Sentences with phrase «strategies for asset»

We are really looking for someone well versed on the ins and outs of real estate investing and the strategies for asset protection.

After careful study, your LPL Financial Consultant will produce and review with you a detailed, customized report with recommended strategies for asset allocation, insurance coverage and tax reduction — your personal roadmap toward financial security.

Creating a Pathway to a Better Financial Future: Developing State Strategies for Asset Development and Wealth Creation for People with Disabilities

Individual investors can implement momentum and / or value allocation strategies for asset classes (again, via low - fee funds, keeping search and trading costs down).

BRVM is also in talks with private equity funds including ECP, Tunisia's Africinvest, and Mauritian group AFIG Funds, to encourage them to list companies on the exchange as part of their exit strategies for assets, Amenounve said.

I read Jay Adkisson's book on Asset Protection that other folks were touting as the bible on the subject & I've got to say it is a better perspective than anything else I've read.One thing he harps on in his book is if a person uses a professional that puts out marketing materials stressing the use of the strategy for asset protection then it may get drug up by the litigator in effort to try & invalidate the instrument so that's another super exotic reason I'd be a little leery to have Tim Berry's firm tagged on my option docs.Regardless I'm convinced paying his consulting fee will be money well spent.Hopefully BP will help me gather a slightly better understanding so I ask more prudent questions when I do pony up for some hour (s) of his time.Thanks!

Not exact matches

But Katie Koch, global head of client portfolio management and business strategy for fundamental equity at Goldman Sachs Asset Management, also highlights a paradigm shift in the way investors should think about picking stocks and about diversification itself.

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.

Barry Pellas, who oversees tech strategy and the development of strategic assets for digital transformation firm PointSource, points out that Amazon certainly could be using facial recognition to individually identify customers in its new high - tech store in Seattle, but does not.

«For more than six months, dollar - liability flows have outstripped dollar - asset flows but that is now reversing which is helping the dollar,» said Hans Redeker, head of global FX strategy at Morgan Stanley based in London.

Boris Schlossberg, BK Asset Management managing director of foreign exchange strategy, discusses three key market events he is watching for on Thursday.

Make sure you are somebody who is able to produce assets out of thin air, or according to a defined strategy for a campaign.

Sharmin Mossavar - Rahmani is the CIO of the Private Wealth Management Group at Goldman Sachs where she guides the investment strategy for clients with over $ 10 million in assets.

She guides the investment strategy for clients with over $ 10 million in assets.

«The [application programming interface] for the exchange malfunctioned and sent sell orders into the market,» said Brian Kelly, a CNBC contributor and head of BKCM, which runs a digital assets strategy for clients.

Shares in Mungana Gold Mines rose by more than 25 per cent after the company announced it would move ahead with its North Queensland zinc strategy, following shareholder support for the $ 15 million acquisition of the Chilagoe base metal assets from the liquidators of Kagara, originally announced in December last year.

Garnering less enthusiasm were considerations such as asset allocation strategy (balancing an investment portfolio to take into account goals, risk tolerance and length of time), with a mean of 4.7, and understanding price - earning ratios for traded stock, which saw a mean of 4.3.

Those factories currently have only three robots per thousand workers, says Katie Koch, global head of client portfolio management and business strategy for fundamental equity at Goldman Sachs Asset Management.

BEIJING, April 11 - China's HNA Group, the aviation - to - financial services conglomerate that is selling assets and restructuring operations, has hired a former U.S. commerce department official for a senior strategy role.

«Once [bitcoin] broke higher, shorts were squeezed and forced to cover,» says Brian Kelly, CNBC contributor and head of BKCM, which runs a digital assets strategy for clients.

JPMorgan thinks the best strategy from an asset allocation perspective is to prepare for the inevitable shift into a late - cycle environment.

I spend a lot of time talking clients «off the ledge» when they'd like to move all of their money into one outperforming asset class, place a large bet on hedging strategies for a pending correction they see coming or suddenly want to get out of the market altogether and «drop anchor» for fear of pending scary dives in the markets.

Hedgeable has approximately $ 45 million in assets under management, and it uses those assets for an active investing and management strategy.

«They have talked about trying to rebalance the economy for 5 or 10 years now, but the imbalances got even worse, so you simply fall back on the model that got you into the difficulty in the first place,» said Peter Elston, head of Asia - Pacific strategy and asset allocation at Aberdeen Asset Manageasset allocation at Aberdeen Asset ManageAsset Management.

«With the US labor market recovery gaining momentum, the hope for stronger global growth in 2014 is motivating investors to take on risk,» said Kathy Lien, managing director of FX Strategy at BK Asset Management.

And not following the current trend toward global consolidation would be the worst strategy for managing that asset.

«You have to accept the thesis that technology is just going to disrupt everything,» says Katie Koch, global head of client portfolio management and business strategy for fundamental equity at Goldman Sachs Asset Management.

