EX-99.2

Investor Presentation December 2016

Exhibit 99.2

D I S C L A I M E R

This presentation contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities

Exchange Act of 1934, as amended. These statements include, but are not limited to, statements related to our expectations regarding the performance of our business,

our financial results, our liquidity and capital resources, the proposed spin-offs and other non-historical statements. You can identify these forward-looking statements by

the use of words such as “outlook,” “believes,” “expects,” “potential,” “continues,” “may,” “will,” “should,” “could,” “seeks,” “approximately,” “projects,” “predicts,”

“intends,” “plans,” “estimates,” “anticipates” or the negative version of these words or other comparable words. Such forward-looking statements are subject to various

risks and uncertainties, including, among others, risks inherent to the timeshare industry, risks related to financing transactions expected to be consummated in connection

with the spin-off, macroeconomic factors beyond our control, competition for timeshare sales, risks related to doing business with third-party developers, performance of

our information technology systems, risks of doing business outside of the United States and our indebtedness, as well as those described under the section entitled “Risk

Factors” in our effective Registration Statement on Form 10, as filed with the Securities and Exchange Commission (“SEC”) on November 30, 2016. Accordingly, there are or

will be important factors that could cause actual outcomes or results to differ materially from those indicated in these statements. These factors should not be construed as

exhaustive and should be read in conjunction with the other cautionary statements that are included in this presentation and in our filings with the SEC. We undertake no

obligation to publicly update or review any forward-looking statement, whether as a result of new information, future developments or otherwise, except as required by

law.

This presentation is not an offer to sell or the solicitation of an offer to buy any securities of the company, nor will there be any sales of securities of the company in any

jurisdiction in which the offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction.

This presentation includes certain non-GAAP financial measures, including net income before interest expense, income tax expense, depreciation and amortization (“Adj.

EBITDA”), Adj. EBITDA Margin, Net Debt and Net Debt / Adj. EBITDA, Contract Sales, Free Cash Flow and Return on Invested Capital (“ROIC”). Non-GAAP financial measures

Adj. EBITDA, Adj. EBITDA Margin, Net Debt and Net Debt / Adj. EBITDA should be considered only as supplemental to, and not as superior to, financial measures prepared in

accordance with U.S. GAAP. Please refer to the Appendix and footnotes of this presentation for a reconciliation of the historical and forward-looking non-GAAP financial

measures included in this presentation to the most directly comparable financial measures prepared in accordance with U.S. GAAP.

ROBERT LAFLEUR

Vice President

Investor Relations,

Hilton Grand Vacations

MARK WANG

President & CEO,

Hilton Grand Vacations

V A C A T I O N O W N E R S H I P I S F L E X I B L E

(1) As of October 2016

Source: Company reports

G R A N D I S L A N D E R

GRAND WAIKIKIAN

Waikiki, Hawaii

GRAND WAIKIKIAN

Waikiki, Hawaii

Standard hotel room

GRAND WAIKIKIAN

Waikiki, Hawaii

Standard hotel room

High-Quality

Customer

We consider our 265,000 members to be among the highest quality in the industry with:

93%

Homeowners

(Owners as of 9/30/16)

$113,000

Average Household

Income

(Owners as of 9/30/16)

Leisure Travel

Days Per Year

H I G H -

Q U A L I T Y , L O Y A L C U S T O M E R S

We consider our 265,000 members to be among the highest quality in the industry with:

H I G H -

Q U A L I T Y , L O Y A L C U S T O M E R S

Baby Boomers

Millennials

Generation X

(2016 New Owners)

We consider our 265,000 members to be among the highest quality in the industry with:

H I G H -

Q U A L I T Y , L O Y A L C U S T O M E R S

1.78%

Delinquency Rate

(For Loans Over 30 Days

Past Due Not in Default)

(As of 9/30/16)

2.84%

Loan Default Rate

(Year ended 12/31/15)

736

Weighted Average

Fico Score

(9 months ended 9/30/16)

(1) For

new

loans

U.S.

and

Canadian

borrowers

the

time

origination;

