EXHIBIT 99.1



Factors Affecting Future Financial Results



This Form 10-K, our Annual Report to Shareholders, any Form 10-Q or Form 8-K or any other written or oral statements made by
or on our behalf, may include forward-looking statements that reflect our current views with respect to future events and financial performance. The forward-looking statements are subject to certain risks and uncertainties, including those discussed
below, that could cause our actual results to differ materially from our historical results or anticipated results. If any of the matters included in the following risks and uncertainties were to occur, our business, financial condition, results of
operations, cash flows or prospects could be materially adversely affected. In such case, the trading price of our common stock and other securities could decline.



In addition, the risks and uncertainties described below are not the only ones facing our company. Additional risks not
presently known to us or that we currently deem immaterial may also adversely affect our business and operations. We undertake no obligation to publicly update or revise any forward-looking statements, whether as a result of new information, future
events or otherwise.



Risks that Relate to Our Financial
Results



Current and future economic downturns may cause our revenue to
decline.



During the six months ended December 31, 2003,
we had a net loss of approximately $165.8 million, which included a $127.3 million goodwill impairment charge, $61.7 million of lease and facilities charges and $13.6 million related to workforce reductions. We continue to operate in a challenging
economic environment in the United States and abroad, particularly in Europe. As a result of the difficult economic environment, some clients have cancelled, reduced or deferred expenditures for consulting and technology services. In addition, due
to increased competition for engagements, we have also experienced pricing pressure which has eroded our revenue. We have implemented cost-management programs to manage our expenses as a percentage of revenue. However, current and future
cost-management initiatives may not be sufficient to maintain our margins if the current challenging economic environment continues.



Our results of operations are affected by the level of business activity of our clients, which in turn is affected by economic conditions. Except as
discussed above, we cannot predict the impact that the current global economic downturn will have on our future revenue, nor can we predict when economic conditions will improve. During an economic downturn, our clients and potential clients often
cancel, reduce or defer existing contracts and delay entering into new engagements. In general, companies also reduce the amount of spending on information technology products and services during difficult economic times, resulting in limited
implementations of new technology and smaller engagements.



Because there are fewer engagements in an economic downturn, competition usually increases and fees generally decline as competitors, particularly companies with significant financial resources, decrease rates to maintain or increase their
market share in our industry. Our gross margin, which is the difference between our revenue and our costs of service, also may decline in an economic downturn due to lower utilization of our professionals, which means fewer billable hours per
employee, and pressure on the rates we charge. A decline in gross margin typically causes our profitability to decline.



There will not be a consistent pattern in our financial results from quarter to quarter, which may result in increased volatility of our stock price.



Our quarterly revenue and profitability have varied in the past and are
likely to vary significantly from quarter to quarter, making them difficult to predict. This may lead to volatility in our share price. We are a



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professional services organization. A major portion of our revenue is based on the number of hours billed by our professionals and their hourly billing
rates. Companies like ours experience variations in profits during the year. There are many reasons for these variations, but they can generally be attributed to the fact that our business is dependent on the decisions and actions of our clients.
For example, a client could delay or cancel a project because that clients business is experiencing financial problems. When this happens, it could reduce, eliminate or delay our expected revenue, and we could lose the money that we have spent
to obtain or staff the project. Also, the mix of client projects, the personnel required and their billing rates will affect results in our business in a meaningful way. Typically, client service hours are adversely affected during the second half
of the calendar year (July - December) due to the large number of vacation days and holidays during this period. The demand for our services is also significantly affected by general domestic and international economic and political conditions. When
economic activity slows down, as is currently the case in the United States and many other parts of the world, our clients are more likely to decrease their technology budgets and to delay or cancel consulting contracts.



In addition, when companies face eroding revenue and funding difficulties,
they may reduce their spending on consulting services. While our revenue thus may be adversely affected by an economic downturn, our costs (especially staffing costs) may not decrease as quickly. In addition, other factors that could cause
variations in our quarterly financial results are:



| |  | our ability to transition employees quickly from completed projects to new engagements;
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| |  | the introduction of new products or services by us or our competitors;
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| |  | changes in our pricing policies or those of our competitors; and
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| |  | our ability to manage costs, including personnel costs and support services costs, particularly outside the United States, where local labor laws may significantly affect our
ability to reduce personnel quickly or economically.
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Our
profitability will suffer if we are not able to maintain our prices and utilization rates and control our costs.



Our profit margin, and therefore our profitability, is largely a function of the rates we are able to charge for our services and the utilization rate, or
chargeability, of our professionals. Accordingly, if we are not able to maintain the rates we charge for our services or an appropriate utilization rate for our professionals, we will not be able to sustain our profit margin and our profitability
will suffer. The rates we are able to charge for our services are affected by a number of factors, including:



| |  | our clients perception of our ability to add value through our services;
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| |  | introduction of new services or products by us or our competitors;
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| |  | pricing policies of our competitors; and
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| |  | general economic conditions in the United States and abroad.
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Our utilization rates are also affected by a number of factors, including:



| |  | seasonal trends, primarily as a result of our hiring cycle and holiday and summer vacations;
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| |  | our ability to transition employees from completed projects to new engagements;
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| |  | our ability to forecast demand for our services and thereby maintain an appropriately balanced and sized workforce;
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| |  | our ability to manage attrition; and
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| |  | our ability to reduce our workforce quickly or economically, especially outside the United States.
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Our profitability is also a function of our ability to control our costs and improve our efficiency. We may from time to
time increase the number of our professionals as we execute our strategy for growth, and we may not be able to manage a significantly larger and more diverse workforce, control our costs or improve our efficiency.



We may have difficulty integrating or managing those businesses we have acquired or may
acquire in the future, which may have a material adverse impact on our financial results or reputation in the marketplace.



In recent years, we have acquired consulting businesses, assets or market rights from the member firms of KPMG International in:



|           |  |                          |  |            
|---------- |  | ------------------------ |  | -----------
|Argentina  |  | Guatemala                |  | New Zealand
|Australia  |  | Hong Kong                |  | Nicaragua  
|Brazil     |  | Ireland                  |  | Peru       
|Canada     |  | Japan                    |  | Singapore  
|Colombia   |  | Malaysia                 |  | South Korea
|Costa Rica |  | Mexico                   |  | Taiwan     
|Finland    |  | the Netherlands Antilles |  | Venezuela  



Beginning late in
fiscal year 2002, we acquired all or portions of selected independent business consulting practices, or hired consultants affiliated with Andersen Societe Cooperative Worldwide (Andersen Business Consulting) located in:





|          |  |           |  |              
|--------- |  | --------- |  | -------------
|Australia |  | Hong Kong |  | South Korea  
|Brazil    |  | Japan     |  | Spain        
|China     |  | Norway    |  | Sweden       
|Finland   |  | Peru      |  | Switzerland  
|France    |  | Singapore |  | United States



Further, we have
acquired the Ernst & Young business consulting practice in Brazil. On August 22, 2002, we acquired BearingPoint GmbH, formerly KPMG Consulting AG. BearingPoint GmbHs operations consist primarily of the German, Swiss and Austrian consulting
practices of KPMG Deutsche Treuhand-Gesellschaft AG. We may acquire additional consulting businesses in the future as part of our growth strategy. All of the transactions referred to in this paragraph are accounted for as business combinations under
Generally Accepted Accounting Principles in the United States and are referred to as acquisitions in the body of the Form 10-K and this Exhibit 99.1.



