Exhibit 99.3 Business Presentation January 2023 Private and Confidential.

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Todays Presenters Brad Weston has served as Chief Executive Officer and Board Director of Party City Holdings Inc. (PCHI) since April 2020. He joined the Company in July 2019 as the President of PCHI and Chief Executive Officer of Party City Brad Weston Retail Group. Prior to joining PCHI, he served as President, Chief Executive Officer and Board Director at Petco, where he held several leadership positions of increasing responsibility from 2011 to 2018. Before joining Petco, Brad Chief Executive held several senior executive positions at Dick’s Sporting Goods from 2006 to 2011, including Chief Merchandising Officer and Board Officer. He began his career in Merchandising with May Department Stores. Brad currently serves on the Board of Director Directors of Boot Barn and recently served on the Board of Directors of NRF. He holds a B.S. in Business Administration from the University of California, Berkeley. Sean Thompson is responsible for the Company's overall commercial go-to-market strategy. He joined the Sean Thompson Company in November 2019 as the Executive Vice President and Chief Merchandising Officer and was promoted to Executive Vice President and Chief Commercial Officer in September 2020. Prior to joining the Company, Sean served as the Senior Vice President, Merchandizing of 7-Eleven, where he created and led the company’s President and merchandising, pricing, and promotional strategies to drive sales, increase revenue, and improve market share. Chief Commercial Sean’s career in leadership has included work with companies like Target and The Farnsworth Group. He received Officer his MBA from Indiana University, Kelley School of Business. Todd Vogensen oversees the Company’s core Finance functions, including Investor Relations. He joined Party City Holdings Inc. as Chief Financial Officer in February 2020. Todd’s vast experience in retail, consumer Todd Vogensen goods, and manufacturing has helped build the Company’s financial structure. Most recently, he served as the Chief Financial Officer and Corporate Secretary for Chico’s FAS, Inc., where he was responsible for the Chief Financial Officer company’s Finance strategy, Investor Relations, Real Estate, Merchandise Planning & Allocation, Business Development, and International Operations. Throughout his career, Todd has held several leadership roles for companies like Michaels Stores, Inc., Gap Inc., and Hewlett- Packard. He holds a B.S. in Accounting from Arizona State University. Private and Confidential. 2

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Executive Leadership Team Brad Weston Chief Executive Officer Todd Vogensen Peter Smith Sean Thompson Guncha Mehta Marc Ehle Denise Kulikowsky Chief Financial Officer Chief Operations Officer President & Chief Information Officer EVP Chief People & Chief Commercial Officer Enterprise Operations Administrative Officer Daisy Dodge John Hans Angela Swanner Tony Costanzo Tracey Koller Ian Heller Chief Product Officer EVP SVP SVP SVP SVP Private and Confidential. Consumer Products Head of Merchandising Head of Stores Enterprise Transformation General Counsel 3

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Experienced & progressive management team Joined Relevant Years of Name Position Prior Experience PCHI Experience Brad Weston Chief Executive Officer 2019 35 Sean Thompson President & Chief Commercial Officer 2019 22 Todd Vogensen Chief Financial Officer 2020 31 Peter Smith Chief Operations Officer 2022 40 Guncha Mehta Chief Information Officer 2021 25 Denise Kulikowsky Chief People and Administrative Officer 2018 26 Daisy Dodge Chief Product Officer 1997 30 John Hans Executive Vice President, Consumer Products 2021 41 Marc Ehle Executive Vice President, Enterprise Operations 2017 17 Ian Heller Senior Vice President, General Counsel 2009 14 Angela Swanner Senior Vice President, Head of Merchandising 2020 29 Tony Costanzo Senior Vice President, Head of Stores 2020 28 Tracey Koller Senior Vice President, Enterprise Transformation 2020 33 Private and Confidential. 4

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Table of Contents Company Overview 01 02 Vision & Strategy 03 Financial Performance & Projections 04 Business Operations & Updates Private and Confidential. 5

01 - COMPANY OVERVIEW Private and Confidential. 6

Our Purpose… Inspire JOY and make it EASY to create unforgettable memories Private and Confidential. 7

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Uniquely positioned within the party goods market One of the world’s largest party goods manufacturers, distributors and retailers within a growing industry ~4,000 new Product Design products/yr Independents 7 Manufacturing Locations Grocery/Drug/MASS 16 countries Global Sourcing 5 Offices Specialty Discount >40K Wholesale / Distribution SKUs sold Private and Confidential. 8

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Company Overview Vertically integrated model focused on delivering party supplies to end-use consumers via owned retail locations, online franchisees and wholesale partners FY2021: $2.2 billion in worldwide wholesale and retail sales / $266 million in Adjusted EBITDA Design Manufacturing / Sourcing Distribution WHOLESALE • Directly manufacture metallic balloons, • Proprietary designs and licenses • ~40,000 SKUs sold across retail locations paper plates, cups, napkins and bowls; including Party City, independent party stores, • New product innovation plastic cups, plates and bowls; piñatas grocery/drug/mass/dollar stores introduced across~5,000 SKUs and more • Includes white label and customized brands each year Leading supplier for other key players: Stores eCommerce ▪ Party City is the only national specialty RETAIL retailer of party products ▪ 830 locations, including 69 franchise locations ▪ One-stop-shop party supply needs ▪ ~80% of products offered at retail are designed and manufactured and/or externally sourced Private and Confidential. 9

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Party City supply chain overview rd Business model integrates external sourcing and owned manufacturing to supply Party City retail and 3 party retail customers Seasonal + E/Day Anagram ~35% Margin Illustrative Amscan Sales: 70% to Retail Seasonal + E/Day InterCo rd 30% 3 Party Manufacturing Suppliers rd Seasonal + E/Day 3 Party Amscan Asia Amscan DC’s Customers Seasonal + E/Day Canadian rd 3 Party Cross Dock & 3PL Tire ~80% Franchise Stores purchases Retail Stores Candy + Helium ~20-35% Margin ~20% purchases ~50% Margin Consumers Private and Confidential. 10

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Party City supply chain overview (cont.) rd Business model integrates external sourcing and owned manufacturing to supply Party City retail and 3 party retail customers ~35% Sales Franchise Amscan DC’s Anagram Stores ~35% Margin Seasonal + E/Day ~65% Sales ~15% Margin rd 3 Party Customers Retail Stores Canadian Tire ~55% Margin Consumers Private and Confidential. 11

