John M. Mengucci

Marking 60 Years of Technological Innovation and Expertise

It is often said that every good story has a beginning, a middle, and an end.

Well, the story of CACI is as good as they come, but ours has no end in sight. In fact, as we enter the 60th year into our journey, in many respects, our story continues to develop.

CACI has been at the cutting edge of innovation since Herb Karr and Harry Markowitz founded our company in the summer of 1962 to sell and teach the groundbreaking SIMSCRIPT. Creating disruptive technologies has long been our calling card and has defined and guided our company over the last six decades.

Our reputation of successful ingenuity is hard earned, built over the years by employees committed to delivering for our customers and fully invested in the success of CACI. Our commitments to character and integrity have never been sacrificed for the sake of success; in fact, we believe our growth and achievements in this ever-competitive landscape are directly tied to our unimpeachable ethics. The benefits we reap are owed as much to our solid character as our innovation.

For us, each success and milestone — and there have been too many to count over the years — is sweeter and more rewarding because we know that when we achieve, our government and military customers are stronger and our country safer.

Our story is detailed in the pages of this publication. As wonderful as our first 60 years have been, our story of success and growth are still a great work in progress with our employees writing new chapters every day.

With a legacy of excellence as our motivation, I believe our best days are still yet to come. Our story — like our growth, success, and our trailblazing — is to be continued.

John M. Mengucci
President and Chief Executive Officer

These two pioneers were among a new wave of innovators who would forever change the way our nation viewed and used technology. They had worked together earlier at the RAND Corporation in the development of SIMSCRIPT, the world’s first simulation programming language. When the task had been completed, RAND placed the language in the public domain. When Herb and Harry decided to start their own company, they had foreseen the many opportunities for teaching, using, and further developing the language. With nothing more than an idea, a phone booth, and a park bench for an office, they created an opportunity. They called their new company California Analysis Center, Inc. — CACI.

The general release of a product like SIMSCRIPT was a rare occurrence, and it left the language unsupported. Users received no training and were faced with working out the inevitable “bugs” on their own. Herb and Harry recognized that seminars could provide programmers and analysts with the opportunity to share and resolve those problems. They could also foster the exploration of new uses and popularize the language to increase demand for its capabilities. So the two men used their entire working capital — $1,000 each — on a direct-mail campaign to announce a seminar on SIMSCRIPT.

CACI’s “First Office”

With all funds spent, both founders worked as consultants while waiting for responses to the seminar. Actual offices were financially out of the question, so Herb and Harry relied on an answering service and a mail drop to handle seminar registrations. All other business was conducted by Herb at his park bench “office.”

As they had hoped, the SIMSCRIPT courses served two important purposes: they demonstrated CACI’s preeminent skills in the language and its methods, and they provided a growing network of industry contacts. The contacts, in turn, led to work on simulation analysis and research projects, which had been their primary goal all along.

As Herb later expressed in his business philosophy:

“Real business success, a real profit, comes from developing a winning service or product and selling it again and again and again to everyone in the market.”

Even in our company’s earliest stages, the talented and visionary people of CACI knew that a strong customer focus would be the cornerstone of our success.


CACI’s first project was a $17,330 contract in June of 1963 to research and simulate inventory operations for the U.S. Navy’s Ships Parts Control Center in Mechanicsburg, Pennsylvania.

In 1964, Herb Karr and Harry Markowitz signed a $30,000 contract with IBM to develop a new version of SIMSCRIPT for IBM computers. They called it SIMSCRIPT I.5, and it was our first proprietary product. With its release, CACI became one of the earliest independent companies to develop and sell proprietary software. Today, the latest version of this product, SIMSCRIPT III, remains one of the world’s premier simulation programming languages.

The IBM contract also represented a practice that Herb and Harry called “bootstrapping” — using funded contracts or revenue, not capital, to develop new products and services instead of investing internal resources to pursue development from scratch.

As the SIMSCRIPT business was evolving, CACI’s entrepreneurs saw the value of expanding into different types of information processing. The pivotal contract came with a $380,000 award from the Department of Commerce in 1966 to design a comprehensive but user-friendly information system and database. Our technical experts responded with an innovative information retrieval program called Quick Query. While most previous retrieval systems had to be run by experienced programmers, our team made sure Quick Query could be used by anyone, and users could master the program and generate custom-made reports in only a few hours.

Foreseeinga market for this breakthrough capability, CACI got to work “bootstrapping” again — enhancing and altering Quick Query enough to distinguish it from Commerce’s property. And by the end of 1967, CACI’s experts had developed our second proprietary product — QWICK QWERY — which was a focus of our product sales until the late 1970s.

Early Offerings

Through two successful contracts with the Navy and IBM, and developments with SIMSCRIPT, CACI became one of the earliest independent companies to develop and sell proprietary software.

And even in those early days, CACI’s entrepreneurs were able to quickly expand into different types of information technology, entering new markets and creating new products and services that would be staples of our business for years to come.


During the life of the Commerce contract, CACI established an initial presence in the Washington, D.C. area to be close to our government customer.

In another strategic move, we created the CACI Products Company to market and develop our line of simulation products, while other parts of the company focused on our growing information processing business. With this venture, CACI simulation experts teamed with our marketing masters to develop solutions that enabled businesses to use demographics information to make strategic decisions. It was also an early example of CACI’s agility in shaping our organization to align with our markets.

In 1967, we changed our name from the California Analysis Center, Inc. to Consolidated Analysis Centers Inc. This reflected our expansion, while retaining the initials — CACI — that had become familiar to customers and industry.

CACI revenues topped $1 million for the first time in 1968. Co-founder Harry Markowitz left the company to pursue other ventures, and Herb Karr became Chairman of the Board.

The path to continued growth appeared clear cut. With a thriving contract base and anticipated new product development, the time for corporate expansion was ripe. All these pursuits required financial backing, however, so CACI converted from a private company to a publicly held corporation on August 15, 1968.

Receiving more than $500,000 for 100,000 shares of common stock, CACI gained the capital needed to pay off short-term debts, upgrade equipment and facilities, and expand our proprietary software business. Being a soundly financed company also enhanced our status in the marketplace and increased our ability to attract and motivate talented people.

Going Public

With a growing contract base and anticipated new product development, the time for corporate expansion was ripe. All these pursuits required financial backing, however, so CACI converted from a private company to a publicly held corporation on August 15, 1968.


By 1970, as an outcome of the Commerce Department project, CACI had gained familiarity with Census Bureau data files and formats. This presented a real opportunity for us to apply our computer expertise to marketing census information.

In 1972, CACI Executive Chairman and Chairman of the Board Dr. J.P. (Jack) London joined the company as a program manager. It’s also the year we relocated our corporate headquarters to the Washington, D.C. area. This was a strategic decision to take advantage of the emerging federal contracting market, and to improve our efficiency in working where most of our customers operated. By this time, some 80 percent of our revenue was coming from the East Coast.

