EX-99.2

FORWARD-LOOKING

INFORMATION

During the course of our remarks today, we will make

certain predictive statements regarding our plans and

strategies and anticipated financial effects to assist you

better in understanding our company.

These forward looking statements about future results

are subject to risks and uncertainties.

Refer to our periodic reports on file with the SEC and the

slides at the end of this presentation regarding forward-

looking statements for further detail in this regard.

Who We Are

Nearly twenty year-old community focused banking organization

with approximately $16 billion in assets

Fifteen community banks with strong ties to local residents and

business leaders in the Chicago and Milwaukee metropolitan markets

9 de novo charters established since 1991

bank

acquisitions

since

the

qtr

2003,

including

FDIC-assisted

acquisitions in 2010-2012 (some were merged into existing charters)

A small branch acquisition completed in October 2010 in Naperville,

IL. Total deposits acquired were approximately $23 million

101 existing banking locations

In our early years and by design, the vast majority of customers

didn’t even know Wintrust existed --

as you will see later, this is

changing

Who We Are -

Company Overview

Community

Banking

Specialty Finance

Wealth

Management

Fifteen community

banks

Chicago and

Milwaukee

metropolitan markets

101 locations

Full product suite –

home equity, home

mortgage, consumer,

real estate and

commercial loans, safe

deposit facilities, ATMs,

& internet banking

Wintrust Mortgage

National mortgage

production capabilities

with focus on Chicago

metropolitan area

Two finance

companies –

premium

finance and account

receivables

Loan production to

optimize banks’

balance sheets

First Insurance

Funding

P&C

Life Insurance

Tricom-

Temporary

help industry

processing and

financing

Other niches (including

housing associations,

franchise lending,

mortgage warehouse

lending, indirect auto

lending –

to name a

few)

Wayne Hummer

acquired in

2002, and 4

subsequent

acquisitions

$13+ bn in AUM

Brokerage,

asset

management

and trust

capabilities

Commercial

Banking

HAVE

ALL

–

Big

Bank Resources,

Community Bank

Service

Chicago and

Milwaukee

downtown lending

offices

All community

banks

Full

product

suite

–

commercial loans,

treasury

management, lock

box services,

international

Focus

middle-

market

C&I

Added over 50 new

lenders since the

beginning of 2009.

Chicago and Milwaukee metropolitan markets

Initially focused on high net worth areas. Have

since moved into broader market

Flexibility to continue to profitably penetrate

broader market

Downtown Chicago focusing on corporate and

commercial customers

Positioned as local alternatives to the “Big Banks”

We know our communities extremely well

Personalized service, creative marketing and

employee involvement

Have taken advantage of big-bank consolidation

and market dislocation to grow quickly

Vigorously defend and grow market share

Who We Are -

Core Strategy

Good Markets

Consistent strategy for twenty years

Community

Focused

Market Share

Growth

Funding

Assets

Who We Are -

Operating Strategy

Loan-to-deposit ratio 85% -

90%

Generate ~ two-thirds of loan

volume from banks

Remaining loan volume from niche

businesses

First Insurance Funding

Tricom

Other (including housing

associations, franchise lending,

mortgage warehouse lending,

indirect auto --

to name a few)

Consistent, conservative credit

standards

Manage risk through portfolio

diversification and decentralized

structure

Minimal "nuisance fees", if at all

Same or better products and delivery

differentiate with service

Technology as the great equalizer

Strong, diversified funding base

Recent markets have proven the

value of that approach

Franchise is built on deposit funding

87% of total funding

Substantially all deposits are

customer generated

Approximately 4% traditional

brokered deposits

Goal is to be top two in both deposit

market share and household

penetration in each banks’

local

market area

Deposit Market Share-Chicago MSA

As of June 30, 2011 and 2010

At June 30, 2011

At June 30, 2010

In-market

Deposit

In-market

Deposit

2011

Deposit

Market

Deposit

Market

Rank

Bank Holding Company

Dollars

Share %

Dollars

Share %

JP Morgan Chase & Co. **

$ 57.9 BB

19.8%

$49.2 BB

17.2%

Bank of Montreal **

$ 33.3 BB

11.4 %

$26.7 BB

9.4%

Bank of America **

$ 25.1 BB

8.6%

$32.0 BB

11.2%

Northern Trust Corporation

$ 18.9 BB

6.4 %

$12.7 BB

4.4%

PNC Financial Services Group**

$ 11.9 BB 4.1 %

$13.0 BB

4.6%

Wintrust Financial Corp.

