CDI 8-K Caution Concerning Forward-Looking Statements

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2010 Investor Overview

Exhibit 99

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,

but

not

limited

to,

statements

about

the

Company’s

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

the

Company’s

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:

weakness

in

general

economic

conditions

and

levels

of

capital

spending

by

customers

in

the

industries

the

Company

serves;

weakness

in

the

financial

and

capital

markets,

which

may

result

in

the

postponement

or

cancellation

of

the

CDI

customers’

capital

projects

or

the

inability

of

CDI’s

customers

to

pay

the

Company’s

fees;

loss

of

business

and

other

adverse

customer

consequences

as

a

result

of

the

UK

Office

of

Fair

Trading

decision

or

the

Department

of

Justice

investigation;

difficulties

in

integrating

the

recently-acquired

L.R.

Kimball

business

with

the

Company;

credit

risks

associated

with

the

Company’s

customers;

competitive

market

pressures;

the

availability

and

cost

of

qualified

labor;

the

Company’s

level

of

success

in

attracting,

training,

and

retaining

qualified

management

personnel

and

other

staff

employees;

changes

in

tax

laws

and

other

government

regulations;

the

possibility

of

incurring

liability

for

the

Company’s

activities,

including

the

activities

of

the

Company’s

temporary

employees;

the

Company’s

performance

on

customer

contracts;

negative

outcome

of

pending

and

future

claims

and

litigation;

and

government

policies

or

judicial

decisions

adverse

to

the

Company’s

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.

The

Company

assumes

no

obligation

to

update

such

statements,

whether

as

a

result

of

new

information,

future

events

or

otherwise, except as required by law.

1

Overview

CDI Engineering Solutions

Q2 ‘10 (YTD) Revenue: $219.9M

Decrease vs. PY  (11.0%)

CDI IT Solutions

Q2 ‘10 (YTD) Revenue: $141.1M

Increase vs. PY  22.0%

Professional Staffing

Management Recruiters International

Q2 ‘10 (YTD) Revenue: $29.5M

Increase vs. PY 5.8%

AndersElite

Q2 ‘10 (YTD) Revenue: $38.5M

Decrease vs. PY (28.1%)

Staffing

Services

Project Outsourcing

Professional Services

2.5%

25.2%

72.3%

IT Solutions

Engineering

Solutions

Anders

MRI

51.3%

32.9%

9.0%

6.8%

Consolidated Services Mix

Consolidated Revenue Mix

2

CDI Engineering Solutions

•

Provides engineering outsourcing, project management, staffing services and professional services

to global customers in industries including aerospace, defense, infrastructure, biotech &

pharmaceutical, oil & gas, chemical and energy

–

Customers

leverage

CDI

skill

sets

and

scale

to

supplement

their

in-house

capabilities

in

engineering

design,

project

management,

procurement,

construction

management

and

engineering

staffing

–

In

June

2010,

acquired

550-person

architectural

and

engineering

(A&E)

firm

in

infrastructure

marketplace

(L.R.

Kimball)

–

Offices:

US

and

Canada

/

joint

ventures

in

Kuwait

and

Mexico

/

alliances

in

China

and

India

–

Key

strategy:

expand

higher-margin

engineering

project

outsourcing

through

organic

growth

and

strategic

acquisitions

Q2 ‘10 (YTD) Revenue by Service Type

Revenue: $219.9M

Operating Profit: $4.6M

Staffing

Services¹

Project Outsourcing²

Professional Services³

0.2%

42.4%

57.4%

1

Includes placement of temporary professionals at a customer

location under the supervision of the customer.  This also includes

managed staffing services in which the company assumes overall

management of a customer’s onsite contract staffing functions.

2

Includes engineering services in which the company manages an

overall project and provides a deliverable work product for the

customer.

3

Includes search, recruitment and permanent placement services.

