Brinker International, Inc. · NYSE:EAT
Brinker International — Investor Day (September 2026)
128 slides from Brinker International's investor day presentation, Sep 17, 2026
Slide 1: A Stronger Business, Built for Sustainable Growth
A Stronger Business, Built for Sustainable Growth Investor Day • September 17, 2026
Slide 2: Kim Sanders
Kim Sanders VP of Finance, Investor and Government Relations
Slide 3: Investor Day Agenda
Investor Day Agenda Approx. Time (CT) 8:30 am Introduction Kim Sanders VP, Finance & Investor Relations 8:35 Driving Sustainable Growth Kevin Hochman President & CEO 9:00 A Relevant, Easy & Distinct Brand Positioned to Win George Felix EVP & CMO 9:30 Q&A/Break 10:00 An Operating Model Built for Sust
Slide 4: Investor Day Presenters
I N V E S TO R DAY P R E S E N T E R S A Stronger Business, Built for Sustainable Growth Kevin Hochman George Felix Aaron White Mika Ware President & Chief Executive Officer EVP & Chief Marketing Officer EVP & Chief Operating and EVP & Chief Financial Officer People Officer Driving Sustainable A Rel
Slide 5: Led by a Best-In-Class Team
BRINKER EXECUTIVE LEADERSHIP TEAM Led by a Best-In-Class Team James Butler Chris Caldwell Doug Comings SVP, Chief Supply Chain and SVP, Chief Information SVP, Chief Operating Officer, Corporate Strategy Officer Officer Chili’s Dan Fuller Jeremy Linker Laura White SVP, Chief Legal Officer SVP, Brand
Slide 6: Safe Harbor Statement
Safe Harbor Statement During these presentations, and in response to your questions, certain items may be discussed which are not based entirely on historical facts. Any such items should be considered forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1
Slide 7: Driving Sustainable Growth
Driving Sustainable Growth Kevin Hochman President and CEO
Slide 8: Welcome!
WELCOME!! WELCOME 8
Slide 9: At a Glance
BRINKER INTERNATIONAL At a Glance F26 Brand Portfolio Financial Highlights Systemwide Sales* Adjusted Profits** FY26 GLOBAL 7% GLOBAL 3% Total Revenue $5.81B 3% 10% Adjusted EBITDA $847M 83% 94% Adjusted EPS $10.74 Restaurant operating margin 17.8% Systemwide restaurants Chili’s / Maggiano’s Little
Slide 10: Progress Since Last Investor Day June 2023
Progress Since Last Investor Day June 2023 FY23 FY26 Change Revenues $4.1B $5.8B +41% Chili’s AUVs $3.3M $5.0M +50% Restaurant Operating Margin 11.2% 17.8% +660 bps Adjusted Earnings Per Share $2.83 $10.74 +$7.91 Note: Revenues, Restaurant Operating Margin and Adjusted Earnings Per Share are consoli
Slide 11: “Comping the Comp” Year After Year
“Comping the Comp” Year After Year Chili’s Cumulative Same Store Sales Through FY26 71% 57% 47% 37% 2 Year 3 Year 4 Year 5 Year 11
Slide 12: Established Brand Strength. The Upside of a New One.
WHY CHILI’S IS WINNING NOW Established Brand Strength. The Upside of a New One. Established Brand Strength New Brand Upside Scale, trust and a stronger foundation Fresh thinking with a growth mind-set culture Broad brand awareness & footprint Next generation consumer just discovering Chili's now R.E
Slide 13: Agenda
Agenda 1. The transformed business 2. The drivers of sustained growth 3. Plan for Maggiano’s 4. What’s different in the next chapter 13
Slide 14: The Transformed Business. Built for Sustainable Growth.
The Transformed Business. Built for Sustainable Growth. Menu ✓ Simplified: Core strengthened; 29% items Four core menu items reduced ✓ Ruthless simplification & invested +$180M in Operations Simplified: labor; moved invested from #6 toin#2labor in Overall Experience ✓ Clean and well maintained: inve
Slide 15: Strong Execution Delivers Brand Perception Improvement
Strong Execution Delivers Brand Perception Improvement Competitive Set F23 Rank Metric F26 Rank Overall Experience 6 2 Quality 4 2 Value 2 1 Atmosphere 6 3 Taste & Flavor 5 2 Service 5 3 Cleanliness 5 4 4.7 Rank Average 2.4 Source: Circana CREST 15
Slide 16: Chili’s is Sustainably Taking Market Share and Growing CDR
Chili’s is Sustainably Taking Market Share and Growing CDR Chili’s 3 Yr Traffic vs. CDR Chili’s Same Store Sales vs. CDR* 20% FY23 FY24 FY25 FY26 7.0% 7.4% 25.3% 9.2% CDR 4.4% 0.5% 8.0% 2.8% GAP 260bps 690bps 1,730bps 640bps CDR -2% * CDR data source is Black Box Intelligence. CDR growth includes Ch
Slide 17: Chili's Flywheel Now Delivering Sustainable, Profitable Growth
Chili's Flywheel Now Delivering Sustainable, Profitable Growth BRAND + MARKETING O P E R AT I O N S Well positioned R.E.D. brand Best in class + powerful demand creation 1 2 guest experience brings drives traffic them back REINVEST & RETURN P R O F I TA B I L I T Y Reinvest in the business, Sustaina
Slide 18: Agenda
Agenda 1. The transformed business 2. The drivers of sustained growth 3. Plan for Maggiano’s 4. What’s different in the next chapter 18
Slide 19: Drivers of Sustainable Growth
Drivers of Sustainable Growth 1 2 3 4 MARKETING VALUE ACROSS EXPERIENCE & REMODELS & THE MENU THROUGHPUT NEW UNITS A more powerful engine Menu innovation + EDLP Continually improving Development will add a to drive traffic & to keep the story fresh, experience drives guest meaningful new layer of po
Slide 20: A R.E.D. Brand + World Class Marketing Drives Sales
DRIVER 1: MARKETING A R.E.D. Brand + World Class Marketing Drives Sales Overnight and Brand Over Time 20
Slide 21: Marketing Brings Them In, Ops Brings Them Back.
