Sentences with phrase «technology strategy for»

This example executive resume was written with an emphasis on enterprise technology strategy for small to midsize companies.

Marley Gray, Microsoft's director of technology strategy for its US Financial Services, said in a statement:

According to a statement by Marley Gray, director of technology strategy for Microsoft U.S. Financial Services, Microsoft's cloud - based Azure Blockchain - as - a-Service (BaaS) is picking up steam.

Later, at Clifford Chance, as the firm's Legal Technology Manager, she developed and implemented the first technology strategy for the firm's global Finance Practice.

«A cost / benefit analysis demonstrated that not only would Aderant be a more cost effective solution, it would be the best long - term technology strategy for the firm.»

A technology strategy for NETs in the near term should focus on initial deployment and iteration.

Edmonds, J. and M.A. Wise, 1999: Exploring a technology strategy for stabilising atmospheric CO2.

McManus is responsible for the development and execution of information technology strategy for Lockheed Martin Rotary and Mission Systems (RMS).

In the following interview, William E. Steinke, manager and success coach at Sellstate Achievers Realty in Fort Myers, Fla., discusses social media marketing and technology strategies for brokers.

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.

-- Harris Bernstein, VP of account strategy at Criteo, an advertising technology firm offering personalized ad retargeting across devices for digital brands.

SPECIAL REPORT: Three major reviews have called for a big shake - up of the state government's information and communication technology (ICT) strategy.

«The issue is not that middle - class workers are doomed by automation and technology, but instead that human capital investment must be at the heart of any long - term strategy for producing skills that are complemented by rather than substituted for by technological change.»

Barry Wacksman, global chief strategy officer for international ad agency R / GA, will share how technology is allowing the creation of new ecosystems for customers.

These risks and uncertainties include, among others: the unfavorable outcome of litigation, including so - called «Paragraph IV» litigation and other patent litigation, related to any of our products or products using our proprietary technologies, which may lead to competition from generic drug manufacturers; data from clinical trials may be interpreted by the FDA in different ways than we interpret it; the FDA may not agree with our regulatory approval strategies or components of our filings for our products, including our clinical trial designs, conduct and methodologies and, for ALKS 5461, evidence of efficacy and adequacy of bridging to buprenorphine; clinical development activities may not be completed on time or at all; the results of our clinical development activities may not be positive, or predictive of real - world results or of results in subsequent clinical trials; regulatory submissions may not occur or be submitted in a timely manner; the company and its licensees may not be able to continue to successfully commercialize their products; there may be a reduction in payment rate or reimbursement for the company's products or an increase in the company's financial obligations to governmental payers; the FDA or regulatory authorities outside the U.S. may make adverse decisions regarding the company's products; the company's products may prove difficult to manufacture, be precluded from commercialization by the proprietary rights of third parties, or have unintended side effects, adverse reactions or incidents of misuse; and those risks and uncertainties described under the heading «Risk Factors» in the company's most recent Annual Report on Form 10 - K and in subsequent filings made by the company with the U.S. Securities and Exchange Commission («SEC»), which are available on the SEC's website at www.sec.gov.

She is the founder of the fashion technology lab, Switch Embassy, where she does technology strategy and consulting for brands and builds innovative wearable experiences.

«Our connectivity strategy includes increased investment in wired and wireless communications technology for connecting all things, devices and people to the cloud, and to power the communications infrastructure behind it.»

Tim Bajarin, an analyst at technology research firm Creative Strategies, recommends having different passwords for each online account you hold, so a breach in one system won't compromise another.

Doing far more than acting as a data guru, the chief marketing technologist must also define strategies and set priorities for leveraging opportunities within the digital economy, as well as survey, assess and put in place emerging technologies crucial for growth.

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.»

Once these three strategies are implemented and the leadership spoke is in place, we can build the remaining spokes which are marketing, operations, finance and technology to head for the «hockey stick» growth of 100 units and beyond.

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.

Paul Brody, the man who helped drive the effort to create a new architecture at IBM for connecting devices in the so - called Internet of things, has joined accounting and consulting firm Ernst & Young, known as EY, as the Americas strategy leader for the technology sector.

