Sentences with phrase «technologies and business strategies»

Stay on the cutting edge by discovering new technologies and business strategies from industry leaders.

This means they provide exceptional customer service with a personal touch while utilizing the newest technologies and business strategies to find a solution suited just for you.

Virginia, USA About Blog Kevin Jackson is a renowned thought leader, speaker, and consultant for cloud - related technologies and business strategies.

Virginia, USA About Blog Kevin Jackson is a renowned thought leader, speaker, and consultant for cloud - related technologies and business strategies.

Virginia, USA About Blog Kevin Jackson is a renowned thought leader, speaker, and consultant for cloud - related technologies and business strategies.

Virginia, USA About Blog Kevin Jackson is a renowned thought leader, speaker, and consultant for cloud - related technologies and business strategies.

According to Frohwein, SoftBank looks for businesses that are disrupting industries in a big way and was attracted to the company's technology and business strategy.

Home» The Future Is Now: Legal Services 2.016» Thomas Lysaught: Technology and Business Strategies Transforming Delivery of Legal Services

A: The Accenture consultant is organized, a quick thinker and learner, has strong interpersonal skills, knowledge of leading technology and business strategies and is results driven

Highly successful executive with over twenty years of experience in applying technology and business strategies enabling product, service and team breakthroughs that result in increased productivity, revenue, and organizational capability.

Streamline operations, reduce liability, optimize clinical care, grow your practice, and out - earn competition utilizing progressive technology and business strategies.

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.

The six topics are marketing, innovation and entrepreneurship (which involves a trip to Silicon Valley), technology entrepreneurship, business strategy, international consulting (which involves a trip to Guangzhou, China) and a major business consulting project that students complete independently.

Mr. Ganote has directed dozens of successful assignments with leading companies and technology - focused non-profit organizations, helping them start new businesses, achieve growth objectives in core and adjacent markets, develop innovative strategies and business models, and pursue successful mergers and acquisitions.

We offer a space for developers and entrepreneurs to attend and organize events with speakers, mentors and other entrepreneurs; a «hack space» and device library to develop and test new ideas; and Google Launchpad, a two - week boot camp for early stage start - ups helping with subjects including user interface, product strategy & technology, marketing, business development and more.»

In this role, he leads business and financial strategies for the company to deliver profitable growth and long - term shareholder value, and sets direction for the finance, operations, supply chain and information technology functions.

He also served in roles outside the business department, covering education, editing local news and developing technology strategy.

«We are in a golden era for transformation, and while people throw around the word disruption all the time, as someone who loves business strategy and technology strategy I can tell you the lines are disappearing and they are becoming one and the same.»

But business leaders must do their part and keep control of the strategy — to ensure that they leverage ad technology to its full potential.

«One thing to keep in mind,» said Salesforce vice president of corporate strategy, Bruce Francis, «is that small businesses and medium - sized businesses are now getting access to world - class technology that they've never had access to before.

Entrepreneurs have long seen outsourcing as a strategy reserved for big business, but technology has made it a more accessible tool for small businesses — and for some small firms, outsourcing has made a powerful impact on their growth, productivity and bottom lines.

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

«We are constantly looking for ways to deliver the best technology for our customers,» Stephen J. Girsky, GM's vice president of corporate strategy and new business development tells the Journal.

Software for what Gartner estimates is a $ 93 billion global information security market certainly fits the bill, aligning with a broader Alphabet strategy to diversify its revenue and become a stronger business technology rival to Microsoft (msft) and Amazon (amzn).

The company offers data - management and analytics solutions through business strategy and technology development and markets a health - care analytics dashboard called FTI Catalyst.

I think there is, on this team, world - class knowledge and experience in every field an entrepreneur requires in the Middle East, from technology to digital marketing, from financing to business development, from team - building to strategy.»

The Small Business Pipeline, a technology - related Web site and newsletter, found that nearly three - quarters of the 237 SMBs it surveyed in April 2004 had no written disaster - response strategies.

Beyond consumer and business data — energy companies possess much proprietary information about their holdings, trading strategies and exploration and production technologies — the increasing dependence of pipeline infrastructure on digital systems makes them a particularly ripe target.

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»).

«Technology consulting bookings were back up this quarter to a record level and reflected continued demand for network transformation, data center consolidation and IT strategy and transformation services for both driving cost savings and increasing the business value of IT spend.

At the top of the list: Cathy Bessant, the chief operations and technology officer at Bank of America — a choice that reflects «the increasing importance of tech in business strategy.»

«What we're seeing now, and what our customers are doing... is using this technology all the way through the product lifecycle process,» said Jim Bartel, senior vice president of strategy, marketing, and business development for SDM.

«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.

According to Asif Khan, founder of the Location Based Marketing Association, there are 5,000 businesses angling to profit from location intelligence; by 2019, total technology spend will reach $ 43 billion and advertisers will shell out $ 21 billion on location - based strategies.

Carla Johnson describes how your content strategy can thrive when marketing and technology work together, and Ned Smith believes more small businesses are becoming tech - savvy about customer management.

The real issue is do the businesses understand the challenges and goals they are seeking to achieve by their marketing technology strategy.

It's a wonderful balance between marketing, technology, and business strategy.

SAN FRANCISCO — Marc Benioff, the founder and chief executive of Salesforce.com, showed up onstage on Wednesday afternoon at his biggest customer event of the year to talk up his business technology company's products and strategy.

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.

Seven Lakes Technologies is a vertically focused analytics & technology solutions firm offering products and services for the Upstream (E&P) Oil and Gas sector; focused on improving business drivers and enhancing execution of customer business strategies.

The strategy that we ultimately defined reflects our ongoing commitment at Ripple Labs to create tools and technology that empower financial institutions, businesses, and ultimately developers.

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

The CDL — Rockies program will enhance educational opportunities and unleash the potential of Haskayne MBA students by connecting them with these technology startups and assisting them with refining their strategies, developing business plans, identifying and pursuing potential customers, and seeking external financing.

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.

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«BMW Group is working to shift from a traditional luxury auto manufacturer and service provider to a technology company, with automated driving, digital connectivity, mobility services and electrification as some of the central pillars of our new strategy,» said Joseph Zheng, vice president of digital services and business models at BMW China.

He is Senior Advisor of GreenOrder, a strategy consultancy called by Fortune «the go - to consulting company for green business», helping clients including GE, GM, Duke Energy, Saudi Basic Industries, DuPont, Dell, and Disney drive growth through environmental innovation and clean technology.

Prior to joining MaRS, Roy was the founding chief technology officer of Lendified, a small business lender fintech startup, and co-founder of Alpha Insights, a data and analytics strategy consultancy for the financial services vertical.

We help clients plan, build and run successful cyber security programs that achieve business objectives through our depth and breadth of cyber security offerings, extensive capabilities and proven expertise in cyber security strategy, managed security services, incident response, risk and compliance, security consulting, training and support, integration and architecture services, and security technology.

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