DRIVER 1: MARKETING Marketing Brings Them In, Ops Brings Them Back. Top of Mind Awareness Overall Experience 42 87 85 CDR 84 37 81 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 FY23 FY24 FY25 FY26 FY 2025 FY 2026 Source: YouGov Unaided awareness, Circana CREST®, July 2022-Mar2026 21
Slide 22: New Guests Have a Good Experience and Repeat Like Regulars
DRIVER 1: MARKETING New Guests Have a Good Experience and Repeat Like Regulars 1 3.3M 3.5M Millions of new guests try Chili’s New Guests1 each month… Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Jan-26 3.5x 2 But average 3.0x frequency stays constant as new 2.5x Avg F
Slide 23: Menu: Deliver Superior Every Day Value
DRIVER 2: VALUE ACROSS THE MENU Menu: Deliver Superior Every Day Value Exciting Roadmap of Innovation ~ 40% of Menu Items Still To Refresh 23
Slide 24: EDLP Strategy Drives Sustainable Traffic Advantage
DRIVER 2: VALUE ACROSS THE MENU EDLP Strategy Drives Sustainable Traffic Advantage Every Day Price Certainty More For the Money Barbell Offerings • Avg per person spend • Food quality and • Tiered menu items that ~$3 - 4 less than casual abundance meet all consumer needs dining competitors • Full se
Slide 25: Higher AUVs will Drive Margin Expansion
DRIVER 3: EXPERIENCE AND THROUGHPUT Higher AUVs will Drive Margin Expansion • >$6M AUV ROM: ~400 bps higher than system avg • Only 20% of estate > $6M AUV • More restaurants hitting $6M AUV threshold every month 25
Slide 26: Eliminating Bottlenecks to Accelerate Cycle Time
DRIVER 3: EXPERIENCE AND THROUGHPUT Eliminating Bottlenecks to Accelerate Cycle Time 5. Best teams build a better 2. Faster server order in-take guest experience and improved information flow to the kitchen 4. Improve the To-Go experience 1. Seat guests faster & improve peak wait 3. Speed up dine-in
Slide 27: Tech Package that Drives Speed
DRIVER 3: EXPERIENCE AND THROUGHPUT Tech Package that Drives Speed New POS & menu management Simplified reporting & New AI enabled digital routines back office system New team member handheld order tablets Best in class support & redundant tech To-Go tech package Upgraded Network & WiFi Ziosk UX upg
Slide 28: New Units is a New Layer of Meaningful Growth
DRIVER 4: REMODELS AND NEW UNITS New Units is a New Layer of Meaningful Growth We Can Count On Ramping Up Will Add +2% to +3% Growth Annually by 2029 28
Slide 29: Agenda
Agenda 1. The transformed business 2. The drivers of sustained growth 3. Plan for Maggiano’s 4. What’s different in the next chapter 29
Slide 30: Maggiano’s is Building Toward a Stronger, More Sustainable Growth Model
Maggiano’s is Building Toward a Stronger, More Sustainable Growth Model Key Priorities Strengthen Food & Value Improve Pace & Service Upgrade The Atmosphere • Expand Family Style, • Seat guests faster, • Complete refreshes to improve abundance, reduce waits, and improve improve the estate and simpli
Slide 31: Clear Plan, Right Team, Progress on Leading Indicators
We Have a Clear Plan, The Right Team, and Progress is Being Made on Leading Indicators Guest Metrics Improving Value Scores Increased Turnover Decreasing Intent to Return "Worth It" sentiment up 26% and Both turnover metrics are improving on the rise better than competitive set and better than indus
Slide 32: Agenda
Agenda 1. The transformed business 2. The drivers of sustained growth 3. Plan for Maggiano’s 4. What’s different in the next chapter 32
Slide 33: Casual Dining Is Operating From a Position of Strength
Casual Dining Is Operating From a Position of Strength DEMAND C O N S O L I D AT I O N VA LU E The Third Place Is Back The Strong Get Stronger The Value Sweet Spot Post COVID, people want affordable, Traffic consolidates to the CDR Price Gap vs. Fast Food is narrowing easy places to gather again lea
Slide 34: What Will Be Different in the Next Chapter
What Will Be Different in the Next Chapter New units add Capital allocation The focus shifts The reimage an additional stable evolves to reimages, from stabilizing program shifts growth layer beyond NROs, & returning operations to driving atmosphere from same store sales capital to throughput repair
Slide 35: Three Key Takeaways for Today
IN SUMMARY Three Key Takeaways for Today Stronger Core The turnaround has built a structurally stronger business. Sustained SSS Growth The Chili’s flywheel can continue to drive profitable same-store sales growth. Incremental Growth Layer Remodels and New Units add a meaningful additional source of
Slide 36: A Relevant, Easy & Distinct Brand Positioned to Win
A Relevant, Easy & Distinct Brand Positioned to Win George Felix EVP and Chief Marketing Officer
