Slide 1: The Right Strategy, The Right Execution, The Right Board
The Right Strategy, The Right Execution, The Right Board July 2026
Slide 2: Executive Summary
Executive Summary ✓ Delivered seven consecutive quarters of comparable sales growth, with 10% and 9% in the last two all-important holiday fourth quarters ✓ Achieved 26% and 61% Adj. Operating Income and Adj. EPS growth rate over the last two years with business transformation in response Our Strate
Slide 3: Executive Summary
Executive Summary ✓ Regular and Strategic Board Refreshment: Since 2020, the Board has added 6 (out of 8) highly-respected independent We Have Actively directors, including a new Lead Independent Director, and another 6 directors have retired Refreshed Our Board ✓ Prioritizing Key Skill Sets: Our Di
Slide 4: Our Strategy and Execution in a Highly Dynamic Consumer Environment Have Delivered Results
Our Strategy and Execution in a Highly Dynamic Consumer Environment Have Delivered Results
Slide 5: Our Execution Has Delivered Meaningful Results
Our Execution Has Delivered Meaningful Results Strategy Translating to Results ▪ Achieved strong success transforming and Adjusted Operating Income ($mm) building business following significant changes in consumer environment and behavior CAGR: +30% $34 - $40 ▪ Delivered 7 consecutive quarters of to
Slide 6: We Are Evolving Our Business by Responding to the Consumer and Achieving Results
We Are Evolving Our Business by Responding to the Consumer and Achieving Results We have successfully responded to dynamic consumer changes ▪ Our Footwear Focused strategy allowed us to weather the pandemic and achieve record footwear results in FY’22 ▪ Consumer behavior dramatically changed post-pa
Slide 7: We Have Positive Momentum in Our Performance
We Have Positive Momentum in Our Performance… Q4 FY’26 FY’26 Q1 FY’27 (1) Overall Comp Sales +9% +6% +2% Prior Year Overall +10% +3% +5% Comp Sales We have delivered multiple consecutive SG&A Leverage (2) +140bps +120bps +60bps quarters of YoY double-digit YoY profit improvement Adj. Operating (3) +
Slide 8: Highlighted by Our Strong Q1 FY'27 Earnings Print
…Highlighted by Our Strong Q1 FY’27 Earnings Print… Q1 FY’27 Earnings Highlights Sellside Analysts Recognize Our Momentum “GCO delivered a nice quarter with broad-based strength (1) +2% +90bps and solid execution, led by Journeys and Johnston & Murphy. Momentum is carrying into Q2/North America.” Co
Slide 9: Execution Translating into Long-Term Shareholder Value and Outperformance vs Peers
…And Our Execution is Translating into Long-Term Shareholder Value and Outperformance vs Peers Total Shareholder Return 1-Year (LTM) 3-Year 5-Year Strategic execution translating into recent TSR outperformance 104% 96% 63% 38% 34% 7% (16%) (31%) (44%) Selected Selected Selected Russell 2000 Russell
Slide 10: Our Renewed Strategy, Enhanced Leadership and Purposeful Capital Allocation Will Propel Our Momentum
Our Renewed Strategy, Enhanced Leadership and Purposeful Capital Allocation Will Propel Our Momentum and Deliver Increased Value
Slide 11: Thoughtful Plan Targeted at Driving Significant Operating Income & Margin Expansion
Thoughtful Plan Targeted at Driving Significant Operating Income & Margin Expansion Projected Adj. Operating Income Growth Translates into $6-$7 of Adj. EPS* ~4% 0.7% 1.0% ~$100M Savings from IT + transformation and continued cost 0.4% optimization / efficiencies Improved + throughout discounting 0.