(2)

2.2%

HOA

delinquency

rate

for

the

year

ended

12/31/15

Source: Company analysis

T H E N E W P A R A D I G M I N V A C A T I O N O W N E R S H I P

(1) Approximate Third Party based on a range of product cost times sales value of inventory. (2) 37/9 assets in Resort/Urban destinations, respectively

T H E N E W P A R A D I G M I N V A C A T I O N O W N E R S H I P

(2) 37/9 assets in Resort/Urban destinations, respectively

T H E N E W P A R A D I G M I N V A C A T I O N O W N E R S H I P

(1) Approximate Third Party based on a range of product cost times sales value of inventory.

(1) Approximate Third Party based on a range of product cost times sales value of inventory. (2) 37/9 assets in Resort/Urban destinations, respectively

Rental & Ancillary

Financing

Club & Resort

Real Estate

First Time Buyer

•

Deeded timeshare

•

Real Estate margin 27.5%

YE 2015

Real Estate

Credit

•

Loans to high-quality

customers

•

Interest income

•

Origination and servicing

fees

Financing

Dues & Fees

•

Manage resort HOAs –

HOA management fees

•

Operate

HGV

Club

–

Club

enrollment fees, annual

membership dues and

transaction fees

Club & Resort

On Property

•

Market transient rental –

rental revenues

•

Retail, F&B and spa

revenues

Rental & Ancillary

Additional Purchase

•

Second sale Real Estate

revenue

•

Incremental Management

Fees, Financing, Rental &

Ancillary Revenue

Real Estate

Note: (1) Average, including spend related to follow-on VOI purchases, adjusted for defaults and share of customers financing; includes all interest revenue for contract sales; (2) Rental sales and retail sales associated with transient and marketing stays

not attributed to members.

Analysis represents ancillary spend and excludes rental.

Source: Company analysis

We expect to generate 60% of a customer’s lifetime value after the initial purchase.

We expect to generate 60% of a customer’s lifetime value after the initial purchase.

attributed to members.

Analysis represents ancillary spend and excludes rental.

Source: Company analysis

$1.0B

Annual Industry

VOI Sales

Consumer

protection

Single Location

Limited

Single-week

Classified by Small

Independent Players

$8.6B

Annual Industry

VOI Sales

Meaningful Consumer

Protection

Points-based

Global Network

Led by Major

Hospitality

Brands

DNC

Cool

Off

Lending

Laws

Home

Stay

IN-Network

Exchange

Hotel

Exchange

Other (RCI,

Airline, Car)

Now: 2016

Source:

AIF,

Sate

the

Vacation

Timeshare

Industry

–

Shared

Vacation

Ownership,

2016

edition

Then: 1985

(1)

Unless

otherwise

noted,

HGV

Net

VOI

Sales

data

from

historical

financial

statements.

1992

–

1998

HGV

Net

VOI

Sales

estimated

due

lack

historic

data.Note:

(*)

Started

Orange

Lake

Resort

(**)

Wyndham

predecessor

Fairfield

entered

the

market

1966,

but

went

bankrupt

1990.

emerged

the

first

vacation

ownership

company

use

points-based

model.

Source:

ARDA;

public

financials;

company

reports

S T R O N G M A R K E T P O S I T I O N I N G

(1) Starwood Vacation Ownership acquired by Interval Leisure Group in May 2016.

Source: Company Financials

Trailing 12-Month Sales

Relative to Calendar Year 2007

HGV Market Share: 5%

12%

(‘07-‘15)

S T R O N G M A R K E T P O S I T I O N I N G

(1) Starwood Vacation Ownership acquired by Interval Leisure Group in May 2016.

