CDI 8-K Caution Concerning Forward-looking Statements

Engineering & Professional Services

CDI CORP. –

NYSE:CDI

Exhibit 99

NYSE:CDI  /  2

CAUTION CONCERNING FORWARD-LOOKING STATEMENTS

This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform

Act of 1995. All statements that address expectations or projections about the future, including statements about our

strategies for growth and future financial results (such as revenues, pre-tax profit and tax rates), are forward-looking

statements. Some of the forward-looking statements can be identified by words like "anticipates," "believes,"

"expects," "may," "will," "could," "should", intends," "plans," "estimates," and similar expressions. These statements

are not

guarantees

of

future

performance

and

involve

a

number

of

risks,

uncertainties

and

assumptions

that

are

difficult to predict. Because these forward-looking statements are based on estimates and assumptions that are

subject to significant business, economic and competitive uncertainties, many of which are beyond our control or are

subject to change, actual outcomes and results may differ materially from what is expressed or forecasted in these

forward-looking statements. Important factors that could cause actual results to differ materially from the forward-

looking statements include, but are not limited to: changes in general economic conditions and levels of capital

spending by customers in the industries that we serve; deterioration of the financial and capital markets which may

result in the postponement or cancellation of our customers' capital projects; competitive market pressures; our

ability to maintain and grow our revenue base; the availability and cost of qualified labor; our level of success in

attracting, training, and retaining qualified management personnel and other staff employees; changes in customers'

attitudes towards outsourcing; credit risks associated with our customers; changes in tax laws and other government

regulations; the possibility of incurring liability for our activities, including the activities of our temporary employees;

our performance on customer contracts; adverse consequences arising out of the U.K. Office of Fair Trading

investigation; and government policies or judicial decisions adverse to our businesses. More detailed information

about some of these risks and uncertainties may be found in our filings with the SEC, particularly in the "Risk

Factors" section of our Form 10-K's and the "Management's Discussion and Analysis of Financial Condition and

Results of Operations" section of our Form 10-K's and Form 10-Q's. Readers are cautioned not to place undue

reliance on these forward-looking statements, which speak only as of the date hereof. We assume no obligation to

update such statements, whether as a result of new information, future events or otherwise, except as required by

law.

NYSE:CDI  /  3

Revenue

&

Operating

Profit*

–

Nine

Months

ended

9/30/08

FOUR BUSINESS UNITS

MRI

Revenue: $177.5M

Operating Profit: $5.7M

AndersElite

CDI IT Solutions

CDI Engineering Solutions

Revenue: $169.2M

Operating Profit: $1.7M

Revenue: $461.0M

Operating Profit: $26.2M

Revenue: $57.2M

Operating Profit: $8.8M

Q3 2008 Consolidated Revenue: $583.1

ES

53.3%

ITS

19.6%

Q3 % Total Operating Profit

MRI

6.6%

Anders

20.5%

ES

61.9%

MRI

20.8%

Anders

13.4%

ITS

3.9%

* Operating profit –

pre corporate allocation

Q3 % of Total Revenue

NYSE:CDI  /  4

–

RESULTS BY CATEGORY

Revenue / % of Revenue

Category

Professional Services

3

Staffing Services

2

Project Outsourcing

1

TOTAL REVENUE:

Q3 2008 YTD 

Revenue / % of Revenue

Category

Professional Services

Staffing Services

Project Outsourcing

TOTAL REVENUE:

$461.0M

$8.8M

/

1.9%

$248.2M

/

53.9%

$204.0M

/

44.2%

CDI ENGINEERING SOLUTIONS

Provides engineering outsourcing, project management

and professional services to global clients on a worldwide

basis

–

Clients leverage CDI speed, skill and scale to achieve higher ROI utilizing

skilled CDI professionals for engineering project outsourcing, design,

procurement, construction management and engineering staffing

–

Offices in U.S., Canada, Mexico and Germany; Joint Ventures in Mexico

and Kuwait, and Alliances in India & China

–

Key strategy –

expand higher-margin project outsourcing through

organic growth and strategic acquisitions

1

Includes engineering services in which the company manages an overall project

and provides a deliverable work product for the customer

2

Includes the placement of temporary professionals at a customer’s location under

the supervision of the customer. This also includes managed staffing services in

which the company assumes overall management of a customer’s on-site contract

staffing functions

3

Includes search, recruitment and permanent placement services

NYSE:CDI  /  5

CDI ENGINEERING SOLUTIONS (cont.)

