Caci International, Inc. · NYSE:CACI

Caci International — Investor Day (2016)

131 slides from Caci International's investor day presentation, 2016

1. Slide 1: Welcome

   Welcome Formal Program to Start at 8:30 am Please explore the additional information in the tabs above INFORMATION DEPLOYED. SOLUTIONS ADVANCED. MISSIONS ACCOMPLISHED.

2. Slide 2: Welcome to CACI's Investor Day 2016

   Welcome to CACI’s Investor Day 2016 David Dragics Senior Vice President Investor Relations INFORMATION DEPLOYED. SOLUTIONS ADVANCED. MISSIONS ACCOMPLISHED.

3. Slide 3: Format Today

   Format Today  Agenda  In-room presentations and webcast • Slides will be available for your reference on our website  Demos in the Clam Bar area • Please take the opportunity to see some of CACI’s unique solutions • For those of you joining on the webcast, write-ups have been provided on each of

4. Slide 4: Forward-looking Statements

   Forward-looking Statements There are statements made herein which do not address historical facts and, therefore, could be interpreted to be forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. Such statements are subject to factors that could c

5. Slide 5: Our Vision for the Future

   Our Vision for the Future Ken Asbury President and Chief Executive Officer INFORMATION DEPLOYED. SOLUTIONS ADVANCED. MISSIONS ACCOMPLISHED.

6. Slide 6: Today's Objectives

   Today’s Objectives…Understanding:  Changes in the Federal Market  Long-Term Strategy  Differentiation  Expectations 6

7. Slide 7: The World Has Changed

   The World Has Changed 2010  Logistics Support Services/CLS  OCONUS Contingency Support  Intelligence Analysis  IT Help Desk Support  Live Training  Admin/Program SETA  System C&A  Studies and Analyses  Data Center Integration  Business Systems 7

8. Slide 8: The World Has Changed

   The World Has Changed 2010  Logistics Support Services/CLS  OCONUS Contingency Support  Intelligence Analysis  IT Help Desk Support  Live Training  Admin/Program SETA  System C&A  Studies and Analyses  Data Center Integration  Business Systems 8

9. Slide 9: The World Has Changed

   The World Has Changed 2010 Present  Logistics Support Services/CLS  Offensive Cyber, Advanced Defense & Network Intelligence  OCONUS Contingency Support  Cloud-Based Enterprise IT  Intelligence Analysis  Everything “As a Service”  IT Help Desk Support (Business, IT, Training, Infrastructure)

10. Slide 10: Federal Market

    Federal Market  Addressable Market – Growth for Next 5 Years  Technical Services Declines – High-End Services and Solutions Increases  High Demand for Adding New Capabilities to Existing Systems  Customer Resources Constrained Against Compelling National Security Needs…Higher Disruptive Solution

11. Slide 11: Our Strategy

    Our Strategy  Win New Business… Retain Business We Value  Drive Operational Excellence  M&A First Priority for Capital Deployment  Market Aligned & Customer Focused  Favor Higher-End Services & Solutions 11

12. Slide 12: Differentiation and Value Creation

    Differentiation and Value Creation  Outstanding Performance  Sustained Customer Intimacy  Ability to Invest and Adapt to Customer Demand and Technological Evolution  Flexible, Scalable Organization and Business Model  Ecosystem of Small and Commercial Partners  Broad Systems Engineering and In

13. Slide 13: CACI Growth...My Vision

    CACI Growth…My Vision  Increasing Solutions Content  Portfolio Shifts to Larger, Enduring Contracts  Organic Revenue Grows 1-4% Better Than Addressable Market Growth  EBITDA Margin – 10-30 Basis Points/Year  Strategic Acquirer  Excellent Performer  Long-Term Predictable, Profitable Growth 13

14. Slide 14: Building on a Strong Financial Foundation

    Building on a Strong Financial Foundation Tom Mutryn Executive Vice President and Chief Financial Officer INFORMATION DEPLOYED. SOLUTIONS ADVANCED. MISSIONS ACCOMPLISHED.

