0000897429-22-000061.txt : 20220325 0000897429-22-000061.hdr.sgml : 20220325 20220325122435 ACCESSION NUMBER: 0000897429-22-000061 CONFORMED SUBMISSION TYPE: 8-K PUBLIC DOCUMENT COUNT: 94 CONFORMED PERIOD OF REPORT: 20220325 ITEM INFORMATION: Regulation FD Disclosure ITEM INFORMATION: Financial Statements and Exhibits FILED AS OF DATE: 20220325 DATE AS OF CHANGE: 20220325 FILER: COMPANY DATA: COMPANY CONFORMED NAME: CHICO'S FAS, INC. CENTRAL INDEX KEY: 0000897429 STANDARD INDUSTRIAL CLASSIFICATION: RETAIL-WOMEN'S CLOTHING STORES [5621] IRS NUMBER: 592389435 STATE OF INCORPORATION: FL FISCAL YEAR END: 0129 FILING VALUES: FORM TYPE: 8-K SEC ACT: 1934 Act SEC FILE NUMBER: 001-16435 FILM NUMBER: 22769497 BUSINESS ADDRESS: STREET 1: 11215 METRO PKWY CITY: FT MYERS STATE: FL ZIP: 33966-1206 BUSINESS PHONE: 2392776200 MAIL ADDRESS: STREET 1: 11215 METRO PKY CITY: FT MYERS STATE: FL ZIP: 33966-1206 FORMER COMPANY: FORMER CONFORMED NAME: CHICOS FAS INC DATE OF NAME CHANGE: 19930212 8-K 1 chs-20220325.htm 8-K chs-20220325
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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
 
 FORM 8-K
 
 Current Report
Pursuant to Section 13 or 15(d)
of the Securities Exchange Act of 1934
Date of report (Date of earliest event reported): March 25, 2022
 
 Chico’s FAS, Inc.
(Exact Name of Registrant as Specified in its Charter)
 
 Florida
(State or Other Jurisdiction of Incorporation)
001-16435 59-2389435
(Commission
File Number)
 (IRS Employer
Identification No.)
11215 Metro ParkwayFort MyersFlorida33966
(Address of Principal Executive Offices)(Zip code)
(239277-6200
(Registrant’s Telephone Number, Including Area Code)
(Former Name or Former Address, if Changed Since Last Report)
Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below):
 
Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)
Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)
Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))
 
Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))
Securities registered pursuant to Section 12(b) of the Act:
Title of each classTrading Symbol(s)Name of each exchange on which registered
Common Stock, Par Value $0.01 Per ShareCHSNew York Stock Exchange
Indicate by check mark whether the registrant is an emerging growth company as defined in Rule 405 of the Securities Act of 1933 (§230.405 of this chapter) or Rule 12b-2 of the Securities Exchange Act of 1934 (§240.12b-2 of this chapter).
Emerging growth company
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act.



Item 7.01. Regulation FD Disclosure.
As previously announced, Chico’s FAS, Inc. (the “Company” or “Chico’s FAS”) will host a Virtual Investor Day today, March 25, 2022, beginning at 10:00 a.m., ET, with senior management of the Company presenting on, among other things, the Company’s overall vision, strategy and opportunities for each brand, its digital-first strategy, its culture and ESG initiatives. In conjunction with the event, the Company issued a press release announcing three-year financial targets and reaffirming its strategic priorities and fiscal 2022 first quarter and full-year outlook. A copy of the press release is attached as Exhibit 99.1 and is incorporated by reference herein in its entirety.
A copy of the Company’s Virtual Investor Day presentation is attached as Exhibit 99.2 and is incorporated by reference herein in its entirety. The presentation is also available on the Chico's FAS Investor Relations website at https://chicosfas.com/investors.
The information in Exhibit 99.1 and Exhibit 99.2 is presented as of the particular date or dates referenced in it, and the Company does not undertake any obligation to, and disclaims any duty to, update any of the information provided therein, including any financial targets and estimates.
The information in Item 7.01 of this Current Report on Form 8-K, including the press release attached Exhibit 99.1 hereto and the Virtual Investor Day presentation attached as Exhibit 99.2 hereto, are being furnished and shall not be deemed “filed” for purposes of Section 18 of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), or otherwise subject to the liabilities of that section and shall not be deemed to be incorporated by reference into any filing of the Company under the Securities Act of 1933, as amended, or the Exchange Act, except as expressly set forth by specific reference in such filing.
Item 9.01. Financial Statements and Exhibits.
 
(d)Exhibits:
Exhibit 99.1  
Exhibit 99.2
Exhibit 104Cover Page Interactive Data File - the cover page iXBRL tags are embedded within the Inline XBRL document




SIGNATURES
Pursuant to the requirements of the Securities Exchange Act of 1934, the Registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.
 
   CHICO’S FAS, INC.
Date: March 25, 2022   By:
   /s/ Patrick J. Guido
   Patrick J. Guido, Executive Vice President - Chief Financial Officer

EX-99.1 2 chs-investordaypressreleas.htm EX-99.1 Document
Exhibit 99.1
image_0.jpg
Chico’s FAS, Inc. Announces Three-Year Financial Targets and Hosts
Virtual Investor Day
Fiscal 2022 First Quarter and Full Year Outlook Affirmed
Virtual Investor Day Begins Today at 10:00 a.m. ET
Fort Myers, FL – March 25, 2022 - Chico’s FAS, Inc. (NYSE: CHS) (the “Company” or “Chico’s FAS”) is hosting a Virtual Investor Day today to showcase its strategic plan and three-year financial targets supported by the Company’s premier merchant capabilities, portfolio of three unique brands and powerful shared platform that connects physical, digital and social commerce.
Molly Langenstein, Chico's FAS Chief Executive Officer and President, commented, “We have aggressively pursued our turnaround strategy which began in 2019. Today, we are well ahead of our plan and positioned to build on our momentum and further accelerate our growth. We have three powerful brands – Chico's®, White House Black Market® and Soma® – each growing faster than the market average and with tremendous future market share opportunities. Our unique brands, paired with our proven business model, experienced leadership team, values-centered culture and strong balance sheet are a winning formula for driving long-term shareholder value.”
Strategic Pillars for Growth
Langenstein further noted, “Chico’s FAS has been guided by four clearly-defined strategic pillars since our turnaround began in 2019. We are:
Customer-led, focused on community engagement, creating exceptional experiences, and increasing customer lifetime value;
Product-obsessed, delivering distinctive, premium, best-in class items that provide solutions for our customers;
Digital-first, strengthening our core platform, modernizing our merchandise and store systems, and elevating our data-driven insights; and
Operationally-excellent, focused on expense, inventory, supply chain, and real estate management.”
Three-Year Financial Targets
Chico’s FAS is announcing the following financial targets that the Company targets reaching by fiscal 2024 (fiscal year ending February 1, 2025).
Total revenues in excess of $2.5 billion;
Digital revenues in excess of $1.0 billion (included in the $2.5 billion above);
Gross margin rate of 40%, equating to 330 basis points of expansion from fiscal 2021;
Operating margin of 7.5%, a 380 basis point improvement from fiscal 2021;
EPS growth representing a CAGR of 15+% from fiscal 2021; and
Generation of approximately $400 million of cumulative cash flow from operations in the next three years.
Page 1




