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Business Plan Presentation Proprietary and Confidential, Subject to FRE 408 and Equivalents Subject to NDA Exhibit 99.3

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Disclaimer This document relating to Global Eagle Entertainment Inc. (together with its subsidiaries and affiliates, the “Company”) is strictly confidential and has been prepared solely for the use of parties that are subject to confidentiality agreements (each, a "Confidentiality Agreement" and each such party, a “Recipient”)). The distribution and use of this document and the information contained herein, and any other information provided hereunder by the Company and/or Greenhill & Co., LLC ("Greenhill") is governed by the Confidentiality Agreement. If you have not executed and delivered such a Confidentiality Agreement, you have received this Business Plan Presentation ("Presentation") in error. If so, by accepting this Presentation you acknowledge your and your client's obligations and agree to notify us immediately and destroy this Presentation or return it to Greenhill. This document does not constitute an opinion or advice, and is not intended to be and does not constitute a recommendation to any person or entity as to whether to approve or undertake any transaction described herein. This document is not intended to provide the sole basis for evaluating a transaction, and does not purport to contain all information that may be required to evaluate a transaction. Furthermore, this document does not address the underlying business decision of the Recipient to engage in any transaction, or the relative merits of any transaction referred to herein as compared to any other transaction that may be available to the Recipient. The Company and its affiliates or representatives (including Greenhill, Latham & Watkins LLP ("Latham"), and Alvarez & Marsal ("A&M") and their respective affiliates and representatives) makes no representation or warranties with regard to this document or the advisability, commercial merits or suitability of any transaction described herein. This document speaks only as of the date delivered, and subsequent developments may affect the information, analyses and assumptions contained herein. The Company and its affiliates and representatives (including Greenhill, Latham, and A&M and their respective affiliates and representatives) do not undertake and have no obligation to update or revise the information in this document. Any views or terms contained herein are preliminary, and are based on financial, economic, market and other conditions prevailing as of the date of this document and are subject to change. Past performance does not guarantee or predict future performance. This document is “as is” and is based, in part, on information obtained from other sources. Neither the Company and its affiliates and representatives, nor Greenhill, Latham, or A&M or each of their affiliates or representatives make any representation or warranty, express or implied, in relation to the accuracy or completeness of the information contained in this document or any oral information provided in connection herewith, or any data it generates and expressly disclaims any and all liability (whether direct or indirect, in contract, tort or otherwise) in relation to any of such information or any errors or omissions therein. This document does not constitute an offer to sell or the solicitation of an offer to buy any security, nor does it constitute an offer or commitment to lend, syndicate or arrange a financing, underwrite or purchase or act as an agent or advisor or in any other capacity with respect to any transaction, or commit capital, or to participate in any trading strategies, and does not constitute legal, regulatory, accounting or tax advice to the recipient. This document is not a research report nor should it be construed as such. This document is not intended to, and does not, constitute an agreement that the Recipient or the Company will consummate any transaction or take any other steps with respect to any related transaction involving the Company. The Company reserves the right, in its sole discretion, to reject any and all proposals made by any party or its representatives with regard to a transaction between the Company and the Recipient, and to terminate discussions and negotiations at any time. The statements included in this document or contained in this document that are not historical facts are forward-looking statements. The forecasts and other forward-looking statements contained herein are based on certain assumptions made by the Company based on its experience and perception of historical trends, current conditions, expected future developments and other factors it believes are appropriate in the circumstances. These items represent the Company’s views as of the date provided, and are subject to a number of assumptions, risks and uncertainties, many of which are beyond the control of the Company. Recipient and investors are cautioned that such forecasts and other forward-looking statements are inherently uncertain and necessarily involve risks that may affect the Company’s business prospects and performance, causing actual results to differ from those included in this document.

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Agenda Global Eagle Entertainment Inc. (“Global Eagle” or the “Company”) is pleased to provide an update on its business, strategic transformation plan and financial outlook Introduction & Company overview Discussion of the Company’s business verticals Media & Content (M&C) Services Connectivity for Mobility Connectivity integration concept Inflight Connectivity (IFC) Maritime, Enterprise and Government (MEG) Management’s strategic plan and transformation plan considerations Long-term financial outlook

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Business Plan Presentation Section One Introduction Investor Presentation (Confidential & Subject to Operative NDA) Subject to FRE 408

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Solutions that connect, entertain and inform passengers and remote workers, enriching time with fast internet, live TV, games and applications Airlines Maritime Enterprise & Government Satellite-based Connectivity Movie & TV licensing and delivery Content programming & delivery Digital media applications Billing and reporting services Operational analytics Passenger Airlines Charter & Cargo Ops Government & VVIP Cruise and ferry Energy and Shipping Yachts Enterprise mobility Government agencies Military & Intelligence Global Eagle at a Glance Investor Presentation (Confidential & Subject to Operative NDA) Subject to FRE 408

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Management Team Josh Marks CEO Christian Mezger CFO Per Norén President Mike Pigott SVP - IFC Terri Davies SVP - M&C Cynthia Gillis SVP - MEG Joined in 2015 via masFlight acquisition 20+ years senior exec. experience in Aviation and Internet industries Joined in 2019 CFO at Ciber, Inc. Business unit finance leader at Hewlett Packard Joined in 2017 Prior senior positions at Boeing; CEO of aviation software co. Joined in 2017 Previously VP of Sales at Harris Caprock and Honeywell Founding team member in 2009 as General Counsel Prior leader of IFC product dev. Peter Lopez VP Finance & IR Joined in 2017 Prior senior positions at The Boston Company and Lombardia Capital Partners Kim Nakamaru SVP - General Counsel & Corp. Secretary Joined in 2016 Practiced M&A, corporate law at McGuireWoods; law clerk for US District Court Zant Chapelo SVP - Chief People Officer Joined in 2013 Previously CPO at Workflow One; sales leader at NCR and LexisNexis; 20 years military Seasoned team with deep expertise in media, connectivity & mobility Joined in 2018 Prior senior positions at Sony Pictures, Deluxe Entertainment

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Key Highlights Focused on improving cash flow through organic revenue growth, a lower cost structure and a stable level of capital investments Connectivity industry is becoming less capital intensive with fewer free equipment deals Cash Flow Generation Global blue-chip customers in aviation, maritime, government and land for satellite connectivity and entertainment solutions​ Balanced mix of revenue lines across geographies / end-markets with growth Diversified Business Strong position in large, growing connectivity market – proven products and reliability Dominance in traditional IFE content market Growing penetration of addressable market Market Share & Positioning Connected systems and new wireless IFE products leverage best-in-class content Combination of content & connectivity drives new opportunities for revenue and licensing Connected Entertainment Disruption of seatback IFE market through high-definition wireless entertainment, with over-the-air updates and passenger portals Growth in installed base across global aircraft, maritime vessels and government programs New Market Opportunities Proven track record of success at other industry-leading companies and Global Eagle Recent execution and wins validate connected entertainment, go-to-market strategy Management Team Scale benefits of existing installed customer base across verticals and global regions Long-term content customer relationships Existing satellite and ground infrastructure Competitive Advantages Expect recovery to pre-COVID Adj. EBITDA(1) by FY 2022 Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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Integrated Passenger Experience Connect Global coverage & redundancy High performance Entertain Premium moves, games, TV Native HD cloud platform Broadband Connectivity Media & Content Analytics & Personalization Optimize media investments Generate revenue Deliver real-time entertainment Inform AirTime™ – framework Pulse™ – focus spend masFlight™ – cloud BI Leading broadband connectivity provider to global aviation and maritime through global and scalable open-architecture satellite network Leading provider of on-board digital entertainment services (movies, television, games and mobile apps) enabling cabin entertainment systems Expanding analytics suite for passenger and operational business intelligence Long-term technology investments in high speed antenna technology, software-defined networking, and cloud-based content services driving revenue growth and margin efficiency Delivering mobility-optimized broadband connectivity and entertainment for passengers, crews and governments across air, sea and land markets Portfolio of essential, innovative and interconnected services

