Announcement PDF Investor Presentation Introducing our new Board Members Executive Chair Karim Razak Karim is a Sydney based business owner and investor with over a decade of experience building, scaling and exiting businesses across multiple industries. He has founded and grown companies independently and without external capital, leading them from early- stage operations through to national scale and strategic exit process. His business portfolio spans hospitality, real estate, technology and healthcare, providing him with broad commercial insight and a strong understanding of operational execution, capital discipline and growth strategy. Karim has also established governance boards and supported executive leadership teams through periods of scale and transformation. Karim holds qualifications in Business management. Non-Executive Director James Matthews James Matthews is a technology, marketing and growth-focused business leader with over a decade of experience founding, scaling, and exiting multi-million-dollar businesses across Australia and Asia. He has built and scaled companies independently, without external capital, leading them from inception through to international scale and successful exit. James has founded and exited multiple technology-enabled businesses, including a mass-participation registration and payments platform that scaled rapidly across multiple countries. His experience spans payments, marketplaces, data platforms, SaaS and AI-enabled automation, giving him strong commercial insight into governance, execution, localisation and scalable growth. James holds a Master of Business Administration and a Bachelor of Laws from the University of Sydney and has completed multiple Australian Institute of Company Directors programs. Q1 Recap Key areas of focus: • Simplifying the business, • Implementing the new 3 pillar product strategy • Strong Sales and Marketing strategy • Resizing the business with the correct cost base and correct structure • Stabilising product - ready to scale from February • Manage change without impacting revenue CEO Summary Before Now No of staff 90 50 No of products 13 3 Aligned simplified product vision – Can be quickly executed What is different now? Focus on execution. Laser focus on recurring revenue Highly motivated leadership team Sensible cost base implemented Spenda Retail 3 pillar product strategy recap and new terminology Spenda Pay Spenda Ledger 3 core products lines focused on immediate revenue and removing key customer reliance. • Roadmap removed • Focus on product quality • Reporting only to be developed • Stabilize product ready for scale • Current capability covers 70% of stores • Additional cohorts actively being targeted • Rolling in Swift Statement • Building in rewards • Offering lending • Re-launch February • Building dashboard • Enhance Lending capability • Re-launch February Quarterly Results December 2025 0 50000 100000 150000 200000 250000 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY23 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 Consistent quarterly growth in payments volume FY23 $96m FY24 $250m FY25 $464m ($,000) $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 Q1 FY23 Q2 FY23 Q3 FY23 Q4 FY23 Q1 FY24 Q2 FY24 Q3 FY24 Q4 FY24 Q1 FY25 Q2 FY25 Q3 FY25 Q4 FY25 Q1 FY26 Q2 FY26 FY24 $5.4m FY25 $11.5m FY23 $3.5m Consistent growth in cash receipts DEC - Target Dec - Actual Difference Total Revenue (cash receipts) $2,400,000 $2,800,000 +$400K Total Payment Flow (TTV) $208M $227M +$19M SME Funding $4.6M $4.7M +$100K Growth 9% 33% +24% Comparison – Target Versus Actual Quarterly Operational Update Tight Cost Management Cost Savings Initiatives Implementation of cost saving initiatives since change in Leadership of circa $3.85M PA. Importantly, savings will have no impact on the company’s ability to meet its business objectives. Spenda Retail One platform to quote, track jobs, bill clients, and process payments. Types of opportunities: Trades & Building Supplies & Services • Plumbing, electrical, and HVAC • Property maintenance and repair • Cleaning and facility services • Equipment hire and servicing Home Improvement Supplies & Services • Flooring, furniture and appliances • Homewares, hardware, and building supplies • Delivery, installation, and removal services Commercial Cleaning & Facilities Management • Office and industrial cleaning • Maintenance and repairs Spenda Ledger One platform to handle payments and lending. Types of opportunities: 01 • Growth in travel product • Implementation of lending products Continuous build of our current platform 02 • Targeting marketplaces that offer payments and lending White-labelled Payments for Marketplaces 03 Payment orchestration and loan management for: • Fintechs • Funders • Large Corporates with poor infrastructures Platform Licensing