Q4 2026 CACI International Inc Earnings Call

August 6, 2026

Speaker #1: Ladies and gentlemen, thank you for standing by. Welcome to the CACI INTERNATIONAL Q4 and Q2 2026 earnings conference call. Today's call is being recorded.

Operator: Ladies and gentlemen, thank you for standing by. Welcome to the CACI International Fourth Quarter and Fiscal Year 2026 Earnings Conference Call. Today's call is being recorded. At this time, all lines are in a listen-only mode. Later, we will announce the opportunity for questions, and instructions will be given at that time. If you should need any assistance during this call, please press star zero and someone will help you. At this time, I would like to turn the conference call over to George Price, Senior Vice President of Investor Relations for CACI International. Please go ahead, sir.

Speaker #1: lines are in. A listen-only mode. Later, we will announce the opportunity for questions and instructions will be given at that time. If you should need any assistance during this call, please press star 0 and someone will help you.

Operator: If you should need any assistance during this call, please press star zero and someone will help you. At this time, I would like to turn the conference call over to George Price, Senior Vice President of Investor Relations for CACI International. Please go ahead, sir.

Speaker #1: this time, I would like to turn the conference call over to George Price, Senior Vice President of Investor Relations for CACI INTERNATIONAL. Please go ahead, sir.

Speaker #1: At this time, I would like to turn the conference call over to George Price, Senior Vice President of Investor Relations for CACI International. Please go ahead, sir.

George A. Price Jr.: Thanks, Audra. Good morning, everyone. I'm George Price, Senior Vice President of Investor Relations for CACI International. Thank you for joining us this morning. We're providing presentation slides. Let's move to slide two, please. There will be statements in this call that do not address historical fact, and as such, constitute forward-looking statements under current law. These statements reflect our views as of today and are subject to important factors that could cause our actual results to differ materially from anticipated. Those factors are listed at the bottom of last night's press release and are described in the company's SEC filings. Our safe harbor statement is included on this exhibit and should be incorporated as part of any transcript of this call. I would also like to point out that our presentation will include discussion of non-GAAP financial measures.

George Price: Thanks, Audra. Good morning, everyone. I'm George Price, Senior Vice President of Investor Relations for CACI International. Thank you for joining us this morning. We're providing presentation slides. Let's move to slide two, please. There will be statements in this call that do not address historical fact, and as such, constitute forward-looking statements under current law.

Speaker #2: Investor Relations for CACI INTERNATIONAL. Thank you for joining us this I'm George Price, Senior Vice President of morning. We're providing presentation slides. Let's move to slide 2, please.

Speaker #2: constitute forward-looking statements under current law. These statements reflect our views as of today and are subject to important factors that could cause or actual results to differ materially from anticipated.

George Price: These statements reflect our views as of today and are subject to important factors that could cause our actual results to differ materially from anticipated. Those factors are listed at the bottom of last night's press release and are described in the company's SEC filings.

Speaker #2: Those factors are listed at the bottom of last night's press release and are described in the committee's SEC filings. Our safe-harbor statement is included on this exhibit and should be incorporated as part of any transcript of this call.

George Price: Our safe harbor statement is included on this exhibit and should be incorporated as part of any transcript of this call. I would also like to point out that our presentation will include discussion of non-GAAP financial measures.

Speaker #2: I would also like to point out that our presentation will include discussion of non-GAAP financial measures. These should not be considered in isolation or as a substitute for performance measures prepared in accordance with GAAP.

George A. Price Jr.: These should not be considered in isolation or as a substitute for performance measures prepared in accordance with GAAP. Let's turn to slide three, please. To open our discussion this morning, here's John Mengucci, President and Chief Executive Officer of CACI International. John.

George Price: These should not be considered in isolation or as a substitute for performance measures prepared in accordance with GAAP. Let's turn to slide three, please. To open our discussion this morning, here's John Mengucci, President and Chief Executive Officer of CACI International. John.

Speaker #2: Let's turn to slide 3, please. To open our discussion this morning, here's John Mengucci, President and Chief Executive Officer of CACI INTERNATIONAL. John.

Speaker #3: Thanks, George, and good morning, everyone. Thank you for joining us to discuss our fourth quarter and fiscal year 2026 results, as well as our guidance.

John S. Mengucci: Thanks, George. Good morning, everyone. Thank you for joining us to discuss our Q4 and fiscal year 2026 results, as well as our fiscal 2027 guidance. With me this morning is Jeff MacLauchlan, our Chief Financial Officer. Slide four, please. Before getting to our results, I want to start by reminding everyone of the technology-first national security company CACI has become and the key elements of the strategy that produce these results. First, we utilize our deep mission knowledge in the markets we serve to truly understand what our customers need. We focus on enduring national security priorities with narrow, deep funding streams. We deliver software-defined technology to address critical needs with the speed, agility, and efficiency our customers demand. Invest ahead of customer need. We deploy capital in a flexible and opportunistic manner to create value for our customers and our shareholders.

John Mengucci: Thanks, George. Good morning, everyone. Thank you for joining us to discuss our Q4 and fiscal year 2026 results, as well as our fiscal 2027 guidance. With me this morning is Jeff MacLauchlan, our Chief Financial Officer. Slide four, please. Before getting to our results, I want to start by reminding everyone of the technology-first national security company CACI has become and the key elements of the strategy that produce these results.

Speaker #3: With me this morning is Jeff MacLauchlan, our Chief Financial Officer. Slide 4, please. Before getting to our results, I want to start by reminding everyone of the technology-first national security company CACI has become, and the key elements of the strategy that produced these results.

John Mengucci: First, we utilize our deep mission knowledge in the markets we serve to truly understand what our customers need. We focus on enduring national security priorities with narrow, deep funding streams. We deliver software-defined technology to address critical needs with the speed, agility, and efficiency our customers demand. Invest ahead of customer need. We deploy capital in a flexible and opportunistic manner to create value for our customers and our shareholders.

Speaker #3: We focus on enduring national security priorities with narrow, deep funding streams. We deliver software-defined technology to address critical needs with the speed, agility, and efficiency our customers demand.

Speaker #3: deploy capital in a flexible and opportunistic manner to create value for our customers and our shareholders. Our financial results in fiscal 26 are the latest evidence that our strategy is working.

John S. Mengucci: Our financial results in fiscal 2026 are the latest evidence that our strategy is working. Slide five, please. Our strong Q4 performance capped another exceptional year, which we exceeded all of our expectations. For full year fiscal 2026, we delivered revenue growth of 11%, EBITDA margin of 12.3%, and free cash flow of $735 million. We also won more than $10 billion in contract awards, representing a book-to-bill of 1.1 times. These results demonstrate the earnings power, cash generation potential, and durability of the company we have built. Our focus on national security priorities, differentiated capabilities, and long-duration work enables us to grow and execute even in slower award environments. Slide six, please. Let me highlight several fiscal 2026 accomplishments that demonstrate the successful execution of our strategy, many of which are drivers of growth in fiscal 2027.

John Mengucci: Our financial results in fiscal 2026 are the latest evidence that our strategy is working. Slide five, please. Our strong Q4 performance capped another exceptional year, which we exceeded all of our expectations. For full year fiscal 2026, we delivered revenue growth of 11%, EBITDA margin of 12.3%, and free cash flow of $735 million.

Speaker #3: Slide 5, please. Our strong fourth quarter performance capped another exceptional year, in which we exceeded all of our expectations. For full-year fiscal '26, we delivered revenue growth of 11%, EBITDA margin of 12.3%, and free cash flow of $735 million.

Speaker #3: We also won more than $10 billion in contract awards, representing a book-to-bill of $1.1 times. These results First, we utilize power, cash generation potential, and durability of the company we have built.

John Mengucci: We also won more than $10 billion in contract awards, representing a book-to-bill of 1.1 times. These results demonstrate the earnings power, cash generation potential, and durability of the company we have built.

John Mengucci: Our focus on national security priorities, differentiated capabilities, and long-duration work enables us to grow and execute even in slower award environments. Slide six, please. Let me highlight several fiscal 2026 accomplishments that demonstrate the successful execution of our strategy, many of which are drivers of growth in fiscal 2027.

Speaker #3: on national security priorities differentiated capabilities in long-duration work, enables us to grow and execute even in slower war environments. Slide 6, please. Let me highlight several fiscal 26 accomplishments that demonstrate the successful execution of our strategy, many of which are drivers of growth in fiscal 27.

Speaker #3: First, our electronic warfare business is helping customers dominate the Our focus electromagnetic spectrum of critical enabler of modern warfare. Our spectral program achieved milestone C, is moving into low-rated initial production with deployment to begin in the second half of fiscal 27.

John S. Mengucci: First, our electronic warfare business is helping customers dominate the electromagnetic spectrum, a critical enabler of modern warfare. Our Spectral program achieved Milestone C, is moving into low-rate initial production with deployment to begin in H2 of fiscal 2027. This milestone also positions us for additional opportunities across the Department of Defense and International. Our SkyValor counter-UAS system was selected by the Department of Defense to help strengthen homeland defense on the southern border, and just last week, we received a separate $500 million award for the Domestic Shield Program. We invested ahead of need in SkyValor, moving from concept to deployment in 12 months, and we are seeing strong demand and expanding backlog for this and other counter-UAS offerings. We expanded our tactical EW footprint with initial orders from the Air Force, which provides for future Department of Defense growth.

John Mengucci: First, our electronic warfare business is helping customers dominate the electromagnetic spectrum, a critical enabler of modern warfare. Our Spectral program achieved Milestone C, is moving into low-rate initial production with deployment to begin in H2 of fiscal 2027. This milestone also positions us for additional opportunities across the Department of Defense and International.

Speaker #3: This milestone also positions us for additional opportunities across the Department of War and internationally. Our Sky Valor counter-UAS system was selected by the Department of War to help strengthen Homeland Defense, and the Southern Border, in just last week we received a separate $500 million award for the domestic shield program.

John Mengucci: Our SkyValor counter-UAS system was selected by the Department of Defense to help strengthen homeland defense on the southern border, and just last week, we received a separate $500 million award for the Domestic Shield Program.

Speaker #3: We invested ahead of need in Sky Valor, moving from concept to deployment in 12 months. And we are seeing strong demand and expanding backlog for this and other counter-UAS offerings.

John Mengucci: We invested ahead of need in SkyValor, moving from concept to deployment in 12 months, and we are seeing strong demand and expanding backlog for this and other counter-UAS offerings. We expanded our tactical EW footprint with initial orders from the Air Force, which provides for future Department of Defense growth.

Speaker #3: And we expanded with initial orders from the Air Force, which provides for future Department of War growth. These fiscal 26 EW accomplishments are also great examples of the repeatable growth engine we've built.

John S. Mengucci: These fiscal 2026 EW accomplishments are also great examples of the repeatable growth engine we've built. Mission knowledge informs investment produces differentiated technology, and disciplined delivery generates customer value and contributes to increasing financial returns. Next, our space business is benefiting from surging customer demand in this critical and increasingly contested domain. We completed the integration of ARKA, combining its sensing and AI-enabled analytics with CACI's existing technology and customer presence to create a leader in delivering actionable multi-source intelligence. We were recently notified of an award to help the US Space Force defend against adversarial threats, our first award leveraging the combined strengths of CACI and ARKA. We won a significant classified counterspace program that combines adaptable software with our purpose-built mission hardware. Like Spectral was in EW, this is a statement win for CACI in counterspace, winning against traditional large defense primes.

John Mengucci: These fiscal 2026 EW accomplishments are also great examples of the repeatable growth engine we've built. Mission knowledge informs investment produces differentiated technology, and disciplined delivery generates customer value and contributes to increasing financial returns.

Speaker #3: Mission knowledge informs investment, investment produces differentiated technology, and disciplined delivery generates customer value and contributes to increasing financial returns. Next, our space business is benefiting from surging customer demand in this critical and increasingly contested domain.

John Mengucci: Next, our space business is benefiting from surging customer demand in this critical and increasingly contested domain. We completed the integration of ARKA, combining its sensing and AI-enabled analytics with CACI's existing technology and customer presence to create a leader in delivering actionable multi-source intelligence.

Speaker #3: We completed the integration of ARCA, combining its sensing and AI-enabled analytics, with CACI's existing technology and customer presence to create a leader in delivering actionable multi-source intelligence.

Speaker #3: We were recently notified of an award to help the U.S. Space Force defend against adversarial threats our first award leveraging the combined strengths of CACI and ARCA.

John Mengucci: We were recently notified of an award to help the US Space Force defend against adversarial threats, our first award leveraging the combined strengths of CACI and ARKA. We won a significant classified counterspace program that combines adaptable software with our purpose-built mission hardware. Like Spectral was in EW, this is a statement win for CACI in counterspace, winning against traditional large defense primes.

Speaker #3: We want to significant classified counter space program that combines adaptable software with our purpose-built mission hardware. Like Spectral was in EW, this is a statement win for CACI.

Speaker #3: In counter space, winning against traditional, large, defense primes. Together with our Space Force RMT program, this new win positions us as a leader in next-generation counter space technology, which is a significant opportunity for future growth.

John S. Mengucci: Together with our Space Force RMP program, this new win positions us as a leader in next-generation counterspace technology, which is a significant opportunity for future growth. We also advanced to phase III of the Space Force's Enterprise Space Terminal program, reinforcing our leadership in delivering resilient, mission-ready communications across all orbits. EST is the optical communications terminal expected to be proliferated across multiple orbits as part of the Space Force's space data network. We provide a critical technology that supported NASA's historic Artemis II mission, positioning CACI for additional growth opportunities, supporting both manned and unmanned spaceflight. In our digital and network technology business, we are delivering enterprise-scale technology and network deployments to secure the digital backbone for national security.

John Mengucci: Together with our Space Force RMP program, this new win positions us as a leader in next-generation counterspace technology, which is a significant opportunity for future growth. We also advanced to phase III of the Space Force's Enterprise Space Terminal program, reinforcing our leadership in delivering resilient, mission-ready communications across all orbits.

