Slide 1: Welcome to the Powerfleet 2025 Unity Innovation Event
Welcome to the Powerfleet 2025 (S) nity Innovation Event my
Slide 2: Important Disclaimers
Important Disclaimers The contents of this presentation are not to be construed as legal, regulatory, business, accounting or tax advice. You should consult your own attomey, business advisor, accountant and tax advisor as to legal, regulatory, business, accounting and tax advice. This presentation
Slide 3: Important Disclaimers (Cont'd.)
Important Disclaimers (Cont’d.) No Offer or Solicitation This presentation does not constitute an offer to sell or the solicitation of an offer to buy any securities, or a solicitation of any vote or approval, nor shall there be any sale of securities in any jurisdiction in which such offer, solicit
Slide 4: 2025 Unity Innovation Event
| 2025 Unity Innovation Event Part 1: The Compelling Market Needs Part 6: End-to-End Solutions in Action Part 2: Unity’s Differentiated Solutions Part 7: Unifying Customers’ Operations Part 3: The Unique Single Pane of Glass Part 8: Unity - The Growth Engine Part 4: Deep-Dive - Safety + Part 9: Pers
Slide 5: The Compelling Market Needs
The Compelling Market Needs: 7 KEY MARKET DRIVERS IMPACTING THEIR DIGITAL BUSINESSESS' PERFORMANCE TRANSFORMATION { 1 f 1 Leveraging 1 1 Automating {| High Quality t | Manual ! 1 1 Processes , Improving Business Performance Operational Efficiency alate { i 1 Applying Al 1 1 1 Science
Slide 6: The Market's Digital Transformation Challenge
The Market's Digital Transformation Challenge Q e d 7 ” Ye anaunusadie
Slide 7: Brian Fielkow
Brian Fielkow witha three-decade career that includes National Safety Council Distinguished Service to Safety Award Industry Safety, Compliance & Transformation Expert Texas Trucking Association — Safety Grand Champion & Divisional Safety Award Affinity Insurance Company ~ Risk Control Safety Award
Slide 8: Unity's Differentiated Solutions
Oo XN Unity’s Differentiated Solutions Part 2 ;ople Powered Al
Slide 9: Introducing: Before and After Powerfleet (PepsiCo)
Introducing A Movie by Pepsi: “Before and After Powerfleet” The story of how Pepsi's safety, LeY compliance, and operational efficiency is transformed by Unity Filmed On-Site San Diego October 2025 2 PEPSICO
Slide 10: The Unity AIoT Data Highway
—,» The Unity AloT Data Highway >> ———————» ane nnn ence ne enna nnn nnnnnnnan ene nnn nnn ence nnn enn 7 paasonrces f Ingest Harmonize Simplify ‘Consume Unify Operations es One-stop shop | Moduler Alzpes a eqx il e So | i | | Powertost data Forks Viibitty People Assets ueiase Proceczer Any Sensor “
Slide 11: People + AI-Powered AIoT
Automation of end-to-end workflows Reducing processing time Lower error rates Freeing customers to focus on higher-value work Lowered cost of operations Fasterturnaround times Scaling of repetitive processes Enhanced decision- making & insights Ingest, analyze and synthesize big data in real-time Id
Slide 12: Chief Corporate Development Officer and VP of IoT Engineering
Chief Corporate Development Officer Vice President of loT Engineering Powerfleet Powerfleet
Slide 13: On The Unity Data Highway, Customers Engage Through Modules
On The Unity Data Highway, Customers POWER@FLEET® THROUGH OUR THROUGH OUR THROUGH Al-POWERED MODULAR UNIFIED OPERATIONS THEIR OWN BUSINESS ENTERPRISE APPLICATIONS INTEGRATIONS INTELLIGENCE APPLICATIONS fr.) ~\ ta , Pa "i ~~ S. , N rd \ Y MONETIZED PER MODULE $3-5 ARPU MONETIZED PER MODULE $2-4 ARPU
