Columbus Mckinnon Corporation · NASDAQ:CMCO

Columbus Mckinnon — Debt Investor Presentation (January 2026)

57 slides from Columbus Mckinnon's debt investor presentation, January 2026

  1. Slide 1: Lender Presentation

    Lender Presentation January 2026

  2. Slide 2: Disclaimer

    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

  3. Slide 3: Executive Summary

    OND T Executive Summary

  4. Slide 4: Executive Summary

    Executive Summary  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  For the TTM period ended 9/30/2025, the Compan

  5. Slide 5: Sources & Uses and Capitalization

    Sources & Uses and 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 Crosby purch

  6. Slide 6: Company Overview

    OND 2 Company Overview

  7. 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 TTM PRODUCT MIX2 • Leading global lifting and automation company providing professional-grade solutions for solving customers’ critical material handling requirements Linear Motion 10% • Enhancing strategic position

  8. Slide 8: Intelligent Motion 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  Leading global position in lifting  Develops and manufactures complex  Design and develop

  9. 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 September 2015 January 2017 April 2021 December 2021 May 2023 February 2025 Acquisition of STAHL Acquisition of Dorner for Acquisition of Magnetek, CraneSystems from $485M advances Intelligen

  10. Slide 10: Unlocking CMCO's Potential

    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

  11. Slide 11: The Divestiture Overview

    CONFIDENTIAL The Divestiture Overview GEOGRAPHIC PERIMETER DETAIL KEY STATISTICS1 Perimeter TTM 9/30/2025 TTM 9/30/2025 Net Sales Adjusted EBITDA $135.3M $49.6M DIVESTITURE PRODUCT LINE OVERVIEW2 THE DIVESTITURE PERIMETER Electric / Air Budgit Manufacturing Lodestar JLC EC Shopstar Prostar ~100K Foo

  12. 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 PRODUCT MIX5 • Leader in “below-the-hook” Lifting & Securement Consumables, which are relatively low cost products and components for critical safety functions and require frequent Technology & Specialty Lifting & Securement replac

  13. 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

  14. Slide 14: Exposure to Attractive, Growing End Markets

    …with Exposure to Attractive, Growing End Markets OVERVIEW OF END MARKET EXPOSURE1 2024E – 2029E CAGR Other2 Infrastructure 4 – 5% Energy & Utilities Significant government investment in revitalization Market Growth Infrastructure Manufacturing 5 – 6% Corporates leading re-shoring initiatives, suppo

  15. Slide 15: A 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 Net Sales1 Price (“ASP”) Shackles Lifting Shackle: Lifting & Securement ~$30 54% Consumables Manual Chain Lever Chain Hoists: “Below-the-hook” Hoists ~$50

  16. 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  13 of 14 regulatory and financial filings approved and U.S. HSR filing product portfolio, enhanced operational cap

  17. Slide 17: Highly Compelling Combination for All Stakeholders

    Highly Compelling Combination for All Stakeholders + – Divestiture Holistic Provider of Intelligent Motion Solutions in Materials Handling ~$2.0B ~35% ~$70M 22% >100% Pro Forma Free Cash Net Sales of Sales from Est. Annual Net Run Pro Forma Adjusted Consumables Flow Conversion in Rate Cost Synergies

  18. Slide 18: Key Credit Highlights

    OND 3 Key Credit Highlights

  19. Slide 19: Key Credit Highlights

    Key Credit Highlights 1 Materially increases scale  Transforms business risk profile by leveraging scale for enhanced stability and growth, laying a strong foundation for operational excellence and strategic investments  Scale enables investment in digital capabilities, enhancing customer experien

  20. Slide 20: Enhances Scale Delivering Commercial and Operational Excellence

    1 Enhances Scale Delivering Commercial and Operational Excellence 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

  21. Slide 21: Creates Scaled Platform with Leading EBITDA Margins

    1 Creates Scaled Platform with Leading EBITDA Margins = CMCO = Kito Crosby = Motion Control Peers = Legacy Peers TTM 9/30/2025 Net Sales $5,872 $5,344 $4,544 $4,864 $3,258 $3,914 1 $1,723 $1,953 $2,160 $978 $1,111 $843 2 6 Prior to Acquisition Pro Forma and Divestiture TTM 9/30/2025 Adjusted EBITDA

  22. Slide 22: Prioritizing Digital Enablement to Drive Improved Customer Experience

    Prioritizing Digital Enablement Across the Combined Company to Drive Improved 1 Customer Experience FELIOS Technology – Optimized Production Planning Operational Excellence  Multi-faceted schedule maximization through inventory, labor, and machine hours optimization  Efficiently shorten lead times

