Slide 1: Tapestry
tapestry COACH | kate spade ll {
Slide 2: Forward-looking statements
This presentation contains certain “forward -looking statements” based on management’s current expectations. Forward -looking stat ements include, but are not limited to, the statements under “Financial Outlook,” statements regarding long -term performance, statements regarding the Company’s capital
Slide 3: Purpose: Stretch What's Possible
Purpose Stretch What’s Possible [breaking boundaries] [continuous innovation] Purpose 3
Slide 4: Values
Values DEDICATED TO THE HOLD TO HIGH EMBRACE DIFFERENCE BREAK THROUGH STAND TALLER DREAM STANDARDS BY DESIGN WITH MAGIC & LOGIC TOGETHER Built by go -getters who saw From how we source, to how The kind of ingenuity that Art and science. Design and At Tapestry, we create the unseen needs and took we
Slide 5: Vision
Vision Give more people the power to bring their own style and story into the world. STRETCH speaks to how tensions challenge and pull us in new directions. These tensions compel us to look beyond ourselves and embrace new perspectives, experiences and ideas. WHAT’S POSSIBLE refers to what happens w
Slide 6: Tapestry at a glance
$8B ~1,300 ~50 ~20,600 NET SALES DIRECTLY COUNTRIES EMPLOYEES OPERATED STORES Figures as of FY26. 6
Slide 7: Our Amplify Growth Strategies
Our Amplify Growth Strategies Deliver Build Fuel Fashion COMPELLING Ignite the EMOTIONAL INNOVATION EXPERIENCES POWER OF OUR CONNECTIONS & Product to Drive Global PEOPLE With Consumers EXCELLENCE Growth GROW IN KEY MARKETS FUTURE - PROOF DRIVE NEW LEAD WITH OF NORTH AMERICA, OUR GROWTH CUSTOMER LEAT
Slide 8: Our Competitive Advantages
Our Competitive Advantages CONSUMER - ATTRACTIVE GLOBAL, AGILE ICONIC LED & DATA - TALENTED & TAM & CORE FLEXIBLE SUPPLY BRANDS DRIVEN PROVEN TEAM CATEGORIES DTC MODEL CHAIN CAPABILITIES 8
Slide 9: Iconic Brands
Iconic Brands v ue} 8 Q n o wy e a NEW YORK
Slide 10: Attractive TAM
Attractive TAM FY26 ADDRESSABLE POPULATION WE BRING 8.3B GLOBAL POPULATION Expressive & Uplifting 2.0B GLOBAL ADDRESSABLE POPULATION Luxury to Very Large 278M POINT OF MARKET ENTRY (AGED 18 -27) Audiences Note: Total addressable population sourced from Euromonitor and reflects 18 –64-year-old qualif
Slide 11: Attractive Core Categories
Attractive Core Categories GLOBAL PREMIUM MARKET $B Handbags, SLGs & FTW FOOTWEAR BAGS/SLGS 5% CAGR 92 99 103 30 102 105 31 28 30 78 78 71 74 74 27 65 68 61 26 23 55 57 25 24 52 25 50 23 24 46 48 47 22 40 43 20 37 38 22 24 33 34 35 24 21 20 74 23 71 73 72 23 65 23 23 52 55 22 22 23 46 49 51 22 40 42
Slide 12: Global, Flexible DTC Model
Global, Flexible DTC Model Other Greater Footwear 8% China 6% 17% Digital 31% Europe 7% Category Other Geography North Channel Accessories Stores Handbags America 28% Asia 56% 58% 63% 11% Wholesale & Other Rest of 13% World 2% ▪ Attractive and high -margin categories ▪ Growing and increasingly young
Slide 13: Consumer-led & Data-driven Capabilities
Consumer-led & Data-driven Capabilities Embedding Consumer Insights, Data, and AI ACROSS THE VALUE CHAIN ASSORTMENT CUSTOMER DESIGN PRICING OPERATIONS MARKETING PLANNING EXPERIENCE 13
Slide 14: Agile Supply Chain
Agile Supply Chain Consistently Delivering Craftsmanship at Scale Best-in-class Global Diversified Agility Technology Talent & Strategic Scale Footprint & Speed & AI Relationships Global sourcing, Regional supplier Flexible operations Adopting Deep supply chain manufacturing, and logistics that adap
Slide 15: Talented & Proven Team
Talented & Proven Team Joanne Scott Todd Eva Sandeep Crevoiserat Roe Kahn Erdmann Seth CHIEF EXECUTIVE CHIEF FINANCIAL OFFICER CHIEF EXECUTIVE OFFICER & CHIEF EXECUTIVE OFFICER & CHIEF GROWTH OFFICER & OFFICER & CHIEF OPERATING OFFICER BRAND PRESIDENT, COACH BRAND PRESIDENT, KATE SPADE PRESIDENT, TA
