Sentences with phrase «with global customer»

Maintenance Engineer - 3 month Contract 11052 / 534 # 23,000 - # 27,000 (Pro Rata) This household name manufacturer with a global customer base is looking to recruit an electrically biased maintenance engineer on a 3 month contract to complement their already established and highly professional team.

I have worked with Global Customer Service for the past five years.

The mood at the Pixel Qi camp is equally upbeat with their latest venture, something that can be summed up in what the CEO and founder of Pixel Qi, Mary Lou Jepsen had to say of the development: «Working with ZTE, a world - leading telecommunication company with a global customer base, provides us with an extraordinary opportunity to address a world - wide market.»

U.S. suppliers also have a strong desire to create strategic relationships with global customers and are well positioned to grow shipment volumes, both domestically and internationally.

U.S. dairy farmers, suppliers and institutions are intent on building meaningful relationships with global customers based on principles of commitment, integrity, and collaboration.

SUMMARY * Highly motivated professional with 13 years of experience in Product Management, product development, process optimization, Manufacturing and Customer Support * Cross functional leadership in matrix environment working with global customers & partners * Experience in executing & launching customer desired features on time * Successful in implementing continuous improvement strategies for product quality and proces...

«Discussions with our global customers support our view that the power of domestic consumption and the growth of e-commerce will continue to drive demand for well - located distribution space, particularly in the major gateway markets.»

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.

Officials say Goldman traders participated in chat rooms, sometimes using code names, to discreetly share confidential customer information with other global bank traders to affect foreign exchange prices.

Further, the global supply chain complexities and the need for increased interaction with customers are inevitable and unavoidable for most businesses.

Before we get into specific tactics that you can use to increase brand loyalty with your customers, I recommend checking out the Global Loyalty Sentiment Report from Nielsen.

«Walmart Pay makes the app more valuable to the customers and helps us build a deeper relationship with them,» said Neil Ashe, CEO of Walmart Global E-Commerce.

With a library of more than 2.2 million e-books, with five million customers in 100 countries so far, the Toronto - based e-book retailer has shown potential to build itself into Amazon's chief global rival for digital reading, concentrating on markets like Europe where the American company isn't as strWith a library of more than 2.2 million e-books, with five million customers in 100 countries so far, the Toronto - based e-book retailer has shown potential to build itself into Amazon's chief global rival for digital reading, concentrating on markets like Europe where the American company isn't as strwith five million customers in 100 countries so far, the Toronto - based e-book retailer has shown potential to build itself into Amazon's chief global rival for digital reading, concentrating on markets like Europe where the American company isn't as strong.

Maciej Kranz leads Cisco's Strategic Innovations Group in incubating new businesses, accelerating internal innovation and co-innovating with customers, partners and startups through a global network of Cisco Innovation Centers.

«We look forward to welcoming back holiday employees who return year - after - year to Amazon and welcome new faces to the team, many of whom will continue on with regular, full - time roles with the company after the holidays,» Dave Clark, Amazon senior vice president of global customer fulfillment, said in a statement.

And at Ford Motor Company, for example, they've found that learning from and taking advantage of an array of perspectives among their global workforce, creates openings to actually increase their customers» satisfaction — showing how speaking with everyone and being more open and connected is good for the customer, too.

His responsibilities included planning, executing and supervising an effective marketing and sales program along with creating educational concepts designed to expand the European and Asian customer base along with integrating the new Euro currency effectively into the clearing and settlement system at the global exchanges.

Thanks to a the increasing advancements in tech, your global customers have multiple ways to complete transactions with your business.

This satellite has already become a prime satellite for the North American aeronautical market, with GoGo transferring more than 200 aircraft to the satellite within the first month of service launch and Global Eagle Entertainment taking significant incremental capacity to serve its airline customers.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Your marketing chief may be well - versed in dealing with customers, but you also need to hire someone who has experience interacting with investors and the global media, says Elizabeth Saunders, senior managing director of FTI's strategic communications practice in the Chicago office.