Each of these acquisitions involves the integration of separate companies that have previously operated independently and
have different corporate cultures. As a result, we may not succeed at integrating or managing acquired businesses or in managing the larger company that results from these acquisitions. The process of combining these companies may be disruptive to
their business and our business and could have an adverse impact on the reputation of our company as a result of the following difficulties, among others:



| |  | loss of key clients or employees;
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| |  | inconsistencies in standards, controls, procedures and policies among the companies being combined, making it more difficult to implement and harmonize company-wide financial,
accounting, billing, information and other systems;
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| |  | coordination of geographically diverse organizations; and
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| |  | diversion of managements attention from the day-to-day business of our company.
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In July 2003, in connection with the audit of our financial statements for the year ended June 30, 2003,
our independent accountants identified material weaknesses primarily with respect to the Germanic region. The material weaknesses are described in Item 9A of the Form 10-K. These identified weaknesses are an example of the type of difficulty we
could encounter when integrating acquired businesses with standards, controls, procedures and policies that are not fully consistent with our approach to these matters.



We may also have difficulty retaining the personnel that join us in connection with the acquisitions, and we may have
difficulty reducing workforce and office space quickly and efficiently when desirable to respond to overall client demand for services.



If we are unable to integrate our acquisitions in a timely manner, or at all, or if we experience difficulty integrating or managing the acquired
businesses, we may not achieve the desired levels of synergies in connection with the transactions. Also, the costs of achieving those synergies may be greater than we anticipate. If we fail to achieve the desired levels of synergies, or if the
costs of achieving them, including the cost of our restructuring plans, are substantially greater than we anticipate, our business, financial condition and results of operations may be adversely affected.



Difficulties with integration or management may also affect client
satisfaction or create problems with the quality of client service, which could have an adverse impact on the reputation of our company.



Our profitability may decline due to financial and operational risks inherent in worldwide operations.



In fiscal year 2003 and for the six months ended December 31, 2003,
approximately 70.3% and 67.7%, respectively, of our revenue was attributable to activities in North America. As a result of our acquisitions, and as we further expand globally, we expect that the percentage of our revenue from our international
operations will grow significantly.



As a result, we face a
number of financial and operational risks that may hinder our ability to improve profitability, including:



| |  | the lack of local recognition of the new brand that we have adopted, which will cause us to continue to spend significant amounts of time and money to build a new identity;
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| |  | the costs of integrating and managing global operations, particularly in Europe;
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| |  | difficulties relating to managing our business internationally;
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| |  | operating losses incurred in certain countries as we develop and expand our international service delivery capabilities, and the non-deductibility of those losses for tax purposes;
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| |  | restrictions on the repatriation of earnings;
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| |  | tax law restrictions on our ability to use losses in one country to offset income in other countries;
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| |  | difficulties in collecting payments in some countries;
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| |  | restrictions on the movement of cash and other assets;
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| |  | differences in, and uncertainties arising from, local business culture and practices;
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| |  | multiple, and sometimes conflicting, laws and regulations, including tax laws;
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| |  | the absence in some jurisdictions of effective laws to protect our intellectual property rights;
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| |  | political, social and economic instability;
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| |  | international political and trade tensions;
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| |  | price controls or restrictions on exchanges of foreign currencies;
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| |  | currency exchange fluctuations;
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| |  | restrictions on the import and export of certain technologies;
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| |  | changes in import or export duties and quotas;
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| |  | introduction of tariff or non-tariff barriers; and
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| |  | restrictions on employment policies, particularly with respect to termination of employees.
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In the past, we have incurred costs or experienced disruptions due to certain of the factors described above, and we expect to do so in the
future. If we experience or continue to experience the risks, costs or restrictions discussed above, our operating results could be materially adversely affected.



Our international operations and acquisitions involve the use of foreign currencies, which subjects us to foreign exchange rate
fluctuations and other currency risks.



The revenue and
expenses of our international operations generally are denominated in local currencies, and some of our subsidiaries have third-party debt denominated in Japanese Yen. Accordingly, we are subject to exchange rate fluctuations between such local
currencies and the U.S. dollar. These exchange rate fluctuations subject us to currency translation risk with respect to the reported results of our international operations and the cost of potential acquisitions, as well as to other risks sometimes
associated with international operations. We are also subject to currency risk when our service contracts are denominated in a currency different than the currency in which we incur expenses related to those contracts. There can be no assurance that
we will not experience fluctuations in financial results from our operations outside of the United States, and there can be no assurance that we will be able, contractually or otherwise, to reduce the currency risks associated with our international
operations. At the present time, we do not use derivative financial instruments to manage or control foreign currency risk because most of our revenue and related expenses are in the same functional currencies. However, we cannot assure you that we
will not use such financial instruments in the future or that any such use will be successful in managing or controlling foreign currency risks.



Our growth is dependent in part on our ability to make acquisitions, and we risk overpaying for acquired businesses.



Our growth strategy is dependent in part upon our ability to provide
consulting services worldwide, including our ability to develop a presence throughout Europe. In recent years, we have acquired all or portions of selected business consulting practices from member firms of KPMG International, Andersen Business
Consulting and Ernst & Young. In addition, in August 2002, we acquired BearingPoint GmbH, formerly KPMG Consulting AG. While we have significantly expanded our consulting practice in Europe, we cannot assure you that we will reach agreements to
acquire consulting practices in any of the other countries in Europe, including the United Kingdom, Italy or the Netherlands, or that the terms and conditions of any agreements will be favorable to us.



We may continue to explore other international expansion opportunities and
strategic acquisitions if they will help us obtain well-trained, high-quality professionals, new service offerings, additional industry expertise, a broader client base or an expanded geographic presence. We cannot assure you, however, that we will
be able to acquire specific practices, identify acceptable candidates or consummate acquisitions on terms that are acceptable or favorable to us. For example, during the six months ended December 31, 2003, we recorded a goodwill impairment charge of
$127.3 million related to our Europe, Middle East and Africa operating segment. In addition, there can be no assurance that financing for acquisitions will be available on terms that are acceptable or favorable to us, if at all. We may issue shares
of our common stock as part of, or in connection with, the purchase price for some or all of these acquisitions. Future issuances of our common stock in connection with acquisitions also may dilute our earnings per share.



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We could face exposure to liabilities in connection with our acquisitions.



Creditors of Arthur Andersen LLP and other parties, including those
representing the interests of shareholders of entities audited by Arthur Andersen LLP, may bring claims in the United States or elsewhere against us and others (and in one instance a retired partner of Arthur Andersen LLP has brought a claim against
us and others) seeking recoveries for liabilities of Arthur Andersen LLP under various legal theories, including, but not limited to, successor liability and fraudulent conveyance. We do not believe that our acquisitions of all or portions of
selected business consulting practices affiliated with Andersen Business Consulting give rise to any liability for us under a theory of successor liability, fraudulent conveyance or any other theories of liability of which we are aware. Thus, we do
not believe that the acquisitions expose us to potential liabilities associated with Arthur Andersen LLPs legal difficulties, particularly claims against it arising from its prior audit work or other services provided to Enron Corporation,
WorldCom, Inc. and other companies. Nevertheless, we cannot assure you that should persons or entities with claims against Arthur Andersen LLP seek to hold us liable under one or more legal theories, we will be able to successfully avoid liability
for such claims. If a court were to find us liable for liabilities of Arthur Andersen LLP arising from such claims, our financial condition and operations could be materially and adversely affected. In addition, litigation of this nature could
divert management time and attention, and we could incur substantial defense costs.



