Daktronics, Inc. · NASDAQ:DAKT
Daktronics — Investor Day (April 2026)
178 slides from Daktronics's investor day presentation, Apr 9, 2026
Slide 1: Investor Day April 9th, 2026
yn oN Molgasps: Gréat Rates, Local Service ae 5 MIN INVESTOR DAY April 9th, 2026 DAKTRONICS
Slide 2: Cautionary Notice
Cautionary Notice: In addition to statements of historical fact, this presentation contains forward-looking statements within the meaning of the federal securities laws and is intended to receive the protections of such laws. All statements, other than historical facts, included or incorporated in t
Slide 3: Agenda
Agenda 08:00am Registration & breakfast Investor relations housekeeping Introductory remarks Andrew Siegel Corporate strategy Ramesh Jayaraman Chairman of the Board President & Chief Executive Officer Commercial, high schools, park & rec. Jeremy Johnson VP, Commercial, High Schools, Park & Rec. Live
Slide 4: Introduction – Andrew Siegel
INTRODUCTION Andrew Siegel | Chairman of the Board
Slide 5: Daktronics Stock Price History
4 Daktronics Stock Price History [USD, month & calendar year] Source: NASDAQ.com
Slide 6: Corporate Strategy – Ramesh Jayaraman
CORPORATE STRATEGY Ramesh Jayaraman | President and CEO
Slide 7: Video
6 Video
Slide 8: Corporate Strategy – Ramesh Jayaraman
CORPORATE STRATEGY Ramesh Jayaraman | President and CEO
Slide 9: We are everywhere
We are everywhere 8
Slide 10: Daktronics at a glance
Daktronics at a glance 23% 37% 22% 9% 10% Commercial Live events High school Park and Recreation Transportation International Q4FY25 – Q3FY26 Net Sales 89% 11% Product & installation Aftermarket Services & software Q4FY25 – Q3FY26 Net Sales DAKTRONICS drives visual storytelling and experiences that
Slide 11: Full lifecycle provider
Full lifecycle provider Repeat customer lifecycle Service & support Repair & replace Manufacturing Solution design Software control & configuration Installation & commissioning Product & software engineering Aftermarket servicesProject delivery 10
Slide 12: Global footprint
Global footprint Brookings, SD1 Sioux Falls, SD Redwood Falls, MN Shanghai, China Saltillo, Mexico 2 Ennistymon, Ireland France Spain Belgium Germany United Arab Emirates Saudi Arabia Singapore Australia Japan Macao UK Headquarters Manufacturing plants Sales/operations 1) Headquarters & plant Canada
Slide 13: Today's presenters
Today’s presenters Ramesh Jayaraman President & Chief Executive Officer Daktronics Industry <1 Yr 25 Yrs Howard Atkins Acting Chief Financial Officer & Chief Transformation Officer Daktronics Industry 3 Yrs 41 Yrs Brett Wendler Vice President Design and Development Daktronics Industry 33 Yrs 33 Yrs
Slide 14: Growth journey: Deliver 3-Year Plan
Growth journey Deliver 3-Year Plan 13
Slide 15: 3-year plan strategic pillars
3-year plan strategic pillars Organic growth in core 1. Growth 1A New market vertical expansion1B Software & services innovation and commercialization 1C International growth1D Advanced factory automation 2. Operational excellence 2A Lean deployment2B Manufacturing network optimization2C Integrated
Slide 16: Accelerated organic growth
Accelerated organic growth 2024 2025 2026 2027 2028 2029 2030 2.9 3.0 3.3 3.5 3.8 4.1 4.4 CAGR: +7.4% LE+S HSPR & Commercial Transportation New Verticals CY2024-CY2030 US/CAN LED display products and services addressable market [USD bn, nominal] CAGR '24-'30 ➨ ➨ ➨ ➨ ➨ ➨ ➨ ➨ ➨ ➨ Positive impact Neutr
Slide 17: Secular trends
Secular trends 1A Professional sports Miami Heat Watertown, SD Youth sports Auburn University College sports Video & fixed digit Bigger scale High complexity154 pro teams 1,316 athletic programs 30,000+ high schools 16
Slide 18: New market verticals
New market verticals CY2025 US/CAN LED display products and services market, existing vs. new verticals [%] Highlights » ~20% of addressable verticals anchored in indoor high-resolution video solutions » Historically, Daktronics has opportunistically served these vertical markets » Going forward, it
Slide 19: Software & services innovation & commercialization
Software & services innovation & commercialization Relative profitability of products, services, and software 1C Relative value Professional services Technical services Increasing margins Original equipment Software & service attachment 18
Slide 20: International growth
Focus on high growth regions & segments Expand regionally tailored offerings Establish new partnerships International growth 19 1D
Slide 21: Operational excellence