Fiscal 2022 First Quarter and Full Year Outlook Affirmed
The Company is also affirming its previously announced outlook for the fiscal 2022 first quarter and full year.
For the fiscal 2022 first quarter, the Company expects:
Consolidated net sales of $485 million to $500 million;
Gross margin rate as a percent of net sales of 36.9% to 37.7%;
SG&A expenses as a percent of net sales of 33.9% to 34.3%;
Effective income tax rate of 20%; and
Earnings per diluted share of $0.07 to $0.11.
For the fiscal 2022 full year, the Company expects:
Consolidated net sales of $2,085 million to $2,115 million;
Gross margin rate as a percent of net sales of 36.7% to 37.2%;
SG&A expenses as a percent of net sales of 32.8% to 33.2%;
Effective income tax rate of 26%;
Earnings per diluted share of $0.40 to $0.50; and
Capital and cloud-based expenditures of approximately $65 million to $70 million.
Webcast Information
During the Virtual Investor Day, Molly Langenstein will discuss the Company’s overall vision and strategy and opportunities for each brand; Jay Topper, Chief Digital Officer, will review Chico’s FAS’s digital-first strategy; Kristin Gwinner, Chief Human Resources Officer, will discuss the Company’s culture and ESG initiatives; and PJ Guido, Chief Financial Officer, will review three-year financial targets for Chico’s FAS. Formal presentations will be followed by a question and answer session.
Today’s event will be webcast live beginning at 10:00 a.m. ET at https://chicosfas.com/investors/events-and-presentations and is expected to last approximately 90 minutes. A replay of the webcast will remain available online for one year at http://chicosfas.com/investors/events-and-presentations.  

ABOUT CHICO’S FAS, INC.
    Chico’s FAS is a Florida-based fashion company founded in 1983 on Sanibel Island, Fla. The Company reinvented the fashion retail experience by creating fashion communities anchored by service, which put the customer at the center of everything we do. As one of the leading fashion retailers in North America, Chico’s FAS is a company of three unique brands - Chico’s, White House Black Market and Soma - each thriving in their own white space, founded by women, led by women, providing solutions that millions of women say give them confidence and joy.
    Our Company has a passion for fashion, and each day, we provide clothing, shoes and accessories, intimate apparel and expert styling in our brick-and-mortar boutiques, digital online boutiques and through Style ConnectTM, the Company’s proprietary digital styling tool that enables customers to conveniently shop wherever, whenever and however they prefer.
    As of January 29, 2022, the Company operated 1,266 stores in the U.S. and sold merchandise through 59 international franchise locations in Mexico and 2 domestic franchise airport locations. The Company’s merchandise is also available at www.chicos.com, www.chicosofftherack.com, www.whbm.com and www.soma.com as well as through third-party channels.
Page 2




    To learn more about Chico’s FAS, please visit our corporate website at www.chicosfas.com. The information on our corporate website is not, and shall not be deemed to be, a part of this press release or incorporated into our federal securities law filings.