* % of ES Revenue, Q3 YTD 2008

Vertical Market Sectors

Vertical Market Sectors

CDI-Process & Industrial (75.9%)*

•

Chemicals, Oil, Gas, Refining, Power Generation, Alternative Energy, Nuclear also Pharmaceutical & Biotechnology

•

Sample Services: Engineering, Procurement, Construction Management, Feasibility Studies & Process Consulting,

Turnaround Services

CDI-Government Services (13.4%)*

•

U.S. Government Agencies & Prime Contractors

•

Sample Services: Marine Design, Systems Development, Military Aviation Support

CDI-Aerospace (10.7%)*

•

Commercial & Military Aerospace, Satellite / Space Systems

•

Sample Services: Mechanical Design & Structural Analysis, Electronics, Technical Publications, Logistics

•

Recently acquired an Aerospace Engineering firm with approximately 300 professionals (July 2008)

NYSE:CDI  /  6

Provides comprehensive support and training to develop

profitable franchise offices which form one of the largest

executive search organizations in the world

–

Approximately 800 MRINetwork®

offices in the U.S

–

Approximately 200 MRINetwork®

offices in over 35 countries

under two international master licenses

–

Delivers permanent placement in every sector of the economy

–

targets mid-management $75-150/k salary range. 

Additionally many MRI offices offer temporary staffing services

–

Key strategy –

increase share through office and desk

expansion and improve franchise owner office economics by

adding contract staffing services to the permanent placement

model of targeted franchises not yet offering it

1

Includes gross revenues from the placement of temporary exec, tech and

managerial

personnel

at

a

franchise

owner’s

customer

–

working

under

the

supervision of the customer     

²

Includes royalty revenue and revenue from sale of franchises

–

RESULTS BY CATEGORY

Revenue / % of Revenue

Category

Professional Services²

TOTAL REVENUE:

Q3 2008 YTD

–

RESULTS BY CATEGORY

Revenue / % of Revenue

Category

Staffing Services¹

TOTAL REVENUE:

$57.2M

$19.8M / 34.5%

$37.4M / 65.5%

MANAGEMENT RECRUITERS INTERNATIONAL

NYSE:CDI  /  7

MANAGEMENT RECRUITERS INTERNATIONAL (Cont.)

Broad Base of Industries Served

8.7%

TECHNOLOGY

13.8%

FINANCIAL

14.3%

CONSUMER PRODUCTS & SERVICES

12.9%

BUSINESS SERVICES

22.6%

HEALTHCARE

27.7%

INDUSTRIAL                                                   

Segment

8.7%

TECHNOLOGY

13.8%

FINANCIAL

14.3%

CONSUMER PRODUCTS & SERVICES

12.9%

BUSINESS SERVICES

22.6%

HEALTHCARE

27.7%

INDUSTRIAL                                                   

MRI Q3 2008 PERM PLACEMENT BY INDUSTRY

%

of

Placements

Segment

Focused on Providing Franchise Owner Value

NYSE:CDI  /  8

ANDERSELITE

1

Placement of temporary

professionals

at

a

customers’

site

under

the

supervision of the customer

²

Includes search, recruitment and permanent placement services

Meets the talent needs of U.K. and Australian construction

marketplaces

–

Provides building & construction professionals for private and

government funded design and construction projects

–

Project Managers, Chartered Surveyors, Architects, Engineers, etc.

–

Offices in U.K. and Australia

–

Key strategy –

leverage capital spending environment in UK and

Australia marketplace by creating strategic client relationships,

improving recruiter productivity and increasing cross-border sourcing

and placing of candidates

Q3 2008 YTD –

RESULTS BY CATEGORY

Revenue / % of Revenue

Category

TOTAL REVENUE:

$177.5M

$16.4M / 9.2%

$161.1M / 90.8%

Staffing Services¹

Professional Services²

NYSE:CDI  /  9

CDI IT SOLUTIONS

Provides information technology staffing, consulting and

project outsourcing to optimize a client’s infrastructure,

reduce overall IT costs, improve service levels and free up

capital for strategic investment

–

Provides network and systems support, help desk and call center

operations, application maintenance and development and project

management services as well as IT staffing and staffing program

management

–

Key strategy –

increase higher-margin outsourcing and professional

services revenue

–

Revenue / % of Revenue

Category

Staffing Services¹

TOTAL REVENUE:

$20.2M / 11.9%

Project Outsourcing²

Q3 2008 YTD  –

RESULTS BY CATEGORY

Revenue / % of Revenue

Category

Professional Services³

TOTAL REVENUE:

$169.2M

$0.6M / 0.4%

$148.4M / 87.7%

1

Includes the placement of temporary IT professionals at a customer location under

the supervision of the customer     

²

Includes IT consulting and outsourcing services in which the company manages

an IT function or provides program management services

³

Includes search, recruitment and permanent placement services

NYSE:CDI  /  10

CORE STRATEGIES THROUGH ECONOMIC CYCLE

CDI remains focused on 4 Core Strategic Principles that should drive CDI long-term

performance

through

a

business

cycle.