15. Slide 15: FY16 Finishing Strong

    FY16 Finishing Strong  Core CACI performing well • Revenue and Net Income within initial guidance ranges • Strong bookings and awards − Expect FY16 awards of $5B+ after a record $5.8B for FY15 − Funded backlog of $2.7B, up 33%  NSS success • Smooth, timely integration • $400-$450M revenue contribu

16. Slide 16: Increased Revenue and Profit in FY17

    Increased Revenue and Profit in FY17 2017 2016 @ Midpoint Revenue $4.05-$4.25B $3.7-$3.8B  Revenue up 11% Net Income $150-$160M $133-$140M  Net Income up 14% Operating Cash Flow >$240M >$225M  Market environment is still uncertain  Entering FY17 with healthy pipeline, backlog  Successful NSS in

17. Slide 17: Generating Robust, Dependable Operating Cash Flow

    Generating Robust, Dependable Operating Cash Flow Significant non-cash GAAP expenses Predictable cash from operations Operating Cash Flow $6.00 $5.50 250 >$240M $223M >$225M $5.00 $199M 200 $3.98 $4.00 150 $3.00 100 $2.00 $1.00 50 $0.00 0 9 Month 16 GAAP EPS 9 Month 16 Adjusted EPS 2014 2015 2016E 2

18. Slide 18: History of Accretive, Strategic Acquisitions

    History of Accretive, Strategic Acquisitions $4.0 $120 $100 $3.0 $80 Share Price ($) Revenue ($Bs) $2.0 $60 $40 Monitor Techni- Pangia Tomorrow Six3 LTC Rockshore Media graphics Comm $1.0 Paradigm NSS SystemWare ASR PSB APG Stream 20 Chronotech Delta $20 Purple Emergint Secure IDL $0.0 $0 $Ms 2010 2

19. Slide 19: CACI Has Effectively Taken Advantage of Favorable Debt Markets

    CACI Has Effectively Taken Advantage of Favorable Debt Markets Current Balance Sheet Profile • $1.0B Term A Loan • 60% Swapped to fixed • $0.5B Drawn Revolver • Ba2 / BB+ Year End • $0.4B Unused Revolver Capacity Leverage 4.5 4.0 4.0 3.5 3.8 3.4 3.0 2.5 2.0 1.5 1.6 1.7 1.0 1.3 0.9 0.5 1 0.0 FY10 FY1

20. Slide 20: CACI: An Attractive Investment

    CACI: An Attractive Investment  Marked-based strategy drives growth  Solid revenue and earnings  Strong, predictable operating cash flows  Ability to use cash and debt to finance strategic acquisitions Long-Term Vision  1-4% top-line growth greater than underlying market  10-30 bps margin impr

21. Slide 21: Executing Our Vision

    Executing Our Vision John Mengucci Chief Operating Officer and President of U.S. Operations INFORMATION DEPLOYED. SOLUTIONS ADVANCED. MISSIONS ACCOMPLISHED.

22. Slide 22: CACI's Plan

    CACI’s Plan  Market Aligned, Customer Focused  Deep capabilities ahead of market demand  High-value, enduring mission areas  Enhance mix of business  Operational excellence in all we do  Strategic acquirer 22

23. Slide 23: The World Has Changed

    The World Has Changed 2010 Present  Logistics Support Services/CLS  Offensive Cyber, Advanced Defense & Network Intelligence  OCONUS Contingency Support  Cloud-Based Enterprise IT  Intelligence Analysis  Everything “As a Service”  IT Help Desk Support (Business, IT, Training, Infrastructure)

24. Slide 24: Operationalizing Today's Market

    Operationalizing Today’s Market Present New Operating Environment  Offensive Cyber, Advanced Defense  Ability to deliver on time and within & Network Intelligence budget are paramount  Cloud-Based Enterprise IT  Highly valued solutions are essential  Everything “As a Service”  Appropriate cost

25. Slide 25: CACI Growth...Our Vision

    CACI Growth…Our Vision  Organic Revenue Grows 1-4% Better Than Addressable Market Growth  EBITDA Margin – 10-30 Basis Points/Year  Increasing Solutions Content  Portfolio Shifts to Larger, Enduring Contracts  Operational Excellence  Strategic Acquirer  Long-Term Predictable, Profitable Growth

26. Slide 26: How We Execute: Market Aligned Organizations

    CACI Growth…Our Vision – How We Execute  Organic Revenue Grows 1-4% Better Than Addressable Market Growth Market aligned organizations drive FOCUS and AGILITY: • Ability to bring market capabilities and expertise to the entire federal government • Dedicated business development teams • Dedicated de

27. Slide 27: How We Execute: Results

    CACI Growth…Our Vision – How We Execute  Organic Revenue Grows 1-4% Better Than Addressable Market Growth Market aligned organizations drive RESULTS:  Record awards • Over $5B expected in FY16 following a record FY15 with $5.8B of contract awards  Record backlog • $12.9B up almost 90% since fisca