$10.7 BB

3.7 %

$10.2 BB

3.6%

Citigroup Inc. **

$ 9.4 BB

3.2 %

$ 9.9 BB

3.5%

PrivateBancorp, Inc.

$ 8.7 BB

3.0 %

$ 9.0 BB

3.2%

A Leading Chicago bank

Source: FDIC Website –

Summary of Deposits as of June 30, 2011 and 2010

Market share data is for the Chicago Metropolitan Statistical Area

** -

Corporate Headquarters is out-of-state

Consistent Strategy –

Changing Tactics

(1991-2005)

(2010-11)

(2008)

(2009)

(2006-07)

Organic &

Acquisition Growth

7 traditional bank

acquisitions since 2003

9 de novo charters since

1991

“Rope -

A –

Dope”

Slowed growth

Maintained extremely

conservative underwriting

Reduced relative cost of

funds

Controlled expenses

“Off the Ropes”

Life insurance premium finance

acquisition

PMP acquisition (in late Dec ’08)

Over 50 new lenders hired since Jan

‘09

Loans

$800 mm in 2009

Deposits

$1.5 bn in 2009

Organic & Acquisition Growth

Take advantage of “dislocation”

Consistent loan growth –

approx. $1.8

billion since 2009 (excl. covered loans)

6 FDIC-assisted transactions

Acquired 1 branch in Naperville,

Acquired asset management firm with

approx. $2.4 bn in AUM

Acquired Elgin State Bank (unassisted)

Raised capital-RETIRED TARP

WINTRUST

TACTICS

CREDIT

CYCLE

Capital & TARP-CPP

Focused on minimizing dilution to

shareholders

Q3’08 –

raised $50 mm of convertible

preferred

Dec. ’08 -

$250 mm TARP-CPP

Healthy

Restrained

Recovery

The Perfect

Storm

Stabilization

Storm Clouds

Gather

Warning signs 1Q’06

Disadvantageous yield curve

Loosened credit standards

Credit spreads moved to

unacceptable levels

Compound Annual Growth Rates

1991-2005

2006-2007

2007-2008

2008-2009

2009-2010

2010-2011

Asset Growth 43.4% -2.1% 13.8% 14.6%

14.4% 13.7%

Compound Annual Growth Rates

Through 2005

(Years ended December 31, 2005)

1 year

2 year

3 year 4 year 5 year

•

Revenues

27.6%

26.8 25.0% 31.8% 31.4%

•

Net Income

30.5

32.6

34.0

38.1 43.1

•

EPS (diluted)

17.5

17.9

19.8

21.3 27.1

•

Assets

27.4

31.2

30.0

31.9 31.2

•

Loans

19.9

25.7

26.8

26.8 27.5

•

Deposits

31.8

29.6

30.6 29.8

So How Did Wintrust Fare??

Remained profitable throughout the cycle.

We have taken advantage of the many opportunities

which are always present in adverse credit cycles

Dislocated people

Dislocated assets

Dislocated banks

Key Financial Goals

Increase pre-tax pre-provision adjusted earnings

Move bad assets out

Taking Advantage of Dislocations

Dislocated People

Dislocated Assets

Dislocated Banks

FIFC purchased a

portfolio of domestic life

insurance premium

finance loans and certain

related assets from

indirect wholly-owned

subsidiaries of AIG

Aggregate balance of

approximately $1.03

billion

Purchase price of $746

million

Resulting discount of

$287 million

Pre-tax bargain

purchase price gain of

$167 million

First purchase: July 28,

2009

Smaller, second

purchase: October 2,

2009

Set up downtown

Chicago office to capture

core commercial and

industrial (C&I) business

Added 50+ lenders since

the beginning of 2009

added throughout the

organization

Adding talented staff in

other areas to support

our growth and to stay

out in front on product

delivery systems and

regulatory changes.

