Investor Presentation · • CNC machinists in high demand • 36-week program at NASCAR Technical Institute • Only CNC machinist school affiliated with Roush Yates & ... • Vacating

Investor PresentationSIDOTI FALL 2017 CONFERENCE

September 28, 2017

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This presentation may contain forward-looking

statements regarding events or future financial

performance. These statements are only

predictions and the actual events or results may

differ materially. For important factors that could

cause actual results to differ materially from

those contained in our forward-looking

statements, please refer to the Company’s filings

with the Securities and Exchange Commission.

Safe harbor

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COMPANY PROFILE:

• Founded in 1965

• 200,000+ techs trained

• 30+ leading manufacturer partners

• 88% of graduates employed1

• Fiscal 2016 revenue: $347.1 million

• $70m financing in 2016

• $84.5m in cash & equivalents/investments2

Universal Technical Institute (NYSE: UTI) is the nation’s leading provider of skilled transportation technicians

STOCK PROFILE:

• NYSE: UTI

• Stock price: $3.60

• Market capitalization: $91.3 million

• Fiscal year end: Sept. 30

1UTI employment rate for 2015 graduates who were employed within one year of graduation was 88%. See UTI’s 10-K for additional information. The employment calculation is based on all graduates, including those that completed manufacturer-specific advanced training programs from Oct. 1, 2014 to Sept. 30, 2015, excluding graduates not available for employment because of continuing education, military service, health, incarceration, death, or international student status. Graduates are counted as employed based on a verified understanding of the graduates job duties to assess and confirm that the graduates’ primary job responsibilities are in his or her field of study. For 2015, we had approximately 9,700 total graduates, of which approximately 9,100 were available for employment. Of those graduates available for employment, approximately 8,000 were employed within one year of their graduation date, for a total of 88%; 2June 30, 2017

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Management has > 120 years of experience in education

Kimberly McWaters

• 33 years with UTI

• Appointed CEO in 2003

• Education industry experience: business strategy, operations, marketing, and admissions

President & Chief Executive Officer

Bryce Peterson

• Nine years with UTI

• Education industry experience: finance, accounting, compliance, and information technology

EVP & CFO

• Nine years with UTI

• Education industry experience: human capital management

SVP People Services

Rhonda Turner

EVP & CMO

• 12 years with UTI

• Education industry experience (23 years): marketing and admissions

Piper Jameson

EVP Admissions & Operations

• 28 years with UTI

• Education industry experience: campus operations including education and admissions

Sherrell Smith

EVP & General Counsel

• 14 years with UTI

• Education industry experience: governance, regulatory/SEC compliance, corporate development, mergers and acquisitions

Chad Freed

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Market leader with national campus network

Smaller campus format

ESTABLISHED FOOTPRINT

• 12 campuses in eight states

• 2,305,700 square footage

• New smaller campus coming Summer/Fall 2018

• Nearly 13% market share and 2.5x the share of nearest competitor

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First-class campus facilities

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State-of-the-industry training labs

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Targeting strong industry demand

• An estimated 264 million vehicles were in service by 2016

• Average age of vehicles on the road as of 2016: 11.6 years

• Roughly half of all service technicians eligible to retire between 2013-2028

• 37,100+ new job openings every year

1.3 million service technicians

needed between 2014 and 2024

SOURCES: BLS Employment Outlook Summary, December 2013. Includes new job growth and replacements: IHS Market report, 2016; National Institute for Automotive Service Excellence, 2014

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Student focus: UTI’s recruitment model

HIGH SCHOOL STUDENTS MILITARY PERSONNEL ADULT STUDENTS

* STEM = Science, Technology, Engineering and Math

• Traditional and digital advertising

• Campus-based admissions

• Effective inquiry response system

• Presentations to service people

• Relationships with bases and staff

• Leveraging industry partnerships on base

• On-base classes —currently expanding at Fort Bliss (Texas)

• High school presentations

• Campus and employer events

• Skills competitions

• Third-party endorsements

• STEM* program alignment

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Student focus: delivering a strong value proposition

88% employment rate among

2015 graduates3

1 See Competitive Salary Data in Appendix at Slide 27; 2 See Competitive Salary Data in Appendix at Slide 27; 3 Source: College Scorecard (https://collegescorecard.ed.gov/). 63.1% rate represents College Scorecard’s methodology for the UTI-Avondale campus; 4 For information on employment rate calculation, see Slide 3, Footnote 1.; 5 The earnings data shown in the College Scorecard for UTI of Arizona represent earnings for the four campuses that were operating in 2001-2003 (Arizona, Rancho Cucamonga, NASCAR Technical Institute and Illinois).

