Dr. J.P. (Jack) London, CACI International Inc, Chairman, President and Chief Executive Officer

Good morning and thank you for inviting me here today.

My friends, these are critical, dangerous times

• The last couple of days we have been hearing about even more violence and killings... Palestine, Gaza, Baghdad.
• Missiles, rockets and nuclear capabilities in China, and Pakistan and India, and North Korea, too.

These are times for us to work together… to get ahead and stay ahead of these threats. And AFCEA has an important role to play. From the AFCEA handbook AFCEA's mission is, "to support global security by providing an ethical environment that encourages a close cooperative relationship among civil government agencies, the military and industry." That's a most worthy goal. It also closely matches the mission of CACI International Inc, the company I lead. In fact, two of the themes of the AFCEA mission - global security and ethics - are topics of great personal interest. They are the cornerstone of our business at CACI, and I'm going to talk about them here today.

But first let me tell you a little bit about our company. Founded in California in 1962, CACI is a major IT solutions and network services provider in the areas of defense, intelligence and homeland security. Modeling and Simulation was CACI's "starter-set" technology. We were a RAND Corporation-styled spin-off.

We are a public, New York Stock Exchange company, headquartered in Arlington VA, and we have some 6900 employees working in some 100 offices in the U.S. and Europe, as well as in many other spots around the world. Our revenue in FY2003 (June 30^th this year) was over $840M, and we are still growing. We set a goal of becoming a $1 Billion-a-year company by 2005. And I'm delighted to say that we are running ahead of schedule … It looks like we should reach our goal of a billion dollars in sales in 2004, a year ahead of schedule and with strong earnings.

Right now CACI is proudly supporting America's fighting men and women as they strive to bring democracy to Iraq. We are in the Middle East and we are in Baghdad. We are providing in-country support with communications centers and network operations. And we are delivering engineering, logistics and intelligence support services. You will also find CACI supporting U.S. armed forces in central Europe, in the Far East and in West Pac. We have support operations in Bosnia and Kosovo, as well as in Afghanistan. And of course we are in Germany and the U.K. I have recently come back from a month-long trip to West Pac and Asia, to Vietnam, Korea, Japan and Hawaii. CACI provides support to our armed forces in a number of locations in that part of the world. The dangers there are quite real, too.

Here at home CACI personnel are delivering information technology solutions to the armed forces, to the Defense Department, the national intelligence community and federal civilian and law enforcement agencies. I'm also proud to say that CACI solutions are leading and supporting the transformation of U.S. defense and intelligence, and are helping to ensure homeland security. I don't have to tell anyone in this room that we live, work and operate in a whole new world. It's a vastly more dangerous world. The events of 9/11 were the most dramatic demonstration of this, but the signs were evident long before that horrible and vicious attack. The fact is we are in a New Defense Era.

We find ourselves in a new place in history. On the one hand, we are engaged in what the analysts call "asymmetric warfare." We face a terrorist adversary who is of inferior military strength... but who finds ways to exploit our vulnerabilities to inflict maximum damage on us. And not the least of these is our vulnerability to propaganda and "psych" warfare. The Vietnamese like to say that they defeated the French in Paris, not at Dien Ben Phu, and they forced us out, not with military superiority, but by defeating us on the streets of hometown USA. This is truly "asymmetric warfare: in the political arena!

We are also confronted with the threat of rogue nations with weapons of mass destruction like North Korea, as indicated by this country's recent histrionics. In the first case, the nature of our enemy is new. Our terrorist enemy is shadowy, difficult to find and identify. The new agents of terrorism are pan-national, and without a state organization. They are truly a dispersed global enemy.

Second, their weapons are different. The terrorist fanatic can turn everyday vehicles - cars and commercial airplanes, for example - into weapons capable of bringing death to thousands of unsuspecting civilians. Their strategies embrace suicide as a "weapon delivery" mechanism. This fact radically alters our defense and response calculus.

Finally, their goals are new. Unlike previous enemies, they don't want to seize our territory or our resources, or overthrow our political system. Their goal is to destroy Western civilization and our free, Judeo-Christian ethic and our open way of life. The major component of this threat is radical, militant Islam and the fanaticism of jihad. These people must be eliminated.

The threat of this terrorism is something we all have taken very seriously. But America has also recently experienced another insidious and dangerous threat. I'm talking here about the erosion of public confidence in some of our institutions. This is the second theme of my talk today.

As a businessman, and as a citizen, I am appalled at the role some of America's corporate leaders have played in this national decline in confidence. Some of the powerhouse corporations of the nineties - for example, Enron and WorldCom, to name just two - have experienced spectacular, self-inflicted collapses. They have devastated the dreams of their shareholders, employees and retirees. They have become exhibits in the Business World's "Hall of Shame." The executives of these companies broke faith with the people who trusted them, believed in them and depended on them. They failed as leaders. Greed and fraud became their masters. And that's truly a shame, because leading a company - in my opinion - is one of the most rewarding experiences in the business world. But you can't lead a business without integrity and accountability.

When you are a CEO people look to your reputation. People invest in your company, or work for you, because they believe in you. And when people put their trust in you, you become accountable to them. At CACI, we make this very clear. Our widely published Code of Ethics contains our uncompromising policies on ethical business practices. Our corporate value statements place integrity and honesty above all else. We believe accountability starts at the top, and that the same rules apply to everyone. Our people know... and we make sure all our clients, and our colleagues and competitors in the IT industry know it, too... that at CACI, ethics is a part of everything we deliver and do.