Speaker #3: We also advanced to phase 3 of the Space Force's Enterprise Space Terminal program, reinforcing our leadership in delivering resilient, mission-ready communications across all orbits.

Speaker #3: EST is the optical communications terminal expected to be proliferated across multiple orbits as part of the Space Force's space data network. We provide a critical technology that's supported NASA's historic Artemis II mission, positioning CACI for additional growth opportunities, supporting both manned and unmanned spaceflight.

John Mengucci: EST is the optical communications terminal expected to be proliferated across multiple orbits as part of the Space Force's space data network. We provide a critical technology that supported NASA's historic Artemis II mission, positioning CACI for additional growth opportunities, supporting both manned and unmanned spaceflight. In our digital and network technology business, we are delivering enterprise-scale technology and network deployments to secure the digital backbone for national security.

Speaker #3: In our digital and network technology business, we are delivering enterprise-scale technology and network deployments to secure the digital backbone for national security. We are ramping up the joint transportation management system modernization program for U.S.

John S. Mengucci: We are ramping up the Joint Transportation Management System Modernization program for US TRANSCOM, replacing fragmented logistics and financial systems with an integrated solution in partnership with SAP and AWS. We are partnering with Oracle to deliver an integrated HR shared service solution to the U.S. Office of Personnel Management that will support 2 million users across 96 federal agencies. We are modernizing critical national security networks to improve cyber resiliency, efficiency, and mission performance through our base infrastructure modernization awards with the United States Air Force and ongoing programs for the United States Army and Defense Intelligence Agency. Our mission-aligned operational support business is also central to our technology-first model. More than 1,400 CACI employees are embedded across combatant commands globally, providing intelligence analysis, mission planning, and operation support every day. They are involved in every operational headline you read, as well as the many operations you will never read about.

John Mengucci: We are ramping up the Joint Transportation Management System Modernization program for US TRANSCOM, replacing fragmented logistics and financial systems with an integrated solution in partnership with SAP and AWS. We are partnering with Oracle to deliver an integrated HR shared service solution to the U.S. Office of Personnel Management that will support 2 million users across 96 federal agencies. We are modernizing critical national security networks to improve cyber resiliency, efficiency, and mission performance through our base infrastructure modernization awards with the United States Air Force and ongoing programs for the United States Army and Defense Intelligence Agency. Our mission-aligned operational support business is also central to our technology-first model. More than 1,400 CACI employees are embedded across combatant commands globally, providing intelligence analysis, mission planning, and operation support every day. They are involved in every operational headline you read, as well as the many operations you will never read about.

Speaker #3: Transcom, replacing fragmented logistics and financial systems with an integrated solution in partnership with SAP and AWS. We are partnering with Oracle to deliver an integrated HR shared service solution to the Office of Personnel Management that will support 2 million users across 96 federal agencies.

Speaker #3: We are modernizing critical national security networks to improve cyber resiliency, efficiency, and mission performance, through our base infrastructure modernization awards with the Air Force and ongoing programs for the Army and DIA.

Speaker #3: Our mission-aligned operational support business is also central to our technology-first model. More than 1,400 CACI employees are embedded across combatant commands globally, providing intelligence analysis, mission planning, and operations support every day.

Speaker #3: They are involved in every operational headline you read, as well as the many operations you will never read about. Their proximity to the mission gives us differentiated insight into customer needs, informs where we invest, and helps us deliver relevant technology faster.

John S. Mengucci: Their proximity to the mission gives us differentiated insight into customer needs, informs where we invest, and helps us deliver relevant technology faster. Finally, across our entire business, we continue to advance the use of AI to deliver better outcomes to our customers faster. We are leveraging AI tools across our full software development life cycle to reduce development time, improve quality, increase the amount of capability we deliver, and strengthen program profitability. Importantly, where we deliver savings to our customers, we are consistently seeing them deploy these savings back to CACI to address additional mission priorities. We are also extending ARKA-developed agentic AI solutions to additional national security missions, where the speed of processing and analyzing massive amounts of sensitive data is critical. This approach, using AI to enhance both how we work and the outcomes we deliver to our customers, creates measurable value and competitive differentiation.

John Mengucci: Their proximity to the mission gives us differentiated insight into customer needs, informs where we invest, and helps us deliver relevant technology faster. Finally, across our entire business, we continue to advance the use of AI to deliver better outcomes to our customers faster. We are leveraging AI tools across our full software development life cycle to reduce development time, improve quality, increase the amount of capability we deliver, and strengthen program profitability. Importantly, where we deliver savings to our customers, we are consistently seeing them deploy these savings back to CACI to address additional mission priorities. We are also extending ARKA-developed agentic AI solutions to additional national security missions, where the speed of processing and analyzing massive amounts of sensitive data is critical. This approach, using AI to enhance both how we work and the outcomes we deliver to our customers, creates measurable value and competitive differentiation.

Speaker #3: Finally, across our entire business, we continue to advance the use of AI to deliver better outcomes to our customers faster. We are leveraging AI tools across our full software development lifecycle to reduce development time, improve quality, increase the amount of capability we deliver, and strengthen program profitability.

Speaker #3: And importantly, where we deliver savings to our customers, we are consistently seeing them deploy these savings back to CACI to address additional mission priorities.

Speaker #3: We are also extending ARCA-developed agentic AI solutions to additional national security missions with a speed of processing and analyzing massive amounts of sensitive data is critical.

Speaker #3: This approach using AI to enhance both how we work and the outcomes we deliver to our customers creates measurable value and competitive differentiation. These results prove that AI is a multiplier aligned with our strategy, and is actively scaling our technology portfolio and growing our business.

John S. Mengucci: These results prove that AI is a multiplier aligned with our strategy, and is actively scaling our technology portfolio and growing our business. Slide seven, please. As we scale this technology-first business, we are also strengthening our leadership team in several areas that are central to our next phase of growth. During the past few months, we have added significant executive leadership in key areas of our business. First, Dr. Dave Young, who's joined CACI as our Chief Operating Officer. Dave has recently led a $7 billion national security space business at Lockheed Martin Corporation, and will lead cross-business initiatives to drive engineering excellence, program performance, and growth. Next, Tom Kirkland rejoins CACI to lead our electronic warfare business. Tom most recently served as President of Targeting and Sensor Systems at L3Harris Technologies, and is also a combat veteran of the United States Army.

John Mengucci: These results prove that AI is a multiplier aligned with our strategy, and is actively scaling our technology portfolio and growing our business. Slide seven, please. As we scale this technology-first business, we are also strengthening our leadership team in several areas that are central to our next phase of growth. During the past few months, we have added significant executive leadership in key areas of our business. First, Dr. Dave Young, who's joined CACI as our Chief Operating Officer. Dave has recently led a $7 billion national security space business at Lockheed Martin Corporation, and will lead cross-business initiatives to drive engineering excellence, program performance, and growth. Next, Tom Kirkland rejoins CACI to lead our electronic warfare business. Tom most recently served as President of Targeting and Sensor Systems at L3Harris Technologies, and is also a combat veteran of the United States Army.

Speaker #3: Slide 7, please. As we scale this technology-first business, we are also strengthening our leadership team in several areas, that are central to our next phase of growth.

Speaker #3: During the past few leadership in key areas of our business. First, Dr. Dave Young, who's joined CACI as our Chief Operating Officer. Dave has recently led a $7 billion national security space business at Lockheed Martin, and will lead cross-business initiatives to drive engineering excellence, program performance, and growth.

Speaker #3: Next, Tom Kirkland, rejoined CACI to lead our electronic warfare business. Tom most recently served as President of Targeting and Sensor Systems at L3 ARES, and is also a combat veteran of the United States Army.

Speaker #3: Tom will be responsible for the growth and delivery of technology and support across all EW customers and programs. Next, Chris Bonansky, joined CACI as our EVP of Manufacturing, a critical function as we scale the production and delivery of technology across the company.

John S. Mengucci: Tom will be responsible for the growth and delivery of technology, and support across all EW customers and programs. Next, Chris Vanosky joins CACI as our EVP of manufacturing, a critical function as we scale the production and delivery of technology across the company. Chris brings nearly three decades of experience in manufacturing and supply chain management, most recently as VP of operations for L3Harris Technologies. We also combined our existing space capabilities with those of ARKA under Andreas Nonnenmacher. Andreas is the former CEO of ARKA and a proven leader of technology businesses in the national security space domain. These executives add the operational experience that will enable CACI to convert growing customer demand into even stronger revenue growth, profitability, and free cash flow. Slide eight, please. We continue to see strong customer budgets and demand signals across our markets.

John Mengucci: Tom will be responsible for the growth and delivery of technology, and support across all EW customers and programs. Next, Chris Vanosky joins CACI as our EVP of manufacturing, a critical function as we scale the production and delivery of technology across the company. Chris brings nearly three decades of experience in manufacturing and supply chain management, most recently as VP of operations for L3Harris Technologies. We also combined our existing space capabilities with those of ARKA under Andreas Nonnenmacher. Andreas is the former CEO of ARKA and a proven leader of technology businesses in the national security space domain. These executives add the operational experience that will enable CACI to convert growing customer demand into even stronger revenue growth, profitability, and free cash flow. Slide eight, please. We continue to see strong customer budgets and demand signals across our markets.

Speaker #3: Chris brings nearly three decades of experience in manufacturing and supply chain management, most recently as VP of Operations for L3 ARES. We also combined our existing space capabilities with those of ARCA under Andreas Nonnemacher.

Speaker #3: Andreas is the former CEO of ARCA and a proven leader of technology businesses in the national security space domain. These executives add the operational experience that will enable CACI to convert growing customer demand into even stronger revenue growth, profitability, and free cash flow.

Speaker #3: Slide 8, please. We continue to see strong customer budgets and demand signals across our markets. Our total adjustable market exceeds $300 billion and our portfolio is concentrated on enduring, well-funded national security priorities to give us significant room to grow without depending on top-line budget expansion.

John S. Mengucci: Our total addressable market exceeds $300 billion. Our portfolio is concentrated on enduring, well-funded national security priorities to give us significant room to grow without depending on top-line budget expansion. Customers are also moving to acquire our technology faster through non-traditional procurement methods, including CSOs, OTAs, and FAR Part 12 commercial acquisitions. This shift plays directly to CACI's model of investing ahead of needs and delivering adaptable, mission-focused technology quickly. We anticipated this change and have been executing our commercial delivery strategy for years, demonstrated by the fact that our OTA award value in fiscal 2026 was more than double the values of fiscal 2024 and fiscal 2025 combined. Our differentiated capabilities and strong past performance position us to win new business, expand existing programs, and successfully defend recompetes.

John Mengucci: Our total addressable market exceeds $300 billion. Our portfolio is concentrated on enduring, well-funded national security priorities to give us significant room to grow without depending on top-line budget expansion. Customers are also moving to acquire our technology faster through non-traditional procurement methods, including CSOs, OTAs, and FAR Part 12 commercial acquisitions. This shift plays directly to CACI's model of investing ahead of needs and delivering adaptable, mission-focused technology quickly. We anticipated this change and have been executing our commercial delivery strategy for years, demonstrated by the fact that our OTA award value in fiscal 2026 was more than double the values of fiscal 2024 and fiscal 2025 combined. Our differentiated capabilities and strong past performance position us to win new business, expand existing programs, and successfully defend recompetes.

Speaker #3: Customers are also moving to acquire our technology faster through non-traditional procurement methods, including CSOs, OTAs, and FAR/Part 12 commercial acquisitions. This shift plays directly to CACI's model of investing ahead of need and delivering adaptable, mission-focused technology quickly.

Speaker #3: We anticipated this change and have been executing our commercial delivery strategy for years. Demonstrated by the fact that our OTA award value in fiscal 26 was more than double the values of fiscal 24 and fiscal 25 combined.

Speaker #3: Our differentiated capabilities and strong past performance position us to win new business, expand existing programs, and successfully defend recompetes. Award activity is beginning to improve, which is evident in our pipeline

John S. Mengucci: Award activity is beginning to improve, which is evident in our pipeline metrics. Our consistent growth in funded backlog illustrates the importance of the mission outcomes we are delivering. Slide nine, please. Looking ahead, we are setting up to deliver another outstanding year in fiscal 2027 based on our accomplishments in fiscal 2026. We've developed the technology, won the programs, and strengthened the leadership team needed to scale our business in several key areas. With this in mind, in fiscal 2027, we expect to deliver revenue growth of 12.4% at the midpoint, EBITDA margin in the high 12% range, and free cash flow per share growth of approximately 22%. This outlook also puts us on track to meet or exceed the three-year targets we established at our investor day in November 2024. Jeff will provide more detail on our guidance and our progress against our three-year commitments.

John Mengucci: Award activity is beginning to improve, which is evident in our pipeline metrics. Our consistent growth in funded backlog illustrates the importance of the mission outcomes we are delivering. Slide nine, please. Looking ahead, we are setting up to deliver another outstanding year in fiscal 2027 based on our accomplishments in fiscal 2026. We've developed the technology, won the programs, and strengthened the leadership team needed to scale our business in several key areas. With this in mind, in fiscal 2027, we expect to deliver revenue growth of 12.4% at the midpoint, EBITDA margin in the high 12% range, and free cash flow per share growth of approximately 22%. This outlook also puts us on track to meet or exceed the three-year targets we established at our investor day in November 2024. Jeff will provide more detail on our guidance and our progress against our three-year commitments.

Speaker #1: Metrics and are consistent growth in funded backlog illustrates the importance of the mission outcomes we are delivering Slide nine . Please Looking ahead , we are setting up to deliver another outstanding year in fiscal 27 based on our accomplishments in fiscal 26 .

Speaker #1: We've developed the technology , won the programs , and strengthened the leadership team needed to scale our business in several key areas . With this in mind , in fiscal 27 , we expect to deliver revenue growth of 12.4% at the midpoint , EBITDA margin in the high 12% range and free cash flow per share growth of approximately 22% .

Speaker #1: This outlook also puts us on track to meet or exceed the three year targets we established at our Investor Day in November 2024 .