  23. Slide 23: Strengthens Competitive Position Across Products and Markets

    2 Strengthens Competitive Position Across Products and Markets Increased Pro Forma End Market and Geographic Diversity Tethered to Markets with Strong Tailwinds VERTICAL END MARKETS1: GEOGRAPHIES1: PRODUCT PLATFORMS1: Linear Motion Other 2 LatAm Other Manufacturing & APAC Conveyance 6% Aerospace & 1

  24. Slide 24: Growth Supported with Tailwinds from Industry Megatrends

    2 Growth Supported with Tailwinds from Industry Megatrends Growth Supported by Exposure to Secular Megatrends Across the Full Portfolio Lifting Automation Labor Shortages & Automation  Broad increased global  Key enabler of productivity demand for lifting solutions and safety improvements  Height

  25. 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 NET SALES BY PRODUCT1 Global Net Sales ($M) Lifting INCREASED BREADTH OF PRODUCT PORTFOLIO Combined 100% Other Other Linear Motion Technology & Technology &

  26. Slide 26: Business Combination and Scale Promote Portfolio Resilience

    2 Business Combination and Scale Promote Portfolio Resilience Lower Fixed Cost as % of Net Sales Increased Lifting Securement Net Sales (Consumables) Factory fixed cost synergies  Approximately half of the portfolio has sub-$500 average selling  Footprint optimization enables savings on facility c

  27. Slide 27: Product and Geographic Diversification Enabling Durability Through Cycles

    Pro Forma Platform Provides Product and Geographic Diversification, Enabling 3 Durability Through Cycles Net Sales by Product Platform1 Net Sales by Region1 Other LatAm Linear Motion 1% APAC 3% 13% 7% Hoist PRO FORMA COMPANY PRO FORMA COMPANY 33% North Drives & America Controls Linear Motion 56% Oth

  28. 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 <$100 Shackles Crosby Lifting Shackle

  29. 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 Situation Firefighters and rescue workers leverage the Customers utilize

  30. Slide 30: Leveraging Regional Strengths of Each Business in the Combined Company

    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  Strong presence across the United States  Broad Europe presence, strongest in  Limited sales offerings in key locations  CMC

  31. Slide 31: Value Creation with Significant Synergies

    4 Value Creation with Significant Synergies Summary Of Key Synergy Areas And Corresponding Strategic Initiatives ~$80M ~$10M ~$70M OVERVIEW Expected Annual Gross Cost Synergies Expected Annual Cost Dis-Synergies Expected Annual Net Run Rate Cost Synergies $70M Annual Net Run Rate Cost Synergies Addi

  32. Slide 32: Scale and Rationalization Expected to Drive ~$70M of 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 %

  33. Slide 33: Carefully Choreographed Cost Synergy Capture

    4 Unlocking Value Through Carefully Choreographed Cost Synergy Capture 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  Integrate processes and support activities  Third party spend

  34. Slide 34: Highly Attractive Financial Profile That Delivers Value Creation

    5 Highly Attractive Financial Profile That Delivers Value Creation for Shareholders + – Divestiture PRO FORMA FINANCIAL PROFILE4 $978M ~$2.0B ~35% 36% Hardware and Adjusted Net Sales1 Net Sales3 Consumables Sales Gross Margin2 $146M ~$70M >100% Credit Agreement Adjusted $429 Annual Net Run Rate Cost

  35. 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 Product Line accoun

  36. Slide 36: Resilient, CapEx-Light Business Model

    5 Resilient, CapEx-Light Business Model Historical CapEx as % of Net Sales Commentary FYE1 – 3/31  Combination results in highly cash flow-generative business CMCO 2 CMCO PF 3 enabling near-term focus on de-leveraging 2.7% 2.6% 2.5% 2.3%  As the businesses integrate post-close, pro forma business

  37. Slide 37: De-Leveraging Remains the Primary Focus of Capital Allocation Policy

    De-Leveraging Remains the Primary Focus of CMCO’s Capital Allocation Policy, 5 Proven by Post-Acquisition Track Record Demonstrated History of Net Leverage Ratio1,2 Reduction Following Acquisitions CAPITAL ALLOCATION PRIORITIES DORNER AND GARVEY ACQUISITIONS3 MONTRATEC ACQUISITION (closed April 2021

  38. Slide 38: Equitizing the Balance Sheet Through CD&R Partnership

    6 Equitizing the Balance Sheet Through CD&R Partnership 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:  CD&R as-converted ownership at close is expected to be 42

  39. Slide 39: CD&R Partnership Lends Long History of Operational Expertise

    6 CD&R Partnership Lends Long History of Operational Expertise Proposed Additions to the Board Relevant CD&R Industrials Public Investments Michael Lamach Operating Advisor, CD&R Investment Business Overview  Former Executive Chair and Chief Executive Officer of Trane Technologies  Serves on the b

