#1vroom Investor Day Our Long-Term Roadmap and Financial Goals May 2022#2safe harbor This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. All statements contained in this presentation that do not relate to matters of historical fact should be considered forward-looking statements, including without limitation, statements regarding the expected timeline, our execution of and the expected benefits from our business realignment plan and cost-saving initiatives, our expectations regarding our business strategy and plans, including our ability to integrate and develop United Auto Credit Corporation into a captive finance operation, as well as our ability to scale our business, address operational challenges, expand reconditioning capacity, invest in logistics and improve our end-to-end customer experience, and statements regarding our future results of operations and financial position, including our ability to improve our unit economics, lower our operating expenses and our financial outlook including with respect to our liquidity, our profitability, changes to our leadership team, and our cash balances, for the fiscal year 2022, mid-term, and long-term. These statements are based on management's current assumptions and are neither promises nor guarantees, but involve known and unknown risks, uncertainties and other important factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements. For factors that could cause actual results to differ materially from the forward-looking statements in this presentation, please see the risks and uncertainties identified under the heading "Risk Factors" in our Annual Report on Form 10-K for the year ended December 31, 2021, as updated by our Quarterly report on Form 10-Q for the quarter ended March 31, 2022, each of which is available on our Investor Relations website at ir.vroom.com and on the SEC website at www.sec.gov. All forward-looking statements reflect our beliefs and assumptions only as of the date of this presentation. We undertake no obligation to update forward-looking statements to reflect future events or circumstances. Industry and Market Information To the extent this presentation includes information concerning the industry and the markets in which the Company operates, including general observations, expectations, market position, market opportunity and market size, such information is based on management's knowledge and experience in the markets in which we operate, including publicly available information from independent industry analysts and publications, as well as the Company's own estimates. Our estimates are based on third-party sources, as well as internal research, which the Company believes to be reasonable, but which are inherently uncertain and imprecise. Accordingly, you are cautioned not to place undue reliance on such market and industry information. Financial Presentation and Use of Non-GAAP Financial Measures Certain monetary amounts, percentages and other figures included in this presentation have been subject to rounding adjustments. Certain other amounts that appear in this presentation may not sum due to rounding. This presentation contains certain supplemental financial measures that are not calculated pursuant to U.S. generally accepted accounting principles ("GAAP"). These non-GAAP measures are in addition to, and not a substitute or superior to, measures of financial performance prepared in accordance with GAAP. These non-GAAP financial measures have limitations as analytical tools in that they do not reflect all of the amounts associated with our results of operations as determined in accordance with U.S. GAAP. Because of these limitations, these non-GAAP financial measures should be considered along with other operating and financial performance measures presented in accordance with U.S. GAAP. We have reconciled all non-GAAP financial measures with the most directly comparable U.S. GAAP financial measures. 2 V#3today's speakers Tom Shortt CEO, Vroom Bob Krakowiak CFO, Vroom Ravi Gandhi Co-President & CFO, United Auto Credit Corp. Rachel Mahoney CMO, Vroom 3 V#4agenda welcome & forward guidance our vision introducing uacc 2022 key unit economic drivers build a well-oiled machine break build a well-oiled machine ourlong-term roadmap break q&a closing statement Liam Harrington | VP & FP&A Investor Relations Tom Shortt | CEO Ravi Gandhi | Co-President & CFO UACC Bob Krakowiak | CFO Tom Shortt | CEO Tom Shortt | CEO & Ravi Gandhi | Co-President & CFO UACC 5 minutes Tom Shortt | CEO & Rachel Mahoney | CMO Tom Shortt | CEO 5 minutes Tom Shortt | CEO & Bob Krakowiak | CFO & Rachel Mahoney | CMO & Ravi Gandhi | Co-President & CFO UACC Liam Harrington | VP & FP&A Investor Relations & Tom Shortt | CEO 4 V#5vroom our vision Build the world's premier platform to research, discover, buy and sell vehicles#6market overview There is a significant market opportunity $841B largest consumer product category $686B Used Grocery Auto $636B $385B $359B $267B $118B New Home Personal Apparel Furniture Auto Improve- Care ment highly fragmented market <1% Vroom 50% Peer to Peer Source: Edmunds, US Census, Automotive News, Digital360. Data as of 2019, 2019, and 2020 respectively. <2% CarMax <8% 40m Units massive market with low ecommerce penetration Other Top 100 Dealers 40% Remaining Dealers ecommerce penetration still early 16% Total Retail 0.9% Used Auto 6 V#7our brand We've built a national brand 15% 2019 Vroom Aided Brand Awareness (1) 39% aided brand awareness 20% 2020 33% 2021 39% Q1 2022 1. Aided brand awareness is based on the following survey question: "Including any of the companies you may have already mentioned, which of the companies that buy or sell used cars have you heard of. Select all that apply." 