Deutsche%20Bank%20Leveraged%20Finance%20Conference

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• Deutsche Bank Leveraged Finance Conference
• George Gresham
• September 24, 2008

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Forward-Looking Statements

• Statements in this presentation that are not
  reported financial results or other historical
  information are forward-looking statements
  within the meaning of the Private Securities
  Litigation Reform Act of 1995. Such
  forward-looking statements include (1) our
  intent to grow our business by growing revenues
  with current customers, winning new customers,
  penetrating new markets, innovating and
  leveraging our databases and marketing assets
  (2) our plans to renew existing customers and win
  new customers (3) our plans to increase
  same-store sales (4) our expectation of growth
  in gaming revenue and gaming expansion in various
  markets (5) our belief that providing cash
  access services on new platforms should enhance
  profitability and margins (6) our belief that
  higher margin platforms will increase their
  installed base in the future, (7) our belief that
  the Arriva card should enhance profitability, (8)
  our guidance with respect to revenue, gross
  margin, operating expense and operating income,
  and (9) our estimated future free cash flow and
  uses thereof. Such forward-looking statements are
  based on current plans, estimates and
  expectations, and are not guarantees of future
  performance. They are subject to a number of
  business risks and uncertainties, any of which
  could cause actual results to differ materially
  from those expressed in or implied by the
  forward-looking statements, including the
  following (1) technical, competitive and
  regulatory impediments, operational and resource
  limitations and gaming establishment acceptance
  of our value propositions (2) competitive
  pressures such as pricing, availability and
  breadth of offerings or gaming establishments
  replacing their outsourced cash access services
  with in-house cash access services (3)
  competitive pressures that require us to reduce
  our pricing or changes in gaming establishment
  patron cash access behavior (4) regulatory or
  social responsibility impediments, economic
  downturns, a decline in the popularity of gaming
  or changes in the demographic profile of gaming
  patrons (5) our failure to obtain regulatory
  approval for our EDITH platform or our inability
  to enter into strategic relationships with
  providers of redemption kiosks on favorable
  terms (6) gaming patron preference for using
  traditional gaming establishment cashiers or
  gaming establishment unwillingness to incur
  capital expenditures for unmanned platforms (7)
  our failure to properly manage the credit risk
  associated with the Arriva card (8) our
  inability to control the demand for cash access
  services within gaming establishments,
  competition from new and existing competitors and
  the incurrence of unplanned operating or capital
  expenses (9) our failure to achieve estimated
  future income levels, unanticipated capital
  expenditures, changes in tax rates or position
  and the need to deploy cash flow to existing or
  new business development initiatives. Additional
  factors that could cause actual results to differ
  materially are included under the heading Risk
  Factors in the Companys Annual Reports on Form
  10-K and Quarterly Reports on Form 10-Q filed
  with the U.S. Securities and Exchange Commission
  from time to time. The Company undertakes no
  obligation to publicly update or revise any
  forward-looking statement.
• This presentation includes pro forma information,
  or non-GAAP financial measures, that are
  different from financial measures calculated in
  accordance with GAAP and may be different from
  pro forma calculations made by other companies.

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Company Overview

• We are the worlds leading cash access provider
  to the gaming industry
• Industry Leader
• Recent consolidation of the sector with two
  acquisitions of smaller competitors
• Greater than 80 of the U.S. market
• Product Superiority
• 3-in-1 patent protected IP
• Expansive data sources
• Central Credit Only gaming specific credit
  bureau in the world
• Differentiated service offerings including in
  source/out source model for booth operations and
  sophisticated help desk offerings
• PowerCash and other cashless gaming products
  deployed or in development
• Development relationships and or JVs with IGT and
  Ballys
• Experienced Management Team
• New team now in place to drive operating
  performance improvement
• Compelling Financial Model
• Recurring revenue
• Low capital expenditure, high free cash flow
• Profits not currently subject to federal tax
• Significant operating leverage

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Leading Cash Access Provider To The Gaming
Industry
At the Intersection of Consumers, Cash and Casinos
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Gaming Industry and Cash Access
GCA drives Casino Profits, Efficiency and
Customer Loyalty

• Cash access vendor is critical to the success of
  the casino customer experience
• Consumers increasing use of debit and credit
  cards require casinos to offer multiple options
  to allow customers access to cash
• Casinos need to put money on the floor quickly
  and efficiently
• Casinos want to reduce lines at the cage and
  check cashing booth and allow customers to play
  longer
• Casinos want lower costs, increased customer play
  and enhanced customer loyalty

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Product Description
CASH ADVANCE ATM CHECK SERVICES CENTRAL CREDIT/OTHER
SEGMENT DESCRIPTION Credit cash advances POS debit card transactions Patron repays the issuing bank based on cardholder agreement ATM services Largest category of GCA's electronic payments transactions, as measured by dollar and transaction volume Offers check verification services Central Credit database, used by gaming establishments to make credit issuing decisions Check warranty services - gaming establishment pays a fee for the warranty service Gaming patron credit bureau Designed to allow gaming establishments to improve their credit-making decisions. Other services include money transfer
of 2007 REV 52.6 40.0 5.2 2.2
of 2007 EBITDA 43.2 40.4 15.0 1.4
PRODUCTS Casino Cash Plus 3-in-1 ATMACM3-in-1 Enabled QuickJack PlusQuikCashQuikCreditQuikCash Plus WebTicket-Out Debit DeviceEDITH Casino Cash Plus 3-in-1 ATMACM3-in-1 Enabled QuickJack Plus Check VerificationCheck Warranty Information ServicesMoney Transfer
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The Original GCA Advantage 3-in-1 Rollover

