Helios Technologies, Inc. · NYSE:HLIO
Helios Technologies — Investor Day (March 2026)
102 slides from Helios Technologies's investor day presentation, Mar 20, 2026
Slide 1: Investor Day: The Core 2030 Strategy
INVESTOR DAY MARCH 20, 2026 THE CORE 2030 STRATEGY Powering Progress at the Heart of Motion & Control NYSE: HLIO
Slide 2: Agenda & Background
2 AGENDA & BACKGROUND TANIA ALMOND Vice President, Investor Relations & Corporate Communication
Slide 3: Safe Harbor
SAFE HARBOR 3 This presentation and oral statements made by management in connection herewith contain position, results of operations and/or cash flows; (vii) risks related to our international operations, “forward‐looking statements” within the meaning of Section 21E of the Securities Exchange Act
Slide 4: Community Connection to Today's Venue
COMMUNITY CONNECTION TO TODAY’S VENUE 4 Mote Science Education Aquarium (Mote SEA) is a world-class, 146,000-square-foot facility dedicated to marine science, education, and immersive public experiences. Mote SEA sits on 12 acres and is a central site for Sarasota and Manatee counties and the southw
Slide 5: Leadership Team
LEADERSHIP TEAM Today’s presenters 5 Sean Bagan Billy Aldridge Rick Martich Matteo Arduini Jeremy Evans President & President, Electronics President, Hydraulics MCT President, Hydraulics FCT Executive Vice President, Chief Executive Officer Chief Financial Officer Tania Almond JP Parent Marc Greenbe
Slide 6: Board of Directors
Independent Chair BOARD OF DIRECTORS New to HLIO over the last five years 6 Laura Dempsey Brown Sean Bagan Doug Britt Cariappa (Cary) Chenanda Retired Senior Vice President, President & Chief Executive President, Chief Executive Former Executive Vice President Communications and Investor Officer of
Slide 7: Investor Day Agenda
INVESTOR DAY AGENDA 7 1 AGENDA & BACKGROUND | Tania Almond: Vice President, Investor Relations & Corporate Communication 2 IGNITING THE MOMENTUM & THE CORE 2030 STRATEGY | Sean Bagan: President & Chief Executive Officer 3 ELECTRONICS: POWERING CONNECTED SOLUTIONS | Billy Aldridge: President, Electro
Slide 8: Helios Technologies At-A-Glance
HELIOS TECHNOLOGIES AT-A-GLANCE 8 FINANCIAL DATA1 SEGMENTS2 $839M $2.2B 38% ELECTRONICS 62% HYDRAULICS ANNUAL SALES MARKET CAPITALIZATION END MARKETS2 MARKET CHANNELS2 13% 31% OTHER MOBILE 13% 15% 43% 57% RECREATIONAL DISTRIBUTORS HEALTH & OEMs WELLNESS & INTEGRATORS 14% INDUSTRIAL 14% AGRICULTURE (
Slide 9: Ignition! What Created the Sparks?
WHAT CREATED THE SPARKS? 9 Returned to 1Q22 Growth! Beginning of YoY FY25 organic sales declines SPARK! 2Q22 PATH TO JAN-2025 Sean Bagan Gross margin begins to contract IGNITION! SPARK! Appointed CEO Employees united to support each other after SPARK! hurricanes AUG-2023 MAY-2024 JUL-2024 AUG-2024 S
Slide 10: Igniting the Momentum & the Core 2030 Strategy
10 IGNITING THE MOMENTUM & THE CORE 2030 STRATEGY SEAN BAGAN President & Chief Executive Officer
Slide 11: Our People, Products and Cultures Are the Foundation
11 OUR PEOPLE, PRODUCTS AND CULTURES ARE THE FOUNDATION OF
Slide 12: A Differentiated Industrial Technology Company
NYSE: HLIO – A DIFFERENTIATED INDUSTRIAL TECHNOLOGY COMPANY 12 BUILT TO WIN IN OUR CHOSEN MARKETS 1 Constructed on a rich 55+ year growth history in defined moats while solving our customers’ most complex challenges UNDERPINNED BY STRONG SECULAR TRENDS & CONSTRUCTIVE EXISTING MARKET CONDITIONS 2 Tar
Slide 13: Rich Heritage of Businesses Headquartered Globally
RICH HERITAGE OF BUSINESSES HEADQUARTERED GLOBALLY 13 Global Footprint Operated by ~2,300 Total Employees 31 YEARS IN BUSINESS 26 YEARS 75 YEARS 80 YEARS IN BUSINESS IN BUSINESS IN BUSINESS 23 YEARS 50 YEARS IN BUSINESS 46 YEARS IN BUSINESS IN BUSINESS 31 YEARS 56 YEARS IN BUSINESS 87 YEARS IN BUSIN
Slide 14: External Reporting Segment Insights
