Slide 1: Free The Eagle
Free The Eagle The Urgent Need for Leadership Change at Harley-Davidson Prepared by H Partners Management, LLC April 2025
Slide 2: Disclaimer
Disclaimer The materials contained herein (the “Materials”) represent the opinions of H Partners Management, LLC and the other participant in its proxy solicitation (collectively, “H Partners,” or “we”) and are based on publicly available information with respect to Harley-Davidson, Inc. (“Harley-Da
Slide 3: Table of Contents
Table of Contents Introduction Page 4 Stock Underperformance Page 14 Weak Execution and Financial Results Page 17 Additional Red Flags Page 31 Poor Governance Page 45 Solution Page 58 Appendix Page 67 3
Slide 4: Introduction
Z S SS ah Ste #33 FREE THE EAGLE RENEW HARLEY <a) V \ Introduction
Slide 5: H Partners, a Long-Term Investor, Believes Change Is Urgently Needed at Harley-Davidson
H Partners, a Long-Term Investor, Believes Change Is Urgently Needed at Harley-Davidson • Our History with Harley-Davidson: • Met the Company for the first time in 2014 • Invested in the Company in 2020, and have been a top shareholder ever since • H Partners intends to advocate that shareholders vo
Slide 6: An Overview of Harley-Davidson
An Overview of Harley-Davidson Harley is an iconic American motorcycle manufacturer with a history that extends over a century. The Company’s business operates with three segments: 2024 Revenue by Segment and Product Line Harley-Davidson • Segment includes the sale of motorcycles, $26 LiveWire ($m)
Slide 7: Harley-Davidson’s Unique Attributes: An Iconic Brand
Harley-Davidson’s Unique Attributes: An Iconic Brand Brand holds high intangible value, attracts a loyal customer base, and commands a premium. • Harley-Davidson’s brand is supported by 122 years of authentic history in motorcycling Harley-Davidson ranks among the world’s most reputable • William Ha
Slide 8: Harley-Davidson’s Unique Attributes: Exclusive Dealer Network
Harley-Davidson’s Unique Attributes: Exclusive Dealer Network Harley's dedicated dealer network provides a major selling advantage. • H-D is the only motorcycle company with a large, exclusive network of dealers • Over 1,200 locations across the globe • Almost all exclusively sell Harley-branded mot
Slide 9: Harley-Davidson’s Unique Attributes: Exclusive Dealer Network
Harley-Davidson’s Unique Attributes: Exclusive Dealer Network Dealers Invest Directly in the Brand Dealerships Build the Intangible Value of the Brand • The dealer network does not show up on the • Dealerships are community hubs Company's balance sheet, but represents one of Harley's greatest assets
Slide 10: Consumer Interest in Motorcycling and Harley-Davidson Is Stable
Consumer Interest in Motorcycling and Harley-Davidson Is Stable… Today, the total number of motorcycles and the total number of Harley-Davidson motorcycles registered in the U.S. is stable and near all-time highs. Total Motorcycles Registered in the U.S. Total Harley Motorcycles Registered in the U.
Slide 11: However, Harley-Davidson Shareholders Have Suffered Due to Weak Execution
…However, Harley-Davidson Shareholders Have Suffered Due to Weak Execution Stock Underperformance × Harley-Davidson has underperformed both the S&P 400 Mid Cap and S&P 400 Consumer Discretionary indices by ~80% over the course of CEO Jochen Zeitz's tenure × More than $2 billion of equity value has b
Slide 12: Why We Are Running a Withhold Campaign
Why We Are Running a Withhold Campaign Poor performance and lack of accountability – particularly over the last year – have driven home the need for immediate and substantial change. February 2020 2022-2024 Jochen Zeitz named Harley CEO H Partners attempts to work and Chairman collaboratively within
Slide 13: Why We Are Running a Withhold Campaign (cont.)