Source: Company Financials

H G V ’ S K E Y D R I V E R S : D E M A N D , E N G A G E M E N T A N D I N V E N T O R Y

Source: Company reports

Revenue Growth

2015 Real Estate Revenue $949M

2013-2015 CAGR 10%

Demand

Approximately 300k

owners/new customer tours

Customer

Engagement

Supply

H I G H L Y E F F

E C T I V E C U S T O M E R E N G A G E M E N T M O D E L

Tours (000s)

M A R K E T I N G C H A N N

E L S

YTD 9/30/16

Marketing Mix

88% Hilton

Affiliated

Channels

Hilton Hotel

Marketing

Non-Hilton

Affiliate

12%

In House

25%

Direct

Marketing

49%

Club Direct

H I G H L Y E F F

E C T I V E C U S T O M E R E N G A G E M E N T M O D E L

Sophisticated

and high-tech

experience for

customers

H I G H L Y E F F

E C T I V E C U S T O M E R E N G A G E M E N T M O D E L

Premium closing

rates, cost effective

model and high

rate of repeat

purchase

S C A L E A N D S T R A T E G I C D I S T R I B U T I O N L O C A T I O N S

(1) Japan Population

Source: In-Market Tourist Travel Board

Note: Numbers denote annual visitation

Hawaii 8M

Southern California 34M

New York 58M

Las Vegas 40M

Japan 126M

Myrtle Beach 22M

D.C. 19M

Orlando 63M

200M+

N E T O W N E R G R O W T H

Member Growth (1999 –

2015)

Capital-Efficient

Business Model

C A P I T A L -

E F F

I C I E N T B U S I N E S S

M O D E L

Inventory Sources

as a Percentage of 2015 Contract Sales ($1,068 million)

Developed

VOI inventory sourced

from projects developed by HGV

Just-in-Time

VOI inventory sourced

in transactions that are designed to

closely correlate the timing of the

acquisition to the sale

Fee-for-Service

VOI inventory HGV

sells and manages on behalf of

third-party developers

C A P I T A L -

E F F

I C I E N T B U S I N E S S

M O D E L

HGV Developed Inventory

Capital:

•

HGV Capital

Revenue Streams:

•

Sales of VOI

•

Financing

•

Club & Resort Management

•

Rental & Ancillary

Margin:

•

vs. JIT -

higher

•

vs. FFS -

higher

Return:

•

vs. JIT -

lower

•

vs. FFS -

lower

C A P I T A L -

E F F

I C I E N T B U S I N E S S

M O D E L

Just-in-Time Inventory

Capital:

•

HGV Capital

Revenue Streams:

•

Sales of VOI

•

Financing

•

Club & Resort Management

•

Rental & Ancillary

Margin:

•

vs. Developed -

lower

•

vs. FFS -

higher

Return:

•

vs. Developed -

higher

•

vs. FFS -

lower

C A P I T A L -

E F F

I C I E N T B U S I N E S S

M O D E L

Fee-for-Service Inventory

Capital:

•

Third Party Capital

Revenue Streams:

•

Commissions & Brand Fees

•

Club & Resort Management

•

Rental & Ancillary

Margin:

•

vs. Developed -

lower

•

vs. JIT -

lower

Return:

•

vs. Developed -

higher

•

vs. JIT -

higher

H G V I N V E N T O R Y S P E N D I N G

H G V I N V E N T O R Y P O S I T I O N

We have dramatically

increased inventory,

81% capital-efficient

as of 9/30/16

(1) As of September 30, 2016, supply of inventory equaled 5.5+ years of sales up from 2.7 years in 2011

Source: Company 10-Ks, Company presentation

I N V E N T O R Y

R A P I D L Y

A N D

S U P P

O R T

H I G H E R

S A L E S

HGV Contract Sales (2011-2015)

(Millions of Dollars)

K E Y D E V E L O P M E N T P A R T N E R S

(1)

Represents

the

capital

HGV

would

have

spent

these

weren’t

Fee-for-Service

projects:

estimated

product

cost

25%

applied

the

$5B

estimated

gross

volume

Source: Company reports

$61M

vs.