EXTERNAL REPORTING SEGMENT INSIGHTS 14 Profile of Key Operating Businesses Within the Portfolio SEGMENT HYDRAULICS ELECTRONICS 62% Sales1 63% Employees 2 38% Sales1 36% Employees 2 FLAGSHIP BRANDS PRODUCTS KEY CUSTOMERS END MARKETS1 Mobile 44% | Agriculture 22% Health & Wellness 40% | Recreation 33%
Slide 15: Transformation of Helios Technologies
TRANSFORMATION OF HELIOS TECHNOLOGIES Hydraulics Electronics 15 1970 Dec-2016 Aug-2018 Jan-2021 Oct-2021 Sep-2022 May-2023 Founded Acquired Acquired Acquired Acquired Acquired Acquired | 1970 | 1997 | 2016 | 2018 | 2020 | 2021 | 2022 | 2023 | 2025 1997 Apr-2018 Nov-2020 Jul-2021 Jul-2022 Jan-2023 Se
Slide 16: Harnessing the Sparks: Igniting the Momentum
HARNESSING THE SPARKS: IGNITING THE MOMENTUM 16 Oct-2025 Nov-2025 Helios Leadership Appoints new CFO Summit gathering and completes Jun-2025 the top 85 global leadership team Feb-2025 Sep-2025 leaders to review Reorganized Hydraulics Augments Board The 2030 CORE from regional structure talent and ex
Slide 17: New Helios Business System Drives Operational Excellence
NEW HELIOS BUSINESS SYSTEM DRIVES OPERATIONAL EXCELLENCE 17 BOTTOMS UP DATA DRIVEN GOAL DEPLOYMENT PROCESS (GDP) PROCESS PLANNING Leveraging Hoshin X=Matrix tools Goal 5-Year Long Range Planning Deployment Process Strategic Alignment on Breakthrough Objectives Annual Monthly Operating Cascading Goal
Slide 18: Helios 1.0 Deep Strategic Planning Process Targets for 2025
THE HELIOS 1.0 DEEP STRATEGIC PLANNING PROCESS TARGETS FOR 2025 18 Key Focus Areas We Identified to Move the Needle in 2025 GO-TO-MARKET ORGANIC PRODUCT STRUCTURE GROWTH LAUNCHES Institutionalize the engine Protect and grow base Maintain investment in to track and drive sales business through captur
Slide 19: Go-To-Market Structure
GO-TO-MARKET STRUCTURE 19 Institutionalizing a Customer-Centric Culture that Drives New Business Wins PIPELINE WORKING WINS ~$60M+ of new business wins secured in 2025; projection based upon annualized estimated Sales volume from date of inception. >$60M IN AGGREGATE 2025 NEW BUSINESS WINS ACROSS A
Slide 20: Product Launches in 2025
PRODUCT LAUNCHES IN 2025 Hydraulics Electronics 20 Outcome of Our ~$20M of Annualized R&D Spend Jan-2025 Apr-2025 May-2025 Jun-2025 Oct-2025 Dec-2025 Introduces the Launches Launch No Roads Launches high Launches new Launches 0-Series S35 Display CAN Keypad software leveraging current power MultiFas
Slide 21: Talent Development
TALENT DEVELOPMENT 21 With Supporting Employee Statistics BOOMERANG1 2025 HELIOS LEADERSHIP ACADEMY & LEADERSHIP SUMMIT EMPLOYEES 30 AVERAGE EMPLOYEE TENURE2 9 years (eNPS) EMPLOYEE NET PROMOTER SCORE UP3 +13 points TOTAL EMPLOYEES ~2,300 TOTAL ENGINEERS ~300 TOTAL SALES ~150 (1) Boomerang employees
Slide 22: Results Delivered on 2025 Key Focus Areas
RESULTS DELIVERED ON 2025 KEY FOCUS AREAS 22 Positive Progress Made Across the Board GO-TO-MARKET ORGANIC PRODUCT STRUCTURE GROWTH LAUNCHES >$60M1 IN 6% 11 MAJOR NEW NEW WINS YOY GROWTH2 LAUNCHES PROFIT CAPITAL IMPROVEMENT ALLOCATION TALENT +100 BPS YoY $82M DEBT PAY DEVELOPMENT GROSS MARGIN DOWN &
Slide 23: The Core 2030 Strategy
AWW, THE GORE 2030 STRATEGY Powering Progress at the Heart of Motion & Control
Slide 24: Powering Progress at the Heart of Motion & Control
24 POWERING PROGRESS AT THE HEART OF MOTION & CONTROL VISION PERFORMANCE To be the world’s most trusted and preferred provider of premium technologies that ensure PRIORITIES FINANCIAL safety, reliability, and seamless connectivity while enabling a superior user experience. Protect & grow the busines
Slide 25: Helios' Momentum Model to Drive Our Strategy
HELIOS’ MOMENTUM MODEL TO DRIVE OUR STRATEGY 25 C U S T O M E R D R I V E N I N N O V AT I O N THE HELIOS MOMENTUM MODEL WILL ALLOW THE COMPANY TO: GLOBAL & MARKET EXPANSION 1 Attack high-quality niche markets and S T R A T E G IC A C Q U I S I T I ON S customers with strong secular growth 2 Deliver
Slide 26: Electronics Segment
26 ELECTRONICS SEGMENT
Slide 27: Electronics: Powering Connected Solutions
27 ELECTRONICS: POWERING CONNECTED SOLUTIONS BILLY ALDRIDGE President, Electronics