7 V#8where we've been We've been focused on driving growth 10,006 FY 2018 $2,242 ecommerce units FY 2018 18,945 +89% FY 2019 $1,696 -24% 34,488 FY 2019 +82% ecommerce gross profit per unit (gppu) FY 2020 $1,765 +4% 74,698 FY 2020 +117% FY 2021 $2,206 yoy +25% yoy FY 2021 $ in millions we've prioritized growth over unit economics $301 FY 2018 FY 2018 (8.5%) ecommerce revenues 1. Adjusted EBITDA margin is a non-GAAP measure. For a definition of Adjusted EBITDA and a reconciliation to the most comparable GAAP measure, please see the appendix $588 +95% FY 2019 FY 2019 $915 adjusted ebitda margin(¹) (10.7%) +56% FY 2020 FY 2020 (12.6%) $2,442 +167% yoy FY 2021 FY 2021 (10.7%) 8 V#9we are choosing to slow down We aim to improve the customer experience while we live within our means, prioritize profitability and liquidity, and drive unit economics 1 3 key objectives Prioritize unit economics over growth 2 Significantly reduce operating expenses 3 Maximize liquidity 4 focused strategic initiatives $ Build a well-oiled transaction machine Build a well-oiled metal machine Build a regional operating model Build a captive finance offering 4 strategic initiatives expected to build a profitable business model 9 V#10where we are going We have proven we can grow, we will now focus on building a well-oiled machine and then resume growth Ecommerce Units 10,006 FY 2018 proven growth (1) Illustrative. 18,945 FY 2019 34,488 FY 2020 74,698 FY 2021 goal:build a well-oiled machine building a well oiled machine (focused on unit economics) Regional Operating Model Well-Oiled Metal Machine Well-Oiled Transaction Machine Captive Financing resume growth(¹) 4 Mid-Term FY 2022 Long-Term 10 V#11key unit economic drivers 4 strategic initiatives designed to drive unit economic improvements across the P&L financiallever EBITDA Product GPPU Vehicle GPPU GPPU & SG&A - Logistics Balance Sheet - Inventory SG&A - Sales SG&A - T&R SG&A - Marketing SG&A - Fixed initiative Grow UACC third-party dealer business Originate and securitize Vroom loans through UACC Grow consumer value added products Optimize pricing through predictive data and regionalization Optimize assortment Synchronize end-to-end supply chain to increase velocity and optimize flow Optimize sales channels by selective insourcing and digitization Streamline and digitize title and registration process Improve marketing effectiveness Grow fixed cost slower than revenue 4 strategic initiatives designed to build a profitable business model goal Grow EBITDA Improve product finance margin Improve product margin Improve vehicle margin Improve vehicle, product & finance margin Reduce miles and cost per mile Improve inventory turns Reduce transaction cost per unit Reduce marketing cost per unit Reduce fixed cost per unit 11 V#12vroom introducing uacc#13introducing uacc Vision, knowledge, and experience to execute Jim Vagim CEO & Co-President Ravi Gandhi Co-President & CFO growing uacc's third-party dealer business is key to our strategy UNITED AUTO CREDIT 25+ years average industry experience ~14 years average management tenure 500+ active FTE 4.4 Google rating (2,000+ reviews) 13 V#14uacc's well-oiled machine UACC has a strong business model robust management 10+ years of capital markets experience 8,500+ third-party dealers 100+ nationally based area managers why it works scalable economics $500mm in loan origination $2.8bn of securitized collateral Cycle-tested Management Team Consumer-First Servicing Culture generates profit and liquidity $65-$75mm expected EBITDA in 2022(1) Goal to grow EBITDA at 7% CAGR in the future ● Extensive Financial Tech Platform Successful Capital Markets Experience 1. A reconciliation of non-GAAP guidance measures to corresponding GAAP measures for 2022 guidance is not available on a forward-looking basis without unreasonable effort due to the uncertainty regarding, and the potential variability of, these costs and expenses that may be incurred in the future. uacc's third-party dealer business is a well-oiled machine 14 V#15uacc's track record UACC has a track record of strong financial performance $ in millions Millions 6.6 2018 12.8% 2018 pre-tax net income 13.6 2019 pre-tax roe(2) 21.9% 2019 16.3 2020 21.7% 2020 50.9 2021 44.8% 2021 $ in millions 12.0 2018 481 2018 20.0 YoY 1. EBITDA is a non-GAAP measure. For a definition of EBITDA and a reconciliation to the most comparable GAAP measure, please see the appendix. Pre-tax ROE is a non-GAAP measure. For a definition of pre-tax ROE and a reconciliation to the most comparable GAAP measure, please see the appendix. 2. uacc's third-party dealer business is a well-oiled machine 2019 Serviced portfolio at year-end ($ in millions) 584 ebitda (¹) 2019 23.8 serviced portfolio 2020 552 2020 56.2 2021 636 2021 15 V#16uacc liquidity (¹) Driving strong liquidity and cash flow Millions 30 2018 32 available liquidity(¹) 2019 43 2020 Extensive cash-flow & liquidity generation while maintaining flexibility 77 2021 120 March 2022 Millions 400 350 300 250 200 150 100 50 0 250 warehouse availability prior to securitization 250 UACST UACST 2017-1 2018-1 ■Borrowed ■Available L/T committed bi-lateral warehouse facilities to ensure funding stability 250 UACST 2018-2 Total 250 300 350 350 UACST UACST UACST UACST 2019-1 2020-1 2021-1 2022-1 Ability to deploy securitizations as well as flow sales to maintain capital flexibility 1. Liquidity is defined as cash availability if all eligible receivables are pledged to warehouse lines. Available liquidity is a non-GAAP measure. For a definition of available liquidity and a reconciliation to the most comparable GAAP measure, please see the appendix. uacc has liquidity to support growth 16 V#17uacc operations The combination of Vroom and UACC creates value for dealers and customers Customers Third-party UACC Dealers UACC Vroom 11 1 ✓ 4.4-star Google rated Customer Service ✓ With proprietary data, offer customers future opportunities to build credit ✓ Access to sell wholesale purchased inventory ✓ Sell aged inventory utilizing Vroom technology ✓ Access to broader spectrum lending ✓ Increase scale ✓ Improve credit performance ✓ Leverage proprietary customer data ✓ Captive volume increases ✓ Additional channel to sell wholesale inventory uacc's third-party dealer business is a well-oiled machine 1 I 1 1 1 I culture of customer service help people create better futures Improved customer satisfaction Improved dealer penetration Higher profitability Higher sales 17 V#18vroom 2022 1Q 2022 Recap#19where we were at the end of 1q 2022 Beat 1Q 2022 guidance for all four key performance metrics Total Revenues 1. 