28. Slide 28: How We Execute: EBITDA Margin

    CACI Growth…Our Vision – How We Execute  EBITDA Margin – 10-30 Basis Points/Year • Contract Mix 2010 VISION • Solution Services Professional Services Professional • Services Services Services Solutions • Professional Services Solutions • Contract Type • Fixed Price • Time and Material Time and Cost

29. Slide 29: How We Execute: Operational Excellence

    CACI Growth…Our Vision – How We Execute  Operational Excellence • Meet customer commitments • Quality, customer satisfaction, and character in everything we do • Delivery methodologies and processes in place to ensure timeliness, quality, and cost control • Credentialed and accredited organization

30. Slide 30: How We Execute: Strategic Acquirer

    CACI Growth…Our Vision – How We Execute  Strategic Acquirer • Fill strategic capability gaps • Add past performance qualification • Deepen customer relationships • Complement CACI culture • Compelling business case 30

31. Slide 31: Success of NSS Acquisition

    CACI Growth…Our Vision – How We Execute Success of NSS Acquisition  Higher Solution Content Multiple +$100M  Larger Contracts Opportunities  Culture/Talent  CAMMO Win  Accretion  Large Past Performance References  Synergies  Deep Enterprise IT Capabilities  Competitive Cost Structure 31

32. Slide 32: Predictable, Profitable Growth

    CACI Growth…Our Vision – How We Execute Market Strategies + Enhanced Mix of Business + Operational Excellence + Strategic Acquisitions Predictable, Profitable Growth 32

33. Slide 33: Q&A With Senior Leadership

    Q&A With Senior Leadership 33

34. Slide 34: Break

    BREAK Please explore the additional information in the tabs above INFORMATION DEPLOYED. SOLUTIONS ADVANCED. MISSIONS ACCOMPLISHED.

35. Slide 35: CACI Market Approach

    CACI Market Approach Glenn Kurowski Senior Vice President Strategy and Solutions INFORMATION DEPLOYED. SOLUTIONS ADVANCED. MISSIONS ACCOMPLISHED.

36. Slide 36: CACI – A Market-Aligned Company

    Business Systems CACI – A Market-Aligned Company Command and Control Communications  What is a Market? Cyber Security Enterprise IT  What does it mean to operationalize Health being Market Aligned? Intelligence Services  What are the CACI Markets? Intelligence Systems and Support Investigation an

37. Slide 37: CACI – A Market-Aligned Company

    CACI – A Market-Aligned Company  A “Market” is Defined by the Buyers • A Collection of Buyers with a similar Problem/Need • Must be bounded enough to enable concrete analysis/plans • Enduring and not constrained by a customer boundary • Invariably has Sub-Markets – subsets of similar Buying behavio

38. Slide 38: Disciplined Market Analysis

    Disciplined Market Analysis  Key Tenet: A Market has nothing to do with yourself  Our Approach is based on Market Behavior (past, present and future) • Consider sub-elements • Include all Customers • Write definitions – test them • Provide Examples – adds clarity, speeds consensus  Examine Market

39. Slide 39: Assessing Our Capabilities

    Assessing Our Capabilities  Customer Relationships  Past Performance  Technology/Solution  People  Breadth and Scale Plan Strategically – Gap-Fill  Market Requirements: Mapped vs Time  Gap Analysis: Capability vs Market Requirements vs Time • Gap-Fill Plans  Opportunity Pipeline: Customer Pl

40. Slide 40: Act with Purpose

    Act with Purpose  Organize by Market  Roadmaps per Market • Requirements, Gap-Fill, Opportunity Pipeline  Gap-Fill Plans • Customer Relationships • Past Performance • Solutions / Technology • Personnel  Gap-Fill Tactics • Acquire • Partner • Create / Invest 40

41. Slide 41: Markets We Serve

    Markets We Serve Investigation Business Cyber and Litigation Command Surveillance and Reconnaissance ‘Systems Security Support and Control Communications Logistics Intelligence and Material Intelligence Systems and Readiness Support CACI EVER VIGILANT

42. Slide 42: Intelligence Systems and Support

    Intelligence Systems and Support  Systems that Collect Data • End-to-End RF Systems  Operations Management  Analytical Tools  Tactical Integration  Key Capabilities • Software Defined Solutions that enable Multi-Mission • Adept at Firm Fixed Price Development • Mission Centric – Easy to Use, Hi

43. Slide 43: Business Systems

    Business Systems  Human Capital Management Systems  Financial Management Systems  Acquisition Systems  Supply Chain / Logistics Management Systems  Agency-Specific Systems  Key Capabilities • Domain Knowledge + Technology + Know-How − C-Suite Understanding − Finance, HR, Contracts, … − SAP, Or