Slide 37: Agenda
Agenda 1. Building a R.E.D. brand 2. The drivers of sales and traffic growth 3. Confidence in sustained growth 37
Slide 38: Chili’s Flywheel Now Delivering Sustainable, Profitable Growth
Chili’s Flywheel Now Delivering Sustainable, Profitable Growth BRAND + MARKETING O P E R AT I O N S Well positioned R.E.D. brand Best in class + powerful demand creation 1 2 guest experience brings drives traffic them back REINVEST & RETURN P R O F I TA B I L I T Y Reinvest in the business, Sustaina
Slide 39: R.E.D. Brands Drive Sales Overnight and Build Brands Over Time
R.E.D. Brands Drive Sales Overnight and Build Brands Over Time Relevant Easy Distinct 39
Slide 40: Chili’s Return to Relevance
Chili’s Return to Relevance 1 Clear North Star & Brand Positioning 2 Cultural Relevance 3 Insight-Driven Advertising that is Properly Funded + + 40
Slide 41: The Strategy Worked.
The Strategy Worked. Value Perception Improved. Brand Awareness Increased. Category Sales Accelerated. 41
Slide 42: Improved Value Impression With the General Population
Improved Value Impression With the General Population Since Returning to Advertising Value Perception 27 24 22 21 18 17 16 15 14 13 10 9 8 7 6 F23 F24 F25 F26 YouGov BrandIndex | Sample c. 2,600-4,900 per brand for Total population Q. Which of the following brands do you think represents GOOD VALUE
Slide 43: Value Perception Is Even Higher For Those That Have Seen Our Advertising
Value Perception Is Even Higher For Those That Have Seen Our Advertising Value Perception Among Consumers who Recall Seeing a Brand’s Ad in the Past 2 Weeks 58 49 48 45 42 39 37 36 36 32 32 29 27 F23 F24 F25 F26 YouGov BrandIndex | Sample c. 2,600-4,900 per brand for Total population Q. Which of the
Slide 44: Awareness from Advertising Has Grown — Significant Runway Remains
While Awareness from Advertising Has Grown — Significant Runway Remains 28% 24% 23% 8 Points 21% 20% 20% 11% Chipotle Applebee’s OG BWW Chili’s Wingstop Outback +40% awareness growth since F23 — still 8 points behind the category leader Source: YouGov, A18-49, "Have you seen advertising from this br
Slide 45: Focused Menu and Marketing Investment Has Driven Significant Sales Growth
Focused Menu and Marketing Investment Has Driven Significant Sales Growth +96% Category Sales, in Millions $2,373 F23 F26 $1,213 +286% $864 +50% $602 +83% $401 $372 +35% +45% $282 $254 $224 $203 $209 $175 5 To Drive Triple Dipper Burgers Crispers Fajitas Margaritas 45
Slide 46: The Marketing Model is Proven. The Next Phase
The Marketing Model is Proven. The Next Phase: More Reasons to Visit, Expand Reach with Cultural Relevance and Attract More Guests 46
Slide 47: Agenda
Agenda 1. Building a R.E.D. brand 2. The drivers of sales and traffic growth 3. Confidence in sustained growth 47
Slide 48: Chili’s Has Three Powerful Levers to Drive Sales & Traffic
Chili’s Has Three Powerful Levers to Drive Sales & Traffic Sustained Traffic and Sales Growth 1 2 3 Industry Leading Cultural Relevance Expand Customer Value Drives Brand Trial Base Best in class social media Broader guest base, Traffic-driving price points, presence and creating growing younger aud
Slide 49: Chili’s Remains Value Leader Despite Competitor Promotions
Chili’s Remains Value Leader Despite Competitor Promotions 49
Slide 50: Chili’s Value Is Delivering Relevance & Sustained Traffic
Chili’s Value Is Delivering Relevance & Sustained Traffic Consumer Insights Chili’s is Delivering What Guests Value “Fast Food prices have gotten expensive” True Value Everyday Price Price Is More than Price Certainty “Companies are shrinking portion sizes & reducing quality” Craveable Food with Qua
Slide 51: Our Category Growth Playbook to Deliver Industry-Leading Value
Our Category Growth Playbook to Deliver Industry-Leading Value A repeatable approach to turning menu categories into growth platforms 1 2 3 Elevate the Build Drive Traffic, Offering Relevance Sales and Share Strengthen what we offer to Bring the category to life Create sustained growth better meet g
Slide 52: Meeting All Guest Needs Across the Margarita Category
Meeting All Guest Needs Across the Margarita Category Good Better Best 52
Slide 53: Marg of the Month is Growing Because it is Experiential & Fun
Marg of the Month is Growing Because it is Experiential & Fun Proven Winners in Rotation Flavor Trends Culture Swings 53
Slide 54: Chili’s is now the #1 Alcohol Share Brand in the Industry
Chili’s is now the #1 Alcohol Share Brand in the Industry Share of Total Casual Dine Beverage Alcohol Servings #1 2025 2026 5% 4% 3% 3% 3% 2% 2% 2% 2% 2% 1% 1% Chili's Competitor Competitor Competitor Competitor Competitor 1 2 3 4 5 Source: Circana, CREST®, Jul’ 2025 - Jun’2026 54
