#1rally A AMERICAS TECHNOLOGY ACQUISITION CORP Investor Presentation June 2022#2Legal disclaimers NOTICE TO RECIPIENTS This presentation (this "Presentation") does not constitute an offer or invitation for the sale or purchase of securities and has been prepared solely for informational purposes. The information contained in this presentation has been prepared solely to assist interested parties in making their own evaluation with respect to the proposed transaction (the "Transaction") between Americas Technology Acquisition Corp., a Cayman Islands exempted company ("ATA"), and Rally Communitas Corp., a Delaware corporation ("Rally", the "Company," "we," "us" or "our"), and for no other purpose. This Presentation is subject to updating, completion, revision, verification and further amendment. None of ATA, Rally, or their respective affiliates has authorized anyone to provide interested parties with additional or different information. Nothing herein shall be deemed to constitute investment, legal, tax, financial, accounting or other advice. No representation or warranty as to the accuracy, completeness, or fairness of such information is being made by the Company or any other person, and neither the Company nor any other person shall have any liability for any information contained herein, or for any omissions from this Presentation or any other written or oral communications transmitted to the recipient by the Company or any other person in the course of the recipient's evaluation of Transaction or any offering of securities in connection therewith. In connection with the proposed Transaction, ATA expects to form a new Delaware corporation ("Pubco"), which, in turn, will form two wholly-owned subsidiaries, "Purchaser Merger Sub" and "Company Merger Sub." At the closing of the proposed Transaction, ATA, after continuing out of the Cayman Islands and into the State of Delaware as a Delaware corporation, will merge with Purchaser Merger Sub, with ATA surviving such merger, and the Company will merge with Company Merger Sub, with the Company surviving such merger. After the closing, the former security holders of ATA and of the Company, respectively, will be hold or be entitled to receive securities of Pubco. Investment in Pubco securities has not been approved or disapproved by the U.S. Securities and Exchange Commission (the "SEC"), nor has any authority passed upon or endorsed the merits of the Transaction, the securities or the accuracy or adequacy of this Presentation. Any representation to the contrary is a criminal offense. The securities described in this Presentation will not be deposits of any insured financial institution and are not insured by the National Credit Union Share Insurance Fund. Each recipient of the information and data contained in this Presentation should perform its own independent investigation and analysis of the Transaction and the value of the Company. The information and data contained herein are not a substitute for a recipient's independent evaluation and analysis. In making an investment decision, prospective participants in an offering of securities must rely on their own examination of the Transaction and the Company, including the merits and risks involved. Prospective participants are urged to consult with their own legal, tax, investment and accounting advisers with respect to the consequences of an investment. If any portion of this Presentation is inconsistent with or contrary to any of the terms of definitive documents related to the Transaction, the terms of such agreements shall control. You should consult with your own advisors as needed to assist you in making your investment decision and to advise you whether you are legally permitted to purchase Pubco securities. The provision of this Presentation shall not be taken as any form of commitment on the part of ATA or the Company to proceed with any negotiations or transactions, and each of ATA and the Company reserves the right to discontinue discussions or negotiations regarding any transaction at any time for any reason or no reason. 2#3Legal disclaimers FORWARD-LOOKING STATEMENTS This Presentation includes forward-looking statements within the meaning of the federal securities laws, including Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, with respect to the Transaction, including statements regarding the anticipated benefits of the Transaction, the anticipated timing of the Transaction, future financial condition and performance of Pubco and the Company and expected financial impacts of the Transaction (including future revenue, pro forma enterprise value and cash balance), the satisfaction of closing conditions to the Transaction, potential level of redemptions of ATA's public shareholders, the financial condition, liquidity, results of operations, the products, the expected future performance and market opportunities of the Company. Forward-looking statements are those that are not historical facts. Annualized, pro forma, projected and estimated numbers are used for illustrative purpose only, are not forecasts and may not reflect actual results. Forward-looking statements include statements with respect to beliefs, plans, objectives, goals, expectations, anticipations, estimates, and intentions that are subject to significant risks and uncertainties and are subject to change based on various factors (some of which are beyond our control). Forward-looking statements often include the words "believes," "expects," "future," "anticipates," "estimates," "forecasts," "intends," "plans," "targets," strategy," "scales," "representative of," "valuation," "opportunity," "potentially," "probably," "projects," "outlook," or similar expressions, or future conditional verbs such as "may," "will," "should," "would," and "could." Such known and unknown risks, uncertainties and other factors that could cause the actual results to differ materially from the statements include, but are not limited to: (i) the risk that the Transaction may not be completed in a timely manner or at all, which may adversely affect the price of the securities of Pubco, (ii) the risk that the Transaction may not be completed by ATA's business combination deadline and the potential failure to obtain an extension of the business combination deadline if sought by ATA, (iii) the failure to satisfy the conditions to the consummation of the Transaction, including the approval of the merger agreement by the shareholders of ATA, and the receipt of certain governmental and regulatory approvals, (iv) changes in Pubco's capital structure, (v) the occurrence of any event, change or other circumstance that could give rise to the termination of the merger agreement, (vi) the effect of the announcement or pendency of the Transaction on Rally's business relationships, operating results, and business generally, (vii) risks that the Transaction disrupts current plans and operations of Rally, (viii) risks associated with COVID-19 and its impact on Rally's business, operations and customers, (ix) the outcome of any legal proceedings that may be instituted against Rally or against ATA related to the merger agreement or the Transaction, (x) the ability to maintain the listing of ATA's securities or establish and maintain the listing of Pubco securities on a national securities exchange, (xi) changes in the competitive industries in which Rally operates, variations in operating performance across competitors, changes in laws and regulations affecting Rally's business, (xii) the ability to implement business plans, forecasts, and other expectations after the completion of the Transaction, and identify and realize additional opportunities, (xiii) the potential inability of Rally to increase its capacity or to achieve efficiencies regarding its process or other costs, (xiv) the risk of downturns and a changing regulatory landscape in the highly competitive industry in which Rally operates, including changes in state and federal law and regulations governing the transportation industry or financial services companies that provide services for that industry; (xv) costs related to the Transaction and the failure to realize anticipated benefits of the Transaction or to realize estimated pro forma results and underlying assumptions, including with respect to estimated shareholder redemptions; (xvi) changes in general business, industry or economic conditions, or competition; (xvii) changes in any applicable law, rule, regulation, policy, guideline, or practice governing or affecting companies with respect to tax or accounting principles or otherwise; (xviii) adverse changes or conditions in capital and financial markets; changes in interest rates; (xix) adequacy of loan loss reserves; and the ability to generate sufficient cash to service all debt; (xx) loss of certain key officers and loss of continued relationships with major customers; (xxi) rapidly changing technology; (xxii) unanticipated regulatory or judicial proceedings and liabilities and other costs; (xxiii) other economic, competitive, governmental, social or technological factors affecting our operations, markets, products, services, and prices; (xxiv) impact of the COVID-19 pandemic, and the micro, macro, and industry-specific economic effects thereof; and (xxv) the Company's success at managing the foregoing items. Such developments could have an adverse impact on our financial position and our results of operations. The foregoing list of factors is not exhaustive. The forward-looking statements are based upon management's beliefs and assumptions. You should carefully consider the foregoing factors and the other risks and uncertainties described in the "Risk Factors" section of the registration statement on Form S-4 discussed above and other documents filed by ATA and Pubco from time to time with the SEC. These filings identify and address other important risks and uncertainties that could cause actual events and results to differ materially from those contained in the forward-looking statements. Any forward-looking statement made herein speaks only as of the date of this Presentation. Factors or events that could cause our actual results to differ may emerge from time to time, and it is not possible for us to predict all of them. Readers are cautioned not to put undue reliance on forward-looking statements, and Rally and ATA assume no obligation and do not intend to update or revise these forward-looking statements, whether as a result of new information, future developments, or otherwise, except as may be required by law. Neither Rally nor ATA gives any assurance that any of Rally, ATA or Pubco, will achieve its expectations. Potential investors should not rely on forward-looking statements as predictions of future performance. 