44. Slide 44: Enterprise IT

    Enterprise IT  Large / Broad Technology Fueled Market  Our Focus: • Where IT Meets Mission • Progressive Customers  Key Capabilities • Cloud Powered Solutions / Migration • S/W Defined Networking • Automation / ITIL / CMMI 3 Services • Performance Based Service Management − SLA and FUP Based Impl

45. Slide 45: Questions?

    Questions? CACI

46. Slide 46: Business Systems

    Business Systems Val Lyons Executive Vice President, Business Systems

47. Slide 47: Business System Solutions

    Business System Solutions A Large and Enduring Addressable Market  Collection of systems and services that enable an enterprise to achieve its objectives  Pervasive: All agencies require systems to manage their finances, procurements, human capital, and material assets  Federal agencies always in

48. Slide 48: The Opportunity

    The Opportunity The Government Has Enduring Challenges Needing Solutions  Mandates  Commercial best practices Federal programs at “High Risk” for waste, and advancing technologies fraud & abuse  Budget pressures “High-risk areas specific to DoD include its Identifying areas of approach specific t

49. Slide 49: How CACI Goes to Market

    How CACI Goes to Market Strategic Planning Systems Development Financial Management Systems Integration Acquisition Management Department of Defense Process Human Capital Automation/BPR Management Federal Civilian Supply Chain & Asset Intelligence Management Enterprise Resource Planning (ERP) Past P

50. Slide 50: Clients We Serve

    Clients We Serve 28% 42% DoD FedCiv 30% Intel 50

51. Slide 51: Market Segments We Serve

    Market Segments We Serve Market Segments FM ACQ HR SC/AM Size Growth Margins Competition Risk Barrier Urgency 51

52. Slide 52: Financial Management

    Financial Management  United States Secret Service (USSS)  Defense Agencies Initiative (DAI)  Department of Interior (DOI) Business Center  Office of the Under Secretary of Defense Comptroller (OUSD-C) 52

53. Slide 53: United States Secret Service (USSS)

    United States Secret Service (USSS) 53

54. Slide 54: Defense Agencies Initiative (DAI)

    Defense Agencies Initiative (DAI)  Transform the budget, finance, and accounting operations of most (29) DoD defense agencies  Oracle ERP implementation: 1 system instance serving many different agencies  Implements OMB’s shared first mandate inside DoD 54

55. Slide 55: Department of Interior (DOI) Business Center

    Department of Interior (DOI) Business Center  OMB shared services mandate  A federal shared services provider offering business solutions for the Department of the Interior and other federal agencies  CACI implemented Oracle financials ERP for over 20 smaller agencies using one Oracle EBS instanc

56. Slide 56: Office of the Under Secretary of Defense Comptroller (OUSD-C)

    Office of the Under Secretary of Defense Comptroller (OUSD-C)  CACI maintains all authoritative DoD budgeting systems  Roll-up, parse, justify, integrate & report annual budget to President and Congress  Manage funds control of authorized and appropriated budget FY16: $585B 56

57. Slide 57: Acquisition Management

    Acquisition Management  DoD Standard Procurement System (SPS)  Defense Acquisition Management Information Retrieval (DAMIR)  DoD WAWF e-Business gateway 57

58. Slide 58: DoD Standard Procurement System (SPS)

    DoD Standard Procurement System (SPS)  Single system used by entire Department of Defense to buy goods and services  27,000 worldwide users  Used to purchase $190B goods & services, and perform 875,000 contract actions in a fiscal year  15-year-old system, being replaced in separate programs by

59. Slide 59: Defense Acquisition Management Information Retrieval (DAMIR)

    Defense Acquisition Management Information Retrieval (DAMIR)  Dashboard, business intelligence  Takes feeds from dozens of DoD systems  Presents funding profile to DoD oversight board and to Congress of all DoD major weapon system programs  Tracks an $80B annual value portfolio 59

60. Slide 60: DoD WAWF e-Business Information Gateway

    DoD WAWF e-Business Information Gateway Highly Successful, Paperless, eCommerce System for DoD WAWF is the DoD enterprise system for defense contractors to submit invoices electronically for goods and services, and have the government receive, inspect, accept, and approve for payment via automated s

61. Slide 61: Human Capital Management

    Human Capital Management  Integrated Personnel & Pay System-Army (IPPS-A)  Army Force Management System (FMS) 61