The move to Washington was also a reflection of CACI’s strong corporate culture, in which customer missions were our highest priority, and where staying close to customers — both literally and figuratively — was a cultural keystone.

In 1974, we established our European HQ with offices in The Hague, followed in short order by offices in London, Dublin, and Milan. CACI’s international business offered a wide range of professional services, especially as they related to marketing and demographic solutions. The London offices became the home of CACI’s Marketing Systems Group, and in three short years, our European operations grew from zero revenue to nearly $1 million in 1977.

Gregory R. Bradford, a CACI manager, moved from our U.S. operations to head the London-based Marketing Systems Group. Under his direction, CACI expanded its line of demographic products and services to become the leading supplier of marketing analysis solutions in the United Kingdom. Greg continues to lead our UK organization today.

The Nation’s Capital

We relocated our corporate headquarters to the Washington, D.C. area in 1972 to take advantage of the emerging federal contracting market, and to improve efficiency in working with most of our customers — by this time, 80 percent of our revenue was coming from the East Coast.


In the early 1970s, CACI saw an opportunity to leverage technology to support Department of Defense (DoD) logistics, and we began designing and developing databases to keep track of military equipment and supplies. By 1974, we were supporting the Naval Sea Systems Command, the TRIDENT submarine program, and the Naval Air Systems Command. More than 40 years later, we still count TRIDENT and these Commands among our customer base.

In our legacy simulation area, CACI provided computer simulations of battlefield exercises with great realism but none of the associated cost or risk. Using advanced modeling tools and high-speed computers, we designed programs to assist the Army in testing new night vision equipment and help the Air Force evaluate air defense strategies.

Our combat models predicted how supplies would be used and what stock level depots and warehouses needed to meet readiness goals. These projects were the forerunners of the large-scale, theater-level simulations we now support for the Defense Department and Joint Chiefs of Staff.

Our database expertise also played a major role in winning our first contract with the Department of Justice (DOJ) in 1978. Building on the information processing and retrieval expertise that had its genesis in our Commerce Department business, we demonstrated that storing information in CACI-developed databases would enable DOJ attorneys to gain faster and more effective access to evidence — and make it easier to win cases.

The DOJ award was the first of many contracts that continue to this day — as CACI experts steadily advance courtroom technologies that sustain our role as one of the largest investigation and litigation support providers to the federal government.

Growing Navy Support

CACI supported the Naval Sea Systems Command’s Ship Support Improvement Program, the TRIDENT submarine program, and the Naval Air Systems Command’s automated database system for improving naval aircraft operational readiness.


Through the 1970s, CACI staff increased from 29 to 1,000, and from offices in Los Angeles, New York, Washington D.C., and London, CACI expanded to 18 domestic and seven international locations.

A tradition of recognizing excellence also took root in the creation of our Eagle Awards, which inaugurated our robust Recognition and Incentive program. Some 35 years later, CACI’s awards program is still going strong, and honors the accomplishments of our skilled professionals in everything from proposals, sales, technical excellence, and project management, to carrying on our culture of entrepreneurship, ethics, and integrity. Along the way, we have recognized and rewarded thousands of top performers for their outstanding achievements.

We had realized early on the strategic value of a strong corporate culture and made sure recognition was a big part of it. We knew that lasting business success comes from employees who are members of corporate culture that unifies and guides them, and that tells customers we will always act honestly and ethically in serving their missions.

In 1983, we became the only company to fully incorporate the 1980 U.S. and 1981 British Census data into its systems. CACI’s UK organization continues to support census operations to this day.

CACI reached many financial milestones during this era. In 1983, our revenue topped $100 million for the first time — nearly doubling our totals from just two years before. On the business front, we launched the NETWORK II.5® network simulation software, an indicator of the importance that networked applications would soon assume.

The Network World

In 1983, our revenue topped $100 million for the first time — nearly doubling our totals from just two years before. On the business front, we launched the NETWORK II.5 network simulation software, an indicator of the network world that would soon follow.


In 1984, an event of lasting impact occurred: the government’s passage of the Competition in Contracting Act (CICA) for the purpose of “procurement through full and open competitive procedures.”

Throughout the 1960s and 1970s, most of our business was awarded through “sole source” contracts. That is, instead of formally competing with other firms for business, we concentrated on convincing existing customers that we could do more work for them, or we simply went to a potential new customer with our proposals and presentations. The market was still quite competitive, but not in a mandated, formal framework.

Sole source bidding was very successful for us — in fact, our strong customer focus made us one of the best practitioners of any company around. But the passage of CICA put an entirely new face on the market, as government agencies were now required to bid contracts to a number of competitors. For CACI, this was a new way of doing business. We knew we’d have to change if we wanted to survive.

And survive we did, largely through the efforts of the man who inherited the mantle of entrepreneurial success from Herb Karr and Harry Markowitz — Dr. Jack London.

As CICA’s impact was being felt throughout the federal contractor community, Dr. London was named CACI President and Chief Executive Officer. His impact was immediate: we hit the new business landscape at a run, making impressive gains in short order. Around the time CICA hit, competitively won business had accounted for only about 7 percent of our revenue, and we reported a disappointing 4 percent decrease in revenue — nearly $1 million. But in our fiscal year 1986, competitive wins amounted to 70 percent of revenue — a 900 percent increase!

Dr. Jack London

Named CACI President and Chief Executive Officer during turbulent times for federal contractors, Dr. Jack London had worked his way up through succeeding levels of responsibility and, by 1984, had built our largest and most profitable division. By 1986, he was credited with engineering CACI’s turnaround in revenue and profit and firmly establishing our tradition of creating opportunities out of challenges.


In the Summer of 1987, CACI reached another milestone as we marked our Silver Anniversary. With the theme “Meeting the Challenge of Change,” CACI vowed to use all it had learned over the years to enthusiastically face the exciting challenges of tomorrow.

The 25th anniversary also capped off a fiscal year of successes that reestablished our pattern of steady growth and profitability. Highlights included a 20.4% jump in revenue over the previous year; record contract bookings; and a 144% increase in earnings per share.

CACI continued this momentum throughout the late 80s. By the end of the decade, new technologies were burgeoning around us, and there were more on the horizon. Against this backdrop, CACI co-founder Herb Karr passed away in 1990, and Dr. J.P. (Jack) London was elected CACI Chairman of the Board.

During this era, electronic commerce became the new field of focus. CACI’s technical virtuosos were once again at the forefront, pioneering some of the earliest methods of electronic data interchange. They developed a highly successful automated procurement system for the Army called SAACONS (Standard Army Automated Contracting System) that streamlined the Army’s buying process.

With the triumph of SAACONS, the visionaries at CACI once again saw an opportunity to build on our success. Our resourceful programmers embarked upon the “commercialization” of the product and gave birth to SACONS-FEDERAL, a comprehensive automated contracting system for the federal government.