~$1.3B

Source: Company 10-Ks, Company presentation

We are the industry leader in fee-for-service

Why HGV?

returns to HGV and 3 party developers

•

Proof of concept

•

Strong brand

•

Leading industry performance

•

Efficient

and

scalable

distribution

model –

attractive

•

Strong

portfolio

party

developers

with

history of multiple projects

•

3-4 year ramp-up period

Key Investment

Highlights

K E Y I N V E S T M E N T H I G H L I G H T S

Exclusive Long-Term Relationship with Hilton

Sophisticated Customer Engagement Model

Exceptional Vacation Offerings

High-Quality Customers & Strong Net Owner Growth

Differentiated, Capital-Efficient Business Model

Strong Growth Opportunities

Experienced and Execution-Focused Management Team

Access to Hilton’s strong commercial engines

•

Exclusive rights to use the Hilton brand

name in the timeshare space

•

Access to 58 million HHonors

members

•

Industry-leading sales & marketing

platform and continued use of Hilton.com

•

Access to proprietary Hilton data

•

Access to convert HGV Club points to

HHonors

points

•

License fee is 100% variable

Loyalty Program

~58M members

Worldwide Sales

~$10B in annual revenue

Reservations &

Customer Care

+40M interactions per year

Online & Mobile

~570+M site visits per year

Information Technology

Proprietary platform

S O P H I S T I C A T E D C U S T O M E R E N G A G E M E N T M O D E L

89+ Million Qualified Prospects

170+ million Unique Individuals

(proven Hilton affinity)

Contactable

(legal and business rule compliance)

Profile

(wealth score)

Offer

Capable

(income and model)

TUSCANY RESORT

Orlando, Florida

SUNRISE LODGE Park City, Utah

ELARA

Las Vegas, Nevada

WEST 57

STREET New York, New York

H I G H -

Q U A L I T Y , L O Y A L C U S T O M E R S

We consider our 265,000 members to be among the highest quality in the industry with:

93%

Homeowners

(Owners as of 9/30/16)

$113,000

Average Household

Income

(Owners as of 9/30/16)

Leisure Travel

Days Per Year

Baby

Boomers

Millennials

Generation X

(2016 New Owners)

736

Weighted Average

Fico Score¹

(9 months ended 9/30/16)

1.78%

Delinquency Rate

(For Loans Over 30 Days

Past Due Not in Default)

(As of 9/30/16)²

2.84%

Loan Default Rate

(Year ended 12/31/15)

(1) For new loans to U.S. and Canadian borrowers at the time of origination; (2) 2.2% HOA delinquency rate for the year ended

12/31/15

Source: Company analysis

(1) Reflects 2014-2015 growth in members for Vistana

Signature Experiences and Hyatt Vacation Ownership

Source: Company analysis

Source: Company analysis

Development Model

VOI Sales Focus

Distribution Model

Ability to Respond

to Market Growth

Traditional

Timeshare Model

Capital Intensive

Majority

Owner Sales

Dispersed/

Smaller Center Model/

Less Efficient

Structurally

Disadvantaged

Less Capital

Intensive

Majority New

Owner Sales

Concentrated Larger

Centers/

Scalable/Efficient

Structurally

Advantaged

Source: Company reports

Consumer Spending & Employment

Favorable Domestic Tourism Trends

Timeshare Industry to

Recover Peak Levels

Allowing HGV to Outperform

given reduced competition and greater market share

Mark Wang

President and Chief

Executive Officer

James Mikolaichik

Chief Financial Officer

Michael Brown

Chief Operating Officer

Stan Soroka

Chief Customer Officer

Barbara Holkamp

Chief Human Resources Officer

Charles Corbin

Chief Legal Officer

BRENDA J. BACON

President and CEO of Brandywine Senior Living

KENNETH A. CAPLAN

Senior managing director and the global chief

investment officer of Blackstone’s Real Estate

Group, a division of The Blackstone Group

DAVID W. JOHNSON

President

and

CEO

Aimbridge

Hospitality

MARK LAZARUS

Chairman of NBC Sports Group

PAMELA PATSLEY

Executive chairman of MoneyGram International

LEONARD A. POTTER

President and chief investment officer of

Wildcat Capital Management

PAUL W. WHETSELL

President

and

CEO

CapStar

Hotel

Company

S T R A T E G I C P R I O R I T I E S

Source: Company reports

Grow contract

sales with balanced

mix of new and

existing owners

Grow Vacation Sales

Pursue expansion

opportunities in new

and existing markets

Add urban and

resort locations like

Washington D.C.