62. Slide 62: Integrated Personnel & Pay System-Army (IPPS-A)

    Integrated Personnel & Pay System-Army (IPPS-A)  To be the largest, most complex single integrated personnel/pay system in the world  Will pay 1.1 million soldiers  Will process 10 million personnel transactions per month  Single largest PeopleSoft implementation ever 62

63. Slide 63: IPPS-A: The Client's View

    63 IPPS-A: The Client’s View * US.ARMY IPPS-A ~K US.ARMY Easy to Use Reliable Well Trained Secure Adaptive Auditable IPPS-A CACI EVER VICHTANT

64. Slide 64: Army Force Management System (FMS)

    Army Force Management System (FMS)  Maintains equipment and personnel for every Army organization: Corps, division, battalion, company, squad, etc.  Makes force structure changes: Re-allocates quantities and types of guns, trucks, tanks, helicopters, night vision goggles, artillery, etc.  Integra

65. Slide 65: Supply Chain / Asset Management

    Supply Chain / Asset Management  USDA Web Supply Chain Management (WBSCM)  Defense Health Agency Theater Enterprise Wide Logistics System (TEWLS)  Air Force Next Generation Asset Management System (CE-NexGen) 65

66. Slide 66: USDA Web Supply Chain Management (WBSCM)

    USDA Web Chain Supply Management (WBSCM)  Supports USDA domestic and international food/nutrition programs  Manages orders and shipments of school lunches through 54 states and territories  Serves over 30 million Americans  110 Indian Tribal Organizations (ITOs)  75,000 program participants (sc

67. Slide 67: Defense Health Agency (DHA): TEWLS

    Defense Health Agency (DHA): TEWLS  Medical logistics in the battlefield  Medical material distribution and storage operations  Mobile technology improves forward deployed medical supply chain  SAP ERP 67

68. Slide 68: Air Force CE-NexGen

    Air Force CE-NexGen  Manages inventory, repair, and replacement of real property assets  166 AF bases valued at over $250 billion  $12 billion in annual operations and maintenance  Over 500 million square feet  30,000 users  TRIRIGA ERP 68

69. Slide 69: Integrated and Advisory Services

    Integrated and Advisory Services How We Do What We Do  Strategic Planning  Process Automation/BPR  Software Development  Systems Integration 69

70. Slide 70: Strategic Planning

    Strategic Planning  CACI has supported DoD CIO for 10 years  Planning for effective use of $38B annual DoD IT Budget  $6.9B for defense business systems  Provides CACI insight into spend patterns, priorities, issues 70

71. Slide 71: Using Social Media Tools to Develop and Track Plans

    Using Social Media Tools to Develop and Track Plans 71

72. Slide 72: Process Automation/BPR

    Process Automation/BPR CACI’s SIMPROCESS: sophisticated tool for process optimization 72

73. Slide 73: CACI's SIMPROCESS

    73 CACI’s SIMPROCESS CACI EVER VICHTANT

74. Slide 74: Software Development

    Software Development  Corporate commitment to adoption of industry standards and best practices  CACI Knowledge Exchange portal  CACI Operational Excellence portal  CACI LASER ™ Agile approach 74

75. Slide 75: LASER Agile Implementation for Army

    Software Development LASER™ Agile Implementation for Army  Modernizing large portfolio of systems of Army National Guard and Reserve 75

76. Slide 76: LASER Agile Sustainment results

    LASER ™ Agile Sustainment cost per ticket per month: Decreased by 18% Overall sustainment cost per month: Decreased by 81% FTE’s supporting sustainment per month: Decreased by 79% 76

77. Slide 77: Systems Integration

    Systems Integration Model Driven Design & Implementation (MDDI) 77

78. Slide 78: Model Driven Design & Implementation (MDDI)

    Model Driven Design & Implementation (MDDI)  Establishes high fit between the business and the system  Standards-based, open architecture (plug & play components)  Higher quality, better integrated systems  Lower cost of ownership, full lifecycle Models are the “blueprints” of new systems 78

79. Slide 79: Enabling Capabilities: Why CACI

    Enabling Capabilities Why CACI  ERP competencies  Domain knowledge and expertise  Past performance 79

80. Slide 80: ERP Practices

    ERP Practices ERP/Business FM Acq HR SC/AM Domain  Proven experience in all ERPs Oracle EBS  Strongest in Oracle EBS, SAP, Momentum SAP  New, strategic programs in Oracle PeopleSoft PeopleSoft and TRIRIGA  Proven ability to take away from Momentum incumbents TRIRIGA 80

