Maryland

0-24566-01

36-4460265

(State or other jurisdiction
of incorporation)

(Commission File No.)

(IRS Employer
Identification No.)

Mitchell Feiger, Chief Executive Officer and President Jill E. York, Vice President and Chief Financial Officer August, 2008 NASDAQ: MBFI Investor Presentation

2 When used in this presentation and in filings with the Securities and Exchange Commission, in other press releases or other public shareholder communications, or in oral statements made with the approval of an authorized executive officer, the words or phrases "believe," "will," "should," "will likely result," "are expected to," "will continue," "is anticipated," "estimate," "project," "plans," or similar expressions are intended to identify "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995. You are cautioned not to place undue reliance on any forward-looking statements, which speak only as of the date made. These statements may relate to our future financial performance, strategic plans or objectives, revenues or earnings projections, or other financial items. By their nature, these statements are subject to numerous uncertainties that could cause actual results to differ materially from those anticipated in the statements. Important factors that could cause actual results to differ materially from the results anticipated or projected include, but are not limited to, the following (1) expected cost savings and synergies from our merger and acquisition activities, including our recently completed acquisition of Cedar Hill Associates, might not be realized within the expected time frames; (2) the credit risks of lending activities, including changes in the level and direction of loan delinquencies and write-offs and changes in estimates of the adequacy of the allowance for loan losses; (3) competitive pressures among depository institutions; (4) interest rate movements and their impact on customer behavior and net interest margin; (5) the impact of repricing and competitors' pricing initiatives on loan and deposit products; (6) fluctuations in real estate values; (7) the ability to adapt successfully to technological changes to meet customers' needs and developments in the market place; (8) our ability to realize the residual values of our direct finance, leveraged, and operating leases; (9) our ability to access cost-effective funding; (10) changes in financial markets; (11) changes in economic conditions in general and in the Chicago metropolitan area in particular; (12) the costs, effects and outcomes of litigation; (13) new legislation or regulatory changes, including but not limited to changes in federal and/or state tax laws or interpretations thereof by taxing authorities; (14) changes in accounting principles, policies or guidelines; (15) our future acquisitions of other depository institutions or lines of business. MB Financial does not undertake any obligation to update any forward-looking statement to reflect circumstances or events that occur after the date on which the forward-looking statement is made. Forward Looking Statements

3 Who Are We? Financial profile1: $8.4bn in assets $6.0bn in loans $6.0bn in deposits $56mm in net income2 Rapidly growing Commercial Bank serving middle market companies: Over 115 calling officers with 20+ years average experience Retail and wealth management business lines support our commercial bank Expanding, desirable branch network 74 full service Chicagoland branches Strategically located to have access to 79% of middle market companies 4th largest Chicago-based bank Opportunistic acquisitions add scale, capabilities and market share 1 As of June 30, 2008. 2 YTD 2008 annualized. Chicago MSA

4 Commercial Banking Largest, most developed business unit, drives company performance Loans to middle-market companies with revenues ranging from $5 to $100mm Treasury Management products for all company sizes Double digit organic growth every year Focused on: Middle-market business financing Treasury management Real estate investor, construction, developer financing Lease banking $826 $1,081 $1,190 $1,416 $1,709 $1,977 $2,656 $2,819 $3,030 $718 $717 $775 $848 $944 $1,039 $1,413 $1,877 $2,047 $1,544 $1,798 $1,965 $2,264 $2,653 $3,016 $4,696 $5,077 $4,069 $0 $1,000 $2,000 $3,000 $4,000 $5,000 2000 2001 2002 2003 2004 2005 2006 2007 2Q2008 Millions Commercial and Industrial (including lease loans) Commercial Real Estate (including construction real estate) 1 FOBB merger added $632mm in commercial-related loans. 2 Excludes impact of FOBB merger. Including FOBB CAGR = 17%. 1 +15% CAGR 2

5 Credit Quality Excellent for a commercial focused bank Loans are granular – typical size is $5 to $10 million Quarterly charge-offs can be “lumpy” Weakness in “For Sale Residential” construction sector significantly impacted NPL’s in first half 2008 Net Charge-offs to Average Loans 0.45% 0.25% 0.24% 0.25% 0.60% 0.39% 0.24% 0.31% 0.16% 0.00% 0.20% 0.40% 0.60% 0.80% 1.00% 2000 2001 2002 2003 2004 2005 2006 2007 YTD 2008 Allowance vs. NPL to Total Loans 1.38% 1.16% 1.19% 1.19% 1.38% 1.42% 1.27% 1.33% 1.22% 1.56% 0.44% 0.43% 0.85% 0.83% 0.79% 0.92% 0.71% 0.58% 0.00% 0.20% 0.40% 0.60% 0.80% 1.00% 1.20% 1.40% 1.60% 1.80% 2000 2001 2002 2003 2004 2005 2006 2007 2Q2008 Allowance to Total Loans NPL to Total Loans