and Maui

Grow Our

Member Base

Remain focused on

Net Owner Growth

Leverage Hilton

relationship to target

new, brand-loyal

members

Leverage new and

existing marketing

relationships

Continue to Enhance

Member Experiences

Expand product,

service, and

technology options

for our members

Consistently deliver

quality customer service

and experiences

Leverage Hilton

Worldwide’s rapidly

expanding global

network

Optimize our Sales

Mix of Capital

Efficient Inventory

Target 50/50 sales

mix of owned and

fee-for-service

inventory

Drive premium top line

growth, FCF and ROIC

Expand partner

relationships, pursue

development/

acquisitions

Pursue Opportunistic

Business Ventures

Use innovative

platform and

experience to

create new products

Work with Hilton

Worldwide and Park to

expand our footprint

Pursue third-party

marketing

partnerships and

potential M&A

opportunities

Financial Strengths

JIM MIKOLAICHIK

Chief Financial Officer,

Hilton Grand Vacations

K E Y B U S I N E S S

D R I V E R S

Real estate revenues driven by tours and closings

Real estate margin driven by inventory, sales and marketing efficiency

We finance 2/3 of our owned inventory sales and scale and low cost of

funds drives financing margin

Net owner growth focus expands member base

Growing membership base drives resort and club margin

We rent unsold/unused inventory and generate margin after covering

the cost of inventory carry and HGV point conversions

K E Y B U S I N E S S

D R I V E R S

(1) % of developed contract sales financed (excluding 90-day “same as cash” loans).

B U S I N E S S

E G M E N T : R E A L E S T A T E S A L E S A N D F I N A N C I N G

R E S I L I E N T B U S I N E S S

M O D E L

Contribution to Segment Adjusted EBIDTA

LTM 9/30/16

R E V E N U E ,

A D J U S T E D

E B I T D A A

N D

F R E E

C A S H

F L O W

(1) See appendix for a reconciliation of Adjusted EBITDA and Free Cash Flow.

(2) Free cash flow calculated as cash flow from operations (adjusted for non-cash stock compensation) less non-inventory capex.

Total Revenues

Total Adjusted EBITDA

Cumulative Free Cash Flow

1 2

(

)

Operating Metrics

•

4 to 6 percent tour flow growth

•

Contract sales growth of 5% to 7%

•

Net owner growth of 6% to 7%

•

Real estate margin 27% to 29%

Financial Statement Metrics

•

Total revenue growth of 5% to 6%

•

G&A 18% to 20% growth rate in 2017; 2018-2019 2% to 3% CAGR

•

Adjusted EBITDA growth of 4% to 6%

•

Adjusted EBITDA margin between 23% and 25%

Capital Structure

•

Inventory spend between $135M to $165M per year

•

Owned inventory balance on hand between 2 and 3 years of owned sales

•

$30M to $40M in annual non-inventory CapEx

•

3-year average free cash flow of approximately $140M -

$150M per year

Note: Graphs Show 2019E Range of Outcomes at 5% and 7% Contract Sales CAGR

Revenue

Net Income

A D J U S T E D

E B I T D A

N D

E A R N I N G S

P E R

S H A R E

G R O W T H

Note: Graphs Show 2019E Range of Outcomes at 5% and 7% Contract Sales CAGR

Adjusted EBITDA

Earnings per Share

Note: Financial figures as of 9/30/2016.

