A Quote by Tulsi Tanti

I've always focused on technology and growth and don't have the core competency to do liability management - I'm a mechanical engineer. — © Tulsi Tanti
I've always focused on technology and growth and don't have the core competency to do liability management - I'm a mechanical engineer.
I pushed the process forward by saying, 'We should do this, this, and this right now. Please find the budget for me to find a structural engineer, a mechanical engineer, a civil engineer, so we can do the preliminary work.'
I pushed the process forward by saying, 'We should do this, this, and this right now. Please find the budget for me to find a structural engineer, a mechanical engineer, a civil engineer, so we can do the preliminary work.
My dad is an electrical engineer. So he was always very focused on, you know, teaching his daughters about, you know, science, math, technology. None of us actually became engineers for our careers, but I always had that exposure when I was young, and I just loved playing computer games.
We adopted a focused strategy of core businesses in Citicorp that play to our unique historic strengths as a global bank that will provide strong growth and attractive returns over the long-term... And we've identified non-core assets we have shed.
I always believe that people can learn a broader skill set. You need good technology and solving a big problem. I always think that, at it's core, it's solving a problem; you're not building technology for the sake of technology.
When we started Workday, we were originally very focused on the core HR system. Then we added payroll, and then we got into performance management.
We need business leaders who have a respect for technical issues even if they don't have technical backgrounds. In a lot of U.S. industries, including cars and even computers, many managers don't think of technology as a core competency, and this attitude leads them to farm out technical issues.
Our core competency is really in processors.
I am an engineer, not just an architect, so I've always been motivated by technique or technology. As soon as technology moves just a little bit, it changes architecture.
The gains made by better management and technology are still being outpaced by the environmental impacts of population and economic growth. We are on an unsustainable course.
Your core competency and acting skills are important.
Technical understanding should be a core competency of any company.
Recruiting is a core competency for any company. It should never be outsourced.
Divide in yourself the mechanical from the conscious, see how little there is of the conscious, how seldom it works, and how strong is the mechanical - mechanical attitudes, mechanical intentions, mechanical thoughts, mechanical desires.
The monogram of our national initials, which is the symbol for our monetary unit, the dollar, is almost as frequently conjoined to the figures of an engineer's calculations as are the symbols indicating feet, minutes, pounds, or gallons. ... This statement, while true in regard to the work of all engineers, applies particularly to that of the mechanical engineer.
I started in engineering, where I think I could have happily remained and, who knows, made a bundle as a civil engineer or mechanical engineer. But more of my friends happened to be majoring in physics than engineering, so I switched over. No more compelling reason than that.
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