While

remaining

committed

to

these

principles, CDI is implementing short-term mitigation actions to address the current

weak economic environment

1.

Continue shift of services up Value Continuum

2.

Expand CDI global reach

3.

Leverage capital spending cycle in CDI verticals

4.

Build skill and scale in targeted high-margin verticals

CORE STRATEGIC PRINCIPLES DRIVING LONG-TERM GROWTH

RECESSION CYCLE FORCES

1.

Negative GDP growth creating perm placement weakness

2.

Credit market turmoil creating some cap spending reduction

3.

Lower oil prices delaying some alternative fuels investments

CDI PLANS

1.

Investing in revenue building efforts in growth areas of economy

•

Engineering Solutions

–

Defense & Homeland Security

–

Aerospace

–

Life Sciences

–

International Alternative Energy

•

MRI

–

Life Sciences

–

Niche Finance

–

Export Driven Industrial

2.

Forecasting 2009 revenue based on relevant past recession experience and reducing cost base to maintain earnings

•

Engineering Solutions

1980-82 and 2000-02

•

MRI

1990-92 (US)

•

AndersElite

1990-92 (UK)

•

IT Solutions

2000-02

•

AndersElite

–

2012 Olympics & Transportation Infrastructure

–

Social Housing

–

Australia Expansion

•

IT Solutions

–

Major Account Growth

–

IT Solutions

NYSE:CDI  /  11

CORE

STRATEGIC PRINCIPLES

1.

Continue shift up the Value Continuum as focus of revenue growth

*Acquired TK Engineering 7/2008

**Sold Todays Staffing 9/2007

CDI VALUE CONTINUUM

CDI VALUE CONTINUUM

SERVICE OFFERINGS

SERVICE OFFERINGS

NYSE:CDI  /  12

CORE STRATEGIC PRINCIPLES (Cont.)

2.

Develop global

capabilities and

international reach in order to:

–

Meet clients’

global needs

–

Lessen dependence on U.S. economy

–

Leverage

BRIC

countries’

long-term

demand

trends

–

Bridge “engineer supply”

gap

1

Goldman Sachs 1/2008

2

National Science Foundation/Division of Science Resources Statistics (NSF/SRS) and the American Society for Engineering Education

30,000

35,000

40,000

45,000

50,000

55,000

60,000

65,000

70,000

75,000

80,000

1975

1980

1985

1992

1995

2000

The Engineering Gap

1992-2000²

2010

2005

ENGINEER GAP

NYSE:CDI  /  13

CORE STRATEGIC PRINCIPLES (Cont.)

Large Aerospace

Client Headquarters

(Midwest US)

CDI Center of

Excellence

Engineering & PM

Center

Cincinnati OH

CDI Thin Client

Account Team

(Midwest)

Phoenix AZ

Design Center

Montreal QC

Design Center

Bangalore India

Joint Venture 

Partner

2.

Develop global capabilities (continued) –

Thin Client Account Team Model

–

Ensure access to worldwide engineering and IT solutions talent through alliances, JVs and offshore CDI

centers (currently in Mexico, Brazil, Canada, Kuwait, Germany, China and India)

–

Increase exposure to global economy reducing dependence on U.S. business cyclicality

–

Leverage technology to link engineering centers with U.S.-based project managers

–

Utilize “Thin Client Account Team Model”

NYSE:CDI  /  14

CORE STRATEGIC PRINCIPLES (Cont.)

3.