Slide 28: Electronics: Segment Overview
ELECTRONICS: SEGMENT OVERVIEW 28 11% REGIONAL 10% Americas SALES MIX1 EMEA 79% APAC Rugged Electronic Electronic Controls & Monitoring & Control Accessories for Spas, Solutions; Hydraulic Swim Spas & Control Solutions; Walk-In Baths GPS Speed Control (1) Regional mix ending fiscal year 2025. SHAPING
Slide 29: Electronics: Segment Evolution
ELECTRONICS: SEGMENT EVOLUTION 29 SALES HISTORY ($M) $400 PHASE 1 – Electronics Core Solid electronics foundation providing the platform for future scaling. $350 PHASE 2 – Scaling Through Acquisitions $300 Doubled the segment size and expanded into consumer spa & bath markets. $250 PHASE 3 – Pandemi
Slide 30: Electronics: Core End Markets
ELECTRONICS: CORE END MARKETS 30 Sales By End Market (FY25)1 ~70% OF OUR BUSINESS IS DRIVEN BY THE CONSUMER MARKETPLACE 3% 9% 15% 40% $298M HEALTH & OTHER RECREATIONAL INDUSTRIAL MOBILE WELLNESS 33% Cold Plunge Tubs Marine Data Centers Agriculture Aerospace Spas Motorcycles Industrial Machinery Cons
Slide 31: Electronics: Current Product & Application Examples
ELECTRONICS: CURRENT PRODUCT & APPLICATION EXAMPLES 31 DISPLAYS & USER CONNECTED PUMPS & AFTERMARKET ACCESSORIES & CONTROLLERS INTERFACES TECHNOLOGY & CAN I/O BLOWERS & OTHER WHITE GOODS Power Distribution Work Platform: Heater, Pump & Hydraulic Controllers: Module: Human machine Water Management Mo
Slide 32: Electronics: Key Addressable Markets for Core Growth
ELECTRONICS: KEY ADDRESSABLE MARKETS FOR CORE GROWTH 32 Market Off-Highway / Industrial Bath (Walk-In Channels Industrial Rec Vehicle Rec Marine Spa / Swim Spa Cold Plunge Stationary & Jetted Tubs) Mobile 78% 22% Distribution OEM Estimated Market Size ~$285M ~$200M ~$100M ~$60M ~$285M ~$75M ~$50M SO
Slide 33: Electronics: Potential Adjacent or New Markets
ELECTRONICS: POTENTIAL ADJACENT OR NEW MARKETS 33 Outboard Lifting & Positioning Earthwork & Power Boats (Cranes & Aerial Fleet Management Pool Sauna Excavation (Pontoon & Work Platforms) Deck Boats) Estimated Market Size ~$2B ~$1B ~$60M ~$60M ~$100M ~$20M SOM1 Wika Mobile Bosch, Parker Control, Tri
Slide 34: Electronics: New Product Development Framework
ELECTRONICS: NEW PRODUCT DEVELOPMENT FRAMEWORK 34 PRODUCT INNOVATION INVESTING TIME & ENERGY INTO CREATING THE RIGHT PLATFORMS 1 ATTRIBUTE PROFILE Average product development from 18 to 36 months concept to launch Average lifecycle of 7 to 20+ years products Customer model 7 years in recreation, lif
Slide 35: Electronics: The Core 2030 Strategy for Growth
ELECTRONICS: THE CORE 2030 STRATEGY FOR GROWTH 35 GAIN WALLET SHARE PROTECT & GROW CAPTURE NEW SHARE ENTER NEW OR WITH EXISTING THE CORE BUSINESS & CUSTOMERS ADJACENT MARKETS CUSTOMERS Develop next-gen premium Continuous product Drive No Roads, Purezone, Leverage strong brand and displays and contro
Slide 36: Electronics: Manufacturing, Sales & Engineering Footprint
ELECTRONICS: MANUFACTURING, SALES & ENGINEERING FOOTPRINT 36 Global Operational Excellence Driving Profitability Key Initiatives Salisbury, UK Bill of Material Costs Leverage global supply chain to reduce cost Tulsa, USA – HQ Shanghai, CN In the Region Optimize operations to support global market Ma
Slide 37: Electronics: M&A Criteria
ELECTRONICS: M&A CRITERIA 37 PRODUCT & WALLET SHARE NEW OR GEOGRAPHIC TECHNOLOGY OR CUSTOMER ADJACENT EXPANSION GAPS EXPANSION MARKETS Connectivity, sensors, New or existing Today Electronics is more On track for organic growth software development, applications that continue weighted in the America
Slide 38: Electronics: Capturing Greater Wallet Share
ELECTRONICS: CAPTURING GREATER WALLET SHARE 38 EXAMPLE CUSTOMER LIFECYCLE Keypad GPS Receiver Start/Stop Cruise Control Partnered with Nautique for Functionality Mapping over 15 years, since 2010 Navigational Lights Average development cycle of 2-3 years Power Distribution Auxiliary Module Grew SKUs
Slide 39: Electronics: System Solution with Innovation Roadmap