Slide 55: Menu Innovation Has Years of Runway Ahead
Menu Innovation Has Years of Runway Ahead F27 F28 Dessert New Fall Salad Guiltless Grill Steak Fajita Innovation Innovation Innovation Revamp Renovation Steak Improved cookie, Social Media-led Upgraded lettuce Aligned with modern Distinct steak Improve key ice cream, molten innovation blend, salad b
Slide 56: Each Menu Platform Plays a Distinct Growth Role
Each Menu Platform Plays a Distinct Growth Role Margarita Of The Chicken Sandwich Salad Steak Kids Menu Month Meet the Needs Check Driver & Traffic Driver Veto Vote Check Driver of Young Families Traffic Driver Every Platform. Every Role. One Goal: Sustainable Growth. 56
Slide 57: “Better than Fast Food” Brings Chili’s Value Proposition to Life
“Better than Fast Food” Brings Chili’s Value Proposition to Life 57
Slide 58: Chili’s Continues to Elevate the Largest QSR Segments
Chili’s Continues to Elevate the Largest QSR Segments QSR Segments $B $23B $20B $19B $15B Burgers Mexican Chicken Nuggets/Strips Chicken Sandwiches Source: Circana Complete Consumer, Total QSR Dollars by Segment, 12ME June 58
Slide 59: Large Fast-Food Categories Provide Significant Growth Headroom
Large Fast-Food Categories Provide Significant Growth Headroom Burgers Chicken Sandwiches +50% SALES GROWTH +132% PROJECTED SALES GROWTH $401M $602M $96M $223M F23 F26 F25-F26 F26-F27 projected 59
Slide 60: Example: Winning in Mexican QSR
Example: Winning in Mexican QSR 60
Slide 61: Chicken Crispers and Mexican Category Provide Large Whitespace Opportunities
Chicken Crispers and Mexican Category Provide Large OPTION 1 Whitespace Opportunities Large, Growing Opportunities • The Chicken Tender category is $8B+ and the Mexican category is a $20B+ category with strong demand and room to grow. A Natural Right to Play • We already play in chicken crispers and
Slide 62: Chili’s Has Three Powerful Levers to Drive Sales & Traffic
Chili’s Has Three Powerful Levers to Drive Sales & Traffic Sustained Traffic and Sales Growth 1 2 3 Industry Leading Cultural Relevance Expand Customer Value Drives Brand Trial Base Best in class social media Broader guest base, Traffic-driving price points, presence and creating growing younger aud
Slide 63: Chili’s Has Built a Repeatable Cultural-Relevance Capability
Chili’s Has Built a Repeatable Cultural-Relevance Capability Cultural Relevance Expands Reach, Creates Trial and Amplifies Sales 63
Slide 64: Cultural Relevance Converts Attention Into Sales
CASE STUDY: Cultural Relevance Converts Attention Into Sales Chili’s Lifetime Movie 90’s Marg Triple Dipper Mozz Witch Margs Marg of the Lizzo + of the Month Burger Month Club Scranton Opening + Triple Dipper Halloween Costume Gen Z Buzz Sales Jan ‘25 Feb‘25 Mar ‘25 Apr‘25 May‘25 Jun‘25 Jul ‘25 Aug
Slide 65: Triple Dipper Now Represents 16% of Total Sales
Triple Dipper Could Have Been A Viral Moment and Now Represents 16% of Total Sales $864M +23% $702M +161% +20% $224M $269M F23 F24 F25 F26 % of Total Sales 6% 7% 14% 16% Marketing Activity Kept Triple Dipper Relevant Nashville Hot Honey Chipotle Triple Dipper Mozz Burger Fried Mozz Fried Mozz Fried
Slide 66: Chili’s Social Leadership Creates Disproportionate Reach
Chili’s Social Leadership Creates Disproportionate Reach Earned TikTok Views 2,000,000,000 1,000,000,000 797,000,000 #1 439,000,000 267,000,000 in Earned TikTok Views Competitor Competitor Competitor Competitor 1 2 3 3 Source: TikTok MarketScope 66
Slide 67: Cultural Relevance Extends Chili’s Reach Into New Communities
Cultural Relevance Extends Chili’s Reach Into New Communities Reality TV Fans NASCAR Fans YouTube Golf Fans • Tapping into the popularity of shows • Multi-year partnership with Carson • Putting a Chili’s on a municipal golf like Real Housewives and The Valley Hocevar paired with the “Ride the course
Slide 68: Chili’s Has Three Powerful Levers to Drive Sales & Traffic
Chili’s Has Three Powerful Levers to Drive Sales & Traffic Sustained Traffic and Sales Growth 1 2 3 Industry Leading Cultural Relevance Expand Customer Value Drives Brand Trial Base Best in class social media Broader guest base, Traffic-driving price points, presence and creating growing younger aud
Slide 69: Chili’s Is Broadening Its Reach Across Generations
Chili’s Is Broadening Its Reach Across Generations Core Reach Younger Reach TV + Streaming Social + Culture 69
Slide 70: Winning with Younger Guests While Also Growing the Core
