principles (GAAP). Reconciliations of such information to the most - - PowerPoint PPT Presentation

This presentation includes forward-looking statements. Forward-looking statements reflect our current views with respect to, among

• ther things, future events and performance. All statements other than statements of historical facts, including statements regarding
• ur 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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A Leading Contemporary Apparel Brand Everyday Luxury Essentials Modern Effortless Style

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U.S. Retail Stores Global Wholesale Doors Sales

• Adj. EBITDA (1)

Note: LTM data reflects results for the 12 months ended November 2, 2013. Store count data as of December 31, 2013. (1) Excludes one-time public company transition costs.

Wholesale Direct-to-Consumer Full Price Outlet

5 % Margin 21% 22%

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Where We Were Where We Are (1)

(1) Data reflects FY 2012 sales.

2007 2008 2010 2012 / 2013 2002 2005 2006

Gender Women’s Women’s Expansion Men’s Launch Dual Gender Expansion

87% 13% Women's Men's

Product Knits and Sweaters Core Expansion Denim, Leather and Outerwear Collections

68% 32% Tops Other

Channel Wholesale Wholesale Expansion Retail eCommerce Multi-Channel Expansion

85% 15% Wholesale DTC

Team / Company Founded by Rea Laccone & Christopher LaPolice Kellwood Acquired by Sun Capital Vince Acquired by Kellwood New Management Team Led by Jill Granoff, Lisa Klinger and Karin Gregersen Geography U.S. International International Expansion in Select Countries

92% 8% U.S. International

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(1) Based on information shared by wholesale partners for 2012 performance. (2) Door and shop-in-shop count as of December 31, 2013.

1,608 Doors • 11 Shop-in-Shops (2)

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International

(1) Door and shop-in-shop count as of December 31, 2013.

40+ Countries • 537 Doors • 9 Shop-in-Shops (1)

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Current U.S. Retail Footprint

Full-Price Store Outlet Store

• First store opened in 2008
• 22 Full Price Stores • 6 Outlets today (1)
• Proven success across street, lifestyle, mall and outlet

locations in many geographies

• Significant white space opportunity

(1) Store count as of December 31, 2013.

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15 Quarters of Comparable Store Sales Growth

2010 2011 2012 2013

20% 30% 9% 2% 19% 2% 7% 5% 15% 12% 23% 35% 34% 29% 17% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

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eCommerce Website

• Launched in 2008
• Primarily U.S. business
• Fastest growing channel today
• Strategy focused on driving increased brand awareness,

customer traffic, and conversion

• Q1 2014 Site Re-Launch

eCommerce Marketing

• eCommerce marketing efforts build brand awareness,

drive traffic and showcase the brand across channels  Online lookbooks  Email promotions  Store opening announcements

• Integrated with social media content

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Source: Internal company research, Aug 2012. Total sample size of 2,941.

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+ 18

Source: Internal company research, Aug 2012. Total sample size of 2,941.

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+ 19

Aided Brand Awareness Brand Affinity Purchase Intent

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

Source: Research conducted on behalf of Company in October 2012. Total sample size of 500.

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To Accelerate Our Evolution U.S. Wholesale Driven Women’s Apparel Business Global Multi-Channel Dual Gender Lifestyle Brand

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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.

Name / Title Additional Experience

EVP, Chief Financial Officer

Prior Role

Chief Executive Officer EVP & Managing Director SVP, Global Sourcing VP, U.S. Sales SVP, Retail and eCommerce President,

• Licens. & Global
• Bus. Dev.

Yrs of Exper

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 22

Capitalize on New and Existing Product Opportunities Maximize Wholesale Productivity Expand Retail Footprint Accelerate eCommerce Growth Drive International Expansion Increase Brand Awareness

1 2 3 4 6 5

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Vince Today Expand Existing Categories Launch New Categories Become the Ultimate Lifestyle Brand

 Dresses  Outerwear  Luxe Loungewear  Denim  Women’s Footwear  Men’s Apparel  Men’s Footwear (Fall ’14)  Childrenswear (Fall ‘14)  Handbags (2015)  Small Leather Accessories (2015)  Fashion Accessories  Intimates & Sleepwear  Broaden wear occasion  Enhance "Head-to-Toe" offering  "Go to" everyday luxury essentials brand for men, women and children

Note: new product category launch dates subject to change.