Speaker #1: Jeff will provide more detail on our guidance and our progress against our three year commitments . With that , I'll turn the call over to Jeff

John S. Mengucci: With that, I'll turn the call over to Jeff.

John Mengucci: With that, I'll turn the call over to Jeff.

Speaker #2: Thank you John . Good morning everyone . Please turn to slide ten . We are extremely pleased with our fourth quarter and fiscal 26 performance , in which we delivered record levels of revenue , EBITDA margin and free cash flow This exceptional performance underscores our portfolio evolution and the financial results of our strategy In the fourth quarter , we delivered the double digit year over year and sequential growth as we committed with revenue of $2.7 billion , representing 17.6% year over year growth , of which 11.6% was organic EBITDA margin in the quarter was 13% .

Jeff MacLauchlan: Thank you, John. Good morning, everyone. Please turn to slide 10. We are extremely pleased with our Q4 and fiscal 2026 performance, in which we delivered record levels of revenue, EBITDA margin, and free cash flow. This exceptional performance underscores our portfolio evolution and the financial results of our strategy. In Q4, we delivered the double-digit year-over-year and sequential growth as we committed, with revenue of $2.7 billion, representing 17.6% year-over-year growth, of which 11.6% was organic. EBITDA margin in the quarter was 13%, 150 basis points higher than last year, driven by strong program performance, a greater mix of higher-margin technology, and the gain on a minor divestiture in our UK business unit, which added approximately 30 basis points.

Speaker #2: 150 basis points higher than last year , driven by strong program performance . A greater mix of higher margin technology and the gain on a minor divestiture .

Speaker #2: In our UK business unit , which added approximately 30 basis points Fourth quarter adjusted diluted earnings per share of $8.91 was 6.1% higher than a year ago , driven by excellent operating performance , more than offsetting a much lower tax provision last year Finally , free cash flow of $233 million for the quarter was driven strong profitability and solid working capital management Slide 11 .

Jeff MacLauchlan: Q4 adjusted diluted earnings per share of $8.91 were 6.1% higher than a year ago, driven by excellent operating performance, more than offsetting a much lower tax provision last year. Free cash flow of $233 million for the quarter was driven by strong profitability and solid working capital management. Slide 11, please. For the year, we generated $9.6 billion of revenue, representing 10.9% growth, of which 7.2% was organic. EBITDA margin of 12.3% for the year, which includes 10 basis points from the UK divestiture gain, represents a 110 basis point increase over the prior year. Notably, CACI is now delivering nearly $1.2 billion of EBITDA annually. Adjusted diluted earnings per share increased 12.7% to $29.83, despite $120 million in additional interest in tax expense, demonstrating our robust operational execution and the continued strength of the business.

Speaker #2: Please For the year , we generated $9.6 billion of revenue , representing 10.9% growth , of which 7.2% was organic EBITDA margin of 12.3% for the year , which includes ten basis points from the UK divestiture gain represents 110 basis point increase over the prior year Notably , CAC is now delivering nearly $1.2 billion of EBITDA annually .

Speaker #2: Adjusted diluted earnings per share increased 12.7% to $29.83 , despite a $120 million in additional interest and tax expense , demonstrating our robust operational execution and the continued strength of the business Fiscal 26 free cash flow of $735 million reflects our strong profitability and working capital management , and represents a 68% increase in free cash flow per share .

Jeff MacLauchlan: Fiscal 2026 free cash flow of $735 million reflects our strong profitability and working capital management and represents a 68% increase in free cash flow per share. We exceeded our initial guidance even after considering additional CapEx investment, ARKA related costs, and the delay in the $40 million tax refund into FY 2027. These results show that our strategy is producing stronger growth, higher margins, and increasing free cash flow per share. Slide 12, please. Turning our attention to the balance sheet and capital structure, we have also made rapid progress reducing leverage following the ARKA acquisition. Pro forma leverage ended the quarter at 3.7 times, representing a half-turn reduction in just one quarter. This is consistent with our track record of successfully de-leveraging after major acquisitions. We now expect to return to leverage in the low 3s by June of 2027, a quarter sooner than we had originally communicated.

Speaker #2: We exceeded our initial guidance even after considering additional CapEx investment , aka related costs and the delay in the $40 million tax fraud tax refund into FY 27 .

Speaker #2: These results show that our strategy is producing stronger growth , higher margins , and increasing free cash flow per share Slide 12 . Please Turning our attention to the balance sheet and capital structure .

Speaker #2: We've also made rapid progress reducing leverage the Arca acquisition . Pro forma leverage ended the quarter at 3.7 times , representing a half turn reduction in just one quarter .

Speaker #2: This is consistent with our track record of successfully deleveraging after major acquisitions . We now expect to return to leverage in the low threes June of 2027 .

Speaker #2: A quarter sooner than we had originally communicated Slide 13 . Please . For fiscal 27 , we anticipate another year of strong financial performance .

Jeff MacLauchlan: Slide 13, please. For Fiscal 2027, we anticipate another year of strong financial performance. We expect revenue between $10.65 and $10.85 billion, representing growth of 11.3% to 13.4%, including approximately $500 million of acquired revenue. We expect EBITDA margins in the high 12% range, an increase of 50 basis points at the midpoint and about 250 basis points over the last 5 years. We expect adjusted net income to be between $735 million and $755 million, which translates into adjusted diluted earnings per share between $32.96 and $33.86. Finally, we expect Fiscal 2027 free cash flow of at least $900 million, representing free cash flow per share growth of approximately 22% and the second straight year where adjusted net income conversion would be at least 100%.

Speaker #2: We expect revenue between 10.65 and $10.85 billion , representing growth of 11.3% to 13.4% , including approximately $500 million of acquired revenue . We expect EBITDA margins in the high 12% range and an increase of 50 basis points at the midpoint , and about 250 basis points over the last five years .

Speaker #2: We expect adjusted net income to be between 700 and $35 million and $755 million , which translates into adjusted diluted earnings per share between 32.96 and 33.86 .

Speaker #2: And finally, we expect fiscal '27 free cash flow of at least $900 million, representing free cash flow per share growth of approximately 22%.

Speaker #2: And the second straight year where adjusted net income conversion would be at least 100% . Fiscal 27 free cash flow includes the delayed $40 million tax refund , as well as $115 million of cash benefit from the section 174 R&D tax credit changes The section 174 benefit is larger than previously discussed , as it has become more advantageous with the AKA acquisition to utilize the accelerated tax deduction .

Jeff MacLauchlan: Fiscal 2027 free cash flow includes the delayed $40 million tax refund, as well as $115 million of cash benefit from the Section 174 R&D tax credit changes. The Section 174 benefit is larger than previously discussed, as it has become more advantageous with the ARKA acquisition to utilize the accelerated tax deduction. We provided a table in the appendix outlining these details. As always, while we are focused on full-year results rather than any particular quarter, we have provided additional details on the slide to assist with modeling, including information regarding timing trends we expect in Fiscal 2027. In addition to our expectation of stronger organic growth in H2 versus H1, we expect Q1 organic growth to be in the low single digits. Slide 14, please.

Speaker #2: We provided a table in the appendix outlining these details . As always , while we are focused on full year results rather than any particular quarter , we provided additional details on the slide to assist with modeling , including information regarding timing trends .

Speaker #2: We expect in fiscal 27 . In addition to our expectation of stronger organic growth in the second half versus the first half . We expect first quarter organic growth to be in the low single digits Slide 14 .

Speaker #2: Please Our fiscal 25 and 26 results and the fiscal 27 outlook put us on track to substantially beat our three year free cash flow target of $1.6 billion by 31% , generating free cash flow of at least $2.1 billion for the three year period This performance is driven by exceeding our three year EBITDA margin target of mid 11% .

Jeff MacLauchlan: Our fiscal 2025 and 2026 results and the fiscal 2027 outlook put us on track to substantially beat our three-year free cash flow target of $1.6 billion by 31%, generating free cash flow of at least $2.1 billion for the three-year period. This performance is driven by exceeding our three-year EBITDA margin target of mid-11%, now expected to be 11.9% to 12%, and meeting or exceeding the high end of our three-year revenue target of high single-digit compound annual growth rate. These three-year performance estimates exclude the benefit from ARKA, which was the basis on which we provided the targets. Accordingly, when including the benefit of ARKA, our three-year results on a reported basis will be even stronger. These financial results are particularly notable given the dynamic environment of the past few years.

Speaker #2: Now expected to be 11.9 to 12% , and meeting or exceeding the high end of our three year revenue target of high single digit compound annual growth rate These three year performance estimates exclude the benefit from Arco , which was the basis on which we provided the targets .

Speaker #2: Accordingly , when including the benefit of our three year results on a reported basis , will be even stronger . These financial results are particularly notable given the dynamic environment of the past few years .

Speaker #2: Our consistently strong performance is a testament to our strategy , differentiation and the evolution of our business , as well as the superior execution of the entire CAC team Slide 15 .

Jeff MacLauchlan: Our consistently strong performance is a testament to our strategy, differentiation, and the evolution of our business, as well as the superior execution of the entire CACI team. Slide 15, please. Turning to our forward indicators, as we enter fiscal 2027, we expect approximately 83% of revenue to come from existing programs, 9% from recompetes, and 8% from new business. Fiscal 2026 awards were $10 billion, representing a healthy mix of new work and strong recompete performance. The weighted average duration of these awards was nearly six years, providing us with strong visibility into the long-term strength and cash generation capacity of our business. I'd also like to expand on John's comments about seeing an increase in customers using non-traditional acquisition methods.

Speaker #2: Please Turning to our forward indicators as we enter fiscal 27 , we expect approximately 83% of revenue to come from existing programs , 9% from repeats and 8% from new business Fiscal 26 awards were $10 billion , representing a healthy mix of new work and strong repeat performance .

Speaker #2: The weighted average duration of these awards was nearly six years , providing us with strong visibility into the long term strength and cash generation capacity of our business I'd also like to expand on John's comments about seeing an increase in customers using non-traditional acquisition methods While these methods continue to be very beneficial to CAC , metrics like Book to bill , contract duration and pipeline may may need to be considered differently as these methods become more prevalent The total backlog of more than $32 billion grew 2% year over year , while funded backlog increased by 29% .

Jeff MacLauchlan: While these methods continue to be very beneficial to CACI, metrics like book-to-bill, contract duration, and pipeline may need to be considered differently as these methods become more prevalent. Total backlog of more than $32 billion grew 2% year over year, while funded backlog increased by 29%. This represents the sixth time in the last seven quarters that we have delivered double-digit year over year growth in funded backlog, underscoring the critical national security priorities we address and the superior execution we deliver. We continue to see a healthy pipeline of new opportunities with nearly $11 billion of bids under evaluation, about 75% of these being for new business. We also expect to submit another $22 billion in bids over the next two quarters, with about 80% of these being for new business.

Speaker #2: This represents the sixth time in the last seven quarters that we have delivered double digit year over year growth in funded backlog , underscoring the critical national security priorities we address and the superior execution we deliver .

Speaker #2: We continue to see a healthy pipeline of new opportunities with nearly $11 billion of bids under evaluation About 75% of these being for new business We also expect to submit another $22 billion in bids over the next two quarters , with about 80% of these being for new business .

Speaker #2: The significant increase in bids under evaluation , while sustaining the level of expected submissions , is another indicator that the acquisition process is returning to a more normalized cadence and demonstrates that CAC is positioned in the right markets focused on enduring priorities with narrow , deep funding streams .

Jeff MacLauchlan: The significant increase in bids under evaluation while sustaining the level of expected submissions is another indicator that the acquisition process is returning to a more normalized cadence and demonstrates that CACI is positioned in the right markets, focused on enduring priorities with narrow, deep funding streams. In summary, fiscal 2026 was an outstanding year. We exceeded our commitments in a challenging environment, demonstrating the strength of our business and the effectiveness of our strategy. Our fiscal 2027 outlook, substantial backlog, and strong market position give us confidence in continued growth, increasing free cash flow per share, and delivering additional shareholder value. With that, I'll turn the call back over to John.

Speaker #2: In summary , fiscal 26 was an outstanding year . We exceeded our commitments challenging environment , demonstrating the strength of our business and the effectiveness of our strategy .

Speaker #2: Our fiscal 27 outlook , substantial backlog , and strong market position . Give us confidence in continued growth , increasing free cash flow per share and delivering additional shareholder value And with that , I'll turn the call back over to John

Speaker #1: Thank you Jeff . Let's go to slide 16 , please . Before we open the call for questions , I want to take you back to November 8th , 2024 .

John S. Mengucci: Thank you, Jeff. Let's go to slide 16, please. Before we open the call for questions, I want to take you back to 08 November 2024, when we held our Investor Day at the New York Stock Exchange and provided our three-year financial targets. It was three days after the presidential election and four days before the incoming administration announced DOGE and an ambitious effort to reduce federal spending, regulations, and bureaucracy. What followed was a period of significant change and uncertainty across the government market. Since then, we've seen multiple lengthy government shutdowns, a multitude of executive orders, and changes to the government acquisition process, an extended slower award environment, and numerous other dynamics. Against that backdrop, we remain focused on delivering the three-year financial targets we presented at Investor Day. We did not build our commitments around the expectation of an easy operating environment.

John Mengucci: Thank you, Jeff. Let's go to slide 16, please. Before we open the call for questions, I want to take you back to 08 November 2024, when we held our Investor Day at the New York Stock Exchange and provided our three-year financial targets. It was three days after the presidential election and four days before the incoming administration announced DOGE and an ambitious effort to reduce federal spending, regulations, and bureaucracy. What followed was a period of significant change and uncertainty across the government market. Since then, we've seen multiple lengthy government shutdowns, a multitude of executive orders, and changes to the government acquisition process, an extended slower award environment, and numerous other dynamics. Against that backdrop, we remain focused on delivering the three-year financial targets we presented at Investor Day. We did not build our commitments around the expectation of an easy operating environment.