In connection with other acquisitions, we are assuming some liabilities, depending on the structure of the transaction, some of which are subject to indemnities by the former owners of the businesses we are acquiring.
Accordingly, we may be exposed to liabilities relating to these acquisitions for which the indemnity will not be sufficient.



Our leverage may affect our business and may restrict our operating flexibility. In addition, we may not be able to refinance our debt or to do so on favorable terms.



On May 29, 2002, we entered into a new revolving credit
facility agreement with an aggregate principal balance not to exceed $250 million. This credit facility replaced our previous revolving credit facility and a line of credit facility. We also have a facility pursuant to a receivables purchase
agreement with an issuer of receivables-backed commercial paper up to $150 million. We borrow under the revolving credit facility and the receivables facility from time to time. In November 2002, we completed a private placement of $220 million in
aggregate principal of senior notes. Subject to certain restrictions set forth in the revolving credit facilities and the senior notes, including the requirement that we meet certain financial tests, we may incur additional indebtedness in the
future, including indebtedness incurred to finance, or which is assumed in connection with, acquisitions. However, our indebtedness under the revolving credit facility must rank at least equal to any additional new indebtedness. Our receivables
facility also requires us to meet certain financial tests, which could limit our ability to incur additional indebtedness. We may in the future renegotiate or refinance our credit facilities with agreements that have different or more stringent
terms. The level of our indebtedness could:



| |  | limit cash flow available for general corporate purposes, such as acquisitions and capital expenditures, due to the ongoing cash flow requirements for debt service;
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| |  | limit our ability to obtain, or obtain on favorable terms, additional debt financing in the future for working capital, capital expenditures or acquisitions;
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| |  | limit our flexibility in reacting to competitive and other changes in our industry and economic conditions generally;
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| |  | expose us to a risk that a substantial decrease in net operating cash flows due to economic developments or adverse developments in our business could make it difficult to meet debt
service requirements; and
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| |  | expose us to risks inherent in interest rate fluctuations because borrowings may be at variable rates of interest, which could result in high interest expense in the event of
increases in interest rates.
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Our ability to make scheduled payments of principal of, to pay interest on, or to refinance our
indebtedness and to satisfy our other debt obligations will depend upon our future operating performance, which may be affected by general economic, financial, competitive, regulatory, business and other factors beyond our control, including those
discussed herein. In addition, there can be no assurance that future borrowings or equity financing will be available for the payment or refinancing of any indebtedness we may have in the future. If we are unable to service our indebtedness, whether
in the ordinary course of business or upon acceleration of such indebtedness, we may be forced to pursue one or more alternative strategies, such as restructuring or refinancing our indebtedness, selling assets, reducing or delaying capital
expenditures or seeking additional equity capital. There can be no assurance that any of these strategies could be effected on satisfactory terms, if at all.



We may not be able to finance future needs or adapt our business plan to changes in economic or business conditions because of restrictions imposed on us by our credit
facilities and the senior notes, and if we violate these limitations, we will be in default on these facilities and the senior notes.



Our revolving credit facility, the receivables facility and the senior notes contain a number of significant covenants that, among other things, restrict
our ability to dispose of assets, incur additional indebtedness, incur liens on property or assets, repay other indebtedness, pay dividends, enter into certain investments, transactions or capital expenditures, repurchase or redeem capital stock,
engage in mergers, acquisitions or consolidations or engage in certain transactions with affiliates and otherwise restrict corporate activities. Such restrictions could adversely affect our ability to operate our business, finance our future
operations or capital needs or engage in or take advantage of other business activities or opportunities that may be in our interest. In addition, our revolving credit facility, the receivables facility and the senior notes also require us to
maintain specified financial ratios and tests, including certain net worth, leverage ratios, fixed charge coverage ratios, net income ratios and debt-to-debt plus net worth ratios. Other agreements governing our indebtedness may also contain such
affirmative and negative covenants and financial ratios and tests. Our ability to comply with such covenants, ratios and tests may be affected by events beyond our control.



A breach of any of these covenants, an inability to comply with the required financial ratios and tests or our failure to
pay principal and interest when due could result in a default under the credit facility, the receivables facility, the senior notes and other agreements. In the event of any such default, the lenders under these facilities could elect to declare all
borrowings outstanding under these facilities, together with accrued interest and other fees, to be due and payable. In addition, any default under these facilities or agreements governing our other indebtedness could lead to an acceleration of debt
under other debt instruments that contain cross-acceleration or cross-default provisions. Our credit facility, receivables facility and senior notes contain cross-default provisions to each other and to other debt. If we were unable to repay any
such borrowings when due, the lenders could proceed against their collateral, if any, or against our assets generally. If the indebtedness under these facilities were to be accelerated, our assets may not be sufficient to repay amounts due under
these facilities or due on other debt securities then outstanding.



Risks that Relate to the Nature of Our Business



We changed
our name and our existing and potential clients, industry vendors, recruiting candidates and investors may not recognize our new brand, which may cause our revenue and profitability to decline.



On October 2, 2002, we began marketing our business under the new name
BearingPoint, Inc. Because we have previously marketed our business under the KPMG Consulting name, certain existing and potential clients, industry vendors and investors generally may not recognize our new brand. Our name change also may cause
difficulties in recruiting qualified personnel. We cannot predict the impact of the change in trademarks and trade names on our business. We incurred approximately $28 million of marketing expenses during fiscal year 2003 in connection with our
rebranding initiative. If we fail to build a strong new brand recognition, our revenue and profitability may decline.



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Our ability to retain our managing directors is critical to the success of our business.



The retention of our managing directors is particularly important to our
future success. For fiscal year 2003 and the six months ended December 31, 2003, our cumulative annual rate of turnover among our North America-based managing directors was 4.0% and 6.6%, respectively, excluding any involuntary terminations and
terminations as a result of reductions in our workforce. The cumulative annual rate of turnover among our United States-based managing directors was 4.7%, 8.4%, 10.8% and 3.1% for fiscal years 1999, 2000, 2001 and 2002, respectively, excluding any
involuntary terminations and terminations as a result of reductions in our workforce. While the turnover rate remained relatively low during the current and last fiscal years, this was partially a result of the general economic slowdown in the
United States and abroad. The turnover rate could return to the historically higher levels experienced in prior years when there is an economic recovery. In addition, as a result of our change from a partnership to a corporate structure and the
creation of stock option programs and other corporate employee benefits, our managing directors have accepted cash compensation that is less than the payments they received as consulting partners of KPMG LLP, and in some cases these reductions have
been material. We cannot assure you that the substitution of cash compensation, equity-based incentives and other employee benefits in lieu of partnership profit distributed to consulting partners of KPMG LLP will be sufficient to retain these
individuals. In addition, there is no guarantee that the non-competition agreements we have entered into with our managing directors and other senior professionals are sufficiently broad to prevent our consultants from leaving us for our competitors
or that such agreements would be upheld by an arbitrator or a court if we were to seek to enforce our rights under those agreements. Similar considerations may apply with respect to managing directors who have joined us from other consulting
practices as a result of our acquisitions or professional hires.