ELECTRONICS: SYSTEM SOLUTION WITH INNOVATION ROADMAP 39 INDUSTRY LEADERSHIP Circulation pump or 2-speed Pump Deep relationships in Spa and Air Controls Walk-in bath market Control Panel Massage Jets Skimmer Average development cycle Manifolds 2-3 years Back Jets Provide the complete system under t
Slide 40: Electronics: Key Growth Catalyst Categories
ELECTRONICS: KEY GROWTH CATALYST CATEGORIES 40 WATER CARE MARKET OPPORTUNITY DATA CENTER MARKET OPPORTUNITY Broad market based solution | Product: Purezone System Customer Win: Cascadia Motion | Product: OpenView S70 Display Automates water testing and offers expert advice to help you keep Enables b
Slide 41: Hydraulics Segment
HELI TECHNOLOGIES HYDRAULICS SEGMENT
Slide 42: Hydraulics: Segment Overview
HYDRAULICS: SEGMENT OVERVIEW 42 23% REGIONAL Americas 43% SALES MIX1 EMEA 34% APAC Precision manufacturing of Manufacturer of quick-release products including cartridge valves, couplings, swivel couplings, manifolds, parts in-body & casting solutions & multi- integrated packages for mechanical conne
Slide 43: Hydraulics: Segment Evolution
HYDRAULICS: SEGMENT EVOLUTION 43 SALES HISTORY ($M) $700 PHASE 1 – Sun Hydraulics Core $600 Specialty niche hydraulics leader acquired Faster in 2018 and established a strong hydraulics segment base to build upon. $500 PHASE 2 – Scaling Through Acquisitions From 2021 to 2023, various hydraulic busin
Slide 44: Hydraulics: Core End Markets
HYDRAULICS: CORE END MARKETS 44 Sales By End Market (FY25)1 MAJORITY OF OUR BUSINESS IS DRIVEN BY THE B2B MARKETPLACE 14% 41% 24% $541M 21% Mobile Agriculture Other Industrial MOBILE AGRICULTURE OTHER INDUSTRIAL Sales By End Market Construction Harvesters Aerospace Industrial Machinery (FY25PF)1,2 F
Slide 45: Motion Control Technology (MCT): Precision at the Core
45 MOTION CONTROL TECHNOLOGY (MCT): PRECISION AT THE CORE RICK MARTICH President, Hydraulics Motion Control Technology
Slide 46: MCT: Current Product & Application Examples
MCT: CURRENT PRODUCT & APPLICATION EXAMPLES 46 CARTRIDGES HYDROMECHANICAL & ELECTRO-HYDRAULIC SENSING CONTROL MANIFOLDS INTEGRATED SUB-SYSTEMS Dynamic Drive Work Platform: Boom Position & Ladder: Work Platform: System Control: Precise load System Relief: Precise load holding Precise load holding Hoi
Slide 47: MCT: Key Addressable Markets for Core Growth
MCT: KEY ADDRESSABLE MARKETS FOR CORE GROWTH 47 Market Defense / Aerospace / Channels Mobile Industrial Marine/Offshore Ground Systems 80% 20% Distribution OEM Estimated Market Size ~$1.3B ~$880M ~$290M ~$140M SOM1 Market Share Indicator (order of magnitude or less) Parker Hannifin, Bosch Parker Han
Slide 48: MCT: Potential Adjacent or New Markets
MCT: POTENTIAL ADJACENT OR NEW MARKETS 48 Aerospace Defense Medical (Ground Systems) Estimated Market Size ~$150M ~$140M ~$75M SOM1 Lee Company, Parker Hannifin, Market Parker Hannifin, HydraForce, Crissair, ITT Aerospace Controls, Mac Valves, Fulflo Specialties, Danfoss Participants Vonberg Valve,
Slide 49: MCT: The Core 2030 Strategy for Growth
MCT: THE CORE 2030 STRATEGY FOR GROWTH 49 GAIN WALLET SHARE PROTECT AND GROW CAPTURE NEW ENTER NEW OR WITH EXISTING THE CORE BUSINESS SHARE/CUSTOMERS ADJACENT MARKETS CUSTOMERS Enable customer success Invest in our people, Elevate commercial Invest in engineering with transformative lead focus on co
Slide 50: MCT: New Product Development Framework
MCT: NEW PRODUCT DEVELOPMENT FRAMEWORK 50 CONTINUOUS PIPELINE OF INNOVATION & DEVELOPMENT1 STICKY PRODUCTS WITH LONG LIVES 1 PPT NPD NPI Manifold/IP ATTRIBUTE PROFILE Average lifecycle of 15 to 20+ years products Customer product Long lifecycle 6-12 mos. 18-24 mos. 3-6 mos. < 2 wks.– 2 mos. Sourcing
Slide 51: MCT: Manufacturing, Sales & Engineering Footprint
MCT: MANUFACTURING, SALES & ENGINEERING FOOTPRINT 51 Global Operational Excellence Driving Profitability Key Initiatives ❑ In the Region – APAC Localization of manifolds & Erkelenz, DE cartridge valves Buffalo Grove, US Coventry, UK ❑ Operations Integration Mishawaka, US Reggio Emilia, IT US managem
