Sentences with phrase «with international strategy»

The approach set out by the Inquiry is consistent with the international strategy for capacity development and the Harvard project - emphasizing the crucial role of governance and control by the group who is aiming to achieve sustained social and economic development.

Omar Allam is a former diplomat, global entrepreneur, and CEO & Founder of the Allam Advisory Group, a global business, strategy and commercial diplomacy consulting firm that helps clients with international strategy, market entry support, export development and investment attraction worldwide.

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.

Ryan Patel has been vital in providing valuable strategy and leadership in developing domestic and international growth plans with some of the world's most innovative companies including Wet Seal Retail, Inc. (Arden B and Wet Seal), Jamba Juice, BJ's Restaurants, Inc. and Panda Restaurant Group Inc. (Panda Express).

Grow your workforce with key interview strategies from Robert Half International.

«With the growth of the Web, it's becoming critical to have an international trademarking strategy,» says associate Robert O'Connell of law firm Goodwin, Procter & Hoar LLP, in Boston.

«With a strategy focused on higher yielding segments, including international routes and the business class traveller, Air Canada saw a nice uptick in demand,» wrote Walter Spracklin of RBC Capital Markets.

The design movement is so integral to global corporate strategy these days that Fortune is launching, with partners Time and Wallpaper *, our first international conference on the subject this March in Singapore.

«Market volatility should be a reminder for you to review your investments regularly and make sure you consider an investing strategy with exposure to different areas of the markets — U.S. small and large caps, international stocks, investment - grade bonds — to help match the overall risk in your portfolio to your personality and goals,» says Dowd.

Explore strategies and approaches that equip banks in the International Payments market to cope with the digital threat and derive business benefits.

With vast experience and an international investment strategy, our team possesses a combination of local market expertise and the ability to leverage relationships into investment opportunities, resulting in a $ 25.5 billion global portfolio.

She will be responsible for the FCA's strategy for international engagement and will lead relationships with foreign regulators, governments and other stakeholders.

Morgan Creek's global investment strategies incorporate our investor experience, access to our manager network, international presence and history with asset allocation.

Morgan Creek's global investment solutions and strategies incorporate our investor experience, access to what we believe to be a top - tier manager network, international presence and history with asset allocation.

The tie - up with Ford marked Alibaba's first major partnership with an international automotive company since upgrading its operating system strategy in September to focus investment on the IoT and auto sectors.

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.

Prior to this role Stuart was a Portfolio Manager in the Global Active Quantitative Equity Team where his responsibilities included management of the global and international small cap strategies, coordination with the European team across all group strategies as well as research within the team.

She is responsible for the management of various equity index funds, with domestic and international strategies.

It is no longer acceptable to reach international markets with an English - only strategy.»

The deal with Sainsbury's is «consistent with our strategy of looking for new ways to drive international growth,» Judith McKenna, CEO of Walmart's international business, said in a statement.

Prior to his role with Knowledge Infusion, Jason was a research director at Yankee Group, leading the company's human capital management and talent management advisory and consulting services.He also spent six years with Flextronics International, where he worked with large, multi-national clients in developing their outsourced manufacturing and supply chain strategies.

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, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; 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 ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; 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 United States and in various other nations in which we operate; 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 we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

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 business and operations of the Company in the expected time frame; 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; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; 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; tax law changes or interpretations; and other factors.

Nikita graduated Magna Cum Laude from Boston University's Questrom School of Business with a triple concentration in Finance, International Management, and Strategy & Innovation.

Jeremy Bird is a founding partner at 270 Strategies and a longtime grassroots organizer with broad experience across domestic and international politics, labor, and policy.

The development of an international communications strategy (i.e., «a set of procedures for dealing with language and cultural barriers as they arise») could assist Canadian SMEs to establish a presence in markets that do not use English and French but in which the potential for rapid export growth exists.

The strength of our brand, an unparalleled connection with our consumers and the continuation of investments in our fastest growing businesses — footwear, international and direct - to - consumer — give us great confidence in our ability to navigate the current retail environment, execute against our long - term growth strategy and create value to our shareholders.

Mr. Handa has had involvement in several international jurisdictions and his professional experience has included: work on primary and secondary IPO listings on the Toronto and Hong Kong Stock Exchanges; experience in various debt and equity financing transactions including convertible debentures, off - take agreements, metal streaming agreements, and, brokered and non-brokered financings; implementation of ERP systems to manage full - scale mining operations; implementation of domestic and international tax planning strategies; and implementation of corporate governance and internal control policies to comply with various stock exchange jurisdictions.

