Banking, CBE Cognitive & Behavioural Economics, CDM Collective Decision - Making, CFN Corporate Finance, CIS Confederation of Independent States, CMP Computational Economics, CNA China, COM Industrial Competition, CSE Economics of Strategic Management, CTA Contract Theory & Applications, CUL Cultural Economics, CWA Central & Western Asia, DCM Discrete Choice Models, DEM Demographic Economics, DEV Development, DGE Dynamic General Equilibrium, ECM Econometrics, EDU Education, EEC European Economics, EFF Efficiency & Productivity, ENE Energy Economics, ENT Entrepreneurship, ENV Environmental Economics, ETS Econometric Time Series, EUR Microeconomic European Issues, EVO Evolutionary Economics, EXP Experimental Economics, FDG Financial Development & Growth, FIN Finance, FMK Financial Markets, FOR Forecasting, GEO Economic Geography, GRO Economic Growth, GTH Game Theory, HAP Economics of Happiness, HEA Health Economics, HIS Business, Economic & Financial History, HME Heterodox Microeconomics, HPE History & Philosophy of Economics, HRM Human Capital & Human Resource Management, IAS Insurance Economics, ICT Information & Communication Technologies, IFN International Finance, IND Industrial Organization, INO Innovation, INT International Trade, IPR Intellectual Property Rights, IUE Informal & Underground Economics, KNM Knowledge Management & Knowledge Economy, LAB Labour Economics, LAM Central & South America, LAW Law & Economics, LMA Labor Markets - Supply, Demand & Wages, LTV Unemployment, Inequality & Poverty, MAC Macroeconomics, MFD Microfinance, MIC Microeconomics, MIG Economics of Human Migration, MKT Marketing, MON Monetary Economics, MST Market Microstructure, NET Network Economics, NEU Neuroeconomics, OPM Open Macroeconomics, PBE Public Economics, PKE Post Keynesian Economics, POL Positive Political Economics, PPM Project, Program & Portfolio Management, PUB Public Finance, REG Regulation, RES Resource Economics, RMG Risk Management, SBM Small Business Management, SEA South East Asia, SOC Social Norms & Social Capital, SOG Sociology of Economics, SPO Sports & Economics, TID Technology & Industrial Dynamics, TRA Transition Economics, TRE Transport Economics, TUR Tourism Economics, UPT Utility Models & Prospect Theory, URE Urban & Real Estate Economics.

Other economic policies include reducing the regulatory burden for small businesses and northern development; a new $ 75 million venture capital fund to help businesses commercialize new technology developments; a $ 900 million Strategic Aerospace and Defence Initiative and a $ 250 million Automotive Innovation Fund to support these industrial sectors; a $ 1 billion Community Development Trust to support communities and workers in struggling industries; a commitment to reduce inter-provincial trade barriers by 2010; pursuing new trade agreements with emerging markets; as well as a reorganization of federal regional development strategies.

Angela is a strategic marketer with 17 years of experience building successful campaigns for technology, nonprofit, business, and higher education sectors.

♦ Lead Business Analyst & Technical Architect for Adobe Campaign, Adobe Analytics & Adobe Target Implementations for Fortune 1,000 companies ♦ Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing digital marketing technologies and services ♦ Lead expert technical consultant teams in delivering enterprise and mid-market project implementations and configurations ♦ Guide solutions consultants on digital marketing mental agility to discover upselling & cross-selling opportunities ♦ Collaborate with solutions consultant team in charge of rendering sales support and resolving prospect inquiries during all stages of the sales cycle contributing to 3.5 MM in new businesBusiness Analyst & Technical Architect for Adobe Campaign, Adobe Analytics & Adobe Target Implementations for Fortune 1,000 companies ♦ Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing digital marketing technologies and services ♦ Lead expert technical consultant teams in delivering enterprise and mid-market project implementations and configurations ♦ Guide solutions consultants on digital marketing mental agility to discover upselling & cross-selling opportunities ♦ Collaborate with solutions consultant team in charge of rendering sales support and resolving prospect inquiries during all stages of the sales cycle contributing to 3.5 MM in new businesbusiness development teams by providing expert solutions to prospects leading to purchasing digital marketing technologies and services ♦ Lead expert technical consultant teams in delivering enterprise and mid-market project implementations and configurations ♦ Guide solutions consultants on digital marketing mental agility to discover upselling & cross-selling opportunities ♦ Collaborate with solutions consultant team in charge of rendering sales support and resolving prospect inquiries during all stages of the sales cycle contributing to 3.5 MM in new businessbusiness sales.

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.

Convergence Will Drive the Ultimate Disruption of Life Sciences Source: Andrea Bartzen for Streetwise Reports (3/28/18) Andrea Bartzen, a strategic commercial and communication consultant, describes the disruptive technologies positioned to radically alter the business of life sciences as discussed at a recent BIO CEO Summit Investor Night.