Slide 52: MCT: M&A Criteria
MCT: M&A CRITERIA 52 PRODUCT & WALLET SHARE NEW OR GEOGRAPHIC TECHNOLOGY OR CUSTOMER ADJACENT EXPANSION GAPS EXPANSION MARKETS Sensors & monitoring New or existing Today, MCT has a We can organically grow technology, precision applications that continue balanced global footprint; into new markets; w
Slide 53: MCT: Go-To-Market Wins
MCT: GO-TO-MARKET WINS 53 WIND TURBINES EXCAVATOR ATTACHMENTS MINING EQUIPMENT Control Where It Counts: $2.5M Win Expanded Content: $1.2M Win Control You Can Rely On: $0.2M Win Enabled blade pitch and generator braking Recaptured OEM attachment program Delivered dependable hydraulic control previous
Slide 54: MCT: Latest Product Innovation QMEH Flow Meter Cartridge Valve
MCT: LATEST PRODUCT INNOVATION 54 Introducing QMEH: The Next Generation of Trusted Hydraulics Control QMEH Flow Meter Cartridge Valve Field-ready, Up to 5,000 psi (350 bar) Digital & configurable position sensor Real-time, accurate flow measurement Built for accuracy, durability, and long life Ideal
Slide 55: Fluid Conveyance Technology (FCT): The Connection Platform
55 FLUID CONVEYANCE TECHNOLOGY (FCT): THE CONNECTION PLATFORM MATTEO ARDUINI President, Hydraulics Fluid Conveyance Technology
Slide 56: FCT: Current Product & Application Examples
FCT: CURRENT PRODUCT & APPLICATION EXAMPLES 56 CASTING AGRICULTURE MULTI CONNECTION PLATES CASTING CONSTR. EQUIP. POPPET-STYLE COUPLINGS FLAT FACE COUPLINGS Critical hydraulic interface between Standardized quick Reliable connection backbone for tractor and implement: coupling heavy-duty modules: En
Slide 57: FCT: Key Addressable Markets for Core Growth
FCT: KEY ADDRESSABLE MARKETS FOR CORE GROWTH 57 Market Channels Mobile & Construction Equipment Agriculture Industrial 80% 20% Distribution OEM Estimated Market Size ~$350M ~$250M ~$250M SOM1 Market Share Indicator (order of magnitude or less) Primary Stucchi, Parker Hannifin, CEJN Parker Hannifin,
Slide 58: FCT: Potential Adjacent or New Markets
FCT: POTENTIAL ADJACENT OR NEW MARKETS 58 Data Centers Oil & Gas Mobile Automatic Connections Hydrogen Estimated Market Size >$1B ~$60M ~$10M TBD SOM1 Market Parker Hannifin, Danfoss, CPC, Stucchi, Dixon, Parker Hannifin, OilQuick, Steelwirst, Rototilt Swagelok, Staubli, WEH, Cejn, Participants Stau
Slide 59: FCT: The Core 2030 Strategy for Growth
FCT: THE CORE 2030 STRATEGY FOR GROWTH 59 GAIN WALLET SHARE PROTECT AND GROW CAPTURE NEW ENTER NEW OR WITH CURRENT THE CORE BUSINESS SHARE/CUSTOMERS ADJACENT MARKETS ACCOUNTS Invest in engineering Secure main tractor platform, Leverage and expand the Grow distribution through capabilities, build/acq
Slide 60: FCT: New Product Development Framework
FCT: NEW PRODUCT DEVELOPMENT FRAMEWORK 60 STICKY PRODUCTS WITH LONG LIVES CO-DESIGNING PRODUCTS - EXTENSION OF CUSTOMER ENGINEERING 1 ATTRIBUTE PROFILE Historical “core” business Average lifecycle of 15 to 20+ years products Collaboration with OEM’s Engineering Customer product Winning the main “pla
Slide 61: FCT: Manufacturing, Sales & Engineering Footprint
FCT: MANUFACTURING, SALES & ENGINEERING FOOTPRINT 61 Global Operational Excellence Driving Profitability Key Initiatives Milan Italy – HQ & Main Site Operational Efficiency Consolidating Faster USA in Toledo, Ohio Toledo (OH) Shanghai, China Financial Efficiency Leveraging the India facility Manufac
Slide 62: FCT: M&A Criteria
FCT: M&A CRITERIA 62 PRODUCT & WALLET SHARE NEW OR GEOGRAPHIC TECHNOLOGY OR CUSTOMER ADJACENT EXPANSION GAPS EXPANSION MARKETS Hydraulic power control, New or existing Today FCT is weighted We can organically grow sensors, docking systems, applications that continue more EMEA and APAC with into our
Slide 63: FCT: Go-To-Market Wins
FCT: GO-TO-MARKET WINS 63 TRACTOR PLATFORMS AGRICULTURE COUPLINGS CONSTRUCTION EQUIPMENT GENYUS Adoption: $2M Win Replace AGCO Incumbent: $1M Win MultiQTC Adoption: $1M Win Selected by SDF Group Full replacement of competitor solution ~200 excavators | 400+ attachments across 4 major European fleets