Today, using the power of enterprise-wide networks and the World Wide Web, CACI continues to provide e-commerce and automated contracting capabilities that help the government save time, reduce cost, and increase productivity.

The End of an Era

By 1990, new technologies were burgeoning all around us, and there were more on the horizon. We knew vigilance and leadership would be needed as we selected the best avenues and vehicles for success.

Against this backdrop, CACI co-founder Herb Karr passed away, and Dr. Jack London was elected CACI Chairman of the Board.


Document management became another area of transformation in the 1980s. This field had been a stalwart of our business since our first DOJ contract in 1978, and during the ensuing years we became a major supplier of document management systems and services. With our start-to-finish methods for processing and analysis, CACI’s solutions enabled customers to track, maintain, and access document collections exceeding millions of pieces.

By 1988, we had taken a giant step forward — providing optical imaging solutions. As imaging technology was being developed, CACI’s technical wizards saw the opportunity to apply it to the document storage and retrieval systems we had been implementing for more than 10 years.

Combining our expertise in records and project management with our leadership in automated technology, we began to develop cost-cutting systems, tools, and methodologies expressly designed to help our customers manage enormous quantities of paper-based data.

Optical imaging systems synthesized records management and data processing, converted paper-based information to optical images, and stored these images on compact discs. In this form, they could be retrieved, tracked, analyzed, and distributed in less time, in less space, and for lower cost than in any previous medium.

Later, our document management experience would form the foundation for our business in intelligence analysis, a service our intelligence professionals deliver today to help our government capture, manage, and analyze information that provides actionable intelligence to protect troops and save lives.

Applying Emerging Technologies

As imaging technology was being developed, CACI’s technical wizards saw the opportunity to apply it to the document storage and retrieval systems we had been implementing for more than 10 years.


As CACI entered the 90s, we were greeted with a double whammy: the end of the Cold War … and the start of a recession. Our industry went through a fundamental change. Most importantly, our government customers grew more interested in information technology (IT) solutions — software and systems — rather than simply hiring contractors to implement and operate them. As the new CACI Chairman, Dr. Jack London called for a “New Era,” transforming our company from a professional services firm to an IT solutions provider. To achieve this goal, we relied on strategies that had served us so well in the past — and continue to serve us today.

First, we would build on our core capabilities through the addition of new people and skillsets. This also meant acquiring companies — along with their contracts, products, and people — that strengthened our ability to meet strategic goals.

Second, we would keep our eyes vigilantly trained on emerging technologies and client needs. In fact, by the mid-90s, we recognized that IT was moving toward networks and enterprise-wide projects, as opposed to an earlier era’s emphasis on individual software tools and applications. We identified the trend toward a “network world” and strategically positioned ourselves to begin building our network services capabilities.

CACI’s next bold move was to enter the intelligence market with the 1998 acquisition of QuesTech, Inc. We had foreseen our government customers’ growing need for increased military intelligence capabilities. And QuesTech’s talented professionals had made it a top provider of intelligence capabilities known as C4ISR — command, control, communications, computers, intelligence, surveillance, and reconnaissance — for DoD intelligence organizations and the Intelligence Community. CACI was now poised to become a leader in this market area.

A Center of Excellence

CACI launched its Vision & Solution Center in 2000, with opening ceremonies attended by technology innovators and decision makers from throughout government and industry. The people of the V&S Center made this a dynamic, state-of-the-art technical testbed, and their achievements have become the model for additional CACI centers of excellence.


2001 will be remembered for the shocking terrorist attacks of September 11. CACI people were on hand during the crisis, helping survivors at the Pentagon and keeping State Department networks secure and running. In the aftermath, workers at Ground Zero in New York included CACI volunteers, as well as intelligence experts acting in an official capacity to search for the missing.

Dr. London was quick to define CACI’s role in the post-9/11 environment. “For centuries,” he said, “the maxim was ‘divide and conquer.’ In the new networked world, the watchwords are ‘communicate and conquer.’ ” If the biggest challenge of the post-9/11 era was the asymmetric threat posed by small, rogue actors, the biggest opportunity was in leveraging IT to counter those threats.

At CACI, our patriotic employees would now focus on helping America’s military, intelligence, law enforcement, and civil agencies collect information, protect and share that information, and predict and train for what might happen next.

CACI also co-founded and sponsored the American Patriot Fund, established to provide assistance, support, and education to the children of those killed in the Pentagon. Through this effort, we provided more than $85,000 in funds to the Families of Freedom Scholarship Fund, co-chaired by former President Bill Clinton and Senator Bob Dole.

A CACI support team served on Project Phoenix, the effort to renovate the Pentagon after the 9/11 attacks, winning recognition from DoD for helping the government complete the project on time and within budget.


2001 will always be remembered for the shocking terrorist attacks of September 11. CACI people were on hand during the crisis, helping survivors at the Pentagon and keeping State Department networks secure and running. In the aftermath, workers at Ground Zero in New York included CACI volunteers, as well as intelligence experts acting in an official capacity to search for the missing.


CACI’s mergers and acquisitions program was now in high gear, rapidly targeting and assimilating new teams for gains in customer support capabilities and the bottom line. This also resulted in the 2002 sale of CACI’s Products Company — begun in the 60s to sell our proprietary simulation products. While we kept the rights to our key simulation offerings like SIMPROCESS® and SIMSCRIPT, it was time to devote our energies to the post-9/11 world, where our customers’ greatest needs were in national security.

Also in 2002, the HR Leadership Awards of Greater Washington established the Dr. J.P. London Award for Promoting Ethical Behavior in honor of Dr. London’s contributions to developing and sustaining CACI’s culture of honesty and ethics, and promoting our ethical culture as a unifying force for our people and a competitive distinction for our company. He has presented the award to a new recipient each year since then.

And it was around this time that CACI’s program to promote volunteerism and teamwork, “CACI Cares,” was created to offer opportunities for supporting volunteerism and community initiatives, as well as team-building among our employees. Today, the program is capable of quick-reaction initiatives during natural disasters such as Hurricane Katrina, supports educational initiatives, and helps our troops through such programs as the USO, Fisher House, Project Healing Waters, and CAUSE (Comfort for America’s Uniformed Services).

Perhaps most importantly, in 2003 we adopted Ever Vigilant as our tagline. These words perfectly encapsulate who we are and what we do. To our customers, it means the relentless pursuit of innovation and excellence for their success. To our employees, it means we always seek to provide opportunities for growth. To our shareholders, it means we bring a powerful legacy of honesty, ethics, and good character, performing at the highest levels to deliver shareholder value.

The stage was set for CACI to achieve its goal of reaching $1 billion in revenue.

Industry Honors

In 2002, Standard & Poor’s SmallCap 600 index ranked CACI the third highest-performing stock out of 577 reviewed, and BusinessWeek rated CACI 70th in its Info Tech 200 listing of the most profitable IT performers in the world.