Since April 2010, acquired

seven failed banks from the

FDIC -

they cover the

majority of losses

Very disciplined bids-

$71 million in Bargain

Purchase Gains (BPG)

recorded in 2010/2011

Accretive to earnings

Strategic as we moved

into contiguous markets

not served by us

We intend to assimilate

and then aggressively

grow these acquisitions

to be market leaders

Acquired a branch with

$23 million in deposits in

Naperville, IL in 2010

Acquired a non-assisted

bank with 3 branches in

3Q11

Acquired 3 bank facilities

from the FDIC

FDIC-Assisted Transactions

Bank

Date of

Acquisition

Number

Branches

Fair Value

of Asset

Acquired

(in 000s)

Fair Value of

Loans

Acquired

(in 000s)

Fair Value of

Liabilities

Acquired

(in 000s)

Bargain

Purchase

Gain

Lincoln Park

4/23/2010

157,078

103,420

192,018

$4.2MM

Wheatland

4/23/2010

343,870

175,277

415,560

$22.3 MM

Ravenswood

8/6/2010

173,919

97,956

122,943

$6.8 MM

Community First

Bank

2/4/2011

50,891

27,332

49,779

$2.0 MM

The Bank of

Commerce

3/25/11

173,986

77,887

168,472

$8.6 MM

First Chicago

Bank

7/8/11

768,873

330,203

741,508

$27.4 MM

Total through

2011

1,668,617

812,075

1,690,280

$71.3 MM

Additionally, acquired Charter National Bank & Trust on February

10, 2012

in an FDIC-assisted transaction with two branches and approximately $90

million in assets and deposits.

Annual “Pre-tax Adjusted Earnings”

(in 000s)

(* -

Annualized)

“Pre-tax Adjusted Earnings”

are calculated by removing from reported Pre-tax earnings the following categories:

Provision for Credit Losses; OREO Related Costs; Mortgage Recourse Obligations on Loans Previously Sold;

Covered Loan Expense; Mortgage Servicing Rights Fair Value adjustments; Bargain Purchase Gains; Gains or

Losses on from Investments in Limited Partnerships; Trading Gains or Losses; and Securities Gains or Losses.

Further information regarding the calculation methodology is available in our news release filed on Form 8-K

dated

January

18,

2012

under

the

section

titled

“Supplemental

Financial

Measures/Ratios”.

Capital Summary

Enhance and maintain strong capital ratios

12/31/09

12/31/10

12/30/11

Tier 1 Risk-based capital

11.0% 12.5% 11.8%

Total capital ratio

12.4% 13.8% 13.0%

Leverage ratio

9.3% 10.1% 9.4%

Tangible common equity ratio

4.7% 8.0%

7.5%

Provide flexibility for growth

Organic growth & lending opportunities

Portfolio and business acquisitions

2010 Capital Activity

March 2010 –

Sale of Common Stock (+$210 mm)

December 2010-

Sale of Common Stock and TEUs (+$327 mm)

Repaid TARP-CPP in December 2010 (-$250 mm)

Back to the Future

Strategy for 2012 and Beyond

This cycle isn’t over yet so we need to proceed cautiously in

all of our endeavors

Continue to increase core earnings

Continue to expeditiously remove problem assets from the

balance sheet

Plan is to return to the growth mode experienced in the first

15 years of our existence with an overriding emphasis on

achieving superior profitability

Organic growth

New hires

Chicago office

Selective, opportunistic acquisitions in all areas of our business

Continue to locate “dislocations”

in the market and take advantage

of them

Never take our eye off the major operating tenet that made

us successful throughout the years-Service, Service, Service

Expected Pre-tax Adjusted Earnings

Improvements

“Pre-tax adjusted earnings”

annualized run rate

$229 million run rate in the 4

Quarter of 2010

$243 million run rate in the 4

Quarter of 2011

Subject to market and other conditions, including interest

Continued deposit re-pricing

Organic growth

Income from additional acquisitions

rate environments, liquidity positions and other factors

influencing growth, pre-tax, pre-provision adjusted

earnings could benefit from the following:

