LTS Summit 2.17.22 : simplebooklet.com

Naples Meeting February 1 – February 4, 2022 1 Naples Meeting Date: 2/1/2022 Attendees: Tony, Al, Ron, Dej Table of Contents 2. Lifetime Service & Solutions – 2021 Draft Financial 3. Lifetime Service & Solutions – 2021 Customer Mix 4. Lifetime Service & Solutions – 2021 Product Mix 5. Lifetime Service & Solutions – 2021 Initiatives and Building update 6. Lifetime Service & Solutions – 2022 New business 7. Lifetime Service & Solutions – 2022 and beyond 8. Personnel Update

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Naples Meeting February 1 – February 4, 2022 2 LIFETIME SERVICE & SOLUTIONS – 2021 REVIEW The year of uncertainty and chaos was followed by a year of investment and stability. We had a remarkably steady year in units [7.6% growth vs 2020] with GP in 3 of 4 quarters within $50k of each other [7.5% growth vs 2020]. It was a year to sow seeds, giving direction to our future. Notes: +$200k Rent at Wehrle, +$60k facility investment, +$120k Outside Service for ISO/HIPAA

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Naples Meeting February 1 – February 4, 2022 3 LIFETIME SERVICE & SOLUTIONS – 2021 REVIEW Our strong relationship with Asurion’s new leadership and our increased capacity during COVID while our competitors were declining enabled 27% growth. SquareTrade was disappointing as they appeared to have decided that 2,000 units per week is what they are comfortable sending us. We believe 2 of our competitors shutting down within 14 months has them focused on redundancy. Safeware revenue grew by 400%, beating our expectations. WLI [Asurion’s replacement account] grew by 75%, which was below our expectations. This can be interpreted as a good sign considering we feed the replacement business with units we cannot repair. Notes: 1. Negative MISC GP is due to recycling in 2021 of $215k of dead inventory and the total loss of the music business to lack of live music. In 2020 we recycled $210k of dead inventory.

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Naples Meeting February 1 – February 4, 2022 4 LIFETIME SERVICE & SOLUTIONS – 2021 REVIEW Our focus on data security resulted in ISO27001 and HIPAA certifications in 2021. The narrative we spun led to increased confidence from Asurion and an opportunity to own 100% of their laptop repair business in 2022. The total Laptop volume will double in 2022. The LCD business continues to run-off. 2022 is currently on pace for 7,500. Changing the bottom purchase price from $100 up to $150 resulted in a 35% decrease in units but only a 5% decrease in GP. The legacy categories of Videogames, Tablets, and headphones remained stable.

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Naples Meeting February 1 – February 4, 2022 5 LIFETIME SERVICE & SOLUTIONS – 2021 REVIEW Lifetime Endpoint Resources. Although our ISO27001 certification wasn’t attained until November, we were able to stir interest from 2 health care providers immediately. They are both in contracts during 2021. This will not be a quick sales process, but both organizations invited multiple levels to the call to learn more. It may take a couple years, but we can dominate this category. Warehouse efficiency [Incoming]. We were able to move conveyors, add benches, and add and-on lights to allow the move of the 5 data auditors from the center of the additions into the warehouse. With Hooper managing the crew and lights to let him know where help was needed, the reengineering decreased our incoming time by 2 hours daily. The ripple effects included: • Less turnover as the crew left at 4:30 daily instead of 5:30 PM. • Earlier and more consistent part orders. • More output before noon with technicians receiving units starting at 8:45 AM. • We contracted with 3 manufacturers and 1 distributor to provide forward and reverse logistics services which translated into $100k in labor billed by the same team. 2021 Completed facility changes at 1955. • Added 16 additional technician benches. • Upgraded original surveillance cameras in warehouse. • Upgraded security system in original building. • Built secure IT room for personnel and company assets. • Built secure room for hard drive shredder with surveillance camera. 2022 Planned facility upgrades at 1955. • Upgrade surveillance in technical area scheduled for 4/1/22. • Garage doors need to be replaced. • Repurpose the warehouse space currently allocated to soft goods. Build dedicated laptop repair room with a metal detector. 2022 Planned facility upgrades in Riverside. • Build out new laptop repair cell. • Upgrade surveillance in technical area to facilitate laptop repair. Scheduled for 4/1/22.

