October 8, 2012 Strategic Planning SEA Roadmap Process Andrea Korfin NTS Vice President - Human Resources

2 NASDAQ: NTSC $169 MM Revenue (FY2013) 25 Locations Worldwide Corporate HQ Calabasas, CA Employees Founded 1961 Company Profile Serving Multiple Markets

3 Source Inspections Test Witnessing Quality Engineering Quality Audits Delivery Expediting Corrective Actions Supplier-Funded Programs Supply Chain Management Environmental Dynamics EMC/ESD Product Safety Wireless Radio Hardware/Softwar e Industry Specific Services and Certs Testing & Certification Design Engineering System Engineering Managed Services Engineering Services Three Pillars of Expertise

4 Industries Served AerospaceDefenseTelecom Commercial Transportatio n Energy

“Cool stuff we do…” Gen Y Employees

NTS Strategic Culture & Personality 6 Mission Statement – Helping our clients navigate a short course to global markets through an integrated engineering service offering. NTS is a forward-thinking company that never rests on its past success. We are always eagerly looking around the next turn in the road to prepare ourselves for the various challenges and opportunities that lie ahead. We are also a growth-oriented company, and we actively seek growth organically, via acquisition and through constant innovation. As a service-oriented company our greatest assets are our people. We hire and retain the best and brightest individuals in their respective fields of specialization. Our company leaders are diverse, experienced and fully committed to the future of this great company.

and 7 Engaged with SEA for 5+ years. SEA Certified in Fullerton, CA and Boxborough, MA locations, with more planned. Winner of SEA’s 2011 Leadership and Culture Award. Our CEO and COO both sit on SEA’s Supplier Advisory Council (SAC).

Strategic Planning Criteria 8 How do your senior leaders accomplish strategic planning? Quarterly meetings review the company’s strategic plan and core tenants. We take a deeper dive annually.

Strategic Planning Criteria 9 What are the key process steps and who are the participants? Senior officers and leaders of the company review and discuss prepared inputs and generate revisions and actions as outputs. (Communicated via Leadership Comm.)

Strategic Planning Criteria 10 How do you ensure that the process addresses strengths, weaknesses, opportunities, and threats; major shifts in technology, markets, and competition? Formal and informal SWOT analyses as well as feedback from clients, suppliers, industry and more are points of discussion.

Strategic Planning Criteria 11 What are your key strategic goals, measureable targets, and timetables? We have a documented 5-year financial plan, defined Corporate Strategy Map and quantitative targets for company wide improvement initiatives.

Strategic Planning Criteria 12 How are goals and metrics deployed throughout the organization? We leverage our Leadership Communication (1.1.2), Organizational Performance Review (1.1.3) and Continuous Improvement Processes (1.1.4)

Linkage of L&C Processes 13 Strategic Planning Leadership Communication Workforce Development Organizational Performance Review Continuous Improvement (PIPELine) Plan Do Check Act

SOP COR LDC 01 Flowchart 14 Deployment Communicate Strategy at all levels of organization (in accordance with SOP COR LDC 02– Leadership Communication). Ensure employees are trained and skilled to execute strategy (in accordance with SOP COR LDC 05 – Workforce Development Integration). Inputs & Preparation Attributes & Horizons NTS Attributes Capability – Dominate Customer Service – Differentiate Price – At parity Access (Easy to do Business With) – At parity Experience – At parity NTS Horizons Horizon 1: years (Operations) Horizon 2: 1 - 3years (Innovations) Horizon 3: >3 years (Acquisitions) Confirm participants and assignments Current State of NTS Attributes, Horizons, Core Values, Vision, Mission Statement, Strategy Map Any information related to the four perspectives on the Balanced Scorecard : Client Processes People Success Feedback, Interviews, Workshops, Surveys Customers/Clients Employee Supplier Core Values “Conscious Capital” & “Soulful Purpose” Leadership Development Vision/Mission Statement Strategy Map Key performance indicators/Balanced Scorecard Value Streams PIPE Line process Gate Review/Process Maturity Team Charters Champions Process Owners Horizons 1, 2, & 3 Short/Mid/Long-term Significant business SWOT’s Workforce Development Areas Addressed Outputs New or Revised: Vision/Mission Statement Core Values Strategy Map Value Streams PIPE Line Initiatives Teams & Team Charters Horizons 1, 2, & 3 Initiatives Strategic Assignments PLANNING SESSION Review & Revise

Strategic Planning Drivers 15 CORE VALUES ATTRIBUTESHORIZONS STRATEGY MAP

Core Values 16 Organizational Integrity Respect for the Individual Quality Customer Service Stewardship – “Obligations to Stakeholders” Embrace and Drive Change One Enterprise The Best People Make the Best Teams Personal and Organizational Growth

Attributes 17 Dominate Capability Differentiate Customer Service Parity Price Access (Easy to do Business With) Experience- Client Cohesive Strategy Meeting February 2006 Commitment to long-term success Guiding decisions The Myth of Excellence by Fred Crawford & Ryan Mathews “Great Companies Never Try to be the best at Everything”

Horizons 18 Horizon 3: Long Term 2 – 5 Years Development Growth Abstract Concepts Horizon 2: Mid Term 6 Months – 2 Years Development Growth Early Implementation Horizon 1: Short Term 1 Year Organic Growth Operational Excellence Acquisitions Innovations Partnering & Positioning Enhance Existing Capabilities Enhance Existing Capacity Integrate New Developments Automation Dual Citizenship Acquisitions Innovations Start-ups Technology Transfer Partnering & Positioning

Strategy Map 19

Lessons Learned 20 1.Steadfast & Resolute 2.Commitment by management to: –Manage through chaos –Dedicate Resources –SEA 3.Willingness to try different approaches while being guided by the pillars

Questions? Andrea Korfin THANK YOU!