Investor Presentation

Some comments made in this presentation are “

forward-looking”

statements, as defined in the Private Securities Litigation Reform Act of

1995. These forward-looking statements are subject to a number of risks

and uncertainties that may cause the company’s actual performance to

differ materially from that projected in such statements. Among the factors

that could cause actual results to differ materially are industry cyclicality and

seasonality; fluctuations in demand and prices for steel; the financial

condition of the company’s raw material suppliers; competitive activity and

pricing pressure; ability to execute the company’s acquisition strategy; and

general

economic

conditions

affecting

the

construction

industry.

Investors

should refer to statements regularly filed by the company with the Securities

and Exchange Commission for a discussion of additional factors which

could affect the company’s operations and forward-looking statements

made in this presentation. The company expressly disclaims any obligation

to release publicly any updates or revisions to these forward-looking

statements to reflect any changes in expectations.

Safe Harbor

2006 and 2007 Results

Fiscal 2006

Fiscal 2007

Net Income

73,796

63,729

Adjusted EBITDA

(1)

181,169

176,718

Free Cash Flow

(2)

94,458

95,584

Average Fully Diluted Shares Outstanding

21,395

20,793

Ending Stock Price, October

(1)

EBITDA is defined in the Company’s credit facilities, as amended from time to time. See page 40 for a

reconciliation of adjusted EBITDA to net income.

(2)

Free Cash Flow is defined as operating cash flow less capital expenditures.

(in thousands)

$40,000

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

$180,000

$200,000

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

0.5

0.7

0.9

1.1

1.3

1.5

1.7

1.9

2.1

Operating Income & Adjusted EBITDA

With U.S. Nonresidential Activity

Adjusted EBITDA

Operating Income

(in thousands)

Before Goodwill Amortization for fiscal years 1999-2001

U.S. Nonresidential Activity

(in billions of

square feet)

Dotted lines represent future projections.

Source for U.S. Nonresidential Activity: FW Dodge

$50

$70

$90

$110

$130

$150

$170

$190

$210

$230

$250

$270

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

$575

$650

$725

$800

$875

$950

$1,025

$1,100

$1,175

$1,250

$1,325

$1,400

Historical Operating Income

And Adjusted EBITDA & Weighted Average Cost of Steel

Adjusted EBITDA

Operating Income

(in millions)

Before Goodwill Amortization for fiscal years 1999-2001

Average Cost of Steel per Ton

(cost / ton)

Projected

Earnings Per Share

Includes $0.29 in 2004 for debt extinguishment.

Includes $0.06 benefit for group medical.

Includes the adoption of FAS 123(R) expense of $0.10 and the dilutive impact of the convertible notes of $0.18.

Includes the dilutive impact of the convertible notes of $0.15.

Excludes the dilutive impact of the convertible notes, if any, because that amount will depend on the future trading price of our stock.