Speaker #1: When we held our Investor Day at the New York Stock Exchange and provided our three year financial targets It was three days after the presidential election and four days before the incoming administration announced dosage and an ambitious effort to reduce federal spending regulations and bureaucracy What followed was a period of significant change and uncertainty across the government market Since then , we've seen multiple lengthy government shutdowns a multitude of executive orders and changes to the government acquisition process , and extended slow award environment and numerous other dynamics Against that backdrop , we remain focused on delivering the three year financial targets we presented at Investor Day .

Speaker #1: We did not build our commitments around the expectation of an easy operating environment . We built them based on our long term strategy around serving , enduring national security priorities , delivering differentiated technology .

John S. Mengucci: We built them based on our long-term strategy around serving enduring national security priorities, delivering differentiated technology, executing a disciplined invest-ahead-of-need model, consistently executing, all the while, taking our customer where we knew they needed to go. Now, over two years into our three-year targets, our results speak for themselves. We have delivered on our commitments, our fiscal 2027 guidance puts us on track to outperform the three-year plan we established. This is the key takeaway from today's call. Strategy has always been a place where we come from. Core principles of that strategy are resilient today. We've proven again and again that regardless of the larger macro environment changes we face, our strategy is working, our business is stronger, our resolve unwavering, we are well positioned to continue delivering value for our customers and our shareholders.

John Mengucci: We built them based on our long-term strategy around serving enduring national security priorities, delivering differentiated technology, executing a disciplined invest-ahead-of-need model, consistently executing, all the while, taking our customer where we knew they needed to go. Now, over two years into our three-year targets, our results speak for themselves. We have delivered on our commitments, our fiscal 2027 guidance puts us on track to outperform the three-year plan we established. This is the key takeaway from today's call. Strategy has always been a place where we come from. Core principles of that strategy are resilient today. We've proven again and again that regardless of the larger macro environment changes we face, our strategy is working, our business is stronger, our resolve unwavering, we are well positioned to continue delivering value for our customers and our shareholders.

Speaker #1: Executing a disciplined invest ahead of need model , consistently executing and all the while taking our customer where we need , where we knew they needed to go .

Speaker #1: Now , over two years into our three year targets , our results speak for themselves . We have delivered on our commitments and our fiscal 27 guidance puts us on track to outperform the three year plan we established .

Speaker #1: This is the key takeaway from today's call . Strategy has always been a place where we come from . Core principles of that strategy are resilient .

Speaker #1: Today . We've proven again and again that regardless of the larger macro environment changes we face , our strategy is working . Our business is stronger , our resolve unwavering , and we are well positioned to continue delivering value for our customers and our shareholders As is always the case , our success is driven by our 27,000 employees who were ever vigilant in expanding the limits of national security .

John S. Mengucci: As is always the case, our success is driven by our 27,000 employees who are ever vigilant in expanding the limits of national security. To everyone on our CACI team, I'm extremely proud of what you do every day for our company and our nation. To our shareholders, I thank you for your continued support of CACI. With that, Audra, let's open the call for questions.

John Mengucci: As is always the case, our success is driven by our 27,000 employees who are ever vigilant in expanding the limits of national security. To everyone on our CACI team, I'm extremely proud of what you do every day for our company and our nation. To our shareholders, I thank you for your continued support of CACI. With that, Audra, let's open the call for questions.

Speaker #1: To everyone on our CSI team, I'm extremely proud of what you do every day for our company, our nation, and to our shareholders.

Speaker #1: I thank you for your continued support of CACI. With that, let's open the call for questions.

Speaker #3: Thank you . We will now begin the question and answer session . If you have dialed in and would like to ask a question , please press star one on your telephone keypad to raise your hand and join the queue .

Operator: Thank you. We will now begin the question and answer session. If you have dialed in and would like to ask a question, please press star one on your telephone keypad to raise your hand and join the queue. If you would like to withdraw your question, simply press star one again. We ask that you please limit yourself to one question and one follow-up to allow everyone an opportunity to ask a question. We'll take our first question from Gavin Parsons at UBS.

Speaker #3: If you would like to withdraw your question , simply press star one again . We ask that you please limit yourself to one question and one follow up to allow everyone an opportunity to ask a question We'll take our first question from Gavin Parsons at UBS

Speaker #4: Thank you . Good morning .

Gavin Parsons: Thank you. Good morning.

Speaker #1: Good morning Gavin . Morning

John S. Mengucci: Morning, Gavin.

John Mengucci: Morning, Gavin.

John S. Mengucci: Morning.

John Mengucci: Morning.

Speaker #4: John . I mean , at risk of asking you to sound a bit like a broken record , but if I go back ten years , CAC organic growth is kind of more or less been in line with the industry average .

Gavin Parsons: John, at risk of asking to sound a bit like a broken record, if I go back 10 years, CACI organic growth has more or less been in line with the industry average. In 2024, it really started to pick up steam. You grew even faster in 2025, and in 2026, you grew just that much faster than the industry. Is there anything you can point to in the last few years that's allowed that really to accelerate or diverge?

Speaker #4: But , you know , in 2024 , kind of really started to pick up steam . I mean , you grew even faster in 25 .

Speaker #4: And I mean , in 26 , you grew just that much faster than the industry . I mean , is there anything you can point to in the last few years that's allowed that really to accelerate or diverge ?

Speaker #1: Yeah . Gavin . Look , thanks . Thanks so much for that . For that question . , look , it all starts with a clear strategic plan , right , we put a very , , new road ahead in 2019 .

John S. Mengucci: Yeah. Gavin, look, thanks much for that question. Look, it all starts with a clear strategic plan, right? We put a very new road ahead in 2019. We spent a lot of time talking about the expertise in tech and the interplay between those two. We did a complete business development reset. You all heard me talk about bid less and win more and bid longer and larger programs. We really doubled down on focusing on our customers' needs, really gaining unique mission understandings. We talked about the 1,400 people we have embedded. That didn't happen by accident. That was a well-orchestrated strategy for us to build those teams out. We invested ahead of need, in markets that mattered.

John Mengucci: Yeah. Gavin, look, thanks much for that question. Look, it all starts with a clear strategic plan, right? We put a very new road ahead in 2019. We spent a lot of time talking about the expertise in tech and the interplay between those two. We did a complete business development reset. You all heard me talk about bid less and win more and bid longer and larger programs. We really doubled down on focusing on our customers' needs, really gaining unique mission understandings. We talked about the 1,400 people we have embedded. That didn't happen by accident. That was a well-orchestrated strategy for us to build those teams out. We invested ahead of need, in markets that mattered.

Speaker #1: We spent a lot of time talking about the , expertise in tech , in the interplay between those two . , we , did a complete business development reset .

Speaker #1: You all heard me talk about bid less and win more and bid longer and larger programs . , we really double down on focusing on our customers needs .

Speaker #1: , really gaining unique mission understandings . We talked about the 1400 people we have embedded that didn't happen by accident . That was a well orchestrated strategy for us to build those teams out .

Speaker #1: We invested of need and Mark has that mattered ? , and then most importantly , Gavin , if you look at the 19 through 23 time time frame , we spent a lot of time in treasure , , creating a differentiated software based tech portfolio .

John S. Mengucci: Gavin, if you look at the 2019 through 2023 timeframe, we spent a lot of time and treasure creating a differentiated software-based tech portfolio that was really aimed at the real needs of the DoD and the intelligence community. We were able to take all the knowledge that we learned from our embedded workforce, and all the COCOMS around the world and really build some world-class commercial priced and commercially deliverable products. If you think about it, if I look back, I didn't realize it was a good 10 years. In 2019 through 2023, I think we were a little bit ahead of our time, and we were sort of priming the pump. In 2024, everything really came together. We talked about the programs we put in backlog were six years of duration versus three. We had a strong tech portfolio that was fortunately available.

John Mengucci: Gavin, if you look at the 2019 through 2023 timeframe, we spent a lot of time and treasure creating a differentiated software-based tech portfolio that was really aimed at the real needs of the DoD and the intelligence community. We were able to take all the knowledge that we learned from our embedded workforce, and all the COCOMS around the world and really build some world-class commercial priced and commercially deliverable products. If you think about it, if I look back, I didn't realize it was a good 10 years. In 2019 through 2023, I think we were a little bit ahead of our time, and we were sort of priming the pump. In 2024, everything really came together. We talked about the programs we put in backlog were six years of duration versus three. We had a strong tech portfolio that was fortunately available.

Speaker #1: That was really aimed at the real needs of the DoD and the intelligence community . , you know , we , , we were able to take all the knowledge that we learned from our embedded workforce , , and all the cocoa coms around the world and really build some world class , commercial priced and , and , commercially deliverable products .

Speaker #1: So if you think about it , if I look back , I didn't realize it was , you know , a good ten years .

Speaker #1: , you know , in 19 through 23 , I think we're a little bit ahead of our time . And we were sort of priming the pump , , in 24 , everything really came together .

Speaker #1: You know , we were talking about the programs we put in backlog . Were six years of duration versus three , , we had a strong tech portfolio that was commercially available , available .

Speaker #1: We reshaped our workforce . We , , , we obtain a lot , a lot of talent . , and frankly , 27 is going to be the next year of exceptional growth .

John S. Mengucci: We reshaped our workforce. We obtained a lot of talent. Frankly, 2027 is going to be the next year of exceptional growth. It's all around differentiating. It's all around, unfortunately, continually being compared against companies we have very little in common with. I've always said that when I hear somebody say, Hey, we're going to move to technology from where we are today, I probably say, You just had your best day. Because there's a long number of years and a large moat for you to go build what it means to deliver technology to this new age battles. Again, pace of change in battle needs to equal pace of change in the tech.

John Mengucci: We reshaped our workforce. We obtained a lot of talent. Frankly, 2027 is going to be the next year of exceptional growth. It's all around differentiating. It's all around, unfortunately, continually being compared against companies we have very little in common with. I've always said that when I hear somebody say, Hey, we're going to move to technology from where we are today, I probably say, You just had your best day. Because there's a long number of years and a large moat for you to go build what it means to deliver technology to this new age battles. Again, pace of change in battle needs to equal pace of change in the tech.

Speaker #1: It's all around differentiating . It's all around us , unfortunately , continually being compared against company . We companies , we have very little in common in common with , , I've always said that when I hear somebody say , , hey , we're going to move to .

Speaker #1: Technology from where we are today . I , I probably say you just had your best day because there's a long number of years and a large moat for you to go build what it means to deliver a technology to this , to this , , new age battles again , pace of change in battle needs to equal pace of change in the tech .

Speaker #1: And I think where we've come and where we've been and connecting where customers are buying today , I think it's why you can focus on 2520 , 24 , 25 , 26 , and you're all going to see exactly the same kind of performance in 27 .

John S. Mengucci: I think where we've come and where we've been and connecting where customers are buying today, I think it's why you can focus on 2024, 2025, 2026, and you're all going to see exactly the same kind of performance in 2027.

John Mengucci: I think where we've come and where we've been and connecting where customers are buying today, I think it's why you can focus on 2024, 2025, 2026, and you're all going to see exactly the same kind of performance in 2027.

Speaker #2: I think that's the real takeaway . , you don't just say this and do it . I mean , once you identify this path , it takes a couple years of concerted , focused energy for it to start to bear fruit

Jeff MacLauchlan: I think that's the real takeaway. You don't just say this and do it. Once you identify this path, it takes a couple of years of concerted, focused energy for it to start to bear fruit.

Speaker #4: Thank you. I appreciate it.

Gavin Parsons: Thank you. Appreciate it.

Speaker #1: Thanks , Gavin .

John S. Mengucci: Thanks, Gavin.

John Mengucci: Thanks, Gavin.

Speaker #3: We'll move next to Scott Mikus at Melius Research .

Operator: We'll move next to Scott Mikus at Melius Research.

Speaker #5: Good morning , John and Jeff . Very nice results . , Scott , thanks , John . Since you've been at CAC , you've really transformed the portfolio and made it much more of a defense tech hardware business .

Scott Mikus: Morning, John and Jeff. Very nice results.

John S. Mengucci: Morning, Scott. Thank you.

John Mengucci: Morning, Scott. Thank you.

Scott Mikus: John, since you've been at CACI, you've really transformed the portfolio, made it much more of a defense tech hardware business. You talked about the executives that you recently brought on board, and I noticed a lot of them have backgrounds in hardware and also space. Should we take that as the company's going to increase its acceleration to becoming even more of a software-defined hardware company? Could that possibly lead towards de-emphasizing the expertise side of the business?

Speaker #5: You talked about the executives that you recently brought on board , and I noticed a lot of them have backgrounds in hardware and also space .

Speaker #5: So should we take that as the company is going to increase its acceleration to becoming even more of a software defined hardware company .

Speaker #5: And could that possibly lead towards de-emphasizing the expertise side of the business

Speaker #1: Yeah . Look , , let me let me talk a little bit about the talent that we brought on board . Yeah . I mean , look , Dave , Dave has a lot of space background .

John S. Mengucci: Yeah. Let me talk a little bit about the talent that we brought on board. Dave has a lot of space background. He has a lot of networks background. He's been in both PE-held companies as well as publicly traded companies. Chris, definitely, you've heard me talk about what we've done on the manufacturing side. Chris is going to move us from good to awesome, and just by passing great. Tom's back into CACI running our EW business. There's no doubt that we brought tremendous talent in.

John Mengucci: Yeah. Let me talk a little bit about the talent that we brought on board. Dave has a lot of space background. He has a lot of networks background. He's been in both PE-held companies as well as publicly traded companies. Chris, definitely, you've heard me talk about what we've done on the manufacturing side. Chris is going to move us from good to awesome, and just by passing great. Tom's back into CACI running our EW business. There's no doubt that we brought tremendous talent in.

Speaker #1: He has a lot of , , networks background , , he's been in both , , PE held companies as well as publicly traded companies .

Speaker #1: Chris . Definitely , you know , you've heard me talk about what we've done on the manufacturing side . I mean , Chris is going to move us from good to , you know , awesome .

Speaker #1: And , you know , just by by passing great , you know , Tom's back into , , as CCI running our ee business .

