Columbus Mckinnon Corporation · NASDAQ:CMCO
Columbus Mckinnon — Debt Investor Presentation (January 2026)
57 slides from Columbus Mckinnon's debt investor presentation, Jan 14, 2026
Slide 1: Lender Presentation January 2026
Exhibit 99.2 Lender Presentation January 2026
Slide 2: Disclaimer Safe Harbor Statement
Disclaimer Safe Harbor Statement This presentation and the accompanying oral discussion contain “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Such forward looking statement
Slide 3: Executive Summary
OND i Executive Summary
Slide 4: Executive Summary
Executive Summary l Columbus McKinnon Corporation (“Columbus McKinnon,” “CMCO” or the “Company” and, after the Transaction described herein, the “combined Company”) is a global market leader in material handling and a leading global hoist manufacturer 1,2 l For the TTM period ended 9/30/2025, the Co
Slide 5: Sources & Uses and Pro Forma Capitalization
Sources & Uses and Pro Forma Capitalization Sources & Uses Sources ($M) Uses ($M) Sources ($M) Uses ($M) 4 2 New $500M Revolving Credit Facility due 2031 $26 Refinance existing debt $426 Estimated net proceeds from the Divestiture $160 Pay down Term Loan B $160 New Term Loan B due 2033 1,325 Kito Cr
Slide 6: Company Overview
OND 7 Company Overview
Slide 7: CMCO is a Global Market Leader in Intelligent Motion Solutions for Material Handling
CMCO is a Global Market Leader in Intelligent Motion Solutions for Material Handling 2 TTM PRODUCT MIX • Leading global lifting and automation company providing professional-grade solutions Linear Motion for solving customers’ critical material handling requirements 10% Automation • Enhancing strate
Slide 8: Intelligent Motion Solutions: Four Categories of Solutions
Intelligent Motion Solutions Four Categories of Solutions to Address Customers’ Unique Motion Control Needs LIFTING PRECISION CONVEYANCE AUTOMATION LINEAR MOTION ~$21.6B TAM ~$6.1B TAM ~$4.6B TAM ~$2.5B TAM l Leading global position in lifting l Develops and manufactures complex l Design and develop
Slide 9: Strong Track Record of Creating Value Through M&A and Executing on Synergies
Strong Track Record of Creating Value Through M&A and Executing on Synergies Legend: Acquisition Divestiture December 2021 September 2015 January 2017 April 2021 December 2021 M Ma ay y 2023 2023 February 2025 January 2017 April 2021 Acquisition of STAHL Acquisition of Dorner for Acquisition of Magn
Slide 10: Unlocking CMCO's Potential: Business System and Core Growth Framework
Unlocking CMCO’s Potential Business System and Core Growth Framework to Transform CMCO CMBS GROWTH FRAMEWORK Positioning CMCO for the Next Phase of its Value Creation Journey • Geographic expansion: CMCO to expand across APAC and Kito Crosby to expand across LatAm and EMEA • Cash flow generation ena
Slide 11: The Divestiture Overview
C O NF I D E NT I A L The Divestiture Overview 1 GEOGRAPHIC PERIMETER DETAIL KEY STATISTICS Perimeter TTM 9/30/2025 TTM 9/30/2025 Net Sales Adjusted EBITDA $135.3M $49.6M 2 DIVESTITURE PRODUCT LINE OVERVIEW THE DIVESTITURE PERIMETER Budgit Lodestar JLC EC Shopstar Prostar Manufacturing 2200 / 6000 ~
Slide 12: Kito Crosby is a Pioneer and Global Leader in Lifting and Securement
Kito Crosby is a Pioneer and Global Leader in Lifting and Securement 5 PRODUCT MIX • Leader in “below-the-hook” Lifting & Securement Consumables, which are relatively Lifting & Technology low cost products and components for critical safety functions and require frequent Securement & Specialty Consu
Slide 13: Kito Crosby is a Highly Diversified Industrial Platform
Kito Crosby is a Highly Diversified Industrial Platform… Product Portfolio End Market International Expansion and Unification Expansion Diversification of Operations Foundation for Tech- Product Line Expansion Product Line Expansion Product Line Expansion Product Line Expansion Enabled Lifting Solut
Slide 14: Exposure to Attractive, Growing End Markets
…with Exposure to Attractive, Growing End Markets 1 OVERVIEW OF END MARKET EXPOSURE 2024E – 2029E CAGR 2 Other Infrastructure 4 – 5% Market Growth Energy & Utilities Significant government investment in revitalization Infrastructure Manufacturing 5 – 6% Corporates leading re-shoring initiatives, sup