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Growth Through Acquisitions SPAC combined leading Inflight Connectivity (IFC) and Inflight Entertainment (IFE) companies in 2013; expanded to Maritime, Enterprise & Government (MEG) through EMC/MTN acquisition in mid-2016 The Company comprises 20 predecessor companies with a global footprint Integrated portfolio of Internet connectivity, antenna and aircraft component engineering, media acquisition and processing services, passenger interfaces and billing systems, and operational analytics Consistent execution on integration has driven significant financial improvement: reduced headcount from 1,600 in 2018 to <1,000 mid-2020, launched consolidated ERP, reduced office locations and consolidated network infrastructure Geographical Revenue United States 45% Other 7% Europe 20% Asia & Middle East 28% Segment Revenue Connectivity 53% Media & Content 47% Connectivity Segment Maritime 33% Aviation 52% Enterprise & Government 15% Since 2018, focus on integration, simplification and portfolio synergies All numbers FY19

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Overview of Business Verticals Connectivity & entertainment services for mobility applications Inflight Connectivity (“IFC”) Maritime, Enterprise & Gov’t (“MEG”) Media & Content (“M&C”) Business Overview Leading satellite-based Wi-Fi connectivity for B737/A320 fleets Significant growth of active fleet expected by year end 2023 Boeing Line Fit provider Focused on short-haul, with expansion potential for long-haul Revenue model is largely a fixed monthly recurring charge, sold on long-term contracts Proprietary high speed antenna Connectivity and entertainment solutions for maritime, government, energy and shipping customers Key customers include cruise lines, government, VVIP yacht owners and large enterprises Revenue model is multi-year contracts at fixed monthly rate, plus revenue shares for passenger WiFi sold for certain cruise lines Government programs include intelligence and secret activities In-flight entertainment (“IFE”) and content solutions to 90+ international airlines (~60% market share) Manage curation, procurement and production of passenger entertainment services Focused on long-haul, with expansion potential for short-haul Revenue model tied to flight segments operated, increasingly driven by subscription model with recurring revenue 2019 Revenue (act.) ~$180 million ~$170 million ~$310 million 2020 Revenue (fore.) ~$140 million ~$135 million ~$180 million 2021 Revenue (fore.) ~$185 million ~$145 million ~$190 million

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Vertical Market Market Advantages Defensible Advantages Airline Connectivity Program expertise for B737/A320 aircraft Large fleet operations – experience with 100+ aircraft fleets with high density usage Fully integrated equipment supply chain Flexibility – avoid technological lock-in Antenna design, IP and manufacturing IP/patents for operations & interfaces Deep entertainment & TV integration Open-architecture network – scalable, reliable and global coverage, LEO/MEO compatible Airline Entertainment Market-leading scale – the safe choice Expertise with diverse IFE systems Global footprint – people and content Exclusive distribution relationships Ability to process high-definition content Digital content supply chain (Open™) Strong Hollywood studio relationships Proprietary content for Asian, Indian and Middle Eastern audiences Pulse™ data analytics platform Cruise Ships Gigabit-class performance from current-generation geostationary satellites Integrated billing, on-board support and television programs Global scale and network breadth supports itineraries to Asia, Alaska, remote locations Network Resource Management (NRM) and associated SD-WAN technologies Comprehensive IP portfolio Shared provisioning with aviation – attractive distribution partner for satellite operators Scaled field & last-mile support Other Maritime and Government Shared infrastructure with aviation & cruise Shared field support Experience in mission-critical programs US domiciled headquarters for gov’t programs Secure teleport and ground network for classified/secret ops programs NRM/SD-WAN technologies Entertainment integration (yachts, US Army, energy customers) Durable Competitive Advantages Strong market position from scale, expertise and unique technologies

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Synergies Between Verticals Global Airlines (IFE/IFC) MEG IFE CSP Services Content Purchasing & Licensing Games Advertising IFC Wi-Fi & TV Bandwidth Purchasing (Aviation, MEG and TV Broadcasting) Network Modems & Operations MEG Wi-Fi Services In-House Content Distribution (Emphasis, Fairdeal, EIM) 3rd Party CSPs Back-Office Functions (Finance, IT, Legal, People Services) W-IFE Connectivity and entertainment create scale and portfolio efficiencies We serve aviation, maritime and land markets with common inputs (bandwidth for connectivity and TV, content for IFE and IFC) with scale benefits and unified commercial, executive and back-office teams

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Global Reach Current Major Office Locations (Centers of Excellence) Network Facilities (Teleports and Private Network Stations) We serve a global clientele with localized network & media capabilities Our ongoing transformation consolidates production and back-office functions in Centers of Excellence – simplifying our global presence

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Balanced business. In 2019, Connectivity was 53% revenue, Media & Content 47% revenue Customer diversification. Southwest Airlines accounted for 21% of revenue in FY19 (18% FY18); no other customer was more than 5% in either FY19 or FY18 Maritime & Land Aviation Connectivity (major fleets) Connectivity Media & Content Established Customer Base Broad, blue-chip customer base with organic growth opportunities

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Differentiated Positioning Our portfolio addresses customer requirements across geography, mobility platform, and applications – we are not limited by coverage area or any single satellite technology We win through unparalleled flexibility, scaled economics, integrated solutions and local services (commercial, implementation, licensing, field support and repair) We provide global end-to-end mobility services & media integration Only global connectivity and entertainment provider to offer a full suite of integrated passenger experience capabilities We are well positioned to integrate new satellite innovations and partner with new entrants and incumbents – best distribution partner for mobility

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Successful Strategic Initiatives Multi-year track record of value accretion through integration activities Integrated Connectivity Supply Chain & Operations Leveraging global scale and cross-mobility market presence to improve network cost, utilization, automation and engineering Reduced bandwidth unit cost 65% since 2017 – we provide market-leading service at lower cost Developed scalable, open-platform architecture shared across mobility Digital Transformation of Media & Content Platform & Business Model Modernized media acquisition, processing, editing and distribution with industry’s first cloud platform – digitally native from studio to aircraft Captured top-tier media accounts due to technological innovation Driving cost savings using cloud to shift work to centers of excellence Enabling business transformation to subscription business model Reduced Operating Expenses and Backoffice Simplification Successful implementation of multi-year cost reduction and business integration program Headcount and facilities reduction enabled by new technology, workflow Integrated back-office functions that address predecessor inefficiencies Accelerating already-planned cost actions during COVID downturn

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Significant Improvements Pre COVID-19 Free Cash Flow(3) Capital Expenditures ($ in millions) ($ in millions) (1)(4)(5) (4) (1) 2H 2019 numbers are annualized Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation Free Cash Flow in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation 1H 2019 had a ~$18mm working capital benefit, 2H 2019 a ~$(4)mm deficit $21mm of cash used in operations & $14mm in capital expenditures, annualized Revenue Adjusted EBITDA(2) ($ in millions) ($ in millions) CAGR: 7.4% CAGR: 16.6% (1) (1)

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COVID-19 Actions Temporary Actions Permanent Actions Media & Content – Working with multiple studios and distributors. No material customer losses during COVID-19 reset. Pursuing new organic growth opportunities Connectivity – Renegotiated contracts (including payment terms) Operating Expenses – Elimination of professional services and contractors, rent reductions, and temporary halt to discretionary spend including travel & entertainment Labor – Salary reductions across the Company Tax – Deferred payments Media & Content – Business model changes with long-term benefits (consistent with transition plan), addressed two unprofitable non-core business lines, and initiated headcount reductions Connectivity – Renegotiated contracts and improved utilization Operating Expenses – Accelerated facilities consolidation Government Relief – Applied for government relief programs including US CARES, UK Furlough, and Canadian COVID-19 Economic Response Plan Decisive temporary and permanent steps taken to address COVID-19 Focused on mitigating COVID-related revenue loss through network flexibility, content procurement and operating expense reduction