Over 2 Years, Chili’s is Winning with Younger Guests While Also Growing the Core 239M Total Guests 199M Total Guests 58M (24%) +15M Guests Gen Z 43M (21%) (18-29) 71M (30%) +11M Millennials 60M (30%) Guests (30-44) Gen X 62M (26%) 54M (27%) (45-60) +14M Guests Boomers 42M (21%) 48M (20%) (61-79) F24
Slide 71: Agenda
Agenda 1. Building a R.E.D. brand 2. The drivers of sales and traffic growth 3. Confidence in sustained growth 71
Slide 72: Chili’s Has Significant Runway to Continue Taking Share
Chili’s Has Significant Runway to Continue Taking Share A large market increasingly consolidating around the strongest brands creates significant runway for continued share gains. Casual-Dining Market A Clear Path to More Share $116B Market size Large market Rising share Meaningful headroom ~5% Shar
Slide 73: Five Numbers Demonstrate the Strength and Runway of Growth Engine
Five Numbers Demonstrate the Strength and Runway of Chili’s Growth Engine 5 to Drive sales increased from $1.2B to $2.4B 2x Triple Dipper sales rose from $224M to $864M ~4x TikTok views lead the industry ~2B Total guests increase from 199M to 239M +40M Menu items still to be upgraded 40% 73
Slide 74: A Proven Marketing Model Gives Chili’s Multiple Paths to Sustained Growth
IN SUMMARY A Proven Marketing Model Gives Chili’s Multiple Paths to Sustained Growth Disciplined Execution The turnaround was built on disciplined execution – not luck. Proven Marketing Model Our marketing engine is driving repeatable demand with strong traffic and brand uplift. Multiple Paths to Gr
Slide 75: Executive Team – Q&A
I N V E S TO R DAY Executive Team – Q&A Kevin Hochman George Felix Aaron White President & Chief Executive EVP & Chief Marketing EVP & Chief Operating and Officer Officer People Officer Mika Ware James Butler Chris Caldwell EVP & Chief Financial SVP, Chief Supply Chain and SVP, Chief Information Off
Slide 76: An Operating Model Built for Sustainable Growth
An Operating Model Built for Sustainable Growth Aaron White EVP and Chief Operating and People Officer
Slide 77: Chili’s Flywheel Now Delivering Sustainable, Profitable Growth
Chili’s Flywheel Now Delivering Sustainable, Profitable Growth BRAND + MARKETING O P E R AT I O N S Well positioned R.E.D. brand Best in class + powerful demand creation 1 2 guest experience brings drives traffic them back REINVEST & RETURN P R O F I TA B I L I T Y Reinvest in the business, Sustaina
Slide 78: Agenda
Agenda 1. Casual dining fundamentals: Progress since 2023 2. Improving the operating model for sustainable growth 78
Slide 79: We Rebuilt the Operating Foundation by Focusing on the Fundamentals
We Rebuilt the Operating Foundation by Focusing on the Fundamentals Team Members Food & Beverage Service Atmosphere Better teams build a Focused menu Stronger hospitality Cleaner, better- better guest experience innovation drives sales brings guests back maintained restaurants and relevance improve
Slide 80: Stronger Teams Are Delivering a Better Guest Experience
Stronger Teams Are Delivering a Better Guest Experience Clean Scores Guests With A Problem Google Scores 74.1 4.1 4.2 64.1 3.9 2.0 FY2023 FY2026 FY2023 FY2026 FY2023 FY2026 80
Slide 81: The Rebuilt Model Is Already Demonstrating It Can Handle More Volume
The Rebuilt Model Is Already Demonstrating It Can Handle More Volume Why the Model Can Handle Guests per Restaurant / Week More Volume 5,200 Fewer menu items and SKUs 4,200 More labor in critical positions 3,400 Improved kitchen display systems Stronger, more experienced teams 15% of the sys
Slide 82: A Better Operating Model Has Built Stronger, More Experienced Teams
A Better Operating Model Has Built Stronger, More Experienced Teams Making The Job Easier, Simplification, Better Training, and More Fun & More Rewarding Investment are Improving Results Manager Turnover – 12 Month Rolling Hourly Turnover – 12 Month Rolling 24% 145% 20% 84% FY2023 FY2026 FY2023 FY20
Slide 83: Chili’s Is Now Entering Our Next Phase of Operating Improvements
Chili’s Is Now Entering Our Next Phase of Operating Improvements The Next Phase is Removing the Remaining Bottlenecks that will Convert Stronger Operations into Sustained Traffic, AUV and Earnings Growth 83
Slide 84: Agenda
Agenda 1. Casual dining fundamentals: Progress since 2023 2. Improving the operating model for sustainable growth 84
Slide 85: Eliminating Bottlenecks to Accelerate Cycle Time
EXPERIENCE AND THROUGHPUT Eliminating Bottlenecks to Accelerate Cycle Time 5. Best teams build a better 2. Faster server order in-take guest experience and improved information flow to the kitchen 4. Improve the To-Go experience 1. Seat guests faster & improve peak wait 3. Speed up dine-in time thro
Slide 86: 1. Faster Guest Seating – Serve More Guests at Peak