Why We Are Running a Withhold Campaign (cont.) Poor performance and lack of accountability – particularly over the last year – have driven home the need for immediate and substantial change. September 2024 April 5, 2025 Presiding Director Linebarger After Board fails to meaningfully informs H Partne
Slide 14: Stock Underperformance
rat F3s Stock Underperformance
Slide 15: Harley-Davidson Has Significantly Underperformed Relevant Benchmarks Over All Key Periods
Harley-Davidson Has Significantly Underperformed Relevant Benchmarks Over All Key Periods • Harley-Davidson has significantly underperformed its preferred benchmarks, the S&P 400 Mid Cap Index and the S&P 400 Consumer Discretionary Index: • "The Company has chosen to use the Standard & Poor’s (S&P)
Slide 16: As the Only Pure-Play American Motorcycle Manufacturer, H-D is Not Comparable to Powersports Peers
As the Only Pure-Play American Motorcycle Manufacturer with a Captive Finance Arm, H-D is Not Comparable to Powersports, Boat, and Motorhome Manufacturers • We find it curious that the Company recently compared its total shareholder return to "motorcycle and powersports" companies, because the Compa
Slide 17: Weak Execution and Financial Results
Weak Execution and Financial Results
Slide 18: Mr. Zeitz’s Hardwire Strategic Plan, Built on Six Pillars
Mr. Zeitz’s Hardwire Strategic Plan, Built on Six Pillars and Rooted in Desirability, Was Plausible on Paper, but Execution is Everything… H-D HD Profit Focus Selective Growth Lead in Integrated Inclusive Expansion & Beyond Electric Customer Stakeholder Redefinition Bikes Experience Management Desir
Slide 19: Sadly, the Execution of the Hardwire Strategy Has Gone Haywire
...Sadly, the Execution of the Hardwire Strategy Has Gone Haywire Pillar Company Initiative Current Status • Dealer inventory levels are now higher than before Mr. Zeitz was appointed Desirability • Reduce dealer inventory levels to support used bike values CEO and used bike pricing has declined • I
Slide 20: Dealers Have Been Flooded With Inventory and Desirability Has Been Damaged
Contrary to the Hardwire Strategy, Dealers Have Been Flooded With Inventory and the Desirability of Harley’s Products Has Been Damaged “ We are committed to desirability as a framework for our operations and our business and are tracking our progress with a comprehensive dashboard. This will include
Slide 21: Shipments of the Company’s Core Products Have Declined Over the Past Five Years
Shipments of the Company’s Core Products Have Declined Over the Past Five Years Despite significant investments, cruiser, touring, and trike sales have fallen by more than 20% over the past five years. Harley-Davidson: Cruiser, Touring & Trike Shipments 180,000 167,070 160,000 Profit Focus -21% 140,
Slide 22: Selective Expansion Products Have Failed To Take Hold
Selective Expansion Products Have Failed To Take Hold • “To build momentum” in Adventure Touring and Harley’s entry-level product category, Sport, the Company launched three new products in 2021 and 2022 o We believe the impact of the failed adventure touring and entry-level product launches was exa
Slide 23: Key Company Initiatives to Grow Non-Motorcycle Sales Have Been Abandoned
Key Company Initiatives to Grow Non-Motorcycle Sales Have Been Abandoned Company Initiative Status Examples of Zeitz's Bar & Shield Collection • In 2022, Harley hired a new SVP Apparel and Licensing and a Hired New • Three years later, both senior new Creative Director with hires are no longer with
Slide 24: Harley’s Electric Motorcycle Business Has Run Out of Power
Harley’s Electric Motorcycle Business Has Run Out of Power • LiveWire’s sales have declined over the past three years and have fallen well short of the Company’s provided targets o Over the past six years, LiveWire has burned more than half a billion of cash on an initiative that does not appear to
Slide 25: Company Initiatives to Improve the Dealer Network Have Failed
Company Initiatives to Improve the Dealer Network Have Failed and Dealer Sentiment is Near a Decade-Long Low Company Initiatives Outcome Invested significant resources aimed at improving More than half of Harley-Davidson dealerships in the network's overall profitability the U.S. lost money in 2024
Slide 26: All Key Stakeholder Groups Have Been Harmed Except CEO Jochen Zeitz