81. Slide 81: Domain Knowledge & Expertise

    Domain Knowledge & Expertise  Major CACI discriminator: We know the government’s business processes  Technologists + business process experts = competitive advantage  Commercial SIs struggle here Business Domain CACI Expertise Financial Very Strong Example: CACI executive is President Acquisition

82. Slide 82: Past Performance

    Past Performance  Major CACI discriminator: No failed systems programs, great and growing reputation  More than 100 federal agencies use over 130 business systems implemented by CACI — no one else comes close  Formal customer ratings of CACI BSS programs: Very good to excellent 82

83. Slide 83: Where We Go From Here

    Where We Go From Here 83

84. Slide 84: Future of Federal Business Integration

    Future of Challenges of Federal Business Integration  Much more integration to be done  CACI has thought out and modeled the future vision  For every market segment and business domain  Realizing the full promise of ERP-enabled enterprise- wide integration 84

85. Slide 85: Customer testimonials

    85 "This is a great example of the right way to do it” “Has allowed the Government to prosper, and meet demanding customer and stakeholder requirements” “We're going places we've never been” “Lightyears ahead” ”FBMS increases the ability of aircraft availability to support mission requirements and l

86. Slide 86: Questions?

    Questions? 86

87. Slide 87: Enterprise IT

    Enterprise IT Focus on Mission-Based IT Offering High-Value, Differentiated Solutions Erik Nelson Senior Vice President, Enterprise IT

88. Slide 88: What Is Enterprise IT?

    XaaS & Cloud What Is Enterprise IT? Powered Solutions Performance- Based Service Cloud Brokering, Management Migration, and DevOps and Integration Mobility Virtual Data Center Office 365 Automation,  Enterprise Analytics as a Service Defensive Cyber Service ServiceDesk Desk Orchestration, and

89. Slide 89: CACI Value-Add Solutions: Market Trends

    XaaS & Cloud CACI Value-Add Solutions Powered Solutions Performance- Based Service Counter Terrorism Management Data as a Service DevOps and Application MARKET TRENDS Mobility ITSM Dashboard Migration DevOps PaaS Multi-Tenant Service FUP Solutions Desk  Virtualizing everything Test Automatio

90. Slide 90: Approach to EIT Portfolio Expansion

    Approach to EIT Portfolio Expansion PROGRESSIVE CUSTOMER MIGRATE FOCUS  Operational efficiency  Outcome-based, value (via innovations) focus innovation focus  Cost plus fixed fee  Fixed unit price or fixed price with service level  Best value based agreements on cost  True best value COMMODITI

91. Slide 91: Pre-Acquisition Portfolio

    Pre-Acquisition Portfolio PROGRESSIVE CUSTOMER of Key Customers MIGRATE FOCUS 33% of Revenue COMMODITIZED SERVICES VALUE-ADD SOLUTIONS SELECTIVE GROW EMERGING CUSTOMER 91

92. Slide 92: Post-Acquisition Portfolio

    Post-Acquisition Portfolio PROGRESSIVE CUSTOMER of Key Customers MIGRATE FOCUS 47% of Revenue COMMODITIZED SERVICES VALUE-ADD SOLUTIONS SELECTIVE GROW EMERGING CUSTOMER 92

93. Slide 93: Post Acquisition Portfolio 2017–2019

    Post Acquisition Portfolio PROGRESSIVE CUSTOMER of Key Customers 2017 – 2019 MIGRATE FOCUS 47% of Revenue COMMODITIZED SERVICES VALUE-ADD SOLUTIONS SELECTIVE GROW EMERGING CUSTOMER Selective Migrate Grow Focus Pipeline Qualified 93

94. Slide 94: Air Force Central Command Network Operations Center

    Air Force Central Command Network Operations Center  Support 30,000 users and 42 Air Force Bases including CENTCOM warfighters  24-hour staff deployment to stand up new Air Force base infrastructure (i.e., Jordan & Turkey)  Won General John P. Jumper Excellence in Warfighting Integration for enti

95. Slide 95: SOCOM

    SOCOM  Support more than 65,000 users across five continents  Forward deployed with special forces in five hostile areas  Actively supporting multiple special operations missions in global war on terrorism  Moving from “pillar” IT management to enterprise performance-based service management  D

96. Slide 96: Intelligence Community

    Intelligence Community  Architected, designed, and support the multi-agency Commercial Cloud Services Platform as a Service (C2S) leveraging Amazon cloud services  Deploying more than 170 mission applications to the cloud  Provide 24x7x365 global enterprise monitoring and incident management supp

97. Slide 97: Strategic Value of EIT

    Strategic Value of EIT Focus on progressive customers desiring value-added solutions Mission-based IT provides stickiness in customer base Differentiated, forward-looking solutions ensures enduring footprint 97

98. Slide 98: Questions?

    Questions? CACI

99. Slide 99: Break

    BREAK Please explore the additional information in the tabs above INFORMATION DEPLOYED. SOLUTIONS ADVANCED. MISSIONS ACCOMPLISHED.

