Slide 1: Executing Our Strategic Priorities to Drive Long-Term Stockholder Value
portun Executing Our Strategic Priorities to Drive Long-Term L= Stockholder Value : June 2025
Slide 2: Important information
Important information Cautionary statement on forward-looking statements Certain statements in this presentation are “forward-looking statements”. These forward-looking statements are subject to the safe harbor provisions under the Private Securities Litigation Reform Act of 1995, Section 27A of the
Slide 3: What is this proxy contest about?
What is this proxy contest about? * Oportun provides inclusive, affordable financial services that empower hardworking individuals to build better futures » Supported by robust customer demand and favorable credit and market conditions, we pursued an ambitious growth strategy leading up to and follo
Slide 4: Table of contents
Table of contents Oportun Executive summary We pursued an ambitious growth strategy When the economic environment changed, we took swift action to reposition the Company We remain focused on executing our three strategic priorities Our actions have led to improved financial performance Our Board and
Slide 5: Executive summary
Section One Executive summary -— Oportun
Slide 6: Executive summary: We pursued an ambitious growth strategy
Executive summary We pursued an ambitious growth strategy By offering responsible credit at lower costs than typical alternatives, we serve individuals who are often overlooked and poorly served by traditional financial institutions; this has helped us build strong customer loyalty, reflected in Net
Slide 7: Executive summary (continued)
Executive summary (continued) Our actions have led to improved financial, performance While we recognize that there is more work to do, our team is executing well, and our progress across our key strategic priorities is reflected in our financial results We have returned to originations growth, deli
Slide 8: Overview of Oportun Financial
Overview of Oportun Financial (Nasdaq: OPRT) We provide intelligent borrowing and savings capabilities to help our members build a better financial future * Oportun offers products that holistically address two of the most Summary Financial Datat fundamental challenges to financial health and resili
Slide 9: We help hardworking individuals borrow, save and budget
We help hardworking individuals borrow, save and budget Unsecured Secured Personal Personal Savings to build a better future Loans Loans ° Empowering members Strong Customer Proprietary Comprehensive Unique Servicing Award Winning ae ses + Physical and Digital and Collections + Value Proposition Und
Slide 10: We offer responsibly structured credit products
We offer responsibly structured credit products Member Solution Use Case Avg Loan Size 25th and 75th Percentile Avg Term 25th and 75th Percentile Weighted Avg APR Oportun Data based on originations for the three-months ended Unsecured Personal Loans Simple-to-understand, affordable, unsecured, fully
Slide 11: We also offer an intelligent savings product
We also offer an intelligent savings product Problem £2025 59% according to Bank Set & Save™ (°) according to Bankrate — of U.S. consumers would struggle to come up with 9 Best Money Savin $250.00 $1,000 in the event of an emergency! Apps of 2025 a STAT Solution 2 Excellent Personal wtedromyer chest
Slide 12: We remain focused on our three strategic priorities
We remain focused on our three strategic priorities Improving credit outcomes * Maintaining our conservative credit standards * Leveraging data from the recent inflationary period to enhance our V12 credit model * Better aligning loan amounts by risk levels based on recent performance Oportun Streng
Slide 13: Our strategy is delivering results
Our strategy is delivering results We are continuing to make progress on our goals of improving credit performance, maintaining expense discipline and driving profitability 3,600 bps ~27% 2 > 21.0% $534 i it Improvement improvement 5.9% 120 bps Improvement | $410 48% ~$390 47% 77% (15.0%) FY23 FY24
Slide 14: The market has recognized our progress
The market has recognized our progress Our recent total stockholder returns greatly exceed those of our peers and the broader market 163% 132% 76% 16% W% al 1% 4% 1% 0% 3% 4% 5% 8% (5%) (3%) ciemy 9%) Oportun neMain cAggONAL Proxy Nasdaq Russell Oportun OneMcir cpEgONA, Proxy Nasdaq __ Russell Oport