Over the Course of the Hardwire Strategy, All Key Stakeholder Groups Have Been Harmed Except For One: CEO Jochen Zeitz Impact Summary • Shareholders have experienced $2 billion of equity value destruction under Zeitz’s leadership Shareholders • Harley-Davidson’s shares have underperformed the S&P 40
Slide 27: Mr. Zeitz is Missing Each of His Latest Hardwire Financial Targets
Mr. Zeitz is Missing Each of His Latest Hardwire Financial Targets Company’s 2025 Guidance Presented Presented The Hardwire will target growth that is on May 2022(c) on Feb 2025(d) Shortfall focused and profitable across the businesses. Our targets will be achievable… HD MotorCo Revenue(a) $5,687 $4
Slide 28: Losing Credibility with Analysts: Earnings Estimates Have Fallen by More Than 50%
Losing Credibility with Analysts: Earnings Estimates Have Fallen by More Than 50% Bloomberg Consensus 2025 Net Income $900 $800 $700 $ in millions $600 $500 $400 $300 Source: Bloomberg. 28
Slide 29: Harley-Davidson’s Valuation Multiple Has Fallen by More Than 30%
Harley-Davidson’s Valuation Multiple Has Fallen by More Than 30% Over Mr. Zeitz’s Tenure As earnings estimates have declined, it seems clear that investors have lost faith in Zeitz, and the Company's trading multiple has fallen to near its lowest level in a decade. Harley-Davidson Price / NTM Earnin
Slide 30: Poor Execution of the Hardwire Strategy Has Led to Its Collapse
We Believe Poor Execution of the Hardwire Strategy Has Led to Its Collapse Desirability 30
Slide 31: Additional Red Flags
N Z, SURF case THE eacie AWW Additional Red Flags
Slide 32: Mr. Zeitz’s Tenure Has Been Littered with Red Flags
Mr. Zeitz’s Tenure Has Been Littered with Red Flags Failure to Deliver on Absentee CEO Commitments Significant Senior Leadership Failure to Adhere to Strategic Turnover Principles Earnings Destruction Poor Capital Allocation Declining and Disappearing Closure of Headquarters Key Metrics 32
Slide 33: Absentee CEO: Where in the World is Jochen Zeitz?
Absentee CEO: Where in the World is Jochen Zeitz? While H-D’s historical headquarters are in Milwaukee, Wisconsin, and its primary manufacturing facilities are in Wisconsin and Pennsylvania, it seems that Mr. Zeitz has been ‘overseeing’ the Company from New Mexico, the United Kingdom, and Kenya. Sou
Slide 34: Significant Senior Leadership Turnover
Significant Senior Leadership Turnover Of the six senior leaders who presented at the Company’s Investor Day in May 2022, five of the six have either already left the Company or announced their intention to leave their role. Senior Leader in May 2022 Current Status CEO/President/CMO Intends to Retir
Slide 35: Under Mr. Zeitz’s Leadership, Harley’s Results Have Declined Across Key Metrics
Under Mr. Zeitz’s Leadership, Harley’s Results Have Declined Across Key Metrics Harley-Davidson’s retail sales, motorcycle revenue, motorcycle operating income, motorcycle operating income margin, LiveWire operating income, and financial services operating income have all declined in relation to whe
Slide 36: Profit per Bike Has Experienced a Double-Digit Decline Under Mr. Zeitz’s Leadership
Profit per Bike Has Experienced a Double-Digit Decline Under Mr. Zeitz’s Leadership... CEO Zeitz has touted Harley’s improving profit per bike as key evidence that the Hardwire strategic plan was a success – however, 2024 profit per bike is now 17% lower than before Zeitz took over. • Furthermore, w
Slide 37: Mr. Zeitz Abruptly Stopped Reporting the Metric as it Declined
...And Mr. Zeitz Abruptly Stopped Reporting the Metric as it Declined Profit per Bike $4,000 $3,673 $3,496 $3,500 Q2 2024: Harley Stops Reporting Profit per Bike $3,000 $2,550 $2,500 $2,239 $2,000 $1,866 $1,500 $1,000 $500 $0 2019 2021 2022 2023 2024 Source: Company SEC filings. Note: Calculated as
Slide 38: Harley Has Consistently Lowered or Missed Earnings Targets
Harley Has Consistently Lowered or Missed Earnings Targets Over the past eight quarters, Harley-Davidson has either lowered or missed its full year earnings targets five times. Period Guidance Cut or Miss? Commentary Q1 2023 -- Reaffirmed FY ‘23 guidance Reduced FY ‘23 guidance for: Motorcycle reven
Slide 39: Failure to Adhere to Hardwire Principles Led to the Failure of the Largest Product Launch in Decades