SAFE HARBOR STATEMENT UNDER THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995
This press release contains statements concerning our current expectations, assumptions, plans, estimates, judgments and projections about our business and our industry and other statements that are not historical facts. These statements, including, without limitation, the quote from Ms. Langenstein and statements under the headings “Three-Year Financial Targets” and “Fiscal 2022 First Quarter and Full Year Outlook Affirmed,” are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. In most cases, words or phrases such as “anticipates,” “believes,” “could,” “estimates,” “expects,” “intends,” “may,” “will,” “plans,” “path,” “outlook,” “project,” “target,” “should,” “strategy,” “potential,” “confident” and similar expressions identify forward-looking statements. These forward-looking statements are based largely on information currently available to our management and are subject to various risks and uncertainties that could cause actual results to differ materially from historical results or those expressed or implied by such forward-looking statements. Although we believe our expectations are based on reasonable estimates and assumptions, they are not guarantees of performance. There is no assurance that our expectations will occur or that our estimates or assumptions will be correct, and we caution investors and all others not to place undue reliance on such forward-looking statements. Factors that could cause actual results to differ include, but are not limited to, those described in Item 1A, “Risk Factors” in our most recent Annual Report on Form 10-K and, from time to time, in Item 1A, “Risk Factors” of our Quarterly Reports on Form 10-Q and the following:
The effects of the pandemic, including uncertainties about its depth and duration, new variants of COVID-19 that have emerged or may emerge in the future, the speed, efficacy and availability of vaccines and treatments, its impact on general economic conditions, human capital management, consumer behavior and discretionary spending, the effectiveness of any actions taken in response to the pandemic, and the impact of the pandemic on our manufacturing operations and shipping timelines; the extent, availability and effectiveness of any pandemic stimulus packages or loan programs, including the Coronavirus Aid, Relief and Economic Security Act; the ability of our suppliers, logistics providers, vendors and landlords, to meet their obligations to us in light of financial stress, labor shortages, liquidity challenges, bankruptcy filings by other industry participants, and supply chain and other disruptions; increases in unemployment rates; increases in labor shortages and our ability to sufficiently staff our retail stores; general economic conditions, including but not limited to, inflation, deflation, consumer confidence and consumer spending patterns; market disruptions including pandemics or significant health hazards, severe weather conditions, natural disasters, terrorist activities, financial crises, political crises, war and other military conflicts (including the ongoing military conflict between Russia and Ukraine) or other major events, or the prospect of these events; shifts in consumer behavior, and our ability to adapt, identify and respond to new and changing fashion trends and customer preferences, and to coordinate product development with buying and planning; changes in the general or specialty retail or apparel industries, including significant decreases in market demand and the overall level of spending for women’s private branded clothing and related accessories; our ability to secure and maintain customer acceptance of in-store and online concepts and styles; increased competition in the markets in which we operate, including our ability to remain competitive with customer shipping terms and costs; decreases in customer traffic at our stores; fluctuations in foreign currency exchange rates; significant increases in the costs of manufacturing, raw materials, transportation, importing, distribution, labor and advertising; decreases in the quality of merchandise received from suppliers and increases in delivery times for receiving such merchandise; our ability to appropriately manage our store fleet and achieve the expected results of store openings or store closures; our ability to appropriately manage inventory and allocation processes and leverage targeted promotions; our ability to maintain cost saving discipline; our ability to operate our retail websites in a profitable manner; our ability to successfully identify and implement additional sales and distribution channels; our ability to successfully execute and achieve the expected results of our business, brand strategies, brand awareness programs, and merchandising and marketing programs including, but not limited to, the Company’s turnaround strategy, retail fleet optimization plan, sales initiatives, multi-channel strategies and five operating priorities which are: 1) continuing our ongoing digital transformation; 2) further refining product through fit, quality, fabric and innovation in each of our brands; 3) driving increased customer engagement through marketing; 4) maintaining our operating and cost discipline; and 5) further enhancing the productivity of our real estate portfolio; our ability to utilize our distribution center and other support facilities in an efficient and effective manner; our increased reliance on sourcing from foreign suppliers and significant adverse economic, labor, political or other shifts (including adverse changes in tariffs, taxes or other import regulations, particularly with respect to China, or legislation prohibiting certain imports from China); U.S. and foreign governmental actions and policies and changes thereto; the continuing performance, implementation and integration of our management information systems; our ability to successfully update our information systems; the impact of any system failure, cyber security or other data security breaches, including any security breaches resulting in the theft, transfer, or unauthorized disclosure of customer, employee, or company information; our ability to comply with any domestic and foreign information security and privacy laws, regulations and technology platform rules or other obligations related to data privacy and security; our ability to attract, hire, train, motivate and retain qualified employees in an inclusive environment; our ability to successfully recruit leadership or transition members of our senior management team; future unsolicited offers to buy the Company and actions of activist shareholders and others and our ability to respond effectively; our ability to secure and protect our intellectual property rights and to protect our reputation and brand images; unanticipated obligations or changes in estimates arising from new or existing litigation, income taxes and other regulatory proceedings; unanticipated adverse changes in legal, regulatory or tax laws; and our ability to comply with the terms of our Credit Agreement, including the restrictive provisions limiting our flexibility in operating our business and obtaining credit on commercially reasonable terms.
These factors should be considered in evaluating forward-looking statements contained herein. All forward-looking statements that are made or attributable to us are expressly qualified in their entirety by this cautionary notice. The forward-looking statements included herein are only made as of the date of this press release. We undertake no obligation to publicly update or revise any forward-looking statements, including any financial outlook, targets and estimates, whether as a result of new information, future events or otherwise.
Page 3




Investor Relations Contact:
Tom Filandro
ICR, Inc.
(646) 277-1235
tom.filandro@icrinc.com



























Chico’s FAS, Inc. • 11215 Metro Parkway • Fort Myers, Florida 33966 • (239) 277-6200
Page 4


EX-99.2 3 finalchsinvestordayprese.htm EX-99.2 finalchsinvestordayprese
Chico’s FAS Investor Day March 25, 2022 Premier Merchants, Brands and Growth Exhibit 99.2