Slide 64: FCT: Latest Product Innovation MultiQTC
FCT: LATEST PRODUCT INNOVATION 64 MultiQTC Redefining hydraulic tool change Designed for large-scale excavators and demolition excavators Suitable for both OEM and aftermarket upgrades Enabling rapid and clean hydraulic attachment changes while maintaining peak operational performance Consolidate
Slide 65: Investor Day Break
INVESTOR DAY FRIDAY, MARCH 20, 2026 Break The presentation will resume shortly. NYSE: HLIO
Slide 66: The Financial Path to 2030
66 THE FINANCIAL PATH TO 2030 JEREMY EVANS Executive Vice President, Chief Financial Officer
Slide 67: Key Financial Messages
KEY FINANCIAL MESSAGES 67 1 Outpacing market growth by strengthening the sales engine and expanding presence in large end markets 2 Restoring margins by optimizing the global footprint and managing portfolio performance 3 Enhancing shareholder returns through disciplined capital allocation 4 Phasing
Slide 68: Financial Evolution Over the Last 15 Years
FINANCIAL EVOLUTION OVER THE LAST 15 YEARS 68 Post COVID Pandemic Igniting the Cycle Momentum ($ in millions) $869 $885 $836 $806 $839 Historic Sun Hydraulics Business: High Profit, Very Limited Growth $555 $523 $508 $343 Electronics $228 Sales $204 $204 $205 $201 $197 Hydraulics Sales 2011 2012 201
Slide 69: Large & Growing Diversified Markets
LARGE & GROWING DIVERSIFIED MARKETS 69 Both Segments Have Attractive Opportunities + Certain End Markets Have Natural Overlap Across Both Segments ELECTRONICS HYDRAULICS RUNWAY FOR GROWTH WITH EXISTING CUSTOMERS; NEW MARKETS FURTHER EXPAND REACH
Slide 70: Secular Trends Driving Demand Across Targeted Markets
SECULAR TRENDS DRIVING DEMAND ACROSS TARGETED MARKETS 70 1 2 3 ELECTRIFICATION PRODUCTIVITY & AUTOMATION, AI & DIGITIZATION ENERGY SAVINGS & ROBOTICS Haptic controls, electronic Fuel efficiency/energy utilization Data center investments systems, and sensing Speed and productivity of operations Autom
Slide 71: Innovative Products That Align with Secular Trends
INNOVATIVE PRODUCTS THAT ALIGN WITH SECULAR TRENDS 71 Next generation displays with Expanded line of multi-connect Displays and quick release inherent connectivity and coupling solutions couplings for data center broader functionality environments Valves that capture dissipated Valves and couplings
Slide 72: Key Drivers for Long Term Growth Outlook
KEY DRIVERS FOR LONG TERM GROWTH OUTLOOK 72 END MARKETS SECULAR TRENDS NEW PRODUCTS ORGANIC GROWTH NEXT GEN DISPLAYS & CONTROLLERS ELECTRONICS ELECTRIFICATION & DIGITIZATION X X ELECTRO HYDRAULICS = 5%+ HYDRAULICS - MCT PRODUCTIVITY & ENERGY SAVINGS DATA CENTERS HYDRAULICS - FCT AUTOMATION, AI CONNE
Slide 73: Sales Bridge to 2030 Targets
SALES BRIDGE TO 2030 TARGETS 73 ($ in millions) Core Growth + $1,600 Pricing + NPI & M&A Core Growth + Adjacent Markets ~$500 Double Sales to Pricing + $1,100 $1.6B by 2030 NPI & Adjacent Markets 5%+ Organic CAGR $840 $839 ~$500M in acquired Sales $792 15% CAGR w/ M&A Core Growth = market growth + c
Slide 74: Adjusted EBITDA Margin Bridge to 2030 Targets
ADJUSTED EBITDA MARGIN1 BRIDGE TO 2030 TARGETS 74 Volume + Footprint Optimization + Net Productivity/ Value 36%+ Engineering Gross Margin Volume + 25%+ Net Productivity/ Value <16% Engineering + CFP Adjusted SEA1 as % of Sales Divestiture 20.5% 20%+ Adjusted Operating Margin1 19.2% 25%+ Adjusted EBI
Slide 75: Free Cash Flow Trends
FREE CASH FLOW TRENDS 75 $ in Millions ADJUSTED FREE CASH FLOW CONVERSION RATE1 / FREE CASH FLOW DOLLARS 244% $95 187% Target adjusted 139% $104 free cash flow 79% $52 ~ 100% conversion rate1: $78 2022 2023 2024 2025 2026-2030 Target ~100% Cash conversion cycle CASH CONVERSION CYCLE accelerated driv
Slide 76: Evolution of Capital Allocation
EVOLUTION OF CAPITAL ALLOCATION 76 LOOKING BACK 2016-2023 2024-2025 2026-2030 Estimate Organic Investments Organic Organic 12% M&A Investments Investments 0% 23% 15%-20% Return to Shareholders 5% Debt M&A ~$1.9 Debt Debt ~$0.3 M&A ~$1.7 Payments 67% Billion Billion Return to 50%-60% Billion 10%-15%