2. Ecommerce Units Ecommerce GPPU Adjusted EBITDA (1) Net loss (2) 1q 2022 actual results (incl. uacc) $924 million 19,473 $1,763 ($107) million ($310 million) 1q 2022 adjusted ebitda (ex. uacc) ($ in millions) 1 $(107) $(137) 1Q 2022 I Adjusted EBITDA (ex. UACC) 1q 2022 included $30 million vacc securitization gain; gain solely related to legacy uacc business (pre-vroom originations) 1Q 2022 Adjusted EBITDA ✓ beat guidance Adjusted EBITDA is a non-GAAP measure. For a definition of Adjusted EBITDA and a reconciliation to the most comparable GAAP measure, please see the appendix. Guidance not provided for net loss. Includes a $202 million non-cash impairment charge. realignment plan, operational improvements and uacc improve run rate $(30) Remove: UACC Financing Impact 19 V#202q-4q 2022 adjusted ebitda quarterly run rate (¹) (2) Improved run-rate expected vs. 1Q, Implied run-rate of ($80) to ($67) ($ in millions) $(350) $(107) Exclude: FY 2022E Adjusted EBITDA 1Q 2022 Guidance (Midpoint) (¹) Adjusted EBITDA(²) $(22) Exclude: Non-Recurring CX and Ops Costs (3) $(221) implied 2q-4q run-rate of $(80) to $(67) 2Q-4Q 2022E Adjusted EBITDA (ex. Non-Recurring)(¹) 1 1 implied quarterly adjusted ebitda run-rate 1 1 I I 2Q-4Q 2022E (ex. non- recurring) Divide by 3 Implied quarterly run- rate (ex. non-recurring) Memo: 1Q 2022 Actual Adj. EBITDA ($241)-($201) + 3 <($80)-($67) ($107) I 1. A reconciliation of non-GAAP guidance measures to corresponding GAAP measures for 2022 guidance is not available on a forward-looking basis without unreasonable effort due to the uncertainty regarding, and the potential variability of, these costs and expenses that may be incurred in the future. 2. Adjusted EBITDA is a non-GAAP measure. For a definition of Adjusted EBITDA and a reconciliation to the most comparable GAAP measure, please see the appendix. 3. Reflects midpoint of previously outlined $17-$27 million of non-recurring costs to address operational and customer experience issues. 20 V#21net working capital as of 3/31/2022 net working capital Cash and cash equivalents Restricted cash AR Inventory Finance receivables All other current assets Current assets AP Accrued expenses Floorplan Securitization All other current liabilities Current liabilities Net working capital Note: $ in millions 3/31/22 $600.7 196.8 103.9 741.4 132.6 84.1 $1,859.4 $52.2 139.2 569.9 138.9 117.1 $1,017.3 $842.1 projected networking capital expected to benefit from lower volume realized later this year 21 V#22forecasted year-end liquidity Forecasting -$500 million in liquidity at year end (1) (2) ($ in millions) $601 ($268)-($218) 3/31/22 Liquidity 2Q-4Q Adjusted EBITDA (2) ($45)-($35) $10-$15 -$10 Capex Stock-based UACC Comp Financing $125-$150 Expected Restricted Cash Release $17-$42 $450-$565 All Other 12/31/22E Liquidity $ m liquidity sources $450-$565m in cash expected at 12/31/2022e ● Provides flexibility in near term and ability to drive future growth $700m floorplan until march 2023 Potential to upsize and extend term to support future growth other sources of liquidity Working capital efficiencies Future ABS and forward-flow transactions Ability to add modest leverage to UACC's balance sheet 1. Represents unrestricted cash and cash equivalents at midpoint of guidance. Excludes restricted cash and floorplan availability. 2. A reconciliation of non-GAAP guidance measures to corresponding GAAP measures for 2022 guidance is not available on a forward-looking basis without unreasonable effort due to the uncertainty regarding, and the potential variability of, these costs and expenses that may be incurred in the future. forecasting year-end liquidity in the range of $450m-$565m 22 V#23vroom key unit economic drivers#24per unit economics A subset of our historical financials in dollars and on a per unit basis. fy 2021 and q1 2022 financials Ecommerce vehicle gross profit Ecommerce product gross profit Total ecommerce gross profit SG&A (1) All other Adjusted EBITDA ex. UACC securitization (2) UACC securitization Adjusted EBITDA (2) Goodwill impairment charge Other adjustments Total EBITDA (²) fy 2021 $82,745 82,001 $164,746 (547,823) 42,832 ($340,245) ($340,245) (5,090) ($345,335) dollars q1 2022 per unit is the starting point q12022 $11,581 22,739 $34,320 (182,341) 11,005 ($137,016) 29,617 ($107,399) (201,703) (11,274) ($320,376) fy 2021 $1,108 1,098 $2,206 (7,334) 573 ($4,555) ($4,555) (68) ($4,623) Note: $ in thousands excluding per unit data 1. 1Q 2022 SG&A of $188 million adjusted for transaction costs of $6 million. 2. EBITDA and Adjusted EBITDA are non-GAAP measures. For a definition of EBITDA and Adjusted EBITDA and a reconciliation to the most comparable GAAP measure, please see the appendix. per unit q12022 $595 1,168 $1,763 (9,364) 565 ($7,036) 1,521 ($5,515) (10,358) (579) ($16,452) 24 V#25key unit economic drivers 4 strategic initiatives designed to drive unit economic improvements across the P&L financiallever EBITDA Product GPPU Vehicle GPPU GPPU & SG&A - Logistics Balance Sheet - Inventory SG&A - Sales SG&A - T&R SG&A - Marketing SG&A - Fixed initiative Grow UACC third-party dealer business Originate and securitize Vroom loans through UACC Grow consumer value added products Optimize pricing through predictive data and regionalization Optimize assortment Synchronize end-to-end supply chain to increase velocity and optimize flow Optimize sales channels by selective insourcing and digitization Streamline and digitize title and registration process Improve marketing effectiveness Grow fixed cost slower than revenue 4 strategic initiatives designed to build a profitable business model goal Grow EBITDA Improve product finance margin Improve product margin Improve vehicle margin Improve vehicle, product & finance margin Reduce miles and cost per mile Improve inventory turns Reduce transaction cost per unit Reduce marketing cost per unit Reduce fixed cost per unit 25 V#26vroom build a well-oiled metal machine Ecommerce GPPU#27carstory data and data science Vroom's pricing algorithms are developed using 15+ years of CarStory data CarStory brought to Vroom 15+ years of for-sale data: ● 230M+ VINS ● data assets ● ● 2.8B photos 130M window stickers. 