 
Forward-Looking Language 2 This presentation contains statements concerning our current expectations, assumptions, plans, estimates, judgments and projections about our business and our industry and other statements that are not historical facts. These statements, including without limitation statements regarding our 2024 goals and targets, are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. In most cases, words or phrases such as “anticipates,” “believes,” “could,” “estimates,” “expects,” “intends,” “may,” “will,” “plans,” “path,” “outlook,” “project,” “target,” “should,” “strategy,” “potential,” “confident” and similar expressions identify forward-looking statements. These forward-looking statements are based largely on information currently available to our management and are subject to various risks and uncertainties that could cause actual results to differ materially from historical results or those expressed or implied by such forward-looking statements. Although we believe our expectations are based on reasonable estimates and assumptions, they are not guarantees of performance. There is no assurance that our expectations will occur or that our estimates or assumptions will be correct, and we caution investors and all others not to place undue reliance on such forward-looking statements. Factors that could cause actual results to differ include, but are not limited to, those described in Item 1A, “Risk Factors” in our most recent Annual Report on Form 10-K and, from time to time, in Item 1A, “Risk Factors” of our Quarterly Reports on Form 10-Q and the following: The effects of the pandemic, including uncertainties about its depth and duration, new variants of COVID-19 that have emerged, the speed, efficacy and availability of vaccines and treatments, its impact on general economic conditions, human capital management, consumer behavior and discretionary spending, the effectiveness of any actions taken in response to the pandemic, and the impact of the pandemic on our manufacturing operations and shipping timelines; the extent, availability and effectiveness of any pandemic stimulus packages or loan programs, including the CARES Act; the ability of our suppliers, logistics providers, vendors and landlords, to meet their obligations to us in light of financial stress, labor shortages, liquidity challenges, bankruptcy filings by other industry participants, and supply chain and other disruptions; increases in unemployment rates; increases in labor shortages and our ability to sufficiently staff our retail stores; general economic conditions, including but not limited to, inflation, deflation, consumer confidence and consumer spending patterns; market disruptions including pandemics or significant health hazards, severe weather conditions, natural disasters, terrorist activities, financial crises, political crises, war and other military conflicts (including the ongoing military conflict between Russia and Ukraine) or other major events, or the prospect of these events; shifts in consumer behavior, and our ability to adapt, identify and respond to new and changing fashion trends and customer preferences, and to coordinate product development with buying and planning; changes in the general or specialty retail or apparel industries, including significant decreases in market demand and the overall level of spending for women’s private branded clothing and related accessories; our ability to secure and maintain customer acceptance of in-store and online concepts and styles; increased competition in the markets in which we operate, including our ability to remain competitive with customer shipping terms and costs; decreases in customer traffic at our stores; fluctuations in foreign currency exchange rates; significant increases in the costs of manufacturing, raw materials, transportation, importing, distribution, labor and advertising; decreases in the quality of merchandise received from suppliers and increases in delivery times for receiving such merchandise; our ability to appropriately manage our store fleet and achieve the expected results of store openings or store closures; our ability to appropriately manage inventory and allocation processes and leverage targeted promotions; our ability to maintain cost saving discipline; our ability to operate our retail websites in a profitable manner; our ability to successfully identify and implement additional sales and distribution channels; our ability to successfully execute and achieve the expected results of our business, brand strategies, brand awareness programs, and merchandising and marketing programs including, but not limited to, the Company’s turnaround strategy, retail fleet optimization plan, sales initiatives, multi-channel strategies and five operating priorities which are: 1) continuing our ongoing digital transformation; 2) further refining product through fit, quality, fabric and innovation in each of our brands; 3) driving increased customer engagement through marketing; 4) maintaining our operating and cost discipline; and 5) further enhancing the productivity of our real estate portfolio; our ability to utilize our distribution center and other support facilities in an efficient and effective manner; our increased reliance on sourcing from foreign suppliers and significant adverse economic, labor, political or other shifts (including adverse changes in tariffs, taxes or other import regulations, particularly with respect to China, or legislation prohibiting certain imports from China); U.S. and foreign governmental actions and policies and changes thereto; the continuing performance, implementation and integration of our management information systems; our ability to successfully update our information systems; the impact of any system failure, cyber security or other data security breaches, including any security breaches resulting in the theft, transfer, or unauthorized disclosure of customer, employee, or company information; our ability to comply with any domestic and foreign information security and privacy laws, regulations and technology platform rules or other obligations related to data privacy and security; our ability to attract, hire, train, motivate and retain qualified employees in an inclusive environment; our ability to successfully recruit leadership or transition members of our senior management team; future unsolicited offers to buy the Company and actions of activist shareholders and others and our ability to respond effectively; our ability to secure and protect our intellectual property rights and to protect our reputation and brand images; unanticipated obligations or changes in estimates arising from new or existing litigation, income taxes and other regulatory proceedings; unanticipated adverse changes in legal, regulatory or tax laws; and our ability to comply with the terms of our Credit Agreement, including the restrictive provisions limiting our flexibility in operating our business and obtaining credit on commercially reasonable terms. These factors should be considered in evaluating forward-looking statements contained herein. All forward-looking statements that are made or attributable to us are expressly qualified in their entirety by this cautionary notice. The forward-looking statements included herein are only made as of the date of this presentation. We undertake no obligation to publicly update or revise any forward-looking statements, including any financial targets and estimates, whether as a result of new information, future events or otherwise.


 
Agenda Vision, Strategy and Opportunity Molly Langenstein Chief Executive Officer and President Digital First Jay Topper Chief Digital Officer Culture and ESG Kristin Gwinner Chief Human Resources Officer Three-Year Financial Targets PJ Guido Chief Financial Officer 3 Q&A / Closing


 
We Are… Chico’s FAS 4 Our Purpose Providing solutions, building communities and creating memorable experiences to bring women confidence and joy! Our Vision A world where women never have to compromise


 
5 2019 FOLK ART SPECIALTIES 2022 FASHION ARTISTRY SOLUTIONS We are a new company today


 
6 A Digital-First, Customer-Led Company on a Clear Path to Growth 200+ years merchant / design experience on Board and management growing faster than the market across all three brands innovative solutions 6.7M active customers 90%+ loyalty participation rate 42% digital penetration personalized service that puts customers at the center franchise focus is #1 growth opportunity 45% 29% 26% 49% 31% 20% $1.8B 1,266 TOTAL STORES NET SALES All data is unaudited, other than net sales, and as of fiscal year ended Jan 29, 2022


 
7 Turnaround Strategy Ahead of Plan Reset Org Merchant driven customer focus Reset Product Reimagined each of the brands and keeps her coming back to replenish Shared Platform Digital first mindset; talent, tools, investments POWER OF 3 BRANDS Stores Community Center Digital Community Hub 75%/25% split off mall/mall1 creates community center for brand introduction, interface, customer celebrations, showroom; size / fit / feel; brand awareness personalization, celebration, connection, friendship, hyper local 42% penetration and targeting growth to $1B, brand first impression, discovery, community, connectivity, loyalty hub Social Brand Ambassador POWER OF 3 COMMERCE (1) 2024 target


 
8 Loyal, Expanding Customer Base 12+ years avg customer length 9+ years avg customer length 7+ years avg customer length 9 year avg reduction in customer age for new customers 2 year avg reduction in customer age for new customers 4 year avg reduction in customer age for new customers 93% participation rate in loyalty program 92% participation rate in loyalty program 94% participation rate in loyalty program 71% mobile traffic 74% mobile traffic 80% mobile traffic 2.6M total active customers 1.7M total active customers 2.9M total active customers All data is unaudited and as of fiscal year ended Jan 29, 2022


 
9 Clearly Defined Strategic Pillars CUSTOMER LED • Community engagement • New loyalty programs • Digitize human experiences • Increase lifetime value PRODUCT OBSESSED • Distinctive, Premium • Creative storytelling • Sustainability • Best-in-class items DIGITAL FIRST • Strengthen core platform • Modernize merchandise, data and store systems • Data-driven insights • Test and learn OPERATIONALLY EXCELLENT • Fabric first • Inventory management • Enhanced supply chain • Leveraging real estate


 
10 Connection + Community + Collaboration: Fueling Growth Three brands leveraging loyal consumers in retail and a powerful platform of connection, community and collaboration Physical Community Center Digital Community Hub Social Brand Ambassadors


 
$2.5B+ sales (~12.5% CAGR) $1B+ digital sales 40% gross margin 7.5% operating margin 15%+ annual EPS growth $400M cumulative 3-year cash flow from operations 15%+ annual TSR Targeting Compelling Growth and Shareholder Return Through 2024 11Projected effective income tax rate of 26% to 28% in fiscals 2022 to 2024


 
Boutique of solution- oriented products, focused on color and fit with core franchises 12


 
BRAND VISION Inspiring accomplished women to embrace and express their individuality BRAND AND CUSTOMER PERSONALITY Purposeful Genuine Magnetic Timeless CUSTOMER VALUES Family Friends Fun Creativity Self-expression BRAND POSITIONING For women who have grown to know themselves, we always have something new and unique just for them 13 Brand Ethos