3#4Legal disclaimers FINANCIAL INFORMATION The financial and operating forecasts and projections contained herein represent certain estimates of Rally as of the date thereof. Rally's independent public accountants have not examined, reviewed or compiled the forecasts or projections and, accordingly, does not express an opinion or other form of assurance with respect thereto. Furthermore, none of Rally or its management team can give any assurance that the forecasts or projections contained herein accurately represents Rally's future operations or financial condition. Such information is subject to a wide variety of significant business, economic and competitive risks and uncertainties that could cause actual results to differ materially from those contained in the prospective financial information. Accordingly, there can be no assurance that the prospective results are indicative of the future performance Rally or that actual results will not differ materially from those presented in these materials. Some of the assumptions upon which the projections are based inevitably will not materialize and unanticipated events may occur that could affect results. Therefore, actual results achieved during the periods covered by the projections may vary and may vary materially from the projected results. Inclusion of the prospective financial information in these materials should not be regarded as a representation by any person that the results contained in the prospective financial information are indicative of future results or will be achieved. On or about December 4, 2020, Rally consummated a share exchange transaction with its affiliates, Rally Bus Corp and OurBus, Inc., and each of such affiliates' respective shareholders. As a result of this share exchange transaction, Rally Bus Corp and OurBus, Inc. became wholly-owned subsidiaries of Rally. Please note that while certain financial information of the foregoing companies was separately maintained, the financial information set forth in this presentation is consolidated to reflect the aggregate business of Rally and its subsidiaries. As set forth in this presentation, financial data for periods prior to 2020 is unaudited and pro forma; financial data for 2020 is subject to pending PCAOB audit solely with respect to OurBus, Inc. (and not Rally Bus Corp financials); financial data for 2021 is subject to pending PCAOB audit on a consolidated basis; projections for periods 2022 and beyond based on historical financial data and expected performance. USE OF NON-GAAP FINANCIAL MATTERS This Presentation includes certain forward-looking non-GAAP financial measures with respect to Rally's expected future performance. These non-GAAP measures are an addition, and not a substitute for or superior to measures of financial performance prepared in accordance with GAAP and should not be considered as an alternative to net income, operating income or any other performance measures derived in accordance with GAAP or as an alternative to cash flows from operating activities as a measure of our liquidity. Not all of the information necessary for a quantitative reconciliation of these non-GAAP financial measures to the most directly comparable GAAP financial measures is available without unreasonable efforts at this time. Rally believes that these forward-looking non-GAAP measures of financial results provide useful supplemental information about Rally. Rally's management uses these forward-looking non-GAAP measures to evaluate Rally's projected financial and operating performance. However, there are a number of limitations related to the use of these non-GAAP measures and their nearest GAAP equivalents. For example, other companies may calculate non-GAAP measures differently or may use other measures to calculate their financial performance, and therefore Rally's non-GAAP measures may not be directly comparable to similarly titled measures of other companies. INDUSTRY AND MARKET DATA The information contained herein also includes information provided by third parties, such as market research firms. None of ATA, Rally or their respective affiliates and any third parties that provide information to ATA or Rally, such as market research firms, guarantee the accuracy, completeness, timeliness or availability of any information. None of ATA, Rally or their respective affiliates and any third parties that provide information to ATA or Rally, such as market research firms, are responsible for any errors or omissions (negligent or otherwise), regardless of the cause, or the results obtained from the use of such content. None of ATA, Rally or their respective affiliates give any express or implied warranties, including, but not limited to, any warranties of merchantability or fitness for a particular purpose or use, and they expressly disclaim any responsibility or liability for direct, indirect, incidental, exemplary, compensatory, punitive, special or consequential damages, costs, expenses, legal fees or losses (including lost income or profits and opportunity costs) in connection with the use of the information herein. TRADEMARKS AND INTELLECTUAL PROPERTY ATA and the Company own or have rights to various trademarks, service marks and trade names that they use in connection with the operation of their respective businesses. This Presentation may also contain trademarks, service marks, trade names and copyrights of third parties, which are the property of their respective owners. The use or display of third parties' trademarks, service marks, trade names or products in this presentation is not intended to, and does not imply, a relationship with ATA or the Company, or an endorsement or sponsorship by or of ATA or the Company. Solely for convenience, the trademarks, service marks, trade names and copyrights referred to in this presentation may appear without the TM, SM, Ⓡ or Ⓒ symbols, but such references are not intended to indicate, in any way, that ATA or the Company will not assert, to the fullest extent under applicable law, their rights or the right of the applicable licensor to these trademarks, service marks, trade names and copyrights.#5Executive Team Numaan Akram CEO rally Peter Bray CMO SAATCHI & SAATCHI rally Narinder Singh COO ourbus David Hall SVP Operators Greyhound BOLTBUS 5 LO Lisa Harris Board Chair ALIGNI CIELO F Juan Pablo Visoso Chief Financial Officer NEXXUS WHITE & CASE TRANSPORK TO TRANS Jorge Marcos Chief Executive Officer J.P. Morgan Alberto Pontonio A Galileo Director AMERICAS TECHNOLOGY ACQUISITION CORP Merrill Lynch#6Transaction Rationale Rally's highly variable operating cost structure leverages existing bus fleets, resulting in an attractive model that scales efficiently and profitably. TEAM Highly talented team with experience in technology, growth, and logistics ADDRESSABLE MARKET Industry with a very large TAM - not just in the US, but globally TRUE SOLUTION Low-cost mass transit solution for cities, companies, and individuals DECARBONIZATION True decarbonization technology in the age of ESG ASSET LIGHT BUSINESS MODEL Uses technology to provide solutions leveraging existing, underutilized assets SCALABILITY Attractive unit economics with high-margin adjacent revenue streams at scale rally#7Introduction Context, background, model, and related performance of the company rally#8Mass Mobility as a Service Rally has already solved middle-mile travel challenges for millions of riders by building an asset-lite dynamic intercity transportation network. RALLY EXPECTS TO: Meet modern consumer needs for peak travel, surge demand, & regional transportation Generate new demand for buses through an Al-powered platform Dispatch the fragmented bus industry's fleets owned by local operators Create a digital-first brand in buses with network effects Become the operating system for bus operators 8 rally#9Rally seeks to be a digital-first brand in buses Suite of mass mobility tech meets the needs of the modern customer while unlocking the latent value of the bus industry EVENTS Addresses surge demand to venues during events & holiday travel Channel: B2B2C Powered by rally LINES Provides regularly scheduled intercity and commuter bus services Channel: B2C Powered by ourbus BO 9 NETWORK Tangential offerings for the industry based on Rally's proprietary data Channel: Multiple PLATFORM Back-end tech to help bus operators manage all aspects of their business Channel: B2B OI rally#10Metrics Lifetime statistics ¹,2,3 5:1 Revenue-to-Financing capital efficiency ratio $50M Revenue Since 2015 launch 1. CO2 offset compares Rally bus ridership with the equivalent number of cars that would be needed to move the same amount of riders, an equivalent distance, with avg car loads, at avg fuel efficiency 2. Carbon footprint of diesel fuel 3. Rally figures are to-date as of Q1'22 10 rally ourbus 144M lbs CO2 offset 1.6M rides completed 4K bus stops 400 contracted companies states 40 