Slide 12: Footwear First Strategy Positions Us for Long-Term Success
We Believe Our Footwear First Strategy Positions Us for Long-Term Success Transformation into a Why We Evolved the Strategy What We Will Do Footwear Focused Business ▪ The retail landscape has continued to evolve, requiring the next generation of our strategy 18% 61% Become the leading footwear dest
Slide 13: Our Footwear Focused Strategy Has Built the Foundation for Today's Momentum
Our Footwear Focused Strategy Has Built the Foundation for Today’s Momentum RESULTS ACHIEVED INTENSIFY MAXIMIZE DEEPEN 1 2 3 4 5 ACCELERATE PRODUCT RESHAPE & PHYSICAL CONSUMER DIGITAL INNOVATION & REINVEST & DIGITAL INSIGHTS TREND INSIGHTS ✓ Digital revenue more than ✓ Built enterprise ✓ Established
Slide 14: Strong Portfolio of Brands that are Strategically Well-Positioned
Strong Portfolio of Brands that are Strategically Well-Positioned Journeys Retail Group (82% of FY’26 Net Sales) Branded Group (18% of FY’26 Net Sales) The destination for young adult and teen fashion footwear and Portfolio of leading owned and licensed brands partner of choice for leading global br
Slide 15: Meaningful Synergies Across Retail & Branded Operations
Meaningful Synergies Across Retail & Branded Operations Formation of Journeys Global Retail Group ▪ Unites Journeys, schuh and Little Burgundy into a single global retail engine Journeys ▪ Creates a powerful opportunity to position our banners as the world’s leading style-led, youth footwear retail
Slide 16: Journeys Strategic Growth Plan Driving Results
Journeys Strategic Growth Plan Driving Results Strategic Repositioning Strategy Translating to Results Segment Net Sales ($mm) Dramatically evolve Journeys with sharp point on style-led teen girl and expand appeal to broader audience for 6-7x greater TAM $1,495 Core Integrated Strategic Initiatives/
Slide 17: 4.0 Store Remodels Delivering 25%+ Sales Uplift
Our 4.0 Store Remodels Delivering 25%+ Sales Uplift & Transforming Journeys Experience Legacy Journeys Storefront Journeys 4.0 Remodel Modular, footwear first layout that is far more elevated, updated, shoppable and easy to navigate 4.0 Stores Key Metrics 105 ~20% ~400bps 25%+ 4.0 stores completed i
Slide 18: Johnston & Murphy Repositioning Gaining Traction
Johnston & Murphy Repositioning Gaining Traction Reimagined and Reinvented Major Inflection in Comp Performance ▪ Hardest hit business as consumers stopped going to office and adopted +7% more casual / comfortable dressing ▪ Reimagined business with comfort as foundation in shift from dress shoes +2
Slide 19: Strategic Overview: schuh and Genesco Brands
Strategic Overview: schuh and Genesco Brands Applying elements of the Journeys transformational playbook at schuh while advancing Footwear First initiatives across branded portfolio ▪ Optimize the store footprint, eliminating unproductive ▪ Launch Wrangler Footwear in Fall 2026, positioning the loca
Slide 20: Footwear First Defines How We Will Create the Next Phase of Shareholder Value
Footwear First Defines How We Will Create the Next Phase of Shareholder Value 1 2 3 Create & Curate Elevate Create Winning Distinct Exceptional Product Brands Experiences We focus on having the We activate brands with We offer compelling right footwear, in the right unique stories, product and physi
Slide 21: Create and Curate Winning Product
1 Create and Curate Winning Product We focus on having the right footwear, in the right styles, all the time Diversify and Elevate Our Product Assortment ▪ Journeys and schuh both continue to expand premium athletic and lifestyle leadership through broader access to Nike, New Balance, adidas, HOKA,
Slide 22: Elevate Distinctive Brands
2 Elevate Distinctive Brands We activate brands with unique stories, product, and experiences to be top of mind for our customers Strengthen Brand Positioning ▪ Position Journeys as the destination for style-led teens by reinforcing its leadership in premium, multi-brand footwear and youth culture ▪