Slide 77: Returning Capital to Shareholders
RETURNING CAPITAL TO SHAREHOLDERS 77 $26 Dividend Share Repurchase INCREASED 1Q26 $14 DIVIDEND BY 33% FIRST EVER INCREASE $0 Paid dividends for 28 consecutive years $12 $12 $12 $12 Targeting dividend yield over time 2022 2023 2024 2025 EXECUTING ON SHARE Dividend REPURCHASE $0.36 $0.36 $0.36 $0.36 P
Slide 78: Debt & Liquidity Progression
DEBT & LIQUIDITY PROGRESSION 78 HISTORICAL DEBT & LIQUIDITY NET LEVERAGE RATIO1 $525 $451 $467 1.5x to 2.5x 1.8x $445 $446 TARGET NET LEVERAGE RATIO NET LEVERAGE RATIO1,2 $367 $396 AVAILABLE LIQUIDITY2 $187 $233 $183 $394M available on $500M $73M $400M REVOLVING CREDIT FACILITY CASH ACCORDION 2021 2
Slide 79: Deploying Capital on Acquisitions
DEPLOYING CAPITAL ON ACQUISITIONS 79 PRODUCT & WALLET SHARE NEW OR GEOGRAPHIC TECHNOLOGY OR CUSTOMER ADJACENT EXPANSION GAPS EXPANSION MARKETS Culture Growth, Cash Flow & Earnings Accretive, ROIC Synergy Streams PRIMARY FOCUS IS ON NEW TECHNOLOGY TO AUGMENT PORTFOLIO & DRIVE PROFITABLE GROWTH
Slide 80: Acquisition Approach Aligned with the Core 2030 Strategy
ACQUISITION APPROACH ALIGNED WITH THE CORE 2030 STRATEGY 80 STRATEGIC PORTFOLIO CRITERIA FINANCIAL MODEL & DEAL REQUIREMENTS Growth Culture aligned with Helios Technologies Aligned with sales growth objectives Margin Profile Supports the margin framework post synergies Strong engineering capabilitie
Slide 81: Return on Invested Capital Target
RETURN ON INVESTED CAPITAL TARGET 81 RETURN ON INVESTED CAPITAL1 (ROIC) Target Return on Low- to Mid- Teens Invested Capital1: Low- to Mid-Teens 9.5% Grow Operating Income 5.7% 4.8% 4.8% Focus on Working Capital 1.6% Goodwill Impairment Manage Capex Spend 4.1% Execute Acquisition Strategy 2022 2023
Slide 82: Helios Technologies Financial Priorities
HELIOS TECHNOLOGIES FINANCIAL PRIORITIES 82 EXECUTE ON GROWTH PLAN EXPAND GROSS MARGINS By winning our share of the sales funnel, By driving productivity and leveraging driving product innovation, and execute our global footprint and capacity successful M&A Organic Growth Total Growth Gross Margin |
Slide 83: Momentum Meets Opportunity: Why Invest Now
83 MOMENTUM MEETS OPPORTUNITY: WHY INVEST NOW SEAN BAGAN President & Chief Executive Officer
Slide 84: Helios' Momentum Model: The Engine to Deliver Our Targets
HELIOS’ MOMENTUM MODEL THE ENGINE TO DELIVER OUR TARGETS 84 C U S T O M E R D R I V E N I N N O V AT I O N THE HELIOS MOMENTUM MODEL WILL ALLOW THE COMPANY TO ACHIEVE THE CORE 2030 G L O B AL & M A R K E T E X P A N S I O N FINANCIAL GOALS: S T R A T E G IC A C Q U I S I T I ON S Double Sales 15% CA
Slide 85: Key Growth Catalysts Building into 2030
KEY GROWTH CATALYSTS BUILDING INTO 2030 85 DATA CENTER WATER DATA CENTER DIGITAL ENTRY CARE ENTRY SENSING Expands existing Automates and Applies proven quality Enables solutions for product platform into simplifies water quality and expertise to the intelligent hydraulics high growth market testing
Slide 86: Compelling Reasons to Invest in Helios Technologies
COMPELLING REASONS TO INVEST IN HELIOS TECHNOLOGIES 86 1 2 3 4 5 High performance Leader in Multi-pronged Strong balance Uniquely culture; Leadership engineering critical strategy for growth sheet and cash positioned to team with products with while driving flow generator capitalize on established t
Slide 87: The Core 2030 Strategy
AWW, THE GORE 2030 STRATEGY Powering Progress at the Heart of Motion & Control
Slide 88: Q&A
G)yeuics Q&A
Slide 89: Supplemental Slides
SUPPLEMENTAL SLIDES
Slide 90: Leadership Team: Sean Bagan
LEADERSHIP TEAM 90 Sean Bagan | President & Chief Executive Officer Sean Bagan was appointed President & Chief Executive Officer on January 6, 2025. He joined as Chief Financial Officer of Helios on August 9, 2023, and was named Interim President & Chief Executive Officer effective July 8, 2024. Bef
