Slide 1: Investor Presentation Second Quarter 2026
Investor Presentation Second Quarter 2026 August 13, 2026 1
Slide 2: Safe Harbor Statement
Safe Harbor Statement This presentation includes “forward-looking statements” within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended, and Section 27A of the Securities Act of 1933, as amended, which reflect management’s current view regarding future events and performan
Slide 3: 90-Day CEO Plan: Narrowing Our Aperture to Accelerate
90-Day CEO Plan ‘Narrowing Our Aperture to Accelerate’ Rebuilding Our GTM Engine, On-Boarding New Talent, Prioritization of Investment and Bringing Our Next Chapter to Customers and Shareholders 3
Slide 4: Leadership Is Forming — Execution Focus 2nd Half Focus
THE SITUATION Leadership Is Forming — Execution Focus 2nd Half Focus Chief Revenue Officer HIRED VP, Retail Solutions HIRED Now owns Bookings budget, pipeline, and forecast accountability across all verticals. Anchoring our largest and fastest-growing vertical with a dedicated leader. What This Plan
Slide 5: Four Priorities for the Next 90 Days
THE PLAN Four Priorities for the Next 90 Days - 01 02 Narrow Industry Focus & Messaging — Retail/Gift Card & CPG Industry Priorities Evolve Org Design to Support Scale Focus the GTM program — Evolve our message to focus on 1) The industries we serve Develop the organizational & Ops structure — CRO,
Slide 6: Narrow Industry Focus: Retail & CPG As 'Priority Industries'
PRIORITY 1 — GTM REBUILD Narrow Industry Focus: Retail & CPG As ‘Priority Industries’ Rather than spreading the rebuilt GTM program evenly across five verticals, we are concentrating on our two primary, highly differentiated industries — Retail and CPG. Retail — Secure Gift Card Program CPG — GS1 Di
Slide 7: Evolving the Organization to Support Scale & Acceleration
PRIORITY 2 — ORG DESIGN Evolving the Organization Leadership to GTM Support Scale & Acceleration The current structure got us here. It isn't the structure we need for the next stage of growth — we're designing for where the business is going, not where it's been. CRO - Hired Chief Operating Officer
Slide 8: Engaging Customers and the Market Directly
PRIORITIES 3 & 4 Engaging Customers and the Market Directly Top Customer & Prospect Engagement Shareholder Roadshow New CRO and Retail/ CPG leadership personally engage with ALL accounts Introduce the new direction and focus messages to the market – identify within the first 60 days – In person what
Slide 9: 'To-Be' Market Framework
'To-Be' Market Framework Sensitivity: General Retail & CPG: dedicated, differentiated solutions · Pharma, Media & Tech, Government: reached horizontally via our product portfolio & partners Primary Industries — Dedicated, Highly Differentiated Solutions PRIMARY FOCUS PRIMARY FOCUS Retail CPG, High-V
Slide 10: Business Update
Business Update DIGIMARC
Slide 11: Business Update – Digimarc Secure Gift Cards
Business Update – Digimarc Secure Gift Cards 31 Our pipeline for our 2 Two other retailers are Secure Gift Card Schnuck’s has now committed to rolling out our completed its rollout across solution in their stores; one solution has all its stores and continues to scheduled for August and grown to 31
Slide 12: Financial Update
Financial Update DIGIMARC
Slide 13: Annual Recurring Revenue
Annual Recurring Revenue Q2’26 Ending ARR(1) was $11.6M vs $15.9M in Q2’25 • The change primarily reflects two previously disclosed events: • Contract expiration of $3.1 million in October 2025 • Contract reduction of $2.6 million in June 2026 • Excluding these headwinds, ARR grew $1.5 million year-
Slide 14: Financial Summary
Financial Summary Q2’26 non-GAAP net loss was $1.7M, an improvement of 25% (4) • Subscription revenue was impacted by the previously disclosed loss of a $3.1M contract in October 2025. • Operating expenses in Q2’26 included one-time costs of $6.1M related to our former CEO. • Non-GAAP results show i
Slide 15: Free Cash Flow
Free Cash Flow Q2’26 free cash flow(4) was ($1.0M), an improvement of $4.1M from Q2’25 • We ended Q2’26 with $8.8M of cash and short-term investments, and no debt. • Free cash flow in Q2’25 included $1.2M of one-time severance and legal costs. YoY $ ($’s in 000’s) Q2’26 Actual Q2’25 Actual Improveme
Slide 16: Footnotes
Footnotes (1) Ending Annual Recurring Revenue (ARR) is a company performance metric calculated as the aggregation of annualized subscription fees from all our commercial contracts as of the measurement date. (2) Other net activity refers to additions to ARR, reflecting new and upsell activity, offse