Speaker #1: So there's no doubt that we brought tremendous talent in , , look , we've , we , we all set those terms expertise and technology out there really , as markers to really say , look , we're going to transform this company .

John S. Mengucci: Look, we all set those terms, expertise and technology out there really as markers to really say, Look, we're going to transform this company. For those fortunate investors who up to this point have been by our side, who were buying our stock in 2015, 2016, all the way through 2019 to 2023, when we were average growth, and now where we are now, they've been able to bear the fruits. Where do we go next? We're always going to have expertise in this company. Okay. We like to call it operational support. We like to call it deeply embedded with the mission. Because at the end of the day, folks, you want us to have the knowledge of where the mission is going long ahead of where everybody else does.

John Mengucci: Look, we all set those terms, expertise and technology out there really as markers to really say, Look, we're going to transform this company. For those fortunate investors who up to this point have been by our side, who were buying our stock in 2015, 2016, all the way through 2019 to 2023, when we were average growth, and now where we are now, they've been able to bear the fruits. Where do we go next? We're always going to have expertise in this company. Okay. We like to call it operational support. We like to call it deeply embedded with the mission. Because at the end of the day, folks, you want us to have the knowledge of where the mission is going long ahead of where everybody else does.

Speaker #1: And for those fortunate investors who up to this point have been by our side , who are buying our stock and 20 1516 all the way through 19 to 23 when we were , you know , average growth .

Speaker #1: And now we're where we are now . , they've seen , they've been able to bear the fruits . , so where do we go next ?

Speaker #1: We're always going to have expertise in this company . Okay . We like to call it operational support . We like to call it deeply embedded with the mission because at the end of end of the day , folks , you know , you want us to have the knowledge of where the mission is going long ahead of where everybody else does .

Speaker #1: And that's what it takes. And that's what we get when we've got 1,400 people formally deployed all around the globe. We know the issues that are out there.

John S. Mengucci: That's what it takes, and that's what we get when we have 1,400 people forwardly deployed all around this globe. We know the issues that are out there. We understand uniquely how the mission has changed and how the battlefield tactics have changed. That's why it makes investing in our software-based tech that much more safe. Safe meaning that a lot of our investments and our bets do come in, and we're able to continue to grow. I don't think you'll ever see a day that we don't have expertise within our business. What I think you're seeing is that whether it's digital and network tech or whether it's EW or cyber or space, we're that company that customers are now beginning to really come to to have us build the software-based technology, as well as the support that they need to fight an ever-changing battlefield.

John Mengucci: That's what it takes, and that's what we get when we have 1,400 people forwardly deployed all around this globe. We know the issues that are out there. We understand uniquely how the mission has changed and how the battlefield tactics have changed. That's why it makes investing in our software-based tech that much more safe. Safe meaning that a lot of our investments and our bets do come in, and we're able to continue to grow. I don't think you'll ever see a day that we don't have expertise within our business. What I think you're seeing is that whether it's digital and network tech or whether it's EW or cyber or space, we're that company that customers are now beginning to really come to to have us build the software-based technology, as well as the support that they need to fight an ever-changing battlefield.

Speaker #1: We understand uniquely how the mission has changed and how the battlefield tactics have changed . And that's why it makes investing in our software based tech that much more safe .

Speaker #1: Safe , meaning that a lot of our our investments and our bets do come in and we're able to continue to grow . So I don't think you'll ever see a day that we don't have expertise within our business .

Speaker #1: But I think you're seeing is that whether it's digital and network tech or whether it's E , W , or cyber or space , , where that company that customers are now beginning to really come to , to have us build the software based technology , as long as with as well as the support that they need to , you know , fight an ever changing battle battlefield .

Speaker #1: So thanks for the question .

John S. Mengucci: Thanks for the question.

John Mengucci: Thanks for the question.

Speaker #5: Thank you

Scott Mikus: Thank you.

Speaker #3: We'll move to our next question from Colin Canfield at Cantor Fitzgerald .

Operator: We'll move to our next question from Colin Canfield at Cantor Fitzgerald.

Speaker #6: Hey , thank you for the question . Morning . , total book to bill is not the right metric . , maybe if you could talk about your funded booking expectations , , contemplated in the guide and then , , if you're able to talk about funded bookings to date .

Colin Canfield: Hey, thank you for the question.

John S. Mengucci: Morning, Colin.

John Mengucci: Morning, Colin.

Colin Canfield: Morning. Total book-to-bill is not the right metric. Maybe if you could talk about your funded booking expectations contemplated in the guide, and then if you're able to talk about funded bookings?

John S. Mengucci: Yeah, Colin.

John Mengucci: Yeah, Colin.

Speaker #2: Thank you . Yeah . Call . Thanks for the question , Colin . I think there are a couple , , of related statistics that you have to , you have to think about to get a holistic view of this .

Colin Canfield: to date. Thank you.

Jeff MacLauchlan: Yeah. Thanks for the question, Colin. I think there are a couple of related statistics that you have to think about to get a holistic view of this, of the nature, the core of your question. The first one is the increase in funded backlog. I commented in my prepared remarks about this being the sixth of the last seven quarters that we've had double-digit increases. That, combined with the size of the overall backlog, tells you that customers are laser-focused on what we do and the criticality of the positions, and they're doing what they need to do for us to grow and prosecute that part of the strategy. The second factor that I would point to is the size of the bids under evaluation. That's grown in a quarter from $4 billion to nearly $11 billion.

Speaker #2: , the nature , the core of your question , the first one is the , is the increase in funded backlog . , and I commented in my prepared remarks about this being the sixth of the last seven quarters that we've had double digit increases that combined with the size of the overall backlog , tells you that customers are laser focused on what we do and the criticality of the positions and they're , you know , they're doing what they need to do for us to grow .

Jeff MacLauchlan: That, combined with the size of the overall backlog, tells you that customers are laser-focused on what we do and the criticality of the positions, and they're doing what they need to do for us to grow and prosecute that part of the strategy. The second factor that I would point to is the size of the bids under evaluation. That's grown in a quarter from $4 billion to nearly $11 billion.

Speaker #2: And prosecute that part of the strategy . The second factor that I would point to , , is the size of the bids under evaluation .

Speaker #2: So that's grown in a quarter from $4 billion to nearly $11 billion . Two and a half times or so larger , while at the same time , the $22 billion pipeline of proposals , we expect to submit over the next six months is relatively stable .

Jeff MacLauchlan: Two and a half times or so larger, while at the same time, the $22 billion pipeline of proposals we expect to submit over the next six months is relatively stable. I think you get a sense of two things from those two statistics. One is the customer priority on the positions that we're holding and executing on, and the second is the continued opportunity-rich environment that we see for the things that we do. I think the awards per se in any particular quarter have a lot of kind of administrative month-to-month kind of changes. The durable statistics that I just referenced, I think, are at least as important to thinking about where we stand on that matter.

Speaker #2: So I think you get a sense of two things from those two statistics . One is the customer priority on the positions that we're holding and executing on , and the second is the is the continued , , opportunity rich environment that we see for the things that we do , , and I think the awards per se in any particular quarter , , you know , have a lot of kind of administrative , you know , month to month kind of changes , but the durable , the durable statistics that I just referenced , I think are at least as important , , to thinking about where we stand on that matter .

Jeff MacLauchlan: I think the awards per se in any particular quarter have a lot of kind of administrative month-to-month kind of changes. The durable statistics that I just referenced, I think, are at least as important to thinking about where we stand on that matter.

Speaker #1: Colin . We have one other piece of information as well . You know , during my prepared remarks , I was talking about CSOs and OTAs .

John S. Mengucci: Colin, we have one other piece of information as well. During my prepared remarks, I was talking about CSOs and OTAs. Look, strong OTA content will, beginning now and in the future, that's going to influence award values, like the actual dollars of awards that we book. In the near term, these year-over-year comparisons, they're not going to work forever because the ground under us all is starting to move forward. It's moving at a pretty rapid pace. $500 million of OTA work last year alone, which is more than double what we did the prior two years. That has a near-term impact on all of us watching numbers, but it has an awesome maximum impact on company value as you go forward because those lower dollar OTAs turn into larger dollar production programs much faster. We all have to watch that.

John Mengucci: Colin, we have one other piece of information as well. During my prepared remarks, I was talking about CSOs and OTAs. Look, strong OTA content will, beginning now and in the future, that's going to influence award values, like the actual dollars of awards that we book. In the near term, these year-over-year comparisons, they're not going to work forever because the ground under us all is starting to move forward.

Speaker #1: , look , , strong ode to content will beginning now and in the , in the future . That's going to influence award values like the actual dollars of awards that we book .

Speaker #1: , so in the near term , these year over year comparisons , they're not going to work forever because the ground under us all is , is starting to move forward .

Speaker #1: It's moving in pretty rapid pace . You know , $500 million of OTA work last year alone , which is more than double what we did the prior prior two years .

John Mengucci: It's moving at a pretty rapid pace. $500 million of OTA work last year alone, which is more than double what we did the prior two years. That has a near-term impact on all of us watching numbers, but it has an awesome maximum impact on company value as you go forward because those lower dollar OTAs turn into larger dollar production programs much faster. We all have to watch that.

Speaker #1: You know , that has a near-term impact on all of us watching numbers , but has an awesome maximum impact on company value as you go forward , because those lower dollar OTAs turn into larger dollar production programs , much , much faster .

Speaker #1: So we all have to watch that . We're watching that internally as well . , make certain that , you know , we've got the right book of business to continue to grow the company and frankly , you know , this management team wouldn't put the guidance we have in 27 if we were sitting here nervous .

John S. Mengucci: We're watching that internally as well, to make certain that we've got the right book of business to continue to grow the company. Frankly, this management team wouldn't put the guidance we have in 2027 if we were sitting here nervous nellie-ing dollars of business awarded in 2026. Thanks, Colin.

John Mengucci: We're watching that internally as well, to make certain that we've got the right book of business to continue to grow the company. Frankly, this management team wouldn't put the guidance we have in 2027 if we were sitting here nervous nellie-ing dollars of business awarded in 2026. Thanks, Colin.

Speaker #1: Nelly , you know , dollars of , dollars of business awarded in 26 . Thanks , Colin .

Speaker #6: Got it , got it . And then , , maybe if we can talk about , , remaining gaps in the portfolio and specifically within electromagnetic superiority space in cyber , , you know , how , how does the team think about kind of , , I guess expanding the manufacturing kind of acquiring more manufacturing work over time versus the profitability that you get from kind of , , let's say , approaching or developing , investing in new phenomenology for , for intelligence , like , notably , like it's optical imagery .

Colin Canfield: Got it. Maybe if we can talk about remaining gaps in the CACI portfolio, specifically within electromagnetic superiority space and cyber. How does the team think about, I guess, expanding the manufacturing kind of or acquiring more manufacturing work over time versus the profitability that you get from, let's say, approaching or developing, investing in new phenomenology for intelligence. Notably, it's electro-optical imagery now, RF, which has already been a significant franchise. Assume there's other things that you want to chase over time that are part of the portfolio. Thank you.

Speaker #6: Now RF , which has already been a significant franchise , , but assume there's like other other things that you want to chase over time that are part of the portfolio .

Speaker #6: Thank you .

Speaker #1: Yeah . Colin . Thanks . So let me , let me take a part of that . Let me hand that off to Jeff as well .

John S. Mengucci: Yeah, Colin, thanks. Let me take a part of that, and may hand part of that off to Jeffrey as well. Look, our M&A program has been quite discriminating within the sector, and I would say within the broader industry writ large. We're always looking for gaps, and admittedly, the number of gaps, clearly over the last 15 or so years have gotten smaller. I think our investors have been extremely well rewarded with the organic growth that we've built by building on those acquisitions. We're sort of doing both, right? First of all, we do have an awe-inspiring technology portfolio. We're always looking to see how do we advance it, how do we add capabilities to it, how do we take AI and everything that AI gives us, right?

John Mengucci: Yeah, Colin, thanks. Let me take a part of that, and may hand part of that off to Jeffrey as well. Look, our M&A program has been quite discriminating within the sector, and I would say within the broader industry writ large. We're always looking for gaps, and admittedly, the number of gaps, clearly over the last 15 or so years have gotten smaller.

Speaker #1: Look , our , our M&A program has been quite discriminating within the sector . And I would say within the broader industry writ large .

Speaker #1: , we're always looking for gaps and admittedly , the number of gaps clearly over the last 15 or so years have gotten smaller .

Speaker #1: , our , , and I think our investors have been extremely well rewarded with the organic growth that we've built . I'm building on those acquisitions , , but we're sort of doing both .

John Mengucci: I think our investors have been extremely well rewarded with the organic growth that we've built by building on those acquisitions. We're sort of doing both, right? First of all, we do have an awe-inspiring technology portfolio. We're always looking to see how do we advance it, how do we add capabilities to it, how do we take AI and everything that AI gives us, right?

Speaker #1: Right . First of all , we do have an awe inspiring technology portfolio . We're always looking to see how do we advance it ?

Speaker #1: How do we add capabilities to it ? And then how do we take AI in everything ? The AI gives us , right ?

Speaker #1: And how do we push our software based tech to do more ? , so we can process more information and provide much more battlefield effects .

John S. Mengucci: How do we push our software-based tech to do more so we can process more information and provide much more battlefield effects. Every time we do that, where we don't change the base unit, but we add new software to those units, we increase capabilities out there, and that makes us even more sticky. If we look at the gaps, yeah, we do have gaps, and we have a live M&A pipeline always. I think at the heart of your question is now it's not about trying to fill gaps, it's about enhancing everything that we have. Frankly, Chris Monoski on the manufacturing side, we build software-based tech and unique integrated solutions at 10 to 12 different places around the US. We are deeply studying how do we build production centers of excellence, whether it's defense electronics, space-based solutions, or integrated solutions.

John Mengucci: How do we push our software-based tech to do more so we can process more information and provide much more battlefield effects. Every time we do that, where we don't change the base unit, but we add new software to those units, we increase capabilities out there, and that makes us even more sticky.

Speaker #1: You know, every time we do that, we don't change the base unit, but we add new software to those units.