Opportunities FUTURE PLAN – Development Required Spenda Retail & Spenda Ledger Sales and Marketing Update Sales function established Formally commenced sales activity for Spenda Retail and Ledger. Sales Narrative simplified Clearer sales pitch developed. Targeted customer engagement Sales efforts focused on businesses that are a strong out of the box fit Product demos underway Live demos of Spenda products are being conducted with prospective customers. Sales capability expansion Spenda is actively recruiting a dedicated salesperson. Marketing clarity Marketing efforts are focused on clearly defining and communicating Spenda’s three core products – Spenda Retail, Spenda Pay and Spenda Ledger. Go to market strategy and scalable growth plans Key industry verticals identified for Retail and Ledger. Early sales activity is being used to refine our market positioning, validate target markets and establish repeatable sales processes ahead of a broader rollout. Spenda Pay (AP) What this product does: Pays bills and adds rewards Let's businesses earn credit card points when paying invoices Turns invoices into digital format No manual typing needed Checks payment security Confirms supplier identity to prevent fraud Provides funding options Businesses can apply for money to pay suppliers Handles early payment discounts Helps track and manage supplier discounts For Capricorn Members Allows Capricorn Members to reconcile statements and earn both credit card and Capricorn points when paying their account. One platform to securely pay invoices and earn reward points. Capricorn Engagement Objective: Move existing SwiftStatement users onto the Spenda Pay platform and build early momentum. Key activities: • In-app prompts guiding users to upgrade • Email campaigns explaining the value of Spenda Pay • Simple guides and support resources • Direct internal sales engagement Next steps: Once upgraded users are established, we expand marketing to the wider Capricorn Member base. Broker Networks Objective: : Use lending as the entry point to bring new SMEs onto the platform. Key activities: • Broker outreach focused on lending opportunities • Position Spenda Pay as part of a broader financial solution • Target first new SME onboardings March General SME Engagement Objective: Introduce Spenda Pay to the broader SME market and build awareness, education, and demand. Key activities: • Spenda Pay webpage and product content go live • Organic content rollout focused on educational SEO-driven product content and social media engagement • SME association engagement • Next steps: Support organic activity with targeted paid digital campaigns. The goal is driving qualified traffic to Spenda Pay and support conversion as awareness builds. Spenda Pay: Sales and Marketing Update Starting: February 2026 Starting: February 2026 Starting: March 2026 What success looks like: • Smooth transition of existing users to Spenda Pay • Clear product understanding across SMEs • Early traction from brokers and lending-led onboarding QE Dec 25 • Cost cutting exercise • New product strategy – commercialisation focus only • Product stabilisation focus • Align ELT • Align GMEX team • Setup Accountability matrix • Design and plan new Spenda Pay build • Adding features to our Spenda Ledger product • Set sales and marketing plan 01 02 03 Path to success QE March 26 • Launch new Spenda Pay product • Launch Ledger product • Continue Retail rollout • Identify next Retail cohorts • Drive Sales and Marketing • Implement AI strategy • 15% growth QE June 26 QE Sept 26 • Implement 2027 Strategy • Scale Spenda Pay Product • Scale Spenda Retail Cohorts • Scale Spenda Ledger • Drive Sales and Marketing • 47% Growth 04 • Scale Spenda Pay product • Scale Retail cohorts • Scale Ledger product • Drive Sales and Marketing • 36% growth • Set 2027 Strategy Spenda’s AI Evolution Adopt a dual-interface AI architecture Internal AI Agent SPI Pluggable AI agents embedded in payment workflows (fraud, risk, disputes). External MCP Server A controlled AI gateway allowing LLMs and agents to safely query and request actions. Key Principles: Spenda understands your intent and takes action — safely, securely, and with full audit trails. • AI never executes irreversible actions • All AI decisions are explainable and auditable • Context is explicit, immutable, and replayable • Policies, not models, make final decisions • Zero vendor or language lock-in Business Values: • Reduces fraud and operational cost • Improves dispute resolution and customer experience • Enables AI-native merchant tooling • Accelerates innovation without regulatory risk Positioning Statement “We do not let AI move money. We let AI help us decide how money should move.” Questions? Thank you. spenda.co Spenda Limited 1300 682 521 sales@spenda.co Authorised for release by the CEO