The uptrend in US interest rates, wide swings in global currency markets and greater price dispersion across individual securities and asset classes could serve as powerful tailwinds for hedge - fund strategy managers looking to capture alpha.

But for Gerhard Schwarz, Head of Equity & Cross Asset Strategy at Baader Bank in Munich, the currency outlook for corporate Europe looked favorable, even though overall earnings growth was set to slow compared to 2017 due the slowing economic growth.

Recycling is supposed to be a good thing, so when the federal Liberals quietly announced that «asset recycling» would be part of their strategy for meeting their much - ballyhooed infrastructure promises, not many eyebrows were raised.

But for the more liquidity - focused part of an asset allocation strategy, now may be a good time for short - duration products.

Typically, when setting out to develop a new content strategy for a client, we collect all assets that are out in the world and analyze a cross section of your current communications.

Since the financial crisis, several trends have kept it in check, including a surge in business models which are less asset heavy, a shift in focus toward consumer - facing technologies, and passive investing strategies that reward companies for spending free cash on stock buybacks rather than capital goods.

But for the more liquidity - focused part of an asset allocation strategy, now may be a good time to consider investment - grade short - duration products.

For more than 23 years — from 1984 to 2007 — Mr. Bralver was a founder and Vice Chairman of management consultancy Oliver, Wyman & Co. where he specialized in strategy, risk and operational work for leading investment banks, asset managers, exchanges and other market utilitiFor more than 23 years — from 1984 to 2007 — Mr. Bralver was a founder and Vice Chairman of management consultancy Oliver, Wyman & Co. where he specialized in strategy, risk and operational work for leading investment banks, asset managers, exchanges and other market utilitifor leading investment banks, asset managers, exchanges and other market utilities.

The idea is to use step by step strategies to set up an income producing asset base for yourself.

As a key component of a hub and spoke online marketing strategy, blogs can be very effective for social media network engagement, online PR, customer service, and as search engine optimization assets.

Learn more about which investment strategy and allocation makes sense for you with the Asset Allocation Calculator.

For investors who don't have the time or the expertise to build a diversified portfolio, asset allocation funds can serve as an effective single - fund strategy.

Dr. David Kelly, Chief Global Strategist and Head of the Global Market Insights Strategy Team for J.P. Morgan Asset Management

Except for the Freedom Income Fund, the funds» asset allocation strategy becomes increasingly conservative as it approaches the target date and beyond.

Notably, the National Financial Work Conference has been the stage for: forming agencies to regulate the insurance and securities industries and bank bailout strategies in 1997, creating banking regulators and listing state - owned banks on exchanges abroad in 2002, creating the sovereign wealth fund, establishing the China Investment Corporation in 2007, which currently has assets of $ 813.5 billion, and developing methodologies for dealing with the global financial crisis of 2008.

In those areas that we have mapped, it typically takes us a few hours to go from a mechanism - inspired idea for treating a disease to knowing the companies that might have relevant clinical and preclinical assets to license, the companies from whom a candidate could be commissioned, trial designs and endpoints, competing and complementary agents, current and future standard of care, market size, comparable pricing, financing strategy, and potential acquirers, all meant to enable a thoughtful first - pass assessment of whether an idea could be worth a much deeper assessment.

His primary responsibilities include developing and implementing asset allocation for all of the University's investment programs, evaluating current and prospective investment managers, exploring alternative investment strategies, and ensuring successful communication and relations with the University and its Investment Advisory Committee.

Overall appetite for SRI products and strategies now accounts for $ 6.57 trillion of assets managed in the U.S. 4 and $ 21.4 trillion globally5.

For example, an allocation strategy might include the requirement to hold 30 % in emerging market equities, 30 % in domestic blue chips and 40 % in government bonds with a corridor of + / - 5 % for each asset claFor example, an allocation strategy might include the requirement to hold 30 % in emerging market equities, 30 % in domestic blue chips and 40 % in government bonds with a corridor of + / - 5 % for each asset clafor each asset class.

Mr. Haverland is responsible for thought leadership on the economy, financial markets, investment strategy, and asset allocation.

Asset Management Equity Financing and Placement Debt Financing and Placement Mergers and Acquisitions Corporate Partnering and Strategic Alliances Restructuring and Workouts Startups and Management Alternative Finance Strategies Advice on Capital Markets Corporate Shareholder Communications Access to Retail, Institutional, and Accredited Investors Database Strategic Introductions to Global Network ConnectInvest - one - on - one Meetings with Global Investors Advice and Introductions on Capital Raises Media and Press Release Distribution Event Creation and Management Representation in Trade Shows and Conferences for Media Exposure

Raymond was responsible for creating Acadian's market neutral and long - short equity strategies, which grew to several billion dollars in assets under management and included global investors from Asia, Europe, and the United States.

He is responsible for defining the asset allocations and portfolio strategies throughout the organization to advise individual and institutional investors.