Slide 91: Leadership Team: Rick Martich
LEADERSHIP TEAM 91 Rick Martich | President, Hydraulics MCT Rick Martich joined Enovation Controls in 2006 and progressed from managing customer service and quality, through leading global manufacturing, to operations and international sales. Mr. Martich was promoted to his current role in April 202
Slide 92: Leadership Team: Jeremy Evans
LEADERSHIP TEAM 92 Jeremy Evans | Executive Vice President, Chief Financial Officer Jeremy Evans joined Helios Technologies in January 2024 with over 25 years of operational and financial management experience. Before joining Helios, Mr. Evans spent 25 years with Tech Data (now TD SYNNEX). His respo
Slide 93: Leadership Team: JP Parent
LEADERSHIP TEAM 93 JP Parent | Senior Vice President & Managing Director, Balboa JP Parent joined Helios Technologies through the acquisition of the Balboa Water Group in November 2020. He has more than 35 years of managerial experience in international companies. After moving his family from France
Slide 94: Leadership Team: Van Franklin
LEADERSHIP TEAM 94 Van Franklin | Vice President, Information Technology Van Franklin was appointed Vice President, Information Technologies at Helios Technologies on March 2025. He joined Sun Hydraulics, a Helios company, in December 2011 and most recently served as Global IT Operations Leader for
Slide 95: Pro Forma Non-GAAP Net Sales Reconciliation
PRO FORMA NON-GAAP NET SALES RECONCILIATION 95 (Unaudited) ($ in millions) Non-GAAP Financial Measure: Pro forma net sales is net sales less the Customer Fluidpower Pty. LTD (“CFP”). On September 27, 2025 the Company completed the sale of the outstanding equity interest in Guwing Holdings Pty. Ltd.
Slide 96: Non-GAAP Adjusted Net Income & Per Diluted Share Reconciliation
NON-GAAP ADJUSTED NET INCOME & 96 NON-GAAP ADJUSTED NET INCOME PER DILUTED SHARE RECONCILIATION (Unaudited) ($ in millions) * General note: items may not sum or recalculate due to rounding Non-GAAP Financial Measure: Adjusted net income per diluted share is adjusted net income divided by diluted we
Slide 97: Non-GAAP Adjusted EBITDA & Margin Reconciliation
NON-GAAP ADJUSTED EBITDA & 97 NON-GAAP ADJUSTED EBITDA MARGIN RECONCILIATION (Unaudited) ($ in millions) * General note: items may not sum or recalculate due to rounding Non-GAAP Financial Measure: Adjusted EBITDA margin is adjusted EBITDA divided by net sales. Adjusted EBITDA and adjusted EBITDA ma
Slide 98: Non-GAAP Adjusted Free Cash Flow Reconciliation
NON-GAAP ADJUSTED FREE CASH FLOW RECONCILIATION 98 (Unaudited) ($ in millions) Non-GAAP Financial Measure: Adjusted net cash provided by operating activities is net cash provided by operating activities less contingent consideration payment in excess of acquisition date fair value. Free cash flow i
Slide 99: Non-GAAP Adjusted Net Income & Per Diluted Share Reconciliation
NON-GAAP ADJUSTED NET INCOME & 99 NON-GAAP ADJUSTED NET INCOME PER DILUTED SHARE RECONCILIATION (Unaudited) ($ in millions) * General note: items may not sum or recalculate due to rounding Non-GAAP Financial Measure: Adjusted net income per diluted share is adjusted net income divided by diluted we
Slide 100: Net Debt to Non-GAAP Adjusted EBITDA Reconciliation
NET DEBT TO NON-GAAP ADJUSTED EBITDA RECONCILIATION 100 (Unaudited) ($ in millions) Non-GAAP Financial Measure and Non-GAAP Forward-looking Financial Measures: Adjusted EBITDA is not a measure determined in accordance with generally accepted accounting principles in the United States, commonly know
Slide 101: Return on Invested Capital (ROIC)
RETURN ON INVESTED CAPITAL (“ROIC”) 101 (Unaudited) ($ in millions) (1) Income taxes on GAAP operating income was calculated using the effective year-to-date tax rates during the respective periods. (2) End of prior year total invested capital plus end of current year total invested capital divided
Slide 102: Cash Conversion Cycle
CASH CONVERSION CYCLE 102 (Unaudited) ($ in millions)