1.7B listing IDs data science models Data science models for: ● Retail pricing • Deposit probability ● • Acquisition pricing ● • Appraisal acceptance. probability significant data assets drive price optimization models optimized pricing Predictive pricing for: Market • Buying • Selling VIN-level features 27 V#28price optimization Opportunity to optimize pricing to improve vehicle GPPU while driving turns specific year, make, model example Vehicle GPPU $ 4,800 4,300 3,800 3,300 2,800 2,300 1,800 1,300 800 List Price Cost Vehicle GPPU Time to Sale vehicle gppu and sale probability vs time Time $19,000 $18,580 $420 Fastest I 1 I I + I I 0.0 0.2 0.4 0.6 0.8 1.0 $20,000 $18,580 $1,420 Shorter Probability Vehicle Still Listed I 1 I I I I Vehicle List Price $ 24,000 23,000 22,000 21,000 20,000 19,000 18,000 goal:improve vehicle gppu through pricing optimization $20,500 $18,580 $1,920 Medium list price and sale probability vs time I I I 1 I 1 1 I Time $22,000 $18,580 $3,420 Optimal I I I $23,000 $18,580 $4,420 Longest 0.0 0.2 0.4 0.6 0.8 1.0 Probability Vehicle Still Listed 28 V#29assortment optimization Opportunity to optimize assortment to improve vehicle GPPU while driving turns another specific year, make, model example Vehicle GPPU $ 2,100 1,900 1,700 1,500 1,300 1,100 900 List Price Cost Vehicle GPPU Time to Sale vehicle gppu and sale probability vs time Time $27,000 $31,300 ($4,300) Fastest I I I I + I I 0.0 0.2 0.4 0.6 0.8 1.0 $29,000 $31,300 ($2,300) Shorter Probability Vehicle Still Listed Vehicle List Price $ I 1 I I I I 37,000 36,000 35,000 34,000 33,000 32,000 31,000 30,000 29,000 $31,000 $31,300 ($300) Medium goal: improve vehicle gppu through assortment optimization list price and sale probability vs time I 1 I 1 I 1 1 I Time $33,000 $31,300 $1,700 Optimal I I I 0.0 0.2 0.4 0.6 0.8 1.0 $35,000 $31,300 $3,700 Longest Probability Vehicle Still Listed 29 V#30assortment optimization Product GPPU varies by vehicle and is an input into assortment and pricing algorithms example: vehicles sold at $29,999list price Product GPPU Illustrative. 1 2 3 4 1 6 7 8 11 Vehicles - specific year, make, model goal: improve overall gppu through assortment optimization 9 10 11 30 V#31regional vs.national pricing Pricing standard deviation >$500 across top 60 DMAS $36,000 $34,000 $32,000 $30,000 $28,000 $26,000 $24,000 Illustrative. Florida a specific year, make, model example Virginia Acquisiton Price California Texas Retail Price goal:improve vehicle gppu through price optimization National Price National Retail Price National Acquisition Price In high-priced markets Cannot acquire unit at target margin Limits ability to source regionally In low-priced markets Overpay for acquisition Retail price is too high to sell locally Vehicle is shipped out of market to sell 31 V#32assortment optimization Sales margins vary by vehicle price points (¹) Sales Margin Illustrative. 1. Sales margin is defined as sales price less acquisition price. Low Mid Selling Price goal: improve vehicle gppu through assortment optimization Hight 32 V#33key unit economic drivers Ecommerce vehicle GPPU improvement goals p&litem Ecommerce vehicle GPPU Product GPPU Total GPPU Improvement Goal Logistics Selling, titling & registration. Marketing Fixed Total SG&A Reduction Goal all metrics denominated in ecommerce units improvement goals mid-term $1,100 $1,100 long-term $1,200 - $1,300 $1,200 $1,300 goal: up to $1,300 vehicle gppu improvement levers Pricing and assortment optimization 33 V#34vroom build our captive finance offering Product GPPU#35financing channels We are moving from indirect to captive lending and intend to utilize forward flow and securitization transactions for financing flexibility 2018-2021: indirect Partial control Semi-customized vroom Prime Partner Near- Prime Partner Consumer Sub- Prime Partner serving the entire credit spectrum ● 2022: vroom financial services Full control & flexible Superior economics Full credit spectrum Vroom Consumer + UNITED AUTO CREDIT Securitization Warehouse Partners Partners Flow Sale Partners 35 V#36value-added products We have opportunity to increase our attach rate of existing products and add additional value- added products $538 2021 ■ Previous Period Runrate $595 Q1 2022 -$780 Mid-Term ■ Plus Increase Attachment Rates -$950 Long-Term ■Plus: New Product Optimize attach rates and profit on current product portfolio ● ● Warranty Everyday bundle Expand portfolio with new products ● GAP Maintenance ● Insurance goal: improve attach rates and offer additional products to drive product gppu 36 V#37key unit economic drivers Product GPPU improvements goals. p&litem Ecommerce Vehicle GPPU Product GPPU Total GPPU Improvement Goal Logistics Selling, titling & registration. Marketing Fixed Total SG&A Reduction Goal all metrics denominated in ecommerce units improvement goals mid-term $1,100 $700 $1,800 long-term $1,200 - $1,300 $1,200 $1,300 $2,400 $2,600 - goal: up to $1,300 product gppu improvement levers Pricing and assortment optimization UACC, new value-added products and increase attach rates 37 V#38vroom build a well-oiled metal machine SG&A and Logistics#39supply chain optimization Our current supply chain is slow and high cost vroom supply chain -past/current Customer • National sourced National assortment Primarily Third Party Carrier • 5-15 days ● High cost • Volatile service goal:reduce sg&a-logistics 00 003 VRC Regional capacity imbalance .