It Seems That Failure to Adhere to the Principles of the Hardwire Strategy Led to the Failure of the Largest Product Launch in Decades • In the months leading up to the launch of Harley’s new touring motorcycles in March 2024, the Company flooded the dealer network with model year 2023 motorcycles •
Slide 40: Mr. Zeitz Almost Exclusively Blames External Factors
Instead of Openly Discussing Execution Missteps, Mr. Zeitz Almost Exclusively Blames External Factors CEO Zeitz has never once acknowledged the botched product launch in 2024 that we believe was caused by his failure to adhere to his principles of "desirability.“ We have the right foundation, but we
Slide 41: The Company No Longer Has a Viable Entry-Level Product
The Company No Longer Has a Viable Entry-Level Product • For 65 years, the Sportster served as Harley's entry-level product o Starting price point just under $10,000 o Prior to Zeitz's arrival, the product accounted for ~20% of Harley's annual shipments • Harley started to phase out the main Sportst
Slide 42: Capital Allocation: LiveWire Burned Over Half a Billion Dollars
Capital Allocation: LiveWire Burned Over Half a Billion Dollars of Shareholders' Money • Harley’s electric vehicle program – first internal, and then spun out through a SPAC into an independent public LiveWire Operating Losses during Zeitz's Tenure entity in 2021 – was a particular area of emphasis
Slide 43: Harley's Iconic Milwaukee Home Has Been Shuttered
Harley's Iconic Milwaukee Home Has Been Shuttered Harley’s headquarters at Juneau Ave used to be a key destination for community and moto culture… Harley-Davidson Headquarters: Pre-Zeitz Harley-Davidson Headquarters: Post-Zeitz ...until Mr. Zeitz hired an architect called "the billionaire whisperer"
Slide 44: The Company Continues to Misrepresent the Results of the Hardwire Strategy
The Company Continues to Misrepresent the Results of the Hardwire Strategy On April 21, 2025, the Company issued a brochure to shareholders that touted their progress with data points that we believe are misleading and irrelevant. Company Statement Reality "Returned highest profit category, U.S. Tou
Slide 45: Poor Governance
fog it FREE THE EAG/ ‘RENEW HARLEy V/ V iS Poor Governance
Slide 46: We Believe Harley Has Numerous Poor Governance Features
We Believe Harley Has Numerous Poor Governance Features Three longest-tenured directors have overlapped on Board for 17 years The Board has failed to hold management accountable for weak execution and financial results Directors have put own self-interest ahead of the Company Long-tenured directors
Slide 47: Three Longest-Tenured Directors Have Overlapped for 17 Years
Three Longest-Tenured Directors Have Overlapped for 17 Years Long overlap with CEO Zeitz raises questions about Mr. Linebarger and Ms. Levinson’s independence and their ability to hold each other accountable. Sara Levinson Jochen Zeitz “ Thomas Linebarger Increased familiarity between the board and
Slide 48: Linebarger's and Zeitz's Actions Around CEO Succession Process Raise Questions
Mr. Linebarger's and Mr. Zeitz's Actions Around Harley-Davidson's CEO Succession Process Raise Questions September 2024 March 2025 Mr. Linebarger informs H Partners’ The Harley-Davidson Board is founder of his "personal promise" to unable to reach a consensus on September 2024 CEO Zeitz to delay the
Slide 49: Presiding Director Linebarger's Personal Promise to CEO Zeitz to Delay the CEO Search
Presiding Director Linebarger's "Personal Promise" to CEO Zeitz to Delay the CEO Search • In September 2024 – after CEO Zeitz informed H Partners' founder that he planned to step down as CEO – Presiding Director Tom Linebarger informed H Partners' founder that Mr. Linebarger had made a personal prom
Slide 50: Mr. Linebarger Has Overseen Significant Underperformance During His 17 Years
Mr. Linebarger Has Overseen Significant Underperformance During His 17 Years on the Harley-Davidson Board We acknowledge that Mr. Linebarger created shareholder value as a senior executive at Cummins, but Harley- Davidson has underperformed by 402% over his tenure as a director and $6.3 billion of s
Slide 51: Linebarger and Zeitz Are on the Same Team
Linebarger and Zeitz Are on the Same Team... CEO and Chairman Presiding Director Jochen Zeitz Thomas Linebarger “ You can vote against all the other directors except Tom.1 “ – Jochen Zeitz, CEO Harley-Davidson 1Jochen Zeitz to H Partners, December 2021. 51
Slide 52: Is Presiding Director Linebarger Also an Operating Executive?