Leverage capital spending cycle in CDI vertical markets

–

Key Capital Spending Drivers:

•

High

oil

prices

through

an

economic

cycle

–

threshold

sustained price at or exceeding $50-60/barrel

•

5 new aircraft platforms in development

•

Engineering services demand created by BRIC economies exacerbated by talent shortages

•

Global warming concerns creating alternative energy engineering demand

•

Homeland security spending

–

Growing BRIC economies are driving worldwide investment not only

in energy but in specialty chemicals,

water desalinization, mining and mineral extraction, commercial aviation and global pharmaceutical and

biotechnology sectors

•

100%

of Engineering Solutions Revenue

$461.0

•

100%

of Anders Revenue

177.5

•

100%

of ITS Project Outsourcing Revenue

20.2

•

76.2% of Total CDI Revenue

$658.7

CDI Q3 YTD 2008 REVENUE DRIVEN BY GLOBAL CAPEX CYCLE

PEER COMPANIES IN CAPITAL SPENDING ENVIRONMENT

Fluor (FLR)    URS (URS)    Jacobs (JEC)    Foster Wheeler (FWLT)     Shaw Group (SGR)

NYSE:CDI  /  15

CORE STRATEGIC PRINCIPLES (Cont.)

4.

Build skill and scale in key high-margin growth verticals

–

Execute strategic acquisitions to broaden skill sets, client base and business development talent, particularly

in:

•

Aerospace

•

Alternative Energy

•

Government Services

–

Generate organic revenue growth through existing clients and through new client business development

efforts

NYSE:CDI  /  16

VALUE PROPOSITION

Client Value

–

CDI’s customers leverage our skills, speed and scale to achieve a faster and higher return on capital investment. CDI offers

clients a single-source provider of best-of-breed engineering and professional services thus freeing our customers to focus on

their core competencies, accelerate change and drive profitable growth

Investor Value

–

Focus on higher knowledge content services that deliver higher margins with:

•

Global geographic balance mitigating single market cyclicality

•

Industry balance focusing on sectors with dynamic, independent growth characteristics

•

Management culture focused on disciplined execution to achieve high RONA delivery

•

Cash-generative business model

Looking Forward

–

Despite the current economic volatility, we remain confident with our long-term strategic focus on providing high-value services

to

an

increasingly

global

customer

base

–

particularly

in

market

segments

driven

by

global

demand

for

energy,

the

need

to

invest

in infrastructure, aerospace and homeland security spending

–

While pleased with our pipeline of future engineering projects, there are ongoing risks of project delays and cancellations due to

the current credit environment and recent oil price reduction.  Additionally, staffing demand could remain soft well into 2009.

With this uncertain economic environment, business projections for 2009 are not reliable at this time.  We are confident,

however,

that

we

will

be

able

to

manage

through

this

period

with

appropriate

expense

reductions

and

investments

in

growing

economic sectors while still positioning the company for long-term growth

NYSE:CDI  /  17

2006

2007

$0MM

$60MM

2006-2007 Cash From Operations

38.8MM

56.8MM

INVESTMENT SUMMARY

A

strong

balance

sheet

and

lean

cost

structure

–

over

$77

million

in

cash

at

end

of

third quarter and no debt

Cash generative business model and available debt capacity to support organic

growth, capital spending, dividends, strategic acquisitions and stock repurchase

program

NYSE:CDI  /  18

INVESTMENT SUMMARY (Cont.)

Financial discipline with the objective to, over time, generate 5% operating profit

margin.  Delivered 3.3% margin in the first nine months of 2008.

A business platform that provides clear market value and visibility of business

segments

–

Delivers greater than 75% of revenue from higher margin, longer–cycle business

–

Manages long term client relationships at senior levels in large

global clients

–

Poised to leverage long-term strength in capital spending in its key vertical industries

–

Targets

pre-tax

return

on

net

assets

of

20%

+

and

will

re-deploy

assets

unable

to

meet

target

–

achieved

23.4% RONA 12/31/07

NYSE:CDI  /  19

ANALYSTS / CONTACTS

•CDI is followed by the analysts listed above. Any opinions and forecasts regarding CDI made by these analysts are theirs alone and may not   

represent opinions and forecasts of CDI and its managers. CDI does not, by its reference above, imply its endorsement of such information.

Analyst Coverage*

–

BMO Capital Markets

–

Jeffrey Silber

–

Boenning & Scattergood

–

William Sutherland

–

CL King

–

Ty Govatos

–

Goldman Sachs

–

David Feinberg

–

JP Morgan

–

Andrew Steinerman

–

Stifel Nicolaus

–

James Janesky

For More Information

–

Vincent Webb

–

Vice President, Investor Relations

–

215.636.1240

–

vince.webb@cdicorp.com

–

Mark Kerschner

–

Executive Vice President & Chief Financial Officer

–

215.636.1105

–

mark.kerschner@cdicorp.com

www.CDICorp.com