100. Slide 100: Intelligence Systems and Support

     Intelligence Systems and Support Mike Kushin Executive Vice President, Intelligence Systems and Support

101. Slide 101: Intelligence Systems and Support

     Intelligence Systems and Support  Systems That Collect Data • End-to-End RF Systems  Operations Management  Analytical Tools  Tactical Integration  Key Capabilities • Software-Based Solutions That Enable Multi-Mission • Adept at Firm Fixed Price Development • Mission-Centric – Easy to Use, High

102. Slide 102: CACI in the Intel Solutions Market

     CACI in the Intel Solutions Market  Six3 acquisition was key to expanding in the Intelligence Solutions market. How? CACI is disrupting the market by: • Building capabilities in software instead of custom hardware that large Defense and Aerospace contractors are bound to • Radio Frequency (RF) Cybe

103. Slide 103: Customer Base

     Customer Base  U.S. Department of Defense • Army, Navy, Air Force • Combatant Commands • Specialized Centers  Intelligence Community • All 17 Agencies • Coalition Partners  National Security Agencies • DHS, FBI, State Department  Other Relevant Agencies • FAA 103

104. Slide 104: CACI in the Intel Solutions Market

     CACI in the Intel Solutions Market  Analytic Tools across multiple mission areas including Cyber Security, Counterterrorism, Intelligence, etc. • Use of big data to quickly analyze and make informed decisions  Platforms deployed to obtain intelligence anywhere in the world, under the ocean, and in

105. Slide 105: Two examples of our solutions

     Two examples of our solutions 105

106. Slide 106: Products

     Products Raptor Man-wearable, fully meshed wideband SIGINT ISR and electronic attack platform TAPS Airborne Pod Tailored airborne SIGINT and electronic attack platforms including state-of-the-art lightweight wideband SIGINT pods for UAV applications High-Performance Wide-band Antenna Systems Employi

107. Slide 107: Growth Opportunities

     Growth Opportunities  Continued high margin work for products, solutions, services  Expanding traditional IC and DoD capabilities to civilian organizations responsible for security and physical protection  Adjacent markets represent significant opportunities; in many cases science is the same, ju

108. Slide 108: SkyTracker

     SkyTracker CACI EVER VIGILANT —— the —— = —— ee -_ —

109. Slide 109: Increasing Threat Posed by Unmanned Aircraft Systems (UAS)

     Increasing Threat Posed by Unmanned Aircraft Systems (UAS)  UAS, or drones, have become a part of everyday life, but: • Threats drones pose to public safety and critical infrastructure are diverse, sophisticated, and rising rapidly • Protective technology is increasingly required to ensure safety a

110. Slide 110: Airplanes Most Vulnerable to Drone Collision Near Airports

     Airplanes Most Vulnerable to Drone Collision Near Airports  Ongoing UAS close calls with airplanes near JFK, LaGuardia, Niagara Falls, and Warsaw airports • Experience of Military C-130 airplane landing at Niagara Falls Airport is becoming the typical scenario: • UAS flying less than 5 miles from a

111. Slide 111: Rise of Weaponized UAS

     Rise of Weaponized UAS  Drone with traces of radiation lands on roof of Japanese PM’s office, very close to parliament  Weaponized UAS – Handgun mounted to drone by college student in Connecticut  Drones as airborne Improvised Explosive Devices (IEDs) 111 111

112. Slide 112: The Threat: Close Up

     The Threat: Close Up  Hobbyists will buy over 1,000,000 UAS in the United States this year  Commercially available, ready-to-fly UAS and kits  Radio signals are used to control UAS in real-time 112 112

113. Slide 113: Detect, Identify, Track UAS Using Their Radio Links

     Detect, Identify, Track UAS Using Their Radio Links  Uses UAS radio links to precisely identify and locate misused UAS  Locates ground operator  Triangulation for accurate geolocation and tracking  Electronic perimeter around banned or protected airspace  24/7, automated, all-weather monitoring

