Six Flags Entertainment Corporation · NYSE:FUN
Six Flags Entertainment — Six Flags Entertainment Corporation/NEW — Investor Day (May 2025)
88 slides from Six Flags Entertainment's investor day presentation, May 20, 2025
Slide 1: Investor Day May 20, 2025
1 Investor Day May 20, 2025 Exhibit 99.1
Slide 2: Introduction
Michael Russell, Corporate Director Investor Relations Introduction 2
Slide 3: Our Location Today
Our Location Today 3 Hotel Breakers Cedar Point
Slide 4: Today's Presenters
Today’s Presenters 4 Richard A. Zimmerman President & Chief Executive Officer Brian Witherow Chief Financial Officer Christian Dieckmann Chief Commercial Officer
Slide 5: Investor Day Agenda
Investor Day Agenda 5 9:00 – 9:05 Introduction Michael Russell, Corporate Director, Investor Relations 9:05 – 9:30 The New Six Flags: Driving Profitable Growth Richard Zimmerman, CEO 9:30 – 9:55 The Path to Sustainable Revenue Growth Christian Dieckmann, CSO 9:55 – 10:25 Q&A 10:25 – 10:35 Break 10:3
Slide 6: Safe Harbor
Safe Harbor 6 Some of the statements contained in this presentation that are not historical in nature are forward-looking statements within the meaning of the federal securities laws, including Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1
Slide 7: The New Six Flags: Driving Profitable Growth
Richard Zimmerman, CEO The New Six Flags: Driving Profitable Growth 7
Slide 8: Issues We Know Are on the Minds of Investors
1. Integration Post-merger integration and synergy realization Issues We Know Are on the Minds of Investors 8 2. Growth Plans to drive attendance growth 3. Capital allocation Debt reduction plans and capital allocation priorities 4. Margin expansion Delivering significant margin expansion 5. Outlook
Slide 9: Why Six Flags is Different Now
Why Six Flags is Different Now Proven Synergy Execution Underway ~$180M in synergies with tangible progress building confidence in execution. Real Attendance Recovery Potential ~10M visit recovery driven by new rides, better marketing, and unified season pass strategy. Reinvented Guest Experie
Slide 10: Executing on our Business Model Targets to Achieve Success in 2028
We Are Well Underway Executing on our Business Model Targets to Achieve Success in 2028 (A), (B), (D) – See exhibits for definitions and additional information 10 Laser focus on cost management ‒ $180M savings by end of 2026 2 3 Impressive Modified EBITDA Margin (A) expansion ‒ ~40% by 2028 1 Sustai
Slide 11: This is What Success Will Look Like
This is What Success Will Look Like…… (D), (E), (G) – See exhibits for definitions and additional information 11 2028 Net Revenue Cash Operating Costs (G) (2025-2028 CAGR) Net Total Leverage (D) (Year-end 2026) ~1-2% ~$1.5B <4.0X Adj EBITDA 2028 Attendance ~58M ~$3.8B 2028 Modified EBITDA (E)
Slide 12: Agenda: The New Six Flags
Agenda: The New Six Flags – Leveraging Effective Strategies for Profitable Growth 12 Market leader with unique positioning Our strategy to drive sustained growth Building on a strong foundation Integration execution update
Slide 13: Six Flags Today – Market Leader with Growth Ahead
A T A G L A N C E : Six Flags Today – Market Leader with Growth Ahead #1 42 50M 250M Largest regional amusement park operator in North America Parks and 9 hotels / resort properties in 31 markets Guests entertained in 2024 on a Combined Basis (C) People live within 100 miles of our parks 13 (C) – Se
Slide 14: Our Proven Strategies for Success Support our Confidence
Our Proven Strategies for Success Support our Confidence 1 2 3 4 5 6 Focus on Guest Satisfaction: • Delivering exceptional guest experiences. Smart Investment: • Ensures long-term growth. Advance Purchase Product: • Provides reliable, recurring revenue stream. Optimize Attendance: • Increase guest s
Slide 15: New Major Thrill Rides have Consistently Driven Growth
Attendance ~10%+ Adjusted EBITDA (E) ~20%+ Revenue ~15%+ Cash-on-Cash ROI (F) ~30%+ Impact in Debut Year of New Thrill Rides Added from 2008 to 2019 Average Park-Level Returns in Year 1 New Major Thrill Rides have Consistently Driven Growth Note: Data based on major coasters at legacy Cedar Fair par
Slide 16: Agenda: The New Six Flags