Slide 16: Our Investment Thesis is Compelling
Our Investment Thesis is Compelling Differentiated company with scaled competitive advantages and strong momentum in an attractive category Proven strategies and consistent execution to drive durable, organic growth Powerful brands and data-driven, direct -to-consumer business model that combines pr
Slide 17: Results Overview & Financial Outlook
Results Overview & Financial Outlook
Slide 18: FY26 Full Year Highlights
FY26 Full Year Highlights Achieved Tapestry Investor Day revenue, operating margin, and EPS targets two years ahead of plan DELIVERED ANNUAL REVENUE OF DROVE GLOBAL SALES (1) GROWTH OF ACQUIRED APPROXIMATELY $8.0 billion 17% 11.0 million WITH DOUBLE -DIGIT GROWTH IN NORTH VERSUS PRIOR YEAR, LED BY N
Slide 19: Revenue Trends by Geography: Q4 & FY26
Revenue Trends by Geography: Q4 & FY26 Japan FY26: -7% VS. LY Europe Q4: -4% VS. LY FY26: +23% VS. LY Q4: +19% VS. LY Sales declined, as North America expected, driven by an FY26: +15% VS. LY Growth driven by intentional pullback in Q4: +7% VS. LY increased local promotions consumer spend, which Rev
Slide 20: CEO quote on fourth quarter outperformance
“Our fourth quarter outperformance capped a year of strong growth , as we meaningfully exceeded expectations and achieved key financial commitments we established at our Investor Day two years ahead of plan . Our success is by design , demonstrating the power of our Amplify strategy. Through intenti
Slide 21: P&L Overview by Brand: FY26 Full Year
P&L Overview by Brand: FY26 Full Year TAPESTRY COACH KATE SPADE $7.99B $6.91B $1.07B PRO FORMA NET SALES 1 +17% vs. LY +23% vs. LY (11)% vs. LY $6.12B $5.45B $677M GROSS PROFIT 76.6% margin 78.8% margin 63.0% margin $4.26B $2.97B $704M SG&A EXPENSES 53.3% of sales 42.9% of sales 65.5% of sales $1.87
Slide 22: P&L Overview by Brand: FY26 Q4
P&L Overview by Brand: FY26 Q4 TAPESTRY COACH KATE SPADE $1.88B $1.64B $235M PRO FORMA NET SALES 1 +11% vs. LY +14% vs. LY (7)% vs. LY $1.47B $1.31B $153M GROSS PROFIT 78.1% margin 79.9% margin 65.2% margin $1.10B $766M $182M SG&A EXPENSES 58.8% of sales 46.7% of sales 77.4% of sales $362M $546M $(2
Slide 23: Coach Highlights: FY26 Q4
Coach Highlights: FY26 Q4 Delivered another strong quarter with constant currency revenue growth of 14% and increasing profitability; strength continued across key geographies, including North America up 10%, Greater China rising 30%, and Europe increasing 25% Acquired over 2 million new customers g
Slide 24: Kate Spade Highlights: FY26 Q4
Kate Spade Highlights: FY26 Q4 Advanced a deliberate, phased strategy to streamline the business, solidify the foundation, and position the brand to scale long -term Built brand desirability through full -funnel marketing, with higher Gen Z consideration in the U.S. Brand Health Tracker and the firs
Slide 25: Fiscal 2027 Outlook
Fiscal 2027 Outlook FY27 GUIDANCE FY27 Q1 GUIDANCE REVENUE $8.4 to $8.5 billion n/a Mid-single -digit growth on a nominal and constant currency basis, PRO FORMA REVENUE GROWTH 1 High -single -digits on both a nominal and constant currency basis FX is expected to be a 40 -basis point tailwind Coach:
Slide 26: Capital Allocation Priorities
Capital Allocation Priorities Focused on Driving Growth, Profitability, and Shareholder Value CASH FLOW GENERATION & BALANCE SHEET FOUNDATIONAL COMMITMENTS FLEXIBILITY FOR VALUE CREATION 01 REINVEST IN 02 RETURN 03 SHARE 04 STRATEGIC BRANDS CAPITAL VIA REPURCHASE PORTFOLIO & BUSINESS DIVIDEND PROGRA
Slide 27: Committed to Creating Value for Shareholders
Committed to Creating Value for Shareholders SHARE REPURCHASES ▪ Bought back $1.35 billion in common stock in Fiscal 2026, repurchasing Expects to return approximately 11.5 million shares at an average share price of $3.4 billion approximately $118 to shareholders ▪ Expects to buy back $1.35 billion