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1 11 9 1 20 TBD 2012 LTM White Space

Key Opportunities Global Shop-in-Shop Opportunity (1)

• Increase penetration in existing doors

 Improved space and location  Expanded assortments  Elevated men’s collection  Product “exclusives”  Enhanced marketing and sales support

• Selectively open new doors
• Optimize omni-channel opportunities

U.S. International

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(1) LTM shop-in-shop count as of December 31, 2013.

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15 17 19 22 1 2 3 6 2010 2011 2012 LTM White Space

• 100+ U.S. Retail Store Potential (2)
• Targeting 3:1 Full Price to Outlet Ratio
• Potential for new formats and international growth
• Sophisticated site selection process

 Comprehensive real estate strategy  High-end streets, lifestyle centers and A+ malls  Target luxury and advanced contemporary adjacencies  Disciplined financial review to ensure attractive economics 100+ U.S. White Space Opportunity (1) (2)

Full Price Outlet

(1) LTM store count as of December 31, 2013. (2) Based on third-party analyses and internal projections.

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Website Re-Launch Preview

• Re-launch website in Q1 2014

 More compelling shopping experience to increase visit frequency  Richer content and product recommendations  Enhanced photography  Improved functionality and navigation

• Showcase entire breadth and

depth of the brand

• Ensure digital integration

across social, mobile and the web

• Build strong online community

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1 2

• Freestanding stores outside the U.S.

 1st store in Tokyo, Japan (licensed)  2nd store in Istanbul, Turkey (licensed)  More stores to come

• Increase wholesale presence

 9 international shops today  Accelerate in-store shop-in-shop development

• Establishing a showroom in Paris

Recent Growth Initiatives

UK Canada South Korea Japan

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SCANDINAVIA Mexico Turkey China / Hong Kong MIDDLE EAST BENELUX

Note: Shop-in-shop information as of December 31, 2013.

Tokyo, Japan Store

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Print In-Store Events

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Digital and Social Media

Neighborhoods Campaign (Q1 2014 estimated launch) Madison Ave, Opening Event Tokyo Opening Event

Co-op Advertising with Wholesale Partners Out-of-Home Lookbooks Editorial Coverage

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% Margin 21% 25% 21% 22% 21% 21% $24 $44 $52 $59 2010 2011 2012 LTM $35 $43 Q3'12 YTD Q3'13 YTD % Growth 57% 37% 39% 23% 20% $111 $175 $240 $273 2010 2011 2012 LTM $168 $200 Q3'12 YTD Q3'13 YTD

Sales Adjusted EBITDA (1)

Note: LTM financial data as of Q3 2013. (1) Excludes one-time public company transition costs.

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% Growth 49% 60% 73% 50% 70% % of Total 14% 13% 15% 20% 14% 20% $16 $23 $37 $54 2010 2011 2012 LTM $24 $41 Q3'12 YTD Q3'13 YTD % Growth 59% 34% 19% 29% 11% % of Total 86% 87% 85% 80% 86% 80% $96 $152 $203 $219 2010 2011 2012 LTM $144 $160 Q3'12 YTD Q3'13 YTD

Note: LTM financial data as of Q3 2013.

Wholesale Sales Direct-to- Consumer Sales Retail Comparable Store Sales

9.3% 7.6% 23.1% 27.2% 2010 2011 2012 LTM 24.7% 18.0% Q3'12 YTD Q3'13 YTD 34

% Margin 50% 49% 45% 47% 45% 46% $56 $86 $108 $126 2010 2011 2012 LTM $76 $93 Q3'12 YTD Q3'13 YTD % of Sales 29% 24% 24% 25% 24% 25% $32 $42 $57 $66 2010 2011 2012 LTM $40 $50 Q3'12 YTD Q3'13 YTD

Note: LTM financial data as of Q3 2013. (1) Excludes one-time public company transition costs.

