Hilton Grand Vacations (HGV) Corporate presentation summary

Business model and operations

• Operates over 200 resorts globally with more than 720,000 members, offering a differentiated experiential platform and powerful partnerships.

• Four business lines: real estate sales, financing, club & resort management, and rental & ancillary services work in harmony to generate revenue and recurring income.

• Three stay brands cater to luxury, upper upscale, and upscale segments, with median purchase prices ranging from ~$20K to $75K.

• HGV Max program unifies club offerings, expands access, and enhances member value and flexibility.

• Nearly 60% of segment adjusted EBITDA comes from recurring sources such as club membership, property management, and financing fees.

Resilience and growth drivers

• Business model is insulated from inflationary pressures, with maintenance and operating costs funded by owners.

• Demonstrates resilience through economic cycles, maintaining stable contract sales and EBITDA margins during downturns.

• Timeshare ABS delinquency rates have shown more stability than other asset-backed sectors in past crises.

• Geographic diversity with 200+ resorts in prime leisure destinations; 90% of owners live within a 4-hour drive of a resort.

• Consistent tour generation and close rates over 20 years, supporting predictable sales flow.

Embedded value and member engagement

• Majority of member lifetime value is generated after the initial purchase, with upgrades and additional sales driving ~80% of value.

• 63% of buyers finance purchases, typically with 10-year fixed-rate loans; average club and resort management revenue per member is $1,077.

• HGV Max members upgrade earlier, more often, and have >20% higher lifetime value than non-Max members.

• Partnerships with Bass Pro Shops and Great Wolf Lodge expand lead generation and enhance the Ultimate Access platform.

• Inventory optimization and recapture strategies provide future cash flow support and capital efficiency.