Organic Growth and Branding

Organic Growth-going back to pre Rope-A-Dope model

Expect each bank to grow $75 million per year

Expect each bank to open a branch every two years

The Wintrust Brand

By design becoming more prevalent and recognized over the last two

years

Wintrust

Wealth

Management,

Wintrust

Mortgage

Co.,

Wintrust

Commercial

Banking

Recently began to offer full affiliate banking to all of our customers

Each of our banks will take on the sub-brand of “A Wintrust

Community Bank”

in order to take advantage of our network

Will

not

lose

positioning

the

local

alternative

the

big

banks

Rather,

are

consortium

community

banks

that

give

customers

the

best

all

worlds-community

banks

service

with

big

bank

products

“Have

All”

Penetrate new markets with community banking model

Within 1½

hours of Wintrust headquarters

Acquired entities with existing management that wish to continue

to grow

Acquisitions in specialty finance and wealth management

Must complement existing franchise, be a strategic new business

line, or add/improve customer products and services

Acquired Great Lakes Advisors in July 2011

Canadian premium finance business acquisition announce in

February

2012.

Closing

expected

early

Quarter

2012

Evaluating FDIC-assisted and unassisted bank deals

Completed seven FDIC-assisted transactions since April 2010

Acquired a separate branch location in Naperville, IL in October

2010 through an unassisted transaction

Acquired a bank in Elgin, IL in Sept. 2011 (not FDIC-assisted)

Branch and trust operation acquisition is pending

Focus

earnings

accretion

and

improving

franchise

value

Growth Strategy -

Expansion

Growth Strategy –

Market Conditions

Our opinion is that about half of the customers in the

market prefer a local community oriented bank while the

other half prefer a large banking organization.

We believe our structure (multiple charters with locally

engaged management and the resources of a larger

institution) will allow us to take advantage of the existing

market conditions. Specifically, we believe:

Banks

under

billion

assets

will

find

hard

operate

and

grow due to:

Increased regulatory burden

Difficulty in competing for high quality assets

Difficulty in accessing capital for growth

We are a logical partner for these banks and a logical

bank

for

their

customers

HAVE

ALL™

with

Wintrust

Why Invest in Wintrust?

Managing well through the cycle-consistently profitable

with strong core earnings growth

Asset quality position is manageable and better than

peer group and should allow us to be first out of this

cycle

Strong capital position-NO TARP overhang

Enviable core deposit franchise in market area

Differentiated, highly diversified and sustainable

business model

Well positioned to take advantage of industry

consolidation

We believe our stock is underpriced relative to current

market metrics and relative positioning among local

peers

Non-Performing Assets to Total Assets

(NPAs include NPLs and OREO and exclude covered loans)

Assets

in millions

Peer Group-2003 = 0.58%

Peer Group-2004 = 0.45%

Peer Group-2005 = 0.42%

Peer Group-2006 = 0.43%

Peer Group-2007 = 0.80%

Peer Group-2008 = 1.97%

Peer Group-2009 = 3.16%

Peer Group-2010 = 2.77%

Peer Group Data is per the Federal Reserve’s Bank Holding Company Performance Report

FORWARD-LOOKING STATEMENTS

This document contains forward-looking statements within the meaning of federal securities laws.

Forward-looking

information

can

identified

through

the

use

words

such

“intend,”

“plan,”

“project,”

“expect,”

“anticipate,”

“believe,”

“estimate,”

“contemplate,”

“possible,”

“point,”

“will,”

“may,”

“should,”

“would”

and “could.”

Forward-looking statements and information are not historical

facts, are premised on many factors and assumptions, and represent only management’s

expectations,

estimates

and

projections

regarding

future

events.

Similarly,

these

statements

are

not

guarantees of future performance and involve certain risks and uncertainties that are difficult to

predict,

which

may

include,

but

are

not

limited

to,

those

listed

below

and

the

Risk

Factors

discussed

under Item

1A of the Company’s 2010 Annual Report on Form 10-K and in any of the Company’s

subsequent SEC filings. The Company intends such forward-looking statements to be covered by the

safe harbor provisions for forward-looking statements contained in the Private Securities Litigation

Reform

Act

1995,

and

including

this

statement

for

purposes

invoking

these

safe

harbor

provisions. Such forward-looking statements may be deemed to include, among other things,

statements relating to the Company’s future financial performance, the performance of its loan

portfolio, the expected amount of future credit reserves and charge-offs, delinquency trends, growth

plans, regulatory developments, securities that the Company may offer from time to time, and

management’s long-term performance goals, as well as statements relating to the anticipated effects

on financial condition and results of operations from expected developments or events, the

Company’s business and growth strategies, including future acquisitions of banks, specialty finance or

wealth management businesses, internal growth and plans to form additional de novo banks or

branch offices. Actual results could differ materially from those addressed in the forward-looking

statements as a result of numerous factors, including the following:

FORWARD-LOOKING STATEMENTS (cont.)