Slide 15: We have engaged constructively with Findell
We have engaged constructively with Findell Members of our Board and leadership team have engaged constructively with Findell for more than two years Throughout this period, we have made every effort to maintain a respectful and productive dialogue, despite Findell’s repeated use of unprofessional r
Slide 16: Our transformation has included initiatives that align with Findell's perspectives
Our transformation has included initiatives that align with Findell’s perspectives Findell’s Recommendation _ Addressed Findel's Concern? Reduce expenses Divest or exit non-core businesses and focus on the core lending business Use cash flow to reduce leverage Enhance corporate governance Reduce Boa
Slide 17: Findell's remaining ideas are not in best interests of the Company
Findell’s remaining ideas are not in best interests of the Company Findell’s Recommendation Oportu's Response Increase interest rates for members . Remove the Company’s CEO . from the Board . (Oportun 1. Source: Bloomberg, Findell ignores the potential consequences and complexity of raising our 36%
Slide 18: Findell's case for change is grounded in a misguided comparison
Findell’s case for change is grounded in a misguided comparison We do not believe OneMain Financial - which is significantly larger than Oportun - is the most appropriate comparator, as Findell claims OneMain is much larger than Oportun and offers a greater range of products and services $20.18 $5.7
Slide 19: We have concerns about Findell's nominee
We have concerns about Findell’s nominee portuis cance Served as a Senior Executive at Onboard Partners LLC from January 2020 to April 2023? * Mr. Wilcox seemingly overstated his tenure at Onboard Partners by two years; he left the company in April 2021! Served on the board of InfoArmor from * InfoA
Slide 20: Oportun stockholders should support the Board's nominees
Oportun stockholders should support the Board’s nominees, Raul Vazquez and Carlos Minetti a f- Our Board is best positioned to continue Oportun’s Board has driven change The Board and management acted swiftly and decisively to reposition the Company in response to rapidly and unexpectedly changing e
Slide 21: We pursued an ambitious growth strategy
Section Two We pursued an ambitious growth strategy Oportun
Slide 22: We address the biggest challenges facing U.S. consumers
We address the biggest challenges facing U.S. consumers 70% 59% 51% 57% 78% Oportun : of U.S. households struggle with spending, saving, borrowing and planning? would struggle to come up with $1,000 in an emergency? had bank-related account fees in the past year4 are not confident about their long-t
Slide 23: We deliver a compelling customer value proposition
We deliver a compelling customer value proposition. compared to the alternatives Positive social impact $3562 52.490 Approx. $2,000 savings 1.3M $3,141 Credit histories $2,439 established? 1,310 ‘ $1,027 om - (aus, Certified by the mswmm | (SUS Treasury Online-only Online Single-Pay Payday Rent to O
Slide 24: There was robust customer demand for holistic financial solutions
There was robust customer demand for holistic financial solutions * Because we serve customers who are often overlooked and poorly served by traditional financial institutions - and because we offer responsible credit at lower costs than typical alternatives - we have built strong customer loyalty *
Slide 25: Credit and market conditions were favorable for expansion
Credit and market conditions were favorable for expansion A strong macroeconomic backdrop supported our customers’ ability to repay their loans on time and in full — 15% a, $6102 Lower 73 bps ‘1b 213% —, 73 2.00% Ps cower Lower $52.01 14% 0.09% as 2018 - 2019 Average January 2021 Average 2018 - 2019
Slide 26: We leaned into growth
We leaned into growth. We entered new businesses and geographies to expand our addressable market and accelerate our path to scale Acquired Springboard Auto to move into secured personal loans Launched a credit card product Partnered with Pathward to expand nationally Acquired Digit to add savings,
Slide 27: Analysts were supportive of our expansion into new products and services