Speaker #1: , we increase the capabilities out there and that makes us even more sticky . , but if we look at the gaps , yeah , we do have gaps and we're always , we have a lot M&A pipeline always .

John Mengucci: If we look at the gaps, yeah, we do have gaps, and we have a live M&A pipeline always. I think at the heart of your question is now it's not about trying to fill gaps, it's about enhancing everything that we have. Frankly, Chris Monoski on the manufacturing side, we build software-based tech and unique integrated solutions at 10 to 12 different places around the US. We are deeply studying how do we build production centers of excellence, whether it's defense electronics, space-based solutions, or integrated solutions.

Speaker #1: , but I think at the heart of your question is now , it's not about trying to fill gaps . It's about enhancing everything that we have .

Speaker #1: And frankly , Chris Malinowski on the manufacturing side , we build software based tech . And , , unique integrated solutions that are 10 to 12 different places around the US .

Speaker #1: And , you know , we are , we are deeply studying how do we build , , production centers of excellence , whether it's defense electronics , , space based solutions , integrated solutions , where's the best live for that kind of kind of work ?

John S. Mengucci: Where does the best workforce live for that kind of work? How do we bring solutions to our warfighters sooner?

John Mengucci: Where does the best workforce live for that kind of work? How do we bring solutions to our warfighters sooner?

Speaker #1: And then how do we , , bring solutions to our warfighter sooner ?

Speaker #2: Yeah . And Colin , let me remind you that , you know , before we get to acquire , we , , we run through the possibilities around investing and partnering first .

Jeff MacLauchlan: Yeah. Colin, let me remind you that before we get to acquire, we run through the possibilities around investing and partnering first. Obviously, we're serial acquirers and M&A is an important part of our strategy, but that's not always the first place that we look when we identify a gap. Having said that, obviously John's characterization of what we're doing is consistent with what we've said and aligned with the pipeline that we continue to manage and look for. As we grow, the nature of some of the gaps is changing, and it becomes less sometimes about specific little pockets of technology and sort of is morphing into being a little more maybe capability and market access. Nevertheless, still a gap-driven strategy. We're not going to talk about that for obvious reasons with any real specificity.

Speaker #2: So , you know , we , , we don't , we don't have , obviously , we're serial acquirers and M&A is an important part of our strategy .

Speaker #2: But that's not always the first place that we look when we identify a gap . So having said that , , obviously John's characterization of what we're doing is consistent with what we've said .

Speaker #2: And aligned with the pipeline that we continue to manage and look for as we grow . , you know , the nature of some of the gaps is changing .

Speaker #2: And it becomes less sometimes about specific little pockets of technology and sort of is morphing into being a little more maybe capability and , , and market access , but nevertheless still a gap , you know , a gap driven strategy .

Speaker #2: And we're not going to talk about that for obvious reasons with any real specificity . Excuse me , specificity , but we do , , you know , we are , we are always , always on the prowl .

Jeff MacLauchlan: Excuse me, specificity, we are always on the prowl.

Speaker #1: Thanks , Colin

John S. Mengucci: Thanks, Colin.

John Mengucci: Thanks, Colin.

Speaker #3: We'll now take a question from Peter Arment at Baird .

Operator: We'll now take a question from Peter Arment at Baird.

Speaker #7: Hey , good morning . John . Jeff . Nice results .

Peter Arment: Hey, good morning, John, Jeff. Nice results.

Speaker #1: Thanks .

Jeff MacLauchlan: Thanks, Peter.

Jeff MacLauchlan: Morning, John.

Speaker #7: John . Hey , John . , so fixed price , revenue . Surged and I'm sure some of that's tied to Arca , but up to almost 35% of your mix .

Peter Arment: Hey, John. Fixed-price revenue surged, and I'm sure some of that's tied to ARKA Group, but up to almost 35% of your mix. I was wondering if you expect that to continue to climb going forward. As a follow-up, Jeff, could you just talk a little bit about fiscal 2027 cadence, how you're expecting it to. I know you guys have always been a little H2 weighted, just if you could walk us through a little bit of that. Thanks.

Speaker #7: , I was wondering if you expect that to kind of continue to climb going forward . And then as a follow up , Jeff , could you just talk a little bit about fiscal 27 , kind of cadence , how you're expecting EBITDA ?

Speaker #7: I know you guys have always been kind of a little second half weighted . Just if you could walk us through a little bit of that .

Speaker #7: Thanks .

Speaker #1: Yeah . Thanks , Peter . So , , fixed price , right . Hey , more sooner is better . Look , we've , , we're really comfortable with fixed price work , and we regularly have wait for it , , with our customers across the portfolio .

John S. Mengucci: Yeah. Thanks, Peter. Fixed price, right? Hey, more sooner is better. Look, we're really comfortable with fixed-price work, and we regularly advocate for it with our customers across the portfolio. It aligns really well with our invest-ahead customer need, right? It aligns with our agile software development work, where frankly, customers procure software now in a fixed unit price manner based on the size of development and that deployment effort. On the other side, we're really mindful of terms, and when fixed price is used. If there's a lot of scope that has to be defined or it's uncertain, there's probably areas where cost plus is more appropriate. Clearly now we're a larger space business. If we need to bend the laws of physics, that probably isn't good work for the customer or us to want to do fixed price.

John Mengucci: Yeah. Thanks, Peter. Fixed price, right? Hey, more sooner is better. Look, we're really comfortable with fixed-price work, and we regularly advocate for it with our customers across the portfolio. It aligns really well with our invest-ahead customer need, right? It aligns with our agile software development work, where frankly, customers procure software now in a fixed unit price manner based on the size of development and that deployment effort. On the other side, we're really mindful of terms, and when fixed price is used. If there's a lot of scope that has to be defined or it's uncertain, there's probably areas where cost plus is more appropriate. Clearly now we're a larger space business. If we need to bend the laws of physics, that probably isn't good work for the customer or us to want to do fixed price.

Speaker #1: , you know , it aligns really well with our invest ahead of customer need , right ? It aligns with our agile software development work .

Speaker #1: , where frankly , customers procure software . Now in a , in a , in a fixed unit price manner based on the size of development .

Speaker #1: And that deployment effort . So , , on the other side , we're really mindful of terms , , and when fixed price is used , , you know , and there's , if there's a lot of , a lot of scope that has to be defined or it's uncertain , there's probably areas where cost plus is more appropriate .

Speaker #1: I mean , clearly now we're a larger space business if we need to bend the laws of physics , that probably isn't good work for the customer or us to want to do .

Speaker #1: , fixed price . But look , we built out a far part 12 commercial part of our business . , we're already developing and selling commercially , which is code for , you know , firm fixed price , , you can see the results and how quickly that moves , , EBITDA margins year over year growth .

John S. Mengucci: Look, we built out a FAR Part 12 commercial part of our business. We're already developing and selling commercially, which is code for firm fixed price. You can see the results and how quickly that moves EBITDA margins year-over-year growth. I think we're at, if you look at the high twelves now versus where we were just last year, which was another remarkable move in margin. I honestly believe that firm fixed price works fantastically for a customer, and it works just as equally fantastic for us. If you're looking at OTAs, that's what's going to continue to drive that work. I don't think Q4 is an anomaly. I think we're just hitting our stride.

John Mengucci: Look, we built out a FAR Part 12 commercial part of our business. We're already developing and selling commercially, which is code for firm fixed price. You can see the results and how quickly that moves EBITDA margins year-over-year growth. I think we're at, if you look at the high twelves now versus where we were just last year, which was another remarkable move in margin. I honestly believe that firm fixed price works fantastically for a customer, and it works just as equally fantastic for us. If you're looking at OTAs, that's what's going to continue to drive that work. I don't think Q4 is an anomaly. I think we're just hitting our stride.

Speaker #1: I think we're at , you know , if you look at the high 12 now versus where we were just last year , which was another remarkable move , and margin , , you know , I honestly believe that firm fixed price works fantastically for our customer .

Speaker #1: And it works just as equally and fantastic for us . So if you look at OTA's , , that's just going to continue to drive that work .

Speaker #1: So I don't think quarter four is an anomaly . I think we're just hitting our stride . I think back to , , Gavin's comment earlier , we're hitting our stride .

John S. Mengucci: I think back to Gavin's comment earlier, we're hitting our stride, maybe the firm fixed price in the 2027, 2028, 2029 window is going to be driving either even greater margins, better revenue growth, which to me is all about free cash flow growth. Jeff.

John Mengucci: I think back to Gavin's comment earlier, we're hitting our stride, maybe the firm fixed price in the 2027, 2028, 2029 window is going to be driving either even greater margins, better revenue growth, which to me is all about free cash flow growth. Jeff.

Speaker #1: And it may be that firm fixed price in the 27 , 28 , 29 window is going to be driving either even greater margins , better revenue growth , which to me is all about , , free , free cash flow growth .

Speaker #1: Jeff .

Speaker #2: Yeah . Related to the , to the first half , second half part of your question , Peter . , you obviously the answer to your question is in your question .

Jeff MacLauchlan: Yeah. Related to the H1, H2 part of your question, Peter, the answer to your question is in your question. We obviously have a pretty clear established cadence of having a heavier back half, depending on whether you look at revenue or cash flow or margin progression. The patterns are slightly different, the ranges are slightly different. The pattern is the same. You ought to think about a 45/55 H1, H2 revenue distribution. In terms of cash flow, that's one-third in the H1, two-thirds in the H2, which again is, if you look at the last several years, you'll see ample evidence of that pattern. Probably the more pronounced progression, though, among those key metrics that we talk to you about regularly, is margin. The margin variability is an artifact of the portfolio.

Speaker #2: , we obviously have a pretty clear established cadence of having a heavier back half depending on whether you look at revenue or cash flow or margin progression .

Speaker #2: The patterns are slightly different . The ranges are slightly different . , but the pattern is the same and you know , you ought to think about kind of a 45 , 55 first half , second half revenue distribution .

Speaker #2: , in terms of cash flow , that's kind of one third in the first half , , two thirds in the back half , which again is if you look at the last several years , you , , you'll see ample evidence of that pattern .

Speaker #2: And probably the more pronounced progression , though among those key metrics that we talked to you about regularly is margin and the margin variability , , is , is an artifact of the portfolio .

Speaker #2: It's an artifact in the sense that it's , , that it represents a mix of different programs and contracts and customers and different buying patterns .

Jeff MacLauchlan: It's an artifact in the sense that it represents a mix of different programs and contracts and customers and different buying patterns. You'll see, over time, it's not unusual for us to have 150, 200 bips of margin variability in the course of the year. This year's not going to be any different, we expect, from the most recent couple of years. We said mid-elevens on our way to high twelves. I think if you look at some of the recent patterns, you'll see those interior quarters shape up separately. I don't know if that answers all of your question, but clearly the H1, H2 pattern you note is an artifact of the portfolio and where we are.

Speaker #2: , and you'll see , , over time , it's not unusual for us to have , you know , 150 , 200 Bips of margin variability in the course of the year .

Speaker #2: , and this year's not going to be any different . , we expect from , from the most recent couple of years . So we said mid 11 , , on our way to high 12 .

Speaker #2: , and I think if you look at some , some of the recent patterns , you'll see those interior quarters kind of shape up separately , but I don't know if that answers all of your question , but , , you clearly , the , clearly the first half , second half pattern , you note is , , is an artifact of the portfolio and where we are .

Speaker #7: I appreciate the color that answers it . Thanks , Jeff .

Peter Arment: No, I appreciate the color. That answers it. Thanks, Jeff.

Speaker #1: Thanks , chair .

John S. Mengucci: Thanks, Peter.

John Mengucci: Thanks, Peter.

Speaker #2: You bet

Jeff MacLauchlan: You bet.

Speaker #3: We'll move next to katakana at t d Cowan .

Operator: We'll move next to Gautam Khanna at TD Cowen.

Speaker #8: Hey , thanks . Good morning .

Gautam Khanna: Hey, thanks. Good morning.

Speaker #2: Good morning .

John S. Mengucci: Morning.

John Mengucci: Morning.

Speaker #8: I was wondering if you could talk about your expectations for contract awards , given you had a big uptick in bids awaiting decision and kept the , , to be submitted flat , which is pretty impressive .

Gautam Khanna: I was wondering if you could talk about your expectations for contract awards, given you had a big uptick in bids awaiting decision and kept the to-be-submitted flat, which is pretty impressive. I'm just curious, what are your expectations into the September quarter and if we have an extended CR in the December quarter, just based on your idiosyncratic submissions and pipeline?

Speaker #8: So I'm just curious , what are your expectations into the September quarter ? And if we have , you know , an extended CR in the December quarter , just based on your idiosyncratic submissions and pipeline

Speaker #1: Well , yeah , that's a that's a that's a lovely question . Look , let me let's start off with , , with where the budget is .

John S. Mengucci: Well, yeah, that's a lovely question. Let's start off with where the budget is, right? Whether we're in a CR or not. I think the most helpful way to answer that is as follows. We've extended the duration of contracts we've put in our backlog from 3 to 6 years over the last 8 to 10 years. We clearly in the earlier question talked through the fact that we're very comfortable with the guidance that we put out there based on the current awards environment. Jeff shared some metrics of things improving. We've talked about the impact of OTAs, which is a positive impact for us, should be seen as a negative one.

John Mengucci: Well, yeah, that's a lovely question. Let's start off with where the budget is, right? Whether we're in a CR or not. I think the most helpful way to answer that is as follows. We've extended the duration of contracts we've put in our backlog from 3 to 6 years over the last 8 to 10 years. We clearly in the earlier question talked through the fact that we're very comfortable with the guidance that we put out there based on the current awards environment. Jeff shared some metrics of things improving. We've talked about the impact of OTAs, which is a positive impact for us, should be seen as a negative one.

Speaker #1: Right . And , , whether we're in a CR or not , , I think the most helpful way to answer that is as follows .

Speaker #1: , we've extended the duration of contracts we put in our backlog from 3 to 6 years over the last eight , 8 to 10 years .