Operational excellence 2A. Advanced factory automation Unlock industry- leading commercial performance through automation 2B. Lean deployment Drive continuous improvement and operational efficiency 2C. Manufacturing network optimization Economies of scale and localization of core manufacturing capab
Slide 22: Value creation roadmap
Value creation roadmap Accelerate organic growth in core Margin improvementRevenue growth CAGRStrategic theme +LSD+HSD% Growth in line with underlying markets 1A Software & services innovation and commercialization +LSD +LSD1C International growth +LSD +LSD1D Operational excellence2 --- +LSD Total +
Slide 23: Growth journey: Grow beyond core
Growth journey Grow beyond core 22
Slide 24: Capital deployment priorities
Capital deployment priorities Continued organic investments Inorganic growth expansion Return excess capital to shareholders 1 2 3 Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 Q3 FY26 82 97 134 132 128 137 150 144 Cash and cash equivalents [USD m] 23
Slide 25: Inorganic growth levers
Inorganic growth levers Clear criteria for identifying targets to shape the portfolio Industry screening criteria Target company criteria Product portfolio expansion Geographic expansion Vertical market expansion Industrial logic Financially accretive Operational synergies 24
Slide 26: In summary
In summary Daktronics is the market leader in large-format LED displays and will continue to lead with customer-centric solutions Growth is underpinned by participation in large, attractive end markets benefiting from long-term secular demand drivers Concrete plans in place to achieve organic growth
Slide 27: Disciplined growth, expanding margins, improving returns
Revenue growth | 7-10% CAGR » Value-based pricing » Revenue mix diversification » New products/software solutions Operating margin|10-12% » Structural cost reduction across supply chain » High value investment in hardware and software development ROIC | 17-20% Tracking to target FY2025 FY2028 Discip
Slide 28: Agenda
Agenda 08:00am Registration & breakfast Investor relations housekeeping Introductory remarks Andrew Siegel Corporate strategy Ramesh Jayaraman Chairman of the Board President & Chief Executive Officer Commercial, high schools, park & rec. Jeremy Johnson VP, Commercial, High Schools, Park & Rec. Live
Slide 29: Commercial, High Schools, Park & Rec
Jeremy Johnson | Vice President Commercial, High Schools, Park & Rec COMMERCIAL, HIGH SCHOOLS, PARK & REC
Slide 30: Video
29 Video
Slide 31: Commercial, High Schools, Park & Rec
Jeremy Johnson | Vice President Commercial, High Schools, Park & Rec COMMERCIAL, HIGH SCHOOLS, PARK & REC
Slide 32: Commercial
Commercial Digital Out of Home On-Premise Spectaculars* *Managed by Live Events 31
Slide 33: On-Premise
On-Premise a (eee 32
Slide 34: Channel sale through sign companies
Channel sale through sign companies (500+) Primary verticals • Convenience stores • Auto dealers • Banks • Car washes • Churches • QSRs • Healthcare • and many, many more … Customer model 33
Slide 35: Sales strategy
Project or Customer Name Installation Location Sales strategy • Regional sales team with extensive local market knowledge and expertise • Support partners with tools, training, and sales enablement • Generate demand and leads for partners 34
Slide 36: Daktronics differentiators
Project or Customer Name Installation Location • Product durability • Ease of installation • Fast, frictionless service response • Software that simplifies ownership – best in class Daktronics differentiators 35
Slide 37: How differentiators drive success
Project or Customer Name Installation Location How differentiators drive success • With channel partners, it’s all about loyalty; earned through high value relationships • End customers value the simplicity and strength of our control systems 36
Slide 38: Digital out of home
Digital out of home 37
Slide 39: Customer model
Project or Customer Name Installation Location • Billboard operators (large & independent) • Roadside and indoor transit applications • Solved the “capacity problem” for OOH operators Customer model 38
Slide 40: Sales strategy
Project or Customer Name Installation Location • Long-term relationships with billboard operators • Replacement-driven sales model Sales strategy 39
Slide 41: Daktronics differentiators
Project or Customer Name Installation Location • Superior image quality over long lifecycles • Durability and responsive service at scale Daktronics differentiators Bleed photo 40
Slide 42: How differentiators drive success