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COVID-19 Impact: Aviation Near-term challenges with increasing long-term opportunity Major reduction in airline fleets, flight schedules & overall passenger demand Content portfolio changes due to limited new releases, changing studio priorities Video-capable connectivity now critical for both business & leisure airline passengers Our monthly recurring charge (MRC) business model is proving resilient Recovery anticipated first for single-aisle short-haul aircraft – our IFC focus market Airlines are increasingly value-driven – ripe for new content services Hollywood black-out allows Global Eagle to push curated library content to airlines seeking value over premium titles, leveraging Open™ customer portal Opportunity to broaden content to digital-native creators and simplify licensing Business dependence on work-from-home, videoconferencing creates expectation of broadband-class connectivity, anytime Expect significant increase in passenger throughput requirements post-COVID for current customer base driving higher unit revenues for Global Eagle

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COVID-19 Impact: Maritime & Land Near-term challenges with increasing long-term opportunity Cruise ship activity largely halted due to COVID-19 during Spring/Summer 2020 Expect prolonged impact on cruise revenue share programs and superyachts We connect other markets less impacted by COVID-19 Crews have remained on board; cruise lines have kept connectivity links activated Negotiations with cruise lines resulted in mutually acceptable amendments Expect return to normal operations in 2021 Social distancing likely to restrict passenger loads, impacting revenue share programs Expect secular demand for cruise ships to grow – cruise lines signal they will continue to build new ships and increase throughput Yacht activity expected to recover when immigration restrictions are lifted Commercial maritime is growing as freight shifts from aircraft and land mobility Government/military largely unaffected, with continuing growth of military/intelligence Land-based enterprise market negative trends driven by 4G/5G and fiber, not COVID

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Strategic Transformation COVID-19 expected to create opportunity to pivot and transform Global Eagle 2019 Transformation Global Eagle 2020+ Connectivity for single-aisle short-haul airliners, cruise ships, yachts, enterprise/land, U.S. government Targeted focus on short-haul airliners, cruise, yachts, gov’t - – expanded focus on shipping, air freight, energy transport Focus on mobility, integrate aviation & maritime connectivity operations, expand analytics Synergies between Connectivity and Media & Content, and between Aviation & MEG largely uncaptured Launch new hardware services for long-haul aircraft, new entertainment services for cruise ships and yachts Use unique content, engineering capabilities to create new services for aviation & maritime Custom content curation for Media & Content airlines – premium services and price points Channel-based content, broadening airline market base and cross-selling into maritime markets Leverage Hollywood disruption to focus content selection and simplify deal structure Global network infrastructure including operations centers, teleports, and ground networks Flexible, software-defined network infrastructure optimized for mobility and rapid technology change Transition to asset-light model, modernize infrastructure, and prepare for new technologies

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Recovery in Activity Gradual return to pre-COVID activity by summer 2021 Cruise activity expected to resume in summer 2020, with passenger density levels lagging Flight levels expected to gradually increase to ~90% of 2019 levels by the end of 2021 Positioned well for future wins relative to competitors Connectivity Inflight Connectivity Growth from Boeing 737 MAX re-activation (service and equipment revenue expected to resume in 4Q, production resumed in 2Q) and backlog execution Expect continued margin improvement as additional aircraft are loaded onto provisioned network in Americas, EMEA MEG Cruise revenue momentum as on-ship demand increases Partially offset by prolonged reduction in passenger density through early 2021 Stable performance in other verticals Continued focus on cost management and resumption of integration activities Media & Content CSP growth from large/premium airlines Continued discipline on third-party content distribution New growth and cost efficiencies based on Open™ platform Reduced content needs to continue through COVID-19, with recovery in content volume in 2021 Operating Expenses Business transformation driving improvement in 2020 (back-weighted but accelerating due to COVID-19) through 2023 Procurement, headcount and automation related Consolidating global footprint of 38 offices into several centers of excellence, moving labor from high cost locations to lower cost environments Capital Expenditures Limited ongoing annual maintenance capex of < $20mm Growth capex planned for network and hardware upgrades to support higher margin improved service roll-out Path anticipates ongoing revenue and cost initiatives, including backlog execution, resumed MAX service and equipment revenue, and 2020 cost actions Post-COVID Earnings Assumptions Backlog and cost actions expected to drive Adj. EBITDA(1) recovery Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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Financial Forecast Revenue Adjusted EBITDA(1) Capital Expenditures Adjusted EBITDA(1) – Capex While the forecast assumes a gradual, prolonged recovery of activity levels, Adj. EBITDA(1) is forecasted to rebound during FY21 and exceed pre-COVID levels by FY22 ($ in millions) ($ in millions) ($ in millions) ($ in millions) Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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Risks and Opportunities Faster-than-forecast recovery of aviation and maritime markets Collections recover faster than expected Direct government stimulus benefits Changes in vendor contracts Additional customer wins Boeing 737 MAX grounding lifted and/or production ramped up sooner than forecast Opportunities Risks Extended uncertainty and impact on travel sector caused by COVID-19 COVID social distancing extends further than forecast Government-directed aircraft groundings and cruise-line suspensions that trigger cancellation provisions Customer insolvencies (unrecoverable A/R) and/or relationship loss with key accounts Fleet retirements beyond levels in forecast Timing of Boeing 737 MAX production ramp-up and resumption of scheduled service We forecast Adj. EBITDA(1) to exceed pre-COVID levels by FY 2022 We take a balanced view of COVID impact with our base case return taking two years to recover Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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Business Plan Presentation Section Two Media & Content (M&C) Services Investor Presentation (Confidential & Subject to Operative NDA) Subject to FRE 408

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M&C: Introduction Product Offerings Leading global content service provider – CSP, processing 10 petabytes of media for 1 billion passengers, including seatback & wireless IFE (“wIFE”) Top independent global content distributor of movies, television, audio and live events for mobility applications Varied integrated digital media offering, including digital advertising, games, mobile apps and UX design for on-board entertainment Cloud digital content factory streamlines ingestion, compliance, processing, integration Focus on long-haul routes requiring content of higher quality and greater complexity Differentiated passenger IFE experiences, including 4K data processing, data analytics, and digital distribution and personalized content for routes, days, and end-users Business Overview Key Highlights Select Customers Orange County, CA Centre of excellence plus global offices and warehouses >90% Long-Haul Routes and wIFE systems driving nascent short-haul growth $311 million 2019A Revenue (2%) CAGR Revenue 2019A – 2023E $36 million 2019A Adj. EBITDA(1) 10% CAGR Adj. EBITDA(1) 2019A – 2023E 41.5% 2019 M&C revenue from top 10 customers Content Licensing Content and Analytics Digital Media Leading provider of on-aircraft passenger entertainment services Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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M&C: Long-Term Strategic Value All-you-can-stream Internet unlikely to displace on-board IFE services New satellites and constellations do not pose a long-term threat to GEE’s CSP business 90%+ Media & Content revenue from IFE on long-haul, widebody aircraft that operate transoceanic Current and future geostationary satellites (including next-gen Ka) focus on land markets; primarily home Internet, enterprise applications Due to GEO orbital slots and beam concentration over land, throughput is limited over oceans and high latitudes – especially for aircraft antennas Long-haul aircraft carry more passengers who want to be entertained – eliminating IFE would drive massive passenger bandwidth demand 200 individuals x 0.5 Mbps min. Netflix(1) = 100 Mbps minimum per aircraft Multiple LEO constellations will be required to provide 100+ Mbps with long-haul consistency: any long-haul IFE threat is at least a decade away, and GEE’s IFC business would then benefit Next-Gen GEO HTS Satellites Focused on North America, Europe (300 Gbps to 1 Tbps) Satellites designed to prioritize coverage, not throughput, over sparsely populated areas While our IFC business benefits from streaming, our IFE business is protected Streaming IFC is effective for short-haul, regional flights, not for long-haul transoceanic Oceanic routes: limited coverage, throughput Costly bandwidth over these regions – more efficient to serve content to 200+ passengers from on-board wireless servers & seatbacks GEE M&C Customers Twin-aisle, high capacity Transoceanic routes Equator Limited Throughput Area (5-25 Mbps Max Per Aircraft) Peak Throughput Area (50-100 Mbps Max Per Aircraft) Peak Throughput Area (50-100 Mbps Max Per Aircraft) Illustrative Diagram: Throughput Limitations for Long-Haul IFC