 
(1) Dollar Share filter .02 to 7.8 (2) NPD data 14 Significant Opportunity to Grow Share in Large, Expanding Customer Segment with Spending Power DEPARTMENT STORES SPECIALTY RETAIL A U R : F IS C A L 2 0 2 1 $120 $110 $100 $90 $80 $70 $60 $50 $40 $30 $20 $10 $0 0 1 2 3 4 5 6 7 8 9 DOLLAR SHARE1 FISCAL 2021 Specialty/Department Store Age 45+ • Chico’s grew 160 bps faster than the specialty store market age 35+2 • Chico's is the #1 brand in market share among consumers 45 to 64 with household income of $75K+ compared to other specialty stores2 • Boomers currently represent Chico’s largest customer set and is the fastest growing market segment for apparel spend2


 
Fiercely Loyal Customer, Coveted Demographic, Foundation for Growth 50% customers with income $100K+ 0-20 inclusive sizes 93% participation rate in loyalty program 61% of Chico’s sales are size 10+ -- the largest segment of women age 40+2 12+ years avg customer length $22K avg annual spend of top 250 customers ~46% of women in the U.S. today consider Chico’s when choosing where to shop3 9 year drop in avg age of new customers — reinforcing brand runway 89% aided brand awareness 15 “Chico’s is a place where women can come and be themselves. Share without worry. Our customers step out in ways that exudes confidence. They show us their hesitancy, honesty, flamboyance, fear and fearlessness. Our customers are doctors, lawyers, educators, business owners, business executives – an outstanding group of intelligent women.” Peggy Caldwell coordinator of the Chico’s Shoppers Facebook Group (1) Unless otherwise noted, all CHS data for LTM ended Jan 29, 2022 (2) https://www.byrdie.com/average-body-weight (3) Dynata, Q3 2021


 
Solutions-Oriented Playbook: $130M+ Expected Sales Growth Through 2024 16 No-Iron Shirts So Slimming® Bottoms ZENERGY® Travelers 360o Paneling and Flex Waistbands


 
Loyal Relationships to Build Bigger Communities New loyalty program expected to further drive this competitive strength 2.6M L12 month buyers $289 avg annual spend 74% of customers are digitally engaged STYLISTS style enthusiast relationship builders delivering most amazing personal service LOYAL CUSTOMERS style seeking digitally engaged brand lovers 1.7M customers enrolled in StyleConnect – driving longer tenures and greater sales 5K active stylists 4.6 years avg stylist tenure 350 avg customers per stylist1 70% of customers are affiliated to a Stylist2 17Data TTM ended Jan 29, 2022 (1) Customer Book + StyleConnect (2) Customer Book + Salesfloor


 
Strategic Priorities Accelerating Growth 18 Deliver continuous product solutions with quality and value New 360 fit is beating expectations; customers say “great for travel and perfect fit” Drive best in class selling teams and unique inclusive sizing 70% of customers connected with stylist Modernize and increase familiarity of franchise product Elevated fabrications attracting new customers Leverage customer data for franchise growth and innovation solutions 74% of customers are digitally engaged


 
19 Accelerating Sales Growth DCOM net sales Stores net sales 16% increase in AUR since 2019 #1 Chico’s market share among specialty retailers for consumers between 45 to 64 years old 2021 2024E low to mid teens sales CAGR $816M $1.2B+ 39% DCOM penetration NPD: US Apparel Consumer Monthly Last 12 months ended Jan 31, 2022


 
20 Affordable designer with feminine tailoring focused on core franchises with solutions


 
Brand Ethos BRAND VISION Inspiring independent women to embrace both their power and their femininity BRAND AND CUSTOMER PERSONALITY Authentic Smart Stylish Social Determined CUSTOMER VALUES Family Friendship Confidence Achievement Optimism BRAND POSITIONING For women who understand and accept their duality, we offer fashion infused with designer details that are as surprising as she is 21


 
22 Significant Opportunity to Grow Share with Large, Expanding Customer Segment with Spending Power DEPARTMENT STORES SPECIALTY RETAIL A U R : F IS C A L 2 0 2 1 $120 $110 $100 $90 $80 $70 $60 $50 $40 $30 $20 $10 $0 0 1 2 3 4 5 6 7 8 9 DOLLAR SHARE FISCAL1 2021 Specialty/Department Store Age 45+ • WHBM grew 130 bps faster than the specialty store market age 35+2 • WHBM gaining more new millennial customers than any other age group last year2 • WHBM product assortment positioned to capture larger contemporary share from department stores2 (1) Dollar Share filter .02 to 7.8 (2) NPD data


 
Affordable Designer Details Driving Loyal Following 65% of customers have household income over $100K $286 annual spend per customer 92% participation rate in loyalty program 1 in 3 WHBM customers report being in senior or middle management with 67% working full time 9+ years avg customer length $18K avg annual spend of top 250 customers 35-54 target customer age 2 year drop in avg age of new customers 85% aided brand awareness (1) Based on recent interviews with customers “Excellent quality and style. Beautiful fabrics with incredible detail down to stitching and buttons. The sales team is skilled at putting a beautiful outfit together that compliments you perfectly.” “Classic, polished, tailored clothing with a modern flair. Stand out in a crowd (in a great way!). My go to work clothes, weekend clothes.” How She Thinks in Her Own Words1 23


 
Designer Details Playbook: $110M+ Expected Sales Growth Through 2024 Premium Denim 24 Inspiring Dresses Inspiring Dresses Timeless Tailoring


 
New loyalty program expected to further drive this competitive strength 25 Loyal Relationships to Build Bigger Communities 1.7M L12 month buyers $286 avg annual spend 73% of customers are digitally engaged 1.4M customers enrolled in StyleConnect – driving longer tenures and greater sales 3.5K active stylists 3 years avg stylist tenure 337 avg customers per stylist1 70% of customers are affiliated to a stylist2 STYLISTS style savvy relationship builders delivering most amazing personal service LOYAL CUSTOMERS style seeking digitally engaged brand loyalists Data TTM ended Jan 29, 2022 (1) Customer Book + StyleConnect (2) Customer Book + Salesfloor


