Over the past nine months, Jeff MacLauchlan guided CACI to a 12% EBITDA margin, a 90-basis-point improvement from the prior year, while absorbing $22 million in ARKA-related transaction costs and generating $503 million in free cash flow, up roughly $200 million from the prior year.
With a $33.4 billion backlog and 98% of this year’s revenue expected from existing programs, MacLauchlan has kept CACI financially strong and operationally positioned to invest ahead of customer need.
MacLauchlan, CFO at CACI, is a finalist for the Chief Officer Awards’ Private & Public CFO of the Year (Annual Revenue Greater than $500M). The event takes place live June 2.
Here, he discusses CACI’s financial performance, his priorities going forward, and the leadership lessons that have shaped his career.
What key achievements did you have in 2025/2026?
Over the past year, I’ve focused on CACI’s financial strength and flexibility through challenging times as we continue to deliver for our customers and continuously invest in long‑term growth. I’m proud of how well the team has executed and delivered margin expansion and free cash flow generation year after year.
For the past nine months, we delivered a 12% EBITDA margin, even while incurring $22 million in ARKA-related transaction costs, which represents a 90‑basis‑point improvement from last year. When you set those costs aside, the underlying profitability reflects even stronger program execution and the ongoing evolution of our portfolio.
We also generated $503 million in free cash flow during that same time period, which increased approximately $200 million from the prior year. I often describe free cash flow per share as one of the clearest indicators of long‑term value creation, and our results demonstrate the impact of disciplined working capital management and consistent program performance – all principles I hold to a high standard.
Integrating ARKA has been another major focus. The acquisition is accretive to both revenue growth and margins, and it fits squarely within our strategy to invest in high‑value technology franchises with strong software elements. We ended our most recent quarter with a slightly better leverage than expected, and we remain on track to return to the low‑3x range within six quarters, which reflects the strength of our cash‑generation capabilities and disciplined execution.
Altogether, this year has been defined by that disciplined execution and strong financial stewardship, and we are seeing those qualities reflected in our performance and our ability to invest ahead of customer need.
What are your primary focus areas going forward, and why are those so important to the mission?
Looking ahead, my priorities focus on strengthening the financial and operational systems that help CACI move faster, operate more efficiently, and stay ready to support the mission.
At the top of the list is to support our CEO’s vision on growing free cash flow. We reaffirmed guidance of at least $725 million in free cash flow this year, even while absorbing acquisition‑related costs. That represents about 65% growth in free cash flow per share over last year, and it gives us the confidence to keep investing in the capabilities our customers rely on, as well as delivering long-term value to our shareholders.
We are also committed to improving efficiency and operational excellence across the board. That includes sharpening our forecasting, further strengthening program execution, leveraging responsible AI practices, and maintaining reliable and optimized billing and invoicing processes. Even though award activity in the market has been slower, the administrative side of government contracting, such as funding programs, paying bills, processing invoices, has remained consistent. That reliability helps us manage liquidity and maintain operational stability.
Another major focus is capital allocation discipline. ARKA is a great example of the kinds of investments we seek out, since it strengthens our portfolio, enhances our margin profile, and supports long‑term growth. Although margins can vary from quarter to quarter reflecting our business mix and portfolio evolution, the broader trend continues to move upward over time.
We are also focused on maintaining strong visibility into future performance. With 98% of this year’s revenue expected to come from existing programs and a backlog of $33.4 billion, including a 19% increase in funded backlog, we are well positioned to confidently plan ahead and invest intentionally.
Together, these focus areas ensure that CACI remains financially strong, operationally efficient, and fully prepared to deliver mission‑critical outcomes now and in the future while increasing the value of the enterprise for our shareholders.
What is something about you that most people do not know?
Something about me that most people do not know is how strongly I believe in fostering the next generation of innovators. My years coaching Little League baseball, guiding Cub Scouts, and leading youth soccer teams as my kids grew up taught me the power of mentorship, teamwork, and character building. I have seen how young people flourish when they are encouraged to explore new ideas, solve problems, and believe in their own potential.
This is one of the main reasons CACI’s internship program resonates with me. Just as I once focused on building confidence and leadership in kids on the field or during scouting activities, CACI is committed to giving early-career talent meaningful opportunities to grow. Our interns are encouraged to take initiative, ask questions, and contribute ideas from the start, and this mirrors the values I have carried throughout my community work. It is an environment where curiosity is welcome, mistakes are viewed as learning opportunities, and each person receives the support needed to develop their strengths.
What is your best career advice for those who want to follow in your footsteps?
Never miss an opportunity to add to your responsibilities. Don’t focus on your salary or your job title. If you’re focused on being a productive contributor, those will follow. It’s not always easy to see in the moment, but it’s not personal.
On a related note, most people don’t take full advantage of opportunities to expand their skills by moving laterally. Manage your career for growing your skill base and making choices that increase optionality rather than short-term rewards.