Vector Capital, a leading private equity firm specializing in transformational investments in established technology businesses, today announced that affiliates of Dyal Capital Partners («Dyal»), a division of Neuberger Berman, made a strategic minority investment in Vector.

Larry Berg O.B.C., Retired CEO, Vancouver Airport Authority (Co-Chair) Sue Paish Q.C., President and CEO, LifeLabs Medical Laboratory Services (Co-Chair) Jonathan Whitworth, CEO, Seaspan (Co-Chair) Janet Austin, CEO, YWCA Metro Vancouver; Immediate Past Chair, Greater Vancouver Board of Trade Kim Baird O.C., Owner, Kim Baird Strategic Consulting Arvinder Bubber, President, A.S. Bubber and Associates Wayne Duzita, AVP, Western Region, AEROTERM Jock Finlayson, EVP, Business Council of British Columbia Michael Geller, President, Geller Group Kathy Kinloch, President, British Columbia Institute of Technology Tim Manning, Regional Vice President, RBC Royal Bank; 2015 - 16 Chair Greater Vancouver Board of Trade Lori Mathison, Managing Partner, Dentons; Policy Council Chair, Greater Vancouver Board of Trade Robin Silvester, President and CEO, Vancouver Fraser Port Authority; Senior Vice-Chair, Greater Vancouver Board of Trade Yuen Pau Woo, President, HQ Vancouver

These factors — many of which are beyond our control and the effects of which can be difficult to predict — include: credit, market, liquidity and funding, insurance, operational, regulatory compliance, strategic, reputation, legal and regulatory environment, competitive and systemic risks and other risks discussed in the risk sections of our 2017 Annual Report; including global uncertainty and volatility, elevated Canadian housing prices and household indebtedness, information technology and cyber risk, regulatory change, technological innovation and new entrants, global environmental policy and climate change, changes in consumer behavior, the end of quantitative easing, the business and economic conditions in the geographic regions in which we operate, the effects of changes in government fiscal, monetary and other policies, tax risk and transparency and environmental and social risk.

We're the only bank with a strategic advisor and specialists in knowledge - based businesses - we have specialists in information and communication technology, cleantech, media and entertainment, and life sciences and healthcare.

1994 SATWG (Strategic Avionics Technology Working Group), Boston, November; Keynote: «The Power of Ritual and the New Paradigms in Business»

Category Select Category Ad Sales Administrative Animation Big Data / Analytics Broadcast Technical Operations Business Development Communications / Publicity Contract Administration Corporate Creative Data Science Data Science / Big Data Digital / Interactive Media Editorial Engineering Entertainment Finance and Accounting Gaming Graphics / Design Human Resources international Legal / Business Affairs Marketing News Operations Other Procurement / Supply Chain / Logistics Product Management Production / Post-Production Program Management Programming Publishing Research Sales Security Social Media Sports Strategic Planning / Analysis Students Studio Services Technology / Information Technology

«Mr. Olorunsola who has been in the industry for 31 years has served as Strategic Business Adviser to the Minister of Petroleum Resources (2008 - 2009); Manager, Opportunity Delivery and Studies Centre at Shell; Reserves and Technology Manager (Africa), Shell (E&P) International, Netherlands; Business Interface Manager (Russia), Shell Technology (E&P) International, Netherlands; and Petroleum Engineering Manager, Shell Nigeria.

The Albany NanoTech Complex is a fully - integrated research, development, prototyping, and educational facility that provides strategic support through outreach, technology acceleration, business incubation, prototyping, and test - based integration support for onsite corporate partners including IBM,, GlobalFoundries, SUNY Poly SEMATECH, Samsung, Applied Materials, Tokyo Electron, and Lam Research, as well as other «next generation» nanotechnology research activities.

In a 2007 interview with Computer Weekly, Miller advocated a «pragmatic,» «long - term» approach to information technology, and that projects should «keep to a path that has strategic coherence, rather than bending every which way with the monthly or quarterly demands of the business.»

The overall goal of the project is «to establish a strategic research, technology outreach, business development, manufacturing, and education and training venture... with a qualified local developer and / or construction contractor in the greater Plattsburgh area,» according to the RFP

She is CEO of PsychoGenics Inc., a profitable preclinical CNS service company, CEO of PGI Drug Discovery LLC, a company engaged in psychiatric drug discovery with three partnered Phase II clinical programs and Adjunct Associate Professor of Neuroscience at Mount Sinai School of Medicine, Dr. Leahy has more than 25 years of experience in drug discovery, clinical develop and business development for pharmaceutical and biotechnology companies, including extensive knowledge of technology assessment, licensing, mergers and acquisitions, and strategic planning.

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Atlanta, GA About Blog Intellinet is a management consulting and technology services firm providing strategic, technology - enabled business solutions.

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