Organizational Transformation and Financial Outlook
Strong execution against strategic and financial goals
2016-2018
2017
●
Operational Improvements
Aligned lines of business to improve
accountability
Drove operational improvement - adj.
pro
forma G&A as % of gross profit
down >180 bps
• Increased adj. operating profit margins
by ~100 bps
.
Focused on more profitable end
markets; gross margin in backlog up
~200 bps
Strategic CH2M Acquisition
($3.3B, ~7.0x EBITDA, incl. synergies)
•
•
•
Accelerated strategy in key markets -
water, transportation, environmental
and nuclear
Portfolio more aligned with favorable
long-term secular growth trends
Accretive to adj. operating profit
margin of ~40 bps
Overachieving original cost synergies,
now expect $175M; revenue synergies
materializing in backlog and pipeline
•
•
2019
Strategic ECR Sale
($3.3B, 11.5x multiple)
Increases focus on higher value
portfolio
Eliminates most cyclical and lowest
margin businesses
Accretive to gross margin by ~150 bps
and adj. operating profit margin of
~25 bps
Significantly strengthens balance
sheet and unlocks over $2.5B in
capital
6
Transforming our strategic and financial profile
JACOBS
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