114. Slide 114: Testing at Atlantic City Airport

     Testing at Atlantic City Airport  CACI/FAA Cooperative Research and Development Agreement (CRDA) • Activity to safely explore procedures and processes in and around the FAA’s airport environment to identify rogue UAS consisting of the Unmanned Aircraft (UA) and Pilot in Command (PIC)  Pilot Projec

115. Slide 115: Atlantic City Evaluation Results

     Atlantic City Evaluation Results  Results • Multiple target types were tested • CACI detections and geolocations have been outstanding • Only solution provider capable of tracking target AND operator Geolocation of Analog Video Emitter Flight Track of Analog Video Emitter These results are based on

116. Slide 116: Transforming Analytic Development Across the U.S. Government

     Transforming Analytic Development Across the U.S. Government

117. Slide 117: FADE Toolsuite

     FADE Toolsuite  Valuable asset for the mission planning and battlefield forensics needs of the Intelligence Community (IC) and Department of Defense (DoD) • Revolutionizes intel analyst tradecraft • Enables users to quickly find relevant data from hundreds of sources • Conclusive patterns of life a

118. Slide 118: FADE Demonstration

     FADE Demonstration  Shows how FADE provides great value to CACI customers • Enables more complete and accurate answers to difficult intel questions • Greatly reduces intel analyst timeline  2 unclassified example intelligence scenarios • Egypt Air Flight 804 – Several unclassified data sets • Terr

119. Slide 119: FADE Demo Video

     FADE DEMO VIDEO

120. Slide 120: In Summary

     In Summary….  The Intel solutions market is an enduring market that is growing as threats to U.S. interests around the world change…  The market needs innovative and agile partners that can rapidly respond to new requirements and missions… 1. The Six3 acquisition is CACI’s long-term strategy to di

121. Slide 121: Questions?

     Questions? CACI

122. Slide 122: Business Development

     Business Development Mike Gaffney Executive Vice President Business Development INFORMATION DEPLOYED. SOLUTIONS ADVANCED. MISSIONS ACCOMPLISHED.

123. Slide 123: Agenda

     Agenda  U.S. Federal Market Trends  CACI’s New Business Strategy 123

124. Slide 124: Market Trends

     Market Trends Low Price-Technically Acceptable (LPTA) and small business set-aside competitions continue to impact commoditized and non-mission critical market areas, typically procured as input-based (labor hours/material), e.g., staff augmentation Bundling to get efficiencies in scope and scale Lo

125. Slide 125: CACI Strategy

     CACI Strategy Win New Business Acquisitions Win All Recompetes Growth of Existing Business 125

126. Slide 126: Federal Business Development Process and Timeline

     Federal Business Development Process and Timeline Task Order Labor-Based Pursuit 6 – 9 Months $324B 11 $180B $54B $20B $12B Addressable Market Potential Qualification: Qualified RFP In-Process AWARD Protest Market Segments Pipeline Winnable and Pipeline and Pending Worth It 6 – 8 Months 3 Months Pro

127. Slide 127: Recent Wins and Current Pursuits

     Recent Wins and Current Pursuits  Recent Wins • $445M – Air Force Satellite Control Network (CAMMO) – Protested • $164M – Intel Analyst for USG Classified Client • $199M – USDA Web Supply Chain Management • $102M – SEC Litigation Support Services and Electronic Discovery (LSS ED) Recompete  New Pu

128. Slide 128: Business Development – Driving Growth

     Business Development – Driving Growth  Federal market is improving in both overall budget outlook and client buying trends  CACI goes to market with market-aligned, solution-based offerings that provide a differentiated value proposition to clients that aligns with their mission needs  CACI bring

129. Slide 129: Closing Remarks

     Closing Remarks Ken Asbury President and Chief Executive Officer INFORMATION DEPLOYED. SOLUTIONS ADVANCED. MISSIONS ACCOMPLISHED.

130. Slide 130: CACI Growth...My Vision

     CACI Growth…My Vision  Increasing Solutions Content  Portfolio Shifts to Larger, Enduring Contracts  Organic Revenue Grows 1-4% Better Than Addressable Market Growth  EBITDA Margin – 10-30 Basis Points/Year  Strategic Acquirer  Excellent Performer  Long-Term Predictable, Profitable Growth 130

131. Slide 131: Webcast Concluded

     Webcast Concluded Thank You for Your Participation A webcast replay will be available in the Investor Relations section of CACI’s homepage at www.caci.com. If you have any questions or comments, please contact Dave Dragics at ddragics@caci.com or Dan Leckburg at dleckburg@caci.com. INFORMATION DEPLO

CACI International — Investor Day (2016) on 6ix