Analysts were supportive of our expansion into new products and services [T]he [Digit] acquisition makes sense... [T]he deal would accelerate OPRT’s transformation into a full service consumer finance company that helps the thin-file or no-file credit consumers borrow, save, invest, and bank.” BARCL
Slide 28: Our expansion strategy initially drove significant growth
Our expansion strategy initially drove significant growth... We rapidly increased originations and profitability $92 $865 $26 $24 $72 $662 $7 $433 $12 $335 $18 1921 2921 3021 4021 1921 2a21 3021 4021 ($9) 1021 2921 3021 4Q21 (Oportun Source: Company filings. See Appendix for reconciliations. 28
Slide 29: And we delivered strong credit metrics
..And we delivered strong credit metrics Robust credit metrics gave us confidence that we could continue our expansion strategy 4.0% 3.8% 3.8% 37% 3a19 4Q19 1020 2Q20 (Oportun Source: Company filings. 3.5% 320 3.7% 4Q20 3.0% 1021 2.5% 2Q21 8.1% 3aI9 9.0% 4a19 8.9% 1020 10.6% 2Q20 10.4% 320 9.4% 8.6%
Slide 30: Economic conditions changed rapidly and unexpectedly
Economic conditions changed rapidly and unexpectedly Interest rates and costs of living increased significantly 5.00% $140.00 10.0% 450% 9.0% $120.00 4.00% 8.0% 3.50% $100.00 7.0% 3.00% $80.00 6.0% 2.50% 5.0% 2.00% $60.00 4.0% 1.50% $40.00 3.0% 1.00% 20% $20.00 0.50% 10% 0.00% $0.00 0.0% Jul.2020 Ja
Slide 31: Deteriorating economic conditions pressured consumers
Deteriorating economic conditions pressured consumers Rising delinquency rates reflected the stress consumers were under 1.69% 1.65% 1.53% 1.53% 1.54% 188% 4 a7y 1.36% 1.02% 1.05% 109% 0.85% 0.85% 0.72% Jan. 2021 Apr.2021 Jul.2021 Oct. 2021 Jan.2022 Apr.2022 Jul.2022 Oct.2022 Jan. 2023 Jan. 2021 Apr
Slide 32: Our key credit metrics were negatively impacted
Our key credit metrics were negatively impacted. Higher costs of living negatively impacted our members’ ability to make payments on their loans +260 bps J 54% 5.6% +420 bps > 128% 45% 4.3% 9.8% 3.9% 8.6% 8.6% 8.6% 3.0% 2.8% 6.4% 6.8% 2.5% 55% 1021 2921 3021 4Q21 1022 2Q22 3Q22 4Q22 1021 2921 3Q21 4
Slide 33: Our proxy peers all faced challenges during this time
Our proxy peers all faced challenges during this time Our proxy peers - which consist of similarly sized consumer lending and other financial services companies - lost significant value in 2022 (50%) (55%) (56%) (63%) (Oportun Source: Bloomberg, @=—™ —tendiigtree © moneys’ Upstart (73%) (83%) (a5%)
Slide 34: When the economic environment changed, we took swift action to reposition the Company
When the economic environment changed, we took swift action to reposition the Company Oportun
Slide 35: The Board and management acted decisively to reposition the Company
The Board and management acted decisively to reposition the Company We announced significant cost savings and credit actions on our 2Q22 earnings call, almost two years before Findell’s designees joined the Board Findell’s Designees Not on the Board Aug. 8, 2022 May 8, 2023 Nov. 6, 2023 Announced An
Slide 36: We tightened our credit standards
We tightened our credit standards Improvement in net lifetime loss rates demonstrate that our credit tightening actions have been effective, with newer vintages outperforming their predecessors 20% 2022 1022 3Q22 16% 4Q22 10% 4023 Up to 600 bps 5% lower front book losses 12+ months post-disbursement
Slide 37: We streamlined our operations
We streamlined our operations We exited capital-intensive and non-core businesses to support profitability Sold credit card portfolio Discontinued investing and retirement products Discontinued checking account product (Oportun November 2024 November 2023 August 2023 The sale followed a comprehensiv
Slide 38: We reduced our workforce and personnel expenses
We reduced our workforce and personnel expenses We implemented four reductions in force in 2023 and 2024 and have cut our personnel expenses nearly in half over the last two years 25% 3,235 Fewer a) 235 $19 Lower 2,4 ee 2,429 $123 117 gus $100 gog $88 3,000 $84 =9 $84 2,340 2,312 2022 2023 2024 Full
Slide 39: We eliminated other costs throughout the organization
We eliminated other costs throughout the organization We optimized our cost structure to reflect our more streamlined footprint 36% 42% 62% Reduction Reduction Reduction $227 220 219 $ $211 s $188 $163 $162 $152 ggg 4 $388 $77 $8 $81 $55 $52 $47 $47 sao $42 $45 gai $40 $34 $33 $32 $26 $29 1Q23 2Q23