• Optimizes OOH operator investment over the life of the asset • Enables value pricing and higher replacement rates • Creates predictable, replacement-driven demand How differentiators drive success 41
Slide 43: High schools | Park & recreation
High schools | Park & recreation 42
Slide 44: Customer model
Project or Customer Name Installation Location • K-12 public and private schools • Community colleges and technical schools • Municipal and community facilities • Parks and recreation Customer model 43
Slide 45: Sales strategy
Project or Customer Name Installation Location • Field sales teams deeply embedded in education market and fabric of communities • Our teams are well known within the schools they serve • 32,000 schools with 128,000 sport venues Sales strategy 44
Slide 46: Daktronics differentiators
• Field sales expertise • Same systems and quality as the pros • DakClassroom curriculum + Crew Connect • Daktronics Sports Marketing Daktronics differentiators 45
Slide 47: How differentiators drive success
• School pride and recruitment • Student development and career pathways • Sponsorship-driven revenue model How differentiators drive success 46
Slide 48: Daktronics market share in Commercial and HSPR
0.1 (12%) 0.5 (57%) 0.3 (31%) Total 0.9 Unaddressed TAM Other players Daktronics market share Highlights » Daktronics has 31% share in within these BUs, driven primarily by it’s market share in HSPR » By segment, Daktronics has the strongest share in the HSPR market with 40-50% share Daktronics has
Slide 49: Commercial and HSPR market growth
2024 2025 2026 2027 2028 2029 2030 0.9 0.9 1.0 1.1 1.2 1.3 1.4 CAGR: +7.4% Unadressed TAM OOH On-Prem HSPR CAGR '24-'30 7.2% 6.7% 6.9% Daktronics Commercial and High School Parks & Rec (HSPR) business serves USD 1 bn market that is growing at 8.0% CAGR USD bn, Nominal 8.1% Volume impactTrends Value
Slide 50: Three strategic pillars for Commercial and HSPR
Three strategic pillars will be core to growth for the Commercial and HSPR business units +HSD%Accelerate organic growth in core Grow software share of business Grow high-margin services business DriversMedium-term CAGRStrategic theme » Increasing spend in HSPR and On-Premise +LSD +LSD » Feature dev
Slide 51: Key takeaways
Key takeaways We create loyalty with sign companies by being consistent in quality & support Our OOH displays provide the best ROI for our customers Our value proposition story for high school customers cannot be replicated 50
Slide 52: Live Events & Spectaculars
Jay Parker | VP LE & Spectaculars • Jody Kress | VP Project Realization LIVE EVENTS & SPECTACULARS
Slide 53: Video
52 Video
Slide 54: Live Events & Spectaculars
Jay Parker | VP LE & Spectaculars • Jody Kress | VP Project Realization LIVE EVENTS & SPECTACULARS
Slide 55: Live Events customer model
Live Events customer model • 154 professional sports teams • 1,316 college athletic programs • 400 minor league facilities • Convention centers, amusement/theme parks 54
Slide 56: Sales strategy
Sales strategy • Experienced and aggressive sales team • Relationship depth • Product quality and reliability • Best-in-class service • Trustworthy 55
Slide 57: Daktronics differentiators
Daktronics differentiators People "Honest, helpful, humble" are our values. We take pride in relationships that last a lifetime. Products As a single-source provider, we provide cutting-edge technology and the highest quality components to make world-class products. Services We deliver efficient con
Slide 58: How differentiators drive success
• Value-based pricing • Repeat business across venue lifecycles • Cross-sell opportunities • Win rate, market share How differentiators drive success 57
Slide 59: Market share
Market share Major League Sports Next highest competitor = 11% 53% Minor League Baseball Next highest competitor = 6% 57% College Sports (DI) Next highest competitor = 6% 69% 58
Slide 60: NFL stadium display sizes
59 Commanders 28’ x 95’ (Qty: 2) Seahawks 40’ x 70’ Jets/Giants 30’ x 118’ (Qty: 4) Chiefs 35’ x 149’ Bengals 36’ x 130’ (Qty: 2) Steelers 41’ x 124’ Bears 40’ x 129’ (Qty: 2) Eagles 27’ x 192’ Colts 53’ x 97’ (Qty: 2) Dolphins 49’ x 112’ (Qty: 4) Bills 34’ x 164’ (Qty: 2) Lions 40’ x 152’ (Qty: 2)
Slide 61: College Football display size comparison
60 1. University of Illinois 69’ x 250’ This chart depicts each school’s main video display from smallest to largest. Blue Displays represent Daktronics product installations. College Football (FBS) Display Size Comparison 2. Auburn University 56’ x 190’ 3. Purdue University 56’ x 150’ 5. University