-10-25 days Third Party Carrier / Vroom Fleet • 5-15 days High cost Volatile service Customer Supply Chain: 20-55 days 39 V#40supply chain optimization We expect our future supply chain to be fast and lower cost vroom supply chain -past/current Customer National sourced National assortment Locally sourced Regional assortment vroom supply chain- future vision A Customer Vroom v First Mile Pickup Primarily Third Party Carrier ●5-15 days . High cost <= 2 days Volatile service Hub • Build density Connected to closest VRC Vroom Logistics Linehaul DD DD Truckload (9 units) Scheduled runs • Predictable service Lowest rate 04 VRC Regional capacity imbalance •~10-25 days DDD CAD VRC Capacity/throughput Balance inbound and outbound •~5-10 days Vroom Logistics Linehaul Truckload (9 units) Scheduled runs . Predictable service Lowest rate Third Party Carrier / Vroom Fleet 5-15 days High cost Volatile service Hub • Scheduled appointments Connected to VRCs / backhaul goal:optimize our end-to-end supply chain by increasing speed & lowering cost Vroom v Last Mile Delivery <= 2 days Customer Supply Chain: 20-55 days Customer Supply Chain: 14-18 days 40 V#41logistics cost example We sell vehicles nationally Portland goal: decrease mix of national sales Customer to VRC segment VRC to Hub Hub to Customer Total Orlando example miles cost $ carrier 81 3,000 115 3,196 $283 Vroom $2,035 3P $300 Vroom $2,618 Note: mileage shown from Customer to VRC and Hub to Customer are one way; Vroom cost based on round-trip mileage. 41 V#42logistics network We sell vehicles up and down the coasts goal: decrease mix of coastal sales Brielle Summerfield segment Customer to VRC VRC to Hub Hub to Customer Total example miles 148 980 52 1,180 cost $ carrier $301 3P $1,041 3P $195 Vroom $1,537 Note: mileage shown from Customer to VRC and Hub to Customer are one way; Vroom cost based on round-trip mileage. 42 V#43logistics cost example We sell vehicles regionally Auburn goal: increase mix of regional sales Titusville segment Customer to VRC VRC to Hub Hub to Customer Total example miles cost $ carrier 67 446 44 557 $150 3P $191 Vroom $132 Vroom $473 Note: mileage shown from Customer to VRC and Hub to Customer are one way; Vroom cost based on round-trip mileage. 43 V#44logistics cost example We sell vehicles locally Redlands San Diego goal: increase mix of local sales segment Customer to VRC VRC to Hub Hub to Customer Total example miles cost $ carrier 45 66 17 127 $115 3P $191 3P $85 Vroom $391 Note: mileage shown from Customer to VRC and Hub to Customer are one way; Vroom cost based on round-trip mileage. 44 V#45mix of logistics cost examples Driving mix towards regional and local deliveries improves unit economics. goal: reduce miles per unit and cost per mile scenario % of Total (Current) % of Total (Long-Term) Change national coastal 15% 5% (10)% 30% 10% (20)% National Coastal Regional Local regional 30% 20% local weighted average 1,113 25% 65% 588 40% (10)% Note: end to end mileage per vehicle. (47)% 45 V#46variable shipping fee Recently implemented variable shipping fee based on distance to offset logistics costs search results Used Cars 30327 Search: jeep wrangler x Clear all filters 2018 Jeep Wrangler Sport 54,025 miles 2016 Jeep Wrangler Sport 23,765 miles 1 525 Vehicles Found 5 $33,499 $31,499 > 2018 Jeep Wrangler Unlimited Sport 45,490 miles ♡ 1 of 23 37814 $37,999 $999 DELIVERY Coastal Search Page 8 - $999 providing customers choice while driving unit economics detail page views PED CAN I AFFORD THIS CAR? GET STARTED 2019 Jeep Wrangler Unlimited Rubicon | 43.781 miles 1 of 24 37814 $46,999 O $2,999 DELIVERY National Search Page 12 - $2,999 CAN I AFFORD THIS CAR? GET STARTED 46 V#47variable shipping fee Variable shipping fee reduces mileage and improves GPPU while providing customers choice. Index 125 100 75 50 25 0 2 estimated cost to deliver (indexed to 1/1/22) 4 6 8 10 Week 12 14 16 18 Index 200 150 100 50 0 estimated customer delivery fee (indexed to 1/1/22) 2 4 6 lower miles and reduced logistics costs drive improved unit economics 8 10 Week 12 14 16 18 47 V#48vroom linehaul Vroom linehauls drive unit economics linehaul mileage 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 vehicles per truckload (tl) 4 8 9 $150 $75 $67 $300 $150 $133 $450 $225 $200 $600 $300 $267 $750 $375 $333 $900 $450 $400 $1,050 $525 $467 $1,200 $600 $533 $1,350 $675 $600 $1,500 $750 $667 sample 3rd party (per unit) $336 $472 $608 $744 $880 $1,016 $1,152 $1,288 $1,424 $1,560 "savings vs 3rd party (@8pertl) 78% 68% 63% 60% 57% 56% 54% 53% 53% 52% goal: 52% to 78% cost reduction with 88% full linehaul trucks vroom logistics 9-car hauler enables lower cost per unit VTOOT 48 V#49vroom fleet Example Auburn goal: vroom fleet drives unit economics Titusville segment Customer to VRC VRC to Hub Hub to Customer Total Vehicle Flow Path miles 67 446 44 557 cost $ $150 $191 $132 $473 3p linehaul $ $150 $695 $132 $977 savings 0% 72% Purchased in Auburn, GA Reconditioned in Atlanta Transported via Vroom Logistics to Orlando Hub (7 cars) Delivered in Titusville, FL by Vroom Orlando (last mile) Hub 0% 52% 49 V#50regional operating model pilot Building a regional operating model dramatically improves the customer experience 20 Delivered Same Day 1. Represents a small pilot in a limited geography. 