looking statements by words such as...
TRANSCRIPT
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This presentation includes forward-looking statements. Forward-looking statements reflect our current views with respect to, among
other things, future events and performance. All statements other than statements of historical facts, including statements regarding
our future operating results and financial position, business strategy, and plans and objectives of management for future operations,
are forward-looking statements. In many cases, you can identify forward-looking statements by words such as “anticipate,”
“contemplate,” “could,” “estimate,” “expect,” “intend,” “project,” “plan,” “potential,” “predict,” “target,” “believe,” “seek,” “continue,”
“outlook,” “may,” “might,” “will,” “should,” “can have,” “likely” or the negative version of these words or comparable words. Forward-
looking statements speak only as of the date on which they are made and are based on beliefs and assumptions made by
management using currently available information. These statements are only predictions and are not guarantees of future
performance, results, actions or events. The issuer expressly disclaims any obligation to update or revise any forward-looking
statement, whether as a result of new information, future events or otherwise.
All written and oral forward-looking statements attributable to the Company, or persons acting on are its behalf, expressly qualified
in their entirety by the cautionary statements in the preliminary prospectus, including, without limit, those described under the
heading “risk factors”, as well as other cautionary statements that are made from time to time in the Company’s public
communications. You should evaluate all forward-looking statements made in this presentation in the context of these risks and
uncertainties.
This presentation contains certain information that has not been derived in accordance with generally accepted accounting
principles (“GAAP”). Reconciliations of such information to the most directly comparable information derived in accordance with
GAAP are contained in this presentation. This information should not be considered a substitute for any measures derived in
accordance with GAAP.
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U.S. Retail Stores Global Wholesale Doors Sales Adj. Operating Income (1)
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Where We Were Where We Are (1)
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Current U.S. Retail Footprint
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Comparable Store Sales Growth
2010 2011 2012 2013
20%
30%
9%
2%
19%
2%
7%
5%
15%
12%
23%
27%
34%
29%
17%
12% 11%
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2014
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eCommerce Website
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eCommerce Marketing
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9%
18%
30%
44%
<$50K $50-$100K
$100-$200K
$200K+
• 25 – 55 – with a sweet spot of 40+
• Metropolitan and fashion savvy
• A successful professional or an active stay-at-home mom
• Confident, understated and always pulled together
• Grounded and family oriented
• Thoughtful; focused on quality and value
• Active and takes care of herself
Effortlessly Cool • Casually Sophisticated
13%
23%
29%
23%
12%
18-29 30-39 40-49 50-59 60+
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16%
23%
31% 31%
<$50K $50-$100K
$100-$200K
$200K+
• 20 – 50 years old – with a sweet spot of 35+
• Successful – working in a creative or professional field
• Confident, metropolitan and masculine
• Witty, sharp and approachable
• Focused on design, quality and comfort
• On-trend but not fashion-forward
• A modern thinking man – interested in improving himself
Pulled Together • Comfortable with his Own Style
32% 33%
21%
10%
4%
18-29 30-39 40-49 50-59 60+
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Aided Brand Awareness Brand Affinity Purchase Intent
Know Us Love Us Wear Us
19%
30%
31%
32%
32%
38%
47%
54%
54%
75%
87%
88%
92%
20%
James Perse
J Brand
Celine
Alice + Olivia
Rag & Bone
Helmut Lang
Theory
Chloe
Tory Burch
DVF
Kors
J.Crew
Ralph Lauren
31%
35%
36%
43%
44%
45%
46%
47%
49%
54%
56%
61%
61%
70%
Helmut Lang
James Perse
Rag & Bone
Chloe
Celine
J Brand
J.Crew
DVF
Tory Burch
Alice + Olivia
Theory
Kors
Ralph Lauren
15%
21%
22%
23%
25%
29%
33%
34%
35%
36%
36%
44%
46%
54%
Helmut Lang
Celine
Chloe
DVF
Rag & Bone
James Perse
J Brand
Alice + Olivia
Theory
J.Crew
Tory Burch
Kors
Ralph Lauren
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Jill Granoff
Chief Executive Officer
Lisa Klinger
Chief Financial Officer
Karin Gregersen
President & Chief Creative
Officer
Michele Sizemore
SVP, Operations
Jill Steinberg
SVP, Wholesale
Beth Cohn
SVP, Retail & eCommerce
Rebecca Damavandi
Group Pres., Global Bus.
Dev.
Nam
e / T
itle
A
dd
itio
na
l E
xp
eri
en
ce
EVP, Chief Financial Officer
Pri
or
Ro
le
Chief Executive Officer
EVP & Managing Director
SVP, Global Sourcing
VP, U.S. Sales
SVP, Retail and
eCommerce
President, Licens. & Global
Bus. Dev.