But in bear markets, my strategy is a combination of selling short former leadership stocks as they break down (click here to see how it's done) and buying ETFs with low to nill correlation to the equities markets (such as commodities, currencies, fixed - income, and international).

With nearly 19 years experience in management consultancy and wealth management, Jeroen came to his current role from BNY Mellon International Wealth Management where his responsibilities embraced business development and strategy.

You will be making connections and collaborating with an international network of entrepreneurs and classmates, learning strategies that will help you take your pitch or deal to the next level.

«With the announcement of the TPP, it has suddenly become more important than ever to have knowledge of global supply chain management, international market entry strategies, and the legal aspects of international trade.

In an International Risk Management Institute story, Mike Poskey, president of ZERORISK HR said all companies, regardless of size, benefit from a sound employee retention strategy that starts with a well - designed assessment / selection process and a solid employee orientation program.

In addition, continued international expansion is part of the growth strategy, with focus on China, Brazil, Peru, Colombia, Russia, Korea, Romania, and the Czech Republic.

As a member of the Global Positioning Strategy (GPS) Project Panel, I had the pleasure of working with a group of «next generation» leaders who are not the «usual suspects» in Canadian foreign policy, but who work in areas that connect deeply with international policy and Canada's place in the world.

In 2017, investors poured more than $ 160 billion into international equity ETFs — almost as much as they did into U.S. equity funds — and emerging market funds were big in - takers, with ETFs like the iShares Core MSCI Emerging Markets ETF (IEMG) and the Vanguard FTSE Emerging Markets ETF (VWO) among the year's most popular strategies.

The inclusion of these ideas in the CIC report underscores a key point about the importance of Asia for Canada — that Asia's rise matters for all of Canada, and that an Asia strategy should be central to Canadian public policy as a whole, rather than a niche activity for a few line departments that deal with «international» issues.

With so many options for an international market entry strategy, it can be difficult for a company to decide which option will be most successful.

The Slade Gorton International Policy Center hosted a roundtable discussion on «U.S. Defense Strategy in the Asia - Pacific» with featured guest Admiral Thomas Fargo on April 7, 2011.

Kirk is an executive with international experience implementing strategies for technology adoption to capitalize on unique business opportunities in Information Technology, Telecom, and Manufacturing industries.

The strategy is to acquire and bundle foundational patents, international patents, in a manner that provides Canadian innovators with market access opportunities.

With value stocks trailing the market badly so far this year and large - cap growth names leading the way, our best performers have been strategies focused on momentum and models with significant holdings in International stoWith value stocks trailing the market badly so far this year and large - cap growth names leading the way, our best performers have been strategies focused on momentum and models with significant holdings in International stowith significant holdings in International stocks.

The Dreman - inspired strategy routinely selects lots of non-U.S. companies via ADR holdings, and so far this year — with International stocks performing well — that has been a positive for this portfolio.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

Soft just war theory is characterized by seven key components: a strongly articulated horror of war; a strong presumption against war; a skepticism about government claims; the use of just war theory as a tool for citizen discernment and prophetic critique; a pattern of trusting the efficacy of international treaties, multilateral strategies and the perspectives of global peace and human rights groups and the international press; a quite stringent application of just war criteria; and a claim of common ground with Christian pacifists.

Disagreements will arise over the seriousness of particular threats, whether «just cause» and «last resort» are present for the use of military force, the utility of nonviolent and persuasive methods, whether a missile defense system (required by the strategy paper) is itself defensible practically and morally, and whether the U.S. should make interventionary decisions unilaterally or with international consent and support.

Valid questions, asked wrongly, can become «theological litmus tests intended to separate and divide,» wrote David Greenlee, an international research and strategy associate with Operation Mobilization.

IRRI works to ensure the long - term preservation of rice biodiversity as a part of the global strategy for the conservation of rice genetic resources in partnership with national programs and regional and international organizations worldwide, including through the International Rinternational organizations worldwide, including through the International RInternational Rice Genebank.

Although other produce growers and distributors may be satisfied with distributing quality produce to the right geographic niche, International Herbs takes this strategy to the next level with innovative packaging techniques, above - par service and stringent quality standards passed down through generations of farming within founder Rick Barr's family.

She works closely with senior leadership teams on determining the strategic implications from consumer and operator research engagements, as well as brand evolution opportunities, growth and expansion strategy, international market expansion, marketing strategy and competitive positioning.