Slide 15: Leading Portfolio Serving a Broad Spectrum of Lifting and Securement Needs
…and a Leading Portfolio Serving a Broad Spectrum of Lifting and Securement Needs TTM 9/30/2025 Select Average Selling Select Products Key Brands 1 Net Sales Price (“ASP”) Shackles Lifting Shackle: Lifting & Securement ~$30 54% Consumables Manual Chain Lever Chain Hoists: Hoists ~$500 “Below-the-hoo
Slide 16: Kito Crosby Acquisition Update
Kito Crosby Acquisition Update Divestiture + – Compelling Strategic and Financial Rationale Pathway and Progress to Close Enhances scale and strengthens competitive position – broader ü13 of 14 regulatory and financial filings approved and U.S. HSR filing product portfolio, enhanced operational capa
Slide 17: Highly Compelling Combination for All Stakeholders
Highly Compelling Combination for All Stakeholders Divestiture + – Holistic Provider of Intelligent Motion Solutions in Materials Handling >100% ~35% ~$70M ~$2.0B 22% Pro Forma Free Cash of Sales from Net Sales Est. Annual Net Run Pro Forma Adjusted Flow Conversion in 1,2 Consumables Rate Cost Syner
Slide 18: Key Credit Highlights
OND 3 Key Credit Highlights
Slide 19: Key Credit Highlights
Key Credit Highlights l Transforms business risk profile by leveraging scale for enhanced stability and growth, laying a strong foundation for operational excellence and strategic investments Materially increases scale 1 l Scale enables investment in digital capabilities, enhancing customer experien
Slide 20: Enhances Scale Delivering Commercial and Operational Excellence
Enhances Scale Delivering Commercial and Operational Excellence 1 SIGNIFICANT BENEFITS TO SCALE Application of Columbus McKinnon Business System including 80/20 Process, enhanced by Kito Crosby Lean expertise, to drive commercial and operational excellence Enhanced breadth and depth of product offer
Slide 21: Creates Scaled Platform with Leading EBITDA Margins
Creates Scaled Platform with Leading EBITDA Margins 1 = CMCO = Kito Crosby = Motion Control Peers = Legacy Peers TTM 9/30/2025 Net Sales $5,872 $5,344 $4,864 $4,544 $3,914 $3,258 1 $2,160 $1,953 $1,723 $978 $1,111 $843 2 6 Prior to Acquisition Pro Forma and Divestiture 3 TTM 9/30/2025 Adjusted EBITD
Slide 22: Prioritizing Digital Enablement Across the Combined Company
Prioritizing Digital Enablement Across the Combined Company to Drive Improved 1 Customer Experience FELIOS Technology – Optimized Production Planning l Multi-faceted schedule maximization through inventory, labor, and machine hours optimization Operational Excellence l Efficiently shorten lead times
Slide 23: Strengthens Competitive Position Across Products and Markets
Strengthens Competitive Position Across Products and Markets 2 Increased Pro Forma End Market and Geographic Diversity Tethered to Markets with Strong Tailwinds 1 1 1 GEOGRAPHIES : VERTICAL END MARKETS : PRODUCT PLATFORMS : Linear Motion 2 Other LatAm Other 6% Manufacturing & APAC Conveyance Aerospa
Slide 24: Growth Supported with Tailwinds from Industry Megatrends
Growth Supported with Tailwinds from Industry Megatrends 2 Growth Supported by Exposure to Secular Megatrends Across the Full Portfolio Lifting Automation Labor Shortages & Automation l Broad increased global l Key enabler of productivity demand for lifting solutions and safety improvements l Height
Slide 25: Kito Crosby Enhances Consumables Offering
Kito Crosby Significantly Enhances Columbus McKinnon’s Consumables 2 Offering, Increasing the Combined Company’s Presence Down the Value Chain 1 NET SALES BY PRODUCT Global Net Sales ($M) Lifting INCREASED BREADTH OF PRODUCT PORTFOLIO Combined 100% Other Other Technology & l Provides complementary p
Slide 26: Business Combination and Scale Promote Portfolio Resilience
Business Combination and Scale Promote Portfolio Resilience 2 Lower Fixed Cost as % of Net Sales Increased Lifting Securement Net Sales (Consumables) Factory fixed cost synergiesl Approximately half of the portfolio has sub-$500 average selling prices for mission-critical applications, where safety