Yrs
of
Ex
pe
r
25+ 24 19 25 14 22 18
Jay Dubiner
SVP, General Counsel
EVP, General Counsel
23
Deena Gianoncelli
SVP, Human Resources
Director, Human
Resources
18
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Capitalize on New and Existing Product Opportunities
Maximize Wholesale Productivity
Expand Retail Footprint
Accelerate eCommerce Growth
Drive International Expansion
Increase Brand Awareness
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Vince
Today
Expand
Existing
Categories
Launch New
Categories
Become the
Ultimate Lifestyle
Brand
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Key Opportunities Global Shop-in-Shop Opportunity (1)
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1
11
26-36
1
10
12-15
2
21
38-51
2012 2013 2014F
2015 & BEYOND
ANNUALTARGET:
+15-25 SIS
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17 19 22
75
23
6
25
1922
28
35-36
100+
2011 2012 2013 2014F WhiteSpace
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Website Re-Launch Overview
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Recent Growth Initiatives
Tokyo, Japan Store
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Out-of-Home Lookbooks Editorial Coverage
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% Margin 20% 24% 21% 21% 21% 4% 9%
$22
$43 $50
$59 $62
2010 2011 2012 2013 Q1 '14 LTM
$2 $5
Q1'13 Q1'14
% Growth 57% 37% 20% 22% 21% 32%
$111
$175
$240
$288 $301
2010 2011 2012 2013 Q1 '14 LTM
$40
$53
Q1'13 Q1'14
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% Growth 49% 60% 59% 52% 73% 42%
% of Total 14% 13% 15% 20% 21% 28% 30%
$16 $23
$37
$59 $64
2010 2011 2012 2013 Q1 '14 LTM
$11 $16
Q1'13 Q1'14
9.3% 7.6%
20.8% 20.6% 15.6%
2010 2011 2012 2013 Q1 '14 LTM
34.3%
11.1%
Q1'13 Q1'14
% Growth 59% 34% 13% 16% 8% 29%
% of Total 86% 87% 85% 80% 79% 72% 70%
$96
$152
$203 $229 $237
2010 2011 2012 2013 Q1 '14 LTM
$29
$37
Q1'13 Q1'14
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% Margin 30% 25% 24% 26% 27% 36% 40%
$33
$43
$59
$74 $81
2010 2011 2012 2013 LTM
$14
$21
Q1'13 Q1'14
% Margin 50% 49% 45% 46% 47% 43% 49%
$56
$86
$108
$133 $142
2010 2011 2012 2013 LTM
$18
$26
Q1'13 Q1'14
• Expansion Opportunities
Increased penetration of direct-to-
consumer segment & licensing business
Enhanced supply chain processes
Sourcing optimization
Strategic pricing
• Increased SG&A expense to operate
as a stand-alone company began in
2012
• We expect continued SG&A pressure
as we invest in our growth
Retail store roll-out strategy
Increased marketing spend to build brand
awareness
Incremental on-going public company
costs
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($ in mm) Q1'13 Q1'14
YoY
Variance
Total Net Sales $40.4 $53.5 32.4%
Store Count 22 28 27.3%
% Comp 34.3% 11.1%
Gross Profit $17.5 $26.4 50.8%
% Margin 43.4% 49.4%
Adjusted SG&A (1) $14.3 $21.2 47.9%
% Margin 35.5% 39.7%
Adj. Income from Operations (1) $3.2 $5.2 64.1%
% Margin 7.9% 9.7%
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Q1 2014
Cash and Cash Equivalents $22
Long Term Debt $150
Total Debt $150
Net Debt $128
Q1 2014 LTM Adjusted EBITDA (1) $64
Leverage Metrics
Total Debt / Adj. EBITDA 2.3x
Net Debt / Adj. EBITDA 2.0x
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15 17 19 22
75
1 2 36
25
1619
2228
35-36
100+
2010 2011 2012 2013 2014F White Space
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Fiscal Year * Q1
($ in mm) 2011 2012 2013 Q1 '13 Q1 '14
Net Income (loss) ($41.9) ($29.7) $23.4 ($9.8) $1.4
Interest expense (1) 81.4 68.7 18.0 10.6 2.9
Provision for income taxes 3.0 1.2 7.3 0.9 0.9
D&A 1.7 2.0 2.8 0.6 1.0
EBITDA $44.2 $42.2 $51.5 $2.3 $6.2
Public company transition costs (2) - 9.3 9.8 1.3 0.0
Adjusted EBITDA $44.2 $51.5 $61.3 $3.6 $6.2