William Blair Growth Stock Conference

June13, 2017
Kevin Miles
Chief Executive Officer
FORWARD-LOOKING STATEMENTS
Forward-Looking Statements
This presentation contains forward-looking statements that are subject to risks and uncertainties. All statements other than statements of historical fact
included in this presentation are forward-looking statements. Forward-looking statements discuss our current expectations and projections relating to the
Company’s financial condition, results of operations, plans, objectives, future performance and business. You can identify forward-looking statements by
the fact that they do not relate strictly to historical or current facts. These statements may include words such as “aim,” “anticipate,” “believe,” “estimate,”
“expect,” “forecast,” “outlook,” “potential,” “project,” “projection,” “plan,” “intend,” “seek,” “may,” "could,” “would,” “will,” “should,” “can,” “can have,” “likely,”
the negatives thereof and other words and terms of similar meaning in connection with any discussion of the timing or nature of future operating or
financial performance or other events. They appear in a number of places throughout this presentation and include statements regarding the Company’s
intentions, beliefs or current expectations concerning, among other things, the Company’s results of operations, financial condition, liquidity, prospects,
growth, strategies and the industry in which the Company operates. All forward-looking statements are subject to risks and uncertainties that may cause
actual results to differ materially from those that the Company expected. The forward-looking statements included in this presentation are made only as of
the date hereof.

All forward-looking statements are expressly qualified in their entirety by our risks and uncertainties disclosed in our SEC filings. You should evaluate all
forward-looking statements made in this presentation in the context of the risks and uncertainties disclosed in our SEC filings. These filings are available
online at www.sec.gov, www.zoeskitchen.com or upon request from Zoës Kitchen.

Non-GAAP Financial Measures

This presentation contains certain non-GAAP financial measures. A “non-GAAP financial measure” is defined as a numerical measure of a company’s
financial performance that excludes or includes amounts so as to be different than the most directly comparable measure calculated and presented in
accordance with GAAP in the statements of income, balance sheets or statements of cash flow of the company. The Company has provided a reconciliation
of non-GAAP financial measures to the most directly comparable financial measure in the Appendix to this presentation. The non-GAAP financial measures
used within this presentation are Restaurant contribution, Restaurant contribution margin, EBITDA and Adjusted EBITDA. The Company believes that the
use of Restaurant contribution, Restaurant contribution margin, EBITDA and Adjusted EBITDA provides an additional tool for investors to use in evaluating
ongoing operating results and trends and in comparing the Company’s financial measures with other fast casual restaurants, which may present similar
non-GAAP financial measures to investors. For additional information about our non-GAAP financial measures, see our filings with the Securities and
Exchange Commission.
MEET Zoës Kitchen

Our Concept:
• Fast-casual restaurant concept serving fresh,
wholesome scratch-made Mediterranean-inspired
dishes

Our Culture:
• People-first workplace fueled by happy, engaged
team members resulting in goodness served from
the inside out

Positioned for Growth:

• Attractive unit economics with significant runway

• Desirable customer base with emotional

connection to the brand

• Avenues for growth through innovation in menu,

marketing and operations.
DOUBLED STORE COUNT AND REVENUE SINCE 2013, WHILE GROWING AUV

SYSTEM STORE COUNT1 TOTAL REVENUE

2016 AUV2
$1.5M $276
204
CAGR: $226
CAGR:
29% 166 41%
$171
132
2011 AUV2 102 $116
$1.3M
75
$79
57
$49

2011 2012 2013 2014 2015 2016 2011 2012 2013 2014 2015 2016

[1] System store count as of the end of each fiscal year and includes both company-owned and franchise stores.
[2] AUV calculation is based on stores open during the entire fiscal year. For 2011, AUV is based on 32 stores. For 2016, AUV is based on 163 stores.
SIGNIFICANT WHITE SPACE TO GROW IN EXISTING AND NEW MARKETS
• Utilize a “hub and spoke” approach to Current Restaurant Footprint1
real estate development.