Differentiated To Be Sold PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Owned manufacturing capabilities allow for differentiation, speed to market Benefit from operating excellence driven by end-to-end control over product life cycle and pricing PAPER PLATES & BOWLS FOIL BALLOONS PIÑATAS, PARTY KITS PAPER CUPS, STRAWS & NAPKINS PRINTED PAPER DÉCOR PLASTIC TABLEWARE & ACCCESSORIES PERSONALIZED PARTY PRODUCTS 1) ~30% of retail products sold, in terms of cost of sales, are manufactured in-house (largely US based) 2) Print Appeal and Granmark are being considered for sale Private and Confidential. 12 Commodities

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES The celebration & entertaining shopper is highly valuable The average shopper spends $1,423 annually on party occasions* • Party supplies, food and alcoholic beverage spend per occasion are significant: − Food $71; Alcoholic Bev $67; Party Supplies $58 • Millennial and Hispanic families make up a significant portion of the target audience − 45-50% of targets have hosted each of the following celebrations in LY: • Holiday, informal get togethers, adult birthday and child birthday celebrations * *Mintel Party Planning and Home Entertaining Study 2020 Private and Confidential. 13

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Party City has strong brand awareness and a leading Net Promotor Score (NPS) The brand is well-known and well-liked by consumers STRONG BRAND AWARENESS LEADING NET PROMOTOR SCORE (NPS) Source: BCG/Comparably NPS Study Net Promotor Score (NPS) provides loyalty insights focusing Source: SMG/PCHI Brand Tracker Spring 2022 on willingness to recommend Private and Confidential. 14

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Nationally recognized, trusted brand with substantial store base Stores are well positioned and market opportunities for growth exist Party City (NXTGEN & Legacy) /Franchise Stores 1 16/1 1 2 4 3/1 4 12 21 11 48/10 26 2 27/1 7 12 3 6 26 42 20 27/1 13 3 89/15 2 20/2 17/1 5 8 22 21 14/2 14 3 10 1/3 10/1 Count 29/1 Type 1/2 10 NXTGEN – New/Relo 39 77/13 2 10 NXTGEN – Remodel 138 Legacy Stores 587 64/3 Note: The blue number Total Corp Stores 764 indicates corporate stores and the red number indicates Franchise Stores 64 franchise stores 5 Total Stores 828 Private and Confidential. Store count as of 11/30/2022 15

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Preliminary store performance segmentation Preliminary Store Performance Segmentation (October 2022) Oct '22 LTM Oct '22 LTM Oct '22 YTD (1) 4-Wall EBITDA Sq. Feet Gross Rent # of Stores Sales Comp (2) ($) ($) Total Store Portfolio Total 755 9,832,458 -1.2% 142,637,183 225,013,182 Per Store 13,023 188,923 298,031 PSF 1 4.51 2 2.88 Group 1 Total 175 2,289,060 1.3% 74,158,326 58,023,754 Per Store 13,080 423,762 331,564 PSF 3 2.40 2 5.35 Group 2 Total 175 2,325,572 -1.0% 41,993,894 52,458,002 Per Store 13,289 239,965 299,760 PSF 1 8.06 2 2.56 Group 3 Total 175 2,290,731 -2.5% 26,304,749 47,766,705 Per Store 13,090 150,313 272,953 PSF 1 1.48 2 0.85 Group 4 Total 154 1,951,161 -2.6% 9,468,934 35,570,573 Per Store 12,670 61,487 230,978 PSF 4 .85 1 8.23 Group 5 Total 64 836,850 -4.8% (3,528,082) 22,844,432 Per Store 13,076 (55,126) 356,944 PSF (4.22) 2 7.30 Group 6 Total 12 139,084 -4.2% (5,760,638) 8,349,716 Per Store 11,590 (480,053) 695,810 PSF (41.42) 6 0.03 1) Includes owned stores with sales during October 2022 YTD period as well as October 2021 YTD period 2) Does not include wholesale and manufacturing margin included in COGS in store P&Ls (~10% of retail sales) Private and Confidential. 3) Store count excludes dark leases 16

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES How we got here: EBITDA Bridge – 2021 vs 2018 Structural and Business Model changes resulting in new baseline for future performance Structural Headwinds $74M Business Model Changes $26M Input Costs $54M Private and Confidential. 17

02 - VISION & STRATEGY Private and Confidential. 18

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES The path to a party platform A PARTY PLATFORM • One-stop-shop • Dedicated local services & supplies MEMORY MAKERS marketplace & PLANNING EXPERTS • Technology enabled • Inspirational store • End-to-end B2B services environment FULLY INTEGRATED • Predictor of needs • In-store and online & wants VERTICAL RETAILER integrated party planning • Optimized inventory, services assortment and space PARTY SUPPLIES • Highly personalized • Efficient enterprise supply COMPANY engagement needs chain • Party product manufacturer, • Category-leading & solution- • Selling culture focused wholesaler and distributor selling wholesale partner on customer needs • Convenient retail locations • Fully omni-channel • Enhanced omni-channel • E-Commerce basics Private and Confidential. 19

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Our Strategy PCHI has the unique opportunity to redefine the celebration experience as the authority and destination for all party products and services by leveraging scale across channels and new solutions to “Own the Party” Seasonal Core Everyday • Halloween • Balloons Best in • Graduation • Birthday • New Years Eve • Milestone Celebrations Product • Wearables “Own All Channels Best in • Retail – Omnichannel • Pop-up Stores Channel the rd • 3 Party wholesale • Store-in-stores Management Party” Marketplace Best in • For consumers Branded Solutions Solution • For PC and CP consumers Innovation Business Solutions • For businesses Private and Confidential. 20

