Barbara Supplee

About Barbara Supplee

Barbara M. Supplee, 55, is Executive Vice President of SAIC’s Navy Business Group (since February 2024) and previously served as a Senior Vice President (March 2023–February 2024). Prior roles include VP & GM for Navy and Marine Corps at GDIT, senior leadership at CACI, and capture leadership at BAE Systems . Company performance during her tenure included FY2025 revenues of $7.48B (+3.1% organic) and adjusted diluted EPS of $9.13 (+16%), with adjusted EBITDA margin rising to 9.5% and FY2025 TSR of -15%; FY2025 STI formula payout was 132.3% of target and FY2023–2025 PSUs paid at 134.2% of target . Effective January 31, 2026, SAIC will consolidate business groups and appoint Supplee to lead the new Army Navy Business Group (ANG) .

Past Roles

Fixed Compensation

• SAIC emphasizes pay-for-performance with base salary as the smallest component of executive pay; SAIC does not provide employment agreements for executive officers .
• Benefits: executives receive standard health/welfare benefits; defined contribution retirement matches (illustrative NEO match amounts for FY2025 were generally $13,800) and access to the Deferred Compensation Plan .

Performance Compensation

Additional design details:

• RSUs vest in 33% annual installments over 3 years; PSUs vest at the end of the 3-year performance period; dividend equivalents accumulate in cash and are paid upon vesting/earnout .
• Leadership multiplier for STI expanded to 0.5–1.2 in FY2025 to differentiate payouts; corporate financial score 132.3% applied to targets; multiplier applied per executive’s performance (payouts capped at 200%) .

Equity Ownership & Alignment

Note: Individual share ownership and guideline compliance status for Barbara Supplee were not itemized in the proxy; the group statistics above apply to all directors and executive officers .

Employment Terms

Compensation Peer Group (Benchmarking)

Performance & Track Record

• Strategic wins: SAIC awarded a $202M U.S. Navy training contract (Fleet Deployment Training Program), with Supplee highlighting its role in global readiness and LVC/synthetic environments .
• Organizational leadership: SAIC consolidated five groups into three; Supplee will lead ANG, positioning her at the center of Army/Navy growth focus; key executive departures accompanied the realignment .
• Company outcomes: FY2025 adjusted EBITDA margin improved 50 bps to 9.5%; strong operating cash flow ($535M excluding receivables sale); $602M returned to shareholders; TSR was -15% for FY2025; three-year TSR tracked mixed vs tech index, with rTSR component paying above target in PSU cycle .

Governance, Policies, and Say-on-Pay

• Compensation philosophy: pay-for-performance; clawbacks for restatements/misconduct; double-trigger CIC benefits; independent consultant (FW Cook); stock ownership guidelines .
• Say-on-Pay: 97% approval at 2024 annual meeting .
• Related party transactions: none in FY2025 where a related party had a material interest .

Risk Indicators & Red Flags

• Hedging/pledging prohibited; no pledged shares among directors/executive officers .
• Executive transitions: CEO transition in Oct 2025; organizational restructuring in Nov 2025; these can signal near-term execution risk during re-alignment, but SAIC reaffirmed FY2026 guidance .
• Section 16 compliance: one late Form 4 (DiFronzo) noted; otherwise compliant in FY2025 .
• Insider transactions: Attempted retrieval of Barbara Supplee’s Form 4 activity via the insider-trades skill returned an authorization error (401); no Form 4 analysis could be completed from that source at this time. Company-level beneficial ownership/pledging data cited above [ReadFile: insider-trades SKILL.md] .

Investment Implications

• Alignment: Strong corporate pay-for-performance architecture (STI tied to revenue/EBITDA/cash flow; PSUs tied to cumulative EBITDA/cash flow and rTSR), robust clawback and anti-hedging/pledging policies, and stock ownership guidelines support long-term alignment; Supplee’s leadership of ANG aligns her incentives to Army/Navy growth priorities .
• Retention risk: SAIC’s severance/change-in-control framework includes two-year non-compete and continued equity vesting features for designated officers, which can mitigate attrition risk; however, recent executive departures and restructuring raise short-term execution/retention considerations as roles consolidate .
• Trading signals: No pledging and strong insider trading controls reduce adverse alignment risks; inability to fetch real-time Form 4 data for Supplee limits near-term insider selling pressure analysis—monitor future filings and RSU vest schedules (typical 3-year) for potential tax-withholding sales around vest dates .
• Performance sensitivity: Corporate STI/PSU metrics (cash flow, EBITDA, rTSR) directly link executive variable pay to profitability and shareholder outcomes; with FY2025 STI at 132.3% and PSU at 134.2%, pay outcomes were above target despite FY2025 TSR pressure, reflecting operational strength and relative TSR outperformance over the PSU window .