By going public, Pandey said, Nutanix stands to gain more global customers that are more willing to do business with companies whose finances are out in the open.

I've already mentioned some of the things that you need to plan for, such as global expansion and what systems you need to integrate with, but you should also think about whether you will be supporting multiple brands and products over time and whether your customer support solution can scale as you grow.

That's just too narrow a perspective and far too limited an approach to succeed in the new world of global competitors — many of whom aren't saddled with your legacy systems or the need to support the old enterprise offerings while the customers want tomorrow's technologies.

«Each week we receive requests from supporters who want to invest in Virtuix, and now with Regulation A, our customers and supporters may have a chance to buy shares in Virtuix alongside Silicon Valley venture capitalists and global institutional investors,» Goetgeluk says.

American Express is a global services company, providing customers with access to products, insights and experiences that enrich lives and build business success.

Actual results, including with respect to our targets and prospects, could differ materially due to a number of factors, including the risk that we may not obtain sufficient orders to achieve our targeted revenues; price competition in key markets; the risk that we or our channel partners are not able to develop and expand customer bases and accurately anticipate demand from end customers, which can result in increased inventory and reduced orders as we experience wide fluctuations in supply and demand; the risk that our commercial Lighting Products results will continue to suffer if new issues arise regarding issues related to product quality for this business; the risk that we may experience production difficulties that preclude us from shipping sufficient quantities to meet customer orders or that result in higher production costs and lower margins; our ability to lower costs; the risk that our results will suffer if we are unable to balance fluctuations in customer demand and capacity, including bringing on additional capacity on a timely basis to meet customer demand; the risk that longer manufacturing lead times may cause customers to fulfill their orders with a competitor's products instead; the risk that the economic and political uncertainty caused by the proposed tariffs by the United States on Chinese goods, and any corresponding Chinese tariffs in response, may negatively impact demand for our products; product mix; risks associated with the ramp - up of production of our new products, and our entry into new business channels different from those in which we have historically operated; the risk that customers do not maintain their favorable perception of our brand and products, resulting in lower demand for our products; the risk that our products fail to perform or fail to meet customer requirements or expectations, resulting in significant additional costs, including costs associated with warranty returns or the potential recall of our products; ongoing uncertainty in global economic conditions, infrastructure development or customer demand that could negatively affect product demand, collectability of receivables and other related matters as consumers and businesses may defer purchases or payments, or default on payments; risks resulting from the concentration of our business among few customers, including the risk that customers may reduce or cancel orders or fail to honor purchase commitments; the risk that we are not able to enter into acceptable contractual arrangements with the significant customers of the acquired Infineon RF Power business or otherwise not fully realize anticipated benefits of the transaction; the risk that retail customers may alter promotional pricing, increase promotion of a competitor's products over our products or reduce their inventory levels, all of which could negatively affect product demand; the risk that our investments may experience periods of significant stock price volatility causing us to recognize fair value losses on our investment; the risk posed by managing an increasingly complex supply chain that has the ability to supply a sufficient quantity of raw materials, subsystems and finished products with the required specifications and quality; the risk we may be required to record a significant charge to earnings if our goodwill or amortizable assets become impaired; risks relating to confidential information theft or misuse, including through cyber-attacks or cyber intrusion; our ability to complete development and commercialization of products under development, such as our pipeline of Wolfspeed products, improved LED chips, LED components, and LED lighting products risks related to our multi-year warranty periods for LED lighting products; risks associated with acquisitions, divestitures, joint ventures or investments generally; the rapid development of new technology and competing products that may impair demand or render our products obsolete; the potential lack of customer acceptance for our products; risks associated with ongoing litigation; and other factors discussed in our filings with the Securities and Exchange Commission (SEC), including our report on Form 10 - K for the fiscal year ended June 25, 2017, and subsequent reports filed with the SEC.

The acquisition of Popeyes will add a successful, highly regarded brand with strong customer loyalty to RBI, one of the largest global quick service restaurant companies with two of the world's most iconic QSR brands — Burger King and Tim Hortons.