Is Presiding Director Linebarger Also an Operating Executive? “ ... Mr. Dourdeville and H Partners continued to support a long- term commitment from Presiding Director Linebarger to continue leading the Company’s transformation.* “ - Harley-Davidson 8-K filing, April 2025 *It's also worth noting tha
Slide 53: Stale Directors Have Overseen Significant Underperformance
Stale Directors Have Overseen Significant Underperformance Mr. Zeitz, Mr. Linebarger, and Ms. Levinson have overseen underperformance by an average of -518%(a) over their board tenures. Total Shareholder Return During Respective Tenures Periods Ending April 8, 2025 Jochen Zeitz Thomas Linebarger Sar
Slide 54: Outgoing CEO and Directors With Value Destruction Record Should Not Make Critical Decisions
We Do Not Believe an Outgoing CEO and Directors With a Track Record of Value Destruction Should Be Making Critical Long-Term Decisions We question whether key decisions impacting the Company’s future should be made by a lame duck CEO and Presiding Director who will not have long-term accountability
Slide 55: CEO Zeitz’s Compensation Package: Heads I Win, Tails I Win
CEO Zeitz’s Compensation Package: “Heads I Win, Tails I Win” CEO Zeitz’s 5-Year Compensation $60 $1.8 $53.1 $10.3 $1.0 $50 $30.0 $40 $30 $20 $10.0 $10 $0 Base Salary RSU Annual Bonus Signing Bonus Add'l Perks Total Despite missing nearly every single metric in his Hardwire Plan, CEO Zeitz has been p
Slide 56: Guaranteed Compensation for Me, But Not for My Team
Mr. Zeitz's Version of Inclusive Stakeholder Management: Guaranteed Compensation for Me, But Not for My Team Zeitz's compensation was calculated differently than the rest of Harley-Davidson’s executive team… we question if this asymmetrical pay system contributed to high turnover. Jochen Zeitz Other
Slide 57: Additional Weak Governance Features
Additional Weak Governance Features We believe the governance failures we previously cited are compounded by other shortcomings that are widely regarded as worst-in-class practices: the combined CEO & Chairman role and limitations on shareholder influence. Combined Limited Shareholder CEO/Chairman R
Slide 58: Solution
“G5 REE THE EAG] = RENEW HARLEY IN Solution
Slide 59: Help Reconstitute the Board: Vote Withhold on Zeitz, Linebarger, and Levinson
Help Reconstitute the Board: Vote Withhold on Zeitz, Linebarger, and Levinson The current, obstructionist Board has overseen significant value destruction. Our Withhold Campaign Serves Three Purposes • Seeks to compel resignation of CEO Zeitz as a director for destroying shareholder value • Seeks to
Slide 60: Send a Message to the Board
Send a Message to the Board The current, obstructionist Board has overseen significant value destruction. CEO and Chairman Presiding Director Director Sara Levinson Jochen Zeitz Thomas Linebarger 60
Slide 61: Past Examples of Orderly CEO Succession and Value Creation
Past Examples of Orderly CEO Succession and Value Creation Case Study: H Partners’ Role at Six Flags Case Study: H Partners’ Entertainment Corporation ("Six Flags") Role at Tempur Sealy • In 2010, H Partners collaborated with independent Six Flags • In 2015, H Partners won a historic and landslide w
Slide 62: Suggested Attributes for the Next CEO of Harley-Davidson
Suggested Attributes for the Next CEO of Harley-Davidson 9 Track record of execution and financial success 9 Ability to build and develop a strong team 9 Experience in relevant industry; ability to hit the ground running 9 Former public company CEO 9 Understanding and respect for Harley's unique bra
Slide 63: Potential Action Plan for the Next CEO to Consider
Potential Action Plan for the Next CEO to Consider General 9 Rebuild credibility with all stakeholders by delivering on commitments 9 Relaunch the Company’s new touring and cruising products 9 Evaluate LiveWire 9 Develop and bring to market a viable entry-level motorcycle Focus: Brand / Culture 9 Re
Slide 64: If Harley Can Recapture Its Former Success, Potential Shareholder Return Is Significant
If Harley Can Recapture Its Former Success, We Believe the Potential Shareholder Return Is Significant Comparison: Harley-Davidson Financial Results 2006 vs 2024 ($ in millions) 2006 2024 Difference Motorcycle Retail Sales ('000s of Units) (a) 344 152 (56%) (a) Motorcycle Segment Revenue $5,801 $4,1
Slide 65: Protect Your Investment
Protect Your Investment
Slide 66: Vote WITHHOLD on the Election of Zeitz, Linebarger and Levinson