DRIVE EXPERIENCE & CYCLE TIME IMPROVEMENTS 1. Faster Guest Seating – Serve More Guests at Peak Seat Guests Faster How We Will Measure Success Simplify wait-list process, leverage Guests per Restaurant / Week technology to reduce front-door friction Set the tone with host greeting 5,200 Manager
Slide 87: 2. Simplify Ordering – Easier Jobs + More Efficient Service
DRIVE EXPERIENCE & CYCLE TIME IMPROVEMENTS 2. Simplify Ordering – Easier Jobs + More Efficient Service Team Member Handhelds How We Will Measure Success Make it easier for the team member to Server Retention First 90 Days ring orders 85% Reduce team member turnover 80% Deepen team member menu
Slide 88: 3. Better Kitchen Execution – Faster Ticket Times + More Capacity
DRIVE EXPERIENCE & CYCLE TIME IMPROVEMENTS 3. Better Kitchen Execution – Faster Ticket Times + More Capacity Strengthen Dining-Room & Kitchen Execution How We Will Measure Success Investment to optimize kitchen equipment % of System at Ticket Time Goal Upgrade kitchen display systems Improve d
Slide 89: 4. Better To-Go – Fewer Guest Problems + More Repeat Visits
DRIVE EXPERIENCE & CYCLE TIME IMPROVEMENTS 4. Better To-Go – Fewer Guest Problems + More Repeat Visits Improve the To-Go Experience How We Will Measure Success ● Web & App re-design to improve order To-Go GWAP% and payment ● Improved quote time calculator Down 10% ● Simplify pick-up experience ● Dep
Slide 90: 5. Best Teams – More Consistent Execution Across the System
DRIVE EXPERIENCE & CYCLE TIME IMPROVEMENTS 5. Best Teams – More Consistent Execution Across the System Ruthlessly Simplify Best Teams: Developing & Building an Manager Work Retaining Top Talent Ownership Culture 90
Slide 91: A Stronger Operating Model Is Creating More Runway for Growth
IN SUMMARY A Stronger Operating Model Is Creating More Runway for Growth Rebuilt the Operating Foundation Focus on fundamentals re-established the core for success. Stronger Execution Better teams are driving sharper, more consistent delivery. Increasing Throughput Less friction across the system wi
Slide 92: Positioned for Sustained Growth
Positioned for Sustained Growth Mika Ware EVP and Chief Financial Officer
Slide 93: Agenda
Agenda 1. A stronger financial model 2. Capital allocation and asset strategy 3. Brinker outlook: next three years 93
Slide 94: Chili’s Flywheel Now Delivering Sustainable, Profitable Growth
Chili’s Flywheel Now Delivering Sustainable, Profitable Growth BRAND + MARKETING O P E R AT I O N S Well positioned R.E.D. brand Best in class + powerful demand creation 1 2 guest experience brings drives traffic them back REINVEST & RETURN P R O F I TA B I L I T Y Reinvest in the business, Sustaina
Slide 95: Brinker Has Outperformed Every Commitment—and Reset the Financial Model
Brinker Didn’t Just Deliver a Turnaround Brinker Has Outperformed Every Commitment—and Reset the Financial Model. 95
Slide 96: Financial Results Ahead of Expectations
THE SCORECARD Financial Results Ahead of Expectations 2023 Investor Day Commitments vs. FY26 Results Metric 2023 Investor Day Targets FY26 Results vs. Target Revenue Growth 3-5% 12% CAGR Adjusted EBITDA Growth 5-8% 35% CAGR Adjusted EPS Growth 13-17% 56% CAGR Debt/EBITDA* <2X 0.4X Metric FY23 Result
Slide 97: Revenue and AUV Growth Have Materially Strengthened the Model
Revenue and AUV Growth Have Materially Strengthened the Model Brinker Revenues Chili’s AUVs $ in Billions $ in Millions 12% 15% CAGR CAGR $5.8B $5.0M $5.4B $4.5M $4.4B $4.1B $3.6M $3.3M F23 F24 F25 F26 F23 F24 F25 F26 97
Slide 98: Higher AUVs Have Rebuilt Margin
Higher AUVs Have Rebuilt Margin Brinker Restaurant Operating Margin Expansion +660 bps 17.5% 17.8% $5M AUV 13.3% 11.2% F23 F24 F25 F26 98
Slide 99: Free Cash Flow and Leverage Are Now Major Strengths
Free Cash Flow and Leverage Are Now Major Strengths Free Cash Flow Leverage $ in Millions Lease adjusted (6x) $558M 3.7x $414M 2.9x $223M 1.6x 1.4x $71M F23 F24 F25 F26 F23 F24 F25 F26 99
Slide 100: Agenda
Agenda 1. A stronger financial model 2. Capital allocation and asset strategy 3. Brinker outlook: next three years 100
Slide 101: Brinker is Entering a New Era of Growth
Brinker is Entering a New Era of Growth With a Stronger Balance Sheet and Sustained Same-Store Sales Momentum, Brinker is Now Adding a New-Unit Growth Lever While Returning Excess Capital to Shareholders. 101
Slide 102: Our Capital Allocation Priorities Are Balanced
Our Capital Allocation Priorities Are Balanced PRIORITY 1 1 Invest for growth PRIORITY 2 2 Maintain a strong balance sheet PRIORITY 3 3 Return excess cash to shareholders 102
Slide 103: Why Restart Unit Growth?