2. Target is defined as 2 day delivery or greater if requested by customer. pilot results(¹) percentage of pilot customers 59 Delivered Within 1 Business Day 90 Delivered With in 2 Business Days 96 Delivered Within Target (2) pilot delivers 96% predictability-delivering 59% in 1 day and 20% same day 50 V#51markdowns Building a well-oiled metal machine is expected to improve the speed of the supply chain and reduce markdowns Days of Supply A B current C Body Type Both graphs on this page are for illustrative purposes only. D E F Days of Supply Average markdown goal: drive unit economics through inventory velocity A I B C goal Body Type D T F E 51 V#52logistics network Hubs positioned close to population As of May 2022. Vroom Hub 90% of the population within 200 miles distance 25 miles 50 miles 75 miles 100 miles 200 miles % continental us population covered 24% 46% 56% 65% 90% 52 V#53key unit economic drivers SG&A - Logistics improvement goals p&litem Ecommerce Vehicle GPPU Product GPPU Total GPPU Improvement Goal Logistics Selling, titling & registration Marketing Fixed Total SG&A Reduction Goal All metrics denominated in ecommerce units improvement goals mid-term $1,100 $700 $1,800 $800 $800 long-term $1,200 $1,300 $1,200 $1,300 $2,400 - $2,600 $1,000 - $1,300 $1,000 - $1,300 levers goal: up to $1,300 sg&a-logistics per unit improvement Pricing and assortment optimization UACC, new value-added products and increase attach rates Reduce miles & cost-per-mile, improve inventory turns 53 V#54vroom build a well-oiled transaction machine SG&A - Selling, Titling & Registration#55selling costs Optimize our sales channels Continue to partner with our onshore outsourcing channel Grow our nearshore outsourcing channel • Expand our internal sales channel ● ● goal:15%-35% improvement in unit economics 55 V#56grow digital transaction volume Vroom.com enhancements drive self-service -- driving unit economics 100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 2019 0.7% 16.9% 2020 ■ Digital salesperson vs digital 36.9% 2021 goal:grow digital transactions to improve unit economics 42.5% 2022 ■ Salesperson 60.0% Mid-Term Goal 75.0% Long-Term Goal 56 V#57title & registration process Customer Selling Vehicle Customer Customer V Vroom Customer Buying Vehicle Vroom.com Vroom Pickup $ Customer Contracts & payment Vroom Vehicle Delivery $ Vroom payoff BANK TITT Lienholder Funding "high touch" and high cost unit economics BANK TIIT Customer and / or Lienholder 70% bank-financed Title & Contract Docs looo Registration Vendor ||||| Title DMV Registration |||| Title Vroom V Vroom Processing Title Recorded and filed Customer BANK ¶¶¶¶ Lienholder 57 V#58registration process Our current registration process is "high touch," inefficient and high cost at our current scale TODAY Total Touches: 17 |||' Deal Complete ||| Sent to Registration team |||' Team received Assigned Compile More materials Not assigned compiled materials Physical Doc Vault "high touch" with high cost unit economics |||' Add documents to deal package Docs complete Assign to clerk Title clerk review QA Review Send for registration 58 V#59registration process We've made short-term improvements and believe Mid-Term we can reduce touches by 40% and our goal in the long-term is to reduce touches by 80% TODAY Total Touches: 17 III Deal Complete Mid-Term Total Touches: 10 Goal: 41% improvement Jll Sent to Registration team Deal Complete Sent to Registration team Team received Assigned Not assigned Compile materials ||| ||||⁰ Team received Not assigned D-J Physical Doc Vault More materials compiled Physical Doc Vault Assigned Compile materials ||| Add documents to deal package More materials compiled -0-0- Docs complete Assign to clerk Digital Doc Vault Docs complete Assign to clerk goal:drive customer experience improvements and unit economics Title clerk review QA Review Long-Term Total Touches: <=5 Goal: 82% improvement Title clerk review ||| QA Review ||| Send for registration ||| Send for registration. 59 V#60registration process We recently implemented our Digital Title Vault Vehicles Ready to List digital titles VEHICLE IDENTIFICATION NUMBER TITLE DATE FOR USE NEW ONLY 07/07/3031 OWNERS 1ST LIENHOLDER 2ND LIENHOLDER MAIL TO IST LIEN THIS CERTIFICATE OF TITLE IND LIEN CONTROL NUMBER STATE OF MISSISSIPPI MAKE YEAR MODEL 2015 RANGLER NO, CYL NEWUSED TYPE OF VEHGLE USED DAY OF BODY TITLE NUMBER UV DAY OF WITNESS WHEREOFIVE HEREUNTO SET MY HAND THE THE 7TH 121 VOID IF ALTERED BY MISSISSIPPI DEPARTMENT OF REVENUE COOMETER NO TENTHS 113145 ACTUAL BRANDS 9630 ORIGINAL TITLE TEXT (E.G.UNIT DATE: 04/22/2021 DATE: OCR Engine Generates coordinates and text extraction Extracted Sample Text "CERTIFICATE OF TITLE", "VEHICLE IDENTIFICATION NUMBER": "1C4BJWFG5FLXXXXXX" "MAKE" : "JEEP", "YEAR" : "2015", "MODEL": "WRANGLER", "BODY": "UV", Manual review digital title vault designed to ensure all for-sale vehicles have quality-assured titles Listed for-sale digital vault YES NO Pass QA 60 V#61key unit economic drivers SG&A - Selling, titling & registration improvement goals p&litem Ecommerce Vehicle GPPU Product GPPU Total GPPU Improvement Goal Logistics Selling, titling & registration. Marketing Fixed Total SG&A Reduction Goal All metrics denominated in ecommerce units improvement goals mid-term $1,100 $700 $1,800 $800 $1,300 $2,100 long-term $1,200 $1,300 $1,200 $1,300 $2,400 - $2,600 $1,000 $1,300 $1,500 $1,700 $2,500 $3,000 levers Pricing and assortment optimization UACC, new value-added products and increase attach rates Reduce miles & cost-per-mile, improve inventory turns Insource, digitize goal: up to $1,700 sg&a selling, titling & registration per unit improvement 61 V#62vroom sg&a-marketing#63vroom.com traffic Build brand awareness, grow organic search traffic and optimize paid media campaigns to improve direct traffic aided brand awareness 2019 2020 2021 Q1 2022 Mid-term Long- term 2019 direct website traffic 2020 2021 2022 Mid-term Long- Forecast term goal:increase high-converting direct and organic traffic lead conversion to sale rate, fy 2021 3x All Other Sources Direct / Organic Sources 63 V#64lead conversion The integration of UACC and its subprime expertise enables opportunity to increase conversion fy 2021 credit application mix Prime Subprime goal:increase subprime application conversion fy 2021 sales mix Prime Subprime 64 V#65vroom.com conversion