Slide 62: MLB success
61 1026 MLB success — 5 for 5! alin cae cs Maiay_1-RowePrice HENDERSON NATIONAL BOHEMIAN
Slide 63: Spectaculars
Spectaculars Primary applications/markets • Times Square, Las Vegas, Los Angeles and other major city centers • Sportsbooks and gaming • Digital OOH media companies • Retail/corporate/hospitality • Iconic/experiential displays • Cruise ships • Malls 62
Slide 64: Cities, one standard: Daktronics
3 cities, one standard: Daktronics New York City Los Angeles Las Vegas 63
Slide 65: Daktronics lights up Times Square
Daktronics lights up Times Square Barclays McDonald’s Big Outdoor Chelsea Pier Brookfield - CVS Krispy Kreme The Cube Building Jacob Javits Center 64
Slide 66: Daktronics lights up Times Square
Daktronics lights up Times Square Brill RooftopHotel Eventi 1560 Broadway 1592 Broadway 1540 Broadway Outfront Media 47th & Broadway 1500 Broadway 65
Slide 67: Daktronics lights up Times Square
Prudential Financial Macy’s Steve Madden 9 Times Square Chase Bank 1567 Broadway LG H&M Daktronics lights up times square 66
Slide 68: Daktronics lights up Times Square
Wharton Properties Swarovski 1500 Broadway Midtown Financial Bowtie Building Madison Square Garden Notable NY Sports Installs • New York Yankees • Brooklyn Nets • New York Islanders • New York Red Bulls • Madison Square Garden Daktronics lights up Times Square 67
Slide 69: Sales influencers
Sales influencers • DOOH developers • Branding Agencies • Architects, engineers and consultants • Retail brands • Real estate developers 68
Slide 70: Sales strategy
Sales strategy • Complex Projects • ROI Focus • Similar LED technology, • Engagement and revenue generation still important • Heavy with consultants • Control systems and sales channels can vary 69
Slide 71: Vertical market expansion
Vertical market expansion • Current focus • Government • Military • Civilian Control Center • Pulled into other market verticals • Education • Corporate • Hospitality • Building a partner centric sales channel 70
Slide 72: Vertical expansion
• Trade Agreement Act • Value Daktronics design and U.S. manufacturing and assembly • Chip-on-Board solutions built for indoor • Superior video processing • Growth through partner training, service, and sales support Vertical expansion 71
Slide 73: Market success
Market success 72
Slide 74: Live Events and Spectaculars market share
Daktronics has a 38% market share in the Live Events and Spectaculars market, with a 57% share in the Live Events segment and 11% in Spectaculars 0.1 (15%) 0.4 (47%) 0.4 (38%) Total 0.9 Unaddresed TAM Other players Daktronics market share Highlights » Daktronics has a leadership position in Live Eve
Slide 75: Live Events and Spectaculars market growth
The Live Events and Spectaculars market is expected to grow from base of ~ USD 1.0 bn at a 6.9% CAGR through 2030 2024 2025 2026 2027 2028 2029 2030 0.9 1.0 1.1 1.1 1.2 1.3 1.4 CAGR: +6.9% Unaddressed TAM Other Live Events Spectaculars Pro Sports Collegiate Sports 7.5% 7.0% 6.2% 7.0% CAGR '24-'30 Vo
Slide 76: Slide 76
Slide 77: Full lifecycle provider
Full lifecycle provider Solution design Software control & configuration Installation & commissioning Project delivery 76
Slide 78: Proven execution
Proven execution 77
Slide 79: Why this matters
Why this matters Ensures strong execution on high-profile projects Protects profit margin Expands value proposition Proven execution earns customer trust 78
Slide 80: Three strategic pillars for Live Events and Spectaculars
Three strategic pillars will be core to growth for the Live Events and Spectaculars business unit +HSD%Accelerate organic growth in core Grow software share of business Grow high-margin services business DriversMedium-term CAGRStrategic theme » Increasing display sizes & spend within Live Events +LS
Slide 81: Key takeaways
Key takeaways • Leader in Live Events space • Execution is the advantage • Full-lifecycle delivery others can’t match • Growth comes from software + services • Expanding inside existing venues 80
Slide 82: Transportation
TRANSPORTATION Spencer Degen | Vice President Transportation
Slide 83: Video
82 Video
Slide 84: Transportation
TRANSPORTATION Spencer Degen | Vice President Transportation
Slide 85: Enhancing communication, safety & efficiency
Enhancing communication, safety & efficiency Intelligent Transportation Systems (ITS) Aviation Public Transit Parking 84
Slide 86: Intelligent Transportation Systems
Intelligent Transportation Systems 85
Slide 87: ITS customer model