Vote “WITHHOLD” on the Election of Zeitz, Linebarger and Levinson Vote “WITHHOLD” on the election of on the election of Mr. Zeitz, Mr. Linebarger and Ms. Levinson to Renew Harley • Wait until you receive H Partners’ BLUE proxy card or BLUE voting instruction form to vote to WITHHOLD on the election
Slide 67: Appendix
RENEW HARLEY IN Appendix
Slide 68: Case Study: Tempur Sealy
N Z, SURF case THE eacie AWW Case Study: Tempur Sealy
Slide 69: Overwhelming Shareholder Support in a Withhold Campaign Enabled Meaningful Change
Overwhelming Shareholder Support in a Withhold Campaign Enabled Meaningful Change After we received support from each major proxy advisory firm, Tempur Sealy shareholders voted overwhelmingly against the three targeted directors as a referendum on failed execution, underperformance, and the board of
Slide 70: Tempur Sealy Earnings and TSR Improved Dramatically Following Withhold Campaign
Tempur Sealy Earnings and TSR Improved Dramatically Following H Partners’ Withhold Campaign Tempur Sealy’s Earnings Per Share grew nearly 5-fold and its stock returned 215% or 20% annually during H Partners’ involvement, outperforming the S&P 400 Consumer Discretionary Index by 103%. • The strong st
Slide 71: We Are Not Alone
N Z, SURF case THE eacie AWW We Are Not Alone
Slide 72: Comments from Website
Comments from Website There is an intense level of anger and mistrust directed towards Zeitz and the Board. Set forth on the following slides are comments that we have received from stakeholders on FreeTheEagle.com. • Zeitz is out of touch with his customer and clearly has no interest in this Iconic
Slide 73: Comments from Website
Comments from Website Zeitz's poor leadership. • When a leader like Jochen prioritizes his own story instead of listening to loyal customers, it shows a troubling mismatch with the core values that define a brand like Harley-Davidson and makes it special. • It's about time someone with leverage agai
Slide 74: Comments from Website
Comments from Website Zeitz's poor leadership (cont.) • Jochen very rarely comes to Milwaukee. If fact, the corporate headquarters at Juneau Ave. have been 90% vacant since Covid and its parking lot turned into a park. Jochen's absence, the way he speaks in all-employee meetings, and the lack of bot
Slide 75: Comments from Website
Comments from Website Stakeholders are also angry at the Board. • I believe there should be term limits on the board of directors. • You are so correct about these three. When I worked at Harley and engaged with the board these three were unengaged and seemed to treat their board membership like a c
Slide 76: Comments from Website
Comments from Website Employees are extremely concerned. • I am an [employee] that has been with H-D for [a number] of years. The sentiment shared by H-partners is in alignment with the vast majority of my colleagues and peers. Since I started here, there has been a large disconnect between manageme
Slide 77: Comments from Website
Comments from Website Dealer employees are extremely concerned. • As a dealer employee...I have noticed a rapid decline in the public perception of Harley-Davidson and its products. The misguided "Hardwire" strategy to focus only on high end product offerings has alienated the average owner and pros
Slide 78: Comments from Website
Comments from Website Brand deterioration and cultural depletion are recurring areas of concern. • Cultural depletion is exactly what has happened as the soul of the brand has been lost in treating HD like any other brand when it's unique in its place in the world. • Thank you for sparking this much
Slide 79: Comments from Website
Comments from Website Dealers, who are closest to the customer, are particularly enraged. • You are spot on and this initiative is long overdue. As a...dealer I have watched the systematic destruction of not only Harley itself but also my own company...I have had to endure overstocking, low margins,
Slide 80: A Large Association of Harley Dealers Penned a Letter of No Confidence
A Large Association of Harley Dealers Penned a Letter of No Confidence Calling for Zeitz's Removal in 2024 Key Concerns Sound Familiar: Dealers saw major operational difficulties due to cultural depletion and employee turnover: • “The massive turnover of staff, in particular legacy staff, has reduce
Slide 81: Certain Information Concerning the Participants
Certain Information Concerning the Participants H Partners Management, LLC (“H Partners”), together with the other participant named herein, has filed a preliminary proxy statement and accompanying BLUE proxy card with the Securities and Exchange Commission (“SEC”) to be used to solicit proxies to v
Slide 82: Thank You
RENEW HARLEY IN Thank You