Reaching $1 Billion

Signs that 2004 would be a milestone year in our history were evident from the very beginning.

In February, CACI made Forbes magazine’s “Fast and Furious” list of 25 technology companies with exceptional growth and profits. DoD also ranked CACI as 23rd among the top 50 Navy contractors (up from 29th), 40th in research-and-design contractors (up from 50th), and 53rd in the top 100 federal contractors (up from 63rd), based on prime contract awards.

In March, Dr. London was honored by Federal Computer Week, receiving its Eagle Award for outstanding contributions to the federal IT community. The Eagle Awards are given to one government official and one industry executive for their superior achievements in the development, acquisition, or management of federal IT programs.

In the biggest news of the year — and one of the boldest moves in our company’s history — CACI announced that it had signed an agreement to acquire the Defense and Intelligence Group of American Management Systems, Inc. (AMS). Providing business management solutions for defense, intelligence, and homeland security agencies, the new group would bring some 1,650 outstanding professionals to our team. The transaction was completed on April 30, 2004, and subsequently won industry recognition that included being named “Hottest M&A Deal” of the year by the Northern Virginia Technology Council, listed among Washington Technology’s “Big Impact” deals of 2004, and receiving “Deal of the Year Award” from the National Capital chapter of the Association for Corporate Growth.

But before we could truly celebrate these achievements, a new challenge confronted the company …

CACI Surpasses $1 Billion

In 2004, our relentless focus on customer service excellence, along with the increasing success of our mergers and acquisitions program, enabled us to generate more than $1 billion in revenue for the first time in CACI history — and one year ahead of our plan.

Meeting Challenges

On April 28, 2004, photos surfaced depicting prisoner abuse at Abu Ghraib prison in Iraq. CACI employees supported the U.S. Army during Operation Iraqi Freedom with interrogation services, and several of our contractor interrogators were working at the prison. However, no CACI employee took part in abuse at prison or appears in any of the horrific photos released.

The fact is that no CACI employee or former employee was, or has ever been, indicted for any misconduct in connection with CACI’s work in Iraq did not stop news report that included serious errors and misleading information about CACI.

From the first reports about prisoner abuse, CACI cooperated fully with every government investigation, making it clear that we would not condone or tolerate illegal or inappropriate behavior by any employee engaged in CACI business and that the company and its employees conducted their work at Abu Ghraib with professionalism and integrity. Our people assisted the Army in obtaining useful intelligence that helped save the lives of American troops. We remain proud of our team’s performance in dangerous war zone conditions.

When CACI published Our Good Name to provide a factual accounting of CACI’s involvement at Abu Ghraib. The thoroughly researched publication is based entirely on public documents, statements, on-the-record Congressional testimony, court martial testimony, and other reputable sources in the public record. Over the years, court rulings have continued to vindicate our reputation for always doing the right thing.

Our Good Name

In April 2008, CACI published Our Good Name. Garnering strong positive reviews, the book provides the definitive story of what we went through during the Abu Ghraib controversy. It tells the American people about the real CACI — a company dedicated to helping our military and our country.

The Best

Paul Cofoni joined CACI as President of U.S. Operations in 2005. His well-rounded professional experience included managing billion-dollar organizations; work in the defense, intelligence, and communications markets; and experience in large-scale mergers and acquisitions. Moreover, his early leadership skills were honed as a U.S. Army officer, an experience that held him in good stead with a company that counts the Army as one of its largest customers.

In 2006, as a result of both acquisitions and organic growth, CACI’s employee population reached a new milestone, topping 10,000. And we entered the Fortune 100 listing of the largest companies in America for the very first time, placing 921st and rated the 8th largest IT services company.

During this era, CACI began winning large, multi-billion-dollar contracts, including an award to support the Army’s $19 billion Strategic Services Sourcing (S3) program. CACI was selected as just one of seven prime contractors — and soon became the preeminent S3 contractor, with our S3 team of technical, proposal, and management experts winning more than $4 billion in business since the contract’s inception.

CACI partnered with the National Merit Scholarship Corporation to create the CACI Scholarship Program in 2006. The program provides college scholarships for the children of CACI employees and other families who qualify. Since its beginning, we have provided more than $240,000 in scholarships to students and their families.

As CACI’s Fiscal Year 2007 — its 45th year in business — drew to a close, the company made plans for a very special announcement.

Each year, CACI awards college scholarships to the best and brightest among tomorrow's leaders.

President of U.S. Operations

Paul Cofoni joined CACI as President of U.S. Operations in 2005. His well-rounded professional experience included managing billion-dollar organizations; work in the defense, intelligence, and communications markets; and experience in large-scale mergers and acquisitions.

The Best

Paul Cofoni appointed President and CEO On July 1, 2007, Dr. Jack London, the 35-year company veteran who had led CACI as President and Chief Executive Officer since 1984, and as Chairman of the Board since 1990, announced he would assume the position of Executive Chairman and continue his leadership as Chairman of the Board. Paul Cofoni, CACI’s current President of U.S. Operations, would be appointed President and Chief Executive Officer.

Since coming to CACI in August of 2005, Paul had performed brilliantly in leading CACI’s U.S. Operations. He was a perfect match for the company and its cultural emphasis on honesty and integrity, a leader who always does the right thing. He stressed innovation and communication, and began leading quarterly conference calls to CACI officers to generate support for company initiatives.

In one of his first actions as CACI’s President and CEO, Paul articulated his vision for the years ahead: being the very best in all we do.

That means staying close to customers and delivering innovative solutions. It means building employee loyalty, delivering shareholder value, and being leaders in making acquisitions that align with our culture and grow our business. It’s a vision for sustaining our corporate culture of ethics and integrity, and always honoring government laws and regulations.

Bill Fairl,Chief Operating Officer who had joined us through the 1998 acquisition of QuesTech, was named President of U.S. Operations shortly after our CEO transition. Bill had been one of our top executives for almost 10 years and led CACI’s operations teams to record outstanding growth, supported our largest acquisitions, and oversaw the development of capabilities that drove our company’s success.

Bill Fairl

President of U.S. Operations

“Being the Best …

… demonstrates our integrity and honor. We pledge always to uphold the highest standards in ethics for our customers, our peers, and all the world to see. That’s a cultural bedrock for us, something we are very well known for throughout our industry.” — Paul Cofoni

The Best

In 2007, and again in 2008, CACI received a CARE (Companies As Responsive Employers) Award from the Northern Virginia Family Service. The CARE Award recognized CACI’s leadership in family-friendly policies and benefits that promote a positive work-life balance for employees.

CACI’s ongoing dedication to assisting veterans with disabilities was also recognized when DoD honored the company for its wide use of service-disabled veteran-owned small business subcontractors. This was the second consecutive year that CACI’s employment of these companies had surpassed the goal set by the federal government.