Our
success is largely dependent on our ability to hire and retain talented people in an industry that periodically experiences a shortage of skilled professionals and a high rate of employee turnover.



Our business involves the delivery of professional services and is highly
labor-intensive. Our success depends largely on our general ability to attract, develop, motivate and retain highly skilled professionals. The loss of some or a significant number of our professionals or the inability to attract, hire, develop,
train and retain additional skilled personnel could have a serious negative effect on us, including our ability to obtain and successfully complete important engagements and thus maintain or increase our revenue. For fiscal year 2003 and the six
months ended December 31, 2003, the cumulative annual rate of turnover among our North America-based professional consultants was 17.3% and 20.4%, respectively, excluding any involuntary terminations and terminations as a result of reductions in our
workforce. The cumulative annual rate of turnover among our United States-based professional consultants was 19.5%, 23.3%, 22.6% and 12.9% for fiscal years 1999, 2000, 2001 and 2002, respectively, excluding any involuntary terminations and
terminations as a result of reductions in our workforce. While the turnover rate has decreased since early 2001, this was partially a result of the general economic slowdown in the United States and abroad. The turnover rate could return to the
higher levels experienced in the last few years when there is an economic recovery. In a strong economy, qualified consultants often are in great demand. In addition, certain of our alliance agreements, such as with SAP America, Inc., Cisco Systems,
Inc. and Qwest Communications International, Inc., prohibit us from soliciting their employees or their affiliates employees. These circumstances have required us in a strong economy to increase the compensation we pay our professionals at a
rate higher than the general inflation rate. Even so, we cannot assure that we will be successful in attracting and retaining the skilled professionals we require to conduct and expand our operations successfully when there is an economic recovery.



We depend on contracts with U.S. federal government agencies, particularly
clients within the Department of Defense, for a significant portion of our revenue, and if our relationships with these agencies were harmed or if the spending policies or budget priorities of the federal government changed, we could lose
significant revenue.



Contracts funded by U.S. federal
government agencies accounted for 12.8%, 16.9%, 25.6%, 22.9% and 27.3% of our revenue for fiscal years 2000, 2001, 2002 and 2003 and for the six months ended December 31,



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2003, respectively. Contracts funded by clients within the Department of Defense accounted for 6.7%, 8.6%, 12.8%, 10.4% and 12.9% of our revenue for the same
periods. We believe that federal government contracts will continue to be a source of a significant amount of our revenue for the foreseeable future. For this reason, any issue that compromises our relationship with agencies of the federal
government in general, or within the Department of Defense in particular, would cause serious harm to our business. Among the key factors in maintaining our relationships with federal government agencies and departments are our performance on
individual contracts and delivery orders, the strength of our professional reputation, the relationships of our key executives with client personnel and our compliance with complex procurement laws and regulations relating to the formation,
administration and performance of federal government contracts. In addition, our failure to obtain and maintain necessary security clearances may limit our ability to perform classified work for government clients, which could cause us to lose
business. Security breaches in sensitive government systems we have developed also could damage our reputation and eligibility for additional work and expose us to significant losses. To the extent that our performance does not meet client
expectations, or our reputation or relationships with one or more key clients are impaired, our revenue and operating results could be materially harmed.



Changes in federal government fiscal or spending policies could directly affect our financial performance. Among the factors that could harm our federal
government contracting business are:



| |  | changes in spending policies or budget priorities of the federal government, particularly the Department of Defense, in light of the large U.S. budget deficit;
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| |  | curtailment of the federal governments use of consulting and technology services firms;
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| |  | a significant decline in spending by the federal government, in general, or by specific departments or agencies in particular;
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| |  | the adoption of new laws or regulations that affect companies providing services to the federal government;
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| |  | delays in the payment of our invoices by government payment offices;
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| |  | federal governmental shutdowns, such as the shutdown that occurred during the governments 1996 fiscal year, and other potential delays in the government appropriations
process; and
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| |  | general economic and political conditions in the United States and abroad.
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These and other factors could cause federal government agencies and departments to reduce their purchases under contracts, to exercise their right to
terminate contracts in whole or in part, to issue temporary stop work orders or not to exercise options to renew contracts, any of which could cause us to lose revenue. We have substantial contracts in place with many federal departments and
agencies, and our continued performance under these contracts, or the award of additional contracts from these agencies, could be materially harmed by federal government spending reductions or budget cutbacks at these departments or agencies.



Unfavorable government audit results could force us to adjust previously
reported operating results and could subject us to a variety of penalties and sanctions.



The federal government audits and reviews our performance on contracts, pricing practices, cost structure and compliance with applicable laws, regulations and standards. Like most large government contractors, our
contracts are audited and reviewed on a continual basis by federal agencies, including the Defense Contract Audit Agency. An audit of our work, including an audit of work performed by companies we have acquired or may acquire, or subcontractors we
have hired or may hire, could result in a substantial adjustment to our previously reported operating results. For example, any costs which were originally reimbursed could subsequently be disallowed. In this case, cash we have already collected may
have to be refunded, and operating margins may be reduced.



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If a government audit, review or investigation uncovers improper or illegal activities, we may be subject
to civil and criminal penalties and administrative sanctions, including termination of contracts, reimbursement of payments received, payment of certain government costs, forfeiture of profits, suspension of payments, fines and suspension or
debarment from doing business with federal government agencies. These consequences could lead to a material reduction in our revenue. In addition, we could suffer serious harm to our reputation if allegations of impropriety were made against us,
whether or not true. Although audits have been completed on our incurred contract costs through fiscal year 1999, audits for costs incurred or work performed after fiscal year 1999 have not yet been completed. In addition, non-audit reviews by the
government may still be conducted on all our government contracts.



If we were suspended or debarred from contracting with the federal government generally or any specific agency, if our reputation or relationship with government agencies were impaired, or if the government otherwise ceased doing business
with us or significantly decreased the amount of business it does with us, our revenue and operating results could be materially harmed.



Federal government contracts contain provisions giving government clients a variety of rights that are unfavorable to us, including the ability to terminate a contract
at any time for convenience.