Project or Customer Name Installation Location ITS customer model • Departments of Transportation, toll authorities, local traffic authorities • 80% through resellers - electrical contractors • 20% direct - DOT’s owner furnish into project bids 86
Slide 88: Daktronics differentiators
• U.S. manufacturer – BABA compliant • Market leader trusted by architects, consultants and engineers • Influence specifications years before bids • Pre-bid work creates advantage at bid time • Ruggedized products for harsh environments Daktronics differentiators 87
Slide 89: How differentiators drive success
DOT / end user • Quality, reliability • Superior service • Technology leadership • Long-term partner Contractor • Steadfast project support • Predictability and on-time delivery • Flawless first-time fire-up How differentiators drive success 88
Slide 90: Suburban to urban
Suburban to urban 89
Slide 91: Public Transit customer model
• Public and private transit operators – bus, rail • 50% through resellers - integrators, electrical/signal contractors • 50% direct – owner install or furnish into construction bids Public Transit customer model 90
Slide 92: Daktronics differentiators
• US manufacturer – Buy American Act Compliant • Ruggedized products for harsh environments • Market trend LCD – LED • Repeat purchasing once specified Daktronics differentiators 91
Slide 93: Aviation
Aviation 92
Slide 94: Aviation customer model
Project or Customer Name Installation Location Customer model • Airports • Advertising concessions • Airlines • Retail, F&B • 50% Direct • 50% Integrator/Reseller 93
Slide 95: Daktronics differentiators
• First to market with chip-on-board indoor technology • Strong brand reputation • Early-stage positioning – supporting AECs • Manufacturer, not broker Daktronics differentiators 94
Slide 96: How differentiators drive success
Project or Customer Name Installation Location • Quality control and reliability drive customer confidence • Control of manufacturing schedule supports project schedule • Solutions are high value How differentiators drives success 95
Slide 97: Daktronics Transportation market share
0.3 (78%) 0.1 (22%) Total 0.4 Other players Daktronics market share Daktronics has a 22% market share in the Transportation business, driven by a 40 - 45% market share in Intelligent Transportation Systems (ITS) Highlights » Daktronics plays across all four market segments » ITS and Aviation are the
Slide 98: Transportation market growth
2024 2025 2026 2027 2028 2029 2030 0.4 0.4 0.4 0.5 0.5 0.6 0.6 CAGR: +9.0% Parking Public Transport Airports ITS 8.1% 9.0% 9.6% Daktronics Transportation business serves a market of ~USD 400 m with growth of 9.0% CAGR anticipated through 2030 8.5% CAGR '25-'30 Volume impactTrends Integrator/ consult
Slide 99: Three strategic pillars for Transportation
Three strategic pillars will be core to growth for the Transportation business unit +HSD%Accelerate organic growth in core Expand into high growth regions Expand into high growth segments DriversMedium-term CAGRStrategic theme » Next generation products +HSD +HSD » Product-market alignment to addres
Slide 100: Key takeaways
• ITS is our core market, Buy America, Build America contributes to success • Aviation is the fastest growing opportunity • Mission-critical, impactful business • Long-term contracts with high renewal rate Key takeaways 99
Slide 101: International
INTERNATIONAL Judd Guthmiller | Vice President International
Slide 102: Video
101 Video
Slide 103: International
INTERNATIONAL Judd Guthmiller | Vice President International
Slide 104: Global footprint
Global footprint Brookings, SD1 Ennistymon, Ireland France Spain Germany United Arab Emirates Saudi Arabia Singapore Australia Japan Macao UK Headquarters Sales / operations 1) Headquarters & plant Canada Country with video Installation 103 100+ Countries with video installations
Slide 105: Three strategic pillars for international expansion
Three strategic pillars will drive Daktronics's expansion in the international market where the firm captures <10% of the market and has plenty of room to grow 1.0 ~0.1 (<10%) Total 2.3 Unaddresed TAM Other players Daktronics market share SAM ~1.1 Action plan steps and impact Revenue growth CAGR Foc
Slide 106: International core segments
International core segments Large Sports Venues TransportationAdvertising 105
Slide 107: Sales strategy
Sales strategy • Lean into Daktronics heritage and reputational power • Direct when appropriate; channel when reach is required • Leverage global manufacturing footprint • Domestic experience and expertise translate on an international level 106