Agenda: The New Six Flags – Leveraging Effective Strategies for Profitable Growth 16 Market leader with unique positioning Our strategy to drive sustained growth Building on a strong foundation Integration execution update
Slide 17: Market Leader with Unique Positioning
Market Leader with Unique Positioning 17 2 1 3 Unmatched scale with geographic diversity Opportunity to expand penetration rates and market share Resilient and stable business model Regional parks with steady growth Irreplaceable, iconic parks in growing markets creates high barrier to entry 3 4 5 2
Slide 18: U.S. Amusement and Theme Park Industry: A Consistently Growing Market
1. U.S. Amusement and Theme Park Industry: A Consistently Growing Market (2024-2029) Source: Mordor Intelligence 18 $0B $10B $20B $30B $40B 2024 2025 2026 2027 2028 2029 3.5% CAGR Market Value ($B)
Slide 19: Resiliency of Model Built on Advance Purchase Channels
2. Resiliency of Model Built on Strong and Growing Advance Purchase Channels Recurring, sticky nature of the season pass programs and group business help mitigate weather-related and other visitation disruption events Season Pass 60% Group Business 10% General Admission 30% ~70% Attendance Mix 19
Slide 20: Strong Value Proposition vs. Other Entertainment Choices
$84 $66 $31 $30 $19 $10 $10 $8 Sporting Events Broadway Shows Ski Resorts Destination Theme Parks Indoor Entertainment IMAX Museums Regional Theme Parks 2. Strong Value Proposition vs. Other Entertainment Choices Source: Guggenheim Research 20 Based on Entertainment Cost Per Hour
Slide 21: Well Positioned to Face Near-Term Recessionary Challenges
2. Well Positioned to Face Near-Term Recessionary Challenges 21 Regional amusement park model performs well in typical recessionary periods Strong recurring regional guest base Flexible-spend areas – over half of cost structure, including hourly labor Flexibility of capital program Minimum debt comm
Slide 22: Dominant North American Footprint
3. Dominant North American Footprint 22 0 10 20 30 Mexico City New York City Los Angeles Chicago Toronto Washington, D.C. San Francisco Boston Dallas Philadelphia Millions Population of Top 10 Metro Areas (2025)1 Six Flags Park Map Source: 1. CityPopulation and Demographia
Slide 23: Under Penetrated Parks Represent Significant Upside
4. Under Penetrated Parks Represent Significant Upside 23 Expanding low penetration parks to half of high penetration parks level would yield 10M in new attendance 0% 10% 20% 30% 40% 50% High penetration parks Low penetration parks Market Penetration (Parks >1M attendance) Near-term goal
Slide 24: Unmatched Scale and Geographic Diversification De-Risk the Business Model
5. Unmatched Scale and Geographic Diversification De-Risk the Business Model 24 Midwest 29% West 27% South 27% Northeast 17% No Region Is >30% 2025 Adj. EBITDA guidance (E) >50% 2025 Adj. EBITDA guidance from less seasonal south and west regions <17% 2025 Adj. EBITDA guidance from any one park (E) –
Slide 25: Agenda: The New Six Flags
Agenda: The New Six Flags – Leveraging Effective Strategies for Profitable Growth 25 Market leader with unique positioning Our strategy to drive sustained growth Building on a strong foundation Integration execution update
Slide 26: Integration Efforts Delivering Solid Early Results
Integration Efforts Delivering Solid Early Results Cost savings achieved – on track for more Guest satisfaction trending higher Attendance and guest spending improving Revenue strengthening Portfolio optimization progressing 26
Slide 27: Portfolio Optimization Supports Strategic Objectives
Portfolio Optimization Supports Strategic Objectives Portfolio Optimization 27 1 Strengthen the business 2 Reduce portfolio risk 3 Simplify operations 4 Focus on high-growth parks
Slide 28: Agenda: The New Six Flags
Agenda: The New Six Flags – Leveraging Effective Strategies for Profitable Growth 28 Market leader with unique positioning Our strategy to drive sustained growth Building on a strong foundation Integration execution update
Slide 29: Our Five Pillars for Profitable Growth
Our Five Pillars for Profitable Growth 29 Drive demand higher 01 Leverage pricing power 02 Increase transaction counts and guest spending 03 Optimize cost structure 04 Maximize operating leverage and margins 05