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Growth objectives: executing the smaller campus strategy

• $10 million to $15 million investment

• Accretive to earnings in 18 months

• Cash flow breakeven in fourth year of operation

• Next campus in Summer/Fall 2018

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Growth objectives: executing in new markets

PHILADELPHIA MARKET ENTRY(a) DALLAS/FORT WORTH MARKET ENTRY(b)

(a) Total completions for UTI-Exton versus Lincoln-Philadelphia. Includes all certificates below the baccalaureate level and associate’s degrees for automotive and diesel programs. Source is IPEDS .

(b) Total completions for UTI-Dallas versus Lincoln-Grand Prairie. Includes all certificates below the baccalaureate level and associate’s degrees for automotive , collision and diesel programs. Source is IPEDS. UTI’s Dallas campus opened in 2010.

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Growth objectives: expanding educational offerings

WELDING TECHNOLOGY CNC MACHINING

Increasing the pool of potential students and improving capacity utilization at existing facilities

• CNC machinists in high demand

• 36-week program at NASCAR Technical Institute

• Only CNC machinist school affiliated with Roush Yates & NASCAR

• Techs in high demand

• 36-week program -- Rancho Cucamonga & Avondale

• Expanding to additional campuses in 2018 - 2019

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Growth objectives: growing new student enrollment

MARKETING:

• Create awareness

• Efficiently and effectively target prospective students

• Build the brand

• Create powerful tools and messaging

• Create a great student experience

• Align programs with industry standards

• Communicate value and ROI of advanced training

ADMISSIONS:

• Utilize powerful tools and messaging

• Train the team

• Employ graduate-based compensation

• Leverage industry and employer partners to validate value and ROI

STUDENT SUPPORT SERVICES:

• Deliver excellent customer service

• Help students stay in school

• Offer financial aid

• Provide employment services

INSTRUCTORS:

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Growth objectives: leveraging partnerships to deliver value

* Based on comparison with graduates from core programs between October 1, 2007, and September 30, 2014.

PARTNERS

• Efficient hiring source

• Lowers costs

• Techs who are ready to work

UTI

• Current technology and tools

• Increased marketing impact

• Lower expenses and Capex

• Value for students

STUDENTS

• Pipeline to jobs

• Better jobs and higher starting wages*

• Tuition support

• Certifications and credentials

4,800+ graduates since 1995

33,000+ graduates since 1987

330+ graduates since 2013

26,000+ graduates since 2000

3,200+ graduates since

2006

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Cost savings: financial improvement plan

$87.7

$92.1

$82.8 $81.8

$79.0

$70

$75

$80

$85

$90

$95

Q3'16 Q4'16 Q1'17 Q2'17 Q3'17

1. As of UTI’s fiscal second quarter earnings release on August 3, 2017

REDUCING EXPENSESAND IMPROVING OPERATING EFFICIENCIES

($ in thousands)

FINANCIAL IMPROVEMENT PLAN

• Goal: deliver $25 million to $30 million in annualized savings in 2017

• As of Q3, UTI is on track to drive savings at the higher end of between $30 million and $40 million in 20171

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Cost savings: rationalizing our operating footprint

STRATEGY TO OPTIMIZE CAPACITY UTILIZATION

• Enhance utilization of existing space with new programs

• Review opportunities to divest real estate and/or not renew leases

• Consolidate corporate functions

• Explore subleasing options for existing capacity

RECENT PROGRESS

• Opened Welding at Rancho Cucamonga and CNC Machining at NASCAR Tech. Will expand Welding program to Avondale in January 2018

• Additional Welding programs in 2018 and 2019

• Relocated staff from Scottsdale headquarters to MMI Phoenix campus, subleasing a portion of the corporate office

