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Discussion Materials May, 2017 This presentation contains forward - looking statements, including the long-term target model, that are based on our beliefs and assumptions and on information currently available to us. Forward-looking


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Discussion Materials

May, 2017

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This presentation contains “forward-looking” statements, including the long-term target model, that are based on our beliefs and assumptions and on information currently available to us. Forward-looking statements include information concerning our future financial performance, including our long-term target model, the impact of competition in our industry and innovation by our competitors, anticipated trends, growth rates and challenges in our business and in the TBM market, our customer base, our anticipated growth and growth strategies, our ability to manage that growth and effect these strategies, our involvement with, and the activities of, the TBM Council, our ability to sell our solutions and expand, our intellectual property position, and any statements of assumptions underlying any of the items mentioned. Forward-looking statements include all statements that are not historical facts and can be identified by terms such as “may,” “will,” “could,” “would,” “should,” “expect,” “intend,” “plan,” “anticipate,” “believe,” “estimate” “predict,” “project,” “potential,”“continue,” “ongoing” or the negativeof these terms or other similar expressions. Forward-looking statements involve known and unknown risks, uncertainties, assumptions and other factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements. The potential risks and uncertainties that could cause actual results to differ from the results predicted include, among others, those risks and uncertainties included under the captions “Forward-Looking Statements,” “Risk Factors” and elsewhere in our filings with the U.S. Securities and Exchange Commission, including, without limitation, the Quarterly Report on Form 10-Q filed with the Commission on May 5,

  • 2017. Forward-looking statements represent our management’s beliefs and assumptions only as of the date of this presentation. Except as required by law, we assume no obligation to

update these forward-looking statements publicly, or to update the reasons why actual results could differ materially from those anticipated in the forward-looking statements, even if new information become available in the future. This presentation includes certain non-GAAP financial measures as defined by the Securities and Exchange Commission (the “SEC”) rules. These non-GAAP financial measures are in addition to, and not as a substitute for or superior to measures of financial performance prepared in accordance with U.S. GAAP. There are a number of limitations related to the use of these non-GAAP financial measures versus their nearest GAAP equivalents. For example, other companies may calculate non-GAAP financial measures differently or may use other measures to evaluate their performance, all of which could reduce the usefulness of our non-GAAP financial measures as tools for comparison. As required by Regulation G, we have provided a reconciliation of those measures to the most directly comparable GAAP measures.

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 Market Leader Managing Significant IT Spend  Proven SaaS Applications & Analytics Platform  Unlock existing Financial and IT data  Trusted by IT organizations of all sizes to drive:

  • Transparency for fact-based decisions
  • Planning to align investments
  • Engagement with business on value
  • Optimization to increase efficiency

“IT can no longer leave the analysis, management, and optimization of technology management costs to spreadsheets and uncoordinated processes.”

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Finance has ERP Sales has CRM CRM HR has HRM Technology Business Management TBM

Apptio Pioneered a

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DATA INGESTION

ManagestheWork & & Operations of

  • f IT

IT

Financial Vendor Service Management Operations Management

Manages theBusinessof IT

Transparency Decisions Planning Innovation

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Market Leade eaders rship hip Fueled by IT IT Transformation Di Diffe fferen rentiated tiated Pla Platfo tform rm a and nd Appli Applica cations tions TBM TBM Cou

  • uncil

ncil Accele Accelerating ating Cate ategory gory Adoption Adoption Well ell Posi

  • sitione

tioned d for for Growth Growth $6 $6 Billion+ Billion+ Total Addressable Market Stron Strong Financ Financia ial Model Model

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Yet CIOs Try to Run Their Business on Spreadsheets

Comp

  • mple

lex x Su Supply ly Chain Digital Disruption Glob lobal l IT IT Spend Spend

$2.7

TRILLION1

(1) Gartner, Forecast: Enterprise IT Spending by Vertical Industry Market, Worldwide, 2014-2020, 2Q16 Update, July 25, 2016

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Technology as aService Glass Box Run on Cloud / Hybrid IT as Value Driver

To From

DeliverTechnology Black Box Run On-Premise IT as Cost Center

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IT Planning Cost Transparency IT Benchmarking Business Insights Bill of IT

ERP / Financial

SaaS Applications

Apptio TBM Unified Model™ (ATUM™) Cost Analytics Engine Integrated Self-Service Analytics Adaptive Data Management

Analytics & & Data Platform Customer Source Data

Operations Management Service Management Vendor ERP / Financial Vendor

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Transparency

for good cloud decisions Compare TCO of

  • n-prem and cloud

Identify cloud cost drivers across the business Avoid cloud sprawl with consolidation

Planning

to capture cloud investments

Engagement

  • n value of cloud

Optimization

  • f all cloud investments

Identify underutilized or redundant services Integrate AWS and Azure billing data Optimize SaaS licensing and usage for O365/SFDC Forecast and plan cloud spend Plan with cloud contract terms, renewals and rates Capture cloud costs in build-and-run phases Expose cloud migration levers to BUs Centralized view of cloud across the business Manage cloud cost recovery

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DATA SOURCES

Monetizable Competitive Differentiator

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Run costs crowd out innovation

The run-piece of the budget was huge. We’ve now reduced a third of that and increased discretionary spend 20x which we’re using to build competitiveness and to innovate.