Slide 14: Unity Solves The Full Scope Of Decision Maker Challenges
Unity Solves The Full Scope Of Decision Maker Challenges Regulatory Compliance Maintenance Fuel Management Fleet Electrification Security Manager Transportation ‘Manager Operational C-Level Stakeholders Care Equipment [y Maltenance Stakeholders Care About: Manager Manager About: Driver , Safety Disp
Slide 15: Best Practices Recognition
BEST PRACTICES RECOGNITION Michael DeSaties Principal Analyst Frost & Sullivan NORTH AMERICAN FLEET MANAGEMENT. SOLUTIONS PRODUCT LEADERSHIP
Slide 16: The Unique Single Pane of Glass
XN The Unique Single Pane of Glass Part 3 POWERQFLEET° People Powered AlcT
Slide 17: Unity Single Pane of Glass Demo
Unity Single Pane of Glass Demo Eliminating data silos and fragmentation POWERQFLEET° People Powered AloT a nae
Slide 18: Deep-Dive - Safety+
Deep-Dive-Safety+ Part 4 XN POWERQFLEET° People Powered AlcT
Slide 19: Connected & Protected in a Single Pane of Glass
of a Customer's Estate, Connected & Protected in a Single Pane of Glass
Slide 20: Safety+ Demo
Safety + Demo "aS if i i ' Connecting & Protecting 100% of a { D E M 0 Customer's Estate q POWERQFLEET° People Powered AloT
Slide 21: Chief Corporate Development Officer and Safety+ Product Director
Chief Corporate Development Officer Safety+ Product Director Powerfleet Powerfleet
Slide 22: End-to-End Solution Demo
End-to-End 4 H { “aS Solution Demo i DEMO Value Across the Supply Chan NY a nae POWERQFLEET° People Powered AloT
Slide 23: PowerChat
PowerChat Chief Corporate Development Officer Senior Director of Product Management ] Powerfleet Powerfleet
Slide 24: Unifying Customers' Operations
XN Unifying Customers’ Operations Part 7 POWERQFLEET° People Powered AlcT
Slide 25: Unified Operations
Administer Improve Operate Unified Operations Inara & Off Road Se Plan Execute POWERSFLEET® Paople Powered Al ayeojunwwog
Slide 26: Unity - The Growth Engine
Unity - The Growth Engine Part 8 XN POWERQFLEET° People Powered AlcT
Slide 27: Jodi Baxter, TELUS
Jodi Baxter © TELUS Vice President, 5G & Industry Solutions TELUS is a dynamic, world-leading technology company based in Canada, with $16 t:
Slide 28: MTN
MTN ¢ ‘Senior Solutions Manager TN is a leading multinational telecommunications company, generatin 10 billion i
Slide 29: Chief Corporate Development Officer and Head of Strategic Partnerships
Chief Corporate Development Officer Head of Strategic Partnerships Powerfleet Powerfleet
Slide 30: Perspective on FY27
Perspective on FY27 Part 9 XN POWERQFLEET° People Powered AlcT
Slide 31: Financial Expectations
Slide 32: AIoT: Radical Transformation to Unlock Value
POWER@FLEET® AIOT: RADICAL TRANSFORMATION TO UNLOCK VALUE Rapid Scaling of the Business: 3.6X in 4-Years Revenue #039;M ~$485M ~$440M 287 134 FY'23 FY'24* FY'25%%* " FY'26 Est. FY'27 Guide Note *: Comprises $135M from legacy Powertleet and $152M from legacy Mix Note**: Includes $59 million from legacy
Slide 33: Organic Growth Unlocks Improved Revenue Mix to +80%
POWER@FLEET® TOPLINE GROWTH SERVICE REVENUE LED Organic Growth Unlocks Improved Revenue Mix to +80% Service Revenue (#039;M) Service Revenue Mix ~400 o% 355 81% 277 219 76% 76% FY'24 FY'25 FY'26 Est. FY'27 Guide FY'24 FY'25 FY'26 Est. FY'27 Guide
Slide 34: Value of Top Line Growth Compounded by Margin Expansion
POWER@FLEET® VALUE OF TOP LINE GROWTH COMPOUNDED BY MARGIN EXPANSION AEBITDA CAGR '24-27 of 45% vs. Revenue CAGR of 19% Adjusted EBITDA #039;M ~$130M Adjusted EBITDA Margin 26% 23% ~100 18% 67 15% FY'24 FY'25 FY'26 Est. FY'27 Guide | FY'24 FY'25 FY'26 Est. FY‘'27 Guide
