ICFI » Topics » STRATEGY:

These excerpts taken from the ICFI 10-K filed Mar 13, 2009.

STRATEGY

Our strategy to increase our revenue, grow our Company, and increase stockholder value involves the following key elements:

STRATEGY

Our strategy to increase our revenue, grow our Company, and increase stockholder value involves the following key elements:

STRATEGY

Our strategy to increase our revenue, grow our Company, and increase stockholder value involves the following key elements:

STRATEGY

STYLE="margin-top:12px;margin-bottom:0px; text-indent:4%">Our strategy to increase our revenue, grow our Company, and increase stockholder value involves the following key elements:

STYLE="margin-top:18px;margin-bottom:0px">Strengthen our end-to-end service offerings

We plan
to leverage our advisory services and strong client relationships to increase our revenue from implementation services, which include information technology solutions, project and program management, project delivery, strategic communications, and
training. We have traditionally generated most of our revenue from advisory services, although, since the beginning of The Road Home contract in June 2006, most of our revenue has come from implementation services. We believe our advisory services
provide us with insight and understanding of our clients’ missions and goals and, as a result, position us to capture a greater portion of the

 


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implementation engagements that directly result from our advisory services. Expanding our client engagements into implementation, evaluation, and improvement
services will increase the scale, scope, and duration of our contracts and thus accelerate our growth. However, we will need to undertake such expansion carefully to avoid actual, potential, and perceived conflicts of interest. See “Risk
Factors—Risks Related to our Business—The diversity of the services we provide and the clients we serve may create actual, potential, and perceived conflicts of interest and conflicts of business that limit our growth and lead to liability
for us.”

STRATEGY

STYLE="margin-top:12px;margin-bottom:0px; text-indent:4%">Our strategy to increase our revenue, grow our Company, and increase stockholder value involves the following key elements:

STYLE="margin-top:18px;margin-bottom:0px">Strengthen our end-to-end service offerings

We plan
to leverage our advisory services and strong client relationships to increase our revenue from implementation services, which include information technology solutions, project and program management, project delivery, strategic communications, and
training. We have traditionally generated most of our revenue from advisory services, although, since the beginning of The Road Home contract in June 2006, most of our revenue has come from implementation services. We believe our advisory services
provide us with insight and understanding of our clients’ missions and goals and, as a result, position us to capture a greater portion of the

 


9







Table of Contents



implementation engagements that directly result from our advisory services. Expanding our client engagements into implementation, evaluation, and improvement
services will increase the scale, scope, and duration of our contracts and thus accelerate our growth. However, we will need to undertake such expansion carefully to avoid actual, potential, and perceived conflicts of interest. See “Risk
Factors—Risks Related to our Business—The diversity of the services we provide and the clients we serve may create actual, potential, and perceived conflicts of interest and conflicts of business that limit our growth and lead to liability
for us.”

STRATEGY

STYLE="margin-top:12px;margin-bottom:0px; text-indent:4%">Our strategy to increase our revenue, grow our Company, and increase stockholder value involves the following key elements:

STYLE="margin-top:18px;margin-bottom:0px">Strengthen our end-to-end service offerings

We plan
to leverage our advisory services and strong client relationships to increase our revenue from implementation services, which include information technology solutions, project and program management, project delivery, strategic communications, and
training. We have traditionally generated most of our revenue from advisory services, although, since the beginning of The Road Home contract in June 2006, most of our revenue has come from implementation services. We believe our advisory services
provide us with insight and understanding of our clients’ missions and goals and, as a result, position us to capture a greater portion of the

 


9







Table of Contents



implementation engagements that directly result from our advisory services. Expanding our client engagements into implementation, evaluation, and improvement
services will increase the scale, scope, and duration of our contracts and thus accelerate our growth. However, we will need to undertake such expansion carefully to avoid actual, potential, and perceived conflicts of interest. See “Risk
Factors—Risks Related to our Business—The diversity of the services we provide and the clients we serve may create actual, potential, and perceived conflicts of interest and conflicts of business that limit our growth and lead to liability
for us.”

These excerpts taken from the ICFI 10-K filed Mar 17, 2008.

STRATEGY

Our strategy to increase our revenue, grow our Company, and increase stockholder value involves the following key elements:

STRATEGY

STYLE="margin-top:6px;margin-bottom:0px; text-indent:4%">Our strategy to increase our revenue, grow our Company, and increase stockholder value involves the following key elements:

STYLE="margin-top:12px;margin-bottom:0px">Strengthen our end-to-end service offerings

We plan
to leverage our advisory services and strong client relationships to increase our revenue from implementation services, which include information technology solutions, project and program management, project delivery, strategic communications, and
training. We have traditionally generated most of our revenue from advisory services, although, with the addition of The Road Home contract in 2006, most of our revenue currently comes from implementation services. We believe our advisory services
provide us with insight and understanding of our clients’ missions and goals and, as a result, position us to capture a greater portion of the implementation engagements that directly result from our advisory services. Expanding our client
engagements into implementation, evaluation, and improvement services will increase the scale, scope, and duration of our contracts and thus accelerate our growth. However, we will need to undertake such expansion carefully to avoid actual,
potential, and perceived conflicts of interest. See “Risk Factors—Risks Related to our Business—The diversity of the services we provide and the clients we serve may create actual, potential, and perceived conflicts of interest and
conflicts of business that limit our growth and lead to liability for us.”

 


9







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This excerpt taken from the ICFI DEF 14A filed Apr 30, 2007.

STRATEGY:

ICF is executing a two-pronged growth plan. The cornerstone of our strategy is to accelerate our organic growth by winning larger enterprise-wide assignments and to use our valuable business development dollars more efficiently and effectively. We already have begun this effort by providing end-to-end solutions to our customers. This means that we will work on solving client problems all the way from developing the advisory framework for the solution, to implementing our recommendations, and then improving upon the solution as we get the results. We intend to continue to leverage our strong client relationships at the advisory level to win additional long-term, enterprise-wide implementation assignments. This strategy has served ICF well. In mid-2006, ICF won The Road Home Program contract in Louisiana—the largest award in the firm’s history.

The second component of our strategy is to expand and strengthen the breadth and depth of ICF’s professional services by acquiring businesses that are highly regarded in markets we understand. In 2006, we successfully completed integrating two acquisitions from 2005—Synergy, Inc. and Caliber Associates, Inc. Synergy added significantly to our presence in the U.S. Air Force market, and Caliber gave us a substantial footprint in the U.S. Department of Health and Human Services, U.S. Department of Education, and U.S. Department of Justice. Although ICF was active in these markets, the Synergy and Caliber acquisitions expanded our presence in these U.S. government agencies. Last year,

 

2006 Annual Report   ICF International


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LETTER TO STOCKHOLDERS

 

we negotiated two small yet strategic acquisitions that were completed in January 2007. The first, Energy and Environmental Analysis, Inc., specializes in energy market analyses and environmental advisory services, especially global natural gas markets, complementing our existing commercial and governmental offerings. The second, Advanced Performance Consulting Group, provides specialized services in strategic planning to U.S. government agencies and enhances our end-to-end solution offerings.

This excerpt taken from the ICFI 10-K filed Mar 30, 2007.

STRATEGY

Our strategy to increase our revenue, grow our Company and increase stockholder value involves the following key elements:

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