Vroom.com's top-of-funnel traffic allows for rapid A/B testing to increase digital conversion. start purchase (control) vs get started (variant) is example of opportunity for rapid improvements Vroom 360° VIEW O SEE INSIDE Great Deal HOTSPOTS $33,499 78744 VIEW 360° 2019 Lexus NX 300 300 | 29,377 miles $1,199 DELIVERY ESTIMATED $605.76/MO PHOTOS START PURCHASE II. = Vroom 360° VIEW O SEE INSIDE ✓HOTSPOTS Great Deal i $33,499 Ⓡ VIEW 360° 2019 Lexus NX 300 300 | 29,377 miles goal: drive conversion through site improvements 78744 $1,199 DELIVERY ESTIMATED $605.76/MO GET STARTED PHOTOS my +13% Clicks 65 V#66vroom.com conversion Our regional operating model enables faster delivery, supporting higher conversion regional operating model Represents a small pilot in a limited geography. Auburn Titusville Faster delivery provides the opportunity to drive sales conversion goal:drive conversion by marketing faster delivery 9:41 vroom O Search Filters Used cars 2-DAY VROOM DELIVERY Great Deal 2021 Ford Explorer ST 5,175 mi $52,499 SEARCH Recommended 2018 Chrysler Pacifica Touring L Plus 34,026 mi. $32,499 2017 Cadillac Escalade ESV Luxury 56,552 mi. $56,999 2020 Mitsubishi Cross 2-Day 2-Day 66 V#67customer relationship management (crm) Build robust CRM to drive incremental transactions with minimal additional spend Web analytics data sources Leads & in-market Third-party Customer database single customer view goal: leverage crm to drive conversion and unit economics actionable targets Lookalikes: browsers, high- value customers Segmentation: funnel stages, location, propensity Loan status: recent auto loan expirations Repeat customers: length of ownership, referrals 67 V#68marketing efficiency Strengthen our brand and traffic, increase conversion, and leverage customer analytics to drive marketing effectiveness 2021 total marketing cost per unit 1Q 2022 goal: improve marketing unit economics Mid-Term Long-Term 68 V#69key unit economic drivers SG&A - Marketing improvement goals p&litem Ecommerce Vehicle GPPU Product GPPU Total GPPU Improvement Goal Logistics Selling, titling & registration Marketing Fixed Total SG&A Reduction Goal All metrics denominated in Ecommerce Units improvement goals mid-term $1,100 $700 $1,800 $800 $1,300 $700 $2,800 long-term $1,200 $1,300 $1,200 $1,300 $2,400 - $2,600 $1,000 $1,300 $1,500 $1,700 $800 - $1,100 $3,300 $4,100 levers Pricing and assortment optimization UACC, new value-added products and increase attach rates Reduce miles & cost-per-mile, improve inventory turns Insource, digitize Efficiency mix shift goal: up to $1,100 sg&a marketing per unit improvement 69 V#70vroom our long-term roadmap#71key unit economic drivers 4 strategic initiatives designed to drive unit economic improvements across the P&L financiallever EBITDA Product GPPU Vehicle GPPU GPPU & SG&A - Logistics Balance Sheet - Inventory SG&A - Sales SG&A - T&R SG&A - Marketing SG&A - Fixed initiative Grow UACC third-party dealer business Originate and securitize Vroom loans through UACC Grow consumer value added products Optimize pricing through predictive data and regionalization Optimize assortment Synchronize end-to-end supply chain to increase velocity and optimize flow Optimize sales channels by selective insourcing and digitization Streamline and digitize title and registration process Improve marketing effectiveness, ROI, and drive conversion Grow fixed cost slower than revenue 4 strategic initiatives designed to build a profitable business model expected financial result Grow EBITDA Improve product finance margin Improve product margin Improve vehicle margin Improve vehicle, product & finance margin Reduce miles and cost per mile Improve inventory turns Reduce transaction cost per unit Reduce marketing cost per unit Reduce fixed cost per unit 71 V#72key unit economic driver goals We believe our 4 strategic initiatives can improve unit economics beginning in 2022 and annually as we drive towards our long-term goals p&litem Ecommerce Vehicle GPPU Product GPPU Total GPPU Improvement Goal Logistics Selling, titling & registration Marketing Fixed Total SG&A Reduction Goal All metrics denominated in Ecommerce Units improvement goals mid-term $1,100 $700 $1,800 $800 $1,300 $700 $1,300 $4,100 long-term $1,200 - $1,300 $1,200 $1,300 $2,400 - $2,600 $1,000 $1,300 $1,500 - $1,700 $800 - $1,100 $1,800 $2,500 $5,100 - $6,600 levers Pricing and assortment optimization UACC, new value-added products and increase attach rates Reduce miles & cost-per-mile, improve inventory turns Insource, digitize Efficiency mix shift Grow fixed costs at lower rate than sales growth goal:significant gppu and sg&a per unit improvement 72 V#73mid to long-term financial goals 4 strategic initiatives intended to build a profitable business model per unit actuals Ecommerce vehicle gross profit Ecommerce product gross profit Total ecommerce gross profit SG&A (1) All other Adjusted EBITDA ex. UACC securitization (2) UACC securitization Adjusted EBITDA (2) Adjusted EBITDA margin fy 2021 $1,108 1,098 $2,206 (7,334) 573 ($4,555) ($4,555) -11% q12022 $595 1,168 $1,763 (9,364) 565 ($7,036) 1,521 ($5,515) -12% estimated impact on p&l per unit improvement goals from q12022 mid-term $1,100 700 $1,800 4,100 613 $6,513 (997) $5,516 goal:long-term target of 5-10% ebitda margin long-term low $1,200 1,200 $2,400 5,100 573 $8,073 (1,245) $6,828 high $1,300 1,300 $2,600 6,600 454 $9,654 (1,450) $8,204 11 Note: $ in thousands excluding per unit data 1. 1Q 2022 SG&A of $188 million adjusted for transaction costs of $6 million. 