03 - FINANCIAL PERFORMANCE & PROJECTIONS Private and Confidential. 21

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Summary Financials Revenue declines in 2023, driven by anticipated declining macro economic outlook PCHI Consolidated 2019 2021 2022 2023 2024 2025 Revenue ($USD in millions) Actual Actual Act. + Fcst. Forecast Forecast Forecast • Revenue declines in 2023, with retail comps at (-3.0%), driven by Total Revenue $ 2,349 $ 2,171 $ 2,165 $ 2,072 $ 2,199 $ 2,347 anticipated declining macro-economic outlook and the impact of YoY % Chg 17.3% -0.3% -4.3% 6.1% 6.7% discontinued operations (-1.8%), partially offset by higher wholesale Gross Profit $ 848 $ 768 $ 737 $ 714 $ 803 $ 886 rd % Margin 36.1% 35.4% 34.0% 34.4% 36.5% 37.8% revenue to 3 parties Adj. EBITDA $ 269 $ 266 $ 139 $ 119 $ 197 $ 253 • In 2024 stores comp +3.0%, and the wholesale revenue picks up as % Margin 11.5% 12.3% 6.4% 5.7% 9.0% 10.8% rd both sales to retail and 3 parties increase as they finish working CapEx $ 62 $ 79 $ 97 $ 58 $ 107 $ 85 through their inventory overage Unlevered Free Cash Flow $ 207 $ 188 $ 42 $ 61 $ 90 $ 168 • 2025 continues growth with a +4.0% retail comp and wholesale revenue Restructuring EBITDA Improvement $ 20 $ 20 is normalized (as overages were worked through in 2023 and 2024) Adj. EBITDA $ 269 $ 266 $ 139 $ 119 $ 217 $ 273 Note: Transaction Comp % -6.6% -4.1% 3.7% 4.3% Gross Margin • Gross Margin steadily improves by 3.8% from 2022 of 34.0% to 37.8% The lease rejection/renegotiation process is ongoing. Store closures and lease in 2025 driven in part by leverage, reduced freight and raw material costs, and improvements in POS. modifications may be material. The estimated net impact in included in the Restructuring EBITDA Improvement above. EBITDA The Store Count Metrics table below for FY 2023 – 2025 is based on the Annual • EBITDA steadily improves from 2023 of $119M to $253M in 2025 driven Operating Plan and Long-Range Plan and has NOT been adjusted to reflect the impact of by increased revenues, reduced transitory costs and the benefits of the lease rejection/renegotiation process. operational leverage including the impact of over half of the fleet transformed to NXTGEN stores Store Count Metrics Total Fleet (Beg of Year) 759 764 760 769 New 11 3 10 10 Store Count & NXTGEN Stores Closures (6) (7) (1) (1) Total Fleet (End of Year) 764 760 769 778 • 14 Net new Stores are added to the Fleet through 2025 (-4 in FY’23, +9 in FY’24, and +9 in FY’25) NXTGEN Stores (Beg of Year) 95 181 202 303 • 101 NXTGEN stores are added in each of 2024 and 2025, with 52% of New Stores 11 3 10 10 NXTGEN Remodels 64 14 76 76 the fleet being NXTGEN in 2025, which drives higher revenue, margin Relocations 11 4 15 15 and EBITDA NXTGEN Stores (End of Year) 181 202 303 404 % of Total Fleet 23.7% 26.6% 39.4% 51.9% o Note – all new stores and relocations will be NXTGEN stores Consolidated financials, including Anagram Private and Confidential. 22

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Capital expenditures Capex increase in ’24 & ’25 to support NXTGEN stores rollout Capex Project Type 2019 2021 2022 2023 2024 2025 • 2023 Capex represents maintenance-level spend plus $'s in millions Actuals Actuals Forecast Forecast Forecast Forecast 21 NXTGEN stores (3 new and 18 remodels/relo’s) Total Gross CapEx $61.7 $79.2 $96.7 $58.1 $106.5 $84.5 − 2023 also includes $15M of pent-up Tenant Improvement Allowance -$5.0 -$9.8 -$30.5 -$4.2 -$21.4 -$21.4 maintenance Capex Total Net CapEx $56.7 $69.4 $66.2 $53.9 $85.1 $63.1 • 2024 includes gross capex of $44M for 101 NXTGEN Total Revenue $2,348.8 $2,162.5 $2,157.1 $2,065.7 $2,192.7 $2,340.7 stores (comprised of 10 new stores, 91 relocations Gross CapEx as % of Revenue 2.6% 3.7% 4.5% 2.8% 4.9% 3.6% and remodels) Gross CapEx Breakdown − $25M of IT spend includes $17M for a new NXTGEN CapEx $ 11.4 $ 44.2 $ 44.2 POS system in all stores Other Growth CapEx $ 4.9 $ 7.7 $ 6.5 Maintenance CapEx $ 41.7 $ 54.6 $ 33.8 • 2025 includes gross capex of $44M to support an $ 58.1 $ 106.5 $ 84.5 additional 101 NXTGEN Stores, and primarily maintenance capex for retail, wholesale and Note: Gross Capex for New / Relo and Remodel /Expansions are offset by TI allowance by approximately 50% corporate Private and Confidential. 23

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Adjusted EBITDA stabilizes and returns to double-digit levels by 2025 Party City Holdco Inc. Business Plan 2019 2021 2022 2023 2024 2025 ($USD in 000s) Actual Actual Act. + Fcst. Forecast Forecast Forecast Consolidated P&L Net Sales $ 2,339,510 $ 2,162,527 $ 2,157,087 $ 2,065,718 $ 2,192,707 $ 2,340,726 Royalties and franchise fees 9,279 8,532 7,429 6,686 6,686 6,686 Total Revenues 2,348,789 2,171,059 2,164,515 2,072,404 2,199,393 2,347,412 YoY Sales Growth % 17.3% -0.3% -4.3% 6.1% 6.7% Cost of goods sold and Distribution 1,162,239 1,102,302 1,108,005 1,030,671 1,068,369 1,114,829 Occupancy 338,391 300,741 319,689 327,822 328,475 346,220 Total Cost of Sales 1,500,631 1,403,042 1,427,694 1,358,493 1,396,844 1,461,049 Gross Margin 848,158 768,017 736,822 713,911 802,549 886,363 Gross Margin % 36.1% 35.4% 34.0% 34.4% 36.5% 37.8% Gross Margin % Excl. Retail Occupancy 50.5% 49.2% 48.8% 50.3% 51.4% 52.5% Operating Expenses 721,525 671,129 693,061 669,884 685,885 718,505 OpEx % 30.7% 30.9% 32.0% 32.3% 31.2% 30.6% Operating Income (475,776) 84,631 (97,580) 44,028 116,664 167,858 Net Income (loss) (532,858) (6,582) (181,936) (13,120) 4 9,460 88,270 Adjusted EBITDA $ 269,187 $ 266,254 $ 138,848 $ 118,880 $ 196,968 $ 252,663 Adj. EBITDA % 11.5% 12.3% 6.4% 5.7% 9.0% 10.8% Restructuring EBITDA Improvement $ 20,000 $ 20,000 Adj. EBITDA $ 269,187 $ 266,254 $ 138,848 $ 118,880 $ 216,968 $ 272,663 Consolidated financials, including Anagram Private and Confidential. 24

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES EBITDA bridge – 2021 vs 2022 Transitory input cost headwinds from inflation are estimated at $103M Transitory Input Costs $103M Private and Confidential. 25

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES EBITDA bridge – 2022 vs 2023 Lower retail sales plan & transitory cost roll forward from ’22, negatively impacting ‘23 Actions taken/transient costs Macro/Volume headwinds Structural costs Private and Confidential. 26