Slide 23: Create Exceptional Consumer Experiences
3 Create Exceptional Consumer Experiences We deliver seamless, differentiated shopping experiences that strengthen customer engagement, improve productivity and drive profitable growth Create More Engaging Store Experiences rd ▪ Double the 4.0 store count with 1/3 relocating to bigger footprint ▪ Ex
Slide 24: Build Amazing Teams
4 Build Amazing Teams We have proactively added capabilities across digital, merchandising, operations and talent to support Genesco’s strategic evolution and accelerate execution 2021 2022 2023 2025 2026 Parag Desai Kyle Polischuk Jonathan Collins Andrew “Andy” Gray Richard “Rick” Higgins Senior Vi
Slide 25: We Will Continue To Work On Cost
We Will Continue To Work On Cost Demonstrated Track Record of Cost Management $40 – $50mm Targeting structural cost opportunities FY’20 profit enhancement delivered across the organization $32mm in savings from many areas including rent, freight and warehousing ▪ Productivity benefits from I.T. tran
Slide 26: Proven Ability to Generate Significant Free Cash Flow and Maintain a Healthy Balance Sheet
Proven Ability to Generate Significant Free Cash Flow and Maintain a Healthy Balance Sheet… Robust Free Cash Flow Generation… …and Flexible Capital Structure with Strong Liquidity Liquidity Free Cash Flow (annual and cumulative) $165 ($ in millions) ($ in millions) $437 $339 $84 $278 $47 $34 FY'24 F
Slide 27: Invest in the Business & Return Capital to Shareholders
…Enabling Us to Invest in the Business & Return Capital to Shareholders to Drive Long-Term Value Investing in Future Growth… …While Returning Significant Capital to Shareholders Capital Expenditure Weighted Average Diluted Shares Outstanding ($ in millions) (in millions) $62 Repurchased ~50% of $60
Slide 28: We Have Actively Refreshed Our Board with the Right Skills and Experience
We Have Actively Refreshed Our Board with the Right Skills and Experience to Meet the Demands of the Evolving Footwear Retail Industry
Slide 29: We Have Proactively Refreshed to Meet Evolving Footwear Retail Industry Demands
We Have Proactively Refreshed to Meet Evolving Footwear Retail Industry Demands Six highly-respected, independent directors have been appointed since 2020, including a new Lead Independent Director, bringing relevant experience to the boardroom and demonstrating Genesco’s focus on regular and strate
Slide 30: Our Board Has the Right Skills and Experience to Oversee Footwear First Strategy
Our Board Has the Right Skills and Experience to Oversee Genesco’s Footwear First Strategy Genesco has added 6 new, highly-qualified independent directors to the Board since 2020 Mimi Vaughn Gregory Sandfort Joanna Barsh Matt Bilunas President, CEO & Chair Lead Independent Director Independent Direc
Slide 31: Our Board Is Committed to Robust Corporate Governance
Our Board Is Committed to Robust Corporate Governance… Board Independence Board Refreshment Board Evaluations Shareholder Rights (1) & Accountability & Diversity & Engagement ✓ 8 of 9 directors are independent ✓ Annual director elections ✓ Thorough and consistent Nominating ✓ Annual Board and commit
Slide 32: Directors With a Purpose-Built Mix of Relevant Skill Sets
…And is Comprised of Directors With a Purpose-Built Mix of Relevant Skill Sets Skills / Expertise Senior Leadership Experience 9 of 9 PPPPPPPPP (C-Suite Executive or Equivalent) directors Other Public Company Leadership 6 of 9 PPPPPP (CEO or Board Experience) directors 8 of 9 Retail or Consumer Faci
Slide 33: Board Leadership Structure Reinforces Accountability
Board Leadership Structure Reinforces Accountability Gregory Sandfort Mimi Vaughn Lead Independent Director President, CEO & Chair • Sets meeting agendas and leads executive sessions of • Executes the agenda at Board meetings independent directors • Works in conjunction with independent directors to
Slide 34: Our Executive Compensation Program Aligns Pay with Performance