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M&C: Strategy (1) COVID-19 expected to catalyze secular trends and create opportunities Evolving content inventory and digital platform shifts Airline budget sensitivities New release titles shift out, due to low theater attendance and production halt Studios placing new releases on digital platforms, increasing airline role as point of marketing and sale of subscription services GEE becomes a media partner with both IFE and IFC capabilities. Airlines are extremely cost-conscious during/after COVID-19 – total spend expected lower, but airlines likely to continue investing in IFE Airlines can use quality IFE to attract passengers even with thinned schedules and limited on-board services (e.g. food & beverage) GEE can adapt business model to drive economies of scale in content acquisition.

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M&C: Strategy (2) COVID-19 expected to catalyze secular trends and create opportunities Strategic Imperative Transformation Our Key Actions Simplify media programming, processing and back office Package content, serve from Open™, digitize workflow Technology shift to cloud-based content processing Broaden content library while increasing local, quality titles Leverage new TV, episodic, short-form and YouTube HD content to meet passenger expectations Diversify content with digitally-native creator content Expand available markets Partner with studios, target advertising, new revenue share programs, expand verticals Increasing share requires new lower-cost solutions while maintaining premium clients We are transforming Media & Content to simplify programming, drive scaled economics, and increase value to airlines and studios

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M&C: Current and Future Content Model Designed Around Broad New Release Features Bundled with Library & TV TV & Non-Traditional Audio Games Technical and Other Services Designed Around Base Packaged Channels Movies, TV, Non-Traditional, Regional and select New Releases New Release Features Branded Channels Audio Games Regional Content Specialized Channels Current Model Channel Subscription Model Technical and Other Services Transformation expected to align with customer and cost structure goals Add-on subscription Add-on subscription Add-on subscription Add-on subscription Add-on subscription

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M&C: Transition Benefits & Timing Expect positive impact from late 2020 Promote customer loyalty, expand accessible market and win new customers Simplification and cost-reduction appeals to airlines Capture price-sensitive airlines through expanded product range Professional services and unique content will promote existing high-end customer loyalty 1 Optimize commercial, operational and financial workflow Align subscriptions and efficiencies in content selection, acquisition, royalties and financial accounting Simpler business model, recurring revenue stream and focused content library 2 Target spending with studios New partnership model Showcase content Leverage exposure to airlines (over Open™ portal) and passengers 3 Diversify content sources Partner with digital-native content creators (building for YouTube, Quibi and other platforms at 4K/HD quality) Innovate new business models with digital-native creators that can transition to major studios Create channels that appeal to regional customers 4

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M&C: Open™ Enabling Technology Open™ Overview Key Benefits Open™ is a cloud-based content processing engine that automates the content value chain Open™ digitizes content transfer from studios and processing by technical staff in a centralized cloud factory, and client delivery Open™ ensures that all content licenses are centrally procured and available (enhances purchasing control and scale) Open™ is foundational to our plans for new widebody services Cloud-based content processing Reduces administrative requirement of procuring, tracking and processing content Shorter update cycle (including real time updates) Single hub for content results in Increased synergy with MEG content business Enhanced content processing capability More modifications can be made faster and more accurately than using current systems User-friendly customer-side interface Customers can easily review and select content, including new standardized packages and add-ons Facilitates upselling as customers see add-on content that is relevant to their base package Pulse™ analytics capability further enhances customer experience and improves Global Eagle insight into customer needs Modernized model powered by our proprietary cloud-based technology

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M&C: Open™ Architecture Cloud-based content architecture hosted in Amazon Web Services

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M&C: Long-Term Earnings Trends Segment P&L reflects successful transformation of the business Note: “Segment Adjusted EBITDA” reflects our three reporting units’ (IFC and MEG represent subdivisions of our Connectivity segment) Adjusted EBITDA with negative adjustments to reflect shared costs (and, in certain cases, related addbacks) allocated based on relative percentages of gross profit Depreciation includes Cost of Sales Depreciation and Operating Expense Depreciation Addbacks include Other Income / Expense, Stock Based Compensation, Extra Audit Fees, Severance Fees, Retention Fees, among other items Refer to Non-GAAP EBITDA Reconciliations (page 3) for other Addbacks Summary Forecast ($ in millions) Revenue Segment Adjusted EBITDA ($ in millions) ($ in millions)

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Business Plan Presentation Section Three Connectivity for Mobility Overview Investor Presentation (Confidential & Subject to Operative NDA) Subject to FRE 408

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Global Connectivity: Air, Sea and Land Leading connectivity provider specializing in last-mile service integration Global Eagle focuses on satellite connectivity integration, network operations, antennas and service management for global customers Global footprint and scaled infrastructure Only integrator with capabilities spanning all mobility verticals including aviation New innovations (modem, SD-WAN) increase efficiencies between aviation and maritime Open-architecture network incorporates capacity from all satellite designs, including geostationary (GEO) and low earth orbit (LEO) - key distribution partner for satellite operators Owned terrestrial infrastructure and proprietary aircraft antenna systems guarantee highest level of reliability and end-user performance We deliver global satellite connectivity to airline fleets, major cruise lines, superyachts, commercial shipping, enterprise and government customers Airliners Cruise Ships Government, UN & Energy (Sea and Land) Superyachts & Commercial Shipping

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Connectivity Managed Solutions Focus on last-mile integration, network flexibility and service delivery Antenna Systems Installation & Repair Cabin Wireless Systems Billing Integration Cruise Antenna Integration TV, Movies and Internet Guest Support & Billing Services Public Internet MPLS Fiber Teleport Facilities SD-WAN Control Technology Automated capacity management Client IT integration GLOBAL EAGLE CAPABILITIES: Everything but the satellite THIRD-PARTY PARTNERSHIPS: Satellite Capacity Leases We lease the capacity we need We have multiple partners for redundancy, scalability IP Traffic Prioritization Satellite Switchover Cybersecurity Terrestrial Backhaul Modem Technology Quality Management Bandwidth Allocation Channel Bonding Antenna Design & Cert. Antenna Installation Repair Services Over-the-air Updates Passenger Portals Billing Integration Live TV Broadcasting Passenger Analytics UNIQUE GLOBAL EAGLE CAPABILITIES (NOT SHARED WITH SATELLITE OPERATORS) GEO HTS GEO Widebeam LEO/MEO

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Intellectual Property Overview of Intellectual Property and Patents Patents, engineering designs and data platforms Network Resource Management (NRM) – Proprietary platform integrating: (i) an SD-WAN for multi-link environments, (ii) traffic management across links, (iii) data tracking for link optimization, and (iv) service orchestration. Enables multi-WAN integration, application-driven routing, intelligent tiered services, and QoE measurement. Now live (IFC and MEG) Airview – Custom designed operational control data collection and analytics solution for aviation IFC; enables small and flexible team to manage large fleets of connected aircraft. 10+ years of development and active service​ Data Analytics Platform (Pulse, masFlight) – Cloud-based data warehousing and analytics platform. Used for key ground operational performance services at leading airlines; expanding into content and connectivity analytics today ​ Airtime – Framework platform for (i) creating custom UI/UX, (ii) enabling custom consumer services (e.g. flight tracker), and integrated back-office functions (e.g. billing and customer support). In service on all Global Eagle IFC customers​ Network Management Tools – Automated satellite handover system; inclined orbit satellite tracker; doppler effect management; frequency optimization tools. Global Eagle has 10+ years in pioneering research and development experience in making a satellite based IFC network function at the highest service levels.  ​ Noise Reduction System (NRS) and Non-GEO Booster – Patented system for software frequency management to suppress signal noise and system for using GEO modems to access Non-GEO satellites​ The Company’s trademarks include the “Global Eagle” name and brand as well as other proprietary brand names and platforms including Airconnect, Airtime and Open. Intellectual property and patents include provisional and pending.