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES EBITDA bridge – 2023 vs 2024 Retail sales recovery & transitory cost reductions push EBITDA higher Sustained Actions 101 Additional Structural costs NXTGEN Stores taken/transient costs 3% Positive Retail Comp & Normalization of Wholesale Revenue Private and Confidential. 27

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES EBITDA bridge – 2024 vs 2025 Retail sales growth, driven by initiatives, returns EBITDA to more normalized levels Lower Forecasted 101 Additional 4% Positive Retail Freight Rates NXTGEN Stores Structural costs Comp & Normalization of Wholesale Revenue Private and Confidential. 28

Revenue Private and Confidential. 29

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Sales growth drivers – Retail Non-Comp Contributors Comp Contributors $1,905 Non-Comp Non-Comp 4.0% Comp Contributors Contributors Comp Contributors Contributors $1,782 -3.0% 3.0% $1,763 2.1% 1.1% 0.8% $1,704 1.9% 0.6% 0.5% -3.0% 0% COMP CONTRIBUTORS Base: 3% comp down driven in part by anticipated negative macro-economic outlook NXTGEN: The addition of 21 NXTGEN stores in 2023, coupled with 101 in 2024 and an additional 101 in 2025 drives retail comp growth as 52% of the fleet will be NXTGEN by 2025 Marketplace: Growth is driven by continued expansion into new markets Private and Confidential. 30

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 2023 Retail comp plan by category 76% of sales driven by Everyday categories, ~80% of which is Balloons, Birthday, Solid Tableware & Candy YoY Var 2023 YOY Var Row Labels 2023 Sales Turn (Sales) Margin % (Margin %) Everyday $1,255 -2.6% 54.8% 0.3% 2.74 Seasonal $391 -4.0% 47.4% 0.0% 1.68 Grand Total $1,650 -3.0% 53.1% 0.3% 2.35 Includes $466 in balloon sales ($440 within Everyday and $26 within Seasonal) Private and Confidential. 31

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Sales growth drivers – Wholesale Intercompany Incremental Intercompany $1,173 Incremental Intercompany $1,119 $1,045 Incremental $858 Base Third Party - Wholesale growth continues to increase in the base business, with slower increase in 2023 due to slight inventory overhang and a volatile macro economic environment Incremental: • Canadian Tire expansion into exiting stores along with growth into new stores • Go Brightly product line is programmatic selling of branded goods to food, drug and mass stores rd • Anagram growth in new 3 party customers and channels • Divesture of Granmark in 2022 Intercompany: PC Retail – Right-sizing inventory in 2023 will require fewer purchases, and normalizes in 2024 and onwards Private and Confidential. 32

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Wholesale revenue details 3rd Party revenue grows as new strategic go-to-market approach takes hold Channel ($ in 000s) 2019 2021 2022 2023 2024 2025 Third Party Revenue, excl Anagram 242,349 212,419 237,278 249,968 266,661 281,466 Discontinued Ops 260,174 47,068 40,340 - - - Total 3rd Party Revenue & Disc Ops, excl Anagram 502,523 259,487 277,618 249,968 266,661 281,466 A Sales to PC Retail/Hcity 635,188 588,119 778,660 483,044 633,799 682,068 Total Wholesale Revenue, excl Anagram $1,137,711 $847,605 $1,056,278 $733,012 $900,460 $963,535 YOY % change: Total 3rd Party Revenue, excl Anagram -48.4% 7.0% -10.0% 6.7% 5.6% YOY % change: Total Wholesale Revenue, exclu Anagram -25.5% 24.6% -30.6% 22.8% 7.0% YOY % change: Total 3rd Party Revenue, excl Anagram & Disc Ops -12.4% 11.7% 5.3% 6.7% 5.6% YOY % change: Total Wholesale Revenue, exclu Anagram & Disc Ops -8.8% 26.9% -27.8% 22.8% 7.0% Third Party WS Revenue & Disc Ops, excluding Anagram ($ in millions) A • Purchases by Party City are expected to be lower in $281 $300 $267 $250 2023, as inventory is rebalanced and reduced from $242 $237 $250 $212 2022 levels $200 • Food, Drug and Mass growth driven by Go Brightly $150 product line and other curated offerings as part of the $100 programmatic selling strategy $50 • Discontinued Ops includes Divesture of Grasslands Road in 2019, ACIM in 2021, Summerhouse in 2021, $- 2019 2021 2022 2023 2024 2025 and Granmark in early 2023 Private and Confidential. 33

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Anagram revenue details Sales rebound as global helium supply shortage recovers A A • Purchases by Party City are expected to be lower in 2023, as inventory is rebalanced and reduced from 2022 levels rd • Growth in new 3 party business and normalization of existing business as helium pressures subside • Intercompany sales to ramp up starting in 2024 as Party City works down existing levels of inventory Private and Confidential. 34

Margin Private and Confidential. 35

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Gross Margin overview Margins rebound as transitory costs roll off beginning in 2024 $s in '000s 2019 Actual 2021 Actual 2022 2023 2024 2025 Sales Margin % of sales Sales Margin % of sales Sales Margin % of sales Sales Margin % of sales Sales Margin % of sales Sales Margin % of sales Retail $1,751,416 $478,502 27.3% $1,769,986 $482,129 27.2% $1,770,036 $510,225 28.8% $1,711,181 $486,284 28.4% $1,788,250 $530,829 29.7% $1,911,207 $581,275 30.4% Wholesale (excl. Anagram) 1,087,446 321,112 29.5% 766,306 163,107 21.3% 987,301 204,307 20.7% 678,115 162,097 23.9% 847,660 225,309 26.6% 905,454 247,547 27.3% Anagram 152,579 40,240 26.4% 224,329 68,267 30.4% 186,151 46,029 24.7% 166,452 41,495 24.9% 197,582 54,906 27.8% 213,119 64,395 30.2% 2,991,441 839,854 28.1% 2,760,621 713,503 25.8% 2,943,488 2,555,747 2,833,493 3,029,780 Intercompany Profit Impact: Sales to Retail Profit Elim (642,652) (218,914) (589,562) (157,875) (778,973) ( 164,383) (483,344) (123,062) (634,099) ( 180,892) (682,368) (195,613) Retail COGS Profit Letout/Recognition 227,216 212,428 140,644 147,097 172,397 188,759 $2,348,789 $848,156 36.1% $2,171,059 $768,056 35.4% $2,164,515 $736,821 34.0% $2,072,404 $713,910 34.4% $2,199,393 $802,549 36.5% $2,347,412 $886,363 37.8% Gross Margin Components: Gross Margin Rate • Retail – margin at stores/web; includes store occupancy, 2019 - 2025 helium, web freight, etc 40.0% • Wholesale (excl. Anagram) – margin at Amscan, distribution and manufacturing units; includes supply chain costs, etc 35.0% • Anagram – margin at balloon manufacturing unit 30.0% • Intercompany Profit Impact: − Sales to Retail Profit Elim – deferral of profit from 25.0% intercompany sales to stores (mainly Amscan) − Retail COGs Profit Letout – recognition of deferred profit 20.0% as units are sold at retail 15.0% 2019 2021 2022 2023 2024 2025 Retail Wholesale Anagram PCHI Private and Confidential. 36