Guidance

Integrated Business Segments

Supplies

painted

light

gauge

coils

for

panels

and

flashings

and

heavy

gauge

coils

for

secondary

structural

products

Produces

main

frames,

Long

Bay

Systems

and

light

commercial

systems

for

all

brands

and

depots

Produces

metal

components

for

the

Engineered

Building

Systems

segment

including

roll-up

and

sectional

doors

Metal Coil Coating

Metal Components

Engineered

Building Systems

Metal Coil Coating

LIGHT GAUGE

COIL COATING

HEAVY GAUGE

HOT ROLLED

STEEL COATING

Cleans,

treats,

coats

and

paints

flat-rolled

metal

coil

substrates

Slits

and/or

embosses

coated

coils

Manufacturers

painted

steel

products

127,347

122,809

110,758

117,873

83,583

10%

15%

20%

25%

30%

35%

40%

45%

50%

20,000

40,000

60,000

80,000

100,000

120,000

140,000

2003

2004

2005

2006

2007

Third Party Revenue

Operating Income % of Third Party Sales

PRODUCTS

CUSTOMERS

SOURCE: 2007 NCI/Strategic Decisions Group

473,499

547,959

567,005

670,836

613,324

10%

15%

20%

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

2003

2004

2005

2006

2007

Third Party Revenue

Operating Income % of Third Party Sales

Metal Components

SOURCE: 2007 NCI/Strategic Decisions Group

Pre-formed metal roof and

wall systems

Secondary structural

members

Flashings and accessories

Roll-up and sectional doors

and interior partition systems

PRODUCTS

CUSTOMERS

Small, medium and

large contractors

Specialty roofers

Regional fabricators

Engineered building

fabricators

End Users

Engineered Building Systems

SOURCE: 2007 NCI/Strategic Decisions Group

Engineered custom use

buildings

Commercial and Industrial

buildings

Self-storage mini-warehouses

Steel-framed homes

Insulated roof and wall panels

Long Bay

System

297,304

414,095

452,303

781,773

927,366

10%

15%

20%

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

1,000,000

2003

2004

2005

2006

2007

Third Party Revenue

Operating Income % of Third Party Sales

Builder Network

General Contractors

Developers

Custom fabrication

customers

End Users

PRODUCTS

CUSTOMERS

$40

$80

$120

$160

$200

2003

2004

2005

2006

2007

2003 Five-Year Growth Strategy

Acquire a major Building Systems

competitor

Develop or purchase an E-commerce

channel

Make opportunistic acquisitions in

Components for regional advantage

Add Coatings capacity to meet possible

internal demand

Improve key competencies required to

compete in the future

Adjusted EBITDA

2008 NCI Growth Strategy

Strategic Initiatives

Operating

•

Further Develop Common Engineering and Drafting Systems

•

Rationalize Plant Capacity

•

Introduce Common ERP System

•

Supply Chain Optimization

Product & Marketing

•

Expand Insulated Panel Product Line

•

Capture Share of the growing Green Building Market

•

Target Identified End Markets

E-Commerce

•

Introduce Components Web-based Order Entry System

•

Deploy Web-based Pricing Software for Small Metal Buildings

to NCI Builder Network

•

Enhance E-Commerce Sales & Marketing

Accretive Acquisitions

•

Continue to Identify and Assess Acquisition Opportunities

Potential Incremental EBITDA over 2007

See Assumptions on page 27.

Excludes baseline market growth.

SOURCE: 2007 NCI/Strategic Decisions Group Estimates

18.6%

37.9%

55.6%

70.1%

14.8%

46.7%

51.7%

56.0%

20%

40%

60%

80%

100%

120%

140%

2008

2009

2010

2011

2012

NCI Organic Growth

Accretive Growth

Market Assumptions for 2008 NCI Growth Strategy

•

Nonresidential market opportunity generally in line with FW Dodge

estimates as depicted on pages 6 and 7

•

Steel prices will show moderate increases over the 5-year period

•

Steel price increases will continue to be passed on to end-users

•

General inflation rate of approximately 3%

2008 Key Action Items

•

Corporate-Wide Initiatives

•

Implement Supply Chain Management cost reductions

across all divisions

•

Accumulate cash for debt repayment or stock repurchase

•

Successfully launch Green Building marketing initiative

•

Continue to identify and assess acquisition opportunities

•

Coatings Division

•

Substantially increase Coatings Division external package sales

•

Components Division

•

Expand Insulated Panel product offering through OEM purchase

arrangement and start construction of new plant

•

Roll-out Components web-based Order Entry System

•

Maintain pricing discipline in Components business

•

Begin ERP upgrade in Components Division

•

Buildings Division

•

Continue development of Common Engineering and

Drafting Systems

•

Continue product consolidation

•

Plan for new low-cost Frame plant

•

Deploy web-based pricing software for small buildings to

NCI’s Builder Networks

NCI Performance vs. The Industry

Overall Nonresidential Construction Spending

Source: FW Dodge

NCI

MBCI

$550

$696

$816

After Merger

Outstanding Debt

EBITDA LTM

$865

$937

$1018

$955

$953

$898

$1,085

$1,130

$1,570

$1,624

Sharp downturn

Best-ever industry growth

NCI's Capital Structure Management

$105

$100

$84

$128

$142

$181

$177

$565

$474

$433

$417

$368

$297

$249

$217

$373

$498

$497

$146

$154

$150

$300

$450

$600

May

1998

Oct.

1998

Oct.

1999

Oct.

2000

Oct.

2001

Nov.

2002

Nov.

2003

Oct.