served 5 active countries 2 complementary products#11Bus Rideshare Crowdpowered trips to event venues 66 Innovation that utilizes B2B2C event partners to solve logistics issues while building consumer awareness RALLY POINT RALLY POINT DESTINATION 11 RALLY POINT RALLY POINT Address surge demand around event venues Crowdsourced/funded trips with built-in virality Partnerships scale quickly for ownable channels Converts private car users to shared bus riders Pop-up bus stops for pop-up mass transit Events DBA: fally rally#12Buslines Al for scheduling and pricing 66 Highly recurring, regularly scheduled routes with B2C acquisition 99 {||||||| F CITY 1. TrustPilot customer services ratings 明 12 CITY Modern booking, sharing, and tracking experience Al that predicts demand for intercity routes Better CAC & margin vs manual operations Automated dispatch and customer service Higher rated customer service vs legacy incumbents¹ Lines DBA: ourbus rally#13Opportunity Size Quantified ¹,2 $135B Global TAM as of 20223 $5B Unsold Seats unoccupied annually in the US 1. American Bus Association Motorcoach Census 2. Airline industry statistics comparisons 3. Rally TAM proprietary analysis 13 M Flo 575M annual US bus rides 40K motorcoach buses in US 3K US bus operators 10 avg buses per smaller operator of operators own <25 buses 94% 55% average bus utilization rate 2.5% buses owned by Greyhound#14Performance Overall financial performance from inception to 2024(E) Revenue 2016 - 2024¹,² $125.0M $100.0M $75.0M $50.0M $25.0M $0.0M $1.6M 2016 $7.2M $9.2M- 2017 2018 $16.7M 2019 $4.6M 2020 $10.7M 2021 1.Please see Financial Information disclaimer on Page 4 2.Revenue assumptions for Lines and Events businesses listed on Assumptions: Lines Offering and Assumptions: Events Offering 14 $30.0M $60.1 M 2022(E) 2023(E) $109.6M- 2024(E) rally#15Pandemic Performance Adjusted operations through pandemic with full reopening in May 2021 Revenue May 2020 - December 2021¹ $3,000,000 $2,000,000 $1,000,000 $0 May 2020 June 2020 July 2020 August 2020 September 2020 October 2020 November 2020 December 2020 1.Please see Financial Information disclaimer on Page 4 January 2021 February 2021 March 2021 April 2021 May 2021 June 2021 July 2021 August 2021 September 2021 October 2021 November 2021 December 2021 15 27 $ $ After initial pause in March 2020, resumed operations with pandemic policies end of May 2020 Revenues limited by bus capacity at 50% max; second wave dip coincided with normal seasonal travel lows With an aggressive growth strategy in Q2'21, we captured market share as demand returned Huge month-over-month growth in early 2021, returning to pre-covid run rates by July rally#16Rally POV Going public with ATA expected to raise growth capital for Rally to enable it to become synonymous with buses for the new mobility age Expectations & Goals $30M Target raise Launch new routes through Buslines offering Partner with event stakeholders to scale Bus Rideshare Meet $60M 2023 revenue goal Brand hundreds of local buses with Rally identity Scale vertical SaaS Platform industry offering Monetize data through a market network Reach profitability in 3 years 16 rally#17Assumptions: Lines offering KPIs for our primary revenue driver ASSUMPTIONS COMMENTARY¹ 1. Total bus trips increased 491% and total seats sold increased 655% prior to the pandemic (2017-19). Bus trips and seats sold per month for new line stops are expected to increase 118% and 409%, respectively, from the stop's first month to its mature state. 2. $ per seat is expected to be 90% lower during a newly launched stop combination's first month compared to its steady state. $ per seat decreased by 14% prior to the pandemic (2017-19) as new combinations were launched. $ per seat is expected to return to pre-pandemic levels as new stop combinations are launched in 2022-23. 3. Cost per customer acquisition decreased 76% prior to the pandemic (2017-19) as the brand grew in core geographies. Marketing spend is expected to be highest during the first few months of a new line stop to establish awareness. Marketing spend is therefore expected to increase with additional new line stops in 2022 and 2023. 1.Please see Financial Information disclaimer on Page 4 Bus trips & stop combinations 2017-23 Bus trips $40.00 $30.00 $20.00 $10.00 60,000 $0.00 40,000 20,000 2017 2017 2018 Average $ per ride 2017-23 Bus trips 2019 2020 2021 Max stop combinations 2022(E) 17 2023(E) 2019 2020 2021 2018 $ per seat - Weighted avg $ per seat 2017-2023 202 2000 1500 1000 500 0 Max stop combinations 2023 Seats sold 2017-23 2.0M 1.5M 1.0M 0.5M 0.0M $8.0M $6.0M $4.0M $2.0M 2017 Marketing spend & ride acquisition costs 2017-23 $0.0M 2018 2017 2019 2018 2019 2020 Marketing 2020 2021 2022(E) 2023(E) CAC 2021 2022(E) 2023(E) $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 rally#18Assumptions: Events offering Events build brand through association, changing the perception of buses ASSUMPTIONS COMMENTARY¹ 1..44% of the total annual attendance used Rally to transport to Buffalo Bills' home games in 2019; .22% of attendance across all major sports & entertainment events are expected to use Rally for transportation in 2023. 2. The $ for transportation is expected to correlate with the $ of the underlying event ticket. The $ of transportation for the most expensive event is expected to be 13% higher than the $ for transportation for the least expensive event. $ per seat is expected to decrease in 2022-23 as attendees for less expensive events are added. 3. Cost per customer acquisition is 114% higher than pre-pandemic levels (2019) in 2022 as marketing spend is increased to attract NFL, MLB playoffs, NHL, and NBA attendees. Cost per customer acquisition returns closer to pre-pandemic levels (2018-19) in 2023 1.Please see Financial Information disclaimer on Page 4 Bus trips 2016-23 8,000 6,000 4,000 2,000 $100.00 $75.00 $50.00 $25.00 2016 Average $ per ride 2016-23 $0.00 2017 2016 2018 2017 2019 2018 2020 2019 2020 18 2021 2022(E) 2023(E) 2021 2022(E) 2023(E) Seats sold 2016-23 250.0k 200.0k 150.0k 100.0k 50.0k 0.0k $3.0M $2.0M $1.0M 2016 $0.0M Marketing spend & ride acquisition costs 2016-23 2017 2016 2018 2017 2019 2020 2018 2019 Marketing 2020 2021 2021 2022(E) 2023(E) Seat acquisition cost 2022(E) 2023(E) $30.00 $20.00 $10.00 $0.00 rally#19Green The greenest form of transportation MOTOR COACH HEAVY RAIL PASSENGER MILES per gallon ENERGY USED per passenger mile CO2 RELEASED gram/per passenger mile PASSENGER MILES per gallon ENERGY USED per passenger mile CO2 RELEASED gram/per passenger mile 239.8 575 43 INTERCITY RAIL 85.2 1619 147 190.6 724 127 TRANSIT BUS 70.5 1957 136 1. Getting There Greener, Union of Concerned Scientists 2. Comparison of Energy Use & Emissions from Different Transportation Modes TROLLEY BUS 106.6 1294 228 CARPOOL 2 person 55.9 2470 184 19 VANPOOL 106.1 1300 97 DOMESTIC AIR TRAVEL *********** 54.8 2519 188 LIGHT RAIL 92 1500 264 CAR average trip 38.8 3555 265 COMMUTER RAIL CAR 1 person 90.3 1528 183 27.9 4939 368 rally#20Rally Platform A suite of vertical SaaS products that help bus operators manage all aspects of their business Driver Product Instruct, manage, & evaluate drivers Bus Product loT for buses, fleet management solutions Rider Product Instant online quotes, apps for riders, organizers, & facilitators Rally has developed a suite of apps - Driver, Bus, Rider, and Operator - for its own services, and has begun to provide this software to bus operators to use for their existing operations via a vertical SaaS integration model. As Rally onboards more bus operators onto the platform, revenue is expected to steadily increase through predictable subscription revenue. 20 Operator Product Operating system of the industry to replace antiquated software and manual processes lul M rally#21Rally Network Monetizing the network value of the industry with tangential services Door-to-Door Connecting Rally's middle mile travel with first/last mile providers to complete the trip Advertising Sells advertisers looking to reach bus riders and the surrounding community alike -S Financing & Insurance Connects OEMs w/ operators looking for financing & insurance for their fleets With Rally's demand-creating products and vertical SaaS integration, we generate huge ancillary revenue opportunities. Each of the offerings here has already been proven viable and ready to scale. As our primary products scale, the value of the network increases exponentially. 21 ↑ Shipping Each bus has excess storage capacity that is utilized for courier and rally#22Network Flywheel The pistons of this cycle are: Create Demand Integrate Technology Increase Utilization Build Brand Network Managed .. GENERATE GLOBAL BRAND 22 ----->> RAISED AWARENESS MORE TRIPS ●●●●●●●● 00 arket Network HAPPY RIDERS SPOR A C Events GENERATE SOCIAL DEMAND Owned Partner her Channels BEST BUS HAPPY EXPERIENCE OPERATORS platform CONNECT THE INDUSTRY Automation & Al RAISED AWARENESS ●●●●●●0000000- MORE TRIPS Lines INCREASE BUS UTILIZATION Dynamic P Routes MORE TRIPS 00000000- & Schedules RAISED AWARENESS rally#23CANADA MEXICO 5 GLOBAL MARKETS and counting USA BRAZIL 23 GERMANY Existing Presence Current Targets#24Transaction Overview TRANSACTION SUMMARY Rally and America's Technology Acquisition Corp (ATA) have entered into a Merger Agreement, expected to close in Q4 2022 The transaction is expected to provide Rally with a minimum of I ~$30M proceeds (subject to shareholder redemptions) to fund Rally's growth strategy Non-redeeming ATA shareholders and certain support investors will receive Contingent Value Rights ("CVR") offering holders a preferred return and protection up to a share per CVR. The mechanics of the CVR are explained on the next page VALUATION Transaction implies a pro-forma enterprise value of ~$207M exclusive of earnout shares 3.5x 2023E revenue of $60M EARNOUT INCENTIVE STRUCTURE H Seller earnout of 4.5M shares CAPITALIZATION ($mm)¹ Implied Market Capitalization* (-) Cash to Balance Sheet (+) Pro-Forma Debt PRO-FORMA ENTERPRISE VALUE IMPLIED SOURCES & USES ($mm)² Sources ATA Cash in Trust (Assuming ~65% redemptions) Seller Rollover Equity TOTAL SOURCES Uses Cash to Surviving Company Balance Sheet Seller Rollover Equity Transaction Expenses TOTAL USES Rollover shares 59.0% 59.0% 17.9% 13.2% 234.4 30.0 3.5 207.9 42.0 161.5 203. 