Our CACI Culture of honesty and ethics continued to be a key marketplace distinction, as we won outstanding recognition in the 2008 Government Contractor Ethics survey released by the Ethisphere Institute. Thanks to our employees’ unwavering commitment to ethics, CACI was a recipient of the top rating, “Best Overall Government Contractor Ethics Program,” and we received the highest classification of Excellent, placing us in the Ethisphere ‘Hall of Fame.’

Dr. Jack London was elected to the Board of Directors of the U.S. Naval Institute, a highly honored and well-known non-profit professional military association. He also received a Lifetime Achievement Award from the National Capital chapter of the Association for Corporate Growth, recognizing his accomplishments in growing CACI into a billion-dollar corporation.

Hall of Fame Credentials

CACI’s culture of honesty and integrity won outstanding recognition in the 2008 Government Contractor Ethics survey by the Ethisphere Institute. Entering the Ethisphere Hall of Fame for our top rating and Excellent classification, we also placed third among the 100 largest government contractors and first in both the 10 Best Ethics Training and Communications Programs and the 10 Best Internal Control Systems.

The Best

One of the most important acquisitions during this time was our 2007 purchase of Wexford Group International. Gaining such customers as the Joint Improvised Explosive Device Defeat Organization (JIEDDO), CACI was now positioned to directly help protect our troops against IEDs and enabled them to carry out special operations.

The business developed by the highly credentialed and experienced Wexford team was also a perfect complement to the growing C4ISR solutions we were developing through our S3 contract and related efforts, and the intelligence support we were building through multiple contracts assisting the Intelligence Community and intelligence customers within the services.

CACI was named one of the World’s Most Admired Companies for 2009 by Fortune magazine, placing 5th among IT Services companies and in the Top 10 in Virginia, home to our corporate headquarters. It’s recognition we continue to win to this day.

Fortune’s list is considered the definitive report card on corporate reputations, and its ratings are based on surveys with thousands of top executives and financial analysts. With it, we added another feather to our cap, and demonstrated once more that the exceptional professionals at CACI continue to set standards of excellence that make our company a leader.

Also during this time, through the hard work and intense focus of CACI people throughout our U.S. Operations, we achieved a goal few competitors can boast: enterprise-wide certification as a Software Engineering Institute Capability Maturity Model Integration® Level 3 provider of quality software and systems engineering. It’s a credential we continue to renew today, and that makes CACI a valued partner and an attractive employer, while opening doors to new markets for all our organizations.

On July 1, 2011, CACI began its 50th year in business.

CACI’s 50th Anniversary

CACI celebrated its 50th anniversary with a gala event at the Library of Congress. Dr. Jack London and CACI leadership saluted our entrepreneurial spirit, our culture of honesty, integrity, and good character, and our vigilant customer focus and dedication to the nation’s most important missions. “In the five decades CACI has been in business,” he said, “our corporate values haven’t changed. In fact, they have only grown stronger!”

The Best

As 2011 ended, President of U.S. Operations Bill Fairl announced he would retire in September 2012, and in June 2012, President and CEO Paul Cofoni informed CACI’s Board of Directors he would retire in December of that year.

Under Paul’s guidance, the company had set records for financial performance, more than doubling our revenue from $1.6 billion in 2005 to $3.8 billion for its Fiscal Year 2012, including the integration of more than 20 acquisitions. His creation of our Deploying Talent — Creating Careers program to hire veterans with disabilities also helped to focus our entire industry on veteran recruitment.

CACI’s Recruiting Team also continued to build on accolades for veteran hiring that had been steadily growing since the mid-2000s. named CACI one of the Best Recruiters of 2011; G.I. Jobs rated CACI among the top 100 Military Friendly Employers; placed us among the Most Valuable Employers for Military; and Military Times Edge voted us among the Best for Vets Employers.

As Paul left, CACI handed the reins to Chief Operating Officer Daniel Allen, naming him President and CEO July 1, 2012, with John Mengucci becoming Chief Operating Officer and President of U.S. Operations.

CACI now entered an era marked by across-the-board budget cuts for our customers, government shutdowns, and challenging times for the entire federal contracting industry. Competition for scarce dollars grew fierce, and we had to act rapidly to protect our customer base and create new paths to growth.

A new vision was needed.

Deploying Talent — Creating Careers

When you’ve been part of the nation’s military, serving in a mission-first environment, it’s not always easy to find a civilian career that provides the same focus and values. But that’s just what America’s military men and women find at CACI, where we are mission-oriented and act with good character and ethics in all we do.

In the next few years, the number of veterans joining our company would reach record levels, hitting a high point of 1,800 veterans hired in 2015.


Ken Asbury Our new vision came in the form of Ken Asbury, who was named CACI President and Chief Executive Officer on February 20, 2013 when Dan Allen left to pursue personal interests. Ken brought industry leadership in strategy and business development, with a passion for competing — and winning.

According to CACI Executive Chairman Dr. Jack London, CACI’s board had long considered asking Ken to join the company’s leadership team.

“We’ve known Ken for some time, and he is the right choice to lead CACI going forward,” Dr. London said. “He has the ideal blend of industry expertise and leadership experience to help drive our business goals regardless of the market conditions. We welcome him to the CACI team.”

In his first conference call as President and CEO, speaking to analysts and investors, Ken said, “I’ve followed CACI’s success for many years, and I’m impressed by the company’s vigilant commitment to customers. It’s ingrained in CACI’s culture.”

He continued: “My concentration is and will be on strategy, business development, and the longer-term growth of CACI. We will focus on operations, ensuring that we are competitive and consistently performing at the highest levels of excellence. We will ensure that our financial systems are in order and will drive our mergers and acquisitions program. And we will lead CACI forward in times of both opportunity and challenge.

Win, Perform, Grow

Ken Asbury’s vision for CACI is encapsulated in a three-part strategy for growth: “Win, Perform, Grow.” We focus on winning new business, performing with operational excellence to deliver value and innovation to our customers, and using our capital to acquire new capabilities and customers that will generate growth for CACI.


CACI made headlines with our next strategic acquisition. In October 2013, we announced our intent to purchase Six3 Systems, Inc., a provider of highly specialized support to the national security community in such areas as cyber and signals intelligence. With approximately 1,600 employees, Six3 would be our largest acquisition to date, and we were up against several larger companies who were also looking to purchase the company.

Led by President and CEO Ken Asbury, our team made the strongest case to Six3’s owners that CACI, with our many complementary capabilities, would best be able to expand the customer base of both companies and provide the most promising growth path. In November, we completed the purchase. Company, culture, and customer fit had won the day over deep pockets.

Six3 diversified our capabilities in the expanding cyber arena. “Most people see the potential of cyber attacks as the No. 1 threat to our nation’s security,” Ken said, referring to the ability to defend or disrupt a computer, a server, or network architecture. That’s business CACI was already growing.