•

negative

economic

conditions

that

adversely

affect

the

economy,

housing

prices,

the

job

market

and

other

factors that may affect the Company’s liquidity and the performance of its loan portfolios, particularly in the

markets in which it operates;

•

the extent of defaults and losses on the Company’s loan portfolio, which may require further increases in its

allowance for credit losses;

•

effects of the potential delay or failure of the U.S. federal government to pay its debts as they become due or

make payments in the ordinary course;

•

estimates of fair value of certain of the Company’s assets and liabilities, which could change in value

significantly from period to period;

•

changes in the level and volatility of interest rates, the capital markets and other market indices that may affect,

among other things, the Company’s liquidity and the value of its assets and liabilities;

•

a decrease in the Company’s regulatory capital ratios, including as a result of further declines in the value of its

loan portfolios, or otherwise;

•

legislative or regulatory changes, particularly changes in regulation of financial services companies and/or the

products and services offered by financial services companies, including those resulting from the Dodd-Frank

Act;

•

restrictions upon our ability to market our products to consumers and limitations on our ability to profitably

operate our mortgage business resulting from the Dodd-Frank Act;

•

increased costs of compliance, heightened regulatory capital requirements and other risks associated with

changes in regulation and the current regulatory environment, including the Dodd-Frank Act;

•

changes

capital

requirements

resulting

from

Basel

and

III

initiatives;

•

increases in the Company’s FDIC insurance premiums, or the collection of special assessments by the FDIC;

•

losses incurred in connection with repurchases and indemnification payments related to mortgages;

FORWARD-LOOKING STATEMENTS (cont.)

•

competitive pressures in the financial services business which may affect the pricing of the Company’s loan

and deposit products as well as its services (including wealth management services);

•

delinquencies or fraud with respect to the Company’s premium finance business;

•

failure to identify and complete favorable acquisitions in the future or unexpected difficulties or developments

related to the integration of recent or future acquisitions;

•

unexpected difficulties and losses related to FDIC-assisted acquisitions, including those resulting from our

loss-sharing arrangements with the FDIC;

•

credit

downgrades

among

commercial

and

life

insurance

providers

that

could

negatively

affect

the

value

collateral securing the Company’s premium finance loans;

•

any negative perception of the Company’s reputation or financial strength;

•

the loss of customers as a result of technological changes allowing consumers to complete their financial

transactions without the use of a bank;

•

the ability of the Company to attract and retain senior management experienced in the banking and financial

services industries;

•

the Company’s ability to comply with covenants under its securitization facility and credit facility;

•

unexpected difficulties or unanticipated developments related to the Company’s strategy of de novo bank

formations and openings, which typically require over 13 months of operations before becoming profitable due

to the impact of organizational and overhead expenses, the startup phase of generating deposits and the time

lag

typically

involved

redeploying

deposits

into

attractively

priced

loans

and

other

higher

yielding

earning

assets;

•

changes in accounting standards, rules and interpretations and the impact on the Company’s financial

statements;

•

adverse effects on our operational systems resulting from failures, human error or tampering;

•

significant litigation involving the Company; and

•

the ability of the Company to receive dividends from its subsidiaries.

FORWARD-LOOKING STATEMENTS (cont.)

Therefore, there can be no assurances that future actual results

will correspond to these forward-looking statements.

The reader is cautioned not to place undue reliance on any forward-looking statement made by or on behalf of

Wintrust. Any such statement speaks only as of the date the statement was made or as of such date that may be

referenced within the statement. The Company undertakes no obligation to release revisions to these forward-looking

statements or reflect events or circumstances after the date of this press release. Persons are advised, however, to

consult further disclosures management makes on related subjects

in its reports filed with the Securities and

Exchange Commission and in its press releases.