• Vacating properties in Arizona and Houston and eliminating leases 17

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Financial performance snapshot

3 Months Ended

Q3‘17 Q2‘17 Q1‘17 Q4’16 Q3‘16

New student startsY/Y growth/(decline)

1,80012.5%

1,900(17.4)%

1,400(22.2)%

5,600(6.7)%

1,600(15.8)%

Average enrollmentY/Y growth/(decline)

10,000(9.9)%

10,900(10.7)%

12,000(9.8)%

11,700(8.6)%

11,100(8.3)%

RevenuesY/Y growth/(decline)

$76.3(7.3)%

$82.5(6.5)%

$84.2(6.2)%

$86.9(4.1)%

$82.3(3.3)%

Operating income (loss)Margin

$(2.8)(3.7)%

$0.70.8%

$1.41.6%

$(5.2)(6.0)%

$(5.5)(6.6)%

Revenue per student $7,600 $7,600 $7,000 $7,500 $7,400

EBITDA1 $2.1 $5.6 $6.3 $(0.9) $(0.6)

Diluted EPS $(0.21) $(0.12) $(0.12) $(0.42) $(0.21)

Cash, cash equivalents & investments

$84.5 $98.7 $103.8 $120.7 $108.1

($ in millions, except for enrollment data and EPS)

(1) A reconciling table for EBITDA is available in the Appendix of this presentation

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Fiscal 2017 financial outlook

• Annual new student starts down mid-to-high-single digits

• Start growth in the second half of fiscal 2017

• Low-double digit decrease in average student population

• Revenue decrease in mid-to-high single digits

• Annualized cost savings at the higher end of $30 million - $40 million

• Operating income to range between $1 million and -$1 million

• Changes to institutional grant program and success-based marketing/show rate improvement initiatives could positively or negatively impact year-end operating income.

• Significantly improved year-over-year EBITDA

• Capital expenditures between $10.5 million and $11.5 million

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Addressing market demand

Delivering an attractive value proposition

Executing strategy to drive profitable growth

Investment highlights

Appendix

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Highly qualified Board of DirectorsRobert DeVincenzi

Non-Executive Chairman, Universal Technical Institute; Principal, Lupine Ventures; Former President and CEO of Redflex Holdings Ltd.

William J. Lennox, Jr.

Former Superintendent of the United States Military Academy at West Point; President, Saint Leo University

Conrad A. Conrad

Former Executive Vice President and Chief Financial Officer, The Dial Corporation

Chris Shackelton

Managing Partner, Coliseum Capital Management

David Blaszkiewicz

President and Chief Executive Officer, Invest Detroit

Kenneth R. Trammell

Chief Financial Officer, Tenneco Inc.

Former President, Young and Rubicam Advertising

Linda J. SrereRoger S. Penske

Chairman, Penske Automotive Group, Inc.

Kimberly McWaters

President and Chief Executive Officer, Universal Technical Institute

Roderick Paige

Former U.S. Secretary of Education; Interim President, Jackson State University

John C. White

Former Chairman, Universal Technical Institute, Inc.; Founder, Motorcycle Mechanics Institute

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3 Mos. 6/30/17

3 Mos. 6/30/16

9 Mos. 6/30/17

9 Mos. 6/30/16

Revenues $ 76,258 $ 82,266 $ 242,934 $ 260,231

Operating expenses:

Educational services & facilities 44,120 47,044 136,108 146,466

SG&A 34,922 40,672 107,536 127,178

Total operating expenses 79,042 87,716 243,644 273,644

Loss from operations (2,784) (5,450) (710) (13,413)

Total other expense, net (166) (674) (939) (1,671)

Income tax expense (benefit) 967 (1,055) 5,722 23,667

Net loss $ (3,917) $ (5,069) $ (7,371) $ (38,751)

Preferred stock dividends 1,309 101 3,927 101

Loss available for distribution $ (5,226) $ (5,170) $ (11,298) $ (38,852)

Net loss per share, basic & diluted $ (0.21) $ (0.21) $ (0.46) $ (1.60)

EBITDA(1) $ 2,146 $ (577) $ 14,069 $ 1,702

(1) A reconciling table for EBITDA is available in the Appendix of this presentation

