Celsius Holdings, Inc. Common Stock Barclays 19th Annual Global Consumer Conference

Yeah, no, it's a really exciting time right now. Just really finalizing the integration of all three brands. The biggest opportunity we have today is the amount of consumers we can touch with this portfolio. When you look at Alani, very female-focused. It's treats in a can. It's guilt-free indulgent. We have Celsius, which is fitness lifestyle position, and we have Rockstar. We have three distinct brands going after three distinct consumers, and the amount of opportunities with touch points on where we could take these brands through the Pepsi partnership, and as we continue to invest in our internal teams, the white space is just massive. Alani has done an amazing job bringing new consumers into the category, and the integration on behalf of the team, it was another flawless integration. Alani is an amazing brand. We just launched Witch's Brew. Anyone out there, please try it.

We have some in the cooler. It's going to be the biggest LTO in the energy history, maybe even beverage. Just really excited about the opportunities we have with the Alani portfolio. One thing, learning with the Celsius portfolio, when integrating this portfolio, we did some rationalization, and we've been talking with a lot of investors today about that. We have a much stabler portfolio of core SKUs within the Celsius portfolio. That sets a really firm foundation. Going through that integration and some key learnings, we really went too deep on simplifying the Celsius portfolio for this year. We're going to take those key learnings, and we're really excited on what's in store for 2027.

Yeah, anytime you do an integration, especially the size of. Now we have 2 billion-dollar brands within our portfolio. Massive opportunities. One thing that we were able to unlock by bringing the portfolio together is this category captain of the energy category with Pepsi. That allows us to set our own priorities, and really leverage their whole sales distribution system on prioritizing around key moments with each one of these distinct brands. So we have distinct commercial plans for each brand that we will be executing, and now that the integration is done, now it is really time to unlock that value. We are going to be able to really maximize the full potential of the energy captaincy.

As an example, about 5 weeks ago, we were out in Vegas at the Pepsi AOP meeting where we spoke with over 1,000 managers and executives, and just getting everyone really excited about our priorities, our innovation, some of the big brand plans we have in place. And they are excited to get started. That is a big unlock now. The other piece is this is the first year the organization is going to market with a portfolio approach into the selling story. We already kicked off a variety of discovery meetings with some of the major retailers in the U.S., and it has been really, really positive. So innovation is planned. We got great assets to leverage, activate consumers, expand usage occasions, and bring that all to life on the retail floor.

Well- Today? In regards to shelf space, we are in a really good place within we operate in the energy category.

Not only is you are seeing pricing taken, right? So you are seeing growth on dollar growth and pricing. You are also seeing units. So we are in a really good category. We are hearing early feedback from retailers that they will be expanding their space again. They expanded their space last year. Energy sets are getting bigger, especially in large format, more availability in cold placements and coolers. And retailers are realizing energy drinks are being consumed in multiple occasions. So they are leaning in as the category continues to grow.

Yeah. When you're four, you're an allied brand, and you were dealing with a distribution partner that had a vested interest in one of their own brands. There's always prioritization challenges you would have on managing your brands. This now, as a category captain, we manage the full energy category. Now having Rockstar, Alani, and Celsius, we're able to not compete against these brands independently, but actually use this portfolio as leverage. Alani right now, Witch's Brew, extremely popular. Retailers want it. We're able to use that now, managing the portfolio to bring the other brands along, and opportunities that you might not have to get that secondary placement and third placement. It's really taking the value and the opportunity of the brand, and really making sure you're maximizing every lever. That's our go-to-market strategy for 2027.

We're going to market with the total portfolio. We have prioritizations from our own people, where we're investing in merchandisers and territory managers, but also working very closely with Pepsi so we can improve the execution. We also are doing suggested orders, so our sales team can place orders on behalf of the Pepsi sales rep. We're working much closer together, and that's only going to continue to improve in 2027.

Yeah, I guess, when you think about it, any distribution, right? There's always going to be challenges and opportunities. I think when we really think about it, and turning it into the opportunities, right? Distributors are going to drive efficiencies. They have a lot to sell. A sales rep within Pepsi has hundreds of SKUs, right? How do you make sure yours stands out? How do you make sure that you have that opportunity for that sales rep? How do you create that selling opportunity? That's where the territory managers come in, the merchandisers, and then most importantly, the wiring and programming at the key account level. Getting the key account level strategy and commercial plans validated and executed and aligned with the key accounts, getting that sold through and aligned with the distribution partner will get you to show up, and that's where it matters.