• Strong pipeline based on internally

developed site selection models.

• Our top 20 restaurants were spread

across seven different states.2

• Existing markets have significant room

for expansion.

• White space opportunity to expand

into new markets.

6
[1] Store Count as of June 6, 2017.
[2] Based on net sales results for the fiscal year 2016 pertaining to stores that were open during the entire fiscal year.
AUV GROWTH HAS BEEN SUPPORTED BY A LONG HISTORY OF COMP STORE
SALES GROWTH…
16.8%
15.0%
14.1% 13.5% 14.1%
13.0% 12.5% 12.1%
11.9%
10.7% 10.4%
8.0% 8.1% 7.7% 7.5% 7.8% 7.7% 7.7% 8.1%
5.5% 5.7% 5.9% 5.6%
4.5% 4.0%
3.8%
2.4%
0.7%

-3.3%
2010 2010 2010 2010 2011 2011 2011 2011 2012 2012 2012 2012 2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
CSS % 8.0% 13.0% 14.1% 13.5% 10.7% 8.1% 11.9% 16.8% 14.1% 15.0% 12.5% 12.1% 10.4% 5.5% 7.7% 3.8% 5.7% 7.5% 5.9% 7.8% 7.7% 5.6% 4.5% 7.7% 8.1% 4.0% 2.4% 0.7% -3.3%
Comp Base 16 16 17 18 22 24 25 27 32 34 35 40 43 50 52 55 63 70 78 81 94 105 113 116 126 134 143 150 161

Note: Comparable restaurant sales for Company-owned restaurants open for 18 periods or longer. Periods refer to a four week reporting period, except for the thirteenth period of a 53-week year, which would contain five weeks.;
fifth week of the thirteenth period of a 53-week year not included in comparable restaurant sales calculation.
[1] Adjusting for calendar shift related to the 53rd week in 2012, comparable restaurant sales would increase in the fourth quarter of 2013 from 3.8% to 7.0%.
… RESULTING IN GROWING PROFIT

RESTAURANT CONTRIBUTION MARGIN1 ADJUSTED EBITDA1

$55
$25
$48
$22

$31 $16

$23 $11
$17 $9

$10 $5

21.2% 20.0% 10.7% 9.1%

2011 2012 2013 2014 2015 2016 2011 2012 2013 2014 2015 2016

[1] Restaurant contribution margin and adjusted EBITDA are Non GAAP measures. See appendix for reconciliation of these non GAAP measures to the appropriate GAAP measure.
BRAND POSITIONING
Our fresh and Mediterranean offerings in a fast casual environment uniquely position Zoës
at the center of current and forecasted consumer demand.

Fast Healthy
Casual

Differentiated
GUEST AFFINITY AS A LIFESTYLE BRAND

A connection brand Hospitality that sparks The best balance between An experience that’s
emotion, engages and affordable, quick and comfortable and
transcends healthy food that supports approachable
an active lifestyle
WE HAVE OUR EYES ON THE NEXT PHASE OF OUR GROWTH STORY

Expand on Multiple
Authority on Mediterranean Superior Guest Experiences
Levers for Growth
MENU INNOVATION
BOWLS
PITAS
SAUCES
CRAVING CONVENIENCE

Online Ordering Curbside Pickup Grab & Go Catering Delivery

GROWING CUSTOMER ADVOCACY THROUGH EVOLUTION IN MARKETING

• Continue Telling Brand Story • Pivot to More Sales-Driving Marketing

Messages & Tactics
• Refine New Store Opening Launches
• Enhance the digital experience
• Engrain ZK in Local Communities
DRIVING AUVS TO NEW HEIGHTS

Heighten Brand Grow Customer Base Elevate Customer Increase Customer

Awareness Engagement Frequency
Sunil Doshi
Chief Financial Officer
A STRATEGY THAT WILL DELIVER LONG TERM AND SUSTAINABLE
EARNINGS POWER.
FINANCIAL PRIORITIES HOW
• High ROI unit expansion • Early stages of unit potential
• 30% cash on cash returns by year 3.