Federal government contracts
contain provisions and are subject to laws and regulations that provide government clients with rights and remedies not typically found in commercial contracts. These rights and remedies allow government clients, among other things, to:



| |  | terminate existing contracts, with short notice, for convenience, as well as for default;
| | - | -----------------------------------------------------------------------------------------



| |  | reduce or modify contracts or subcontracts;
| | - | -------------------------------------------



| |  | terminate our facility security clearances and thereby prevent us from receiving classified contracts;
| | - | ------------------------------------------------------------------------------------------------------



| |  | cancel multi-year contracts and related orders if funds for contract performance for any subsequent year become unavailable;
| | - | ----------------------------------------------------------------------------------------------------------------------------



| |  | decline to exercise an option to renew a multi-year contract;
| | - | -------------------------------------------------------------



| |  | claim rights in products, systems and technology produced by us;
| | - | ----------------------------------------------------------------



| |  | prohibit future procurement awards with a particular agency due to a finding of organizational conflict of interest based upon prior related work performed for the agency that would
give a contractor an unfair advantage over competing contractors;
| | - | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  | subject the award of contracts to protest by competitors, which may require the contracting federal agency or department to suspend our performance pending the outcome of the
protest and may also result in a requirement to resubmit bids for the contract or in the termination, reduction or modification of the awarded contract; and
| | - | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  | suspend or debar us from doing business with the federal government or with a particular governmental agency.
| | - | -------------------------------------------------------------------------------------------------------------



If a government client terminates one of our contracts for convenience, we
may recover, at most, only our incurred or committed costs, settlement expenses and profit on work completed prior to the termination. If a federal government client were to unexpectedly terminate, cancel or decline to exercise an option to renew
with respect to one or more of our significant contracts or suspend or debar us from doing business with government agencies, our revenue and operating results could be materially harmed.



Loss of our General Services Administration schedule contracts or our position as a prime contractor on one or more Government-Wide
Acquisition Contracts, GWACs, or other multiple award contracts could impair our ability to win new business.



We believe that a key element of our success in the public services sector is our position, as of December 31, 2003, as the holder of four GSA schedule
contracts, and as a prime or sub contractor under approximately



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eight GWACs with approximately 720 related delivery orders. GSA schedule contracts and GWACs are pre-negotiated contracts with fixed rates. The federal
government, subject to certain regulations and policies, may place delivery orders under GSA schedule contracts and GWACs without conducting full and open competitions. For the six months ended December 31, 2003 and for the fiscal year ended June
30, 2003, revenue from GSA schedule contracts, GWACs and other indefinite delivery/indefinite quantity contracts accounted for approximately 17.1% and 12%, respectively, of our company-wide revenue. Because over the last several years the federal
government has increased its use of the GSA schedule contracts and GWACs for procurements, we believe our position as a prime or sub contractor on these contracts has become increasingly important to our ability to sell our services to federal
government clients. If we were to lose our position on one or more of these contracts, we could lose revenue and our operating results could be materially harmed.



GSA schedule contracts, GWACs and other indefinite delivery/indefinite quantity contracts typically have a one- or two-year
initial term with multiple options that are exercisable by our government clients to extend the contract for one or more years. Although there are options to extend these contracts for a number of years, we cannot assure you that our clients will
exercise these options.



We may face legal liabilities and damage to our
professional reputation from claims made against our work.



Many of our engagements involve projects that are critical to the operations of our clients businesses. If we fail to meet our contractual obligations, we could be subject to legal liability, which could adversely affect our business,
operating results and financial condition. The provisions we typically include in our contracts that are designed to limit our exposure to legal claims relating to our services and the applications we develop may not protect us or may not be
enforceable under some circumstances or under the laws of some jurisdictions. We have experienced liability claims in the past that have resulted in litigation expenses and payments for settlements. It is likely, because of the nature of our
business, that we will be sued in the future. Moreover, as a consulting firm, we depend to a large extent on our relationships with our clients and our reputation for high caliber professional services and integrity to retain and attract clients and
employees. As a result, claims made against our work may be more damaging in our industry than in other businesses.



The Internet and systems integration consulting markets are highly competitive, and we may not be able to compete effectively.



The Internet and systems integration consulting markets in which we operate
include a large number of participants and are highly competitive. Based on revenue and the number of consultants we have, we are smaller than some of our competitors. In particular, these larger competitors may have the ability to deploy a large
number of professionals more quickly in response to an urgent client need, thereby giving them a competitive advantage over us. Our primary competitors come from a variety of market segments, including other information technology service providers,
large accounting, consulting and other professional service firms, packaged software vendors and service groups of computer equipment companies.



Our marketplace is experiencing rapid changes in its competitive landscape. For instance, some of the former Big 5 accounting and consulting
firms sold their consulting businesses, and the former consulting practice of a former Big 5 accounting firm completed its initial public offering in the summer of 2001. These changes in our marketplace may create potentially larger and
better capitalized competitors with enhanced abilities to attract and retain their professionals. We also compete with our clients internal resources, particularly where these resources represent a fixed cost to the client. The competitive
nature of our industry may impose additional pricing pressures on us.



Our ability to compete also depends in part on several factors beyond our control, including the ability of our competitors to hire, retain and motivate skilled professionals, the price at which others offer comparable services and our
competitors responsiveness to their clients. There is a significant risk that this severe competition will adversely affect our financial results in the future.



Loss of our significant joint marketing relationships could reduce our revenue and growth prospects.



We have significant joint marketing relationships with Cisco Systems, Inc.,
Oracle Corporation, PeopleSoft, Inc., Microsoft Corporation, SAP and Siebel Systems, Inc. These relationships enable us to increase revenue by providing us additional marketing exposure, expanding our sales coverage, increasing the training of our
professionals and developing and co-branding service offerings



11



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that respond to customer demand. The loss of one or more of these relationships could adversely affect our business by decreasing our revenue and growth
prospects. Mergers, acquisitions and other business combinations involving one or more of these entities could result in changes in the degree to which they will cooperate with us in joint marketing and product development. In addition, if we engage
in certain mergers, acquisitions and other business combinations, these entities could terminate these joint marketing and product development relationships. Moreover, because most of our significant joint marketing relationships are nonexclusive,
if our competitors are more successful in, among other things, building leading-edge products and services, these entities may form closer or preferred arrangements with other consulting organizations, which could reduce our revenue.



We may lose money if we do not accurately estimate the cost of a large engagement, which
is conducted on a fixed-price basis.



A significant
percentage of our engagements in our public services industry group is performed on a fixed-price or fixed-time basis. During fiscal years 1999, 2000, 2001, 2002 and 2003 and for the six months ended December 31, 2003, our public services segment
revenue represented 30%, 32%, 31%, 41%, 35% and 37%, respectively, of our total revenue. While we do not track the percentage of our engagements which are performed on a fixed-price or fixed-time basis, we believe that only a small percentage of our
other engagements are performed on this basis. In addition, some of our engagements obligate us to provide ongoing maintenance and other supporting or ancillary services on a fixed-price basis or with limitations on our ability to increase prices.
Billing for fixed-time engagements is made in accordance with the engagement terms agreed to with our client. Revenue for these types of engagements is recognized based upon professional costs incurred as a percentage of estimated total percentage
costs of the respective contract, and unbilled revenue represents revenue for services performed that have not been billed. When making proposals for these types of engagements, we rely on our estimates of costs and timing for completing the
projects. These estimates reflect our best judgment regarding the efficiencies of our methodologies and professionals as we plan to apply them to the projects. Any increased or unexpected costs or unanticipated delays in connection with the
performance of fixed-price or fixed-time contracts, including delays caused by factors outside our control, could make these contracts less profitable or unprofitable.



If we are not able to keep up with rapid changes in technology or maintain strong relationships with software providers, our business
could suffer.