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Satellite Operator Partnerships Maximize flexibility: new satellites will require distribution partners We are well positioned to integrate new satellite innovations and partner with new entrants and incumbents – best distribution partner for mobility Open Architecture Our network and antennas are compatible with LEO and MEO innovations – seamlessly Mobility Focused Only integrator with expertise and antenna certification across mobility vertical markets Global Scale & Reach Global footprint, licenses and service infrastructure critical for LEO new entrants Major technological disruption expected this decade in satellite space Significant barriers to entry in mobility service integration: requires antennas, installation and repair infrastructure, local licenses and passenger capabilities Global Eagle brings unique scale and flexibility to distribute bandwidth across mobility verticals, providing critical certifications and network management expertise Our customers get access to new technologies, redundancy from multiple operators, and Global Eagle’s global buying power

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Network Synergies: Air, Sea and Land Unique capabilities versus other integrators and service providers Significant purchasing efficiencies and network utilization advantages result from operating aviation, maritime and land applications together Aviation, Energy and Government Shift capacity between aircraft and land sites Aviation and Cruise Dense airline traffic and cruise line demand Aviation and Yachts Peak demand from airlines and superyachts New modem technologies further increase network efficiencies between airliners & cruise ships Aviation and Enterprise Supporting infrequent flights and land mobility Shared capacity for long-haul aviation, commercial shipping and oceanic crossings for cruise & yacht Aviation, Energy and Maritime Supporting airlines, rigs and ferries

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Business Plan Presentation Section Four Inflight Connectivity (IFC) Investor Presentation (Confidential & Subject to Operative NDA) Subject to FRE 408

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IFC: Business Overview Business Products Leading broadband connectivity provider to global airlines through open-architecture satellite network, focusing on single-aisle aircraft fleets Embedded entertainment services including television and movies, games, maps, advertising and destination content Long-term contracts with recurring revenue in place with major airlines Proven track record of execution in In-Flight Connectivity sector Attractive business models that offer significant benefits from scale Service primarily provided to short-haul routes over land Business Overview Key Highlights Primary Customers Lombard, IL headquarters plus global offices and warehouses $177 million 2019A Revenue 14% CAGR Revenue 2019A – 2023E $21 million 2019A Adj. EBITDA(1) 40% CAGR Adj. EBITDA(1) 2019A – 2023E >95% recurring revenue Airtime (WiFi Connectivity) Premium Movies Hardware and Equipment Popular TV Series Games and Entertainment IFE Portal 1500+ billable aircraft projected by year end 2023 Leader in single-aisle high-speed airline connectivity WiFi Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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IFC: Connected Fleets Focus on B737 and A320 family aircraft between Americas and EMEA Boeing 737NG and MAX VVIP Aircraft BBJ, B767-200/300ER Boeing 757 and 767 Boeing 737 Airbus A320 Family B737 and A321 Families B737 MAX B737NG and MAX We focus on geographically-operated fleets that maximize network utilization (including MEG capacity) and leverage existing certifications

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IFC: In-House Antenna Technology Unique IP and engineering expertise, with Boeing Line Fit certification In-house antenna design, engineering & certification Antenna supply chain, kitting, spares and cabin equipment Retrofit & Boeing Line Fit install support, integration and repair Automated network analytics, over-the-air updates and support Global Eagle develops aircraft antenna solutions in-house with contract manufacturing We own key intellectual property of our aircraft antenna systems including design, component integration, control and antenna pointing software, and cabin equipment Antenna design is proven and reliable in field service – over 1,100 kits shipped with industry-leading uptime, lightweight and cost-effective design GEE control over intellectual property drives important competitive advantages, including linefit (factory installation) qualification and flexibility for LEO satellites

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IFC: Passenger Service Integration Differentiation through passenger portals and integrated entertainment Certain design elements copyright Southwest Airlines Compelling destination content with advertising, sponsorships & monetization Movie library leverages GEE content platform and rights management High-quality live television with local programming, sports and non-linear titles Audio options including regional and hit content, with turnkey rights management Full games library with promotion and advertising for ancillary revenue In-house passenger portals create unique connected passenger experiences Internal development of passenger UX/UI and billing/customer service integration – proven to be a key differentiator against other IFC competitors Movies and high-definition live television offer compelling and more cost-effective entertainment vs. OTT services – preserving airline brand and passenger ecosystem We will leverage existing aircraft engineering, cabin connectivity, content packages and passenger interfaces to make Wireless IFE a compelling seatback-screen alternative

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IFC: Antenna Roadmap R&D efforts focused on satellite network compatibility & flexibility Our antenna solutions are Ku-band and Ka-band compatible, with cost-effective overnight conversion option from Ku to Ka-band through component replacement Flat panel antenna development engineering continues – expect first installations in 2022. Designing for installations on business jets, yachts and government/military vehicles 2-Axis Ku-Band Antenna 1,000+ Units Shipped Boeing MAX Linefit 3-Axis Ku-Band High Speed 100+ Units, 500 Mbps per aircraft Two-Axis Ka-Band Retrofit Kit Enables Ku to Ka swap Flat Panel Antenna Ku and/or Ka Band Designed for airline retrofit & linefit + business jets, maritime & gov’t 2010 2019 2022 Active Development

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B737 MAX: Return to Service Programs expected to return by 4Q 2020 based on customer comments Major 737 MAX customers include Southwest Airlines, flydubai and LOT Polish Return of the 737 MAX is expected to boost revenue, adjusted EBITDA(1) and free cash flow(2) as production ramps up through 2020 and 2021 Anticipated Financial Benefit from MAX Return to Service by Period Overview of Assumptions Production resumed May 2020, with service re-entry expected in 2H 2020 As a Boeing Linefit specialist for the 737 MAX, we see numerous growth opportunities as MAX operations resume Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation Free Cash Flow in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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IFC: Long-Term Earnings Trends Significant Adj. EBITDA growth as we execute backlog and new services Note: “Segment Adjusted EBITDA” reflects our three reporting units’ (IFC and MEG represent subdivisions of our Connectivity segment) Adjusted EBITDA with negative adjustments to reflect shared costs (and, in certain cases, related addbacks) allocated based on relative percentages of gross profit Depreciation includes Cost of Sales Depreciation and Operating Expense Depreciation Addbacks include Other Income / Expense, Stock Based Compensation, Extra Audit Fees, Severance Fees, Retention Fees, among other items Refer to Non-GAAP EBITDA Reconciliations (page 3) for other Addbacks Summary Forecast ($ in millions) Revenue Segment Adjusted EBITDA ($ in millions) ($ in millions)