In contrast, Six3 employees were innovators in another aspect of cyber — the signals emitted by weapons systems, satellites, and airborne platforms. With Six3’s digital signals processing and analysis capabilities, CACI could help our government identify and develop countermeasures to an adversary’s weapons systems. And we could offer unique cyber solutions to protect such highly vulnerable platforms as smart phones, cars, airplanes, and unmanned aerial vehicles. The Six3 acquisition was the result of our strategy to pursue the high-end and highly specialized capabilities our government needed to meet growing threats to national security.

Clearly, Six3 would be a game-changer.

Modernizing Healthcare

CACI’s support for wide-ranging healthcare needs continued to grow in 2013. We won contracts with the U.S. Air Force to support its Medical Service and deliver medical logistics expertise and technology in the Pacific. Even before this — and continuing to this day — we assisted in responses to disasters that include Hurricanes Katrina and Rita, the Japanese and Indonesian tsunamis, earthquakes in Haiti and Chile, and the Ebola pandemic.

Today, we’ve grown our Health business to include innovations that help our nation improve healthcare delivery systems, integrate electronic health records, and sharpen emergency responsiveness.


In the first half of 2014, CACI proposal teams brought in a nearly $500 million contract to provide communications and network services to the U.S. Army, and a $408 million contract to support training for JIEDDO. Our people in the United Kingdom also delivered another solid year, expanding support to both government and commercial customers, and increasing revenue and net income.

Recognition continued for CACI’s Executive Chairman Dr. Jack London. The Marine Corps Scholarship Foundation presented him the “Semper Fidelis” award for national service exemplifying the Marine Corps motto “Always Faithful.” He received the TechAmerica Foundation’s Corporate Leadership Award for outstanding contributions to the technology sector. And he was named one of the 100 Most Influential People in Business Ethics for 2014 by the Ethisphere Institute. In addition, the Naval Order of the United States recognized him with the Admiral of the Navy George Dewey Award, and just two years later, the New York Council of the Navy League of the United States presented him with its Leadership in Technology Award. Both honors recognized his visionary support for innovation and advanced technologies in America’s sea services.

In 2015, Ken Asbury’s focused, world-class business development approach generated significant gains for our company. In the first quarter of our Fiscal Year 2015, we won a record $2.4 billion in contract awards, nearly half of which was for new business. And we received good news from our customer at the Office of Personnel Management (OPM), for whom we had been supporting background investigations since 2004. Unhappy with the performance of its main contractor, OPM asked CACI to begin doing the majority of the investigations. In short order, we hired 1,300 new employees and began a new phase of OPM service.

As Ken said, “We believe that it matters to our customers who they do business with, and that they want to do business with a company that has a reputation for integrity, commitment, and quality — CACI.”

Largest in the World

It’s hard to top the fact that more than 100 federal agencies rely on CACI-developed enterprise information systems, but we did just that in 2015. That’s when our business systems team won a new contract to develop and implement the Integrated Personnel and Pay System for the U.S. Army (IPPS-A). Serving more than one million soldiers, and consolidating over 40 legacy systems, IPPS-A will, when completed, be the largest human resources system of its kind in the world.


There was a dramatic rise in the popularity of the next tech trend in 2015: commercial drones, or unmanned aircraft systems (UAS). But the upsurge of this new technology also presented sobering challenges to the safety of our national airspace and valuable assets.

With hobbyist use on the rise and the hangars poised to open to commercial retailers, competitors vied for a viable solution — and CACI delivered the breakthrough: SkyTracker®.

CACI designed SkyTracker to precisely and rapidly detect, identify, and track misused UAS. The solution boasts the unique capability to identify and locate both drones and their ground operators, a critical distinction from competitor solutions. Furthermore, because SkyTracker’s targeted countermeasures don’t interfere with area electronics systems or responsible drone operators, CACI’s solution is the most practical on the market.

Today, SkyTracker has been tested with highly positive results by the Federal Aviation Administration, which entered into a research and development agreement with CACI. As Chief Operating Officer and President of U.S. Operations John Mengucci said at the time of system’s launch, “SkyTracker has broad applications in the protection of critical infrastructure, stadiums, events, or anywhere drones pose a potential risk to people or assets.”

How did we do it? By combining specialized capabilities gained from our strategic Six3 acquisition with years of cyber and electronic warfare experience. By focusing on emerging trends while combining existing and newly acquired skillsets, CACI’s strategy had paid off again.


SkyTracker, CACI’s precision system for countering unlawful UAS, leveraged the highly specialized capabilities of our newly acquired Six3 teams with years of CACI legacy cyber and electronic warfare experience. Both government and commercial customers are now showing significant interest in the product.

SkyTracker again demonstrates CACI’s ability to outpace rapidly evolving, unconventional national security challenges — at the speed of innovation.


Our next acquisition was a real milestone. In February 2016, we completed our purchase of L-3 National Security Solutions, Inc. (NSS), a provider of highly specialized solutions, services, and products for the country’s most sensitive national security and critical DoD missions. With 4,000 talented employees and an anticipated $1 billion in annual revenue, it was our largest acquisition yet.

Besides positioning CACI to deliver critical support to our nation, according to President and CEO Ken Asbury, “The skilled and dedicated people of National Security Solutions give us a great competitive advantage in pursuing large contract opportunities. They provide CACI with outstanding credentials to compete for and win next-generation IT programs across the federal marketplace.”

With the NSS acquisition under our belt, CACI finished the fiscal year with record revenue of $4.35 billion and record contract awards of $6 billion. It was another sign of success for CACI and its people — and gave us a firm foundation for continued achievements.

We also kept our heads in the Cloud when Amazon Web Services selected us to join its Public Sector Partner Program. The selection acknowledged our growing expertise in cloud technologies, and the value of a CACI-Amazon partnership in offering cloud-based solutions to customers. The program also provided us with additional resources to grow our cloud capability, enabling CACI employees to be certified and accredited as experts in cloud technologies. It was another step in our drive to focus on innovation to meet our customers’ greatest challenges.

Veterans Honor Roll

CACI has begun an annual tradition to honor and celebrate the military veterans working at our company.

As Veterans Day approaches each year, we call on all our CACI vets to send us “before and after” photos — picturing them during their service and as CACI employees. We publish the results as a slide show on our intranet portal My CACI. It’s a big hit each year!


Pursuing — and winning — the big deals. As part of his strategy to win, grow, and perform, Ken Asbury had set a clear goal for CACI’s business development teams: we would focus on pursuing business on large, complex programs of long-term value to our customers. Our emphasis would be on providing expertise and technology and not just people to “fill seats” at a customer’s office.

