Nhc corporate presentation july 12, 2016

1. Corporate Presentation
NYSE MKT:HLTH • TSX:NHC
July 12, 2016

2. Forward-Looking Information
This presentation contains forward-looking information (within the meaning of applicable securities laws)
relating to the business of Nobilis Health Corp. (the "Company") and the environment in which it
operates. Forward-looking information may include statements regarding the objectives, business
strategies to achieve those objectives, expected financial results, economic or market conditions, and the
outlook of or involving the Company and its business. Such forward looking information or statements are
typically identified by words such as "believe", "anticipate", "expect", "intend", "plan", "will", "may" and
other similar expressions.
Forward-looking information, including any financial outlooks, is provided for the purpose of providing
information about management's expectations and plans about the future and may not be appropriate for
other purposes. Forward-looking information herein is based on various assumptions and expectations
that the Company believes are reasonable in the circumstances. No assurance can be given that these
assumptions and expectations will prove to be correct and the forward-looking information, including the
financial outlooks included in this Presentation, should not be unduly relied upon. Those assumptions
and expectations are based on information currently available to the Company, including the historic
performance of the Company's business. Such assumptions include anticipated financial performance,
current business and economic trends, and business prospects and are subject to the risks and
uncertainties which are discussed in the Company's regulatory filings available on the Company's web
site at www.NobilisHealth.com, www.sedar.com or at www.sec.gov. Any forward-looking statements that
we make are based on assumptions as of today, and we undertake no obligation to update them.
The Company’s management has approved the financial outlooks contained in this presentation.
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3. Investment Highlights
Full-service healthcare development and management company
Unique direct-to-patient marketing model and proprietary technology
7 brands covering a wide variety of procedures
4 surgical hospitals, 5 ASCs, 36 partnered facilities
Favorable procedure and payor mix
Strong revenue and cash-flow growth
Disciplined M&A approach that has resulted in accretive acquisitions
3

4. Industry Background
Traditional Hospitals
o Full-service hospital
o Inpatient and outpatient
o > 5,700 hospitals
o 60%+ not-for-profit
Specialty Surgical
Hospitals (SSHs)
o Typically specialize in
orthopedics, spine, ENT
o Inpatient and outpatient
o ~ 300 SSHs
Ambulatory Surgical
Centers (ASCs)
o Outpatient only
o > 6,000 ASCs
o 70%+ owned by
independents
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5. Nobilis Footprint
Other operations:
o Nobilis manages all
owned facilities
o 36 Relationship
Facilities
o 8 Markets
o 7 States
Facility Market Equity
First Surgical
Hospital
Houston, TX 51%
First Street Surgery
Center (HOPD)
Houston, TX 51%
Southwest Freeway
Surgery Center
Houston, TX 100%
Kirby Surgical Center Houston, TX 25%
Hermann Drive
Surgical Hospital
Houston, TX 55%
Plano Surgical
Hospital
Dallas, TX 100%
Dallas Metro (HOPD) Dallas, TX *40%
Northstar Healthcare
Surgery Center
Scottsdale, AZ 100%
Scottsdale Liberty
Hospital
Scottsdale, AZ 60%
1
3
24
5
2
1
2
2
1
1 1
2
Relationship Facilities
(DTC, IOM)
JV Facilities Owned Facilities36 1 8
5
*Through the JV structure at Dallas Metro, Nobilis owns
40% of the management company and receives additional
income from Nobilis sourced cases through an MSA

6. Optimized Procedure + Payor Mix
Procedure Mix:
o New technologies allow more complex
surgical cases in outpatient setting
o Better case mix results in higher
average reimbursement rates than
ASC industry average
o Optimized case mix leads to highly
specialized surgical staff and increased
center efficiencies
Payor Mix:
o Payor mix consists predominantly of
commercial payors
o Strategically adding in-network
contracts to lower out-of-pocket costs
for patients and total costs for payors
and drives referrals from managed
care companies
2015 Case Mix
Gen
4%
Pain 29%
Bariatric 22%
Spine 13%
Plastic 9%
Orthopedic
8%
Other 10%
Gyn
5%
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7. Direct-to-Consumer Marketing
Market Nobilis branded surgical
procedures direct to consumers
Patient Acquisition Strategy
Physician Sales
Build and execute marketing plans
for physicians
7

8. Lead Generation
Direct-to-Patient
marketing via an
omni-channel marketing
strategy
Concierge Service
Inside sales team + IT
platform to maximize
patient experience
Patient Tracking
Patient follow-up,
experience surveys,
referrals
Direct-to-Consumer Marketing
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Conversion to Surgical Patient
Patient education, medical
review, insurance verification,
surgical scheduling
Our Brands:

9. Patient Coordinators
will interact with a
patient an average
of 17 times
Patient Coordinators
Nobilis Patient Journey Platform
o Ensures that each step of the patient journey is
reviewed and managed by a dedicated Patient
Coordinator from time of initial contact through
post surgical recovery
End-to-End Concierge Model
o Leverages Nobilis’ proprietary scheduling
applications
o Designed for standardized data entry for
corporate reporting consolidation, connection to
EMRs, faster onboarding of new facilities, post-
operative follow-up program with outcomes and
patient satisfaction data
9