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IFC: Non-Airline Growth Opportunities Expected future growth from business jets, cargo and government aviation Non-airline markets present upside opportunities Intend to leverage ongoing investments in new growth markets in coming years Each market will operate on the same network as our global airline customers, avoiding complexity of competitors Dedicated Freighters Mid/Large Business Jets Government Aviation Top 10 freight companies operate over 1,500 dedicated Boeing/Airbus freighters Increasing focus on IFC for monitoring, technical operations and crew connectivity Leverages existing antenna and engineering capabilities, plus operations analytics platform Approx. 22,000 business jets in service with 7,000+ to be delivered in the next decade – of which 60% super-midsize and large models Flat panel antennas important to meet size, weight limitations Common ownership with GEE superyachts: cross sale opportunity Opportunities in VVIP transport and military surveillance activities, currently effective third party monopoly GEE has relevant domain experience, including VVIP IFE services, antenna programs for military applications, growing government business unit

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Business Plan Presentation Section Five Maritime, Enterprise & Government (MEG) Investor Presentation (Confidential & Subject to Operative NDA) Subject to FRE 408

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Maritime, Enterprise & Gov’t (MEG) Business Units Global broadband Internet connectivity, television and entertainment, on-board retail, and technology-differentiated network solutions Open-architecture network backbone with comprehensive global coverage, high throughput capacity, and efficient utilization of satellite beams Platform offers strategically located teleports, secure global MPLS backhaul and terrestrial wireless networks at major ports Long-term contracts with recurring revenue in place with premium cruise brands, superyachts and major global enterprises Successful 2019 turnaround demonstrates execution in MEG sectors Attractive business models that offer significant benefits from scale and integration with aviation infrastructure Business Overview Key Highlights Select Customers Miramar, FL headquarters plus global offices and warehouses 52 Patents and numerous pending patent applications 5,200+ Sites with recurring revenue $170 million 2019A Revenue 1% CAGR Revenue 2019A – 2023E $14 million 2019A Adj. EBITDA(1)(2) 6% CAGR Adj. EBITDA(1)(2) 2019A – 2023E >80% recurring revenue Cruise & Large Ferry Superyacht Commercial Maritime Enterprise & NGO Government Diversified provider of connectivity and entertainment to sea and land Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation Excludes EBITDA from JVs

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MEG: End Market Diversification Only scaled integrator with major cruise, yacht, enterprise & government Maritime, Enterprise & Government (MEG) Business Unit Cruise & Large Ferry Large Yachts Commercial Maritime Enterprise & Land Government Business Activities Connectivity, Content & Live Television for passengers and crewmembers Connectivity for VVIP superyachts (2-25+ crew) Connectivity for commercial shipping and oil & gas Connectivity for enterprises, cellular backhaul & UN/NGOs Connectivity for government, military and intelligence Total Count YE19 292 ships 206 ships 411 ships 3,059 sites 179 ships plus non-disclosed activity Revenue FY19 $69.9 million $24.6 million $22.7 million $36.5 million $16.2 million

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MEG: Cruise Services Pre-COVID served over 160,000 cabins Segment driven by cruise requirements, which accommodate BYOD for 5,000+ passengers per vessel Global vessel deployment: ~35% Caribbean, ~15% Mediterranean and ~50% other top global cruise regions Leading TV broadcaster for Maritime with 40 live channels Typical contract structure: monthly recurring charge plus temporary bandwidth and revenue share Long-term contracts recently renewed with top customers 2019 Revenue: $70 million Business Unit Highlights Vessels by Service / Geography Services Offered Key Customers YE 2019 Americas & APAC EMEA Total Connectivity 18 42 60 TV 93 83 176 Both 42 14 56 Total 153 139 292 Passenger Portals and Retail Passenger Wi-Fi (Free and streaming class services) Passenger TV (Live, VOD and To Device) Port-Based Terrestrial Network Crew Entertainment and VOIP Services Enterprise Operations WiFi for Crew Traffic and QoE configuration (Application Management) Multiple carrier solution and redundancy Cellular Roaming Largest capacity integrator and TV broadcaster to cruise ships

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MEG: Cruise Competitive Advantages Deeply embedded services core to cruise line guest experiences Strategic Growth Themes Defensible Advantages Crew & Guest Connectivity Open-architecture network – can integrate capacity from multiple operators Results in leading coverage, scalability and reliability vs. integrators & satellite operators Capability for gigabit-class throughput Proprietary network management software that maximizes satellite power efficiency Relationships with all major satellite operators Consistent service at all latitudes On-Board Entertainment Leading provider of live television services, now merging aviation and MEG licensing Capability for embedded advertising Expect to bring subscription packages to cruise ships for in-cabin entertainment Exclusive TV rights Global broadcast capabilities Over-the-air updates to local content servers Mobility Content IP portfolio Retail and Service Integration Guest portals and Internet cafes fully integrated with cruise line billing folios Local technical and retail support teams (stationed on ships) Growth from bringing aviation capabilities (movies, games, audio) to cruise ships Deep integration with cruise IT platforms On-ship support and repair teams Embedded in cruise line revenue models Expansion Services Cybersecurity for crew and passengers IoT and enterprise analytics, leveraging existing aviation systems Passenger reporting platforms Ability to cross-sell and monetize technologies built for Inflight Connectivity & entertainment Global purchasing scale and efficiencies between aviation and maritime terminals

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MEG: Other Sectors Yacht ($25m FY19) Commercial Maritime ($23m FY19) Leading provider in global high-end superyacht market (40m+ with capacity of 100+ and crew of 2-25) with 235 superyachts in fleet Revenue Model: Fixed MRR base contract based on bandwidth capacity (Mbps) and minimal allowed layup months (months off), average contract term is 18 months Temporary bandwidth sales in peak seasons (Q2 and Q3 seasonally high) WiFi services for commercial shipping and Oil & Gas vessels Focus on Oil & Gas customers due to high bandwidth needs and strong industry relationships Stable recurring revenue stream (3-year average contract life) Growth market: 130,000 merchant vessels of which 40,000 use L-band and 30,000+ are not connected; 8,500 energy rigs / sites Fixed MRR revenue model based on contracted capacity; commercial shipping vessels generally purchase global coverage with low bandwidth, Oil & Gas customers buy high throughput Leveraging aviation & cruise infrastructure across other MEG sectors Government ($16m FY19) Enterprise & NGO ($36m FY19) Sub-prime contractor to U.S. military and various 3-letter agencies with strong growth runway through strategic relationships with key prime vendors Provide mission-critical connectivity for the U.S. government & military across air, sea and land Revenue Model: Fixed MRR base contract based on bandwidth capacity (Mbps, MHz, and Teleport Services) Revenue upside through continued site program through government welfare programs Confidential programs Operates through three sub-segments: Enterprise (ex. Brazil): Provides connectivity solutions to enterprise organizations and telecommunications (through wholesale arrangements), primarily in Africa Enterprise (Brazil): Connectivity provider to remote parts of Brazil, primarily with government agencies UN & NGO: Connectivity provider to various UN agencies Services: Connectivity, equipment sales, installations, repair Revenue Model: Fixed MRR based on sale of Mbps (for managed services customers) or MHz (for communications customers)

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MEG: Other Competitive Advantages Global footprint, secure infrastructure and high throughput capabilities Strategic Growth Themes Defensible Advantages Superyachts High throughput services (100Mbps+) Live television and entertainment services Wireless entertainment for crews Business jet ownership Global sales and support capability Bandwidth flexibility by leveraging existing capacity for aviation, cruise markets Studio relationships and buying power Commercial Shipping & Energy/Oil and Gas Consistent and reliable bandwidth services Able to guarantee bandwidth throughput and reliability for safety-sensitive O&G programs Entertainment services for remote workers Control over network and data routing required for cybersecurity and IoT programs Bandwidth coverage and flexibility, including northern latitudes Global repair and support teams Enterprise/NGO Focusing market relationships on high value backhaul services Exiting certain legacy relationships due to 4G/5G and fiber displacement of VSAT Global coverage and high-speed capability Redundancy from multiple satellite operators Ground network control Government Growth in maritime and aviation programs for soldier connectivity, intelligence & surveillance Secure communications over public telecom infrastructure NRM and network control technology Ability to dynamically route traffic for security Secure/classified/DISN authorization