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Freight has been our biggest margin headwind We are forecasting a 55% decline in Rate per Cubic Foot in 2023 vs 2022 • 2023 Cost per Container assumed at $6K Ocean + $1.5K Drayage/Other • Cash Impact in 2023 – Benefit of ~$80M vs. 2022: ‒ $41M lower spend due to 45% fewer containers (consistent with purchase decline) ‒ $38M benefit for lower rate • 2022 P&L Gross Margin negative impact $56M vs. 2019 (-320 bps) ‒ ~$39M erosion in 2023 vs. 2019 (-230 bps) • Potentially rates will be more favorable with capacity continuing to ease in 2023 (every $1K rate reduction is worth ~$3M cash); peak rates were 3X-4X historical pre-pandemic levels $ in 000s (except where noted) 2019 2021 2022 2023 2024 2025 # Containers Shipped 5,479 4,877 5,952 3,627 4,715 4,800 YOY Increase/(Decrease) 27.3% 22.0% -39.1% 30.0% 1.8% Cost per Container $3.4 $13.3 $14.5 $7.5 $5.0 $5.0 Total Freight Cost w/ Detention (Cash) $18,800 $64,800 $106,200 $27,200 $23,577 $24,000 Cost per Container w/ Detention Charges $3.4 $13.3 $17.8 $7.5 $5.0 $5.0 YOY Increase/(Decrease) 255.9% 34.3% -58.0% -33.3% 0.0% Rate per Cubic Foot $2.00 $6.48 $8.85 $3.95 $2.63 $2.63 YOY Increase/(Decrease) 208.6% 36.5% -55.4% -33.3% 0.0% Estimated P&L Cost of Freight $17,600 $35,837 $73,600 $56,125 $32,800 $27,000 Private and Confidential. 37

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Retail Gross Margin Margin growth driven by favorable product mix, price actions and strategic shift in promotions $s in '000s 2019 2021 2022 2023 2024 2025 Actual $ % Sls Actual $ % Sls Forecast $ % Sls Forecast $ % Sls Forecast $ % Sls Forecast $ % Sls Net Sales $1,634,119 $1,757,367 $1,762,607 $1,704,496 $1,781,564 $1,904,521 Franchise Revenue 9,279 8,532 7,429 6,686 6,686 6,686 POS Margin 801,527 49.0% 929,904 52.9% 928,013 52.7% 903,474 53.0% 950,573 53.4% 1,024,132 53.8% Other Product Costs* 42,708 2.6% 156,733 8.9% 105,528 6.0% 96,053 5.6% 97,954 5.5% 103,322 5.4% Net Margin 758,819 46.4% 773,172 44.0% 822,485 46.7% 807,420 47.4% 852,618 47.9% 920,810 48.3% Rent/CAM/Taxes** 230,722 14.1% 216,947 12.3% 226,456 12.8% 232,779 13.7% 230,513 12.9% 242,774 12.7% Other Occupancy Costs*** 91,271 5.6% 83,757 4.8% 93,233 5.3% 95,044 5.6% 97,963 5.5% 103,446 5.4% Gross Margin 436,826 26.7% 472,467 26.9% 502,796 28.5% 479,597 28.1% 524,143 29.4% 574,589 30.2% Summerhouse/Canada 32,397 1,130 Addbacks 28,206 60,339 7,651 -5,799 Gross Margin (excl. Addbacks) $506,708 28.9% $542,468 30.6% $517,876 29.3% $480,484 28.1% $530,829 29.7% $581,275 30.4% Gross Margin (as reported) $478,502 27.3% $482,129 27.2% $510,225 28.8% $486,283 28.4% $530,829 29.7% $581,275 30.4% *Other Product Costs includes: rebates, helium, web/DSD freight, markdowns, and shrink **Tenant Improvement Allowances are recognized on a cash basis in Rent/CAM/Taxes ***Other Occupancy = Utilities, Repairs/Maintenance, Depreciation, Insurance and Storage POS Discounts (in POS Margin) 140,553 8.6% 53,382 3.0% 50,879 2.9% 51,135 3.0% 53,447 3.0% 57,136 3.0% Private and Confidential. 38

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Wholesale/Distribution Gross Margin Margins improve as transitory costs and order volumes normalize in 2024 and beyond Private and Confidential. 39

Operating Expenses Private and Confidential. 40

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Expense overview Cost optimization work drives cost reductions along with increased operating disciplines Expense Group 2019 2021 2022 2023 2024 2025 Retail Operating $440,395 $432,507 $441,329 $424,824 $428,187 $452,557 Wholesale/Manu/G&A 231,058 231,954 251,732 245,060 257,698 265,948 International Business 50,072 6,668 Total $721,525 $671,129 $693,061 $669,884 $685,885 $718,505 % of Sales 30.7% 30.9% 32.0% 32.3% 31.2% 30.6% • Overall expenses in 2023 are $22M lower than 2022 − Retail Operating expenses lower in 2023 than 2022 due to cost optimization work and structural changes related to transitioning away from Amazon marketplace − Remaining SG&A are lower in 2023 vs 2022, driven by actions taken from 2022 reduction in force, cost optimization work and lower professional fees Private and Confidential. 41

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Cost optimization work to deliver $26M - $33M in savings Savings of $19M included in 2023 operating plan • 13 Projects closed, yielding estimated annualized savings of $12.4M • 10+ Projects in-flight, expected to deliver $9M - $15.4M in annualized savings • Closed and in-flight scope includes raw materials, logistics, IT/telecom, packaging and MRO GNFR and WIP Cost Savings • Eliminated 19% of corporate headcount by eliminating a combination of open and filled roles • Reorganized key functions to drive efficiency • Savings of $5M Team Member • Current work in progress redesigning operations field structure to drive further efficiency (included in 2023 Headcount Savings plan) rd • Work scoped with 3rd party consultant for COGS negotiation with sourced and 3 party vendors • Project currently on hold due to pending restructuring • Savings estimate ranges from $11.2M and $21.6M COGS Product Savings Additional opportunity for >$10M additional savings exists Private and Confidential. 42