•

Total leverage of 1.3x and net leverage of 0.9x

•

Staggered debt maturity schedule with no maturities

for the next 5 years

•

Attractive weighted average cost of debt of 4.82%

•

Adequate liquidity position with approximately $250

million in liquidity (between unrestricted cash and

undrawn revolver capacity)

Debt Maturity Schedule

O U T L O O

Net Income

$160M to $176M

$170M to $186M

Adjusted EBITDA

$383M to $409M

$390M to $415M

Net Cash Provided by

Operating Activities

$151M to $158M

$174M to $191M

Free Cash Flow

$125M to $135M

$140M to $160M

Contract Sales Growth

8% to 9%

5% to 7%

FFS as % of Contract Sales

55% to 57%

52% to 57%

2016

2017

21% -

23%

20% -

22%

20% -

22%

Contract

Sales

Net

Income

Adjusted

EBITDA

Q1 2017E % of FY 2017 Results

H I S T O R I C A L

A D J U S T E D

E B I T D A

R E C O N C

I L I A T I O N

(1)

Non-recourse debt interest expense is excluded from the definition of EBITDA as per timeshare industry standard methodology.

Year Ended December 31,

Nine months ended Sep. 30,

LTM ended Sep. 30,

2013

2014

2015

2016

Total Revenues

$1,224

$1,317

$1,475

$1,094

$1,168

$1,549

Net income

128

167

174

125

130

179

Non-recourse debt interest expense¹

Recourse debt interest expense

Income tax expense

113

118

132

Depreciation and amortization

EBITDA

$289

$349

$356

$257

$274

$373

Gain on debt extinguishment

(22)

Other (gain)/loss

(5)

(Gain)/loss on foreign currency translation

(2)

Share-based compensation expense

Other adjustment items

Adjusted EBITDA

$306

$353

$373

$270

$301

$404

Cash flow from operations

196

213

131

116

165

Share-based compensation

Non-inventory capital expenditures

(17)

(18)

(13)

(21)

(26)

Free Cash Flow

$201

$200

$126

$80

$102

$148

L T M

S A L E S

A N D

S E G M E N T

A D J U S T E D

E B I T D A

R E C O N C I L I A T I O N

Year Ended December 31,

Nine months ended Sep. 30,

LTM ended Sep. 30,

2015

2016

Contract Sales

1,068

794

863

1,137

Fee-for-Service Sales

611

472

514

653

Owned Sales

457

322

349

484

Business Lines

Real Estate

Revenues

Sales of VOIs, net

492

355

359

496

Sales, marketing, brand and other fees

457

352

382

487

Expenses

Cost of VOI sales

(173)

(144)

(110)

(139)

Sales and marketing

(541)

(395)

(443)

(589)

Intersegment Eliminations

(16)

(14)

(16)

(18)

Share-based compensation add-back

Contribution to Segment Adjusted EBITDA

221

155

174

240

Financing

Revenues

Financing Revenue

127

100

132

Expenses

Financing Expenses

(32)

(24)

(32)

Consumer financing interest expense

Contribution to Segment Adjusted EBITDA

108

112

Club and Resort Management

Revenues

Club and resort management revenues

125

138

Expenses

Club and resort management expense

(32)

(23)

(25)

(34)

Intersegment Eliminations

(1)

(2)

Share-based compensation add-back

Contribution to Segment Adjusted EBITDA

103

Rental and Ancillary

Revenues

Rental and ancillary services revenues

164

125

135

174

Intersegment Eliminations

Expenses

Rental and ancillary services expense

(113)

(83)

(86)

(116)

Contribution to Segment Adjusted EBITDA

Total Segment Adjusted EBITDA

491

355

398

534

(1)

Represents adjustments for one-time public company costs

2016E

2017E

(In millions)

Low Case

High Case

Low

Case

High Case

Contract Sales

FFS as % of

contract sales

55%

57%

52%

57%

Segment adjusted EBITDA

523

543

547

567

G&A

License Fee

Adjusted EBITDA

383

409

390

415

Share based comp

Other items

EBITDA

346

374

363

390

Non-recourse debt

interest expense

Corporate debt interest expense

Allocated parent interest expense

Depreciation and amortization

Income tax

expense

118

130

121

132

Net income

160

176

170

186

Cash flow

from operating activities

151

158

174

191

Share based compensation

Non-inventory

capex

(35)

(30)

(50)

(45)

Free cash flow

125

135

140

160