 
Strategic Priorities Accelerating Growth 26 Create stylish solutions for her versatile lifestyle leading with fabric, fit and details Customers are responding to new tailored fabrications, new pants and denim Refine the ideal extended fit and size offering to meet customer demands Now offering extended sizes, length and fit in bottoms. Classic, petite and curvy fits. Regular, short and long length in sizes 00 - 18 Increase digital exclusive offering in key growth areas for continued growth and alignment to competitive bench Grew digital penetration from 30% in 2019 to 40% in 2021 Optimize price elasticity in key categories Grew AUR from $42 in 2019 to $54 in 2021


 
Returning to Sales Growth 27 26% increase in AUR since 2019 WHBM is taking market share from department stores among consumers aged 45+ and household income $100K+ DCOM net sales Stores net sales 2021 2024E mid to high single digit sales CAGR $516M $620M+ 42% DCOM penetration NPD: US Apparel Consumer Monthly Last 12 months ended Jan 31, 2022


 
28 Building one of the largest intimate apparel brands


 
29 BRAND VISION Inspiring all women to embrace their passion for both comfort and confidence BRAND AND CUSTOMER PERSONALITY Supportive Honest Clever Confident CUSTOMER VALUES Friendship Community Comfort Individuality Positivity BRAND POSITIONING Beautiful innovative solutions for all women who appreciate fashion as much as function, we offer bras, panties, pajamas and loungewear to give her the very best of both worlds Brand Ethos


 
30 Significant Opportunity to Grow Share in Large, Expanding Customer Segment with Spending Power DEPARTMENT STORES $60 $40 $20 $0 DOLLAR SHARE1 FISCAL 2021 0 5 10 15 20 25 30 35 (1) Dollar Share filter greater than 1 (2) NPD Data SPECIALTY RETAIL A U R : F IS C A L 2 0 2 1 • Soma generated 30% sales growth since 2019 • Soma has 50% digital penetration • Soma is the #2 brand in market share among consumers aged 35+ with household income 100K+ compared to other specialty stores2 Specialty/Department Store Intimates Age 35+ and $100K+ Household Income


 
Beautiful Solutions Capturing Market Share and New Customers 58% customers with income $100k Top 10 for non-sport bras and panties 4 out of 5 customers repurchase bras within 7 months Top 5 brand in sleepwear 1M new customers $6K avg annual spend of top 250 customers ~53% of all women in the U.S. consider Soma when choosing where to shop2 2 year drop in avg new customer age YoY 83% aided brand awareness “Fits perfectly and covers very well…I have a big chest and it’s hard for me to find a perfect bra.” “I fall in the category of having one breast fit well and the other not fit in the same size bra – not an issue with Bodify.” “I like that it is a custom fit cup. It just makes it fit perfectly. The straps don’t get too tight or too loose.” 31 Her Own Reaction to BodifyTM (1) (1) Based on recent interviews with customers (2) Dynata, Q3 2021


 
Enbliss Luxe 32 Innovations and Solutions Playbook: $90M+ Expected Sales Growth Through 2024 Enbliss WirelessUnbelievable Lift Vanishing 360 Bodify Lightest Lift Lace Plunge


 
New loyalty program expected to further drive this competitive strength 33 Loyal Relationships to Build Bigger Communities Customers prefer in-store bra fittings 2.9M L12 month buyers $155 avg annual spend 64% of customers are digitally engaged BRA EXPERTS solution experts relationship builders and community connectors delivering most amazing personal service LOYAL CUSTOMERS solution seeking digitally engaged brand loyalists 1.4M customers enrolled in StyleConnect – driving longer tenures and greater sales 2K bra experts 2.3 years avg stylist tenure 718 avg customers per stylist1 52% of customers are affiliated to a bra expert1 Data TTM ended Jan 29, 2022 (1) Customer Book + StyleConnect (2) Customer Book + Salesfloor


 
34 Strategic Priorities Accelerating Growth Innovation pipeline to create customer-led solutions in bras New Bodify bra co-created with 1,500 customers Drive brand awareness and new customer acquisition through digital and new store openings Added 1M new customers in 2021 with 55% through digital channels Development of Sport and Wellness Customer is responding to newly launched sports bra


 
Continuing Sales Growth 35 Impressive Sales Record 6 consecutive quarters of comp growth 30% sales growth since 2019 DCOM net sales Stores net sales 2021 2024E low to mid teens sales CAGR $478M $680M+ 47% DCOM penetration NPD: US Apparel Consumer Monthly Last 12 months ended Jan 31, 2022


 
36 Digital First Jay Topper Chief Digital Officer


 
37 Digital First Outstanding Results with Greater Upside Data is unaudited and increase compare fiscal 2021 to fiscal 2019 (1) Event is any digital touch point with customer +53% dcom traffic +55% mobile traffic 5.3B digital Events (1) 12 percentage point digits penetration improvement 5.1M StyleConnect customers 25% of our digital business driven by digital tools


 
Data TTM ended Jan 29, 2022 (1) Customer Book + StyleConnect (2) Customer Book + Salesfloor 38 Building Bigger Communities 7.2M L12 month buyers $256 avg annual spend 70% of customers are digitally engaged STYLISTS style savvy relationship builders delivering most amazing personal service LOYAL CUSTOMERS style seeking digitally engaged brand loyalists 5.1M customers enrolled in StyleConnect – driving longer tenures and greater sales 11K active stylists 3.7 years avg stylist tenure 416 avg customers per stylist1 63% of customers are affiliated to a Stylist2


 
Stores drive brand awareness, customer acquisition and serve as distribution and return centers Significantly higher avg digital spend per 1K customers in markets with stores v. without 39 Stores Drive Digital Large market Dallas/Ft Worth, TX 39 FAS store count 177% over large market areas without stores Midsize market East Atlanta / Athens, GA 2 FAS store count 42% over midsize market areas without stores Small market Lancaster, PA 4 FAS store count 60% over small market areas without stores All data measured by zip code, sales per thousand for women 18+


 
40 Multi-Channel Drives Growth avg spend per customer $157 Digital and Social broader assortment convenience higher operating margin $540 Multi-Channel <20% of our customers $181 Stores experiential higher spend closer engagement Multi-Channel Customers Grew by 17%+ in 2021 with an Increase in Spend per Customer of 16%