30.0 161.5 12.0 203.5 Public Shares 17.9% CVR Escrow 13.2% Sponsor shares 9.3% Underwriter shares 0.5% M 3.0M seller earnout shares issued based on share price performance targets 1.5M seller earnout shares issued based on revenue targets 1. Includes ~16M Rally shareholder rollover shares, ~4.1M ATA public shares, ~2.9M ATA founder shares, and 0.1M underwriter shares; assuming no exercise of outstanding ATA warrants and excluding earnout shares and does not take into account the escrow shares for CVR by selling shareholders or Sponsor or distribution to CVR holders 2. Based on per share redemption price of $10.30 and assumes 65% redemptions from the ATA trust account 24 rally#25Investor Incentives Sponsor and Rally are escrowing shares to fund CVRs for supportive investors KEY POINTS ATA and Support Investors holding through the business combination will receive 1 share of Pubco stock and 1 contingent value right ("CVR") Rally and ATA's Sponsor will place into escrow 2,250,000 and 750,000 each, respectively, for a maximum of 3,000,000 shares intended to provide valuation protection to Investors via the CVR CVR Holders will receive additional shares based on trading price 18 months after closing; if prices are below prices that would earn Holders a simple annual return of 10% (based on redemption price at closing), subject to a maximum of 1 share per CVR The implied discount at which shareholders are purchasing their shares in Rally if all CVR shares are disbursed under this scenario gives investors downside protection of 42.5% Share Price at Settlement $3.00 $4.00 $5.00 $7.50 $10.00 $12.50 $15.00 CVRS per share owned at closing 1 1 1 1 1 1 Total Shares In Escrow (mm) 3. 3.00 3.00 3.00 3.00 3.00 3.00 Shares Shares Escrowed Disbursed per CVR per CVR 0.74 0.74 0.74 0.74 0.74 0.74 0.74 0.74 0.74 0.74 0.59 0.19 Total shares to CVR Holders 1.74 1.74 1.74 1.59 1.19 1.00 1.00 Total value at settlement 5.23 6.97 8.71 11.90 11.90 12.50 15.00 Note: CVR calculations assume gross proceeds as shown in the transaction slide, which implies a total of 3,000,000 shares available in order to provide incentives for a total of 4,076,750 shares held by non-redeeming and Support Investors. Changes in shares held by non-redeeming and support investors will affect the per-CVR share count, as it is held constant at 3,000,000. As per the Merger Agreement, "Support Investor" means the Sponsor, one or more affiliates thereof, and/or other investor(s) identified by the Sponsor or an affiliate thereof and reasonably acceptable to the Company. 25 rally#26Strong position among peers 22E-24E CAGR EV / 2023E Revenue EV / 2024E Revenue rally 91.0% 3.5x 1.9x olo ilincino. Alkami tyler Veeva technologies Trimble Manhattan Associates. Duck Creek Technologies Vertical SaaS 16.0% 7.0x 6.2x Market Data from FactSet and Capital IQ as of 6/03/22 Sharing Economy: BKNG, ABNB, DASH, UBER, LYFT, GRAB, SWVL; Marketplace SaaS: ACVA, BIGC, GWRE, BSY, VRRM; Vertical SaaS: TRMB,MANH,ALKT, TYL, VEEV,DCT,NCNO,OLO All figures shown are median for the cohort; ranges as follows for 22E-24E CAGR, EV/23E Rev, EV/24E Rev, respectively: Shared Economy: 14.4-152.7%, 1.0-7.1x, 0.8-5.9x Vertical SaaS: 7.6-28.1%, 4.0-9.6x, 3.2-8.2x Marketplace Software: 5.4-31.8%, 1.5-9.9x,1.1-9.1x 26 BIGCOMMERCE Booking.com airbnb Bentley Advancing Infrastructure ACV GGUIDEWIRE VERRA MOBILITY Marketplace Software 11.6% 5.0x 4.7x DOORDASH Uber lyn swt Grab Sharing Economy 21.4% 2.5x 1.8x rally#27Thank You! Numaan Akram CEO [email protected] rally Let's get there together#28Appendix 66 Buses move more people than any other mode of travel 99 O#29cally un rally 411 M 180 Global Team Remote-first, globally distributed team - innovating on mobility around the world#30Experienced team of founders Mission-aligned transportation fanatics, passionately paving the future of bus tech Numaan Akram CEO Raised an entrepreneur, schooled a technologist, developer by trade, founder at heart; recruited and built teams continuously throughout career Siheun Song SVP_Events Creative force for brand and strategy. Juilliard, Columbia, Yale degrees. Career of building and leading sales teams to maximize performance Peter Bray Brand_ Former Head of Digital for Saatchi & Saatchi. Leads brand and marketing strategy Axel Hellman SVP_Lines Masters in Transportation and Planning with expertise gained from NJ Transit, Port Authority of NY&NJ, and private sector transportation Matt Atkin Growth_ First 100 employees at Uber. Experience in growing internationally 30 Narinder Singh COO Building and growing businesses at the intersection of transportation and technology for 25+ years; founded courier, logistics, and school bus technology companies Vipul Mittal VP_Operations Business Strategy at Google with experience in the information technology and services departments David Hall Industry_ Former GM of BoltBus. Led the most successful brand in busing in the US motorcoach industry Chris DeVoe VP_Services Experienced process engineer, multiple product owner, with demonstrable successes in launching and maintaining services Jenny Larios Berlin Mobility_ Cofounder & COO of Optimus Ride, AV technologies for mobility rally#31Supported by industry veterans Transportation cuts across the many industries which these experienced professionals represent Victor Parra Buses_ CEO & President United Motorcoach Association, for 20 yrs Thomas Silver Marketing_ SVP, Dice Holdings, management VP, Amex of company's first travel tech product Mark Wachen Venture_ Founder of CardSnacks and Founder of multiple venture firms and funds Steffen Braun Entrepreneur_ CEO of KI group HQ, home of entrepreneurs, solvers & creators Seamus Hatch Mobility_ LogicWorks, Accenture, Sybase - twenty years building valuable businesses around innovative technology Tom Ajello Product_ User experience specialist Sr. Partner, Lippincott Seth Berkowitz Founder_ Founder and CEO at Insomnia Cookies Rudy Lowy Entrepreneur_ Founded multiple insurance firms 31 Keith Gordon Sports_ Former President, NFL Players Inc Brian Antolin Buses_ Founder and one of the leading voices in intercity travel and transportation in the US Joseph Coyne Venture_ Harvard Business School, investing capital for institutions, family offices Whitny P Sobala Brand_ Founder of purpose-driven, brand building marketing firm Patrick McQuown Entrepreneur__ Cofounder & CEO of Proteus; Executive Director Entrepreneurship at Towson University - Jeffrey Chernick Mobility_ Cofounder of RideAmigos, transportation demand management technology licensed by municipalities and organizations globally Derek Kleinow Mobility_ Venture Capital Business Development team at Amazon Web Services and founder Mike Adler HR_ 20 years of experience recruiting for high scaling venture backed companies rally#32Invested in by networks Backed by incubators and accelerators, each with their own network of support Yale Innovation Fund First institutional capital provided by Yale University's student innovation fund Techstars Leading accelerator program with a global network Yale UNIVERSITY techstars 32 43N ELEMENTAL EXCELERATOR 43North 43North is an accelerator program that invests to attract and retain high-growth startups in New York Elemental Elemental has invested in companies, funded technology projects, and built a platform for scaling equitable, market-driven solutions to climate change rally#33Services Multiple revenue streams represent the many use-cases of buses and the resulting network effects rally#34Rally Lines Technology empowers smaller, flexible, & high quality bus operators to run intercity routes, scheduled service, and line-runs CITY 18888 CITY CITY Rally competes with large bus operators for line runs by aggregating the fleets of small operators. With this approach, Rally has more buses of higher quality, more drivers, and more service centers to bring to the market. This allows Rally to compete heads-on in the same markets currently served by legacy providers while also creating new routes in underserved markets. 34 TRADITIONAL MODEL Line-runs dominated by large legacy providers RALLY MODEL Small operators are aggregated via a tech platform to provide a more flexible approach rally#35Lines launch playbook Early marketing investment leads to profitable and sustainable stop combinations Expected monthly gross margin for the first 36 months of a baseline route 50.00% 0.00% -50.00% -100.00% -150.00% -200.00% Month Month 2 Month 3 Month 4 Regional variability compared Northeast Midwest South Texas West Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Month 13 Month 14 Month 15 Month 16 Month 17 Month 18 Month 19 Month 20 Month 21 Month 22 Month 23 Month 24 Month 25 Month 26 Month 27 Month 28 Month 29 Month 30 Month 31 Month 32 Month 33 0% 50% Occupancy Monthly trips Fare 100% Miles per month Month 34 Month 35 Month 36 150% Expected marketing spend for the first 36 months of a baseline route $40,000 $30,000 $20,000 $10,000 2. $0 3. | Month 1 Month 2 Month 3 Month 4 Month 5 w Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Month 13 Month 14 Month 15 Month 16 Month 17 Month 18 Month 19 Month 20 Month 21 Month 22 Month 23 How Rally expects to grow Lines business 1. 28 Month 24 Month 25 Month 26 Month 27 Month Month 29 Month 30 Month 31 Month 32 Month 33 Month 34 Month 35 Month 36 and is A baseline route contains line stop combinations modeled on average gross margins that are based on the management team's experience and industry knowledge.