3

Infrastructure

CDI Engineering Solutions –

Vertical Markets

Process & Industrial

Government Services

Aerospace

70.6% of ES Revenue

(1)

Industries Served

Chemicals, Refining, Oil & Gas,  

Alt Energy, Power Gen,

Pharmaceutical, Biotechnology

Sample Services

EPCM (Engineering Procurement

Construction Management),

Feasibility, Process Consulting,

Turnaround Services

18.1% of ES Revenue

(1)

Industries Served

US Navy, US Coast Guard,      

DoD

Prime Contractors

Sample Services

Marine Design, Systems

Development, Military Aviation

Support

11.0% of ES Revenue

(1)

Industries Served

Commercial & Military Aerospace,

Satellite & Space Systems

Sample Services

Analytics, Mechanical & Structural

Design, Logistics, Technical

Support

0.3% of ES Revenue

(1)

(acquired 6/28/2010)

Industries Served

Aviation, Civil, Correctional,

Educational, Judicial, Public

Safety, Transportation

Sample Services

Architectural, Civil & Environmental

Engineering Services for Public

and Private Infrastructure Projects

(1)

For

6

months

ended

June

30,

2010

4

CDI IT Solutions

–

Provides application life cycle management, customer support (service desk), quality management, IT process

management, IT operations as well as IT staff augmentation, direct hire and managed staffing

–

Offices:

25

+

throughout the US

–

Key

strategy:

increase

higher-margin

outsourcing

and

professional

services

revenue

and

to

expand

consulting/outsourcing capabilities through both strategic acquisitions and organic growth in quality assurance &

testing, application development & maintenance and service desk management

Q2 ‘10 (YTD) Revenue by Service Type

Revenue: $141.1M

Operating Profit: $4.7M

Staffing

Services

Project Outsourcing

Professional Services

0.2%

10.7%

89.1%

5

•

Provides information technology staffing, consulting and project outsourcing to optimize a client’s

IT infrastructure, reduce overall IT costs, improve service levels and free up capital for strategic

investment

Management Recruiters International

–

Targets

permanent

placement

of

mid

to

upper-level

management

($75k-$150k

salary

range);

also

supports

interim

professional

staffing

services

through

many

franchised

offices

–

Offices:

850

+

in

more

than

35

countries

worldwide

(approx.

740

U.S.

/

130

international)

–

Key

strategy:

increase

share

through

new

offices

and

recruitment

desk

expansion

Q2 ‘10 (YTD) Revenue by Service Type

Revenue: $29.5M

Operating Profit: $3.2M

Staffing

Services¹

Professional Services²

26.7%

73.3%

1

Includes gross revenues from the placement of temporary

executive, technical and managerial personnel at a franchise

owner’s customer –

working under the supervision of the

customer.

2

Includes royalty revenue and revenue from the sale of

franchises

6

•

One of the largest search and recruitment organizations in the world – a franchise model providing

systems, branding, comprehensive support and training to develop profitable franchise offices

Management Recruiters International (cont.)

MRI Franchise Value

Extensive training and business plan guidance   

aligned with 3-phase cycle

-

Rapid ramp-up to solid “practice”

volume

-

Evolution from “practice”

model to high-

volume  “business”

model

-

Ensure next generation business transition

Field office support

Vendor leverage

Inter-office assignment and candidate referral   

network

Contract staffing support

National marketing

Producer recognition, ranking and awards      

programs

Use of trademarks and business systems

28%

23%

15%

12%

9%

7%

6%

Broad Base of Industries Served                          

MRI Q2 2010 (YTD) % of Permanent Placements by Industry

Healthcare

Industrial

Consumer Products & Services

Financial

Professional Services

Technology

Construction

7

AndersElite

•

Meets

the

professional

talent

needs

of

the

UK

construction

and

Australia

natural

resource

marketplaces

–

Provides

building

and

construction

professionals

for

private

and

government-funded

design

and

construction

projects

(project managers, chartered surveyors, architects, engineers, etc.)

–

Offices:

UK and Australia (placing candidates in both contract and permanent positions)

–

Key

strategy

(UK):

right-size

operations

to

align

with

reduced

demand

in

UK

construction

marketplace,

create

strategic

customer relationships in national accounts and implement new recruiter productivity model to more-effectively deliver

talent to customers

–

Key

strategy

(Australia):

leverage

long-term

capital

spending

environment

in

Australia

by

increasing

recruiter

headcount and expanding into mining and natural gas and extraction industries

Q2 ‘10 (YTD) Revenue by Service Type

Revenue: $38.5M

Operating Loss: $(1.3)M

Staffing

Services

Professional Services

4.7%

95.3%

8

Long-Term Business Drivers

Five Key Business Drivers 2011-2014

1

Continued growth in BRIC economies as over 2.5 billion people continue to move

towards middle-class lifestyles and drive massive infrastructure investments.