Slide 30: The Path to Sustainable Revenue Growth
Christian Dieckmann, Chief Commercial Officer The Path to Sustainable Revenue Growth 30
Slide 31: Key Drivers of Revenue Growth
Key Drivers of Revenue Growth ~$3.2B ~$3.8B Expand attendance Grow in-park revenue ~6% CAGR 2025 (H) 2028 1 31 (H) – Excludes operations from Six Flags America / Hurricane Harbor and California’s Great America, who’s land lease currently expires during 2028, before renewals
Slide 32: Expand Attendance
Expand Attendance 32 1. The opportunity 2. Proven strategies 3. Marketing & CRM 4. All-Park and Regional Passport 5. Compelling capital line-up
Slide 33: Regain The Attendance Lost Since The Pandemic
61M 47M 49M 50M 2019 2022 2023 2024 Goal: Regain 10M Guests Combined Attendance (C) ~10M 33 1 . T H E O P P O R T U N I T Y Regain The Attendance Lost Since The Pandemic (C) – See exhibits for definitions and additional information
Slide 34: Underpenetrated Parks Present Significant Upside
34 Pe ne tr at io n Ra te Top quartile avg. = ~45% Second quartile avg. = ~25% Expanding penetration to second quartile average will yield 10M visits Parks with Greater than 1M in Attendance 1 . T H E O P P O R T U N I T Y Underpenetrated Parks Present Significant Upside
Slide 35: Improving Guest Experience will Drive Attendance at Underpenetrated Parks
1 . T H E O P P O R T U N I T Y Improving Guest Experience will Drive Attendance at Underpenetrated Parks Market penetration rates highest at parks with the best guest satisfaction scores 2024 Penetration Rate Relative to Guest Satisfaction Scores (Bubble size = Relative Combined Attendance (C) ) Gu
Slide 36: We Know How to Improve the Guest Experience
• Expand rides per guest • Enhance quality and availability of in-park revenue offerings Guest Service Excellence • Thrill, family and water rotation • Area development • Family-friendly environment Compelling Capital • Evergreen annual events • Urgency driver • Season Pass value enhancer Seasons of
Slide 37: Case Study: Knott's Berry Farm Delivers Compelling Growth
2 . P R O V E N S T R A T E G I E S Case Study: Knott’s Berry Farm Delivers Compelling Growth 37 Outcomes (2012 - 2016) Attendance growth CAGR ~6% ~10% Revenue growth CAGR ~20% Adjusted EBITDA(E) CAGR >1000 bps Modified EBITDA Margin(A) improvement
Slide 38: Case Study: Magic Mountain
2 . P R O V E N S T R A T E G I E S Case Study: Magic Mountain Tremendous Potential with Multi-Year Capital Plan and Thrill Investments Opportunity at Magic Mountain 2X +1M +2M Attendance Comparison 2012 2013 2014 2015 2016 2017 2018 2019 2022 2023 2024 Knott’s Berry Farm Six Flags Magic Mountain Ma
Slide 39: Guest Satisfaction Scores Improving at High Opportunity Parks
Guest Satisfaction Scores 6.4 6.8 7.2 7.6 8.0 Pre-merger High penetration parks High opportunity parks Fall season Pre-merger Fall season 2 . P R O V E N S T R A T E G I E S Guest Satisfaction Scores Improving at High Opportunity Parks 39
Slide 40: Targeted Engagement Drives Visitation
40 Awareness Interest Action Loyalty Social + Paid Media E-mail, SMS, Push Mobile checkouts, promos Season Pass activation, renewal Impact • Deeper upsell penetration • Increases in visits per pass • Reduced discounting 3 . M A R K E T I N G & C R M Targeted Engagement Drives Visitation
Slide 41: Park Portfolio
41 Six Flags Discovery Kingdom, CA Six Flags Hurricane Harbor Concord, CA California’s Great America & South Bay Shores, CA Six Flags Magic Mountain Hurricane Harbor, CA Knott’s Berry Farm/Soak City, CA Six Flags Hurricane Harbor, Phoenix, AZ Frontier City Six Flags Hurricane Harbor, Oklahoma City,
Slide 42: Compelling CAPEX Program Including Major Attractions at 11 Largest Parks
5 . C O M P E L L I N G C A P I T A L Compelling CAPEX Program Including Major Attractions at 11 of Our Largest Parks in 2025 – Will Drive Attendance 42 Cedar Point: Siren’s Curse and reopening of Top Thrill 2 Six Flags Great America: Wrath of Rakshasa, a record-breaking dive coaster Canada’s Wonder
Slide 43: Key Drivers of Revenue Growth
Key Drivers of Revenue Growth ~$3.2B ~$3.8B Expand attendance Grow in-park revenue ~6% CAGR 2025 (H) 2028 2 43 (H) – Excludes operations from Six Flags America / Hurricane Harbor and California’s Great America, who’s land lease currently expires during 2028, before renewals