Slide 40: Our cost reduction efforts were well underway by the time Findell's designees joined the Board
Our cost reduction efforts were well underway by the time Findell’s designees joined the Board We had initiated all our expense reduction efforts, and announced or completed our actions to streamline the business, before April 2024 Before Findell’s Since Findell’s Designees Joined: Designees Joined:
Slide 41: Our cost reduction efforts were well underway (continued)
Our cost reduction efforts were well underway by the time Findell’s designees joined the Board (continued) The Board and management team’s proactive actions resulted in the most meaningful improvements to operating efficiency before Findell’s designees joined the Board Since Findell’s Designees Join
Slide 42: We strengthened our balance sheet
We strengthened our balance sheet Following a months-long process to review strategic alternatives, the Board voted unanimously to refinance our Senior Corporate Facility to improve operational and balance sheet flexibility and address expected non-compliance with the asset coverage ratio covenant i
Slide 43: We remain focused on executing our three strategic priorities
Section Four We remain focused on executing our three strategic priorities Oportun
Slide 44: We remain focused on our three strategic priorities
We remain focused on our three strategic priorities Improving credit outcomes * Maintaining our conservative credit standards * Leveraging data from the recent inflationary period to enhance our V12 credit model * Better aligning loan amounts by risk levels based on recent performance Oportun Streng
Slide 45: We are leveraging our V12 credit model
G@ We are leveraging our V12 credit model Our credit risk platform enables highly granular decision-making and provides a competitive advantage, with 100% centralized, automated underwriting with no overrides or exceptions \ & 1,000+ 3 independent i end nodes frameworks : allow for precision in appr
Slide 46: Our back book is shrinking
G@ Our back book (i.e., higher-loss loans originated prior to our Credit tightening in July 2022) is shrinking We expect our back book to further diminish to 1% of our portfolio by the end of 2025 @ Pre-duly 2022 Back Book Credit Tightening Quarter-End Back Book Portfolio as a % of Owned Principal B
Slide 47: We have an attractive unit economic model
®) We have an attractive unit economic model We demonstrated our ability to achieve our ROE target of 20-28% in 1025 ( } 1025 Metric @ T298t Illustrative Unit Economics as a % of Owned Principal Balance 33% 36% 36% 32% 28% 26% (8%) (8% - . | 1 | Non- Total Net Yield F interest = Revenue Gost of = In
Slide 48: We are identifying high-quality originations
@® We are identifying high-quality originations We are prioritizing the growth of secured personal loans, which offer superior unit economics and help enhance credit quality —®~% of Total Owned Principal Balance $6,798 $178 $162 21x 500 bps Lower $3,281 Unsecured Secured Unsecured Secured 1024 2Q24
Slide 49: Our actions have led to improved financial performance
Section Five Our actions have led to improved financial -— performance Oportun
Slide 50: We delivered improved results in 2024
We delivered improved results in 2024... Key financial and credit metrics improved as we continued to make progress on our repositioning of the business $105 $0.72 $19 ($1.93) FY23 FY24 FY23 FY24 Portfolio Yield 30+ Day Delinquency Rate 322% 33.5% . “ 5.9% Key Operating and 48% Credit Metrics FY23 F
Slide 51: And continued to make progress in 1Q 2025
..And continued to make progress in 1Q 2025 We built on our momentum from last year, delivering strong credit metrics and improved profitability —*- Operating Expense Ratio sno 5.2% $835 $93 A7% 15.4% $18.6 $3.6 $19 1Q24 1Q25 1Q24 1Q25 1Q24 1Q25 1Q24 1Q25 . POPU sesce cons rinas se rope ecositens 51
Slide 52: We've returned to growth in originations over the past two quarters
We've returned to growth in originations over the past two quarters 39% 19% (1%) (10%) (17%) (24%) (28%) (45%) (49%) 1023 2023 3023 4023 1024 2024 3024 4024 1025 (Oportun Source: Company filings. 52
Slide 53: We have strengthened business economics