Slide 27: Pro Forma Platform Provides Product and Geographic Diversification
Pro Forma Platform Provides Product and Geographic Diversification, Enabling 3 Durability Through Cycles 1 1 Net Sales by Product Platform Net Sales by Region Other LatAm Linear Motion APAC 1% 3% 13% 7% Hoist PRO FORMA COMPANY PRO FORMA COMPANY North 33% Drives & America Linear Motion Controls 56% L
Slide 28: Safety-Critical, Consumable-Oriented Products Form Bedrock of Replacement Demand
Kito Crosby’s Safety-Critical, Consumable-Oriented Products Form Bedrock of 3 Non-Discretionary Replacement Demand KITO CROSBY’S NET SALES DISTRIBUTION BY ASP RANGE¹ SELECT KITO CROSBY PRODUCTS Estimated per current product portfolio Category Select Product ASP² Crosby Lifting Shackle ~$30 Shackles
Slide 29: Kito Crosby Serves Mission-Critical Scenarios
Kito Crosby Serves Mission-Critical Scenarios Where Safety and Reliability are the 3 Highest Priority Trusted in the Most Severe and Demanding Environments First Responder Rescue Spaceship Construction Power Plant Construction Firefighters and rescue workers leverage the Customers utilize Kito Crosb
Slide 30: Leveraging Regional Strengths of Each Business
Leveraging Regional Strengths and Opportunities of Each Business in the 3 Combined Company North America EMEA APAC LatAm 56% 33% 7% 3% of Sales of Sales of Sales of Sales l Strong presence across the United States l Broad Europe presence, strongest in l Limited sales offerings in key locations l CMC
Slide 31: Value Creation with Significant Synergies
Value Creation with Significant Synergies 4 Summary Of Key Synergy Areas And Corresponding Strategic Initiatives ~$80M ~$10M ~$70M Expected Annual Gross Cost Synergies Expected Annual Cost Dis-Synergies Expected Annual Net Run Rate Cost Synergies $70M Annual Net Run Rate Cost Synergies Additional Up
Slide 32: ~$70M of Annual Net Run Rate Cost Synergies
Scale and Rationalization are Expected to Drive ~$70M of Annual Net Run Rate 4 Cost Synergies Clearly Defined and Actionable Cost Synergies Expected to Result in $70M of Annual Net Run Rate Cost Savings Excludes Potential Revenue Synergy Upside Cost synergy potential Est. cost Category Commentary %
Slide 33: Cost Synergy Capture Phasing
Unlocking Value Through Carefully Choreographed Cost Synergy Capture 4 Illustrative Annual Net Run Rate Cost Synergies of ~$70M 100% 60% 20% Year 1 Year 2 Year 3 G&A and sales redundancies Continue third party spend rationalization ll Integrate processes and support activities l Third party spend ra
Slide 34: Highly Attractive Financial Profile
Highly Attractive Financial Profile That Delivers Value Creation for Shareholders 5 Divestiture + – 4 PRO FORMA FINANCIAL PROFILE ~35% 36% $978M ~$2.0B Hardware and Adjusted 1 3 Net Sales Net Sales 2 Consumables Sales Gross Margin >100% ~$70M $146M $429 Free Cash Annual Net Run Rate Cost Credit Agre
Slide 35: Embedding 80/20 Process and Lean Manufacturing to Enhance CMBS
Embedding Combined Best Practices of 80/20 Process and Lean Manufacturing 5 to Enhance CMBS Multiple Long-Term Margin Expansion Opportunities Through the Combined Strength of Both Businesses CMBS 80/20 Process and Lean Manufacturing Footprint Optimization Raving fans and priority Strategic alignment
Slide 36: Resilient, CapEx-Light Business Model
Resilient, CapEx-Light Business Model 5 Historical CapEx as % of Net Sales Commentary 1 FYE – 3/31 l Combination results in highly cash flow-generative business 2 3 CMCO CMCO PF enabling near-term focus on de-leveraging 2.7% 2.6% 2.5% l As the businesses integrate post-close, pro forma business is 2
Slide 37: De-Leveraging Remains the Primary Focus of Capital Allocation
De-Leveraging Remains the Primary Focus of CMCO’s Capital Allocation Policy, 5 Proven by Post-Acquisition Track Record 1,2 Demonstrated History of Net Leverage Ratio Reduction Following Acquisitions 3 DORNER AND GARVEY ACQUISITIONS MONTRATEC ACQUISITION CAPITAL ALLOCATION PRIORITIES (closed April 20
Slide 38: Equitizing the Balance Sheet Through CD&R Partnership