¹ Heavy marketing spend to establish new line stops is the expected investment, with an expected positive long term cumulative net margin (LTV) as the reward.² Regional multipliers are applied to change our expectations about the route's risk-reward profile.³ 1.A baseline route & associated line stops represents the expected performance, based on historical data, of a typical newly launched route & associated line stop combinations. 2.Management expects to invest in PR & branding at the launch of each new route & associated line stops to drive awareness. 3.Management expects the performance of a baseline route & associated line stops to differ dependent on launch region. 35 rally#36Lines demand is at an all time high Lines revenue hitting records as demand for middle-mile trips surge Avg miles traveled per trip since Covid bottom¹ Miles 250 200 150 100 50 0 7/2020 Avg Miles 10/2020 1/2021 Middle mile lower bound 4/2021 7/2021 Middle mile upper bound 1.Please see Financial Information disclaimer on Page 4 Lines revenue since Covid bottom¹ 36 $ 2,500,000 $ 2,000,000 $1,500,000 $ 1,000,000 $ 500,000 $- $ (500,000) Jan-20 Compound monthly growth rate 48.10% Jul-20 Middle-mile trips, the core use case for Rally's Lines offering, bounce back from pandemic lows as revenue approaches pre-Covid levels. Jan-21 Jul-21 rally#37Proven success throughout Northeast Bus operators are eager to partner with us given our proven track record of acquiring riders & generating income New York - New Jersey - Maryland - DC¹,2² Monthly Income generated by Rally for operator $400,000 $300,000 $200,000 $100,000 $0 Month 1 Month 3 Month 5 Month 7 Month 9 Month 11 Month 13 Month 15 Month 17 Month 19 Month 21 Month 23 Month 25 Month 27 Month 29 Month 31 Month 33 Total income over 33 month period $6.4M 1. Please see Financial Information disclaimer on Page 4 2. Presented financial information represent historical data from April 2017 to June 2020 3. Presented financial information represent historical data from August 2017 to June 2020 37 Ithaca, NY - Binghamton, NY - NYC¹,3 Monthly Income generated by Rally for operator $400,000 $300,000 $200,000 $100,000 $0 لسلہ Month 1 Month 3 Month 5 Month 7 Month 9 Month 11 Month 13 Month 15 Month 17 Month 19 Month 21 Month 23 Month 25 Month 27 Month 29 Total income over 29 month period $4.9M rally#38Expected costs & lifetime value of a new Line An effective marketing plan for a new Line is expected to result in a profitable route over a 5 year period Base route costs (over 5 year period)¹ Route launch PR & Branding OTA costs Per ride marketing Other expenses Total Base route LTV (over 5 year period)¹ Total rides Average fare Gross margin Line LTV Profit per route over 5 year period¹ ROI per route over 5 year period ¹ $50,000 $300,000 $596,884 $528,287 $557,091 $2,032,262 412,622 $38.58 26.25% $4,178,321 1.Presented figures represent the expected performance of a typical newly launched route. $2,146,059 105.60% 38 Marketing spend is the primary cost driver in setting up a new route Other expenses include facility fees and refunds The average route is expected to lose money in the first few months of operation, but then maintain a steady margin rally#39Rally Events Technology that flexibly creates pop up bus routes to address short term surge travel demand RALLY POINT RALLY POINT DESTINATION Rally creates dynamic bus routes, bringing supply online to meet the demand Individuals buy a ride Networked companies Unlimited buses ET RALLY POINT Dynamic routes Automated planning Crowdfunded trips RALLY POINT 39 TRADITIONAL MODEL A Preformed groups rent a bus 1 company, 1 bus, 1 route Single planner and payer B rally#40Events playbook Regional/venue-specific growth plan ... Expected average revenue vs marketing spend per state¹ $300,000 $200,000 $100,000 $50.00 $40.00 Event price per ride¹ $30.00 $20.00 $10.00 $0 $0.00 2022 Revenue per state 2022 2023 Marketing spend per state 2023 Conversion% 1.Please see Financial Information disclaimer on Page 4 2024 2024 Launching unique routes per state¹! 1. 2. 50.0 3. 40.0 30.0 20.0 10.0 0.0 How Rally expects to grow events business 2022 2023 Marketing spend per unique route per state 40 2024 Unique routes per state $5,000 $4,000 $3,000 $2,000 $1,000 $0 Rally invests marketing spend in a region to build awareness. As awareness grows, new unique crowdsourced routes develop in the region. Once established, these routes bring recurring revenue for a variety of different events in the region. As a result, Rally more efficiently captures event goers. This leads to decreased marketing spend per state and per unique route, even as revenue in the region increases. rally#41Demonstrated success for large events Case Study: Green Bay Packers and Buffalo Bills home games Total rides sold & revenue for Packers home games¹ 10,000 7,500 5,000 2,500 0 646 $31.6k 2015 1,611 3,582 $89.9k $186.4k $376.0k $403.1k 2016 2017 2018 2019 Revenue Seats 8,137 1.Please see Financial Information disclaimer on Page 4 $500.0k $400.0k $300.0k $200.0k $100.0k $0.0k Total rides sold & revenue for Bills home games¹ 41 2,500 2,000 1,500 1,000 500 0 839 1,531 1,481 2,102 $40.2k $72.6k $71.0k $98.4k $114.8k 2018 Revenue 2015 2016 2017 2019 Seats Rides & Revenue increase by engaging fan communities to build awareness of the bus rideshare $125.0k $100.0k $75.0k $50.0k $25.0k $0.0K rally#42Successful D2D pilot in Ithaca, NY Case study: Door-to-door (D2D) pilot in Ithaca, NY. A replicable strategy to add last-mile services and raise barriers to entry from competitors Ithaca pilot revenue 9/2020 - 12/2021 $40,000 $30,000 $20,000 $10,000 $0 9/2020 10/2020 11/2020 12/2020 ● 1/2021 2/2021 3/2021 4/2021 Revenue 5/2021 6/2021 1.Please see Financial Information disclaimer on Page 4 7/2021 Cumulative Revenue 8/2021 9/2021 10/2021 11/2021 12/2021 Revenue per passenger 9/2020-12/2021 42 $15.00 $10.00 $5.00 $0.00 9/2020 10/2020 11/2020 1/2021 12/2020 2/2021 3/2021 4/2021 5/2021 6/2021 7/2021 8/2021 9/2021 10/2021 11/2021 Rally Lines riders traveling to and from Ithaca, NY are able to book a taxi ride along with their bus ride, adding a last mile component to their trip. Since the pilot began in September 2020, revenue per passenger trip has increased. Rally will replicate this concept to other small cities where Uber and Lyft response times are slow. 12/2021 rally#43Macro The future is a trip-based economy where we choose the best mode of transportation for the use-case rally incen's STT 1224 $200#44Rally Lines Regularly scheduled intercity transportation product 42% of the 640,000,000+ annual passenger trips in the private bus industry are on regularly scheduled intercity lines. This is currently dominated by large operators, Greyhound being the largest. Rally has created new lines for underserved markets overlooked by large operators as well as competing head-on with innovative offerings. Rally is a virtual bus company aggregating the fleets of small operators to outperform the legacy players. By operating a managed marketplace via a tech platform, we have more buses of higher quality, more drivers, and more service centers to bring to the market. I Modernized user-experience to disrupt legacy operators Data-driven routing and demand prediction Automated dispatch and services H B2C acquisition strategy H Privatized corporate commuting SUPPORTING TRENDS AND NEWS: CITY 44 CITY CITY Megabus sold at loss to PE firm Greyhound has been sold by its parent company, Stagecoach Technology platforms are giving smaller charter companies and regional players a greater ability to compete with well-established operators in some of the country's most heavily traveled corridors rally#45Rally Events Popup routes to venues or holiday intercity surge demand 58% of the 640,000,000+ annual passenger trips in the private bus industry are for charters, aka bus rentals. The buses are chartered by preformed groups like schools, corporates, and other institutions for private events. Rally's innovation is the bus rideshare, aggregating like-minded strangers into productive bus trips. Our marketplace model then matches the demand with the best bus operators in the market, creating new demand for their buses, thereby unlocking the value of their underutilized assets. Events have the following qualities and characteristics: Communities of passionate individuals getting together Crowdsourced/funded trips with viral sharing Pop-up bus stops called Rally Points B2B2C partnerships scale fast, for ownable channels Self-service for Tour Operators SUPPORTING TRENDS AND NEWS: RALLY POINT 45 RALLY POINT Bank of America: We've reached 'peak car' The Decline of the Driver's License 68% of the world population projected to live in urban areas by 2050 $4 DESTINATION 16 RALLY POINT RALLY POINT rally#46Mobility Evolves: Middle Mile The next phase of the mobility revolution will solve for regional transportation challenges PERSONAL 1 to 6 riders CARS & VANS Q.€ 1² - ½ to 3 Miles a 5 to 30 Miles 30 to 300 Miles MICRO 1 rider SCOOTERS & BIKES 46 MASS 15+ riders BUSES rally#47Mobility comparison matrix Rally redefines the bus experience Distance Customer Experience Convenient Low Price Easy Booking Environmentally Friendly rally 40-400 miles High Very: door to door Yes Yes Yes Bus Company 75-400 miles Varies Somewhat, stop to stop Usually Varies High OTA 75-2,500 miles None Somewhat, stop to stop Varies Yes Yes 47 Train 75-2,500 miles High Somewhat, stop to stop No Yes Yes Car 1-3,200 miles Varies Yes, from door to door Not for total ownership ΝΑ No Rideshare Taxi 1-25 miles High Not for long distances Not for long distances Yes No Plane 150+ miles High Somewhat between airports No Yes No rally#48Digital tech is evolving transportation MaaS platforms use innovative tech and business models to provide more convenient transportation options Mobility-as-a-Service (MaaS) is an emerging type of service that, through a joint digital channel enables users to plan, book, and pay for multiple types of mobility services. The concept describes a shift away from personally-owned modes of transportation and towards mobility provided as a service.