2004

Oct.

2005

Oct.

2006

Oct.

2007

63,729

35,535

40,005

3,923

6,095

149,287

42,041

947

20,086

36,122

50,016

149,287

Cash Flow

Before cumulative effect of change in accounting principle

Excludes $180,000 convertible debt

Excludes $200,000 additional term loan borrowings

2005

2003

2002

2001

2000

1999

2004

2006

22,800

23,007

23,191

2,401

4,161

75,560

17,912

48,550

4,310

114

4,674

75,560

31,314

22,883

3,949

2,931

6,878

67,955

9,175

70,200

175

(11,595)

67,955

16,535

34,866

26,331

3,020

8,210

88,962

15,026

49,380

5,521

909

18,126

88,962

44,407

33,487

(6,347)

721

4,456

76,724

28,885

16,105

24,408

20,416

(13,090)

76,724

44,577

28,542

18,098

952

(5,002)

87,167

33,262

42,415

11,490

87,167

44,890

22,974

(50,139)

16,409

9,321

43,455

9,327

32,050

8,060

(5,982)

43,455

55,951

24,488

31,654

9,362

7,292

128,747

19,524

23,700

4,954

27,399

40,676

12,494

128,747

73,796

31,089

12,699

8,518

8,551

134,653

27,056

78,511

594

366,598

37,572

(375,678)

134,653

($ in thousands)

2007

Net Income

Depreciation & Amortization

Changes in Working Capital

Proceeds from Stock Options Exercised

Other

Total Sources of Cash

Capital Expenditures

Debt Repayment, Net

Payment of Refinancing

Acquisitions

Repurchase of Stock

Increase (Decrease) in Cash

Total Uses of Cash

SOURCES

USES

$ 11

$ 315

$ 180

$ 3

$ 518

$ 511

$1,029

6.5 X

2.8 X

$ 36

$ 293

$ 180

$ 2

$ 475

$ 564

$1,039

46%

44%

7.0 X

2.5 X

2.3 X

$ 75

$ 315

$ 180

$ 2

$ 497

$ 540

$1,037

48%

44%

6.1 X

2.8 X

2.4 X

July 29, 2007

Capitalization

Current Debt Ratings: Moody’s

–

Ba2

S &

–

BB/stable

($ in millions)

Oct. 29, 2006

$ 25

$ 315

$ 180

$ 3

$ 498

$ 499

$997

50%

49%

7.3 X

2.7 X

2.6 X

Cash

$125 Million Revolver due 2009

$400 Million Term Loan due 2010

$180 Million Convertible Notes due 2024

Industrial Revenue Bond

Total Debt

Total Stockholders’

Equity

Total Book Capitalization

Total Debt/Book Capitalization

Net Debt/Book Capitalization

LTM EBITDA/Interest

Total Debt/LTM EBITDA

Net Debt/LTM EBITDA

Jan. 28, 2007

NCI completed the acquisition of Garco

on January 31, 2007. Existing cash of $15.4 million

and stock of $1.8 million were utilized to fund the purchase price.

$ 5

$ 44

$ 315

$ 180

$ 3

$ 542

$ 512

$1,054

5.9 X

3.0 X

Apr. 29, 2007

Apr. 27, 2008

Oct 28, 2007

Jan 27, 2008

$ 26

$ 293

$ 180

$ 2

$ 475

$ 546

$1,021

47%

45%

6.1 X

2.7 X

2.6 X

$ 7

$ 315

$ 180

$ 2

$ 497

$ 535

$1,032

6.1 X

2.8 X

2.7 X

Debt excludes $3.2 million for a note payable related to insurance premiums.

Appendix I

Reconciliation of Adjusted EBITDA To Net Income

Note: Adjusted EBITDA is defined in the Company’s credit facilities, as amended from time to time.

($ in thousands)

Trailing

12 mo.