 
41 Digital First Data Centricity Technology Enablement Connected Commerce


 
42 Connected Commerce Outstanding Results Today… The positioning of each brand realized at every touch point For women who have grown to know themselves, we always have something new and unique just for them For women who understand and accept their duality, we offer fashion infused with designer details that are as surprising as she is Beautiful innovative solutions for all women who appreciate fashion as much as function, we offer bras, panties, pajamas and loungewear to give her the very best of both worlds


 
43 Connected Commerce …Greater Upside Ahead Enduring Relationships Online Shop-in-shops Personalization at Scale The positioning of each brand realized at every touch point


 
44 Data Centricity Outstanding Results Today… Centralizing Data Quality of Data Analytics and Insights Platform


 
45 Data Centricity …Greater Upside Ahead Target Marketing Automated 1:1 or 1:Many Experiences​ AI-Driven Merchandising


 
46 Technology Enablement Outstanding Results Today… Best-in-Class SMS Platform New Customer Data Platform Headless Content Management System


 
47 Technology Enablement Modular Composable Tech Stack AI-Aided Customer Service Enhanced Merchandising Systems …Greater Upside Ahead Payment Identity Management Product Catalog Checkout Promotions Frontend Management Shopping Cart Loyalty Content Management Reviews and Ratings Store Locator Order Management Analytics Support


 
Digital First Data Centricity conversion traffic marketing efficiency out of stock reduction Technology Enablement conversion avg order value speed to market retention Connected Commerce conversion lifetime value brand awareness basket size Digital Sales Expected to Reach $1B+ by 2024 48


 
49 Culture and ESG Kristin Gwinner Chief Human Resources Officer


 
Confidence and Joy Vision Our vision is a world where women never have to compromise Personality Curious Confident Joyful Inclusive Positive Our Culture’s Values Passion for Fashion Continuously Improvement Customer Centricity Inspiration and Inclusivity Accountability Positioning A company of brands that provide solutions for women that give them confidence and joy 50 Ethos


 
Our Core Values Shape the Culture of Our Organization and Define Our Character 51 Inhale fashion, exhale style. It’s what we love. Ask questions. Share something. Learn Something Our customer is at the center of everything we do, both internal and external Seek out diverse ideas and thoughts. Embrace new ways of thinking We are accountable to metrics. We are recognized for results


 
Proven Merchant Expertise dedicated Merchant Committee on Board of Directors merchant and design led by individual executives at each of the Chico’s, WHBM and Soma brands Executive Chair with 30+ years global apparel retail executive leadership experience 30+ year apparel retail industry veteran CEO 200+ years combined merchant and design experience on Board and management team Track record at other leading apparel retailers including, among others: 52


 
Encouraged to pursue passions Recognition through Moments that Matter Ties to communities through philanthropy and volunteerism Associate-centered, hybrid environment On-site health clinics On-site daycare Free gym and fitness classes Mindfulness Onsite behavioral health counselor Empowered to grow Digital enablement and development Innovation critical to success Investment in leadership coaches and top talent development Heart Mind Body 53 Our Associates Pay for Performance Fostering diverse and inclusive environment Encouraging feedback Focus on the whole person Our Associates Make Us Different


 
At Chico’s FAS, recognition is an integral part of our culture. We believe recognition is a powerful way to celebrate accomplishments, attitudes, behaviors and keep our Associates engaged. To us, recognition is about creating moments that matter. Continuously Improve! 54


 
55


 
56 Attracting and Retaining the Best Talent in the Industry Recognition for Diversity and Women 80% store manager retention rate across all brands 85% top talent retention 50% of candidate slates with diverse candidates 56% of candidate slates with diverse candidates resulted in diverse hires 88% of employees say they are proud to work for Chico’s FAS 77% of employees feel personally connected to the vision and purpose 90% of referrals come from external key leadership 83% of employees feel like they make a difference Best Retail Experience


 
57 ESG Integrated in Strategic Priorities CUSTOMER LED develop assortments with customers and associates for women of all shapes and sizes, providing solutions that create comfort and joy PRODUCT OBSESSED create sustainable styles made from recycled materials and natural fibers DIGITAL FIRST use digital tools to streamline steps in sourcing, design and production process OPERATIONALLY EXCELLENT source responsibly and leverage latest sustainable packaging and shipping methods People, Product and Packaging: Profitable Growth, Better World


 
58 Environmental 3D Design Technology • Reduced physical samples • Reduced reliance on paper • Increased collaboration in design and development Partner Engagement • Supplier selection program that considers shared commitment to reducing environmental impacts • Robust compliance processes and procedures that hold suppliers accountable to our environmental commitments Responsible Sourcing • Sustainable raw materials with lower chemical footprints and water usage • Integration of fabric innovations that eliminate plastics from landfill and ocean Product Circularity • Soma bra donation / bra recycling programs • Apparel denim donation / denim recycling program


 
59 Social Customer-Led Business Model Committed to our Cultural Values of empowering women and representing our customers through diversity in our workforce 96% women associates 92% women in management 69% women officers 50% women directors on the Board 98% women in field leadership Gender representations as of Jan 2022


 
60 Governance Board of Directors with exceptional leadership and significant experience in fashion merchandising, product development, marketing, e-commerce, retail, store operations, supply chain and sourcing, real estate Diverse 9-member board: 7 independent directors, including independent Chair 1 Average director tenure: 7 years. 4 new directors appointed in past 4 years; 6 in past 6 years Accountable, best practice governance polices, including annually-elected directors, separate Chair/CEO, lead independent director, majority voting standard, right to call special meetings, proxy access Board committees aligned with strategic/operating priorities, including dedicated Merchant, Audit, HR/Compensation/Benefits, Corporate Governance/Nominating, Executive, ESG committees (1) Following 2022 Annual Meeting of Shareholders


 
Three-Year Financial Targets PJ Guido Chief Financial Officer 61


 
Positioned to Grow and Create Shareholder Value Operating excellence – further building upon enhanced shared service platform with dynamic sourcing, digital and marketing capabilities World-class retail team – store associates across the organization are long-tenured with deep retail experience and a love for fashion that endears them to customers Strong financial position and lean cost structure – will allow for investment to grow topline and grow EPS Powerful portfolio with three unique brands each thriving in its own market white space New leadership team with extensive retail experience – deploying a new strategy and operating model that has dramatically improved performance Competitive advantages that take years to build – operating with an incredibly loyal customer base, a customer-led culture and a diverse store footprint that is hard to replicate 62


