Slide 1: Exhibit 99.1
Exhibit 99.1
Slide 2: Cautionary forward-looking statements
cautionary forward-looking statements “Ret including “believes,” “expects,” “may,” “will “should,"“could,"“seeks,” These statements “anticipates,” Th rina o Inlightof ‘and assortment, and strategic plans. foodand 2 DAVIDSTEA
Slide 3: Our vision
our vision To become the world’s most innovative tea company, inspiring greater wellness and sustainability
Slide 4: To make tea fun and accessible to all
To make tea fun and accessible to all
Slide 5: FY 2021 results
FY 2021 results $78.4M $5.3M
Slide 6: Exited CCAA with solid working capital position
v Exited CCAA with solid working capital position v Accelerated transition towards digital-first omnichannel tea supplier v Ranked fourth overall for best online experience in Canada v Centralized operations with a single, world-class distribution centre v Recognized as a Great Place to Work® DAVIDS
Slide 7: Board of directors and corporate governance
board of directors and corporate governance JANE SILVERSTONE, SEGAL USAN L. BURKMANC2) PATRICK DE ) PETER ROBINSON ‘and financial expert. sectors. Lead Director Board of Directors Audit Committee Human Resources and Compensation Committ Corporate Governance and Nominating Committee Independent irect
Slide 8: Transformative initiatives
transformative initiatives Va DIGITAL Focused on digital-first growth strategy with significant investments in technology OO Same great product quality and service—different focus on distribution channels _ REALIGNED INVESTMENTS =] CANADA Expanded wholesale footprint in Canada with big-box stores, g
Slide 9: Path to value creation
path to value creation Demand Creation eolenee, DAVIDsTEA innovation Enterprise Culture 9 DAVIDSTEA
Slide 10: Key growth initiatives
key growth initiatives Increase Amazon assortments, marketing and geographic reach Launch US wholesale expansion Fine-tune ed Big-Box messaging to acquire Canada new digital customers Expand internationally Enter white-label packaging DAVIDSTEA
Slide 11: Profitable growth goals
profitable growth goals FY 2021 FY 2025 $104.1M Sales: Low double-digit eee growth per year fo) Ley 5.0% ~10% Adjusted EBITDA' margin Adjusted EBITDA' margin ‘Adjusted EBITDA is a nonIFRS measure and excludes the impact of stock-based compensation expenses and software fAnIFRS. DAVIDSTEA
Slide 12: Fair trade
fair trade . ie i we Eh 2 Ethical Tea Partnership
Slide 13: Product mix
product mix D>— ~13% Easy-to-use & Innovative Accessories
Slide 14: Go-to-market strategy
go-to-market strategy DIGITAL PLATFORM WHOLESALE PARTNERS purchasing environment (+2.2M Frequent Steeper Active Members) Recreating sensory store experience online with virtual tea guide and Al Broad brand-name recognition supporting digital shift high-end grocery stores and pharmacies in Canada (+3
Slide 15: Specialty tea market
specialty tea market 5 Market growing ~5% driven by perceived health properties of specialty teas ——- Strong demand for fruit/herbal and loose-leaf black tea blends among younger demographic group $4.5B North American Market! $104.1M DTEA Sales? Q Consumers increasingly seeking healthier alternative
Slide 16: Competitive advantages
competitive advantages Innovative offerings designed by tea experts for tea lovers Unmatched breadth and depth of premium, loose-leaf tea blends Broad demographic appeal of brand Distinct retail experience focused on delighting
Slide 17: Factors impacting tea industry
ure impacting tea industry COVID-19 pandemic expected to subside in 2022 ssories Sage — —".
Slide 18: Q1 2022 results
Q1 2022 results $20.4M 43.9% ($2.0M) $0.1M Revenue Gross margin IFRS net loss Adjusted EBITDA'
Slide 19: Key takeaways
key takeaways Vv v Solid FY 2021 financial results Accelerating transition towards becoming a digital-first, omnichannel tea supplier Clear path to value creation: demand creation, product innovation, enterprise culture and operational excellence Preparing expansion into US by replicating success in
Slide 20: To infinitea and beyond