Statement of operations

($ in thousands, except per share amounts)

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Balance sheet summary

At: 6/30/17 09/30/16

Cash & cash equivalents/investments $84,516 $120,736

Restricted cash* 13,598 5,956

Current assets 127,572 161,949

Total assets $256,772 $297,159

Current liabilities 66,605 94,560

Total liabilities 129,457 160,545

Stockholders’ equity 127,315 136,614

Total liabilities & stockholders’ equity $256,772 $297,159

($ in thousands)

• On June 24, 2016, UTI raised $70 million through the sale of Series A Convertible Preferred Stock to Coliseum Holdings

• The proceeds are being used to fund strategic long-term growth initiatives, including the smaller campus strategy and the introduction of new programs in existing markets with under-utilized campus facilities, such as the Welding and CNC Machining programs.

*Restricted cash includes the funds transferred in advance of loan purchases under UTI’s proprietary loan program, funds held for students from Title IV financial aid program funds that result in credit balances on a student’s account and funds held as collateral for certain of the surety bonds that UTI’s insurers issue on behalf of UTI campuses and admissions representatives with multiple states, which are required to maintain authorization to conduct UTI’s business. The increase in restricted cash of $11.1 million was primarily related to the collateralization of suretybonds.

Use of Non-GAAP financial information

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This presentation contains non-GAAP (Generally Accepted Accounting Principles) financial measures, which are intended to

supplement, but not substitute for, the most directly comparable GAAP measures. Management chooses to disclose to

investors, these non-GAAP financial measures because they provide an additional analytical tool to clarify the results from

operations and helps to identify underlying trends. Additionally, such measures help compare the Company's performance on a

consistent basis across time periods. Management also utilizes EBITDA as a performance measure internally. To obtain a

complete understanding of the Company's performance, these measures should be examined in connection with net income

(loss), determined in accordance with GAAP, as presented in the financial statements and notes thereto included in the annual

and quarterly filings with the Securities and Exchange Commission. Since the items excluded from these measures are

significant components in understanding and assessing financial performance under GAAP, these measures should not be

considered to be an alternative to net income as a measure of the Company's operating performance or profitability. Exclusion

of items in the non-GAAP presentation should not be construed as an inference that these items are unusual, infrequent or

non-recurring. Other companies, including other companies in the education industry, may calculate non-GAAP financial

measures differently than UTI does, limiting their usefulness as a comparative measure across companies. Investors are

encouraged to use GAAP measures when evaluating our financial performance. A reconciliation of the non-GAAP financial

measures to the most directly comparable GAAP measures is included in the following slide.

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EBITDA reconciliation

($ in thousands)

3 Mos. 6/30/17

3 Mos. 6/30/16

9 Mos. 6/30/17

9 Mos. 6/30/16

Net loss$ (3,917) $ (5,069) $ (7,371) $ (38,751)

Interest expense, net559 802 2,020 2,416

Income tax expense (benefit)967 (1,055) 5,722 23,667

Depreciation and amortization4,537 4,745 13,698 14,370

EBITDA$2,146 $ (577) $ 14,069 $ 1,702

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Competitive salary data – Additional data for student value proposition (slide 11)

Type of institutionNumber of institutions

DescriptionCarnegie ClassificationCodes

Two-year Public College898 Associate’s College-Public 1-9

Four-Year Liberal Arts College 243

Bachelor's College-Arts and Sciences 21

Doctoral University 331 Doctoral Universities 15-17

The data for the different institutions was gathered using College Scorecard information for schools in the following categories.

Ten-year median earnings are calculated by determining the median earnings of former students, who received federal financial

aid and regardless of whether they graduated, at 10 years after entering the school. Earnings are defined in the College

Scorecard as the sum of wages and deferred compensation from all W-2 forms received for each individual plus self-

employment earnings.

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uti.edu facebook.com/uti @UTITweet

COMPANY CONTACT

Bryce Peterson

Chief Financial Officer

Universal Technical Institute, Inc.

(623) 445-0993

INVESTOR RELATIONS CONTACT

Becky Herrick/Kirsten Chapman

LHA Investor Relations

(415) 433-3777

[email protected]