Equitizing the Balance Sheet Through CD&R Partnership 6 The Terms of CD&R's Preferred Equity Investment Create a Strong Alignment of Interests with Columbus McKinnon Key Terms Key Ownership Factors OWNERSHIP AND BOARD MEMBERSHIP: DIVIDENDS: l CD&R as-converted ownership at close is expected to be 42
Slide 39: CD&R Partnership Lends Operational Expertise
CD&R Partnership Lends Long History of Operational Expertise 6 Proposed Additions to the Board Relevant CD&R Industrials Public Investments Michael Lamach Investment Business Overview Operating Advisor, CD&R l Former Executive Chair and Chief Executive Officer of Trane Technologies Specialty wholesa
Slide 40: Long-Term Vision Backed by Proven Leadership
Long-Term Vision Backed by Proven Leadership with Deep Operational Experience 7 GREG RUSTOWICZ DAVID WILSON ROBERT DESEL YOSHIO KITO EVP Finance & President, Chief Executive Officer Chief Executive Officer President, Japan & Asia Pacific Chief Financial Officer JON ADAMS APPAL CHINTAPALLI BROCK HANC
Slide 41: Dedicated Cross Functional Integration Process
Dedicated Cross Functional Integration Process… 7 7-Member Cross-Functional Team, Led by Executive Appointed by CEO + and Supported by Functional Expertise Integration Management Synergy Capture l Integration to be focused on key decisions to enable l People, processes and assets to be integrated ac
Slide 42: Holistic Approach to Governance and Accountability
…with a Holistic Approach to Governance and Accountability 7 Board / Board Subcommittee Integration Steering Committee Lead: David Wilson | ~ 6 Headcount Integration Management Office ~ 7 Headcount + Bain Value Capture & Functional Communications & Change IT / Systems Value Capture Regional Leadersh
Slide 43: Historical Financial Overview
4 Historical Financial Overview
Slide 44: Summary Historical Results
C O NF I D E NT I A L Summary Historical Results (2024 – TTM 9/30/2025) – As Adjusted Combined = CMCO = Kito Crosby = Estimated Annual Net Run Rate Cost Synergies 2 NET SALES CREDIT AGREEMENT ADJUSTED EBITDA 1 1 FYE – 3/31, ($M) 2 FYE – 3/31, ($M) = % margin PF Adjusted 20.4% 20.1% 22.9% EBITDA of $
Slide 45: Resilient Gross Margin Profile Backed by Strategic Initiatives
Resilient Gross Margin Profile Backed by Strategic Initiatives CMCO Enhanced Gross Margins Through 80/20 Process, Commentary Shifting Focus to Tariff Mitigation FYE – 3/31 37.0% 36.5% l Strategic 80/20 process drove product line 34.8% 33.9% 33.8% 33.7% simplification and SKU rationalization, sheddin
Slide 46: Financial Policy
Financial Policy l Management and Board’s #1 priority post-transaction will be de-leveraging 1,2 l Intend to use near-term Free Cash Flow to de-leverage Leverage 1 l The Company’s stated targeted Net Leverage Ratio is ~2.0x over the long run l Continue to re-invest in business to drive growth in mar
Slide 47: Capital Structure Summary
Capital Structure Summary Pro forma capital structure provides financial flexibility with pre-payable debt to enable de-leveraging l New $1,325M Term Loan B enables prepayment without penalty (subject to a 101 soft call for the first 6 months) with 1% required principal payments annually l New $1,22
Slide 48: Liquidity
Liquidity Pro forma ($M) Sept. '25 Pro Forma Liquidity Considerations: Revolving Credit Facility $500.0 l Improved overall liquidity with capacity under $500M revolver and recently upsized availability on the AR securitization Less: Initial Revolving Credit Facility Draw 26.3 l Excess cash expected
Slide 49: Appendix
OND S) Appendix
Slide 50: Historical Financial Performance – Kito Crosby
Historical Financial Performance – Kito Crosby 1 1 1 ($M) Kito FYE 12/31/2023 Kito FYE 12/31/2024 Kito TTM 9/30/2025 Net Sales $1,111.1 $1,101.1 $1,110.7 Gross profit $378.8 $425.8 $427.0 GM% 34.1% 38.7% 38.4% Selling, distribution, and administrative expenses 251.9 255.8 272.5 Amortization of intan
Slide 51: Historical Balance Sheet and Cash Flow – Kito Crosby
Historical Balance Sheet and Cash Flow – Kito Crosby 1 1 1 ($M) Kito FYE 12/31/2023 Kito FYE 12/31/2024 Kito TTM 9/30/2025 $209.3 $178.5 $177.3 Cash Current portion of long-term debt 10.8 10.0 10.0 Long-term debt 948.8 965.1 960.1 2 $750.3 $796.6 $792.8 Net Debt 2 $959.6 $975.1 $970.1 Total Debt 89.