One of the first examples of the success of our strategy was our winning the “CAMMO” contract in November 2016. Originally, bid by NSS, CAMMO was a $446 million award with the U.S. Air Force Space Command, which manages Air Force satellites and space vehicles. With CACI experts working from pre-launch stages all the way through orbit, we provide the tools and resources that enable our government to reliably plan complex missions, modernize ground infrastructure, and protect the space enterprise.

The largest contract in company history came in December when we won the $1.77 billion award to provide analytical operations, integrated intelligence, and training services to the U.S. Joint Improvised-Threat Defeat Organization (JIDO).

Under the contract, CACI employees are deployed around the world to support JIDO with time-sensitive analysis and sophisticated intelligence fusion technologies. This gives us a key role in assisting JIDO to defeat improvised threats such as vehicle-borne IEDs, suicide bombers, and today, the increasing use of drones on the battlefield. With more than 10 years of support for JIDO and its predecessor organizations, CACI has a great track record of success in helping JIDO save lives and stay ahead of complex and growing threats.

Launching Into Space

The constellation of satellites orbiting our planet plays a vital role in our way of life — from GPS tracking and worldwide communications, to support for America’s defense. Ensuring the resiliency of U.S. space operations is a national imperative.

With our CAMMO victory, the expertise of our NSS team, and the highly specialized technologies provided by Six3, in 2017 CACI had the "critical mass" we needed to meet this imperative and enter a new market area: Space Operations and Resiliency. Led by the innovators and experts on our Colorado Springs team, CACI is offering cutting-edge capabilities to protect satellites and space vehicles, manage space missions, and support national security.


In May 2017, to accelerate our growth, John Mengucci assumed expanded responsibilities and a more strategic role as Chief Operating Officer, and highly accomplished business leader DeEtte Gray joined CACI to serve as President of U.S. Operations.

This was an important move for our company, with John positioned to build on his many accomplishments at CACI — developing our successful market-based strategy and operational excellence for customers — and DeEtte leveraging her exceptional track record in customer service and perpetuating a culture of inclusion, teamwork, and innovation.

2017 also marked CACI’s 55th year in business, as well as CACI Executive Chairman Dr. Jack London’s 45th year with CACI.

As the founder of the modern-day CACI, Dr. London is celebrated as a visionary entrepreneur and strategist, the architect of our culture of ethics and excellence, and the catalyst of our sustained business success. Thanks to his leadership, vision, and unwavering passion for CACI, we are known throughout our industry for being a role model of ethics and integrity and a leader in delivering expertise and technology that make our nation safer and stronger.

In July 2018, CACI took a big step in positioning the company for future growth as Chief Operating Officer John Mengucci led the establishment of the Dr. J.P. (Jack) London Shared Services Center (SSC) in Oklahoma City. The SSC would provide centralized, state-of-the-art resources to support the business operations of CACI teams across the company. It would create greater efficiencies and be easily scalable to grow as CACI grows. Plus, the money saved from SSC efficiencies would be invested into career development, benefits, and growth initiatives for CACI employees.

Shared Services: A CACI Milestone

Our creation of the Dr. J.P. (Jack) London Shared Services Center was a milestone event in the way we supported our employees. Everything from accounting to technical assistance was now available in one click on the intranet portal, My CACI, or one phone call. Shown below are the SSC’s “Dedication Wall” honoring Dr. London; and members of our Oklahoma City team, who quickly stepped up to the task of supporting their colleagues across the country in our dedication to supporting the nation.


Building on decades of U.S. Navy support, in 2018 CACI acquired the Systems Engineering and Acquisition Support Services Business Unit (SE&A BU) of CSRA. The nearly one-thousand-member SE&A BU team provided highly specialized engineering services supporting the lifecycles of virtually every major U.S. naval shipbuilding platform.

Combined with our own Navy support teams, and our legacy of service to the Navy, SE&A BU gave CACI a leading role in the long-term operations and revitalization of the nation’s naval fleet — a multi-decade effort vital to America’s national security.

Also that year, in a stirring reminder of the bravery of our military men and women, and the outstanding professionals who work with them, CACI employees Michael “Tony” Dunne and Mr. Brandon “Ray” Seabolt were awarded the Office of the Secretary of the Defense Medal for Valor, the highest civilian award presented by the Department of Defense. Working side-by side with their Armed Forces customers, these dedicated CACI professionals were honored for exceptional bravery and courage in supporting U.S. military operations.

CACI’s veterans support initiatives continued to earn praise throughout 2018. Over the years, we had earned recognition such as the Virginia Governor’s Award for Veterans Hiring (#1 ranking) and the Employer Support of the Guard and Reserve Patriot Award. We had been named a Military Friendly Employer by G.I. Jobs, Best for Vets by Military Times, and Best of the Best Top Veteran Friendly Company by U.S. Veterans Magazine.

Office of the Secretary of Defense Medal of Valor

CACI Cares

Our CACI Cares philanthropy and volunteerism program continued to support a wide range of activities in 2018, and today we remain leaders in demonstrating that philanthropy. It is simply in our DNA. We partner with organizations and initiatives that support veterans and troops. We support STEM education with our CACI Scholarship Program, with most of our scholarships going to children of CACI parents. And we promote what employees are doing in their neighborhoods and communities as good corporate citizens.


2019 began the next phase of CACI’s evolution, starting with two acquisitions of enormous strategic importance: LGS Innovations and Mastodon Design. LGS traced its ancestry directly to Bell Labs and AT&T, creators of many of the world’s most significant advances in computing and communications, and Mastodon was comprised of pioneering thinkers and IT experts.

The scientists, engineers, and technologists from these new teams gave us exceptional talent and knowledge to advance our own capabilities in serving national security with cutting-edge expertise and technology in signals intelligence, electronic warfare, and cyber solutions and services.

The synergies between CACI and the new teams would benefit our customers and position us to win bigger and more lasting government business. Plus, over time we would be capable of controlling the security of our offerings at every step in the supply chain. That was an area of considerable importance with our government customers facing escalating threats to America’s cyber security.

In fact, it was a remarkable time in CACI’s existence. We were setting revenue records, our employees were performing spectacularly for their customers, and we were bringing incredible new talent into the company. Looking to the future, it was time for a new way to do business.

To build on our success, we created a new model for our organization, aligning our business leaders and people to our customers’ needs and spending priorities. CACI business teams formed into sectors, which are currently headed by sector Presidents Greg Bradford, Meisha Lutsey, DeEtte Gray, and Todd Probert. In short, we were inventing our future to continue our exceptional growth and success.

Dr. J. Phillip London
April 30, 1937 — January 18, 2021

Though Dr. J.P. (Jack) London left us on January 18, 2021, he will always be immortal at CACI, the company he helped take to monumental new heights over a career that stretched nearly 50 years.


In 2020, the world faced an unprecedented health crisis in the form of the COVID-19 pandemic. This global health event forced CACI to quickly alter the way we do business to keep our employees safe while maintaining our commitments to our customers and shareholders. CACI — in partnership with its customers — transitioned many of our employees to remote work and provided continuous health and safety guidance to those who admirably continued to work onsite.