Our Executive Compensation Program Aligns Pay with Performance Compensation program designed to ensure alignment with shareholders, including majority at risk compensation, division and corporate accountability targets and other recent changes following shareholder feedback Short-Term Incentive Long
Slide 35: Radoff's Campaign Risks Momentum Disruption and Value Destruction
We Believe Radoff’s Campaign Risks Momentum Disruption and Value Destruction
Slide 36: Good Faith Efforts to Engage with Radoff
We Continue to Make Good Faith Efforts to Engage with Radoff to Understand His Perspectives Although Radoff’s Intentions Have Been Unclear …Genesco Has Aimed to Engage Constructively From the Start… Immediate Response to Initial Outreach: Following Radoff's first-ever Limited Investment and Communic
Slide 37: Radoff is Seeking Board Seats Without Clear, Strategic Logic
Radoff is Seeking Board Seats Without Clear, Strategic Logic Radoff has consistently advocated for Board change, but has not articulated a clearly-defined value creation plan, rationale for further Board refreshment, or explanation of how his nominees would benefit the Company Investment Thesis No C
Slide 38: Radoff's Nominees Lack Relevant Skills or Experience for Genesco
Radoff’s Nominees Lack Relevant Skills or Experience for Genesco Westervelt “Westy” Ballard Paula Poskon Track Record of Bankruptcy and Financial Instability, Frequent Activist Director, Lacks Additive Skills and Experience, Recommended to Radoff by Leading Activist Law Firm, and Personal Connection
Slide 39: Radoff's Nominees Lack Relevant Skills or Experience (Cont'd)
Radoff’s Nominees Lack Relevant Skills or Experience for Genesco (Cont’d) Two underqualified nominees with the wrong skill sets and experience, who appear to have concerning connections to Radoff and other activist affiliates Direct Footwear Direct Retail Public Board Independence Experience Experie
Slide 40: Radoff Is Targeting Directors Who Are Critical to Our Ongoing Progress
Radoff Is Targeting Directors Who Are Critical to Our Ongoing Progress Thurgood Marshall, Jr. Joanna Barsh Independent Director Independent Director ✓ Legal and regulatory expertise working across the public and private ✓ Leading expert in Consumer & Retail strategic transformations and sectors, ski
Slide 41: The Bottom Line: A Proven Strategy vs. an Unclear Campaign
The Bottom Line: A Proven Strategy vs. an Unclear Campaign
Slide 42: Radoff Has Yet to Articulate a Strategy
Radoff Has Yet to Articulate a Strategy Genesco’s Strategy Radoff’s Strategy For Genesco û Return $200-300M to shareholders in the next 18 months ✓Clearly stated Footwear First strategy anchored in four strategic growth drivers to deliver sustainable and profitable growth ̶ Radoff has not provided a
Slide 43: Radoff's Haphazard Campaign Raises More Questions Than It Answers
Radoff’s Haphazard Campaign Raises More Questions Than It Answers Radoff is asking shareholders to elect their nominees, yet he has not addressed our basic questions about his thesis, ideas or nominees. We encourage shareholders to ask them the following questions: Why launch a proxy contest rather
Slide 44: Genesco Risks Losing Integral Expertise If the Dissident Nominees Are Elected
Genesco Risks Losing Integral Expertise If the Dissident Nominees Are Elected What Our Board Would Lose What Radoff’s Nominees Would “Add” • As CFO of Superior Energy Services, • Legal and regulatory expertise, skills presided over the company’s descent into a essential to Genesco amidst today’s dyn
Slide 45: Incumbent Directors are the Best Choice to Deliver Value Creation
Genesco’s Incumbent Directors are the Best Choice to Deliver Value Creation to ALL Shareholders Our Strategic Transformation Has Driven Vote the WHITE Proxy Card 1 Results and Momentum The Genesco Board of Directors unanimously recommends that you vote the WHITE proxy card: For the election of ALL o
Slide 46: Appendix: Board of Directors
Appendix: Board of Directors
Slide 47: Each Genesco Director Brings Highly Relevant Skills and Experience