04 – BUSINESS OPERATIONS & UPDATES Private and Confidential. 43

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Party City overview & key strategies Customer focus and being celebration occasion obsessed drives the strategy Party City Retail Strategy Average Sales Per Store $2,400 Modernize store fleet via NXTGEN conversions 1 $2,300 $2,200 $2,100 Upgrade product assortment 2 $2,000 $1,900 Leverage Delivery as a strategic differentiator $1,800 3 $1,700 $1,600 Win with Balloons 4 $1,500 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Regain Halloween authority 5 Drive digital conversion & remove online friction 6 Private and Confidential. 44 Thousands

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 1 Modernize the fleet via NXTGEN conversions NXTGEN stores drive sales increases by inspiring customers and removing friction Focal Elements of our NXTGEN Store Format Balloons as epicenter to create theater and remove friction Inspire Customers: • Elevate in-store experience by creating category “shops” • Leverage color and theatre to draw customers into key sections • Highlight assortment quality and differentiation Remove Friction from Purchase Experience: • Improved sightlines and navigation with lower fixtures • Realignment of category adjacencies based on shopper data • Simplify balloon shopping experience • Curated assortment to have more of what the customer wants Expand Usage Occasions: • Introducing new usage occasions to meet a broader range of party needs • Improved offering of localized assortment options Private and Confidential. 45

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 1 Modernize the fleet via NXTGEN conversions NXTGEN produces mid-single digit sales comps & payback within 30 months As of 2022, NXTGEN represents 24% of fleet, with Key Performance Metrics Key Performance Metrics potential to grow to over 50% by 2025 ~$150,000 net of tenant Roll-out history: Investment improvement allowance NXTGEN Roll-out 2020 2021 2022 Count 22 73 86 Mid-single digit sales increase Current roll-out plan: Sales Lift Vs balance of chain NXTGEN Type 2023 2024 2025 New 3 10 10 Relocation 4 15 15 Remodel 14 76 76 Total 21 101 101 Inventory ~10-15% inventory reduction CapEx (millions) 2023 2024 2025 Gross $11 $44 $44 TI -$4 -$21 -$21 Net CapEx $7 $23 $23 Payback Less than 30 months average Impact (millions) 2023 2024 2025 Sales $5 $38 $54 4-wall EBITDA $0 $3 $6 Private and Confidential. 46

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 1 Modernize the fleet via NXTGEN conversions NXTGEN proformas highlight healthy returns for new stores, relocations, and remodels RELO - YEAR 1 REMODEL - YEAR 1 Current NXT Current NXT Average GEN - 6% Average GEN - 6% Store Lift Store Lift Sales - Year 1 2.118 2.245 Sales - Year 1 2.118 2.245 Gross Margin 0.660 0.695 Gross Margin 0.660 0.728 Gross Margin % 31.2% 31.0% Gross Margin % 31.2% 32.4% Payroll & Benefits % 17.5% 18.0% Payroll & Benefits % 17.5% 18.0% Store Expenses % 5.7% 5.7% Store Expenses % 5.7% 5.7% Pre-Opening Expenses N/A 0.062 Pre-Opening Expenses N/A 0.002 4 Wall EBITDA 0.209 0.202 4 Wall EBITDA 0.209 0.239 4 Wall EBITDA % 9.9% 9.0% 4 Wall EBITDA % 9.9% 10.7% Family EBITDA 0.471 0.481 Family EBITDA 0.471 0.518 Family EBITDA % 22.3% 21.4% Family EBITDA % 22.3% 23.1% Square Footage 13,010 10,000 Square Footage 13,010 13,010 Rent/Sq Ft (Triple Net) 21.7 28.3 Rent/Sq Ft (Triple Net) 21.7 23.5 Capital Investment N/A 0.701 Capital Investment N/A 0.313 less: TI Allowance N/A -0.533 less: TI Allowance N/A -0.157 Total Capital N/A 0.168 Total Capital N/A 0.157 Inventory 0.359 0.325 Inventory 0.359 0.325 GMROI 3.04 3.33 GMROI 3.04 3.68 Payback (Months) N/A 27 Payback (Months) N/A 28 5 Year IRR % N/A 45% 5 Year IRR % N/A 39% Private and Confidential. 47

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Upgrade our product assortment 2 Historical assortment was over-SKU’d and lacked quality & differentiation Thoughtful SKU reduction has driven sales, turn and Product quality upgrades drive sales and provide better GMROI while improving the shopping experience margin while differentiating Party City from competitors Quality upgrade example: Party Favors Category Everyday Categories 2019 2022 Change Sales/Store $1,364,757 $1,661,626 21.8% Sku Count 18,926 11,352 -40.0% Sales/Sku $72.11 $146.37 103.0% Avg Inv $352,870 $263,877 -25.2% GMROI 2.04 3.33 63.2% Item: Pull Back Car Lip Gloss Set Quality Level: Low Moderate/Trend Turn 1.83 2.97 62.4% Usage: Single-Use Multi-Use Retail: $0.50 $5.00 Annual Sales: $7k $60k Margin Rate: 18.5% 59.1% Margin $: $1.3k $36k Private and Confidential. 48

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 2 Upgrade our product assortment Combination of improving quality and reducing SKUs drives category and total store financial improvement Example: April 2021 Girls Birthday Reset Results Key Resets Statistics: • Resets & product upgrades accomplished across all major categories in 2021/2022 • SKU reduction averaging 40% • Sales improvements ranging from 2% - 15% • Each reset has improved sales, turn and GMROI 2023 Plan: • Eight category resets planned • Continued product quality upgrades across multiple categories Private and Confidential. 49

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 3 Leverage delivery as a strategic differentiator Store-fulfilled delivery provides customers increased speed while removing friction and driving sales Delivery sales have reached ~5% of total sales with 62% of US households covered Delivery Sales 2500 6.0% 5.0% 2000 4.0% 1500 3.0% 1000 2.0% 500 1.0% 0 0.0% Store Init Web Init Total Delivery % of Total Sales • Delivery sales generated by both web and stores • December 2022 contracts with Doordash & Uber will drive ~$2.6M in delivery fee savings and improve network coverage. Partnership to include selling balloons and party supplies on their websites Private and Confidential. 50 Thousands Jul '20 Aug Sep Oct Nov Dec Jan '21 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan '22 Feb Mar Apr May Jun Jul Aug Sep Oct Nov