CACI President and Chief Executive Officer John Mengucci had just recently assumed the helm when the pandemic hit. In his view, the pandemic provided a time for strong companies to either sink or swim, and he had no doubt CACI would do the latter: “Great companies are rising to the challenge through unwavering support of their employees, customers, and communities. CACI is one of those companies,” he said. “Working side-by-side, we will successfully manage through today’s unprecedented challenges and get through this safely. I am truly inspired by our collective resilience, compassion, and commitment in the face of adversity.”

Despite the obstacles posed by COVID-19, CACI kept its commitment to the nearly 250 college students selected for the company’s Summer Internship Program, offering a virtual internship experience that earned high marks from both students and the CACI managers they reported to.

CACI also continued to be a good community partner, providing support to those on the frontlines of fighting the pandemic and those left most vulnerable by its effects. CACI Cares worked with food vendors to provide meals to hospital professionals in Virginia, Maryland, Washington, D.C., Colorado, Florida, Texas, New Jersey, and Oklahoma — areas with our largest employee populations. In all, 6,200 meals were provided with our message of support: “We’re In This Fight With You.” CACI Cares also made donations to food banks to help the many Americans dealing with economic hardship.

Providing Employees with Tools to Succeed

From our earliest days, CACI has offered employees opportunities to enhance their skills and industry knowledge through a variety of training programs and educational opportunities.

In the 1970s, employees gleaned valuable tips and skills directly from our top brass through the Entrepreneurial Skills Development Courses (ESDC) program. In courses with titles such as “How to Win Competitive Business” and “Current Contracting Environment,” CACI senior leaders shared industry insights that empowered our employees and helped to grow our company.

The names and content of these “people development programs” changed over the decades, but their goal of better equipping our people with the tools they need to succeed has remained constant.

From the manager development program Lead People to the skill enhancement courses offered in CACI’s Learning Academies, the company continues to provide a range of development opportunities for employees at every level.

The advent of online, user-friendly, self-paced learning platforms expanded our ability to support employee development, ushering in our popular CACI Virtual University (CVU) and the networking/sharing/learning approach of our Communities of Practice (CoP), and technical certification support through CACI’s Learning Academies. In addition, CACI has established partnerships with a growing number of colleges and universities to provide tuition discounts to employees to help them earn degrees.

Who We Are

January 2021 began on a sad note, with the passing of CACI Executive Chairman and Chairman of the Board Dr. Jack London. The solid legacy he left behind included a strong management team to ensure stability and continuity in all aspects of company operations.

To effectuate a seamless transition, Michael A. Daniels was elected Chairman of the CACI Board of Directors. Michael was appointed to the CACI Board in 2013 and has more than 30 years of experience in building and growing profitable organizations.

CACI was named to the Fortune 500 for the first time in its history. Inclusion on this annual list of the largest corporations in the United States ranked by revenue for the 2020 fiscal year, reflects CACI’s continued growth, which drove record setting revenue of $5.7 billion in fiscal year 2020, resulting from a continued focus on its growth strategy.

For the 10th time, Fortune recognized CACI as one of the World’s Most Admired Companies. Fortune also ranked CACI eighth among Information Technology Services companies worldwide. CACI was chosen from among approximately 1,500 global companies.

CACI was also named a “Military Friendly Employer” by G. I. Jobs for the 13th year in a row; a “Military Spouse Friendly Employer” by Military Spouse Magazine; a “Best of the Best Top Veteran Friendly Company” by U.S. Veterans Magazine for the 7th consecutive year; and a Top Workplace USA and Top Technology Workplace on the inaugural national lists administered by Energage.

As part of CACI’s efforts to continue to build on its diverse and inclusive culture, the company announced several initiatives to foster a culture of inclusion, respect, and equitable opportunities for diverse employees at all levels.

The company established a Diversity and Inclusion (D&I) Working Group, consisting of executive leadership, and a cross-sectional D&I Advisory Team to create a foundation, framework, and strategy for embracing diversity and ensuring a supportive and inclusive environment for all employees.

In addition, CACI hired an executive director to advise the D&I Working Group and continue CACI’s efforts in developing relevant strategies, initiatives, and training for leadership, management, and employees. On the talent acquisition front, the company continued to take steps to reach a broader, more diverse talent pool.

Moving CACI Forward

John Mengucci is positioning CACI for a bright future. Under his leadership, CACI continues to develop innovative and differentiated technology, deliver sustainable growth, and drive shareholder value. He is focused on developing the company’s talent, and supporting education programs nationwide, particularly those with an emphasis on STEM.

Mengucci made the Wash100 list of top GovCon sector leaders in 2020, 2021, and 2022. He was named one of WashingtonExec’s Top 25 Execs to Watch in 2019 and 2020 and to Virginia Business Magazine’s 500 Power List in 2020 and 2021. In 2018, he was selected by FCW to its Federal 100 list of visionary and transformative government and industry leaders. Mengucci is an active Clarkson University alumnus and was elected to the University’s Board of Trustees in 2019.

Who We Are

We deliver the enterprise and mission outcomes our customers require by leveraging our expertise, innovation, and technology.

We are ever vigilant in helping our customers meet their greatest enterprise and mission challenges in national security and government modernization. Our distinctive expertise and technology deliver innovation and excellence. We are a company of good character, and our dynamic team of professionals is committed to doing the right thing by performing with ethics and integrity. We take pride in our achievements and create value for employees, customers, and shareholders.

As CACI marks its Diamond Anniversary, the company is firmly positioned as a technology powerhouse globally respected for its innovation and delivering the very best results for its customers and shareholders. The company’s next 60 years looks to be even brighter, with a keen focus on operational excellence and a smart growth strategy.

We are looking forward to celebrating our 60th anniversary with our employees, customers, and shareholders. “CACI’s distinction as a World’s Most Admired and leading technology company continues to grow, and together, we are driving our company forward,” John Mengucci says.

On May 27, 2021

CACI held a ribbon-cutting ceremony to open its new 35,000-square-foot, six-story corporate headquarters in Reston, Virginia. Excited employees, customers, and elected and civic officials toured the building’s Center for Research, Application, Development, Learning, and Engagement. The CRADLE, as it’s called, is our new innovation and collaboration space, which brings together customers, industry partners, academia, and CACI experts to create mission-first technology solutions for national security. The space is often used for meetings, conferences, and media interviews, and is a must-see for customers and other visitors.

CACI People — Number One!

It’s right there in our Operational Philosophy:
At CACI, people are the most important asset.

For 60 years, CACI employees have been the driving force behind our success. They bring good character and distinction to all we do. We are fiercely proud of our company’s remarkable legacy, as well as their service to the nation. We are innovative and determined to succeed — and refuse to fail.