Each Genesco Director Brings Highly Relevant Skills and Experience Gregory Sandfort Mimi Vaughn Former President and CEO Joanna Barsh President, CEO and Chair of of Tractor Supply and Senior Partner Emerita at Genesco Lead Independent Director McKinsey & Company of Genesco • Over 40 years of experie
Slide 48: Each Genesco Director Brings Highly Relevant Skills and Experience (Cont'd)
Each Genesco Director Brings Highly Relevant Skills and Experience (Cont’d) John Lambros Matt Bilunas Carolyn Bojanowski Chairman, U.S. Technology, Senior Executive Vice Executive Vice President of Head of Digital Media, President and Merchandising at Sephora Sports & Entertainment at CFO of Best Bu
Slide 49: Each Genesco Director Brings Highly Relevant Skills and Experience (Cont'd)
Each Genesco Director Brings Highly Relevant Skills and Experience (Cont’d) Thurgood Marshall, Jr. Angel Martinez Mary Meixelsperger Director at CoreCivic and Co-CEO of Oofos Former CFO of Valvoline EN+ Group • Director at CoreCivic, a full-service corrections management and • Co-Chief Executive Off
Slide 50: Appendix: GAAP to Non-GAAP Financial Reconciliation
Appendix: GAAP to Non-GAAP Financial Reconciliation
Slide 51: Adjustments to Reported Earnings (Loss) from Continuing Operations
Adjustments to Reported Earnings (Loss) from Continuing Operations (3) Fiscal Year Ended February 03, 2024 February 01, 2025 January 31, 2026 In $mm (except per share amounts) Pretax Net of Tax Per Share Pretax Net of Tax Per Share Pretax Net of Tax Per Share Earnings (loss) from continuing operatio
Slide 52: Adjustments to Reported Operating Income
Adjustments to Reported Operating Income Fiscal Year Ended Fiscal Year Ended Fiscal Year Ended February 03, 2024 February 01, 2025 January 31, 2026 In $mm Operating Asset Impair Adj Operating Operating Asset Impair Adj Operating Operating Asset Impair Adj Operating Income (Loss) & Other Adj Income (
Slide 53: Adjustments to Reported Operating Income (Cont'd)
Adjustments to Reported Operating Income (Cont’d) Quarter 4 - February 1, 2025 Quarter 4 - January 31, 2026 In $mm Operating Asset Impair Adj Operating Operating Asset Impair Adj Operating Income (Loss) & Other Adj Income (Loss) Income (Loss) & Other Adj Income (Loss) Journeys Group $43 -- $43 $60 -
Slide 54: Reconciliation of Cash Flow from Operations to Free Cash Flow
Reconciliation of Cash Flow from Operations to Free Cash Flow Fiscal Year Ended In $mm February 03, 2024 February 01, 2025 January 31, 2026 ($17) ($19) $13 Net earnings (loss) Adjustments to reconcile net earnings (loss) to net cash provided by operating activities: $49 $52 $53 Depreciation and amor
Slide 55: Adjustments to Reported Selling and Administrative Expenses
Adjustments to Reported Selling and Administrative Expenses Quarter 1 - May 2, 2026 In $mm Selling and administrative expenses, as reported $254 % of sales 52.2% Costs associated with information technology transformation ($2) Total adjustments ($2) Adjusted selling and administrative expenses $253
Slide 56: Forward-Looking Statements
Forward-Looking Statements This document includes certain forward-looking statements, which include statements regarding our intent, belief or expectations and all statements other than those made solely with respect to historical fact. Actual results could differ materially from those reflected by
Slide 57: Important Additional Information and Where to Find It
Important Additional Information and Where to Find It On June 15, 2026, Genesco filed a definitive proxy statement on Schedule 14A (the “Proxy Statement”) and accompanying WHITE proxy card with the Securities and Exchange Commission (“SEC”) in connection with the 2026 annual meeting of Genesco share
Slide 58: Non-GAAP Financial Measures
Non-GAAP Financial Measures We have included certain non-GAAP financial measures in this presentation in order to provide transparency to our shareholders and enable shareholders to better compare our operating performance with the operating performance of our competitors, including with those of ou