Slide 108: Daktronics differentiators
• Global presence aligned with customer demand • High quality products with predictable performance • Positioned well to compete with "made in China" products sold outside U.S. • Proven execution on iconic complex projects Daktronics differentiators 107
Slide 109: International, positioned for growth
Project or Customer Name Installation Location NBA/NFL Commercial Tourism International, positioned for growth 108
Slide 110: International, positioned for growth
Project or Customer Name Installation Location NBA/NFL Commercial Tourism International, positioned for growth 109
Slide 111: International, positioned for growth
Project or Customer Name Installation Location NBA/NFL Commercial Tourism International, positioned for growth 110
Slide 112: Key takeaways
Key takeaways • Focus capital and resources on high growth regions and high profit market segments • Establish new partnerships in key territories • Focus on customer-centric products • Maintain high product performance predictability Concentrated growth Establish new growth levers Valued solutions
Slide 113: Services & Software
SERVICES & SOFTWARE Sarah Rose | Vice President Global Services
Slide 114: Video
113 Video
Slide 115: Services & Software
SERVICES & SOFTWARE Sarah Rose | Vice President Global Services
Slide 116: Full lifecycle provider
Full lifecycle provider Service & support Repair & replace Software control & configuration Aftermarket services 115
Slide 117: Repeat customer lifecycle
Repeat customer lifecycle Services: aftermarket Aftermarket services 5~10-year product life ProfessionalTechnical Software 116
Slide 118: Services & software
Services & software Customers rely on Daktronics services + software to ensure the high performance of their investment throughout the lifetime of their systems ProfessionalTechnical Software Aftermarket services 117
Slide 119: Customers
Customers • Professional sports teams • Schools (K–12 & higher ed) • Business Owners • Operators • System integrators • And many more 118
Slide 120: New England Patriots
New England Patriots 119 SoftwareProfessionalTechnical The one-stop solution=100+ displays+20 years of service
Slide 121: Wawa
Wawa 120 Service + software integrated for ease of use 20 years of service 13k displays + = IntegrationSoftwareTechnical
Slide 122: High schools
High schools 121 Supported by DakClassroom Powered by student crews 1M events a year + = SoftwareProfessionalTechnical
Slide 123: Differentiated capabilities
Differentiated capabilities • The one-stop solution • Software and subscriptions integrated for ease of use • Depth and scale of services • Technology combined with creativity LED DISPLAY CONTROL SOFTWARE HARDWARE ALL-IN-ONE SOLUTION STATS SCORING CONTENT SUPPORT 122
Slide 124: Expandable services
Expandable services Embedded with customers By combining our software and expert services, we are ... Centralize solutions + = Long-term profitable growth + 123
Slide 125: Service growth levers
Increase paid software subscribers Drive professional services with Camino 8 Technical services pricing uplift Service growth leversRelative profitability of products, services, and software Professional services Technical services Increasing margins Software & service attachment Relative value Serv
Slide 126: Q&A
Q&A Ramesh Jayaraman President & Chief Executive Officer Howard Atkins Acting Chief Financial Officer & Chief Transformation Officer Jay Parker Vice President Live Events & Spectaculars Jeremy Johnson Vice President, Commercial High Schools, Park & Rec Jody Kress Vice President Project Realization S
Slide 127: Short break
Short break 126 Please return in 10 minutes
Slide 128: Agenda
Agenda 08:00am Registration & breakfast Investor relations housekeeping Introductory remarks Andrew Siegel Corporate strategy Ramesh Jayaraman Chairman of the Board President & Chief Executive Officer Commercial, high schools, park & rec. Jeremy Johnson VP, Commercial, High Schools, Park & Rec. Live
Slide 129: Manufacturing Network
MANUFACTURING NETWORK Matt Kurtenbach| Vice President Manufacturing
Slide 130: Video
Video129
Slide 131: Manufacturing Network
MANUFACTURING NETWORK Matt Kurtenbach| Vice President Manufacturing
Slide 132: Global footprint
Global footprint Brookings, SD1 Sioux Falls, SD Redwood Falls, MN Shanghai, China Saltillo, Mexico 2 Ennistymon, Ireland Headquarters Manufacturing plants 1) Headquarters & plant 6 Manufacturing plants Country with video installation 2) Scheduled to go live in FY2027 131