Slide 44: Elevated In-Park Revenue Offerings Drive Revenue
Food & Beverage (F&B) Improved quality, speed of service and convenience Merch., Games & Extra-charge Revitalized retail experiences and premium, VIP offerings Elevated In-Park Revenue Offerings Drive Revenue 44 1 2
Slide 45: F&B Strategy Success At Legacy Cedar Fair Parks
Strategies • Raised the quality of the food • Increased efficiency so that guests can buy things easily • Increased the availability of adult beverages • Invested in capital to support the revenue Outcomes Achieved F&B Strategy Success At Legacy Cedar Fair Parks 45 1 • Guest satisfaction +10% +15% •
Slide 46: Adult Beverages a Key Component of the F&B Growth
Adult Beverages a Key Component of the F&B Growth Note: Outcomes achieved above are based on results from 2019 through 2024 at Legacy Cedar Fair parks. 46 Outcomes Achieved • Penetration over past five years Up ~2X • Growth in adult beverage revenue >100% • Incremental adult beverage revenue >$20M 1
Slide 47: Substantial Opportunity To Improve F&B Performance
Transactions per Guest Substantial Opportunity To Improve F&B Performance Goal Moving high opportunity parks to optimal penetration levels will drive transactions and revenue 2015 Optimized Parks High Opportunity Parks 2024 47 1
Slide 48: F&B Renovations Offer Higher, More Labor-Efficient Revenue
Six Flags Over Texas – JB’s Barbeque Top Performing Renovations F&B Renovations Offer Higher, More Labor-Efficient Revenue 48 2X Transactions growth +6% Average transaction value +800 bps Labor as percent revenue 1
Slide 49: Major Improvements in Beverage Penetration
We Are Seeing Major Improvements in Beverage Penetration 49 • Beverage refresh stations • Access control points • Souvenir bottles • Drink wristbands 1
Slide 50: Elevated In-Park Revenue Offerings Drive Revenue
Food & Beverage (F&B) Improved quality, speed of service and convenience Merch., Games & Extra-charge Revitalized retail experiences and premium, VIP offerings Elevated In-Park Revenue Offerings Drive Revenue 50 1 2
Slide 51: Raising the Bar on Experiential Retail
We Are Raising the Bar on Experiential Retail 51 2 • Investment in retail locations • Centralized product development • Unique, park-specific merchandise • Merchandise bundles Merchandise and Games Drive transactions and average transaction value
Slide 52: Premium Products Deliver High Margin at a Compelling ROI
Premium Products Deliver High Margin at a Compelling ROI 52 2 • Fast Lane / Flash Pass • Cabanas • VIP Lounges Extra-Charge Offerings Provide more value when the park is busy
Slide 53: In Summary: Here's Why We'll Win
I N S U M M A R Y : Here’s Why We’ll Win Activating centralized marketing, CRM and pricing Regaining 10M guests Elevating the in-park experience Capturing more value and high-margin revenue 53
Slide 54: Q&A
Q&A 54
Slide 55: Driving Sustainable Profitability and Higher Shareholder Returns
Brian Witherow, Chief Financial Officer Driving Sustainable Profitability and Higher Shareholder Returns 55
Slide 56: Agenda: Driving Sustainable Profitability and Higher Shareholder Returns
Agenda: Driving Sustainable Profitability and Higher Shareholder Returns 56 Proven business model Growing predictable attendance Focused on margin expansion Path to net leverage reduction Clear roadmap to value creation
Slide 57: Track Record of Sustainable, Resilient Consumer Demand
Track Record of Sustainable, Resilient Consumer Demand… 57 0 15 30 45 60 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 Combined Attendance(C) ~3% CAGR M (C) – See exhibits for definitions and additional information
Slide 58: Top-Line Revenue Growth Outpacing Attendance Growth
…With Top-Line Revenue Growth Outpacing Attendance Growth 58 $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 $3.0 $3.5 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 Combined Net Revenues(C) ~5% CAGR $B (C) – See exhibits for definitions and additional information
Slide 59: Agenda: Driving Sustainable Profitability and Higher Shareholder Returns
Agenda: Driving Sustainable Profitability and Higher Shareholder Returns 59 Proven business model Growing predictable revenue Focused on margin expansion Path to net leverage reduction Clear roadmap to value creation