¹ 1,2 Rally's Mass Mobility-as-a-Service (MMaaS) is a subset of this broader shift, solving for peak demand infrastructure limits and maximizing ESG goals. 1. https://en.wikipedia.org/wiki/Mobility_as_a_service 2. Influenced by Forbes.com MaaS is... 48 A response to modern day urban trends Pay-as-you-go or subscription business model Driven by advances in digital technology rally#49Transit participation exceeds pre-pandemic levels Data suggests that global transit participation rebounds quickly from spikes in new Covid-19 cases Transit participation and new covid cases per day Jan 2020 - April 2022¹,2 3 Relative to Pre-Covid 1 2 3 300 200 100 1/13/2020 2/8/2020 1 3/5/2020 3/31/2020 4/26/2020 5/22/2020 6/17/2020 7/13/2020 8/8/2020 9/3/2020 9/29/2020 11/20/202 12/16/202 10/25/202 2 1/11/2021 2/6/2021 3/4/2021 3/30/2021 4/25/2021 6/16/2021 5/21/2021 7/12/2021 8/7/2021 Transit participation New cases per day 9/2/2021 9/28/2021 10/24/202 11/19/202 12/15/202 1/10/2022 2/5/2022 3/3/2022 3/29/2022 300 200 100 0 (New COVID-19 cases per day (in thousands) Global transit participation data from January 2020 - April 2022 shows that public transit rebounds, and even increases, after spikes in new Covid-19 cases. By extension, we expect public transit use may continue to grow as the effects of the pandemic subside. Transit participation decreases at initial spike in Covid-19 cases Transit participation increases as new cases per day remain steady or decrease Transit participation quickly rebounds and grows after as recent spike in new cases subsides 1. Transit participation data represents an average of transit participation from USA, Belgium, Denmark, Italy, Spain, and Switzerland from 1/13/2020 - 4/12/2022. Data originally comes from the COVID-19 Apple Mobility Trends Report. Apple stopped producing this report on 4/14/2022. This data can be found on Amazon Web Services from Rearc. 2.New cases per day data represents an average of new cases from USA, Belgium, Denmark, Italy, Spain, and Switzerland fro 1/13/2020 - 4/12/2022. Data comes from the WHO COVID-19 Dashboard. Geneva: World Health Organization, 2020. Available online: https://covid19.who.int 49 rally#50Middle mile trips rebound from bottom Trips 25-250 miles long have increased from pandemic lows Trips 25-250 miles within the USA¹ Trips 25-250 miles vs. Day Trips 25-250 miles 125.0M 100.0M 75.0M 50.0M 25.0M 0.0M 1-Jan-20 1-Jul-20 Compound monthly growth rate = 20.72% 1-Jul-21 1-Jan-21 Day 1-Jan-22 The number of middle mile trips in the USA have increased since the pandemic bottom and are currently at pre-pandemic levels. 500B 400B 300B 200B 100B OB Personal spending on travel in USA² Compound annual growth rate= = 53.07% Q1 2020 Q2 2020 Q3 2020 Q4 2020 Q1 2021 Q2 2021 Q3 2021 Q4 2021 Q1 2022 Personal spending on travel in the USA has increased since the pandemic bottom are are 2% less than pre-pandemic levels. 1. Trips 25 - 250 miles long are the core use case for the company. Data comes the U.S Department of Transportation Bureau of Transportation Statistics. Data is available through 2/5/2022. 2. Data comes from the U.S Department of Transportation Bureau of Transportation Statistics. Data is available through Q1 2022. 50 rally#51Green travel reaching inflection point Travelers want more sustainable travel, but only if its convenient and affordable Find sustainable travel very important or somewhat important Will only book sustainable travel if it doesn't inconvience them Sustainable travel is the most important factor in booking travel (cost & convienence are leading factors) 0.00% 4.38% 25.00% 48.30% 50.00% 75.00% 1.Sustainable Travel Survey 2021 - Importance & Sentiment to Fight Climate Change When Booking Travel by Eric Jones of The Vacationer 51 82.67% Surveys indicate that while most travelers find sustainable travel to be at least somewhat important, many will only book sustainable options if the price and convenience is right¹. Rally's technology allows riders convenience and affordability in bus travel, helping to advance the sustainable travel movement. rally#52Network effects strategy Reinforcement tactics will solidify Rally's marketplace ensuring increasing enterprise value Rally's marketplace reinforcement strategy¹ Rally develops a managed marketplace connecting riders & bus operators (asymptotic marketplace) NETWORK EFFECTS MAP DIRECT 2-SIDED DATA TECH SOCIAL BELIEF BANDWAGON TECH PERFORMANCE DATA ASYMPTOTIC MARKETPLACE PLATFORM (2-SIDED) MARKETPLACE (2-SIDED) MARKET NETWORK PERSONAL PERSONAL UTILITY PROTOCOL PHYSYCAL rally LANGUAGE BRAND EMBED SCALE rally Rally intends to use funding to launch service in new geographies (scale), partnership with ticketing companies (embed), and place Rally branding on the outside of its partner bus fleets (brand) Rally intends to connect operators with insurance providers, maintenance shops, advertisers, & other specialized professionals seeking longer term relationships, creating an N-sided marketplace (Market Network) As more riders are expected to join, Rally should gain more insights into new route creation and fulfillment, providing more opportunity for new riders (Data) 1.Management expects to apply the Network Effects principles written by venture capital firm NFX to build defensibility in the marketplace. You can learn more about these principles at https://www.nfx.com/post/network-effects-manual/ 52 rally#53Financials Highlights Historic data and forecasted goals based on assumptions ויו We are looking for a fresh way. This means w ution is a pro These basic daily tas We are vis struggle tself mang some way for our we've been rally#54Snapshot: P&L 2016-2021 Historic profit & loss¹ Lines revenue Events revenue Platform revenue Network revenue Total revenue Lines COGS Events COGS Platform COGS Network COGS Total COGS Lines Margin $ Events Margin $ Platform Margin $ Network Margin $ Total Margin $ Lines Margin % Events Margin % Platform Margin % Network Margin % Total Margin % Sales, Marketing, & Operations Depreciation General & Administrative Technology & Development Total Operating Expenses Income from Operations $ Income from Operations % 1.Please see Financial Information disclaimer on Page 4 2016 $0.05M $1.52M $0.00M $0.00M $1.6M $0.18M $1.16M $0.00M $0.00M $1.3M -$0.12M $0.35M $0.00M $0.00M $0.2M -225.92% 23.40% 14.73% $1.04M $0.09M $0.47M $0.05M $1.7M -$1.4M -90.49% 2017 $2.31M $4.86M $0.00M $0.00M $7.2M $2.79M $3.71M $0.00M $0.00M $6.5M -$0.48M $1.15M $0.00M $0.00M $0.7M -20.73% 23.68% 9.38% $1.72M $0.14M $0.75M $0.04M $2.7M -$2.0M -27.68% 54 2018 $7.39M $1.80M $0.00M $0.00M $9.2M $6.24M $1.41M $0.00M $0.00M $7.6M $1.15M $0.39M $0.00M $0.00M $1.5M 15.60% 21.60% 16.78% $3.47M $0.18M $0.97M $0.56M $5.2M -$3.6M -39.59% 2019 $15.04M $1.28M $0.39M $0.00M $16.7M $13.23M $1.19M $0.06M $0.00M $14.5M $1.81M $0.08M $0.33M $0.00M $2.2M 12.03% 6.52% 85.38% 13.32% $3.95M $0.47M $1.47M $0.62M $6.5M -$4.3M -25.64% 2020 $4.02M $0.40M $0.17M $0.00M $4.6M $3.41 M $0.30M $0.03M $0.00M $3.7M $0.61 M $0.10M $0.15M $0.00M $0.9M 15.09% 24.27% 85.42% 18.55% $1.90M $0.55M $0.60M $0.50M $3.6M -$2.7M -58.92% 2021 $9.19M $1.40M $0.09M $0.00M $10.7M $8.27M $1.23M $0.01 M $0.00M $9.5M $0.91M $0.17M $0.08M $0.00M $1.2M 9.95% 12.33% 88.95% 10.92% $1.98M $0.66M $0.54M $0.26M $3.4M -$2.3M -21.28% rally#55Lines per bus trip unit economics Gross margin per ride & price combination Bus trip gross margin in 2024(E) based on fill rate & ride $1,2 Fill rate (seats) $20 $22 15 20 25 30 35 40 45 50 -195% -121 % -77% -48% -27% -11% 2% 11% -168% -101% -61% -34% -15% -1% 11% 19% $24 -146% -85% -48% -23% -5% 8% 18% 26% $26 -127% -70% -36% -14% 3% 15% 24% 32% $28 -111% -58% -27% -5% 10% 21% 30% 37% $30 -97% -48% -18% 2% 16% 26% 34% 41% $32 -85% 21% 31% 38% 45% $34 -74% -30% -4% 13% 26% 35% 42% 48% -64% -23% 2% 18% 30% 38% 45% 51% -55% -17% 7% 22% 33% 42% 48% 53% -48% -11% 11% 26% 37% 45% 51% 56% -38% -11% 8% $36 $38 $40 $ per ride Expected average fill rate (seats) per year 80 60 40 20 0 38 6 $O 2022 $25 2022 27 Expected average $ per seat per year $60 $40 $20 10% ● 2023 2022 $26 ● 2023 Expected gross margin per year 75% 50% 25% 0% -25% ASSUMPTIONS & EXPECTATIONS3,4 -17% 2023 31 ● 2024 $33 ● 2024 -20% 2024 ● ● New stop combinations decrease average fill rate in 20234 Average fill rate rebounds in 2024 as combinations mature and no new combinations are launched 5 Balance of new and existing combinations keep average $ per seat relatively steady in 20234 Average $ per seat jumps significantly in 2024 as no new combinations are launched5 New stop combinations decrease gross margin in 20234 Gross margin rebounds in 2024 as combinations mature and no new combinations are launched 5,6 1.Revenue of a bus trip is calculated by multiplying the number of seats sold (fill rate) for a bus trip by the average price per seat of that trip. The cost of a bus trip is the price for chartering a bus for a linesrun. The difference is the gross margin of the bus trip. 2.The cost of goods used for this table is the expected average of the cost of chartering a bus for a lines trip over the first two years of a newly launched route & associated line stops. 3.Average fill rate and average price per seat expectations are based on management's expectations of creating awareness with new and existing line stops in the Northeast and Southeast regions of the USA 4.Please see Financial Information disclaimer on Page 4 5.New line stops are expected to have low fill rates and low $ per seat during its first few months, resulting in a negative gross margin. Fill rates and $ per seat are expected to increase during the stop's first two years, ultimately resulting in a positive gross margin as the stop matures. See Assumptions: Lines Offering and Lines Launch Playbook for more information. 