• Problem the average ATM daily limit is 300-500
• Insufficient for many gaming patrons
• Friday/Saturday/Sunday is one day
• Result 30 of ATM requests in casinos are
  declined
• Solution
• Debit Card Cash Advance daily debit limit is
  5-10x the ATM limit
• Credit Card Cash Advance independent of how
  much money is in the bank
• 3-in-1 rollover solution informs ATM patrons of
  alternatives when theyve been declined on ATM.
• Without being informed, most patrons walk away
• 25 of declined ATM transactions converted to
  successful cash advance transactions
• Higher average ticket
• Higher average fee

Protected US Patent 6,081,792
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GCA 3-in-1 Proven to Put More Cash on the Floor
Large Native American 16
Companies have seen increases in debit and credit
cash to the floor from switching to GCA 3-in-1
Atlantic City 29
Gulf Coast 17
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Invaluable Information
The industrys only credit bureau for credit
granted by casinos.
GCA has the unique ability to tell casinos how
much cash their best customers are accessing in
competitors properties.
The industrys first and best casino cashier
automation tool. Increased productivity and
accuracy.
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Major Casinos Rely on GCA
GCAs breadth of products is unmatched by the
competition
Top Customers Cash Access Services Information
Services Cashless Gaming
ATM Cash Advance Check Warranty Central
Credit Marketing QCP EDITH KIOSK
Harrah's/Caesars ? ? ? ? ? ? ? MGM
MIRAGE ? ? ? ? ? Boyd/Coast ? ? ?
? ? ? ? Penn National ? ? ? ? ?
? Foxwoods ? ? ? ? ? ? ? Mohegan
Sun ? ? ? ? ? ? ? Station Casinos ? ?
? ? Wynn ? ? ? ? ? ? Trump ?
? ? ? ? ? Pechanga ? ? ? ? ? ?
Pinnacle ? ? ? ? ? ? Thunder Valley ?
? ? ? ? ?
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GCAs History

• New management team recruited to improve business
  performance
• Scott Betts, CEO (Oct 2007)
• George Gresham, CFO (Feb 2008)
• Mari Ellis, CIO (Feb 2008)

• 1998 Founded
• Formation of Global Cash Access, LLC First Data
  58, Bank of America 21, MC International 21
• 1999 2001 Significant Transactions
• First Data and MC buyout of Bank of America
  interest
• Central Credit purchase
• Purchase of Wells Fargo gaming ATM business
• 2004 Re-capitalization/Re-structuring
• Buyout of First Data interest by MC
  International
• Private equity co-investment by Summit Partners
• 2005 IPO

Stock Price Chart - LTM
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Experienced Management Team

• Payments/Gaming
• Experience
  Years
• Scott Betts - President, Chief Executive Officer,
  Secretary and Treasurer 7
• Joined GCA in late 2007
• FDC, Payments industry consultant
• George W. Gresham - Executive Vice President and
  Chief Financial Officer 6
• Joined GCA in February 2008
• EFD eFunds Corporation, Deloitte Touche, LLP.
• Kathryn S. Lever - Executive Vice President and
  General Counsel 7
• Joined GCA in September 2005
• Practiced gaming law/regulation at Brownstein,
  Hyatt, Farber, and Shreck LP
• Mark Labay - Senior Vice President, Product
  Management 6
• Joined GCA in 2002
• Deloitte Touche, LLP.
• Kurt Sullivan - Executive Vice President, Check
  Services and Central Credit 22
• Joined GCA in December 2000
• Circus Circus Enterprises, Inc.
• Mari Ellis - Executive Vice President,
  Technology 11

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Competition in the U.S. Gaming Cash Access Market
Today
2006
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Attractive Business Model With Significant Growth
GCA has significant growth opportunities

• Long-term contracts with high retention rate
• Modest fixed cost structure with significant
  operating leverage
• Short-term opportunities
• Integration of acquisitions
• Cost rationalization
• Define an integrated product and technology
  roadmap
• Long-term growth opportunities
• International
• Leverage technology innovation to drive margins

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Transaction Growth
GCA volumes have been growing at 10-15 per year
for the last six years
GCA 2007 Transactions

• Almost 1 billion 20 bills
• Enough to wrap Earth 3.7 times
• 3.9 billion hands of 5 blackjack

• 228 average transaction
• 161 transactions per minute
• 37,000 disbursed per minute

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Financial Performance
Revenues
Operating Income
( in millions)
( in millions)
1
CAGR 11.2
600.9
CAGR 11.9
1 Excludes non-cash compensation expense
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Financial Performance
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Cash Flow
In the first quarter of 2008, GCA discontinued
the Arriva business resulting in a 5.5 million
bad debt reserve adjustment.
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Balance Sheet
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Summary

• Industry Leader
• Attractive Business Model
• Long-term contracts with high retention rate
• Contractual linkage to customer expansion
• Low capital and labor intensity
• Significant Growth Opportunities
• United States
• Asia
• Europe
• New Product Leadership
• Competitive differentiation
• Margin improvement
• One-to-one relationship with gaming patrons
• Robust Free Cash Flow

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