 
63 2021 Marked a Pivotal Year for Performance FY 2019 FY 2020 FY 2021 Total Sales $2,038M $1,324M $1,810M Gross Margin 34.4% 13.9% 36.7% SG&A 35.0% 39.8% 33.0% Operating Income (12M) (457M) 67M Diluted EPS $(0.11) $(3.11) $0.37


 
64 All Three Brands Contributing to Growth Close to Consolidated % / Meaningful $ Contribution Above Consolidated % / Greater $ Contribution Chico’s WHBM Soma Total Company Gross Margin %    36.7% Operating Margin %    3.7% EBITDA Contribution $    $121M Brand Metrics Relative to 2021 Total Company Results   Adjusted EBITDA is a non-GAAP measure that excludes material legal settlements as reflected in the accompanying GAAP to Non-GAAP reconciliation in the appendix


 
65 All Three Brands Contributing to Growth Chico’s WHBM Soma Total Company Store Count % 49% 31% 20% 100% Digital Penetration 38% 40% 50% 42% Customer Growth +17% +12% +24% +17% Avg Spend1 $289 $286 $155 $256 Brand Metrics Relative to 2021 Total Company Results (1) Average annual spend per customer (Unaudited)


 
66 We See a Clear Path to Delivering Shareholder Value $2.5B+ sales (~12.5% CAGR) $1B+ digital sales 40% gross margin 7.5% operating margin 15%+ annual EPS growth $400M cumulative 3-year cash flow from operations Targeting the Following by 2024 Projected effective income tax rate of 26% to 28% in fiscals 2022 to 2024 15%+ annual TSR


 
low to mid teens continuing to recapture customers, adding new customers and driving successful product franchises mid to high single digit focusing on brand pillars and driving digital penetration to offset store closures low to mid teens expanding bra menu, driving digital penetration and opening new stores 67 All Three Brands Expected to Drive Sales Growth Actual 2021 and projected 2024 net sales in billions $1.8B Three Year Sales CAGR by Brand $2.5B+


 
• Digital sales expected to reach $1B+ by 2024 • Stores remain key to overall growth across brands; minimizing closures while opening new Soma locations • Store productivity expected to contribute significantly to total growth 68 Significant Growth Targeted in Both Stores and Digital Channels $1.8B $2.5B+ Actual 2021 and projected 2024 net sales in billions


 
Key Drivers + Scale + Occupancy leverage + AUR / Pricing - Raw material costs - Freight 69 2021 2024E 36.7% 40.0% +330 bps Targeting 300+ bps of Gross Margin Expansion by 2024


 
Key Drivers + Labor productivity + Marketing efficiency + Expense management - Investment - Inflation 70 2021 2024E 3.7% 7.5% +380 bps Targeting 7.5% Operating Margin by 2024


 
71 2021 2024E $63M $150M+ Targeting $400M of Cumulative 3-Year Cash Flow From Operations $400M cumulative cash flow from operations Key Drivers + Higher margins + Inventory management - Supply chain costs - Inflation


 
72 Balanced Capital Allocation Policy RETURN EXCESS CASH TO SHAREHOLDERS Share repurchase MAINTAIN STRONG LIQUIDITY Fund daily need and navigate macro environment INVESTMENT IN BRANDS AND SHARED PLATFORM Targeting 3.5% of annual sales in Capex REPAY DEBT Manage balance sheet to minimize financial risk


 
We Believe Investments Fuel Growth Across Channels Targeting Capital Expenditures of 3.5% of Sales Annually Allocated Across Digital, Stores and Infrastructure (Supply Chain, Facilities) Digital 1/3 of total forecasted investment Stores 1/3 of total forecasted investment Infrastructure Traffic drivers customer data platform, segmentation, brand shop applications Conversion / Acquisition drivers UX (search, browse, checkout, content), tools (Style Connect, My Closet) Retention drivers self service, personalization, social New Soma stores Store upgrade / refresh (lease required and pro-active) Add capacity to meet demand (existing campus in Winder and U.S. expansion) Call center support cloud-based system(s) System upgrades (POS, finance, HR) Investments expected to drive KPIs that support strong, sustainable growth: • Traffic • Conversion • New acquisition • Retention • Service / Experience • Loyalty 73


 
Optimizing Real Estate Footprint • Growing Soma footprint from 256 stores in 2021 to a projected 375 stores in 2024 • Testing new formats (e.g. Shop-in-Shops) and leveraging stores as customer acquisition engines, distribution and return centers, showrooms and community hubs • Focusing on improving Chico’s and WHBM store profitability and emphasizing digital platform • Closing ~30-40 stores per annum pending ongoing performance monitoring • Expect number of mall stores to decrease from 31% of total stores as of year-end 2021 to less than 25% of total stores by year-end 2024 Mall Open Air Outlet Total Store Count as of Jan 29, 2022 Chico’s 130 369 122 621 WHBM 157 178 54 389 Soma 112 126 18 256 Total 399 673 194 1,266 74


 
75 Powerful Operating Model with Focus on Both Top and Bottom Line CUSTOMER LED High Engagement PRODUCT OBSESSED Innovative, Unique, Premium DIGITAL FIRST Connected Commerce OPERATIONALLY EXCELLENT Cost Management We Believe Strategy Translates into Stronger Sales, Higher Profitability and Cash Flow Generation customer growth 17% YoY from 2020 spend per customer 16% YoY from 2020 merchandise margin 330 bps from 2019 870 bps from 2020 digital penetration (2021) 38%+ for each brand SG&A 200 bps from 2019 EBITDA $120M+ in 2021 (Unaudited)


 
76 Expected Annual Total Shareholder Return Through 2024 Revenue Growth Margin Expansion Total Shareholder Return Share Repurchases 15%+ Additional Upside


 
77 Q&A


 
78 Appendix


 
GAAP to Non-GAAP Reconciliation: EBITDA Performance Fiscal 2021 Fiscal 2019 (52 Weeks) (52 Weeks) Net Income $ 46,218 $ (12,754) Adjustments to Net Income: Interest expense, net 6,562 (119) Income tax 13,800 800 Depreciation and amortization 50,447 87,996 EBITDA 117,027 75,923 Adjustments to EBITDA Material legal settlements 3,910 - Adjusted EBITDA $ 120,937 $ 75,923 (Unaudited) (in thousands) 79


 
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