Our market is characterized by rapidly
changing technologies, such as the evolution of the Internet, frequent new product and service introductions and evolving industry standards. If we cannot keep pace with these changes, our business could suffer.



Our success will depend, in part, on our ability to develop service offerings
that keep pace with rapid and continuing changes in technology, evolving industry standards and changing client preferences. Our success will also depend on our ability to develop and implement ideas for the successful application of existing and
new technologies. We may not be successful in addressing these developments on a timely basis or our ideas may not be successful in the marketplace. Also, products and technologies developed by our competitors may make our services or product
offerings less competitive or obsolete.



We generate a
significant portion of our revenue from projects to implement software developed by others, including Oracle Corporation, PeopleSoft, Siebel Systems and SAP. Our future success in the software implementation business depends on the continuing
viability of these companies and their ability to maintain market leadership. We cannot assure you that we will be able to maintain a good relationship with these companies or that they will maintain their leadership positions in the software
market.



Our business will be negatively affected if growth of the use of
the Internet declines.



Our business is dependent in part
upon continued growth of the use of the Internet by our clients, prospective clients and their customers and suppliers. Growth of use of the Internet has been and may continue to be slowed or delayed as a result of a decline in general economic or
business conditions. In addition, the adoption of the Internet for commerce and communications, particularly by those individuals and companies that have historically relied upon alternative means of commerce and communication, generally requires an
understanding and acceptance of a new way of conducting business and exchanging information. In particular, companies that have already invested substantial resources in other means of conducting commerce and exchanging information may be
particularly reluctant or slow to adopt a new, Internet-based strategy that may make their existing personnel and infrastructure obsolete, especially during a decline in general economic or business conditions. Capacity constraints caused by growth
in Internet usage may, unless resolved, impede further growth in Internet use. If the number of Internet users does not increase and commerce



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over the Internet does not become more accepted and widespread, demand for our consulting services may decrease and, as a result, our revenue could decline.
The factors that may affect Internet usage or electronic commerce adoption include:



| |  | actual or perceived lack of security and privacy of information;
| | - | ----------------------------------------------------------------



| |  | lack of access or ease of use;
| | - | ------------------------------



| |  | congestion of traffic or other usage delays on the Internet;
| | - | ------------------------------------------------------------



| |  | inconsistent quality of service or lack of availability of cost-effective high speed service;
| | - | ---------------------------------------------------------------------------------------------



| |  | increases in access costs to the Internet;
| | - | ------------------------------------------



| |  | excessive governmental regulation;
| | - | ----------------------------------



| |  | uncertainty regarding intellectual property ownership;
| | - | ------------------------------------------------------



| |  | reluctance to adopt new business methods;
| | - | -----------------------------------------



| |  | costs associated with the obsolescence of existing infrastructure; and
| | - | ----------------------------------------------------------------------



| |  | impact of any taxes that may be imposed on transactions using the Internet.
| | - | ---------------------------------------------------------------------------



Our business may be harmed by existing or increased United States and foreign government regulation of the Internet.



In the United States and abroad, governments have passed legislation
relating to the Internet. Because these laws are still being implemented, we are not certain how they will affect our business. We may be indirectly affected by this legislation to the extent it impacts our clients and potential clients. In
addition, United States and foreign governmental bodies are considering, and may consider in the future, other legislative proposals that would regulate the Internet. We cannot predict if or how any future legislation would impact our business.



Our contracts can be terminated by our clients with short notice, or our
clients may cancel or delay projects.



Our clients
typically retain us on a non-exclusive, engagement-by-engagement basis, rather than under exclusive long-term contracts. Most of our consulting engagements are less than 12 months in duration. We estimate that the majority of our contracts can be
terminated by our clients with short notice and without significant penalty. The advance notice of termination required for contracts of shorter duration and lower revenue is typically 30 days. Longer-term, larger and more complex contracts may
require more than 30 days notice for termination. Additionally, large client projects involve multiple engagements or stages, and there is a risk that a client may choose not to retain us for additional stages of a project or that a client
will cancel or delay additional planned engagements. These terminations, cancellations or delays could result from factors unrelated to our work product or the progress of the project, but could be related to business or financial conditions of the
client or the economy generally. When contracts are terminated, cancelled or delayed, we lose the associated revenue, and we may not be able to eliminate associated costs in a timely manner.



We currently have only a limited ability to protect our important intellectual property
rights.



We have only three issued patents in the United
States and several patent applications pending in the United States and in other jurisdictions to protect our products or methods of doing business. We cannot assure you that our patent applications will be approved, that our issued patents will
protect our intellectual property or that third parties will not challenge any current or future patents. Furthermore, we cannot assure you that others will not independently develop similar or competing technology or design around any patents that
may be issued. Additionally, existing laws in the United States offer limited protection for our business, and the laws of some countries in which we provide services may not protect our intellectual property rights even to the same limited extent
as the laws of the United States. We have approximately six registered trademarks, numerous pending trademark applications in the United States and worldwide, and hundreds of domain names. We are currently attempting to register the
BearingPoint name as a trademark throughout the world. We cannot assure you that trademarks will be issued, or that our issued trademarks will protect our name. If the BearingPoint name conflicts with the rights of a pre-existing
trademark owner in a jurisdiction, we may need to operate under a different name in such jurisdiction, which could result in a loss of goodwill associated with that name.



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The provisions in our agreements with clients which attempt to protect us against the unauthorized use,
transfer and disclosure of our intellectual property and proprietary information may not be enforceable under the laws of some jurisdictions. In addition, we are sometimes required to negotiate limits on these provisions in our contracts.



Our business includes the development of customized software
modules in connection with specific client engagements, particularly in our systems integration business. We sometimes assign to clients the copyright and other intellectual property rights in some aspects of the software and documentation developed
for these clients. Although our contracts with our clients may provide that we also retain rights to our intellectual property, it is possible that clients will assert rights to, and seek to limit our use of, this intellectual property.



There can be no assurance that the steps we take will be adequate to deter
misappropriation of proprietary information or that we will be able to detect unauthorized use and take appropriate steps to enforce our intellectual property rights.



Our services may infringe upon the intellectual property rights of others.



We cannot be sure that our services do not infringe on the intellectual
property rights of others, and we may have infringement claims asserted against us. These claims may harm our reputation, cost us money and prevent us from offering some services. In some contracts, we have agreed to indemnify, and may in the future
agree to indemnify, our clients for certain expenses or liabilities resulting from claimed infringements of the intellectual property rights of third parties. In some instances, the amount of these indemnities may be greater than the revenue we
receive from the client. Any claims or litigation in this area may be costly and result in large awards against us and, whether we ultimately win or lose, could be time-consuming, may injure our reputation, may result in costly delays or may require
us to enter into royalty or licensing arrangements. If there is a successful claim of infringement or if we fail to develop non-infringing technology or license the proprietary rights we require on a timely basis, our ability to use certain
technologies, products, services and brand names may be limited, and our business may be harmed.



We may be unable to obtain licenses for third party software that we need to conduct our business.



We license from third parties software that is used in our products or is required to develop new products or product enhancements. In the future,
third-party licenses may not be available to us on commercially reasonable terms or at all. Third parties who hold exclusive rights to software technology that we seek to license may include our competitors. If we are unable to obtain any necessary
third-party licenses, we could be required to redesign our products or obtain substitute technology, which may perform less well, be of lower quality or be more costly.