Gross Profit Adjusted SG&A (1)

• Expansion Opportunities

 Increased penetration of direct to consumer  Enhanced supply chain process  Sourcing optimization  Pricing optimization

• Increased SG&A expense to operate as a

stand alone company did not result in deleverage

• However, we expect slight deleverage

near-term as we invest in our growth

 Increased marketing spend to build brand awareness  Direct-to-consumer business  Incremental on-going public company costs

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• IPO proceeds and cash from new term

loan used to repay the Kellwood Note Receivable

• $50 million ABL facility undrawn

following IPO transaction

• Company does not foresee need to

utilize the revolving credit facility in near-term other than for LCs

Pro Forma Capitalization

Note: LTM financial data as of Q3 2013. (1) Excludes one-time public company transition costs.

Pro-Forma Post-IPO Cash and Cash Equivalents $5 Long Term Debt $175 Total Debt $175 Net Debt $170 Q3 2013 LTM Adjusted EBITDA (1) $59 Leverage Metrics Total Debt / Adj. EBITDA 3.0x Net Debt / Adj. EBITDA 2.9x

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Significant White Space Opportunity to Grow Footprint with an 100+ U.S. Retail Store Potential Targeted New Store Economics

Full Price Outlet Current 21 6 Long Term U.S. Potential 75+ 25+ Gross Square Footage ~2,000 - 3,000 ~ 2,000 First Year Sales ~$1.5M - $2.5M ~$1.5M - $2.0M Year 1 4-Wall Cash Flow Contribution ~20% - 25% ~15% - 20% Year 3 4-Wall Cash Flow Contribution ~25% - 30% ~20% - 25% Net Investment (1) ~$0.8M - $1.1M ~$0.4M - $0.7M Payback ~2 - 3 Years ~2 - 3 Years ROI Financials Stores

Note: LTM store count as of December 31, 2013. (1) Includes build-out costs and initial inventory, net of payables.

Full Price Outlet

15 17 19 22 75 1 2 3 6 25 16 19 22 28 100+ 2010 2011 2012 LTM White Space

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(1) Excludes one-time public company transition costs.

• Strong top line performance

continued in Q3 2013

• Gross Margin expansion of 300

basis points

• SG&A expense investment

reflects  Management team for stand-alone company  New store costs  Increased marketing expense

• Strong operating margin of 24%

achieved

($ in mm) Q3 2012 Q3 2013 YoY Variance Total Net Sales $77.0 $85.8 11.4% Retail Store Count 20 27 7 Retail Comparable Store Sales 23.4% 16.5% Gross Profit $35.1 $41.7 18.8% % Margin 46% 49% 300 bps Adjusted SG&A (1) $15.3 $20.4 33.6% % of Sales 20% 24%

• Adj. Income from Operations (1)

$19.3 $20.6 7.0% % of Sales 25% 24% Adjusted EBITDA (1) $19.9 $21.3 7.5% % of Sales 26% 25%

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Total Net Sales Growth 15% - 20% Net Income Growth 20% - 25%

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Note: Q3 YTD 2012 and Q3 YTD 2013 financials represent unaudited financial metrics. (1) Represents interest costs and amortization of debt issuance costs on certain Kellwood Company indebtness. (2) Includes one-time charges related to transition payments to founders and IPO expenses as well as ongoing public company costs. These charges were excluded from adjusted EBITDA due to their non-recurring nature and ability to impact comparability to other periods.

Fiscal Year Q3 YTD ($ in mm) 2010 2011 2012 Q3'12 YTD Q3'13 YTD Net Income (loss) $9.1 $16.7 $10.3 $6.7 $8.8 Interest expense1 7.2 15.0 22.9 16.7 19.3 Provision for income taxes 5.9 10.8 7.0 4.5 5.7 D&A 1.5 1.7 2.0 1.5 1.8 EBITDA $23.6 $44.2 $42.2 $29.5 $35.6 Public company transition costs2

• 9.3

5.6 7.2 Adjusted EBITDA $23.6 $44.2 $51.5 $35.1 $42.8

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