PRIORITY 1 Why Restart Unit Growth? Strong Demand & Great Economics Expected Capital & Returns White Space Opportunity AUVs Investment per restaurant +$5M $5-6M Restaurant Operating Margins Cash on Cash return +18% ~18-20% 103
Slide 104: Analytics Guide a Disciplined Approach to Growth
PRIORITY 1 Analytics Guide a Disciplined Approach to Growth Market Attractiveness Trade Area/ Site Score Average sales potential Which corner Position is best? Population growth Casual dining saturation Visibility How easy to see? Food-away-from-home spend Access How easy to get to? Cost to build Re
Slide 105: Multiple Strategies to Grow
PRIORITY 1 Multiple Strategies to Grow Four Pathways to Build the New-Unit Pipeline High Potential Small Town • Focus on high-opportunity, high-appeal DMAs • Smaller, but established metros where Chili’s is absent • Typically larger development projects • Locations may be more isolated from existing
Slide 106: Ramping to 30 Units Per Year by F29
PRIORITY 1 Ramping to 30 Units Per Year by F29 Priority Geographies / Market Types 300+ trade areas identified Underpenetrated for potential sites – regions 10-years of growth Fill-in mature metros 2-3% brand sales growth from new units Disciplined site selection High opportunity and appeal Quality
Slide 107: Ready to Build, Open, and Run New Restaurants at Scale
PRIORITY 1 Ready to Build, Open, and Run New Restaurants at Scale Build Open Run At Scale Design Real Estate Operations Supply Chain New prototype Pipeline growth pace Opening teams staffed; Vendor capacity validated complete — elevated, supports opening proven training model for openings fun atmosp
Slide 108: Chili’s Has the Fundamentals To Sustain Profitable Unit Growth
PRIORITY 1 – IN SUMMARY Chili’s Has the Fundamentals To Sustain Profitable Unit Growth 300+ ~18-20% Ready DEMAND RUNWAY CASH-ON-CASH RETURNS ORGANIZATION PREPARED Demand and whitespace support New-unit returns expected to exceed Operations, talent and infrastructure significant expansion investment
Slide 109: Reimages Will Keep Chili’s Relevant
PRIORITY 1 Reimages Will Keep Chili’s Relevant Reimage Program Ramps to ~10% of Fleet Annually by F28+… Reimages Per Year ~110 60-80 11 FY26 FY27 FY28 % of Base ~1% ~7% ~10% Capex $42M $66M 109
Slide 110: Reimage – Early Results
PRIORITY 1 Reimage – Early Results 16 restaurants reimaged to date Impact and efficiency initial focus ~$600k average spend initial target Sales lift ~3-5% expected results above brand Positive Guest Feedback From both guests and team members 110
Slide 111: A Strong Balance Sheet Preserves Flexibility to Invest and Return Capital
PRIORITY 2 A Strong Balance Sheet Preserves Flexibility to Invest and Return Capital Debt Reduction Leverage Targets Liquidity / Financial Flexibility Net Debt Lease Adjusted (6x) Total Liquidity $ in Millions $907M 3.7x $700M* 1.4x <2.0x $335M * After calling bond and using the revolver in July F23
Slide 112: Excess Cash Will Be Returned to Shareholders
PRIORITY 3 Excess Cash Will Be Returned to Shareholders A disciplined, repeatable return of capital to shareholders Annual Target Consistent annual pace Repurchase 3–5% of outstanding shares every year, ~3–5% steadily lowering the share count over time. Funded by strong free cash flow Buybacks are s
Slide 113: Agenda
Agenda 1. A stronger financial model 2. Capital allocation and asset strategy 3. Brinker outlook: next three years 113
Slide 114: Next Phase of Earnings Growth Powered by Sustained Revenue Growth
Brinker’s Next Phase of Earnings Growth Will Be Powered by Sustained Revenue Growth 1 2 Sustained Same-Store New Unit Growth Sales Growth • Maintain value proposition • Ramping to 30 restaurants • Continued focus on annually improving execution • Incremental 2-3% unit • Keep Chili’s relevant growth
Slide 115: How We Will Measure Success: Three-Year Targets to 2029
How We Will Measure Success: Three-Year Targets to 2029 Five Key Financial Metrics That Drive Long-Term Shareholder Value Revenue Adjusted EPS Unit Growth Share Leverage Growth Growth Ramp Repurchases Ramping to 3-5% 4-6% Double-digit% <2.0x 2-3% annually of outstanding annually annually lease-adjus