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Win with balloons 4 Balloon sales have accelerated, driven by innovation, expanded usage occasions and new selling techniques Party City Balloon Sales $500 $450 $400 $350 $300 $250 $200 $150 $100 2016 2017 2018 2019 2020 2021 2022 Increase in 2021 balloon sales driven by increased marketing spend on balloons, start of balloon delivery and curbside pickup Industry-leading assortment breadth and depth Value ($5.30) Basic (12/$19) Innovative ($16) Premium ($40) Decoration ($66) DIY ($100) 75”’ tall 5’ tall Private and Confidential. 51 Millions

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Regain Halloween authority 5 Stabilization of retail sales, coupled with wholesale growth and scaling Halloween City format will drive predictable growth Future Halloween growth driven by three initiatives Historical and projected sales trends Business 2019 2020 2021 2022 2023 2024 2025 1. Party City Retail Annual Growth of 1-3% Retail $266.0 $177.9 $248.1 $277.0 $273.8 $282.0 $309.6 Wholesale $33.1 $39.7 $36.3 $50.5 $53.5 $56.8 $60.2 2. Wholesale Growth of 5-7% Total $299.1 $217.6 $284.4 $327.5 $327.3 $338.8 $369.8 3. Scaling of Halloween City Format Private and Confidential. 52

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Drive digital conversion & reduce online friction 6 New omni-channel capabilities and focus on delivery experience increases relevancy Strategic Focus on Growing Digital Sales Penetration from Most 2022 Sales by Channel Profitable Channels 84.8% Digital Sales by Channel (% of retail sales) Sales $350,000,000 STORES 16.2% $300,000,000 15.7% 15.3% 13.9% 6.1% 13.7% $250,000,000 Sales 15.0% BOPIS/BOPAC $200,000,000 10.9% $150,000,000 4.9% Sales $100,000,000 DELIVERY $50,000,000 $0 4.3% 2019 2020 2021 2022 2023 2024 2025 Sales BOPIS/BOPAC Delivery Ship to Home SHIP TO HOME Private and Confidential. 53

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Drive digital conversion & reduce online friction 6 Strategic investments in Delivery & Omni Experiences will fuel long-term digital growth Six Key Digital Priorities to Improve Conversion 80 bps and Remove Friction • Ability to treat multi-ship orders as single • Integrations to diversify LM carrier pool order • Enables rate shopping for efficiencies • Distribute orders to end fulfiller at scale Distributed Order Last-Mile Management Optimizations Benefit: Enables accelerated omni growth Benefit: $2M opex cost savings • Shoppable content (incl. video) • Performant, scalable ability to show local level product inventory on SRP • Easy to buy total party solution • Removes inventory OOS friction Dynamic Search Benefit: Improves A2B from SRP >24% Dynamic Collection Merchandising Benefit: Improves conversion 400bps Shopping within the “kit” experience • Enables customers to view availability for • Improve load speed marketplace services • Simplify delivery UX • Improves balloon/delivery scheduling • Reduce web service calls Cart & Checkout Enhanced Scheduling Benefit: Foundational for marketplace Benefit: Improves conversion 30bps Optimizations Capabilities Private and Confidential. 54

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Wholesale overview & key strategies New go-to-market solution selling strategy adds wholesale relevancy Wholesale Strategic Drivers 1. Lead the market in shopper 1 insights and category leadership 2. Create and sell category solutions 2 that drive new acquisition and share of shelf with existing customers 3. Grow existing customer base 3 Private and Confidential. 55

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 1 Lead the market in category and customer insights First of its kind insights in the party channel created and deployed to cement category leadership with key accounts Insight capabilities are driving new business acquisition Robust portfolio of insights now utilized in selling New Celebrator dashboard Quarterly Celebrations report The Party Industry has historically sold in price and not insights: • Amscan and competitors have sold via catalogs, offering items to customers and not complete solutions • The celebrations category in many channels (e.g., grocery) is among the least productive space in the store • Leveraging insights positions PCHI/Amscan to sell on category expertise and push price further down the decision criteria Channel Insights: • Partnered with Cadent and Numerator to develop first ever Secondary consumer & party data Category-specific primary research market size and structured reporting for key party categories Category/Consumer Insights: • Leverage robust primary and secondary research available in the PCHI library to inform recommendations at the category level Private and Confidential. 56

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 2 Create and sell category solutions New insights-driven selling strategy & branded solutions uniquely position PCHI with four key brands Historical go to market focused New go to market focused on category leadership through insights, brands and shelf- on item-selling activation programs at the retailer Brand Quality Tier SKU Offering Highly curated. Seasonal & Everyday category shippers and PDQs Good/Value Curated. ~200 items covering essentials in a broad range of party Better/Basics categories Moderate. ~500 items covering key categories, trend-driven Better/Trend Dominate. 10,000 items offering breadth and depth Full Range Private and Confidential. 57

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 2 Create and sell category solutions Party Impressions and go brightly brands are driving new customer acquisition Party Impressions driving shipper/display orders go brightly brand solution has resonated with retailers • Program consists of both seasonal and everyday shippers and display units • Supplements existing category and seasonal plans Private and Confidential. 58

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 2 Create and sell category solutions Ginger Ray and Amscan branded solutions expected to drive incremental revenue Party Impressions driving shipper/display orders New Amscan product set launching 04/23 • Ginger Ray brand is currently sold in Target and online • Launching 4’ sections of the Ginger Ray brand with the Independent Party channel and key customers • Product offers a trend-forward party option • Brand pitch with • Category aligns with celebrations as a key Independent Party channels driver of physical and mental wellness January 2023 • 6,700 store commitment • Meeting with top 10 key • Assortment includes key everyday categories accounts in Q1 and balloon endcap Private and Confidential. 59

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES 3 Grow existing customer base Strategic category management expertise leveraged to drive increases with existing customers “Customer A” “Customer B” 2021 2022 2023 2021 2022 2023 $ Revenue $22M $19M $21M $ Revenue $33M $47.0M $48M Index vs. PY 118 86 110 Index vs. PY 124 142 102 Key Drivers for 2023 Key Drivers for 2023 • $17M Everyday business awards secured • H2 Party City store count expansion: $4M (6 stores) • Incremental Holiday Program $1M • Relaunch of SWAS: $1M (10% base growth) • New Year’s End Cap Program: $500K • Custom SKU development for Licensing development: $325K • Pinata Re-Engagement: ~$400K Headwinds Headwinds • DC Set-Up Pipeline fill ($4M) and Halloween ‘22 sell • Halloween Gifting Program contraction: through ($150K) Private and Confidential. 60