69,141

44,271

26,382

36,372

10,775

186,941

19,808

15,691

3,615

6,373

1,183

46,670

2005

2004

5,768

4,041

4,578

5,673

793

20,853

7,693

5,267

4,304

5,787

1,209

24,260

8,395

6,683

3,736

5,749

1,228

336

9,879

36,006

23,034

13,776

2,508

5,765

1,850

347

47,280

10,722

7,333

3,091

5,803

1,448

705

29,102

2005

10,732

7,149

3,524

5,806

1,494

952

29,657

2005

14,689

10,087

3,923

6,506

907

844

36,956

2005

2006

12,893

8,252

4,119

6,267

1,895

33,426

2006

11,179

7,186

5,368

6,776

2,138

32,647

2006

21,675

12,655

7,969

8,554

2,111

52,964

2006

28,049

17,143

7,231

8,692

1,017

62,132

2007

10,453

6,628

7,235

8,156

1,860

34,332

6,511

4,309

7,363

7,918

2,288

28,389

21,328

13,846

7,149

9,308

2,262

53,893

25,437

16,313

6,853

9,301

2,200

60,104

Net Income

Income Taxes

Interest Expense

Depreciation &

Amortization

401(k)

Stock Contributions

Stock-Based

Compensation

Debt Refinancing

ADJUSTED EBITDA

2008

7,510

4,702

6,847

9,131

2,871

31,061

2008

14,866

9,410

5,533

8,632

3,442

41,883

Appendix II

Reconciliation of Adjusted EBITDA To Net Income

Note: Adjusted EBITDA is defined in the Company’s credit facilities, as amended from time to time.

Includes a non-cash charge of $67.4 million from adopting SFAS No. 142, Goodwill and Other Intangible Assets

($ in thousands)

Net Income

Income

Taxes

Interest Expense

Depreciation &

Amortization

401(k)

Stock Contributions

Stock-Based

Compensation

Non-Cash Real Estate

Write Down, Net of Tax

Debt Refinancing

Cumulative Effects of

Accounting Change,

Net of Tax

ADJUSTED EBITDA

17,032

10,023

3,226

775

31,112

24,814

15,076

108

5,791

1,155

46,944

27,887

16,238

163

7,876

1,604

53,768

37,318

24,531

20,756

17,818

2,219

102,642

44,577

32,294

35,449

28,542

4,144

1,001

146,007

16,535

16,151

33,090

34,866

3,491

1,330

105,463

(33,773)

19,970

21,591

22,883

3,581

808

65,087

100,147

22,800

14,758

19,777

23,007

3,229

391

83,962

55,951

40,260

14,153

24,488

3,849

3,684

142,385

44,890

29,767

15,126

22,974

5,080

683

9,879

128,399

44,407

32,866

39,069

33,487

3,677

153,506

63,729

41,096

28,600

34,683

8,610

176,718

2003

2002

2001

2000

1995

1996

1997

1998

1999

2005

2004

2007

73,796

45,236

24,687

30,289

7,161

181,169

2006

63,844

43,019

20,825

5,761

161,096

23,376

137,720

9,122

218,449

9,082

209,367

15,741

443,389

75,477

367,912

17,475

15%

28%

36%

37%

49%

57%

100%

142,446

95,776

46,670

9,400

331,372

47,835

283,537

28,825

465,231

17,806

447,425

41,598

939,049

161,417

777,632

48,008

(

)

(

)

(

)

(

)

123,063

85,807

37,256

10,404

318,117

46,214

271,903

21,208

436,690

18,436

418,254

36,442

877,870

150,457

727,413

41,708

(

)

(

)

(

)

(

)

80,171

52,883

27,288

6,705

176,534

26,031

150,503

17,734

248,503

10,151

238,352

22,729

505,208

89,065

416,143

29,512

(

)

(

)

(

)

(

)

(

)

(

)

(

)

(

)

Appendix III

Reconciliation of Segment Sales to Third Party Segment Sales

Metal Coil Coating

Total Sales

Inter-segment

Third Party Sales

Operating Profit

Metal Components

Total Sales

Inter-segment

Third Party Sales

Operating Profit

Engineered Building Systems

Total Sales

Inter-segment

Third Party Sales

Operating Profit

Consolidated

Total Sales

Inter-segment

Third Party Sales

Operating Profit

Q2 2007

Q2 2008

YTD Q2 2007

YTD Q2 2008

15%

20%

35%

36%

10%

50%

58%

100%

14%

28%

36%

37%

50%

58%

100%

16%

25%

35%

36%

12%

49%

57%

10%

100%

($ in thousands)