6 Diversified Loan Portfolio Commercial 35% Construction 13% Commercial Real Estate 37% Residential, Consumer and Indirect 15% As of June 30, 2008 % of Total Loans Land only - residential construction 1% For sale single family construction 3% For sale condo and townhome construction 4% Land only - commercial construction 1% Commercial construction 4% Owner occupied 8% Multi-family 5% Non-owner occupied: Commercial 9% Retail 6% Industrial/Warehouse 3% Healthcare 3% Office 3% Total Construction & Commercial Real Estate 50% Construction and Commercial Real Estate by Type

7 Retail Banking Retail Banking provides much of the funding for our commercial lending business Provides 60% of our deposits Generates 15% of our loans Excellent Chicagoland branch footprint Key differentiation attributes Convenience – Extended branch hours and open 7 days/week in most branches ATM Freedom – Qualifying customers can use any ATM in the world at no cost Extended deposit cut-off times – Accelerates cash availability 2008 objectives Grow low cost account balances Improve deposit mix $391 $431 $456 $552 $623 $641 $924 $876 $899 $447 $496 $490 $620 $713 $636 $1,041 $1,263 $1,258 $311 $325 $352 $448 $523 $469 $391 $390 $1,079 $1,202 $1,316 $1,396 $1,568 $1,545 $2,572 $2,506 $2,633 $272 $615 $570 $478 $858 $474 $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 2000 2001 2002 2003 2004 2005 2006 2007 2Q2008 Millions Brokered CDs Time & Public Funds Savings NOW & MMDA Non-Interest Bearing $5,581 $5,514 $2,780 $2,577 $3,176 $3,699 $3,906 $2,372 $6,038 1 1 FOBB merger added $1.9 billion in deposits. 2 Excludes impact of FOBB merger. Including FOBB CAGR = 13%. +6% CAGR2

8 Wealth Management $0.2 $0.4 $0.3 $0.2 $0.6 $0.6 $0.8 $1.1 $0.4 $0.5 $0.8 $0.9 $2.1 $1.9 $0.9 $2.6 $1.0 $1.1 $0.0 $0.5 $1.0 $1.5 $2.0 $2.5 $3.0 $3.5 $4.0 2000 2001 2002 2003 2004 2005 2006 2007 2Q2008 Assets Under Management (Billions) Managed Assets Non-Discretionary Assets Private Banking Targets wealthy individuals and business owners Rapidly growing, with profitability metrics similar to Commercial Banking Asset Management and Trust Target market Wealthy individuals Middle market business owners and their families Illinois police and fire retirement funds Guardianships Recently acquired Cedar Hill Associates with over $960 million in assets under management Vision Investment Services Focused on providing brokerage services through our branch network Improving profitability 1 FOBB merger added $1.2 billion in assets under management. 2 $0.6 $0.7 $3.0 $0.7 $1.4 $1.5 $1.7 $3.1 $3.7 2 Includes Cedar Hill acquisition. 1

9 Chicago’s Attractive Market Opportunity $268bn $63bn $52bn $41bn $43bn $37bn $25bn 37.7% 10.6% 10.7% 23.9% 39.1% 22.8% 17.9% 43.3% 13.0% 17.6% 40.2% 61.4% 53.2% 62.9% 36.2% 56.7% 59.1% 26.3% 60.3% 51.6% $31bn $61bn $88bn Chicago Detroit Cleveland Minneapolis St. Louis Milwaukee Cincinnati Kansas City Columbus Indianapolis Top 3 4-5 6-10 > 10 Total # banks/thrifts 261 55 40 160 139 56 80 136 54 53 Avg. deposits per bank/thrift ($mm) 1,027 1,605 1,512 394 374 732 537 274 555 472 # banks/thrifts > 1% share 15 11 13 8 17 18 14 21 13 16 Source: SNL DataSource. Deposit data for Midwestern MSAs as of June 30, 2007. Includes pending acquisitions through August 18, 2008. The Opportunity The $101bn in deposits held by banking institutions outside the top 10 is larger than all other Midwestern MSAs in their entirety

10 40.2% 41.2% 41.4% 44.5% 46.1% 46.1% 53.6% 54.1% 59.3% 59.6% 0% 20% 40% 60% 80% Chicago Los Angeles Miami Philadelphia Washington New York Dallas Boston San Francisco Atlanta Rank Institution Branches Total Deposits in Market ($mm) Total Market Share (%) 1 Bank of America 202 39,100 14.6 2 JPMorgan Chase 361 38,956 14.5 3 Harris (Bank of Montreal) 206 29,737 11.1 4 National City 135 10,748 4.0 5 Northern Trust 19 8,950 3.3 6 Fifth Third 150 8,444 3.2 7 Corus Bankshares 14 8,399 3.1 8 Charter One (Royal Bank of Scotland) 132 7,828 2.9 9 Citigroup 73 7,551 2.8 10 Wintrust Financial 76 7,219 2.7 11 MB Financial 74 5,408 2.0 12 First Midwest 89 5,185 1.9 13 FBOP 33 3,392 1.3 14 TCF Financial 212 3,119 1.2 15 Metropolitan Bank Group 87 2,766 1.0 All Other Institutions 81,354 30.3 MSA Total 3,295 268,158 100.0 Strong Position in the Nation’s Least Consolidated Major Market Source: SNL DataSource. Data as of June 30, 2007. Includes pending acquisitions through August 18, 2008. Chicago MSA Rankings Market Share of Top 3 in the Ten Largest U.S. MSAs