  40. Slide 40: Long-Term Vision Backed by Proven Leadership

    7 Long-Term Vision Backed by Proven Leadership with Deep Operational Experience 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

  41. Slide 41: Dedicated Cross Functional Integration Process

    7 Dedicated Cross Functional Integration Process… 7-Member Cross-Functional Team, Led by Executive Appointed by CEO and Supported by Functional Expertise + Integration Management Synergy Capture  Integration to be focused on key decisions to enable  People, processes and assets to be integrated ac

  42. Slide 42: Holistic Approach to Governance and Accountability

    7 …with a Holistic Approach to Governance and Accountability 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

  43. Slide 43: Historical Financial Overview

    4 Historical Financial Overview

  44. Slide 44: Summary Historical Results (2024 – TTM 9/30/2025) – As Adjusted Combined

    CONFIDENTIAL Summary Historical Results (2024 – TTM 9/30/2025) – As Adjusted Combined = CMCO = Kito Crosby = Estimated Annual Net Run Rate Cost Synergies NET SALES CREDIT AGREEMENT ADJUSTED EBITDA2 FYE1 – 3/31, ($M) FYE1 – 3/31, ($M) = % margin2 20.4% 20.1% 22.9% PF Adjusted EBITDA of $429M includes

  45. 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 36.5% 37.0%  Strategic 80/20 process drove product line 34.8% 33.9% 33.8% 33.7% simplification and SKU rationalization, sheddin

  46. Slide 46: Financial Policy

    Financial Policy  Management and Board’s #1 priority post-transaction will be de-leveraging Leverage  Intend to use near-term Free Cash Flow1,2 to de-leverage  The Company’s stated targeted Net Leverage Ratio1 is ~2.0x over the long run Capital  Continue to re-invest in business to drive growth

  47. Slide 47: Capital Structure Summary

    Capital Structure Summary Pro forma capital structure provides financial flexibility with pre-payable debt to enable de-leveraging  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  New $1,22

  48. Slide 48: Liquidity

    Liquidity Pro forma ($M) Sept. '25 Pro Forma Liquidity Considerations: Revolving Credit Facility $500.0  Improved overall liquidity with capacity under $500M revolver and Less: Initial Revolving Credit Facility Draw 26.3 recently upsized availability on the AR securitization  Excess cash expected

  49. Slide 49: Appendix

    OND 2 Appendix

  50. Slide 50: Historical Financial Performance – Kito Crosby

    Historical Financial Performance – Kito Crosby ($M) Kito FYE 12/31/20231 Kito FYE 12/31/20241 Kito TTM 9/30/20251 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 in

  51. Slide 51: Historical Balance Sheet and Cash Flow – Kito Crosby

    Historical Balance Sheet and Cash Flow – Kito Crosby ($M) Kito FYE 12/31/20231 Kito FYE 12/31/20241 Kito TTM 9/30/20251 Cash $209.3 $178.5 $177.3 Current portion of long-term debt 10.8 10.0 10.0 Long-term debt 948.8 965.1 960.1 Net Debt2 $750.3 $796.6 $792.8 Total Debt2 $959.6 $975.1 $970.1 Cash Flo

  52. Slide 52: Non-GAAP Measures: CMCO Credit Agreement Adjusted EBITDA and Margin

    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

  53. Slide 53: Non-GAAP Measures: Kito Crosby Credit Agreement Adjusted EBITDA and Margin

    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

  54. Slide 54: Non-GAAP Measure: Credit Agreement Adjusted EBITDA & Margin

    Non-GAAP Measure: Credit Agreement Adjusted EBITDA & Credit Agreement Adjusted EBITDA Margin Trailing Twelve Months Ended September 30, 2025 CMCO Standalone Pro Forma and ($’000s) (pre-Divestiture) Kito Crosby Divestiture Other Adjustments Pro Forma Net Income (Loss) $3,973 $41,268 $29,198 (314,022)

  55. Slide 55: Non-GAAP Measure: Adjusted Gross Profit & Adjusted Gross Profit Margin

    Non-GAAP Measure: Adjusted Gross Profit & Adjusted Gross Profit Margin Trailing Twelve Months Ended September 30, 2025 CMCO Standalone Divestiture Purchase Accounting ($M) (pre-Divestiture) Kito Crosby Adjustments Adjustments Pro Forma Gross profit $329.3 $416.31 ($58.7) ($97.7) $589.2 Addback: Acqu

  56. Slide 56: Non-GAAP Measures: CMCO Free Cash Flow and Free Cash Flow 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

  57. 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 ($’000s) Q1 FY22 Q4 FY23 Q1 FY24 Q4 FY24 Note: References to Net Debt herein refer to clause (i) of the definition of Consolidated Total Leverage Ratio in the Net income $4,812 $48,429 $49,313 $46,625 New Senior Secured C

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