Slide 133: Mexico factory opening 2027
Mexico factory Opening 2027 132
Slide 134: Global manufacturing, a strategic asset
Global manufacturing, a strategic asset Lead time control Tailored solutions Quality and reliability Supply chain resiliency 133
Slide 135: Operational excellence
Operational excellence Advanced factory automation Lean deployment Manufacturing network optimization Integrated strategic sourcing 134
Slide 136: Advanced automation
Advanced automation • Process automation for repeatability and throughput • Targeted equipment upgrades in high-volume, high-precision areas • Workforce enablement to ensure adoption and consistency Focused investments that improve throughput, precision and scalability 135
Slide 137: Global lean system, locally executed
Global lean system, locally executed Global standard Common operating principles across all manufacturing plants Local execution Foot-print specific decisions based on role, cost and customer needs Business impact Scalable impact across regions 136
Slide 138: Manufacturing footprint optimization
Manufacturing footprint optimization • Cost Optimize total landed cost • Speed Improve responsiveness to customers • Resiliency Operate confidently across geopolitical environments A strategic lever for growth, margin & resistance 137
Slide 139: Integrated strategic sourcing
Integrated strategic sourcing 138 • Maximizing value across entire lifecycle • Providing a strategic profit lever • Managing spend
Slide 140: Manufacturing – fueling our growth
Manufacturing – fueling our growth 139
Slide 141: Innovation
Brett Wendler | Vice President Design & Development INNOVATION
Slide 142: Video
141 Video
Slide 143: Innovation
Brett Wendler | Vice President Design & Development INNOVATION
Slide 144: Innovation drives quality & revenue
Display systems Control software Tailored solutions Innovation drives quality & revenue 143
Slide 145: Tailored for the application
Tailored for the application 144
Slide 146: Tailored for the application
Tailored for the application 145
Slide 147: Tailored for the application
Tailored for the application 146
Slide 148: Tailored for the application
Tailored for the application 147
Slide 149: Tailored for the application
Tailored for the application 148
Slide 150: Tailored for the application
Tailored for the application 149
Slide 151: Scalable & integrated solutions, tailored to the application
Display systems Control systems Tailored solutions Scalable & integrated solutions, tailored to the application Innovation drives quality & revenue 150
Slide 152: Professional sports show control software
Professional sports Show control software Scaling solutions Large custom systems – professional operators 151
Slide 153: High school sports show control software
High school sports Show control software Scaling solutions Standard system – volunteer operators 152
Slide 154: Why integration matters
• Image quality • System reliability and serviceability Why integration matters Accurate Unacceptable 153
Slide 155: Reliability engineering
Reliability engineering • Industry leading testing capabilities • Team of experts 154
Slide 156: Design for reliability
Design for reliability df (. 7décembre * inidi 3 17, 155
Slide 157: Industry & technology trends
Industry & technology trends 156
Slide 158: Resolution trends
921,600 Pixels Connecting with the audience Resolution trends ~120 Million Pixels~20 Million Pixels~1 Million Pixels 3.9 mm 15 mm 10 mm 33,177,600 Pixels8,294,400 Pixels2,073,600 Pixels307,200 Pixels Display resolution increases as LED sizes get smaller, LED costs decrease, and processing technology
Slide 159: Control software
DisplayScheduleCreate High-Level Process Flow Software is the key that unlocks a customer’s ability to deliver and enhance their message. Control software VS We are focused on making it easy to do all these things at scale. Display Network Advanced Scheduling Wide Range of Content Compounded Effort
Slide 160: Moving from stats to data-driven graphics
Moving from stats to data-driven graphics Control software Time on ice Amplify the fan experience 159
Slide 161: Moving from stats to data-driven graphics: Camino 8
160 Moving from stats to data-driven graphics Control software Camino 8
Slide 162: Artificial intelligence
Change how we and our customers work Artificial intelligence Drives efficiency and productivity to market Accelerating software development Will simplify content creation and delivery 161