11 Disciplined Acquiror and Experienced Integrator Chicago is the least consolidated of the nation’s top 10 MSAs Strive to be the “partner of choice” for sellers Look for mutual win situations The Opportunity Strong Track Record 1 P/E Adjusted is computed as (price – excess equity) / (pre-acquisition core earnings + after-tax cost savings in year one – after tax earnings on excess equity). Target Acquisition Date Asset Size ($mm) Disciplined Pricing. Median Statistics for Above Transactions First Oak Brook Aug ’06 $2,362 First Security Fed May ’04 567 South Holland Feb ’03 560 LaSalle Leasing Aug ’02 92 Lincolnwood Apr ’02 228 FSL Holdings Apr ’01 222 P / E Stated 17.4x P / E Adjusted 1 9.7x Price / Book 1.4x Premium / Core Deposits 6.9% 1st Year EPS Accretion 3.5%

12 3.74% 3.71% 3.99% 3.80% 3.77% 3.74% 3.51% 3.32% 3.22% 3.25% -1.00% 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 2000 2001 2002 2003 2004 2005 2006 2007 1Q 2008 2Q 2008 NIM A to LIBOR BBB to LIBOR BB to LIBOR Net Interest Margin and Historical Credit Spreads* Credit spreads are a leading indicator for our long-term net interest margin While credit spreads are widening, deposit pricing is very expensive, negatively impacting our net interest margin * Bloomberg Industrial Composite one year rates to twelve month Libor.

13 Composition of Total Revenue First Half 2008 Fee Income 1 31.0% of Total Revenue 1 Focus on growing fee income Diversification of revenue streams is important to us Likely expansion areas include deposit fees, trust and asset management, leasing and merchant card processing Net Interest Income 69.0% of Total Revenue 1 Deposit Service Fees 8.5% Merchant Processing Fees 5.8% Lease Financing Revenues 4.9% Trust and Asset Mgmt and Brokerage Fees 5.0% Loan Service Fees 3.1% All Other Fees 3.7% 1 1 Excludes gain on sale of securities and loss on sale of other assets.

14 Operating Efficiency Efficiency Ratio Striving to cut expenses and improve our operating leverage Shed excess properties / non-core businesses in 2007 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 2000 2001 2002 2003 2004 2005 2006 2007 2Q2008

15 Key Investment Considerations Build Commercial Banking market share Strategy Implementation Add Commercial lenders Add Private Bankers Hire recent college graduates for training program Emphasize Commercial Banking in branding Grow fee income and diversify revenue streams Improve operating leverage Build Wealth Management profitability Acquire opportunistically Enhance Leasing and Brokerage contribution Improve facilities management Improve vendor management Improve operating procedures

16 Non-GAAP Disclosure Reconciliations This schedule reconciles one financial measure in our presentation determined by a method other than in accordance with accounting principles generally accepted in the United States of America (“GAAP”). This measure is net interest margin on a fully tax equivalent basis. Net interest margin on a fully tax equivalent basis is determined by dividing net interest income on a fully tax equivalent basis by average interest-earning assets. The most directly comparable GAAP measure, net interest margin, is determined by dividing net interest income by average interest-earning assets. The tax equivalent adjustment to net interest income recognizes the income tax savings when comparing taxable and tax-exempt assets and assumes a 35% tax rate. We believe that it is a standard practice in the banking industry to present net interest margin on a fully tax equivalent basis, and accordingly believe that providing this measure may be useful for peer comparison purposes. The following table reconciles net interest margin on a fully tax equivalent basis to net interest margin for the periods presented: 2000 2001 2002 2003 2004 2005 2006 2007 1Q2008 2Q2008 Net interest margin 3.64% 3.62% 3.93% 3.72% 3.67% 3.62% 3.40% 3.20% 3.10% 3.11% Plus: Tax equivalent effect 0.10% 0.08% 0.06% 0.08% 0.10% 0.12% 0.11% 0.12% 0.12% 0.14% Net interest margin, fully tax equivalent 3.74% 3.71% 3.99% 3.80% 3.77% 3.74% 3.51% 3.32% 3.22% 3.25%

Mitchell Feiger, Chief Executive Officer and President Jill E. York, Vice President and Chief Financial Officer August, 2008 NASDAQ: MBFI Investor Presentation