Slide 28: Overview by Brand
Overview by Brand
Slide 29: Coach
Slide 30: Courage to Be Real
COACH’S BRAND PURPOSE IS TO INSPIRE PEOPLE TO EXPRESS THEIR MANY SELVES AND HAVE THE COURAGE TO BE REAL . THIS PURPOSE IS GROUNDED IN CURRENT CONSUMER TRUTHS —THE MANY POSSIBILITIES OF SELF AND THE CHANGING NATURE OF “REAL.” WITH EVERY PRODUCT AND EXPERIENCE COACH CREATES, WE AIM TO INSPIRE OUR CONS
Slide 31: Coach at a glance
$6.9B ~970 ~45 ~14,600 DIRECTLY NET SALES OPERATED STORES COUNTRIES EMPLOYEES As of FY26. 31
Slide 32: Coach Revenue Breakdown
Coach Revenue Breakdown Other Wholesale Greater & Other Footwear 7% China 13% 6% 20% Europe Accessories 29% Category 7% Geography Channel Handbags 58% Other Asia North 11% America 61% Direct to Consumer Rest of 87% World 1% As of FY26. 32
Slide 33: Coach Growth Strategies
Coach Growth Strategies CREATE EMOTIONAL LEAD WITH INNOVATE CONNECTIONS INNOVATION THAT OMNICHANNEL THROUGH BRAND ENCOURAGES EXPERIENCES BUILDING SELF - EXPRESSION 33
Slide 34: Kate Spade
kate spade Sal NEW YORK ; ee _aidecaacan
Slide 35: Kate Spade brand purpose
S I N C E 1 9 9 3 , W E ’ V E B E L I E V E D T H AT S T Y L E I S A L A N G U A G E O F O P T I M I S M , A N D O U R P U R P O S E I S T O S PA R K J O Y T H AT S P R E A D S . T O D A Y, T H A T P U R P O S E I S S H A P E D B Y A C O N S U M E R S E E K I N G C O N N E C T I O N , B E L O N G I
Slide 36: Kate Spade at a glance
$1.1B ~325 ~30 ~3,900 NET SALES DIRECTLY COUNTRIES EMPLOYEES OPERATED STORES As of FY26. 36
Slide 37: Kate Spade Revenue Breakdown
Kate Spade Revenue Breakdown Greater Europe China Wholesale 5% Other Other 3% & Other 18% Asia 18% 11% Footwear Rest of 5% World Handbags Category 55% 4% Geography Channel North America Accessories 77% 22% Direct to Consumer 82% As of FY26. 37
Slide 38: Kate Spade Growth Strategies
Kate Spade Growth Strategies FUEL BRAND MAXIMIZE HEAT & DRIVE BUILD HANDBAG OMNICHANNEL CUSTOMER BLOCKBUSTERS COHESIVENESS ACQUISITION 38
Slide 39: Corporate Responsibility
Corporate Responsibility
Slide 40: Ambition: Make Every Beautiful Choice a Responsible Choice
The Fabric of Change CREATE PRODUCTS UPLIFT OUR SUSTAIN POWER OF WITH CARE COMMUNITIES THE PLANET OUR PEOPLE Ambition: To Make Every Beautiful Choice a Responsible Choice 40
Slide 41: Appendix
Appendix
Slide 42: Non-GAAP and constant currency measures
Management utilizes non-GAAP and constant currency measures to conduct and evaluate its business during its regular review of operating results for the periods affected and to make decisions about Company resources and performance. The Company believes presenting these non-GAAP measures, which exclu
Slide 43: Selected Financial Results: Year
Selected Financial Results (unaudited) For the Year Ended June 27, 2026 and June 28, 2025 Year Ended in USD millions, except per share data, unaudited Constant Currency % June 27, 2026 June 28, 2025 % Change Change Net sales 8,004.2 7,010.7 14% 13% Pro Forma Net sales1 7,989.6 6,795.6 18% 17% Gross
Slide 44: Selected Financial Results: Quarter
Selected Financial Results (unaudited) For the Quarter Ended June 27, 2026 and June 28, 2025 Quarter Ended in USD millions, except per share data, unaudited Constant Currency % June 27, 2026 June 28, 2025 % Change Change Net sales 1,876.6 1,723.2 9% 8% Pro Forma Net sales1 1,876.6 1,677.7 12% 11% Gr
Slide 45: Detail to Net Sales: Year
Detail to Net Sales For the Year Ended June 27, 2026 and June 28, 2025 Year Ended in millions, unaudited Constant Currency % June 27, 2026 June 28, 2025 % Change Change Coach $6,914.7 $5,598.5 24% 23% Kate Spade 1,074.9 1,197.1 (10)% (11)% Stuart Weitzman 14.6 215.1 (93)% (93)% Total Tapestry 8,004.