«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.»

The State Government's strategy of centralising «back office» activities into shared service centres is creating unprecedented opportunities for the information technology sector.

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.

Many of its former employers have gone on to work for other big technology companies over the years like Intel (intc), Nvidia (nvda), and supercomputer maker Cray, explained Patrick Moorhead, the president and principal analyst at Moor Insights & Strategy.

For example, you could learn more about a new strategy emerging in your field or a new technology that could change the way you communicate with your customers.

«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).

«This is a viable and sound opportunity for the Saint Regis Mohawk Tribe to enter into the patent, technology, and research sector as part of our overall economic diversification strategy,» the statement read.

Some analysts have noted that rising gas prices have made car - sharing a desirable method of transportation in urban areas; other experts have praised the company for its successful overseas strategy and smart use of technology.

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.

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.

Create growth strategies for your franchise by focusing on five key areas: Leadership, Finance, Operation, Marketing and Technology.

Those worried about potential security threats posed by Chinese investments in sensitive areas (such as high - tech, communications, and energy) point to Beijing's declared strategy of «going out» to gain technology and resource security as grounds for scrutinizing Chinese investments.

«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.

Annapurna Labs Ponying up $ 350 million for the computer - server chip maker marks Amazon's signature strategy: Acquire inexpensive, third - party technologies to power its hardware, such as the Kindle e-reader, rather than build them from the ground up.

«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.

Employees at several organizations connected to the Democrats were targeted, including the Clinton Foundation, the Center for American Progress, technology provider NGP VAN, campaign strategy firm 270 Strategies, and partisan news outlet Shareblue Media.

Allie is an industry veteran who has led brand management and marketing strategy for technology - focused organizations for more than fifteen years.

Foulkes will be responsible for HBC's global strategy and operations for all banners, overseeing more than 66,000 associates worldwide across a portfolio of more than 480 stores, related e-commerce platforms, supply chain, logistics and technology.

My weekly technology law column (Toronto Star version, homepage version) focuses on the lack of movement on the digital economy strategy, arguing that it has emerged as the government's «Penske File» - the source of considerable discussion and much «work» but thus far few tangible results (for non-Seinfeld watchers, the Penske file has become synonymous for a non-existent work project).

He is the leader of the firm's Strategy practice for Europe, Africa and the Middle East, as well as the UK Telecommunications, Media and Technology (TMT) practices.

[1:20] How the kindness of a stranger changed Tony's life [3:35] Peter Diamandis talks about the origins of X Prize [6:30] Technology helping the agricultural industry [7:00] Sequencing genomes [8:55] Life - work integration [11:15] Finding your highest calling in life [12:00] Reframing what is «impossible» [14:00] Strategy vs. psychology [15:00] Changing your state [16:00] The science of achievement, the art of fulfillment [19:00] Living in a beautiful state [24:00] Thinking 10x bigger [28:00] Surrounding yourself with a «nothing is impossible» community [29:00] The news pollutes your mind [31:00] Tony's natural gifts and core beliefs [33:30] Overcoming failure and criticism [37:45] Defining your environment [40:00] Life happens for you, not to you [42:00] Rituals and practices to up your game [46:30] Tony's priming process

«This is a different Mark Zuckerberg than the Street was fearing,» said Daniel Ives, chief strategy officer and head of technology research for GBH Insights in New York.

The Bank of Korea's research report «Present Status and Key Issues of Distributed Ledger Technology» will serve as a reference manual for long - term strategy and research on distributed ledger tTechnology» will serve as a reference manual for long - term strategy and research on distributed ledger technologytechnology.

As President and CEO of TD Ameritrade, he is primarily responsible for the oversight of the strategy and operations supporting the company's three client channels: Retail Investing, Trading and Institutional, along with additional responsibilities overseeing technology, operations and corporate functions.

The U.S. National Security Strategy notes that «China is gaining a strategic foothold in Europe» and calls for joint action with European allies to «contest China's unfair trade and economic practices and restrict its acquisition of sensitive technologies.»