6.Cost of goods sold per bus is expected to increase each year due to the rising costs of operating a bus, such as gas costs, labor, and maintenance. 55 rally#56Events per bus trip unit economics Gross margin per ride & price combination Bus trip gross margin in 2024(E) based on fill rate & ride $1,2 Fill rate (seats) -9% 20 25 30 35 40 45 50 54 -73% -39% -15% 1% 13% 23% 31% 36% -62% -30% -8% 7% 19% 28% 35% 40% -53% -22% -2% 13% 24% 32% 39% 43% -15% 4% 18% 28% 36% 42% 47% 9% 22% 32% 39% 45% 49% 13% 26% 35% 42% 48% 52% 18% 29% 38% 45% 51% 54% 6% 21% 33% 41% 48% 53% 56% -13% 10% 25% 35% 44% 50% 55% 58% -8% 13% 28% 38% 46% 52% 57% 60% 41% 48% 54% 58% 62% -4% 1% -4% 17% 31% $ per ride $30 $32 $34 $36 -44% $38 -37% $40 -30% $42 -24% $44 -18% $46 $48 $50 Expected average fill rate (seats) per year 50 45 40 35 30 $100 $80 $60 $40 $20 -35- • 2022 80% 60% 40% 20% 0% $50 2022 Expected average $ per seat per year 37 • 34% 2023 2022 $43 Expected gross margin per year 2023 ASSUMPTIONS & EXPECTATIONS3,4 35% 2023 38 2024 $42 • 2024 -36% 2024 ● ● ● Average fill rate increases in 2023 and 2024 as Rally builds brand awareness with sports & entertainment fan communities in targeted regions throughout North America5 Average $ per seat decreases in 2023 as Rally onboards attendees from less expensive events Average $ per seat remains steady in 2024 as transit patterns within fan communities mature Average gross margin remains relatively steady from 2022-2024 as increase in fill rate offsets COGS increase7 1.Revenue of a bus trip is calculated by multiplying the number of seats sold (fill rate) for a bus trip by the average price per seat of that trip. The cost of a bus trip is the price for chartering a bus for an event. The difference is the gross margin of the bus trip. 2. The cost of goods used for this table is the expected the cost of chartering a bus for an events trip in 2024. 3.Average fill rate and average price per seat expectations are based on management's expectations of creating awareness with fan communities throughout the NFL, NBA, NHL, MLB, Livenation, and other prominent concert and festival events throughout North America. See Events Playbook and Assumptions: Events Offering for more information on assumptions. 4.Please see Financial Information disclaimer on Page 4 5.Rally's Events marketing and business development efforts will focus on fan communities in targeted regions, which is expected to result in greater brand awareness and fill rates year over year. 6.Management expects a correlation between the price of an event ticket and transportation fare. MLB, NBA, NHL, and concerts are expected to be cheaper to attend, resulting in cheaper fare prices. 7.Cost of goods sold per bus is expected to increase each year due to the rising costs of operating a bus, such as gas costs, labor, and maintenance. 56 rally#57Steady state growth expectations Mature revenue streams are expected to offer predictable organic growth RALLY LINES Unit of measurement is a Unique Stop¹ 1. Management expects it will generate $4,492 in cash per unique stop in a steady state year. 2,3,4 2. Management expects it costs $1,180 to launch a unique stop in a steady state year.2,3 3. Using the cash generated from one unique stop in a steady state year, management expects it will be able to create 3.8 unique stops the following year. 3,5 RALLY EVENTS 'Unit of measurement is a Unique Route¹ 1. Management expects it will generates $1,732 in cash per unique route in a steady state year. 2,3,4 2. Management expects it costs Rally $692 to launch a unique route in a steady state year.2,3 3. Using the cash generated from one unique route in a steady state year, management expects it will be able to create 2.5 unique routes the following year. 3,5 1.A unique stop is defined as a combination of any two stops along a route. (ex: Ithaca-NYC). A unique route is defined as as a route with a unique starting that takes a customer to an event. (ex: Appleton, WI to Lambeau Field). 2.Steady state is defined as the period when the unique stop or route matures and is expected to generate predictable revenue with little volatility. 3.Please see Financial Information disclaimer on Page 4 4.Assumes increasing cost of goods sold due to the rising costs of operating a bus, such as gas costs, labor, and maintenance. 5.Calculated by dividing the expected cash generated per unique stop combination or route divided by the expected cost to launch a unique stop combination or route. 57 rally#58Rally products at-a-glance A digital suite of consumer-facing and back-end technology designed to evolve the bus industry Revenue % by product - 2024(E)¹,² Network 6.2% Platform 8.8% Events 12.0% O Lines 72.9% 58 CRALLY LINES Enable bus operators of any size to run regularly scheduled routes RALLY EVENTS Create pop-up routes to address surge demand from popular events & holiday travel RALLY PLATFORM An underlying platform that bus operators use to manage all aspects of their business RALLY NETWORK Additional offerings that leverage Rally's digital integration within the industry 1.Presented figures estimate that all products drive revenue from the North American market. Some Platform revenue is also estimated to come from Brazil as Rally currently has contracts in that region. 2.Please see Financial Information disclaimer on Page 4 rally#59Industry Disruption Many of the characteristics seen in other disrupted mobility segments apply to motorcoaches#60Motorcoach Available Market The industry is fragmented and ripe for disruption. SOLD 40K motorcoaches on the road 2-10 buses operated per company A 3K charter bus companies 580M passenger trips Traditionally a B2B industry, bus operators charter buses wholesale. Rally charters these buses and sells retail rides on our technology platform, under our brand, to own the customer relationship and creating new demand for charter buses. → $5B worth of bus seats go unoccupied each year Rally Bus replaces antiquated processes with new economy business innovations. 1.2017 Motorcoach Census by the ABA Foundation, produced June 2019 by John Dunham & Associates and Rally's proprietary analysis for value of unoccupied seats. 60 rally#61$134.5B Total Addressable Market TAM segmented by Events, Lines, and Platform segments Total Addressable Market (TAM)¹ Platform 1.4% Lines 76.3% $134.5B Events 22.3% Global unit of measurement Events: Event attendees Lines: Intercity bus travelers Platform: Intercity bus riders Sizable Obtainable Market (SOM)² Platform 1.4% Lines 76.3% $104.3M Events 22.3% 2024 (E) projected revenue Aligned with 2024 revenue projecti for Lines, Events, and Platform offerings Rally's proprietary TAM analysis is based on 10 certified data sources³ 1.The 134.5B opportunity reflects Rally's potential 2024 TAM, defined as the expected global revenue potential for for its Lines, Events, & Platform offerings. The TAM for each product offering is calculated by multiplying an expected number of intercity bus trips (Lines), sports & entertainment bus trips (Events), and intercity riders (Platform) by an expected average price per unit for up to 235 unique countries. Intercity bus trips (Lines), sports & entertainment bus trips (Events), & intercity riders (Platform), and their associated per unit prices, expectations are based on the industry experience of Rally's management team. 2. The 104.3M opportunity reflects Rally's potential 2024 SOM, defined as the expected revenue potential in the United States, Canada, and Brazil that Rally may capture for its Lines, Events, and Platform offerings. The SOM for each product offering is calculated by estimating a percentage of the market share represented in the 2024 TAM that Rally may capture. Market share capture % expectations are based on the industry experience of Rally's management team. 3.View.Rally TAM proprietary analysis. Data sources include the USDOT for transportation data, Wordometers for population data, and various sports & entertainment leagues for attendance data. 61 rally#62Fragmentation The majority of the industry is small businesses Motorcoach Fleet Size 100 or more 50-99 25-49 10-24 1-9 Industry Total Number 19 50 155 Carriers 462 3,115 3,801 Percent 0.50% 1.30% 4.10% 12.20% 82.00% 100.00% Motorcoaches Number 8,904 3,359 5,355 7,023 12,262 36,903 Percent 24.10% 9.10% 14.50% 19.00% 32.30% 100.00% Average # of Motorcoaches 1.2017 Motorcoach Census by the ABA Foundation, produced June 2019 by John Dunham & Associates 468.6 62 67.2 34.5 15.2 3.9 9.7 Motorcoaches by Capacity (Passengers) 30 to 46 189 365 600 606 1,320 3,079 47 to 57 8,224 2,882 4,662 6,154 10,467 These small businesses are B2B wholesale charter bus companies Many bus operators have limited technology and marketing expertise to be able to reach retail consumers Rally networks together the various fleets of small companies to create a unified offering 32,329 Over 58 491 159 94 264 475 1,483 rally#63Utilization Small carriers have significant capacity in their fleet There is a lot of room for utilization improvement within the industry. Fence costs range from $450 - $600 per bus day. A bus operator would happily take a job where the pre-tax profit is as low as 10% margins in order to eliminate paying the fence cost. Motorcoach Fleet Size 100 or more 50-99 25-49 10-24 1-9 Industry Total Total 233,017,000 56,827,000 Passenger Trips 82,452,000 100,457,000 132,331,000 605,084,000 Percent 38.50% 9.40% 13.60% 16.60% 21.90% 100.00% 1.2017 Motorcoach Census by the ABA Foundation, produced June 2019 by John Dunham & Associates Average Passenger Trips per: Motorcoach 26,000 16,900 15,400 14,300 10,800 16,400 Carrier 12,264,100 1,136,500 531,900 217,400 42,500 159,200#64Diversification Small carriers have significant capacity in their fleet Percentage of Carriers Providing Types of Service Commuter Special Sightseeing Scheduled Airport Packaged Tour Charter 0.00% 4.80% 6.90% 12.70% 16.10% 19.30% 20.00% 37.60% 40.00% 60.00% 80.00% 97 1.2017 Motorcoach Census by the ABA Foundation, produced June 2019 by John Dunham & Associates 47.3% 1 Service 64 28.2% 2 Services 13.0% 3 Services Percentage of Carriers by Number of Services Provided in 2013 7.7% 4 Services By creating the service offerings that smaller operators cannot, Rally enables small operators to act like the larger organizations, increasing utilization and efficiency. 