10. Marketing Technology
OWNED + EARNED MEDIA
Blog Posts, Web Pages, Press Releases
SEARCH + SOCIAL
Generates Traffic, Educates Prospects Builds Brands,
Produces Though Leadership, Reduces Churn
micro-conversations: Likes, Shares, RTs, Links SERP Clicks
CTA’S + LANDING PAGES
micro-conversations: form completion
TOFU
MOFU
BOFU
Content: Generates Prospects
Content: Generates Marketing
Qualified Leads (SQLs)
Content: Converts Sales
Qualified Leads (SQLs)
SALES INTERACTION
Generates Customers
RETENTION
Reduces Churn
Free whitepapers,
guides, eBooks,
videos, checklists
Webinars, case studies,
free samples, catalogs,
FAQ sheets, Spec sheets,
brochures
Free trials, demos,
assessments, consultations,
estimates, coupons
Offers
LeadNurturing,Scoring,
Segmentation,Intelligence
Thought leadership content,
deliverables fulfilled, expectations
met or exceeded, client-facing
advanced content
Lead Generation
Data-based Prospect Targeting
SEO
Content Distribution
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Conversion
Lead Form
Phone Call
Sales
Proprietary CRM
Human Touch
Intelligence + Reporting
Proprietary Technology
More Lead Generation
Enables

11. Physician Marketing
o In-house marketing team works
one-on-one with physicians to
develop and distribute
customized marketing plans
o Lower partner acquisition costs /
increased partner profitability
o Enhanced recruitment and
retention
Nobilis ROI
Average
5:1
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12. Physician Marketing
12

13. Physician Marketing
13

14. 14
Revenue Cycle Management
$3,050
$4,677
$5,664
$9,654
$12,269
$0
$3,250
$6,500
$9,750
$13,000
2011 2012 2013 2014 2015
Net Revenue per Case
Patient / Case
Management
Billing &
Collection
Claim
Recovery
Quality
Assurance &
Audit
NOBILIS
CENTRAL BUSINESS OFFICE
Admission
Management
Benefit and
Case
Coordination
Health
Information
Management
Billing and
Pricing
Management
Collections &
Analysis
Denial /
Appeal
Management
Patient
Service
Center
Quality
Audit
CBO structure allows Nobilis to scale with rapid expansion and provides
end-to-end functions to enhance collection and cash flow.

15. Concertis, LLC
A Technology Platform that
Transforms Healthcare Delivery
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16. Concertis
A Technology Platform that Transforms
Healthcare Delivery
o Concertis connects providers with payors
to implement new reimbursement
methodologies focused on patient
outcomes
o This is effectively an in-network model at
higher than in network rates and
accelerated payment timeline
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Payor
Ancillaries Physician Facility
Concertis Products:
o Clinical Integration Network
Formation and Administration
o Population Health Management
o Care Coordination
“Bundled payments are the future of reimbursement in
medicine. At Nobilis we are well-positioned to take
advantage of this."
-Dr. Neil Badlani,
Vice President of Medical Affairs

17. Aligning Payors, Providers, and Facilities
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Concertis Aligns Payors, Providers, and Facilities
o Opportunity to enhance relationships with commercial payors and
develop relationships with self-insured employers
o Greater savings on bundles than large, acute-care facilities
o Physicians encouraged to cooperate for enhanced revenue
incentives
o Represents a significant marketing opportunity

18. CIN & Care Navigation
o Clinical Integration is coordination of care across a continuum of
services including physicians, hospitals, and ancillary services
o Achieving Clinical Integration
 Negotiate with payors
 Bring physicians into our narrow network
 Provide warranty for care
 Distribute payment
o Our care navigators are trained health care professionals who
serve as patient concierges, guiding patients though the entire
episode of care from diagnosis to post-surgical compliance with
discharge orders
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19. Technology Platform
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Patient Portal
Patients
Health
Information
Exchange
Data
Translator
Electronic
Medical
Records
Enterprise
Data
Warehouse
Patient
Accounting
Supply
Chain
Activity
Based
Accounting
Claims
Adjudication
Clinical
Outcomes
Clinical
Coordination
Risk
Management
Statistical
Modeling
Patient
Data
Modeler
Standard
Clinical
Modeling
Physicians
Facilities
Patients
Firewall
Firewall

20. Financial Performance
(US$ Thousands)
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
2012 2013 2014 2015 2016E
Adj.EBITDA
Revenue
Total Revenue Adj. EBITDA
20

21. o Strong platform for scalable growth into national markets
o Compelling value proposition for physicians, patients and payors
o Focus on minimally invasive procedures aligned with market trends
o Lean balance sheet; limited capex and working capital requirements
Growth Drivers
o Acquisitions
o Organic Growth
o Service Line & Specialties
o Operational Leverage
Poised for Continued Growth
2015 2016
Total Organic M&A Total
Revenue $229M $275M $45M $320M
Adjusted
EBITDA
$42M $51M $14M $65M
*Assumes 20% organic revenue growth and 21% organic Adj. EBITDA growth on facilities/companies acquired after
January 1, 2015 (including acquisitions in 2016)
Financial Guidance*
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