Risks Related to Your Ownership of Our Common Stock



The price of our common stock may decline because of the large number of other shares available for sale in the future.



Sales of a substantial number of shares of our common stock, or the
perception that such sales could occur, could adversely affect the market price of our common stock.



On August 22, 2002, we issued approximately 30.5 million shares of our common stock in connection with our acquisition of BearingPoint GmbH, formerly KPMG
Consulting AG. All of these shares may be sold in the public market, subject to applicable securities laws.



In addition, the assurance and tax partners of the KPMG International member firms in Ireland, the Netherlands Antilles, Brazil, Argentina and Japan were
issued 1.37 million shares, which must be divested within five years after the closing of our initial public offering. An additional 470,000 shares that were issued to the former consulting partners of these KPMG International member firms are
subject to contractual transfer restrictions that expire as to one-fourth of the shares on August 7, 2002 and each succeeding anniversary. Our managing directors, who received their shares (founders shares) when we separated from KPMG LLP, are
subject to contractual limitations on resale. In addition, Cisco must sell its shares subject to a registration statement or exemption from registration. These limitations are described in the table below. Cisco is entitled to a total of six demands
for registration and in addition has the right to piggyback registration rights if we propose to register our shares under the Securities Act.



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The table below sets forth with respect to our managing directors who received founders shares and Cisco,
the number of shares of our common stock these stockholders held as of February 7, 2001 that are subject to contractual transfer restrictions, the percentage of our total number of outstanding shares as of December 31, 2003 that such number
represents and the nature of the contractual transfer restrictions. These restrictions are in addition to any restrictions contained under applicable law. We do not have current information as to the number of founders shares that our managing
directors continue to hold. As of December 31, 2003, Cisco held 15.44 million shares of our common stock. As of December 31, 2003, there were a total of approximately 194.5 million shares of our common stock outstanding.



|                                                |  |                 |  |                             |   |  |                                                                                                                                                                      
|----------------------------------------------- |  | --------------- |  | --------------------------- | - |  | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------
|Holder                                          |  | Numberof Shares |  | Percent of TotalOutstanding |   |  | Contractual Transfer Restrictions                                                                                                                                    
|Our managing directors who hold founders shares |  | 8.57 million    |  | 4.4                         | % |  | Restrictions on 40% of the total shares owned expired on August 7, 2001 and restrictions on one-fourth of the remaining shares expire on each succeeding anniversary.
|                                                |  |                 | 
|Cisco Systems, Inc.                             |  | 15.44 million   |  | 7.9                         | % |  | Cisco may sell its shares subject to registration of the shares or an applicable exemption from registration.                                                        



In connection with the
various Andersen Business Consulting transactions, we committed to the issuance of approximately 3.0 million shares of our common stock (net of forfeitures) under our Amended and Restated 2000 Long-Term Incentive Plan to former partners of
those practices as a retentive measure. The stock awards have no purchase price and one-third of the shares will vest on each of the first three anniversaries of the acquisition of the relevant consulting practice, so long as the recipient remains
employed by us. As of December 31, 2003, approximately 1.2 million shares of common stock have been issued pursuant to this commitment.



As of December 31, 2003, options to purchase approximately 57.6 million shares of common stock granted under our Amended and Restated 2000 Long-Term
Incentive Plan were outstanding with exercise prices ranging from $5.32 to $55.50, and approximately 5.5 million additional shares of our common stock granted under our Amended and Restated 2000 Long-Term Incentive Plan were available in connection
with future grants or awards under our long-term incentive plan. Our employee stock purchase plan also had approximately 11.6 million shares available for sale as of December 31, 2003. In addition, we may issue additional shares in connection with
any acquisitions we make or any capital raising activities we undertake.



In addition, we may issue additional shares in connection with any acquisitions we make or any capital raising activities we undertake. Any such additional shares could also have a dilutive effect on our earnings per
share.



There are significant limitations on the ability of any person or
company to buy our company without the approval of our board of directors, which may decrease the price of our common stock.



Our certificate of incorporation and bylaws each contain provisions that may make the acquisition of our company more difficult without the approval of
our board of directors. These provisions of our certificate of incorporation and our bylaws include the following, among others:



| |  | our board of directors is classified into three classes, each of which, after an initial transition period, will serve for staggered three-year terms;
| | - | ------------------------------------------------------------------------------------------------------------------------------------------------------



| |  | a director may be removed by our stockholders only for cause and then only by the affirmative vote of two-thirds of the outstanding voting power of stock entitled to vote generally
in the election of directors;
| | - | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  | only our board of directors or the chairman of our board of directors may call special meetings of our stockholders;
| | - | --------------------------------------------------------------------------------------------------------------------



| |  | our stockholders may take action only at a meeting of our stockholders and not by written consent;
| | - | --------------------------------------------------------------------------------------------------



| |  | our stockholders must comply with advance notice procedures in order to nominate candidates for election to our board of directors or to place stockholders proposals on the
agenda for consideration at meetings of the stockholders;
| | - | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



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| |  | our board may consider the impact of any proposed change of control transaction on constituencies other than our stockholders in determining what is in the best interest of our
company and our stockholders;
| | - | --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  | business combinations involving one or more persons that own or intend to own at least 15% of our voting stock must be approved by the affirmative vote of at least a majority of our
voting stock (excluding that held by these persons), or by our board of directors (excluding directors affiliated with these persons), or the consideration paid in the business combination must generally be the highest price paid by these persons to
acquire our voting stock;
| | - | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  | if stockholder approval is required by applicable law, any mergers, consolidations and sales of all or substantially all of our assets must be approved by the affirmative vote of at
least two-thirds of our voting stock; and
| | - | -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



| |  | our stockholders may amend or repeal any of the foregoing provisions of our certificate of incorporation or our bylaws only by a vote of two-thirds of the outstanding voting power
of the stock entitled to vote generally in the election of directors.
| | - | ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------



In addition, we have a stockholders rights plan designed to make it more costly and thus more difficult to gain control of us without the consent of our board of directors.



Risks that Relate to Our Relationship with KPMG LLP and Its Related Entities



The agreements relating to our separation from KPMG LLP were not negotiated on an
arms-length basis, and there is no assurance that these agreements are on terms comparable to those that could have been obtained from unaffiliated third parties.



As part of our separation from KPMG LLP in January 2000, we entered into a separation agreement that governed the transfer
of the assets and liabilities relating to our business and contained indemnification provisions between us and KPMG LLP. We have also entered into a non-competition agreement with KPMG LLP that specifies which services will be offered by us and
which by KPMG LLP. These agreements were not the result of arms-length negotiations, and therefore, we cannot assure you that their terms are comparable to the terms we could have obtained from unaffiliated third parties.



Under our transition services agreement, KPMG LLP has provided or will
provide us with basic administrative, clerical and processing services in areas such as accounting support, technology support, human resources and employee benefits. The fees we pay for many of these services are based on the total costs of
providing these services on a centralized basis to both our company and KPMG LLP. We are assessed and allocated a portion of these costs, generally based on the relative headcount, usage and other factors of our company and KPMG LLP. However,
because these agreements were negotiated in the context of a parent-subsidiary relationship and were not the result of arms-length negotiations, we may pay more for such services and receive worse service than if we had purchased
such services from third party providers.