Slide 60: Multiple Initiatives to Drive Revenue Growth
~$3.2B ~$3.8B Expand attendance Grow in-park revenue ~6% CAGR 2025(H) 2028 Multiple Initiatives to Drive Revenue Growth 60 Driving Predictability (H) – Excludes operations from Six Flags America / Hurricane Harbor and California’s Great America, who’s land lease currently expires during 2028, before
Slide 61: Major Opportunity to Regain Attendance Lost Since the Pandemic
Major Opportunity to Regain Attendance Lost Since the Pandemic 61 61M 47M 49M 50M 2019 2022 2023 2024 Combined Attendance(C) ~10M Goal: Regain 10M Guests (C) – See exhibits for definitions and additional information
Slide 62: Shifting Attendance to Advance Commitment Channels
Focused on Shifting Attendance(C) to Advance Commitment Channels 62 50% 70% 50% 30% 2015 2024 Season Pass + Group General Admission Increase of 2000 bps since 2015 (C) – See exhibits for definitions and additional information
Slide 63: Season Pass Drives Overall Revenue Growth
Season Pass Drives Overall Revenue Growth 63 Illustrative Example of In-Park Per Cap(I) – Includes Admission and In-Park Spend Based on a Top-5 Park in the System ~$85 ~$50 ~$275 Single-Day Visitor Per Cap Season Pass Holder Per Visit Cap Single-Day Visitors Have Higher Per Cap… Compared to Single V
Slide 64: Season Pass / Membership Driving Volume Growth
Season Pass / Membership Driving Volume Growth 64 10M Lift in Attendance by Source Group and General Demand Existing Season Pass / Membership Base Larger Season Pass / Membership Base
Slide 65: Agenda: Driving Sustainable Profitability and Higher Shareholder Returns
Agenda: Driving Sustainable Profitability and Higher Shareholder Returns 65 Proven business model Growing predictable revenue Focused on margin expansion Path to net leverage reduction Clear roadmap to value creation
Slide 66: Clear Path to 20% Revenue Lift
Clear Path to 20% Revenue Lift 66 Incremental Revenue Opportunity Area ~$260M+ Improved guest spending on food & beverage ~$160M+ Growth in Season Pass / Membership base ~$110M+ Increases in other in-park guest spending ~$55M+ Growth in Group and General Demand tickets ~$15M+ Expanded strategic alli
Slide 67: Focused on Delivering $180M in Cost Savings
Focused on Delivering $180M in Cost Savings 67 Headcount / Labor Reductions $120M ~$45M Targeted Cost Savings by end of 2025 Non-Headcount / Labor Reductions ~$75M Headcount / Labor Reductions ~$30M Non-Headcount / Labor Reductions ~$30M $180M Original Merger Target Expanded Target Targeted Cost Sav
Slide 68: Committed to Achieving a ~40% Modified EBITDA Margin
Committed to Achieving a ~40% Modified EBITDA Margin(A) (A) – See exhibits for definitions and additional information 68 2025 2028 ~40% ~34% Attendance and guest spending growth Right-sized cost structure
Slide 69: Agenda: Driving Sustainable Profitability and Higher Shareholder Returns
Agenda: Driving Sustainable Profitability and Higher Shareholder Returns 69 Proven business model Growing predictable revenue Focused on margin expansion Path to net leverage reduction Clear roadmap to value creation
Slide 70: Path to Net Total Leverage Reduction
Path to Net Total Leverage(D) Reduction 70 Strong Revenue Growth Disciplined Cost Management Improved Adjusted EBITDA(E) Strategic Capital Allocation Meaningful Net Total Leverage(D) Reduction 1 2 4 5 3 (D), (E) – See exhibits for definitions and additional information
Slide 71: Strong Revenue Growth – Key Drivers
~$3.2B ~$3.8B Expand attendance Grow in-park revenue ~6% CAGR 2025(H) 2028 Strong Revenue Growth – Key Drivers 71 1 (H) – Excludes operations from Six Flags America / Hurricane Harbor and California’s Great America, who’s land lease currently expires during 2028, before renewals
Slide 72: Disciplined Cost Management Leads to Significant Long-Term Savings
Disciplined Cost Management Leads to Significant Long-Term Savings (G) – See exhibits for definitions and additional information (H) – Excludes operations from Six Flags America / Hurricane Harbor and California’s Great America, who’s land lease currently expires during 2028, before renewals 72 $1,6
Slide 73: Clear Path to Adjusted EBITDA Growth