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MEG: Long-Term Earnings Trends Summary Forecast ($ in millions) Note: “Segment Adjusted EBITDA” reflects our three reporting units’ (IFC and MEG represent subdivisions of our Connectivity segment) Adjusted EBITDA with negative adjustments to reflect shared costs (and, in certain cases, related addbacks) allocated based on relative percentages of gross profit Cash Gross Profit calculated by adding back Cost of Sales Depreciation to Gross Profit Depreciation includes Cost of Sales Depreciation and Operating Expense Depreciation Addbacks include Other Income / Expense, Stock Based Compensation, Extra Audit Fees, Severance Fees, Retention Fees, among other items Refer to Non-GAAP EBITDA Reconciliations (page 3) for other Addbacks Revenue Segment Adjusted EBITDA ($ in millions) ($ in millions) Expect two-year recovery from COVID-19 impact

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Business Plan Presentation Section Six Transformation Plan Considerations Investor Presentation (Confidential & Subject to Operative NDA) Subject to FRE 408

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Global Eagle Evolution Acquisitions not fully integrated, creating administrative complexity and inconsistent business practices Excess operating costs driven by redundant headcount and global footprint Legacy operations complicated introduction of technological innovations Margin challenges increased in certain businesses due to competition and technological changes Limited ability to capture synergies across business Historical lack of integration and strategic vision caused a variety of challenges Fundamentally strong, well-positioned business with substantial potential Formed via acquisition of industry leaders in In-Flight Connectivity and content in 2013 Developed airline capabilities then expanded to MEG through EMC acquisition in 2016 Mobile connectivity demand is rapidly expanding with relatively few global players Satellite network design enables scaling across businesses Customer and supplier relationships ensure a baseline level of visibility with growth – growth, margin and synergy potential Challenges exacerbated by historical technical audit and financial control issues Market leader transforming to realize potential

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Transformation Priorities Pursued transformation programs with clear progress Global Eagle expects to continue its transformation through COVID to restore its trend of profitable growth and drive value creation in the post-COVID environment Transformation priorities: Remediate material weakness in internal control over financial reporting Status: In process Remove excess operating cost, improve integration and reduce complexity Status: In process, with real progress to date Includes ongoing strategic review of certain non-core business services Includes announced Phase I, II and III cost reduction programs Expand capability to capture growth, with margin enhancement and synergies between Connectivity and Media & Content, and between Aviation and MEG Status: In process

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Successful Implementation of Phases I and II Phase I - completed: FY18 reduced operating expenses including management layers Impact: $20 million annualized benefit Phase II - completed: FY19 reduced ~200 roles (15%) with continued integration, lower professional services and lower travel & entertainment Impact: $40+ million annualized benefit Phase III - initiated: Transitioning to Transformation 2022, an expanded and accelerated 2-year plan Transformation 2022, currently underway, involves cost cuts driven by business model simplification and catalyzed by COVID-19 Improved network efficiency and economics combined with labor and footprint rationalization Expected Impact: Additional $30 million run-rate in 2020, increasing to $50+ million by 2022 $9.9 $7.6 $3.4 $34.3 $28.0 $1.6 Track Record of Execution Travel & Entertainment Labor Professional Services Phase III Plan PHASE II COMPLETED Transitioning to 2-year Transformation 2022 cost saving plan, with $50+ mm run-rate savings Phase III Plan Contributed to $88 million YoY improvement in FY19 free cash flow(1) Free Cash Flow in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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Transformation 2022 Plan Media & Content Cost Reductions Procurement / Network Efficiency Re-domiciling back-office and media work Creating centers of excellence Reducing one-time items and resolving material weaknesses through business process re-engineering Focusing on capacity, optimization and utilization – IFC, MEG and M&C Repackaging content for COVID environment Structure in support of shift in M&C Potential Run-Rate Benefit Expected Realization Comments 2020 2021 Aviation Network $11 $4 $7 Improve efficiency through integration and simplification MEG Network 3 3 - Content Licensing and COS 11 7 2 Business model transition Optimization Streamlining 18 5 13 Centers of excellence, automation and operating efficiency T&E 3 1 1 Pro. Services 5 1 4 Total $50 $21 $27 Additional ~$2mm of run-rate cost savings realized in 2022 and beyond Expanding Phase III into multi-year cost structure transformation ($ in millions)

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Capital Expenditure Plan Already-deployed network capacity, coverage and ground equipment able to support much of existing and go-forward capacity requirements Run-rate annual maintenance capex anticipated to be less than $20mm Limited capex in 2020 during the COVID crisis Growth capex anticipated in years 2020-2023 to support cost reduction and margin enhancement initiatives Overview Capital Expenditure Plan Anticipated growth and development capital expenditures from 2020 – 2023 consist of: Upgrades to improve efficiency and support higher throughput services Electroactive flat panel antenna development (or similar next generation antenna technology) New hardware related programs Forecasted Capital Expenditure ($ in millions) Necessary to support transformation and strengthen barriers to entry

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Conclusion Global Eagle remains among the few mobile connectivity providers with a global, integrated satellite network Expect to capture upside from increasing demand in mobile connectivity Responding to COVID-19, management accelerated ongoing integration activities Business units are currently geographically and functionally disparate Programs underway to consolidate headcount, shift production and digitize infrastructure Post-transformation, execute on our strategic vision effectively and cost-efficiently Expect transformation investments to strengthen existing barriers to entry and market position We expect improved operations and a right-sized capital structure can position Global Eagle to grow and thrive as normalcy returns Adj. EBITDA(1) forecast to increase from $32mm in 2020 to $169mm by 2023 Transformation expected to position Global Eagle to thrive post-COVID Despite the near-term challenge of COVID-19, we project Global Eagle’s business to exit the crisis with an improved market position and cost structure Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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Business Plan Presentation Section Seven Financial Outlook Investor Presentation (Confidential & Subject to Operative NDA) Subject to FRE 408

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Historical and Forecast Performance Global Eagle expects to return to pre-COVID levels of financial performance by 2022 and continue its trend of positive business momentum thereafter ($ in millions) ($ in millions) Historical and Projected Revenue Historical and Projected Adjusted EBITDA(1) Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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COVID Impact: Financial Considerations H1 Revenue Bridge H1 Adjusted EBITDA Bridge(1) ($ in millions) ($ in millions) Expect 1H’20 decline driven by COVID-19 revenue contraction, offset by variable cost structure Media & Content revenue most affected by COVID-19 MEG and IFC affected by reduction in cruise activity and flight levels and decrease in new aircraft shipments Media & Content revenue continues to decline through the transition of the business model IFC recovers as equipment revenue increases and B737 MAX returns to service, with MEG impacted by lower cruise passenger density Variable cost structure, particularly in Media & Content, preserves EBITDA as revenue declines Continued COS benefit through recovery due to COVID-catalysed cost structure improvements Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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Key Assumptions Easing of flight restrictions from late 2020, with activity gradually recovering into summer of 2021 Cruises revenue decline during COVID: unit revenue recovers to pre-COVID levels by the end of 2020, unit volume return by mid-2021 and grows thereafter COVID Recovery Monthly recurring revenue is anticipated to be largely insulated from COVID New customer growth and network upgrades drive performance post-COVID IFC Contracted vessel count largely flat with no growth in customer count 2020 ARPU drops from 2019 levels, with gradual restoration Exit from enterprise business offset by government opportunities and yacht and commercial growth MEG Major airlines return to normal flight levels by mid-2021, full return to normal levels by end of 2021 New revenue business model from 2021, with unit revenue improvement through 2023 M&C Accelerated implementation of cost reduction program Comprehensive facility rationalization and centers of excellence Operating Expenses Limited ongoing annual maintenance capex of < $20mm Growth capex spent primarily on network and hardware maintenance and upgrades Capex Expectations Expect DSO return to normal by mid-2021 Inventories build as needed to deliver backlog Working Capital