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Naples Meeting February 1 – February 4, 2022 6 LIFETIME SERVICE & SOLUTIONS – 2022 PREVIEW New business: Asurion Laptop repairs from Verizon and Amazon. These customers had been dedicated to our competitor in Texas for many years. Our performance this past year has convinced Asurion to send the 35,000 Verizon and 30,000 Amazon units annually to our facilities. Riverside was an important piece of the decision for transportation and redundancy considerations. SquareTrade repairs from Home Depot. They won this account 2/1/2021. They call this category General Merchandise. After collecting data during February, we are expected to let them know what we want to have the opportunity to repair. Northwell Health. The health care company has 90,000 employees and 80,000 “assets” that they outsource management of. Their current contract ends 12/31/22. We had a discovery meeting with them and will be on their RFQ list in Q4. The noteworthy piece of information learned: 25% usage yearly. This is much higher than the 10% we used to make our business case. Direct Mail- We are developing campaigns with Data Captive in both banking and Healthcare to start. Other targets – Kaleida [Healthcare], Catholic Health [Health], Centene [Health], Albany Medical [Health], Increasing current business: Asurion replacements – The increase in laptops from them with bring a commensurate increase in replacement opportunities. January revenue was $75k. Assuming they do not let us replace Amazon laptops, revenue should increase from $567k to $1.35M. Yamaha – An industry friend, Tracey Homan, appears to have taken over as Service Manager, replacing a gentleman we have known, but who had an ‘old boy network’ that we were unable to penetrate. Ron has kept in contact with her since she left QSC. This would be in addition to the already growing California operation as we continue to work on becoming a top-rated manufacturer repair center in southern California. QSC- We have restarted our engagement of repairing B-goods for them. We are currently working on units that are dropped off and picked up every other week. This will increase to every week as replacement parts become readily available. Missed Opportunities: Asurion Enterprise. After 6 months of promises, we are moving on. Adams Cable, PlanITROI. Both were refurbish opportunities. Both thought we were a competitor.

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Naples Meeting February 1 – February 4, 2022 7 LIFETIME SERVICE & SOLUTIONS – 2022 LAPTOP GROWTH FORECAST Cash requirements. Asurion pays us daily with net 7 terms. • 50% of laptop repairs use in-stock inventory requiring our level to increase [need $225k]. • The other 50%, $225k/month, we would put on the AmEx, increasing our weekly transfer to AmEx by $50k [need $100k]. • Payroll would increase $90k/month [need $100k]. • Immediate packaging and CAPEX spend [need $100k]. Total cash need: $525k. Note: If the AmEx limit increases to $1M we would ‘beat the check’. That would free up $175k and make our cash needs $350k.

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Naples Meeting February 1 – February 4, 20228LIFETIME SERVICE & SOLUTIONS – 2022 AND BEYOND
We achieved our 2021 revenue goal of $25M and the pipeline for 2022 will take us over our $30M target for growth. There are still possible acquisition targets [Sunnking and Encompass] to enhanceour top line, footprint, and salability that make sense if we are planning for a 5-7 year exit strategy.There is also a very real chance the Asurion will want to close the loop now that they are selling their own branded warranties in retail locations that they own [UbreakIfix]. They are pushing more units to us from these locations daily and increasing that number is literally making them millionsmore dollars and thousands more happy customers. At some point, they will want to control theentire customer experience and not share our volume with their competitors. It’s not imminent, but we should discuss the answer. We are two years into our merchant harvest timeline and have successfully created the substance toback up our strategy. Our timing is right on. Our fear that we were creating a solution where aproblem doesn’t exist has proven unfounded. The growth over the next 3 years should be significant [$25M+] and created by a mix of legacy customers and a new, diverse industry vertical. It’s an exciting time, but we also need to focus on building a stronger management team. Joe is a strong operator. The veterans that Joe counts on are stretched to capacity both physically andmentally, which he may not recognize yet. His team needs to grow.We need to develop at least two customer managers. Joe has the daily Asurion contact, and sheloves him. No one has stepped up to take over the daily SquareTrade relationship. This would be aperfect time to build a relationship with the new program manager that was assigned to us last week.While Ron has built strong ties to our biggest music manufacturers and our 3rd biggest warrantycompany, the reality is, as we add customers, there is no bandwidth today to manage thoserelationships. Developing that layer has been a blind spot that we need to address.

LTS Summit 2.17.22

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