Speaker #1: , we , , clearly in the earlier question , talked through the , , the fact that we're very comfortable with the guidance that we put out there based on the current awards environment , which I've shared some metrics of things improving .

Speaker #1: , you know , we've talked about the impact of OTAs , which is a positive impact for us should be seen as a negative one .

Speaker #1: , and then beyond that , we've see the reconciliation funding starting to flow in areas like budget , , border security , our intelligence programs , space .

John S. Mengucci: Beyond that, we see the reconciliation funding starting to flow in areas like budget for security, our intelligence programs, space, absolutely, as you think through Golden Dome, modernization of a lot of different logistics systems out there, and the entire counter-UAS market. The other thing that I would share is if you look at the new business content, increasingly the new business content that we share in our metrics, a lot of that is by new software-based product sales. Those sort of turn and burn in the same year, and some even in the same quarter.

John Mengucci: Beyond that, we see the reconciliation funding starting to flow in areas like budget for security, our intelligence programs, space, absolutely, as you think through Golden Dome, modernization of a lot of different logistics systems out there, and the entire counter-UAS market. The other thing that I would share is if you look at the new business content, increasingly the new business content that we share in our metrics, a lot of that is by new software-based product sales. Those sort of turn and burn in the same year, and some even in the same quarter.

Speaker #1: Absolutely . As you think through Golden Dome , , moderate modernization of a lot of different logistics systems out there , , and then the entire Counter-counter UAS market .

Speaker #1: So , you know , the other thing that I would share is if you look at the new business content , increasingly the new business content that we share in our metrics , a lot of that is by new software based product sales and those sort of turn and burn in the same same year and some even in the same quarter .

Speaker #1: So again , even those metrics are starting to be skewed as we're becoming more of a technology company and less of the traditional government services side , where a lot of that 8 or 9% of new business is going to be filled in with a Uber rich pipeline of high margin software based tech programs .

John S. Mengucci: Again, even those metrics are starting to be skewed as we're becoming more of a technology company and less of the traditional government services side, where a lot of that 8% or 9% of new business is going to be filled in with an uberly rich pipeline of high-margin software-based tech programs. The dynamics are changing. What you should hear from Jeff and I is that we don't see any issues in achieving 2027 guidance and future growth in 2028 and the years out because we're in this small period of time where things are taking a little bit longer to award.

John Mengucci: Again, even those metrics are starting to be skewed as we're becoming more of a technology company and less of the traditional government services side, where a lot of that 8% or 9% of new business is going to be filled in with an uberly rich pipeline of high-margin software-based tech programs. The dynamics are changing. What you should hear from Jeff and I is that we don't see any issues in achieving 2027 guidance and future growth in 2028 and the years out because we're in this small period of time where things are taking a little bit longer to award.

Speaker #1: , so the dynamics are changing . We should hear from Jeff and I , is that we don't see any issues in achieving 27 guidance .

Speaker #1: And future growth in 28 in the years out , because we're in this small period of time where , , you know , things are taking a little bit longer to award .

Speaker #2: And you , you won't be surprised to know that kind of in line with our practice , , you know , the , our , our development of the guidance range can accommodate , , you know , some amount of , , of variability around assumptions .

Jeff MacLauchlan: You won't be surprised, Gautam, to know that kind of in line with our practice, our development of the guidance range can accommodate some amount of variability around assumptions there. We have opportunities for on-contract growth and other things that factor into the range as well, in addition to just the new business. It's not all new business. John mentioned a couple things that could contribute to growth here that aren't necessarily ever visible in the awards number. I'd also point to our continued success in growth in the funded part of the backlog. There's a lot of moving parts here that we're processing to come up with kind of a high confidence range to tell you where we're going to end up. There's a lot of knobs and levers here to manage.

Speaker #2: There . And we have opportunities for on contract growth and other things that factor into the range as well . In addition to just the new business , it's not .

Speaker #2: So it's not all new business . , John mentioned a couple of things that , , that could contribute to growth here that aren't necessarily ever visible in the awards number .

Speaker #2: , I'd also point to our continued success in growth in the funded part of the backlog . So there's a lot of , there's a lot of moving parts here that we're processing to come up with , , you know , with kind of a high confidence range to , to tell you where we're going to end up .

Speaker #2: There's a lot of, a lot of knobs and levers here to manage.

Speaker #1: Thanks

John S. Mengucci: Thanks, Byron.

John Mengucci: Thanks, Gautam.

Speaker #8: We'll take our next . Great . If I could follow up , I'm just curious if you're seeing customers move to procure things that , you know , licenses and other pass through's directly .

Operator: We'll take our next question.

Operator: Thank you. That was great. If I could follow up, I'm just curious if you're seeing customers move to procure licenses and other pass-throughs directly, and if that's factored into the guidance as well.

Gautam Khanna: Thank you. That was great. If I could follow up, I'm just curious if you're seeing customers move to procure licenses and other pass-throughs directly, and if that's factored into the guidance as well.

Speaker #8: And if that's factored into the guidance as well .

Speaker #1: Yeah , I guess the , the most talked about , , part of that . So I guess quickly , yes , it is factored into our guidance .

John S. Mengucci: Yeah, I guess the most talked about part of that, I guess quickly, yes, it is factored into our guidance. If you look at some of the enterprise software platform providers, yes, we're seeing US government customers go directly to those folks or known as OEMs. We overuse that term, but I'll stick with that one for now. Look, we're absolutely fine with that model. While that might mean revenue is reduced by the value of the licenses that at one time passed through our books, that revenue came with little to no margin. Actually you should see this as margin accretive to us. Those are a couple thumbs up. Small revenue impact, more positive margins. On top of that, customers traditionally repurpose those savings right back to CACI. That gives us an ability to deliver additional capabilities.

John Mengucci: Yeah, I guess the most talked about part of that, I guess quickly, yes, it is factored into our guidance. If you look at some of the enterprise software platform providers, yes, we're seeing US government customers go directly to those folks or known as OEMs. We overuse that term, but I'll stick with that one for now.

Speaker #1: , if you look at some of the enterprise software platform , , providers , , you know , yes , we're seeing U.S. government customers go directly to those folks or known as OEMs .

Speaker #1: We , we overuse that term . But I'll stick with that one for now . , look , we're absolutely fine with that model .

John Mengucci: Look, we're absolutely fine with that model. While that might mean revenue is reduced by the value of the licenses that at one time passed through our books, that revenue came with little to no margin. Actually you should see this as margin accretive to us. Those are a couple thumbs up. Small revenue impact, more positive margins. On top of that, customers traditionally repurpose those savings right back to CACI. That gives us an ability to deliver additional capabilities.

Speaker #1: , while that might mean revenue is reduced by the value of the licenses that at one time passed to our books , that revenue came with little to no margin .

Speaker #1: So actually , you used to see this as margin accretive to us . So that's those a couple thumbs up , small revenue impact , more positive positive margins .

Speaker #1: , and , you know , and on top of that , customers traditionally repurpose those savings right back to CSI that gives us an ability to deliver additional capabilities .

Speaker #1: , we've had a couple of press announcements out there , whether it's with SAP or AWS or Oracle and others . , you know , what the OEMs don't want .

John S. Mengucci: We've had a couple of press announcements out there, whether it's with SAP or AWS or Oracle and others. What the OEMs don't want and generally aren't able to deliver is the full implementation. The fact that the government's going to them for the licensing first, and then we are partnering with those folks. They're phenomenal companies. We've built tremendous relationships. We've been in partnerships with them over the last eight to 10 years for a lot of those large enterprise tech jobs that we've put out there. Look, over time, maybe that pendulum swings back, maybe it doesn't. We're able to win either way. We've got a really strong track record of execution and past performance.

John Mengucci: We've had a couple of press announcements out there, whether it's with SAP or AWS or Oracle and others. What the OEMs don't want and generally aren't able to deliver is the full implementation. The fact that the government's going to them for the licensing first, and then we are partnering with those folks. They're phenomenal companies. We've built tremendous relationships. We've been in partnerships with them over the last eight to 10 years for a lot of those large enterprise tech jobs that we've put out there. Look, over time, maybe that pendulum swings back, maybe it doesn't. We're able to win either way. We've got a really strong track record of execution and past performance.

Speaker #1: And generally aren't able to July due to deliver is the full implementation . , fact that the government is going to them for the licensing first and then we are partnering with those , , folks , they're phenomenal companies .

Speaker #1: We built tremendous relationships . We've been partnerships with them over the last 8 to 10 years . For a lot of those large enterprise tech jobs that we've put out there .

Speaker #1: So look over , over time , maybe that pendulum swings back . Maybe it doesn't . , we're able to win either way .

Speaker #1: We've got a really strong track record of execution and past performance . , and we frankly do this work very differently than , than others in the space where we're faster , we're more efficient , we're software defined , we're bringing in AI .

John S. Mengucci: We frankly do this work very differently than others in the space, where we're faster, we're more efficient, we're software-defined, we're bringing in AI, and that's why we win and that's why our customers come back to us and recommend us to others. A minor fact of who buys a license and who gets to be the prime, it's pretty much irrelevant to where we're going. Again, I'll say we've got all that factored in 2027 guidance.

John Mengucci: We frankly do this work very differently than others in the space, where we're faster, we're more efficient, we're software-defined, we're bringing in AI, and that's why we win and that's why our customers come back to us and recommend us to others. A minor fact of who buys a license and who gets to be the prime, it's pretty much irrelevant to where we're going. Again, I'll say we've got all that factored in 2027 guidance.

Speaker #1: And that's why we win . And that's why our customers come back to us and recommend us to others . So , you know , a minor fact of who buys a license and who gets to be the prime pretty much irrelevant to , to where where we're going .

Speaker #1: But again , I'll say we've got all that factored in . 27 guidance . Thanks

Jonathan Siegmann: Thanks.

Jon Siegmann: Thanks.

Speaker #3: We'll move next to John Sigman at Stifel .

Operator: We'll move next to Jonathan Siegmann at Stifel.

Operator: We'll move next to Jon Siegmann at Stifel.

Speaker #1: Good morning John .

John S. Mengucci: Morning, John.

John Mengucci: Morning, Jon.

Speaker #9: Good morning . Good morning . Thanks for taking the question . Hey , , it was exciting to hear about that statement when , , counter space , , program that you guys won .

Jonathan Siegmann: John.

Jon Siegmann: John.

Jonathan Siegmann: John.

Jon Siegmann: John.

Jonathan Siegmann: Morning. Thanks for taking the question. Hey, I was excited to hear about that state-of-the-art Counterspace program that you guys won. I understand you're not going to be able to say much, but we'll ask about it anyways. What does it leverage? Is it legacy ARKA? Or is it CACI coming together? Just any more details you can talk about that and how many more opportunities are there in that domain that could be relevant to you? Thank you.

Jon Siegmann: Morning. Thanks for taking the question. Hey, I was excited to hear about that state-of-the-art Counterspace program that you guys won. I understand you're not going to be able to say much, but we'll ask about it anyways. What does it leverage? Is it legacy ARKA? Or is it CACI coming together? Just any more details you can talk about that and how many more opportunities are there in that domain that could be relevant to you? Thank you.

Speaker #9: I understand you're not going to be able to say much , but we'll ask about it anyways . What does it , what does it leverage ?

Speaker #9: Is it legacy ? AKA , is it , , is it or is it CAC ? I coming together ? Just any more details ?

Speaker #9: You can talk about that and how many more opportunities are there in that domain . That could be relevant to you ? Thank you .

Speaker #1: Yeah . John . Thanks . So , , yeah , we you're definitely right in your , , question . We probably can't talk a lot about it , but dot , dot , , yeah , we were recently notified of an award to assist Space Force and report in preparing , , to respond to adversaries threats to our own , to our national space capabilities .

John S. Mengucci: John. Thanks. You're definitely right in your question. We probably can't talk a lot about it, but we were recently notified of an award to assist Space Force in preparing to respond to adversaries' threats to our national space capabilities. It is the first pursuit that leveraged the combined capabilities of our legacy space Business and ARKA. If you remember when we did the ARKA deal, Jeff mentioned that all of our financials and fiscal outlooks, we didn't have any cost synergies or revenue synergies in our model. You can check the box that we're beginning the days of moving forward. There is a program out there that we are able to use the hardware and software solutions that we deliver across the space portfolio. ARKA brought prior quals for space systems, which means vehicles and payload development and integration.

John Mengucci: John. Thanks. You're definitely right in your question. We probably can't talk a lot about it, but we were recently notified of an award to assist Space Force in preparing to respond to adversaries' threats to our national space capabilities. It is the first pursuit that leveraged the combined capabilities of our legacy space Business and ARKA. If you remember when we did the ARKA deal, Jeff mentioned that all of our financials and fiscal outlooks, we didn't have any cost synergies or revenue synergies in our model. You can check the box that we're beginning the days of moving forward. There is a program out there that we are able to use the hardware and software solutions that we deliver across the space portfolio. ARKA brought prior quals for space systems, which means vehicles and payload development and integration.

Speaker #1: , it is the first pursuit that leverages the combined capabilities of our legacy space business and our aka . So if you remember when we did the AKA deal , Jeff mentioned that all of our financials and fiscal outlooks were not , , we didn't have any cost synergies or revenue synergies in our model .

Speaker #1: You can check the box that we're beginning the days of , , moving forward . , there is a program out there that , , we are able to use , , the hardware and software solutions that we deliver across the space portfolio , , aka brought prior calls for space systems , which means vehicles and , payload development and integration .

Speaker #1: CCI brought the calls for ground system software development and integration of on orbit , , spacecraft and missions . , if you put those two things together , it gave a great , , one , two punch to winning this Nightstar program .

John S. Mengucci: CACI brought the quals for a ground system software development and integration of on-orbit spacecraft and missions. If you put those two things together, it gave a great one-two punch to winning this Nightstar program. I'll also tell you while I'm on this question, ARKA's also seen an uptick in activity and strong customer demand signals, which has been supported by increased classified space funding. You can imagine as that relates to Golden Dome and also we've checked the box on winning a really nice program that allows both companies to work together. We've also done a lot more in the classified counterspace world, which is another win that really builds on our RMT program.