Slide 35: Key Pro Forma AEBITDA Expense to Revenue Ratios
POWER@FLEET® KEY PRO FORMA AEBTIDA EXPENSE TO REVENUE RATIOS Presented E:Rs exclude depreciation, amortization, stock-based compensation and one time transaction, restructuring and integration costs Adjusted EBITDA Gross Margins Adjusted EBITDA E:Rs 11% — 70% 71% y 1gx19% 15% [ B% 8% 8% sam R&D 68%
Slide 36: FY27 EBITDA to Cash Conversion
POWER@FLEET® FY27 EBITDA TO CASH CONVERSION ($’M) 130 * || -20 | +$40M FY'27 EBITDA Capex Cash Interest Cash taxes Onetime Synergy Cash Conversion
Slide 37: Net Debt to EBITDA Ratio
POWERQFLEET® NET DEBT TO EBITDA RATIO: TARGETING ~2 TURN IMPROVEMENT IN 2-YEARS Guiding Net Debt to EBITDA to improve from 3.4 times at year end FY25 to to ~1.5 times at year end FY27 Net Debt to EBITDA Ratio 3.4X ~2.25X ~1.5X YE FY'25 YEFY'26 YEFY'27
Slide 38: Medium Term Operating Model
MEDIUM TERM OPERATING MODEL ARR Revenue Growth Adjusted EBITDA Margin 15% Option to increase to +20% with increased investment in GTM TASTES ETT Meh ee VERN Unlevered AEBITDA Cash Conversion 75% 50%
Slide 39: AIoT: A Compelling Investment Opportunity
POWERQFLEET® AIOT: A COMPELLING INVESTMENT OPPORTUNITY Proven operators with a track record of execution. Bold M&A has delivered global scale, rapid AEBITDA expansion, and accelerating organic revenue growth Award-winning, highly differentiated, Al & software-first platform driving tangible business
Slide 40: Thank You For Your Time and Your Support
Oo XN Thank You For Your Time and Your Support POWERQFLEET° People Powered AlcT
Slide 41: GAAP to Non-GAAP Reconciliations
GAAP to Non-GAAP Reconciliations POWERFLEET, INC. AND SUBSIDIARIES RECONCILIATION OF NET LOSS ATTRIBUTABLE TO COMMON STOCKHOLDERS TO ADJUSTED EBITDA (In thousands, except for %’s) Year Ended March 31, 2024 2025 Historically Combined Consolidated Net loss attributable to common stockholders $ (36,245
Slide 42: Powerfleet, Inc. and MiX Telematics Reconciliation
POWERFLEET, INC. AND Mix TELEMATICS RECONCILIATION OF NET (LOSS) PROFIT ATTRIBUTABLE TO COMMON STOCKHOLDERS TO. ADJUSTED EBITDA (In thousands, except for %'s) Year Ended March 31, 2024 Historically Powerfleet Inc. MiXTelematics Combined Net (loss) profit attributable to common § (38,830) $ 2.585 § (
Slide 43: Reconciliation of Gross Profit Margins to Adjusted EBITDA Gross Profit Margins
POWERFLEET, INC. AND SUBSIDIARIES RECONCILIATION OF GROSS PROFIT MARGINS TO ADJUSTED EBITDA GROSS PROFIT MARGINS. {inthousands, except for %'s) Maren 31, 2025 Consolidated Product revenues S 85,584 Products gross prtit 23,623 Inventory rationalization and other 310 justod EBITDA rot 26,939 Products
Slide 44: Reconciliation of SG&A Expenses to Non-GAAP SG&A Expenses
POWERFLEET, INC. AND SUBSIDIARIES RECONCILIATION OF SELLING, GENERAL AND ADMINISTRATIVE EXPENSES TO NON-GAAP SELLING, GENERAL AND ADMINISTRATIVE EXPENSES. (in thousands, except tor %'s) ‘Total revenus Selling, general and administrative expenses Selling, general and administrative expenses Restructu
Slide 45: Reconciliation of Total Debt to Adjusted Net Debt
POWERFLEET, INC. AND SUBSIDIARIES RECONCILIATION OF TOTAL DEBT TO ADJUSTED NET DEBT AND ADJUSTED NET DEBTTO ‘ADJUSTED EBITDA RATIO. (in thousands, except for ratios) March 31, 2025 Total debt $273,792 Less: Cash and cash equivalents 48,788) Net debt 225,004 LUnsettled transaction costs 3,551 Adjuste