• Drive comp-store sales growth • Menu innovation

• Catering platform & Off premise potential
• Technology

• EBITDA growth • 20% EBITDA CAGR

• Leverage economies of scale

LONG TERM & SUSTAINABLE EARNINGS POWER

ATTRACTIVE & ATTAINABLE NEW STORE ECONOMICS

New Store Economics -

Existing Markets
Opening 3rd Full
Year Year

Net Sales per unit $1,300 $1,500

Store EBITDA % 10% - 12% ~18%

Cash Investment (net of TI) $750 $750

Pre-open Expense $75 $75
Total Investment $825 $825

Cash on Cash Return 16% - 19% 30%

WHERE MORE MATURE STORES HAVE OUTPACED OUR MODEL EXPECTATIONS

UNIT-LEVEL ECONOMICS CASH-ON-CASH RETURN

Average Unit Volume1 $1.7

Cash-on-Cash Return %2
46%
Restaurant Contribution Margin %3 23%

[1] Data reflects net sales results for the fiscal year 2016 pertaining to 96 stores that were opened as of the end of fiscal year 2013 and were open the entirety of fiscal year 2016.
[2] Cash-on-cash return based on current average total unit investment of ~$825k, consisting of ~$750k capital investment and ~$75k preopen expenses.
[3] Data reflects restaurant contribution margin results for the fiscal year 2016 pertaining to 96 stores that were opened as of the end of fiscal year 2013 and were open the entirety of fiscal year 2016. Restaurant contribution margin is a Non GAAP measure. See appendix for
reconciliation of this non GAAP measures to the appropriate GAAP measure.
A MATURING REAL ESTATE PORTFOLIO

AGE OF FLEET1

3+ Years Old 33%

46% 60% to
70%

67%
<3 Years Old 54% 30% to
40%
End of 2013 End of 2016 End of 2020

[1] Based on actual and estimated future store counts. Future store counts are subject to change.
 AN ALREADY DIVERSE REVENUE BASE

OCCASION MIX1
Lunch
SALES MIX1

60% Off Premise

Catering Non-Catering
16% 47%
84% Dine-In
Dinner
53%
40%

Male Lunch $14

CHECK AVERAGES1
GENDER MIX2

22%
Dinner $16
Female
78% Catering >$215
[1] All figures reflect fiscal year 2016 net sales for all company-owned stores.
[2] Source: Internal Brand Health Assessment.
WITH INITIATIVES TO PROPEL GROWTH

BRAND INNOVATION
• Snack boxes
• New Bowls, Pita and Sauces.

SUPERIOR GUEST EXPERIENCES

• Relaunch of web and mobile capabilities
• Customer relationship management and Loyalty

EXPANDING REACH
• Delivery Expansion
• Catering platform to include On-line ordering
• High ROI unit expansion
 INVESTMENT HIGHLIGHTS

• Differentiated Fast Casual Lifestyle

Brand with a Desirable and Loyal Customer Base
• Our Food – Simple. Tasty. Fresh!
• Delivering a Contemporary Mediterranean Experience with Southern Hospitality
• Diverse Revenue Mix Provides Multiple Levers for Growth

• Attractive Unit Economic Model with Proven Portability and Significant White Space in new and
existing markets
William Blair Growth Stock Conference
June 13, 2017
ADJUSTED EBITDA RECONCILIATION
Q1 YTD Fiscal Year End
December 26, December 28, December 29, December 30, December 31, December 26,
figures in thousands April 17, 2017 2016 2015 2014 2013 2012 2011
 
