Sentences with phrase «thing we're looking at doing»

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.

«Right before I go home [from work] the last thing I do is look at the stuff I need to do and try to organize it by priority,» he tells CNBC Make It.

«Right before I go home [from work] the last thing I do is look at the stuff I need to do and try to organize it by priority,» he says.

I make sure it is the first thing I do in the morning, before looking at email or checking messages of any kind.

It's easy to laugh at, but I think the first version of so many things looks like a toy and often has something to do with cats.

The last thing you want to do is look at more documents, but now is not the time to take a nap.

«This whole internet thing doesn't appear to be going away anytime soon,» said a Cisco report from 2013 which was looking at growth trends in global traffic.

«The first thing I do is look at my phone,» claims the incredibly nearsighted Mark Zuckerberg, CEO of Facebook, during a 2016 Facebook Live interview with comedian Jerry Seinfeld.

It was a chicken and egg type thing, where we said, «Look at what we did, but we need your money to do more of it.»

We've always looked at professional sports, not because we want to model exactly what other sports do, but even when you're attempting to innovate, sometimes there are things that already exist in the world that work really well and work for a reason, and we shouldn't be afraid to use some of that.

Whereas if we ask ourselves how could we do this in 20 percent of the time, it will make us look at things completely differently which could help us find an alternative or better solution.

I remember one pitch where Katia and I did the whole thing, it was all men around the table, and then we'd leave and look at each other and realized that we honestly could've been saying anything and the only thing they heard come out of our mouths was «lip gloss, lip gloss, lip gloss.»

Once I've done those two things then I'm able to look at the situation.

I look at the things I really like to do and things I don't like to do.

«They are paying early termination fees in order to get customers to switch, and everyone followed, so if you look at the major changes that have occurred in the industry, from payment plans (to) turning off termination fees, no contracts, getting rid of roaming (charges), it's a longer list of things that are precipitated by them doing it first,» he told CNBC by phone.

It's so easy to get bogged down in email and other people's to - do lists that when you look up at the end of the day you realize you didn't make any progress on the things that are most important.

If you really want to succeed — and I mean really succeed — stop focusing so much on what you should be doing and, instead, take a really good look at the things you should quit doing.

She may do 20 different things before she buys, so we look at all of those layers and process the data in real time to determine who best to engage, and at what moment someone might want help.

Obviously the first thing you would do is look at Foo Fighters concerts online and see the crowds... naturally they thought we would bring a rowdy crowd into the Acropolis.

We look at things in 10 - year product life cycles and in order to do that we have to invest in the technology.

Whether it's a new product or something as benign as a store layout, you don't have to look hard to find examples of (largely white) men at tech companies siloing themselves off to develop The Next Big Thing, only to discover a major, avoidable flaw after the fact.

Good people generally need to give themselves excuses if they're going to do bad things and still look at themselves in the mirror in the morning.

So, don't look at this business «virginity» or your naivety as a bad thing and instead, use it to explore, learn and create your own path.

Meanwhile, some myths (I'm looking at you multitasking) are just so attractive (I really do wish I could do three things at once) that they're hard to let go of.

No organization can thrive in the long run unless it can take a hard look at the way its doing things.

If you look at the problem backwards, you'd think about all the things you could do to create less innovation.

As process oriented as the new CEOs are, you get the sense that one of the things they don't love and aren't driving are the products (go look at the Apple Watch announcements and see who demos the product).

But the smart thing that the private firms did was they looked at their existing portfolio companies and tried to figure out how to leverage the internet.

Their work, which they're conducting with cheese maker Jasper Hill Farm, is providing an unprecedented look at the fungi and bacteria that do things like make Camembert gooey and blue cheese blue.

It's easy to look back now and say that we should have done things differently, but it would likely have been a lot harder at that time to get shippers to sign on.

«This is worth it,» I told myself as I looked around at all the things I wouldn't have to do that week — the countertops I didn't have to polish, the floors I wouldn't need to sweep or mop, and the bathrooms that I might never have to clean again in my life.

I guarantee you've been in at least one meeting where someone says, «Look, I don't think this is the right thing to do, but I've been told we're going to do it anyway.

In fitness, what sells is at - home exercise, and they look at the thing and wonder, will I actually do that?

«They do one little thing and everybody says, «Oh, look at what they did.»

«That is good for a press release, but when you look at what those things actually do, they don't perform.»

Part of my night routine is to look at a preview of what the site's going to look like the next day — so the very first thing I do is pull up the site on my phone to make sure they match.

So this would be a good time to look at your Facebook privacy settings to make sure things you share don't inadvertently show up in search.

My writing and personal brand online is how I have been asked to speak at events, asked to hold advisory positions for companies, asked to consult, asked to do all the things I would love to do — and would otherwise have to spend time looking for.

«This is one of those things that's really difficult to test on the ground,» said Musk, looking much more energetic than he did at a National Governor's Association meeting last Saturday.

«The first thing you would want to do is take a look at your offer letter or employment agreement,» advises Reeve.

«Technology professionals look for employers that create value and do good things in the world beyond their doors,» noted Kim Peters, executive vice president at Great Place to Work, in an interview with Fortune.

Chesky, who recently talked to Fortune about his leadership strategy, agrees, saying «It's very important that I spend my time looking over the horizon... A lot of the things I've been doing, maybe Belinda is a lot better at them than I am.»

Let's take a look at a few big brands that are doing some smart and cool things with Foursquare that you can model for your own business today:

People think those things are funny to look at online, but they don't actually buy them.»

«What they're asking employers to do, among other things, is look at your risk factors and see where your problems are,» says Nellie Brown, the director of Workplace Health & Safety Programs at Cornell University's school of Industrial Labor Relations.

Often, we look at jobs as things we just go to, but we don't realize how important our personal health is to our success.

They want to look at things and say «Listen, maybe there's a better way to do it» and really get their hands dirty,» she says.

And there are examples of things, like the Creative Destruction Lab, that are excellent for what they do, and not just excellent in terms of Toronto, or Ontario, but excellent in that you have Berkeley, Harvard and MIT looking at doing something similar, because there is something world class about it.

When you start out your company, don't only look at who your customers are today, but look at who might be the next big thing in one year, or in five, or ten!

Looking into the eyes of others may make you feel as if you are staring at them, but you are not doing any such thing.