We have strengthened business economics We delivered our second consecutive quarter of 20%+ Adjusted RoE 25.2% 21.0% 5.5% 3.7% .! 38% 11% (10.4%) (7.7%) (46.6%) 1023 2023 3Q23 4Q23 1024 2024 3Q24 4Q24 1025 e (Oportun Source: Company flings. See Appendix for reconclations 53
Slide 54: We have reduced leverage
We have reduced leverage Leverage has declined by more than a full turn since its peak in 3Q24, and we are continuing to use cash flow to pay down debt, including an additional $7.5 million principal payment in 2Q25 87x 1.1 turn Improvement | 79x 79x 7.6x 72x 7.3x 6.6x 6.4x 63x 1023 2023 3Q23 4Q23 1
Slide 55: We are driving ongoing performance improvement
We are driving ongoing.performance improvement Our guidance reflects continued momentum 12.2% 11.5% +/- 12.0% 50 bps FY23 FY24 FY25 Guidance e (Oportun Source: Company flings. See Appendix for reconclations $135 to $1.10 to $145M $1.30 $0.72 105 s ($1.93) $19 FY23 FY24 FY25 Guidance FY23 FY24 FY25 G
Slide 56: The market has recognized our progress
The market has recognized our progress. Our recent total stockholder returns greatly exceed those of our peers and the broader market 163% 132% 76% 16% W% al 1% 4% 1% 0% 3% 4% 5% 8% (5%) (3%) ciemy 9%) Oportun neMain cAggONAL Proxy Nasdaq Russell Oportun OneMcir cpEgONA, Proxy Nasdaq __ Russell Opor
Slide 57: as have industry analysts
..as have industry analysts... Analysts have increased their price targets and revised their outlook on our stock 57% $9.14 $8.79 50% 40% 40% $6.38 $5.50 $5.75 $8.67 25% 20% 1024 2024 3Q24 4Q24 1025 Current 1024 2024 3Q24 4Q24 1025 Current rc (3) portu I 1. source: Factset. data as of June 13,2025.
Slide 58: who have been supportive of our transformation and noted our momentum
..who have been supportive of our transformation and noted our momentum [W]e see OPRT as an investment in a self-help story... [W]e are encouraged that trends have been pointing in the right direction, and we think Oportun management can achieve its long-term profitability goals by 2026.” mB IG Marc
Slide 59: Even Findell has acknowledged the Company's positive momentum
Even Eindell has acknowledged the Company's positive momentum | think they’re gonna continue to report good results this year... [T]he credit’s turning and things are getting better operationally.” — Brian Finn, Chief Investment Officer, Findell Capital Management Interview with Divya Narendra, May
Slide 60: Our Board is best positioned to oversee our strategy
Section Six Our Board is best positioned to oversee our strategy Oportun
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Slide 62: We have actively and regularly refreshed the Board
We have actively and regularly refreshed the Board over the last several years DIRECTORS JOINING Ginny Lee Roy Banks Mohit Daswani Scott Parker September 2021 September 2021 February 2024 April 2024 Sandra Smith Rick Welts Carlos Minetti Richard Tambor September 2021 September 2021 February 2024 Jun
Slide 63: We have continued to refresh the Board recently
We have continued to refresh the Board recently —Eoee Ne Appointed Mohit Daswani and Carlos Minetti Following a thorough search process, the Board appointed two new directors to the Board in February 2024 Messrs. Daswani and Minetti strengthened the Board’s expertise in consumer finance and technolo
Slide 64: We are reducing the size of the Board
We are reducing the size of the Board, consistent with best practices and Findell’s feedback * — Historically, the Board consisted of 8 directors or fewer, and it was only through the cooperation agreement with Findell and the appointment of Findell’s designees that the Board expanded to 10 » Ahead
Slide 65: Our Board composition has changed significantly since we first began engaging with Findell
Our Board composition has changed significantly since we first began engaging with Findell 2 @ © © 2 06 ®@ 6 Raul Jo Ann Roy Ginny Raul Jo Ann Mohit Ginny Vazquez Barefoot Banks Lee Vazquez Barefoot Daswani Lee XV ea 7a a “ Carl Louis Sandra David Carlos Louis Sandra Richard Pascarella Miramontes Sm
Slide 66: Our Board compares favorably to peers on key metrics
As aresult of these changes, our Board compares favorably to peers on key metrics 87 8.2 9 8 8 ~8 65.2 5.5 5.6 63.8 60.5 611 Oportun OneMain Regional Proxy Peers* Oportun OneMain Regional Proxy Peers* Oportun OneMain Regional Proxy Peers® (Pro Forma)? Management (Pro Forma)? Management (Pro Forma)?