Integrity and accountability are also cornerstones of what is taught in our military academies and learning institutions. I know this first hand. Just last fall I had the honor and privilege of being the featured banquet speaker at a ceremony at the United States Naval Academy. The occasion was a salute to the finalists of the "Ethics Essay Award," given by the Naval Academy's Center for the Study of Professional Military Ethics.

I told these young midshipmen that the best ethical guidance they will ever need can be found in the Navy's core values of honor, courage and commitment. These values guided me through my time at the Naval Academy, my 24 years as a Naval officer - 12 active and 12 reserve - and through a long career of over 30 years in business. This coming year, 2004, will mark my 20^th year as President and CEO of CACI. And while I've certainly made my share of mistakes, these values have continued to set the true course. You see, as Chief Executive, you're the captain of the ship. As long as things are going well, you get to enjoy the center stage. And if things don't go well - even if it's not your fault - you're still accountable. As President Harry Truman once said, "The buck stops here!" (He also famously warned that, "If you can't stand the heat, stay out of the kitchen!")

Fortunately, the vast majority of American executives are doing what they've always done - running their companies with integrity and earning the confidence of the American public. Moreover, new legislation, including the Sarbanes-Oxley Act of 2002, though perhaps a bit excessive, will help to ensure that this crisis of confidence won't happen again. Probably the greatest truth I have learned as a CEO is this: your integrity is your reputation while you are in charge, and it is your legacy once you depart. I believe that CACI's legacy, as a member of America's IT business community, will that of unwavering fidelity and commitment to our nation and its needs.

CACI is "Ever Vigilant."

As Homeland Security Secretary Tom Ridge explained recently, "In the 1940s American businesses built an 'arsenal of democracy' to win the war. Today, they're building an 'arsenal of security' - exciting, nimble, cutting-edge products that can cut our response time and save lives." All of us in the IT community are proudly participating in this effort. I'll cite just a few examples:

In support of our armed forces in the Middle East and around the globe, IT companies are helping to develop high-value technologies like CACI's hand-held device that's used by our troops to determine how much ammunition they have in stock. If they need more, they can find out who in their area has ammunition available. Central command can tell whose supplies are running low, and anticipate who will need a new shipment - before the unit runs out.

IT is also making enormous contributions to the intelligence community. Examples include the technologies CACI provides for unmanned aerial vehicles, which can detect the presence of enemy troops or chemical weapons and save our armed forces from unnecessary risk. Our deployed electronic warfare systems collect enemy communications and signals and forward them to analysts, giving our soldiers a tactical edge. Our telecommunications networks connect troops and battlefield commanders, helping to save lives and ensure operational success.

At home IT is playing a role in protecting our borders. New network technologies supported by CACI are helping the Coast Guard improve its distress and response system and protect our nation's waterways. Identification technology is enabling the U.S. Customs Service to better safeguard ports of entry, and new security tools protect its databases. Knowledge management technologies are increasingly important to our law enforcement agencies, helping them collect, protect and share vital information. Again, according to Tom Ridge, "Homeland security needs this innovation and imagination. And businesses need the opportunity - the opportunity to do well by doing good." He said, "It can give us not just a safer, more secure America, but a more competitive and prosperous America." And I couldn't agree more!

Defeating terrorism and countering asymmetric warfare will not be easy, but we have the tools we need to win this war. We have the technology. and the strategy, and the values for assuring victory. We have

• Conviction
• Communication
• Collaboration, and
• Commitment

Let me explain. I'll start with Conviction. As President Bush said at the beginning of Operation Iraqi Freedom, "Our cause is just - it is the security of the nations we serve and the peace of the world." Ladies and gentlemen, our cause is just. As the President has also said, "We are fighting for the security of our people, for the success of our ideals and for stability in large parts of the world."

We also have Communication: For centuries past, the approach to waging war was "divide and conquer." But in the New Defense Era, the new "networked world" has changed these watchwords to "communicate and conquer." As Deputy Secretary of Defense Paul Wolfowitz stated, "Our ability to leverage the power of information and networks will be key to our success in the 21^st century." And I say that without it, we will fail! Our leaders know that "Good information, from good sources, communicated through good channels to our good people... trumps all other weapons in war."

We also have Collaboration: Our fight against terrorism is a worldwide battle. This means that collaboration among all of the participants is more critical than ever before. We need more collaboration - and new modes of collaboration. We need collaboration

• Between fighting forces, including those separated by distance and by nationality
• Between different nations - the coalition - who are working together both militarily and diplomatically, and we need collaboration, "effective collaboration"
• Between government and the private sector

As the President said recently, "Information must be shared, so we can follow every lead to find the one that may prevent tragedy."

Conviction. Communication. Collaboration. We also have to have firm Commitment: No conflict, no battle, no war is won without the commitment of those fighting it. Shortly after 9/11, President Bush stated: "Our campaign will be difficult. But I can promise you this: It will be waged until we win... We will do whatever it takes to defeat terror, wherever it goes or wherever it hides."

CACI is honored to be a partner in this worthy cause, along with all our many AFCEA colleagues in the IT and defense industry community. We are proud to have provided some of the mission-critical tools and solutions our fighting men and women are using today. We hope that these solutions, deployed in war, will defend freedom and help to ensure peace in the world.

Thank you for having me here today. May God bless and protect the men and women of our armed forces. And God bless America.

Thank you.