Slide 52: Non-GAAP Measures: CMCO Credit Agreement Adjusted EBITDA
Non-GAAP Measures: CMCO Credit Agreement Adjusted EBITDA and Credit Agreement Adjusted EBITDA Margin ($’000s) CMCO FYE 3/31/2024 CMCO FYE 3/31/2025 CMCO TTM 9/30/2025 Net income $46,625 ($5,138) $3,973 Add back (deduct): Annualize net income for acquisitions 1,331 — — Annualize synergies for acquisi
Slide 53: Non-GAAP Measures: Kito Crosby Credit Agreement Adjusted EBITDA
Non-GAAP Measures: Kito Crosby Credit Agreement Adjusted EBITDA and Credit Agreement Adjusted EBITDA Margin ($M) Kito FYE 12/31/2023 Kito FYE 12/31/2024 Kito TTM 9/30/2025 Net income (loss) ($18.2) $18.5 $41.3 Add back (deduct): Income tax expense (benefit) 7.3 26.1 24.9 Interest and debt expense 11
Slide 54: Non-GAAP Measure: Pro Forma Credit Agreement Adjusted EBITDA
Non-GAAP Measure: Credit Agreement Adjusted EBITDA & Credit Agreement Adjusted EBITDA Margin Trailing Twelve Months Ended September 30, 2025 CMCO Standalone ($’000s) (pre-Divestiture) Kito Crosby Divestiture Pro Forma Net Income (Loss) $3,973 $41,268 ($29,198) ($239,583) Addback (deduct): Income Tax
Slide 55: Non-GAAP Measure: Adjusted Gross Profit & Margin
Non-GAAP Measure: Adjusted Gross Profit & Adjusted Gross Profit Margin Trailing Twelve Months Ended September 30, 2025 CMCO Standalone Divestiture ($M) (pre-Divestiture) Kito Crosby Adjustments Pro Forma 1 Gross profit $329.3 $416.3 ($58.7) $686.9 Addback: Acquisition Integration Costs 0.1 - - 0.1 B
Slide 56: Non-GAAP Measures: CMCO Free Cash Flow and Conversion
Non-GAAP Measures: CMCO Free Cash Flow (FCF) and Free Cash Flow Conversion CMCO FYE CMCO FYE CMCO FYE CMCO TTM ($’000s) 3/31/2023 3/31/2024 3/31/2025 9/30/2025 Net cash provided by operating activities $83,636 $67,198 $45,612 $47,230 Capital expenditures (12,632) (24,813) (21,411) (17,866) Free Cash
Slide 57: Non-GAAP Measures: CMCO Net Debt and Net Leverage Ratio
Non-GAAP Measures: CMCO Net Debt and Net Leverage Ratio Trailing Twelve Months Note: Net Debt is defined in the credit agreement as Q1 FY22 Q4 FY23 Q1 FY24 Q4 FY24 ($’000s) aggregate indebtedness determined in accordance with GAAP, relating to (i) borrowing of money or the obtaining Net income $4,81
Columbus McKinnon — Debt Investor Presentation (January 2026) on 6ix