2. EBITDA and Adjusted EBITDA are non-GAAP measures. For a definition of EBITDA and Adjusted EBITDA and a reconciliation to the most comparable GAAP measure, please see the appendix. per unit future goal mid-term $1,695 1,868 $3,563 (5,264) 1,178 ($523) 524 $1 0% long-term low $1,795 2,368 $4,163 (4,264) 1,138 $1,037 276 $1,313 5% high $1,895 2,468 $4,363 (2,764) 1,019 $2,618 71 $2,689 10% 73 V#74vroom q&a#75vroom appendix#76non-gaap reconciliations-adjusted ebitda We calculate EBITDA as net loss before interest expense, interest income, income tax expense and depreciation and amortization expense and we calculate Adjusted EBITDA as EBITDA adjusted to exclude acquisition related costs, change in fair value of finance receivables, goodwill impairment charges, the one-time, IPO related acceleration of non-cash stock-based compensation expense, and the one-time, IPO related non-cash revaluation of a preferred stock warrant. EBITDA and Adjusted EBITDA are supplemental performance measures that our management team uses to assess our operating performance and the operating leverage in our business. Because EBITDA and Adjusted EBITDA facilitate internal comparisons of our historical operating performance on a more consistent basis, we use these measures for business planning purposes. EBITDA and Adjusted EBITDA are not intended to be considered in isolation or as a substitute for, or superior to, financial information prepared and presented in accordance with U.S. GAAP. The following table presents a reconciliation of EBITDA and Adjusted EBITDA to net loss, which is the most directly comparable U.S. GAAP measure: Net loss Adjusted to exclude the following: Interest expense Interest income (Benefit) provision for income taxes Depreciation and amortization expense EBITDA Acquisition related costs Change in fair value of finance receivables Goodwill impairment charge One-time IPO related acceleration of non-cash stock-based One-time IPO related non-cash revaluation of preferred stock warrant Adjusted EBITDA Three Months Ended March 31, 2022 $ $ (310,459) 9,380 (3,952) (23,240) 7,895 (320,376) 5,653 5,621 201,703 $ (107,399) $ 2021 (370,911) 21,948 (10,341) 754 13,215 (345,335) 5,090 2020 (in thousands) $ $ Year Ended December 31, (340,245) $ (202,799) $ 9,656 (5,896) 84 4,654 (194,301) 2,080 1,262 20,470 (170,489) $ $ 2019 (142,978) 14,596 (5,607) 168 6,157 (127,664) $ (127,664) $ 2018 (85,178) 8,513 (3,135) 229 6,932 (72,639) (72,639) 76 V#77non-gaap reconciliations-adjusted ebitda margin We calculate Adjusted EBITDA Margin as Adjusted EBITDA divided by total revenue. The computation of Adjusted EBITDA Margin is as follows: Adjusted EBITDA Revenue Adjusted EBITDA Margin Three Months Ended March 31, 2022 (107,399) $ 923,775 -11.6% 2021 (340,245) 3,184,255 -10.7% Year Ended December 31, 2020 (in thousands) $ (170,489) $ 1,357,700 -12.6% 2019 (127,664) 1,191,821 -10.7% 2018 (72,639) 855,429 -8.5% 77 V#78pre-tax roe (uacc) UACC Pre-tax Return on Equity ("Pre-Tax ROE") is a non-GAAP measure that is derived from amounts included in UACC consolidated GAAP financial statements. We calculate Pre-Tax ROE as income before provision for income tax divided by equity. We believe that UACC Pre-Tax ROE is a useful measure to both management and investors as it provides an indication of the economic return on the UACC investment over time. Pre-tax ROE is not a measure of financial performance under U.S. GAAP and is not intended to be considered in isolation or as a substitute for, or superior to, financial information prepared and presented in accordance with U.S. GAAP. The computation of pre-tax ROE is as follows: UACC net income UACC Provision for income taxes UACC income before provision for income tax UACC Total stockholders' equity UACC Pre-tax ROE $ $ 2021 38,464 12,445 50,910 113,662 44.8% $ $ 2020 Year Ended (in thousands) $ 12,625 3,706 16,332 75,198 21.7% $ 2019 10,530 3,094 13,624 62,279 21.9% $ $ 2018 4,741 1,895 6.636 51,748 12.8% 78 V#79available liquidity (uacc) We calculate UACC's available liquidity as cash and cash equivalents (excluding restricted cash) less cash in transit plus cash that can be drawn down on from our warehouse credit facilities by pledging eligible finance receivables. We believe reporting available liquidity provides investors with a measure of capacity of funds to support the UACC business and lending activities. UACC available liquidity is reconciled to UACC's cash and cash equivalents which is the most directly comparable U.S. GAAP financial measure. Available liquidity is not a measure of financial performance under U.S. GAAP and is not intended to be considered in isolation or as a substitute for, or superior to, financial information prepared and presented in accordance with U.S. GAAP. The computation of available liquidity is as follows: UACC Cash and cash equivalent Cash in transit from (to) UACC Unencumbered finance receivables UACC available liquidity Three Months Ended March 31, 2022 $ 10,736 1,866 107,599 120,201 $ $ 2021 3,556 (698) 74,191 77,048 Year Ended December 31, 2020 (in thousands) $ $ 4,039 (2,265) 41,196 42,969 $ $ 2019 4,495 (3,465) 30,972 32,002 $ 2018 4,369 (1,997) 27,440 29,812 79 V#80ebitda (uacc) We calculate UACC EBITDA as net loss before interest expense, interest income, income tax expense and depreciation and amortization expense. UACC EBITDA is a supplemental performance measure that our management uses to assess our operating performance and the operating leverage in our business. Because UACC EBITDA facilitates internal comparisons of our historical operating performance on a more consistent basis, we use this measure for business planning purposes. UACC EBITDA is not intended to be considered in isolation or as a substitute for, or superior to, financial information prepared and presented in accordance with U.S. GAAP. The following table presents a reconciliation of UACC EBITDA to UACC net income, which is the most directly comparable U.S. GAAP measure: UACC net income Adjusted to exclude the following: Interest expense Interest income Provision for income taxes Depreciation and amortization expense EBITDA $ $ 2021 38,464 3,658 (8) 12,445 1,687 56,246 $ $ 2020 Year Ended 12,625 6,225 (137) 3,706 1,367 23,786 $ $ 2019 10,530 6,020 (868) 3,094 1,247 20,023 $ $ 2018 4,741 4,627 (621) 1,895 1,330 11,972 80 V