Inefficient use of capital

When it came to planning the business knew their CapEx investment, but not the long tail of OpEx. They looked at return on capital, but couldn’t see the run costs to assess profitability.

The Business goes around you

We had to explain to business leaders that some of their units have employees that rarely use IT services, while others used every IT service imaginable.

Business thinks IT is free

Business owners tend to forget how much of their old data backups are being stored and how that adds up.

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EXAMPLE ASSUMPTIONS 1 HOW VALUE IS RECOGNIZED

Shift Run spend to Grow Automation of IT financial processes Better financial stewardship across teams

EXAMPLE ROI 2

1: Example based on purchase of Apptio Cost Transparency Foundation module and implementation services. Forrester applied its methodology to actual data provided by Apptio and interviews with Apptio customers. 2: Apptio commissioned Forrester to review the Apptio ROI model in June 2016 using Forrester’s proprietary Total Economic Impact™ methodology. Forrester deems that the Apptio ROI model conforms to the TEI fundamentals and principles of a sound business case. The intent is for Apptio to guide customer prospects through a questionnaire and the ROI model to solicit inputs specific to prospect business and technology environment. Forrester believes that this analysis is representative of what companies may achieve with Apptio services based on the inputs provided and any assumptions made. Forrester does not endorse Apptio or its offerings.

50M

Annual Operating Budget

60%

Run-the-Business Spend

40%

Grow and Transform Spend

3-5%

Shift From Run To Grow

8

Months Breakeven

10X ROI

Over Three Years

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Cisco SVP & CIO, IT Guillermo Diaz First American Financial SVP & CIO Larry Godec AIG Global CTO

Mike Brady

AOL CIO

James LaPlaine

Cox Enterprises SVP & CIO Greg Morrison Nike Global CIO

Jim Scholefield

WorleyParsons Former CIO Brian Adams SunTrust Banks EVP & CIO Anil Cheriyan University of Pennsylvania University CIO & VP, IT Tom Murphy MIT Principle Research Scientist George Westerman DuPont CIO

Phuong Tram

Apptio CEO Sunny Gupta ExxonMobil VP, Info. Technology

Mike Brown

Microsoft CIO

Jim DuBois

Nationwide Building Society CIO Debra Bailey Subway Restaurants CIO Carman Wenkoff Rodan + Fields Global CTO

Ralph Loura

Stanley Black & Decker, Inc VP & CIO Rhonda Gass Micron CIO Trevor Schulze

MEMBERS

3, 3,50 500+ 0+

MISSION

A non A non-profit org profit organization anization de dedica dicate ted d to adv to advanc ancing ing th the disc discipline ipline of

  • f m

manag anaging ing the the business business of I

  • f IT

TBM BOARD

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Standardized Cost Model Cloud Billing CIO Metrics

TBM Taxonomy

APPLICATIONS & SERVICES IT TOWERS & SUB-TOWERS COST POOLS & SUB- POOLS Financial Fundamentals Delivery Metrics

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Pricing: Tiers based on $ of IT Spend Managed, # of Applications/Modules

$1B-20B Revenue 10K+ Companies $20B+ Revenue ~750 Companies

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2016 IT Spend1 SubscriptionFees CurrentTAM

(1) Gartner, Forecast: Enterprise IT Spending by Vertical Industry Market, Worldwide, 2014-2020, 2Q16 Update, July 25, 2016

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New Customers $6B $6B TAM

Addit Additional

  • nal TAM

More Value Expanded Market New Logos Existing Apps Non-IT IT IT IT Spend Growth Data New Geos Business Units Mid Mid Market Market Ap App Innovation

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70% 73% 77% 30% 27% 23% 2014 2015 2016

Stra rategic c Segment(1)

(1) Strategic Segment includes customers with greater than $20 billion in revenue (2) Enterprise Segment includes customers with less than $20 billion in revenue as well as public and non-profit entities

Year-end customer mix by segment:

Enterpris ise e Segment(2)

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Re Reven enue Growth Free Cash F Flow (1)

Custo stomers rs(2)

~360 60

Av Average ACV (2)(3)

~$40 $400K

Av AverageContra ract ct Le Length(2)

~2 ~2 Years

TTM TTM Net Retention (4)

~98 98%

Revenue Ori Origin(4)

73% NA 27% rest rest of

  • f worl

world

Customer Profile le

(2) As of 12/31/16 –metrics disclosed annually (3) ACV: Annual Subscription Contract Value (4) As of 3/31/17 – metrics disclosed quarterly

(1) We define free cash flow as net cash used in operating activities, less purchases of property and equipment. See Non-GAAP reconciliation at the end of this presentation.