The termination of services
provided under the transition services agreement with KPMG LLP could involve significant expense which could adversely affect our financial results.



Under the transition services agreement with KPMG LLP (which terminated on February 8, 2004 for most non-technology services and terminates on February 8,
2005 for technology-related services and limited non-technology related services), we contracted to receive certain infrastructure support services from KPMG LLP until we complete the build-out of our own infrastructure. As we terminate services, we
may be obligated to pay KPMG LLP termination costs, as defined in the transition services agreement, incurred as a result of KPMG LLP winding down and terminating such services. We continue to receive from KPMG LLP services relating to information
technology (such as telecommunications and user services), financial systems, human resources systems, occupancy and office support services in facilities used by both us and KPMG LLP, and financing of capital assets used in the provisioning of
transition services. During the year ended June 30, 2003, we terminated certain human resources services for which we were charged $1.1 million in termination fees. During the six month period ended December 31, 2003, we terminated certain
technology services for which we were charged $3.2 million in termination costs. During fiscal year 2003 we purchased from KPMG LLP $32.4 million of leasehold improvements. Based on information currently available, we anticipate paying KPMG LLP
approximately $40 million to $60 million for the sale and transfer of additional capital assets (such as computer equipment, furniture and leasehold improvements) currently used by us through the transition services agreement (for which usage
charges are included in the monthly costs under the agreement).



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The amount of termination costs that we will pay to KPMG LLP depends upon the timing of service
terminations, the ability of the parties to work together to minimize the costs, and the amount of payments required under existing contracts with third parties for services provided to us by KPMG LLP and which can continue to be obtained directly
by us after the termination. Accordingly, the amount of termination costs that we will pay to KPMG LLP in the future cannot be reasonably estimated at this time. We believe that the amount of termination costs yet to be assessed will not have a
material adverse effect on our consolidated financial position, cash flows, or liquidity. Whether such amounts could have a material effect on the results of operations in a particular quarter or fiscal year cannot be determined at this time.





The non-competition agreement with KPMG LLP prohibits us from providing certain services and may limit our ability to effectively move into certain new services in the future.



Our non-competition agreement with KPMG LLP, which terminates in 2006,
prohibits us from offering tax or assurance services, including attestation and verification services, and defined consulting services which were historically and will continue to be provided by KPMG LLPs tax and assurance practices. This
prohibition may limit our ability to serve our clients. Unless terminated earlier, this agreement will terminate on the fifth anniversary of our initial public offering.



If both we and KPMG LLP desire to provide a new type of service or if we cannot agree with KPMG LLP as to who has the right
to provide an existing service, the non-competition agreement provides a framework for resolving such disputes. However, if this process fails to resolve any such dispute in a timely and efficient manner, we may lose the opportunity to enter into a
new market or pursue sales leads on a timely basis. In addition, ongoing disputes with KPMG LLP as to who can provide a type of existing or new service may result in both us and KPMG LLP bidding on similar work which, in turn, may damage our
reputation in the marketplace.



Risks that Relate to Our
Relationship with Cisco



The provisions of our investor rights agreement
with Cisco which prohibit us from entering into a merger or similar agreement with certain companies without Ciscos consent may limit our ability to engage in a change of control transaction and reduce the price of our common stock.



In conjunction with Ciscos investment in our
company and our alliance agreement with Cisco, we agreed that until January 31, 2005, we will not enter into an agreement with Lucent Technologies Inc., Nortel Networks Corporation, Alcatel S.A. or Juniper Networks, or four other companies that
Cisco may designate on an annual basis, to merge, consolidate or otherwise combine with any such specified company or to sell all or substantially all of our assets to any of them without Ciscos consent. If any of these companies delivers to
us a bona fide proposal to acquire us or if our board of directors decides to initiate negotiations regarding an acquisition by one of these companies, we have agreed to notify Cisco and give Cisco an opportunity to make a superior counter proposal
to us. If we close an acquisition transaction with one of these companies, including if we do so after Cisco has failed to make a superior proposal, we have agreed to:



| |  | pay Cisco cash in an amount equal to our revenue for the preceding 12 months;
| | - | -----------------------------------------------------------------------------



| |  | repurchase, at Ciscos request, any of our equity securities then held by Cisco at the greater of fair market value or original issue price; and
| | - | ------------------------------------------------------------------------------------------------------------------------------------------------



| |  | repurchase, at Ciscos request, any of our debt securities then held by Cisco at their face amount.
| | - | ---------------------------------------------------------------------------------------------------



Our obligation to make payments to Cisco if we enter into a transaction with Lucent Technologies, Nortel Networks, Alcatel
or Juniper Networks also may have significant anti-takeover effects with respect to those companies and could depress the price of our common stock. Accordingly, the effect of these provisions is to reduce substantially, or even entirely eliminate,
the possibility of us entering into a merger or other change of control transaction with one of these companies. To the extent that any of these companies were or were perceived as possible acquirors of our company, these provisions may depress the
price of our common stock.



Our alliance agreement with Cisco may require us
to make investments in personnel and equipment even if we do not generate sufficient corresponding revenue for us, which may decrease our net income.



Under our amended alliance agreement with Cisco, we have agreed to maintain the level of competence of our staff already trained on Cisco products and
technologies as of July 1, 2001. When we are developing a joint solution with Cisco, we also have



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agreed to train at least the number of persons on the design, planning and implementation management of the technologies associated with the solution as are
necessary to achieve the purpose of the solution. In addition, we have committed to staffing and operating at least one solution center for every joint solution developed under the alliance agreement. The solution centers provide clients advanced
technology equipment to develop, demonstrate and provide training on our service offerings using Cisco hardware. The alliance agreement with Cisco requires us to provide this staffing and these solution center operations even if the results of our
operations do not justify such activities. If the anticipated benefits of our alliance with Cisco do not materialize, or fail to materialize in the time frame we anticipate, and we nonetheless have to hire additional consultants or make additional
investments in Cisco-related equipment, it could adversely affect our profitability.



Our alliance agreement with Cisco does not prevent Cisco from entering into similar agreements with our competitors, and any agreements with competitors might diminish the effectiveness of our relationship with Cisco without reducing our
obligations under the alliance agreement.



As a part of
our alliance agreement with Cisco, we have agreed to make investments in personnel, training and equipment and to limitations on our ability to jointly market with Lucent Technologies, Nortel Networks, Alcatel or Juniper Networks, or, in lieu
thereof, four other companies that Cisco may designate on an annual basis. These obligations and restrictions will remain in place even if Cisco enters into a similar arrangement with one of our competitors. We believe, based on published reports,
that Cisco has entered into joint marketing agreements with certain of our competitors, including Cap Gemini Ernst & Young. To the extent that these arrangements or any future arrangements entered into by Cisco and our other competitors are
similar in nature and scope to our agreement, the effectiveness of our joint marketing efforts may be negatively impacted, and our relationship with Cisco may generate lower revenue than we anticipate, which could adversely affect our profitability.



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