The Hootsuite founder has maintained headquarters in Vancouver even though many large corporate customers are based in the U.S. With 10 million users (including many of the world's biggest companies) deploying Hootsuite to manage social media marketing, the company has proven it's possible to grow a global client base from Gastown.

During difficult market conditions, such as the asset - backed commercial paper crisis in the summer of 2007 and the global financial crisis of late 2008, the BAX has consistently provided customers with price transparency, liquidity and central counterparty guaranteed transactions.

He says SolarCity's installation network and Tesla's global stores could provide customers with a one - stop shop for sustainable energy and transportation.

«Verizon's vision is to provide customers with a premium digital experience based on a global multiscreen network platform,» said chairman and CEO Lowell McAdam in a printed statement.

Weber will be based out of EBTH headquarters in Cincinnati, OH, and will oversee all marketing initiatives across the company, including digital strategy, expansion initiatives, advertising, and customer acquisition, with the chief responsibility of driving profitable growth and global brand awareness.

I am looking forward to seeing how this inclusive mindset continues to grow and play out across leadership and business strategy — especially as we look into the new year toward Davos, which will focus on strengthening global cooperation and inclusivity across regions and industries, as well as how organizations communicate differently with customers to empower those around them to be agents of the change, not merely products of it.

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»).

«If you tell your customer you have the most modern mower with the sharpest blade, that's not going to mean anything to them,» says Matt Johnson, a pricing strategy expert with the San Francisco office of Simon - Kucher & Partners, a global consulting firm specializing in strategy, marketing, pricing and sales.

He also informs that developing the MLP is done through structured, hands - on learning focussed on aspects such as reducing customer and market risk while launching the product, cross - border / Global networking and coaching with Silicon Valley mentors and coaches, and systematic learning about entrepreneurship and innovation while the idea is being nurtured and developed.

Global giants will provide small businesses with affordable infrastructure and instant access to millions of customers.

Together with our customers, we are committed to raising awareness about global food security, and celebrating and supporting the human - animal bond.

The fusion of regional preferences and global audience does have some surprising results: not only does Etihad admit guide dogs in the cabin, customers of the airline's Diamond class are permitted to fly with up to two falcons.

Going global with a business that usually relies on in - person fittings meant that scaling up manufacturing would be a key challenge: «If you fail one customer, your reputation is back to where you started,» Ballay says.

Meanwhile Airbnb has managed to expand their user base to become one of the top global players in the hospitality industry, after humble beginnings connecting customers with short - time rentals.

According to Lou Shachter and Rich Cheatham of BTS, a global professional services firm who has worked with companies like AT&T and Chevron, collaboration means «leveraging internal resources on behalf of the customers» as a means of execution and «ensuring successful achievement of each element of the account plan.»

With a global team of experts to support your manufacturing needs, we are committed to customer success and delivering quality, innovation and reliability.

Now, this still - global company with widespread customer acceptance and billions in the bank can recruit a CEO and offer her or him total control.

Lowell McAdam, Verizon chairman and CEO, said: «Verizon's vision is to provide customers with a premium digital experience based on a global multiscreen network platform.

The journey starts for nVent with $ 2.1 billion in sales, 9,000 global employees and various products that help customers maximize efficiency, improve factory utilization, lower installation costs and reduce downtime, Wozniak said.

Large multinational customers prefer a provider that can give them infrastructure at national or global scale, and if you're a company with one or two regional locations, you're mostly stuck competing with public cloud giants like Amazon and Microsoft for the dollars of local small and mid-size businesses.

«With the completion of this spin, nVent has achieved a major milestone in becoming a more focused, global leader in providing electrical connection and protection solutions to customers around the world,» said nVent CEO Beth Wozniak, who ran the electrical division under Pentair.

«Combining our Internet broadcasting expertise with Yahoo!'s position as one of the Web's leading global branded networks will enable us to extend our multimedia business services to an even larger customer and audience base.»