2

Continued high carbon-based energy prices driven by BRIC demand combined

with global warming concerns will drive investment in alternative fuels, cleaner use

of existing fuels and investment in more efficient plants, equipment and aircraft.

3

Investment driven by need to modernize outdated infrastructure and to meet new

demand for water, power, road & rail, and air & seaports.

4

Threat to global security driving long-term investment in defense spending.

5

An aging baby boomer population in developed markets creating shortages of

skilled professional talent and driving healthcare spending.

9

•

CDI believes that five global “mega-trends” will create a significant business opportunity over the

next 10-20 years, driving investment in energy, power, water, infrastructure, defense, aerospace,

life sciences and IT solutions as well as in professional talent sourcing

Core Objectives –

2011-2014

CDI VALUE CONTINUUM

SERVICE OFFERINGS

10

Objective 1 –  Shift up the value continuum through organic and acquisition-based revenue growth

and generate 50%+ of company revenue from top two categories by 2014

Core Objectives –

2011-2014 (cont.)

•

Objective

2

–

Continue

to

expand

global

capabilities

and

international

reach

to

service

clients

on

a

worldwide basis and optimize CDI geographic balance:

–

Optimize CDI revenue base with broader geographic platform

–

Meet customers’

global needs

–

Lessen dependence on US economy

–

Leverage long-term investment trends driven by growing BRIC economies and global infrastructure modernization and

capacity expansion

Leverage BRIC Growth & Infrastructure Needs

10

-2

-4

0

8

-6

2

4

6

China

US

UK

India

Brazil

2008

2009

2010

11

Core Objectives –

2011-2014 (cont.)

•

Objective 3 –

Develop global engineering talent mix –

source off-shore and near-shore detail

design resources and link to US-based conceptual design and project management resources:

–

Ensure access to worldwide engineering talent through JVs, alliances and off-shore/near-shore CDI centers

–

Leverage

technology

to

link

engineering

centers

to

US-based

“centers

of

excellence”

engineering

talent

–

Utilize low-cost sources to reduce average cost of engineering design services by expanding off-shore talent footprint

Vertical

2010 Low Cost

Sourcing

2014 Low Cost

Sourcing

Aerospace

<5%

15-25%

Process &

Industrial

<10%

15-25%

Expand Offshore/Near-shore Labor Supply Footprint

Utilize CDI –

Thin Client Account Team Model

Large Refining

Client

Facility

CDI Refining COE

& PM Center

(Baton Rouge)

Mexico 

low cost

Design

Center

CDI Thin Client

Account Team at

Plant  Site

Bangalore

India

Alliance

Off-shore

Partner

12

Core Objectives –

2011-2014 (cont.)

13

Objective 4 – Create a more-balanced portfolio of engineering outsourced solutions through both

organic and acquisition growth to produce higher returns and reduced cyclicality within

acceptable risk parameters

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

–

Strong balance sheet and lean cost structure

–

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

–

Business platform that provides clear market value and visibility of business segments:

•

Delivers > 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

14

Looking Forward

15

•

We remain confident in 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

–

Need to invest in infrastructure, aerospace, life sciences and security

–

Investments in productivity-enhancing information technologies

•

If the current business momentum continues in both our ITS segment and in permanent placement

demand, particularly in MRI, and if we see an anticipated rebound in capital spending by our ES

customers, we would expect significant improvements in operating leverage in the second half of 2010. 

We expect that overall third quarter 2010 organic revenue increases could range from 1% to 4% on a year-

over-year basis and 8% to 12% when including revenue from the L.R. Kimball acquisition. 

– Roger H. Ballou, President & CEO, CDI Corporation (CDI Press Release, 7/29/2010)

Analysts / Contacts

CDI Analyst Coverage*

BMO Capital Markets          Boenning

& Scattergood          CL King             JP Morgan

Jeffrey Silber                         William Sutherland      

Ty Govatos

Andrew Steinerman

CDI Investor Relations Contacts

Vince 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

Learn more at www.cdicorp.com

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

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

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