Slide 67: Our directors are highly experienced and engaged
Walmart >|< Walmart.com Former President & CEO of Walmart.com and President of Walmart West Serves on the board of Intuit (NASDAQ: INTU); previously served on the board of Staples (previously NASDAQ: SPLS) Member of CFPB Consumer Advisory Board Intuit ‘Staples CEO of Merchant Acquiring Limited Purpo
Slide 68: Our directors have the right skills to oversee our strategy
Our directors have the right skills to oversee our strategy C-suite experience LMI customer experience 7 directors 5 directors Consumer financial Capital markets / CFO / services accounting 5 directors 3 directors Regulatory / government Credit risk / experience lending 3 directors 3 directors . (Op
Slide 69: We have taken action to improve our governance profile
We have taken action to improve our governance profile The Board has implemented and proposed several changes to our governing documents to enhance stockholder rights and promote accountability Declassified Board Majority vote standard for uncontested director elections Directors can be removed with
Slide 70: Findell's proxy contest is misguided and is grounded in false claims and comparisons
Findell’s proxy contest is misguided and is grounded in false claims and comparisons Oportun
Slide 71: We have engaged constructively with Findell
We have engaged constructively with Findell Members of our Board and leadership team have engaged constructively with Findell for more than two years Throughout this period, we have made every effort to maintain a respectful and productive dialogue, despite Findell’s repeated use of unprofessional r
Slide 72: Findell has resorted to threats against our directors
Win or lose, we doubt that any of the legacy board members would ever be asked to serve on a public board following the various press releases and presentations that would be put forth in a proxy contest.” Letter to the Board February 21, 2025 Oportun Findell has resorted to threats against our dire
Slide 73: And has vowed to continue its disruptive campaign indefinitely
..And has vowed to continue its disruptive campaign indefinitely Oportun 4 (4 [|]f the Board wins, our goal would then be to make it untenable for Raul to serve as CEO and for any of the legacy board members to serve on this Board or any other Board...” ( (4 This proxy contest will not end when the
Slide 74: Yet, Findell has been selling stock
Yet, Findell has been selling stock While it has been publicly promoting Oportun’s potential and a $30 price target, Findell has simultaneously been selling tens of thousands of shares at prices between $4 and $6 per share 6 6 200,000 160,000 This should be a $30 stock. 150,000 This should be way hi
Slide 75: Our transformation has included initiatives that align with Findell's perspectives
Our transformation has included initiatives that align with Findell’s perspectives Reduce expenses Divest or exit non-core businesses and focus on the core lending business Use cash flow to reduce leverage (Oportun Executed four reductions in force to reduce headcount by approximately 25% vs. 2022 Y
Slide 76: Our transformation has included initiatives that align with Findell's perspectives (continued)
Our transformation has included initiatives that align with Findell’s perspectives (continued) Findell s Recommendation iS = ya Enhance corporate Submitted for stockholder approval proposals to declassify the Board governance and adopt a majority voting standard to approve Charter amendments Reduce
Slide 77: Findell's remaining ideas are not in best interests of the Company
Findell’s remaining ideas are.not in best interests of the Company Findell's Recommendation Oportu's Response Increase interest rates for members Remove the Company’s CEO from the Board (Oportun 1. Source: Bloomberg, Findell ignores the potential consequences and complexity of raising our 36% APR ca
Slide 78: We have concerns about Findell's nominee
We have concerns about Findell’s nominee portuis cance Served as a Senior Executive at Onboard Partners LLC from January 2020 to April 2023? * Mr. Wilcox seemingly overstated his tenure at Onboard Partners by two years; he left the company in April 2021! Served on the board of InfoArmor from * InfoA
Slide 79: The election of Findell's nominee would displace critical expertise
The election of Findell’s nominee would displace critical expertise and send the wrong message to key stakeholders Public company CEO experience Regulatory / government experience Technology / Al / cybersecurity experience LMI customer experience Consumer lending experience Public company board expe
Slide 80: Findell's comparisons to OneMain are misguided
Findell’s comparisons to OneMain are misguided OneMain has significantly greater scale than Oportun and offers a wider range of products and services $87 $20.1 $1.0 $2.8 " OneMain ( OneMain Oportun Financial: Oportun Financial. POPtUN - seecoconosr sina.
Slide 81: Regional Management is a more appropriate comparator
Regional Management is a more appropriate comparator Regional Management and Oportun have similar scale and have a similar product set $1.0 Oportun CARBONE Oportun CARRONAY MPOKtUN - sccecarssn sins a1
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