John Mengucci: CACI brought the quals for a ground system software development and integration of on-orbit spacecraft and missions. If you put those two things together, it gave a great one-two punch to winning this Nightstar program. I'll also tell you while I'm on this question, ARKA's also seen an uptick in activity and strong customer demand signals, which has been supported by increased classified space funding. You can imagine as that relates to Golden Dome and also we've checked the box on winning a really nice program that allows both companies to work together. We've also done a lot more in the classified counterspace world, which is another win that really builds on our RMT program.

Speaker #1: , I'll also tell you while I'm on this , on this question arc is also seeing an uptick in activity and strong customer demand signals , which is going to be supported by increased classified space funding .

Speaker #1: So you can imagine as that relates to Golden Dome and also we've checked the box on winning a really nice program . , that allows both companies to work together .

Speaker #1: And then we've also done a lot more in the , , classified counter space world , which is another , another win that really builds on our R&D program

Speaker #9: Thank you very much

Jonathan Siegmann: Thank you very much.

Jon Siegmann: Thank you very much.

Speaker #1: Thanks , John .

John S. Mengucci: Thanks, John.

John Mengucci: Thanks, John.

Speaker #3: Next , we'll go to Seth Seifman at JP Morgan .

Operator: Next, we'll go to Seth Seifman at JP Morgan.

Operator: Next, we'll go to Seth Seifman at JPMorgan.

Speaker #10: Hi . Good morning . This is for Seth .

[Analyst] (JPMorgan): Hi, good morning. This is Rocco in for Seth.

Speaker #1: Hey , Rocco . .

John S. Mengucci: Hey, Rocco.

John Mengucci: Hey, Rocco.

Speaker #2: Rocco .

Speaker #10: Hey , there's been a bunch of awards recently in the , , cours business . Should we be thinking about it as being a primary driver of the strong growth that we saw last year ?

[Analyst] (JPMorgan): Hey. There've been a bunch of awards recently in the C-UAS business. Should we be thinking about it as being a primary driver of the strong growth that we saw last year and the strong growth that we expect to see again next year?

Speaker #10: And the strong growth that we expect to see again next year ?

Speaker #1: Yeah . You should see it as all of the above . , you know , as we've been talking about Congress for , , for quite a long time in doing it for a couple of decades .

John S. Mengucci: Yeah, Rocco, you should see it as all of the above. As we've been talking about counter-UAS for quite a long time and doing it for a couple of decades. Look, we've now got five program awards. Some with six systems, some with four, some with 10, some with 12. We're getting to build this backlog out. The most recent win was the $500 million Domestic Shield win. 50 competitors came out with a first task order for around six systems. More than just SkyValor. Those IDIQ vehicles, which are single award, by the way, will include some of our mobile systems like BEAM and other ground-based products that we build. Yeah, you should definitely see where we're going in the counter-UAS area as just the very tip of a multi-year, decade-long franchise build-out of software-based mission tech.

John Mengucci: Yeah, Rocco, you should see it as all of the above. As we've been talking about counter-UAS for quite a long time and doing it for a couple of decades. Look, we've now got five program awards. Some with six systems, some with four, some with 10, some with 12. We're getting to build this backlog out. The most recent win was the $500 million Domestic Shield win. 50 competitors came out with a first task order for around six systems. More than just SkyValor. Those IDIQ vehicles, which are single award, by the way, will include some of our mobile systems like BEAM and other ground-based products that we build. Yeah, you should definitely see where we're going in the counter-UAS area as just the very tip of a multi-year, decade-long franchise build-out of software-based mission tech.

Speaker #1: , look , we've , we've now got , , five program awards , , some with six systems , some with four , some with ten , some with 12 .

Speaker #1: So we're getting to build this backlog out . , this the most recent win was the $500 million domestic shield win . , you know , 50 competitors came out with a first task order for around six systems .

Speaker #1: And more than just Sky valor . , those IDEC vehicles , which are single award , by the way , , will include some of our , , mobile systems like beam and other , , ground based products that we build , , yeah , you should definitely see where we're going in the county OAS area as just the very tip of a , of a multi-year , you know , decade long franchise build out of software based mission tech , , you know , a couple of couple of things that I want to make sure I use this call to push out to our investors , , you know , what's , what's what differentiates us and why have I been saying for the last 5 to 7 years that this is about to explode ?

John S. Mengucci: A couple of things that I want to make sure I use this call to push out to our investors. What differentiates us and why have I been saying for the last five to seven years that this is about to explode? Our systems that we deliver, it's a family, trailer, truck, and tower fixed versions. Exactly what the mission asked us for. Full range of threats, group 1 through 5 drones, not just one and twos. Exactly what the customers are asking for. Longest detection range versus the other systems that are out there. We provide 18 minutes of response time. Those 1-to-3 kilometer systems provide six seconds of response time. You tell me the system you want to be guarded by.

John Mengucci: A couple of things that I want to make sure I use this call to push out to our investors. What differentiates us and why have I been saying for the last five to seven years that this is about to explode? Our systems that we deliver, it's a family, trailer, truck, and tower fixed versions. Exactly what the mission asked us for. Full range of threats, group 1 through 5 drones, not just one and twos. Exactly what the customers are asking for. Longest detection range versus the other systems that are out there. We provide 18 minutes of response time. Those 1-to-3 kilometer systems provide six seconds of response time. You tell me the system you want to be guarded by.

Speaker #1: We our systems do we deliver . It's a family trailer truck and and tower fixed versions . Exactly what the mission asked us for .

Speaker #1: Full range of threats . Group one through five drones , not just one and twos . Exactly what the customers are asking for .

Speaker #1: , longest detection range . , versus the other systems that are out there . We provide 18 minutes of response time . Those 1 to 3 kilometer systems provide six seconds of response time .

Speaker #1: You tell me the system you want to be guarded , guarded by , , we're going to see that over the next 3 to 4 quarters .

John S. Mengucci: We're going to see that over the next three to four quarters, the nation's going to decide that they're going to want to be covered by the longer range, more efficient system that can either non-kinetically defeat. As you're all hearing about reconciliation and protection of the homeland, I don't care if it's infrastructure protection, base defense, border surveillance, border protection. A system that sees all the threats all the time in a non-kinetic manner. Every time we learn something new in the RF spectrum, we push updates just like your iPhone gets for every single thing that is different to every single deployed system that are out there. We sort of mass connect all these systems together to make certain they all have the latest detection software and latest set of non-kinetic defeats. Yes, I think this is just the beginning.

John Mengucci: We're going to see that over the next three to four quarters, the nation's going to decide that they're going to want to be covered by the longer range, more efficient system that can either non-kinetically defeat. As you're all hearing about reconciliation and protection of the homeland, I don't care if it's infrastructure protection, base defense, border surveillance, border protection. A system that sees all the threats all the time in a non-kinetic manner. Every time we learn something new in the RF spectrum, we push updates just like your iPhone gets for every single thing that is different to every single deployed system that are out there. We sort of mass connect all these systems together to make certain they all have the latest detection software and latest set of non-kinetic defeats. Yes, I think this is just the beginning.

Speaker #1: The nation's going to decide that they're going to want to be covered by the longer range Mori efficient system that can either non kinetically defeat .

Speaker #1: So as you're all hearing about reconciliation and protection of the homeland , I don't care if it's infrastructure protection based defense , border surveillance .

Speaker #1: , border protection, a system that sees all the threats, all the time, and in a non-kinetic manner. And every time we learn something new in the RF spectrum, we push updates.

Speaker #1: Just like your iPhone gets for every single thing that is different to every single deployed system that that are out there . So we , we sort of mass connect all these systems together to make certain they all have the , the latest , , detection software and latest set of non-kinetic defeats .

Speaker #1: So yes , I think this is just the beginning . , again , it takes some , some , some time to prime the pump , but very happy .

John S. Mengucci: It takes some time to prime the pump, but very happy what the team's done, and there is nobody better in this nation than CACI when it comes to protecting the nation against drone threats.

John Mengucci: It takes some time to prime the pump, but very happy what the team's done, and there is nobody better in this nation than CACI when it comes to protecting the nation against drone threats.

Speaker #1: What the team's done and there is nobody better in this nation than Cssi when it comes to protecting nation against , drone threats .

Speaker #10: Right. Then, as a quick follow-up, have you received export approval for the majority or all of the systems?

[Analyst] (JPMorgan): Right. As a quick follow-up, have you received export approval for the majority or all of the systems?

Speaker #1: We have export approval for the majority and all of our systems . We've already delivered a different variations to 17 different countries . I shared with you all last quarter .

John S. Mengucci: We have export approval for the majority and all of our systems. We've already delivered in different variations to 17 different countries. I shared with you all last quarter, we were looking at getting into the Middle East and putting BAR agreements in place and expanding our sales team's reach into areas like Kuwait and Qatar and other areas. You can check all those boxes. We've done all of that. We're having really good discussions there. As part of what GIAD 401 has put in, also with that $500 million win comes the opportunity to be a part of the Secretary of the Army's sort of expedited export for us to be able to sell this system globally. We're part of that Fast Path program as well. Yes, we're looking for that to grow 2027 over the next decade.

John Mengucci: We have export approval for the majority and all of our systems. We've already delivered in different variations to 17 different countries. I shared with you all last quarter, we were looking at getting into the Middle East and putting BAR agreements in place and expanding our sales team's reach into areas like Kuwait and Qatar and other areas. You can check all those boxes. We've done all of that. We're having really good discussions there. As part of what GIAD 401 has put in, also with that $500 million win comes the opportunity to be a part of the Secretary of the Army's sort of expedited export for us to be able to sell this system globally. We're part of that Fast Path program as well. Yes, we're looking for that to grow 2027 over the next decade.

Speaker #1: We were looking at , , getting into the into the Middle East and putting , up a agreements in place and expanding our .

Speaker #1: , sales sales teams reach into areas like Kuwait and , Qatar and other areas we have , you can check all those boxes .

Speaker #1: We've done all that we're having really good discussions there . And as part of what I had , a 401 has put in , they also with $500 million win comes the opportunity to get to be a part of the secretary of the Army's sort of , , expedited export , , for us to be able to sell this system globally .

Speaker #1: , so we're part of that fast pass fast path . , program as well . So yes , yes , and yes . And we're , you know , looking for that to grow 20 , 27 over the next decade .

Speaker #10: Great . Thank you very much

[Analyst] (JPMorgan): Great. Thank you very much.

Speaker #3: Our next question comes from Toby Summer at Truist .

Operator: Our next question comes from Tobey Sommer at Truist.

Speaker #11: Thank you for the quarterly update . I wanted to ask a multiyear question as we look at your E.W. and space businesses collectively , and you can add any others you think are sort of in that high margin , rapid growth bucket .

Tobey Sommer: Thank you for the quarterly update. I wanted to ask a multi-year question. As we look at your EW and space businesses collectively, and you can add any others you think are sort of in that high margin rapid growth bucket, is it fair to assume a mix shift that direction as they grow more quickly organically, such that they'll represent low to mid single digits more of revenue and profit annually over the next handful of years?

Speaker #11: Is it fair to assume a mix shift that direction as they grow more quickly , organically , such that they'll represent low to mid single digits , more of revenue and profit annually over the next handful of years ?

Speaker #2: Yeah . Toby , I'm I'm not sure we're ready to quantify that . But the condition you identify is true . I mean , the things that we're talking about that are growing more quickly , , are generally , are strong demand areas and generally better margin , , positions so that makes us , that gives us some confidence in continued modest margin expansion .

Jeff MacLauchlan: Yeah. Tobey, I'm not sure we're ready to quantify that, but the condition you identify is true. The things that we're talking about that are growing more quickly are generally strong demand areas and generally better margin positions. That gives us some confidence in continued modest margin expansion. I would encourage you to think about modulating that expectation relative to investment to kind of grow more quickly. I would remind you that we run the enterprise here looking at free cash flow. If we can modulate investment with growth, and solve for cash, that's the decision-making framework that we use.

Speaker #2: I would , I would encourage you to think about modulating that expectation relative to investment kind of grow more quickly . And I would remind you that , you know , we run the enterprise here looking at free cash flow .

Speaker #2: So if we can modulate , , investment with growth , , and solve for cash , that that's the , that's the decision making framework that we use

Speaker #11: Thank you .

Tobey Sommer: Thank you.

Jeff MacLauchlan: You bet. Thank you.

Speaker #1: Thank you

Speaker #3: And that concludes our Q&A session . I will now turn the conference back over to John Mengucci for closing remarks .

Operator: That concludes our Q&A session. I will now turn the conference back over to John Mengucci for closing remarks.

Speaker #1: Thanks , Audra , and thank you for your help on today's call , we'd like to thank everyone who dialed in or listened to the webcast for their participation .

John S. Mengucci: Thanks, Audra, and thank you for your help on today's call. We'd like to thank everyone who dialed in or listened to the webcast for their participation. We know that many of you have follow questions, so Jeff MacLauchlan, George Price, Jim Sullivan, and we've added Lisa Parkinson to that team as well, are available after today's call. Stay healthy. All my best to you and your families. Operator, this concludes our call. Everyone, thank you and have an outstanding day.

John Mengucci: Thanks, Audra, and thank you for your help on today's call. We'd like to thank everyone who dialed in or listened to the webcast for their participation. We know that many of you have follow questions, so Jeff MacLauchlan, George Price, Jim Sullivan, and we've added Lisa Parkinson to that team as well, are available after today's call. Stay healthy. All my best to you and your families. Operator, this concludes our call. Everyone, thank you and have an outstanding day.

Speaker #1: We know that many of you have follow up questions . So Jeff McLaughlin George Price , Jim Sullivan , and we've added Lisa Parkinson to that team as well , are available after today's call .

Speaker #1: , stay healthy . All my best to you and your families . Operators concludes our call . Everyone thank you and have an outstanding day .

Operator: Again, this does conclude today's conference call. Thank you for your participation. You may now disconnect.

Q4 2026 CACI International Inc Earnings Call

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