Slide 163: FY26-28 innovation priorities
Higher resolution, larger canvas Easier storytelling across venues Lower power, longer life outdoor LCD alternative Scalable control & data integration FY 26-28 innovation priorities 162
Slide 164: Key development initiatives
Key development initiatives • LED expansion into outdoor LCD replacement • Next Gen Indoor video for Live Events and HSPR Display Software • Easy tools that enable customers to configure and build themselves • Data-driven content for high school & commercial customers • Advanced data driven graphics
Slide 165: Innovation – technology driving outcomes
• Amplify the experience and storytelling at scale • Scale solutions tailored to customer applications • End-to-end software and display integration that makes Daktronics the clear choice Innovation – technology driving outcomes 164
Slide 166: Driving EPS Growth
Howard Atkins | Chief Financial Officer (CFO) & Chief Transformation Officer (CTO) DRIVING EPS GROWTH
Slide 167: Disciplined growth, expanding margins, improving returns
Revenue Growth | 7-10% CAGR » Value-based pricing » Revenue mix diversification » New products/software solutions Operating Margin|10-12% » Structural cost reduction across supply chain » High value investment in hardware and software development ROIC | 17-20% Tracking to target FY2025 FY2028 Discip
Slide 168: Operating income growth over 3-year plan period
Operating income growth over 3-year plan period 121 50 111 100 93 FY2025 FY2028 0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 10% revenue growth CAGR, 12% OM 7% revenue growth CAGR, 12% OM 10% revenue growth CAGR, 10% OM 7% revenue growth CAGR, 10% OM FY25-FY28 scenario outcomes based on 7–10% re
Slide 169: EPS scenario matrix FY2025-2028
Earnings per share (EPS) Growth rate Operating margin 7% 8% 9% 10% 12% $1.74 $1.79 $1.84 $1.90 11% $1.60 $1.65 $1.70 $1.74 10% $1.46 $1.49 $1.54 $1.58 9% $1.30 $1.35 $1.40 $1.45 Assumptions • Constant share count: 49m • Effective tax rate: 22% Street estimates: $1.45/share – $1.55/share Scenario mat
Slide 170: The plan: key drivers
Strategic growth • Organic growth in core • Software & services Innovation/commercialization • New vertical markets • International growth Operational excellence • Enhanced automation • Lean deployment • Manufacturing footprint optimization • Procurement efficiency Growth vs. Market • At or above TA
Slide 171: Today's presenters
Today’s presenters Ramesh Jayaraman President & Chief Executive Officer Daktronics Industry <1 Yr 25 Yrs Howard Atkins Acting Chief Financial Officer & Chief Transformation Officer Daktronics Industry 3 Yrs 41 Yrs Brett Wendler Vice President Design and Development Daktronics Industry 33 Yrs 33 Yrs
Slide 172: Closing comments
CLOSING COMMENTS Ramesh Jayaraman | President and CEO
Slide 173: Disciplined growth, expanding margins, improving returns
Revenue growth | 7-10% CAGR » Value-based pricing » Revenue mix diversification » New products/software solutions Operating margin|10-12% » Structural cost reduction across supply chain » High value investment in hardware and software development ROIC | 17-20% Performance aligned executive compensat
Slide 174: Capital deployment priorities
Capital deployment priorities Continued organic investments Inorganic growth expansion Return excess capital to shareholders 1 2 3 Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 Q3 FY26 82 97 134 132 128 137 150 144 Cash and cash equivalents [USD m] 173
Slide 175: Value creation roadmap
Value creation roadmap Accelerate organic growth in core Margin improvementRevenue growth CAGRStrategic theme +LSD+HSD% Growth in line with underlying markets 1A Software & services innovation and commercialization +LSD +LSD1C International growth +LSD +LSD1D Operational excellence2 --- +LSD Total +
Slide 176: Management team
Management team 175 Ramesh Jayaraman President & Chief Executive Officer Brad Wiemann Executive Vice President Howard Atkins Acting Chief Financial Officer & Chief Transformation Officer Sheila Anderson Chief Data & Analytics Officer Bradley Drummond Vice President Strategy Brett Wendler Vice Presid
Slide 177: Q&A
Q&A Ramesh Jayaraman President & Chief Executive Officer Howard Atkins Acting Chief Financial Officer & Chief Transformation Officer Jay Parker Vice President Live Events & Spectaculars Jeremy Johnson Vice President, Commercial High Schools, Park & Rec Jody Kress Vice President Project Realization B
Slide 178: Look up and see Daktronics
ICS Look up and see Dakitron