Slide 116: The Turnaround has Built a Stronger Platform for Sustained Growth
IN SUMMARY The Turnaround has Built a Stronger Platform for Sustained Growth Stronger Financial Model Higher AUVs, margins and cash flow have materially strengthened the business. Disciplined Capital Allocation Invest for growth, maintain balance-sheet strength and return excess cash. Multiple Growt
Slide 117: Executive Team – Q&A
I N V E S TO R DAY Executive Team – Q&A Kevin Hochman George Felix Aaron White President & Chief Executive EVP & Chief Marketing EVP & Chief Operating and Officer Officer People Officer Mika Ware James Butler Chris Caldwell EVP & Chief Financial SVP, Chief Supply Chain and SVP, Chief Information Off
Slide 118: Feedback on Today’s Event
Feedback on Today’s Event Thank you for joining us for our 2026 Investor Day. We hope you found it informative. Your feedback is important to us, so we would appreciate it if you could fill out a quick survey - it should take only 2-3 minutes. The answers are all anonymous. 118
Slide 119: Three Key Takeaways for Today
IN SUMMARY Three Key Takeaways for Today Stronger Core The turnaround has built a structurally stronger business. Sustained SSS Growth The Chili’s flywheel can continue to drive profitable same-store sales growth. Incremental Growth Layer Remodels and New Units add a meaningful additional source of
Slide 120: A Stronger Business, Built for Sustainable Growth
A Stronger Business, Built for Sustainable Growth Investor Day • September 17, 2026
Slide 121: Appendix: Non-GAAP Reconciliations
Appendix Non-GAAP Reconciliations
Slide 122: Use of Non-GAAP Financial Measures
Use of Non-GAAP Financial Measures Brinker management uses certain non-GAAP measures in analyzing operating performance and believes that the presentation of these measures in this release provides investors with information that is beneficial to gaining an understanding of the Company’s financial r
Slide 123: Adjusted EBITDA – Brinker
Adjusted EBITDA – Brinker $ in millions FY 26 FY 25 FY 24 FY 23 Net income, GAAP $487.0 $383.1 $155.3 $102.6 Provision (benefit) for income taxes 93.9 76.9 9.6 (11.8) Other income, net (1.5) (1.1) (0.3) (1.3) Interest expenses 40.5 53.1 65.0 54.9 Depreciation and amortization 218.7 206.6 170.8 168.5
Slide 124: Adjusted EPS – Brinker
Adjusted EPS – Brinker $ in millions except per share amounts FY 26 EPS FY 26 FY 25 EPS FY 25 FY 24 EPS FY 24 FY 23 EPS FY 23 Net income, GAAP $487.0 $10.87 $383.1 $8.32 $155.3 $3.40 $102.6 $2.28 Special items - Other (gains) and charges 8.6 0.19 41.8 0.91 43.2 0.95 32.7 0.73 Special items – Depreci
Slide 125: Restaurant Operating Margin – Brinker and Chili’s
Restaurant Operating Margin – Brinker and Chili’s $ in millions, except percentages Chili’s Brinker FY 26 FY 25 FY 24 FY 23 FY 26 FY 25 FY 24 FY 23 Operating income, GAAP $792.6 $644.0 $329.0 $221.9 $619.9 $512.0 $229.6 $144.4 Operating income as a % of Total revenues 14.8% 13.2% 8.4% 6.1% 10.7% 9.5
Slide 126: Free Cash Flow – Brinker
Free Cash Flow – Brinker $ in millions FY 26 FY 25 FY 24 FY 23 Net cash provided by operating activities $789.4 $679.0 $421.9 $256.3 Payments for property and equipment (231.9) (265.3) (198.9) (184.9) Free Cash Flow, non-GAAP $557.5 $413.7 $223.0 $71.4 126
Slide 127: Net Debt – Brinker
Net Debt – Brinker $ in millions FY 26 FY 25 FY 24 FY 23 Total long-term debt, less unamortized debt issuance costs $444.8 $443.6 $800.4 $922.4 Cash and cash equivalents (110.0) (18.9) (64.6) (15.1) Net Debt, non-GAAP $334.8 424.7 $735.8 $907.3 127
Slide 128: Lease Adjusted Leverage – Brinker
Lease Adjusted Leverage – Brinker $ in millions, except ratios FY 26 FY 25 FY 24 FY 23 Net debt $334.8 $424.7 $735.8 $907.3 Plus: Letters of credit 34.1 5.8 5.8 5.8 6x Operating lease cost 1,142.4 1,103.4 1,095.0 1,086.0 Lease adjusted debt $1,511.3 $1,533.9 $1,836.6 $1,999.1 Net income, GAAP $487.0
Brinker International — Investor Day (September 2026) on 6ix