Slide 46: Detail to Net Sales: Quarter
Detail to Net Sales For the Quarter Ended June 27, 2026 and June 28, 2025 Quarter Ended in millions, unaudited Constant Currency % June 27, 2026 June 28, 2025 % Change Change Coach $1,641.5 $1,425.1 15% 14% Kate Spade 235.1 252.6 (7)% (7)% Stuart Weitzman — 45.5 NM NM Total Tapestry 1,876.6 1,723.2
Slide 47: GAAP to Non-GAAP Reconciliation: Year Ended June 27, 2026
Consolidated Segment Data and GAAP to Non-GAAP Reconciliation For the Year Ended June 27, 2026 DISTRIBUTION NETWORK GAAP BASIS ACQUISITION AND ORGANIZATIONAL IEEPA TARIFF REFUND OPTIMIZATION COSTS NON-GAAP BASIS in millions, except per share data; unaudited (AS REPORTED) DIVESTITURE COSTS (*) EFFICI
Slide 48: GAAP to Non-GAAP Reconciliation: Year Ended June 28, 2025
Consolidated Segment Data and GAAP to Non-GAAP Reconciliation For the Year Ended June 28, 2025 GAAP BASIS ACQUISITION AND ORGANIZATIONAL NON-GAAP BASIS in millions, except per share data; unaudited (AS REPORTED) DIVESTITURE COSTS (*) EFFICIENCY COSTS (**) IMPAIRMENT (***) (EXCLUDING ITEMS) Coach $4,
Slide 49: GAAP to Non-GAAP Reconciliation: Quarter Ended June 27, 2026
Consolidated Segment Data and GAAP to Non-GAAP Reconciliation For the Quarter Ended June 27, 2026 GAAP BASIS ORGANIZATIONAL DISTRIBUTION NETWORK NON-GAAP BASIS in millions, except per share data; unaudited (AS REPORTED) EFFICIENCY COSTS (*) IEEPA TARIFF REFUND (**) OPTIMIZATION COSTS (***) (EXCLUDIN
Slide 50: GAAP to Non-GAAP Reconciliation: Quarter Ended June 28, 2025
Consolidated Segment Data and GAAP to Non-GAAP Reconciliation For the Quarter Ended June 28, 2025 GAAP BASIS ACQUISITION AND ORGANIZATIONAL IMPAIRMENT NON-GAAP BASIS in millions, except per share data; unaudited (AS REPORTED) DIVESTITURE COSTS (*) EFFICIENCY COSTS (**) (***) (EXCLUDING ITEMS) Coach
Slide 51: Adjusted Free Cash Flow Reconciliation: Year
Adjusted Free Cash Flow GAAP to Non -GAAP Reconciliation For the Year Ended June 27, 2026 and June 28, 2025 Year Ended in millions, unaudited June 27, 2026 June 28, 2025 Net cash provided by (used in) operating activities (GAAP) $1,978.5 $1,216.6 Purchases of property and equipment (166.0) (122.7) I
Slide 52: Adjusted Free Cash Flow Reconciliation: Quarter
Adjusted Free Cash Flow GAAP to Non -GAAP Reconciliation For the Quarter Ended June 27, 2026 and June 28, 2025 Quarter Ended in millions, unaudited June 27, 2026 June 28, 2025 Net cash provided by (used in) operating activities (GAAP) $522.2 $446.8 Purchases of property and equipment (53.2) (35.3) I
Slide 53: © 2026 Tapestry, Inc.
tapestry COACH | kate spade ll {