1.9% 6 Services rally#65Product Rally services are delivered through apps for all the roles in the business of buses, not all of which are publicly viewable, so samples are included here Let's Rally to 10 Search for venue, team or artist together rally Rally is bus rideshare#66Drivers Drivers are empowered and dignified, making their job easier with more trips 15:21 1 rally driver Enter your phone number to log in Your Phone Number sign in Call driver assistance 646-392-7565 15:22 Good afternoon, Larry 1 upcoming trip Next Trip Newfield Hamlet, NY January 04, 6:55am ongoing trip 15:53 1 Boarding 0 / 46 Atlantic Avenue and Essex St Q Search by name or booking # Check-in On Board (0) Alaina Reph Barbara seigfreid Bridget Durkin Carrie Wortman Cayli Allen Chynna Sherry Courtney Myers Deanna Koviack םיעם نات Details depart 4:50pm +1 +3 +1 +1 +1 +1 Drivers utilize the Rally app to get their instructions. The app tracks compliance and enables drivers to earn tips. RALLY/ OURBUS#67Organizers Influencers are empowered with utilities that make it easy to create a bus trip Back Where are we going? Rally from rally Address of the starting location Rally to Address of the destination Next: Add times Exit + Add Rally Point Back When are we going? Round trip Outbound Depart On Sun, Sep 20, 2020 rally 12:00 PM 411 Return One way trip Arrive By Sep 20, 2020 @1:22 PM Exit Next: Add Contact Info 67 Back What kind of bus will you take? rally Motorcoach Below fares are estimated based on our proprietary algorithm. We will provide a formal quote within 72 hours after you create your Rally. ㅂ ‒‒‒‒‒‒‒ Comfortable Seats As low as $32 Exit Schoolbus Next: Choose funding method Back How will we fund the trip? Crowdpowered Single payer Find strength (and cost savings) in numbers! As the number of riders on a crowdpowered trip goes up, the price per rider goes down. Price per Rider If you have 28 riders rally $1,762 Next: Review Exit Then you'll pay $63 per rider Set the max each rider is willing to pay and see how many are needed to confirm: $32 rally#68Managers Customer service and operations have live views for monitoring and communications rally intranet Events Transactions Cities Comms Trips Operations Setup CRM Admin Stats Events Today, June 23, 2018 ✔ Event Info: Dead & Company at Alpine Valley Music Theatre Arrival Time: 4:00pm CT 5:00pm ET ah Wakin 26 Rapids Le Pane 13 Upper Mississippi Lancia Rover National Wildlife and Dyergalle O (3 Message Riders m Dubuque Rchbed Magiketa m Patel 14 Chicago, IL Depart 1:00pm CT 2:00pm ET ETA 12 View Route 1116 South Blvd, Oak Park: Harlem/Lake CTA Green Line. Event Start: 7:00pm CT 8:00pm ET Dodonsi Mineral Pont 00 Clinton N [33 00 Outbound Trips View Return rally Freeport 1 B 8 2 H $3 Ⓒ # O O O Janelle O O Rod Dashboard. 9 All products Unresolved +18557255928 0 Today's trends as of 18th Feb 2019 Recent calls Event End: 12:00am CT 1:00am ET next day next day All groups O Map Satellite +18287735933 O +14133293325 QType name or number to call +18048400886 O Napervile M Powered by Freshcalier Unresolved tickets Across helpdesk kee O Overdu 2 View all a month ago a month ago Chicago- a month ago Resolved & 24 Pennzoil 2019 Q 5:04 PM Reply Outbound Return 12 Fremont Holland A A. Inbox Feb 14, 2019 Pennzoil 2019 we would like to Rally to Penzoil 400 at Las Vegas. Speedway [email protected] we are staying at the Mirage-what is our closest pickup point? there are 4 ppl in our group Type your message here. Private Note Newwan Grand Rapids 651 Hide Traffic Mada 2018 Google 20 km Terms of Use Report a map enor · Re-enable Refresh Le one moment please Kamazon Battle Creek Partage Malika Sharpe Messages Greenl Ⓡ Send MP $ ints + Open 3 19 Customer Service is automated then escalated to distributed teams. 23 Today Yesterday View all Explore your plan On hold 0 Resolved 8 T 12m Resolution within SLA 100% Q QG M Average first response time Average response time 1h 14m Customer satisfaction Across helpdesk this month Recent activities > Unassigned 0 Received 8 View details Operations monitors trips globally in a single view. rally#69Operators Customer service and operations have live views for monitoring and communications rally Good morning! operator company fa trips billing tutorials Trips 12 Available Trips 31 Upcoming To Do List O Request name number two O O Request name number three 10 Completed O Request name number four Request name number five will be much longer than one line so let's account for two lines O Request name number five and a half O Request name number six O Request name number seven O Request name number eight O Request name number nine O Request name number ten O Request name number eleven O Request name number twelve Driver Info Driver Name Driver Name Historical data MAR APR 143,987 Miles Driven due by 1pm due by 2pm due tomorrow due 3/1/16 due 3/1/16 due 3/1/16 due 3/1/16 due 3/1/16 due 3/11/16 due 4/1/16 due 4/1/16 MOST RECENT due 4/1/16 do it do it do it do it 25% YOY Growth Your Scores SIP News Feed 2521 Total Riders Today 6:57 pm News headline Today 2:19 pm News headline Total Average Rating ★★★★ Today 2:12 pm News headline ***** ***** 8.5 OVERALL RATING December 25 10:23pm News headline nov December 25 11:20am News headline DCC Fleet Most Recent Revenue 110 Vehicle Name/Number Vehicle Name/Number 8.8 CUSTOMER Latest Activity Today $123,456 Total Revenue Yesterday 5.2 ALL PROFILE Operator Name 22% YOY Growth Total Average Rating 10 Trip "auhiuhriuhe" was completed Trip "irjgwerigjeqoijf departed Address/Rally point for Destination Driver name sent a request for departure. SAFETY Company name sent you a Quote Request December 25 Company name sent you a Quote Request Most Recent 6:57 pm 2:12 pm 11:20am 11:20am 1:11pm ***** ***** Bus Operators have their own apps to bid on Rally trips and take assignments Every aspect of the work is tracked and the operators are incentivized to perform. rally#70Public Market Comparables Vertical SaaS Company Veeva Systems Inc. Ticker VEEV TRMB TYL Trimble Inc. Tyler Technologies Inc. Manhattan Associates Inc. MANH nCino Inc. NCNO Duck Creek Technologies Inc. DCT Olo Inc. OLO Alkami Technology Inc. ALKT Meidan High Low Market Data from FactSet and Capital IQ as of 6/03/22 TEV / Revenue 22E-24E Mkt Cap 2023E 2024E CAGR 29,107 12.1x 10.3x 17.5% 17,167 4.4x 4.1x 7.6% 14,800 7.8x 7.0x 10.5% NM 37.6% 14.5% NM 24.7% 7,922 9.6x NM 3,956 9.8x 7.7x 2,464 6.1x 5.4x 1,720 5.1x 1,297 4.0x 7.0x 12.1x 4.0x NM 3.3x Meidan High Low 6.2x 10.3x 3.3x Marketplace Software 16.0% 37.6% 0.1x Company Bentley Systems Incorporated Guidewire Software Inc. Verra Mobility Corporation ACV Auctions Inc. BigCommerce Holdings Inc. Ticker BSY GWRE VRRM ACVA BIGC Sharing Economy Company Booking Holdings Inc. Airbnb Inc. Uber Technologies Inc. DoorDash Inc. Grab Holdings Limited Lyft Inc. Swvl Holdings Corp. Meidan High Low TEV / Revenue 2023E 2024E 11,035 10.3x 9.4x 6,680 7.3x 6.4x 4.7x 2,578 5.0x 1,340 1.4x 1.1x 1,304 3.7x 3.1x Mkt Cap 4.7x 5.0x 10.3x 9.4x 1.4x 1.1x Ticker BKNG ABNB UBER DASH GRAB LYFT SWVL 22E-24E CAGR 9.9% 11.6% 5.4% 31.3% 21.4% 11.6% 31.3% 0.1x TEV / Revenue Mkt Cap 2023E 2024E 94,891 4.6x 4.0x 76,267 7.1x 5.9x 47,422 1.4x 1.1x 27,044 3.0x 2.5x 9,753 2.5x 1.8x 6,055 0.9x 0.8x 600 2.1x 0.8x 2.5x 7.1x 0.9x 22E-24E CAGR 14.1% 19.6% 21.0% 21.4% 45.7% 22.2% 152.2% 1.8x 21.4% 5.9x 152.2% 0.8x 0.1x rally#71rally Let's get there together#72Mass Mobility as a Service "Rally has moved millions of riders as a virtual bus company by solving the challenges of the middle-mile. Whether regular intercity travel, or surge demand for events, riders avoid driving, traffic, parking, gas, and tolls all the drawbacks of cars. Our tech platform aggregates individuals into rideshares for 40 to 400 mile, intercity trips. We've built apps for riders, drivers, buses, and bus companies. Our Al predicts demand, crowdsources ▶pickups, and crowdfunds trips. We plan, price, and sell rides on dynamic, demand-driven trips. Built for the multimodal trip economy where people choose the best transport option to meet their needs of the particular moment, preferring what's convenient and green. Got the demand? Let's talk supply-side. Rally is a category creator and leader for this huge, overlooked sector of mobility. Our managed marketplace is asset-lite. We Knetwork together the fleets of over 3,000 local bus operators, who typically own 10 buses each. NOT a broker nor lead-gen; we unlock the value of excess bus capacity by dispatching their buses as if they're ours. The US private bus industry is already moving ~65% of US ✈ airline passenger volume annually. Traditionally, buses are chartered wholesale to schools and churches; we make them retail rideshares on-demand. Still reading? Get visionary. We're partnered with the world's leading commercial OEMs, and together we'll deploy the next generation of electric & autonomous buses. Already a digital-first B2C brand for mass mobility. With vertical SaaS integration we become the OS of the bus industry and monetize all of the user journey with a market network." - Numaan Akram, CEO July 17 4 m 'O +|+H7