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES ANAGRAM Private and Confidential. 61

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Party City and Anagram organizational structure Anagram was designated as an unrestricted subsidiary, separate from Party City credit group, as part of an exchange transaction in July 2020, while remaining a wholly owned subsidiary of Party City PARTY CITY / ANAGRAM ORGANIZATIONAL STRUCTURE Party City Party City Holdings Inc. is the issuer of: Holdco Inc. 1 Anagram Unrestricted $562mm ABL Facility Subsidiary $750mm Senior Secured 1L Notes due 2026 $162mm of First Lien Party City Notes due 2025 PC Intermediate Holdings, Inc. $23mm of Senior Notes due 2023 $92mm Senior Notes due 2026 Party City Holdings Inc. Anagram Holdings, LLC Anagram entities are Anagram International not obligors Inc. Anagram Holdings LLC and Anagram for Party City Holdco's International Inc. are the issuers of: debt Restricted Group Entities $15mm ABL Facility Anagram International $119mm 1L Sr. Secured Notes due 2025 Holdings, Inc. $94mm 2L Sr. Secured Notes due 2026 1 As of 11/06/2022 Private and Confidential. 62

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Anagram is the market leader in foil balloons Anagram’s market positioning creates a critical differentiator for PCHI retail and wholesale businesses in our core balloon category 1 THE GLOBAL FOIL BALLOON MARKET ANAGRAM’S GLOBAL REACH (% OF MARKET SHARE) $700 – $800mm U.S. & Canada Foil Sales $1.0bn – $1.3bn 50-55% 55-60% Total Market 35-50% Foil Sales $300 – $500mm Rest of the World Foil Sales 35-50% − Management believes Anagram enjoys ~50% market share position in the global foil balloon marketplace, which is significantly more than its nearest competitor − Key strategic alliances in targeted regions around the globe in achieving its market penetration, including a joint venture with Mexico’s dominant balloon manufacturer Convertidora − Strong, established networks for sales in the UK, EU, Australia, New Zealand, Africa, Asia and other international markets through Anagram’s relationship as the primary supplier of Summerhouse, a former Party City subsidiary, for balloon needs in these markets − Anagram has similarly benefited from a strategic supply agreement with a Chinese manufacturer for foil number balloons, a major product category for its distribution to customers globally and a platform for expanding business in China − By maintaining a vertically integrated business model, Anagram can continue to penetrate international markets organically by delivering market-specific products, at competitive prices, that meet the evolving preferences of customers − Foil balloons are highly differentiated from latex balloons, with broader distribution channels, more impactful merchandising opportunities, and sales at significantly higher price points 1 Market size is company estimate Private and Confidential. 63

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Uniquely positioned in the balloon landscape Anagram’s global footprint, impressive manufacturing capabilities and established licensing relationships distinguishes them from their competitors COMPETITIVE LANDSCAPE Vertical Company Product Type Global Footprint Licensing Competitive Pricing Commentary Manufacturing ▪ Focused on innovation on Exclusive product merchandising ✓✓✓✓ Focus on Foil ▪ Broadest product offering ▪ Higher Price Point Leader in Latex, ▪ Acquired NSB ✓ X✓ X Recent Focus on Foil ▪ Foil focus to target Anagram ▪ Focused in U.S. and Canada Focus on ▪ Limited manufacturing X X X X Foil & Latex capabilities ▪ Marginally profitable Focus on Foil, Latex & ▪ Significant supplier to value ✓ X X✓ Flex Packaging channel ▪ Low quality product and service Focus on Foil & ▪ Partner with Anagram in X✓ X✓ Flex Packaging Convergram Private and Confidential. 64

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES License agreements are a key differentiator Anagram benefits from a competitive advantage as the licensee of popular characters and novelty features through licenses, which accounted for $40mm of 2021 sales KEY LICENSES Private and Confidential. 65

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Anagram – Sales by channel Sales ($) $100 $89 76 $80 $70 $69 $61 60 56 56 56 $60 $39 35 $40 26 25 26 25 22 22 19 18 17 17 17 16 $20 14 11 9 8 8 6 4 $- 2018 2019 2020 2021 Sep YTD 2022 Affiliate -Party City Domestic Distributors Value Intl Distributors Amscan International Other 33% 36% 41% % Sales to Party City: 23% 35% Private and Confidential. 66 Thousands

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES HELIUM Private and Confidential. 67

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Known global helium reserves At current and expected growth in global demand, there is enough known reserves to last nearly 300 hundred years • US known and probable helium reserves are in excess of 744 billion cubic feet* - Includes helium extraction from Natural Gas Canada: 6 Billion cuft Russia: 21 Billion cuft - Includes measured and speculative resources • Remainder of global reserves are in excess Qatar: 30.3Billion cuft of 1.13 trillion cubic feet* - Qatar, Algeria, Russia, Canada, and China have largest reserves Algeria: 24.6Billion cuft - Significant exploration activity on the African US: 744 Billion cuft continent likely to increase global reserves China: 3.3 Billion cuft * U.S Geological Survey, Mineral Commodity Summaries, January 2021 Private and Confidential. 68

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES Global demand vs global production Global production expected to peak in 2029 at ~8.1 Billion cuft 9,000.00 8,000.00 • Global demand expected to rise to 7,000.00 7 billion cuft by 2030 6,000.00 − Gazprom expected to add to global supply in 2023 and ramp up in 2024 and beyond 5,000.00 4,000.00 3,000.00 2,000.00 1,000.00 - 2023 2024 2025 2026 2027 2028 2029 2030 Proj Demand Projected Production Data provided by Intelligas Consulting December 2022 Private and Confidential. 69 Volume (mmcf)

PROVIDED SUBJECT TO FRE 408 AND ANALOGOUS STATE LAW FOR SETTLEMENT PURPOSES PCHI is well positioned to continue to supply Party City stores % of Stores • Strong and Diverse Helium Supply Chain 17 4 - Primary suppliers are Linde, American Gas 43 Products, American Compressed Gas, Air Gas 10 - Independent wells in North America 26 - Strong regional providers that prioritize PCHI based on volume Linde AGP ACG Air Gas Others • As one of the largest individual purchasers of Blended Cost per CuFt helium in the US, PCHI can leverage position for more favorable conditions with providers 0.81 0.76 0.65 0.62 0.57 • Capability to purchase liquid helium to mitigate shortfalls on spot market 0.39 • Short term goal (12 months) is to control 76%+ of helium needed 2018 2019 2020 2021 2022 2023 Private and Confidential. 70