Clear Path to Adjusted EBITDA(E) Growth 73 2025 2028 ~$1,500M ~$1,100M Targeting ~600 bps of Modified EBITDA Margin (A) improvement from 2025 to 2028 Attendance growth Right-sized cost structure Increased guest spending >10% CAGR (H) (A), (E) – See exhibits for definitions and additional information
Slide 74: Clear Capital Allocation Priorities
Clear Capital Allocation Priorities (D) – See exhibits for definitions and additional information 74 Capital Investments Drive Organic Growth Portfolio Optimization Debt Reduction Capital allocation flexibility once Net Total Leverage (D) is below 4.0x 4
Slide 75: Strategic Investments in High Return Projects
Strategic Investments in High Return Projects 75 Marketable Product Infrastructure / Technology F&B / Retail 54% 10% 36% • Targeting an annual CAPEX budget of ~12-13% of net revenues • High ROIC projects expected to exceed FUN’s WACC 4
Slide 76: Compelling Free Cash Flow Growth
Compelling Free Cash Flow(B) Growth 76 2028 2025 $M $1,500 $1,100 Adjusted EBITDA(E) $475 - $500 $475 - $500 Capex $105 - $115 $95 - $105 Cash tax payments $290 - $300 $305 - $315 Interest payments $585 - $630 $180 - $225 Free Cash Flow 5 FCF Growth Annual CAGR over 3-year period of ~44% (at midpoin
Slide 77: Building a Stronger Balance Sheet
Building a Stronger Balance Sheet 77 End of 2024 End of 2026 ~5.0x <4.0x ~1.0x reduction Targeting Net Total Leverage (D) below 4.0x in less than 3 years following merger 5 (D) – See exhibits for definitions and additional information
Slide 78: Agenda: Driving Sustainable Profitability and Higher Shareholder Returns
Agenda: Driving Sustainable Profitability and Higher Shareholder Returns 78 Proven business model Growing predictable revenue Focused on margin expansion Path to net leverage reduction Clear roadmap to value creation
Slide 79: How We Will Measure Success
How We Will Measure Success…… 79 2028 Net Revenues 2028 Modified EBITDA (E) Free Cash Flow(B) Net Total Leverage(D) 2028 Attendance ~6% CAGR ~58M guests ~6% CAGR ~$3.8B ~10% CAGR ~$1.5B ~$400M Free Cash Flow Lift from 2025 <4.0x Adj. EBITDA(E) by the end of 2026 CAGR’s based on 2025 guidance (B), (D
Slide 80: In Summary: Here's What Success Looks Like
I N S U M M A R Y : Here’s What Success Looks Like 80 Achieving 10M lift in annual attendance Leveraging demand to drive admissions pricing Growing in-park guest spending Capturing $180M in cost savings and flattening the cost curve Optimizing allocation of free cash flow to reduce net leverage
Slide 81: Q&A
Q&A 81
Slide 82: Thank you for joining us for our 2025 Investor Day
Thank you for joining us for our 2025 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. This survey will be online for the next 5 days so w
Slide 83: Final Comments
Richard Zimmerman, CEO Final Comments 83
Slide 84: In Summary: What You Have Heard Today
I N S U M M A R Y : W H A T Y O U H A V E H E A R D T O D A Y What’s Different at Six Flags; Everything That Matters 1 Six Flags is Different Now 2 Strategies for Success 3 Unmatched growth opportunities, execution on track 4 Clear Roadmap Ahead Unlocking the Full Value of the New Six Flags 84 • Wor
Slide 85: Thank You
Thank You 85
Slide 86: Exhibits
Exhibits 86 A. Modified EBITDA Margin is calculated as Modified EBITDA divided by net revenues. See Footnote E for additional information regarding Modified EBITDA, including how we define and use the measure. Modified EBITDA margin is not a measurement computed in accordance with generally accepted
Slide 87: Exhibits (Continued)
Exhibits (Continued) 87 D. Net Total Leverage is calculated as long-term debt, including current maturities, plus finance leases less cash and cash equivalents divided by Adjusted EBITDA. See Footnote E for additional information regarding Adjusted EBITDA, including how we define and use the measure
Slide 88: Exhibits (Continued)
Exhibits (Continued) 88 E. Modified EBITDA represents earnings before interest, taxes, depreciation, amortization, other non-cash items, and adjustments as defined in our credit agreement. Adjusted EBITDA represents Modified EBITDA less net income attributable to non-controlling interests. Adjusted
Six Flags Entertainment Corporation/NEW — Investor Day (May 2025) on 6ix