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Forecast Revenue Bridge Forecast Revenue Bridge (2019 – 2021) ($ in millions)

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Long-Term Forecast (1) Includes Cost of Sales Depreciation and Operating Expense Depreciation Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation Other includes JV EBITDA Addbacks, JV Dividends, and Below the Line Costs including Audit Related Professional Fees, Headcount reductions, Exchange Listing Fees, Board of Directors Fees, and Miscellaneous other expenses ($ in millions) (3) (2) (2)

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Non-GAAP EBITDA Reconciliation EBITDA to Unlevered Free Cash Flow Bridge Note: Public Company Cost Savings of $9.9mm in total subject to one-time implementation cost of $8.0mm in FY20. Key categories include reduction in audit professionals ($5.9mm), reduction in D&O insurance (~$2mm and other miscellaneous G&A items (~$2mm) Includes WMS and Santander Depreciation ($ in millions)

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Working Capital Considerations Accounts Receivable(1) Accounts Payable(2) As of May 31, 2020 45% of Accounts Receivable is current (not yet due), 17% of Accounts Receivable between 0-30 days past due, 13% between 31-60 days past due, and 25% in excess of 60 days past due 9% of Accounts Payable is current (not yet due), 15% of Accounts Payable between 0-30 days past due, 15% between 31-60 days past due, and 61% in excess of 60 days past due

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Potential Recapitalization Costs and Benefits Note: Preliminary analysis, subject to ongoing change Reflects mid-point of estimates. Outcome is uncertain Subject to implementation path and ongoing tax diligence Does not include consensual renegotiation and / or modifications of existing arrangements Already included in base case forecast. In addition, one-time implementation cost of $8mm that would offset year 1 benefit Includes $3.6mm of vendor notes payable; ~$16mm of Accounts Payable balance associated with foreign subsidiaries Potential Considerations Accounts Payable Detail Not Reflected in Baseline Projections

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Capital Structure Overview Capital Structure (as of March 31, 2020) ($ in millions) Does not include amortization (1)

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Risks and Opportunities Faster-than-forecast recovery of aviation and maritime markets Collections recover faster than expected Direct government stimulus benefits Changes in vendor contracts Additional customer wins Boeing 737 MAX grounding lifted and/or production ramped up sooner than forecast Opportunities Risks Extended uncertainty and impact on travel sector caused by COVID-19 COVID social distancing extends further than forecast Government-directed aircraft groundings and cruise-line suspensions that trigger cancellation provisions Customer insolvencies (unrecoverable A/R) and/or relationship loss with key accounts Fleet retirements beyond levels in forecast Timing of Boeing 737 MAX production ramp-up and resumption of scheduled service We forecast Adj. EBITDA(1) to exceed pre-COVID levels by FY 2022 We take a balanced view of COVID impact with our base case return taking two years to recover Adjusted EBITDA in this Presentation is defined in the “Non-GAAP Financial Measures” slide in the back of this presentation

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Business Plan Presentation Section Eight Appendix Investor Presentation (Confidential & Subject to Operative NDA) Subject to FRE 408

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Non-GAAP Financial Measures To supplement our consolidated financial statements, which are prepared and presented in accordance with accounting principles generally accepted in the United States, or GAAP, we present EBITDA, Adjusted EBITDA and free cash flow, which are non-GAAP financial measures, as measures of our performance. The presentations of EBITDA, Adjusted EBITDA and free cash flow are not intended to be considered in isolation from, or as a substitute for, or superior to, net income (loss), cash flows from operations or any other performance measures derived in accordance with GAAP or as an alternative to net cash provided by operating activities or any other measures of our cash flows or liquidity. Further, we note that Adjusted EBITDA as presented herein is defined and calculated differently than the “Consolidated EBITDA” definition in our senior secured credit agreement and in our second lien notes, which Consolidated EBITDA definition we use for financial-covenant-compliance purposes and as a measure of our liquidity. We have not provided a reconciliation of forward-looking non-GAAP measures, primarily due to the variability and difficulty in making accurate forecasts and projections, as not all of the information necessary for a quantitative reconciliation is available to us without unreasonable efforts. EBITDA, Adjusted EBITDA and free cash flow are three of the primary measures used by our management and Board of Directors to understand and evaluate our financial performance and operating trends, including period to period comparisons, to prepare and approve our annual budget and to develop short- and long-term operational plans. Additionally, Adjusted EBITDA is one of the primary measures used by the Compensation Committee of our Board of Directors to establish the funding targets for (and subsequent funding of) our Annual Incentive Plan bonuses for our employees. We believe our presentation of EBITDA, Adjusted EBITDA and free cash flow is useful to investors both because it allows for greater transparency with respect to key metrics used by our management in their financial and operational decision-making and because our management frequently uses it in discussions with investors, commercial bankers, securities analysts and other users of our financial statements. We define Adjusted EBITDA as EBITDA (net income (loss) before (a) interest expense (income), (b) income tax expense (benefit) and (c) depreciation and amortization), as further adjusted to exclude (when applicable in the period) (1) change in fair value of financial instruments, (2) other (income) expense, including  (gains) losses from foreign-currency-transaction (gains) and from other investments, which include impairment charges relating to our joint ventures, (3) goodwill impairment expense, (4) stock-based compensation expense, (5) strategic-transaction, integration and realignment expenses (as described below), (6) auditor and third-party professional fees and expenses related to our internal-control deficiencies (and the remediation thereof) and complications in our audit process relating to our control environment, (7) (gain) loss on disposal and impairment of fixed assets, (8) non-ordinary-course legal expenses (as described below), (9) losses related to significant customer bankruptcies or financial distress (as described below) and (10) expenses incurred in connection with grounded aircraft resulting from orders, airworthiness directives and other regulations issued by U.S. and foreign civil aviation authorities. Management does not consider these items to be indicative of our core operating results.

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Non-GAAP Financial Measures (Cont.) “Losses related to significant customer bankruptcies or financial distress” includes (1) our provision for bad debt associated with significant bankruptcies or financial distress of our customers, (2) the costs (e.g., content acquisition fees) that we incurred to maintain service to those customers during their bankruptcy proceedings in order to preserve the customer relationship and (3) costs relating to providing services to customers for whom we recognize revenue on a cash basis due to their financial distress. “Non-ordinary-course legal expenses” includes third-party professional fees and expenses and estimated loss contingencies, provisions for legal settlements and other expenses associated with non-ordinary-course employment, corporate and intellectual-property-infringement disputes. “Strategic-transaction, integration and realignment expenses” includes (1) transaction and procurement-related expenses and costs (including third-party professional fees) attributable to acquisition, financing, investment and other strategic-transaction activities (including for new product and proof-of-concept testing), (2) integration and realignment expenses and allowances, (3) employee-severance, -retention and -relocation expenses, (4) purchase-accounting adjustments for deferred revenue, costs and credits associated with companies and businesses that we have acquired through our M&A activities and (5) estimated loss contingencies, provisions for legal settlements and other expenses related to claims at companies or businesses that we acquired through our M&A activities for underlying liabilities that pre-dated our acquisition of those companies or businesses. We define free cash flow as cash flows from operating activities less capital expenditures. Free cash flow does not represent our residual cash flow available for discretionary expenditures, since we have mandatory debt service requirements and other non-discretionary expenditures that are not deducted from the measure.