$9.8 $10.4

  • $18.2
  • $9.1

$7 $30 $37

Services

$29

Subscription

$100 $129 $8 $36 $44 $31 $161 $130

Figures in Millions Figures in Millions

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SubscriptionRevenue 77% 81% 82% 88-90% ServicesRevenue 23% 19% 18% 10-12% TotalRevenue 100% 100% 100% 100% 100% 100% 100% 100% Subscription GrossMargin (1) 77% 80% 79% 84-86% Services GrossMargin (1) 15% 15% 6% 12-15% Total Non-GAAP Gr Gros

  • ss Ma

Margin (1) 63% 63% 67% 66 66% 75-79% OperatingExpenses (1) Research &Development 22% 20% 20% 12-15% Sales &Marketing 53% 45% 41% 32-35% General& Administrative 12% 13% 13% 8-10% Total Non-GAAP Oper perating ting Ex Expen penses es 87% 87% 78 78% 74 74% 52 52-60% 60% Non

  • n-GA

GAAP AP Oper perating tingInc ncom

  • me/

e/Los Loss

  • 25%
  • 11

11%

  • 7%

18 18-22 22%

(1) Gross margin and expenses are Non-GAAP and exclude stock based compensation. See Non-GAAP reconciliation at the end of this presentation. These objectives are forward-looking and subject to significant business, economic, regulatory, competitive and other risks and uncertainties, many of which are beyond our control. Actual results may vary, and variations may be material. Please review the “Risk Factors” section of the most recent Quarterly or Annual Report filed with the SEC for more information about these risks and

  • uncertainties. Nothing in this presentation should be regarded as a representation that we will achieve any of these objectives, and we undertake no duty to update any of these objectives.
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$ in Millions 2015 2016 1Q 2017 GAAP Subscription Gross Profit $76.5 $102.8 $28.3 (+) Subscription Stock Based Compensation 0.5 0.9 0.4 Non-GAAP Subscription Gross Profit $76.9 $103.7 $28.7 % Subscription Gross Margin 77% 80% 79% GAAP Services Gross Profit $3.6 $3.6 $0.2 (+) Services Stock Based Compensation 0.7 0.8 0.3 Non-GAAP Services Gross Profit $4.3 $4.5 $0.5 % Services Gross Margin 15% 15% 6% GAAP Research and Development $30.6 $35.5 $9.7 (-) Research and Development Stock Based Compensation 2.3 3.0 1.0 Non-GAAP Research and Development $28.3 $32.5 $8.6 % of Revenue 22% 20% 20% GAAP Sales and Marketing $71.3 $75.9 $19.0 (-) Sales and Marketing Stock Based Compensation 2.5 3.1 1.0 Non-GAAP Sales and Marketing $68.8 $72.7 $18.0 % of Revenue 53% 45% 41% GAAP General and Administrative $17.8 $23.2 $6.5 (-) General and Administrative Stock Based Compensation 1.8 2.6 0.9 Non-GAAP General and Administrative $16.0 $20.6 $5.6 % of Revenue 12% 13% 13% $ in Millions 2015 1Q 2016 2016 1Q 2017 Operating Cash Flow ($10.6) $10.0 ($3.7) $11.9 (-) Purchases of Property and Equipment 7.6 0.2 5.4 1.5 Free Cash Flow ($18.2) $9.8 ($9.1) $10.4 % of Revenue (14%) 27% (6%) 24%

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COST BASIS FEED OPERATIONAL DATA BILLING DATA

ERP / Financial Service Management Vendor Operations Management

SaaS Applications Analytics & DataPlatform Customer Source Data

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SaaS Applications Analytics & DataPlatform Customer Source Data

ATUM™

  • Industry’s First

Standardized Cost Model

Cost Analytics Engine Integrated Self-Service Analytics Adaptive Data Management

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SaaS Applications Analytics & DataPlatform Customer Source Data

TBM Applications

Process

Monthly IT Review Budget/Forecast Showback/Chargeback

Insights

Cloud TCO/ Migration Vendor Consolidation Application Rationalization

Benefits