Net income (loss), as reported $19 $1,803 $1,124 ($10,017) ($3,715) ($253) ($27)
Depreciation and amortization 5,541 16,059 13,006 10,473 7,463 4,870 3,426
Interest expense 1,368 3,848 3,270 3,535 4,019 2,337 1,248
Provision for income taxes 354 861 839 699 656 622 110
EBITDA 7,282 22,571 18,239 4,690 8,423 7,576 4,757
(1)
Asset disposals and loss on interest cap 259 355 325 150 200 240 (4)
(2)
Management and consulting fees - - - 113 264 295 232
(3)
Equity-based compensation expense - - - 6,111 74 125 190
(4)
Loss on extinguishment of debt - - - 978 - - -
(5)
Pre-opening costs 567 2,214 2,554 2,109 1,938 917 806
(6)
Casualty loss - - 353 - - - -
(7)
Offering related expenses - - - 1,463 - - -
(8)
Executive transition costs - - 868 - - - -
(9)
Executive relocation expenses - - - 170 - - -
10)
Bargain purchase gain from acquisitions( - - - - - - (541)
Adjusted EBITDA $8,108 $25,140 $22,339 $15,784 $10,899 $9,153 $5,440

(1) Represents costs related to loss on disposal of equipment and loss on interest cap.
(2) Represents fees payable to Brentwood Private Equity IV, LLC ("Brentwood"), our former controlling stockholder, pursuant to the Corporate Development and Administrative Services Agreement
dated October 31, 2007 (the "Corporate Service Agreement"), and fees payable to Greg Dollarhyde pursuant to a consulting agreement entered into on March 22, 2011. Both agreements were
terminated prior to the completion of our IPO.
(3) Represents non-cash equity-based compensation expense associated with the accelerated vesting of stock and stock options at our IPO in April 2014. Amounts previously disclosed for 2014
included an additional $221,000 related to post-IPO non-cash equity-based compensation in 2014.
(4) Represents the remaining deferred financing costs, loan administrative fee, and interest rate contract that were written off with the repayment of our former $37.5 million term loan and $2.9
million line of credit (the "2011 Credit Facility").
(5) Represents expenses directly associated with the opening of new restaurants that are incurred prior to opening, including pre-opening rent.
(6) Represents write-off of long-lived assets associated with a restaurant in Columbia, South Carolina as described in Note 15 to our consolidated financial statements.
(7) Represents fees and expenses that were incurred, but not capitalized, in relation to our IPO completed on April 16, 2014 and our follow-on offerings completed on August 19, 2014 and November
19, 2014.
(8) Represents costs associated with our former Chief Financial Officer's ("CFO") departure pursuant to his employment and transition agreement and costs associated with our new CFO due to
executive recruiter services and his employment commencement.
(9) Represents costs associated with the relocation packages of an executive.
(10) Represents the excess of fair value of net assets acquired over the purchase price related to our acquisitions of the Houston franchise restaurants.
RESTAURANT CONTRIBUTION RECONCILIATION
Q1 YTD Fiscal Year Ended
April 17, December 26, December 28, December 29, December 30, December 31, December 26,
figures in thousands 2017 2016 2015 2014 2013 2012 2011

Restaurant Contribution:
Income from operations $1,712 $6,425 $5,162 ($4,799) $985 $2,706 $790
Less:
Royalty fees 57 207 203 477 637 757 984
Add:
General and administrative expenses 9,985 30,358 26,666 26,744 13,172 8,969 6,384
Depreciation and amortization 5,541 16,059 13,006 10,473 7,463 4,870 3,426
Pre-opening costs(1) 567 2,214 2,554 2,109 1,938 917 806
Loss from disposal of equipment 259 355 325 144 175 240 (4)
Non-cash casualty loss - - 353 - - - -
Restaurant Contribution 18,007 55,204 47,863 34,194 23,096 16,945 10,418

Total revenue 90,591 275,963 226,557 171,733 116,385 79,724 50,177

Less: Royalty fees 57 207 203 477 637 757 984
Restaurant sales 90,534 275,756 226,354 171,256 115,748 78,967 49,193

Restaurant contribution margin 19.9% 20.0% 21.1% 20.0% 20.0% 21.5% 21.2%

(1) Represent expenses directly associated with the opening of new restaurants that are incurred prior to opening, including pre-opening rent.