Investor DayNYSE MKT:HLTH • TSX:NHC

May 17, 2016

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 itoperates. Forward-looking information may include statements regarding the objectives, businessstrategies to achieve those objectives, expected financial results, economic or market conditions, andthe outlook of or involving the Company and its business. Such forward looking information orstatements 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 providinginformation about management's expectations and plans about the future and may not be appropriatefor other purposes. Forward-looking information herein is based on various assumptions andexpectations that the Company believes are reasonable in the circumstances. No assurance can begiven that these assumptions and expectations will prove to be correct and the forward-lookinginformation, including the financial outlooks included in this Presentation, should not be unduly reliedupon. Those assumptions and expectations are based on information currently available to theCompany, including the historic performance of the Company's business. Such assumptions includeanticipated financial performance, current business and economic trends, and business prospects andare subject to the risks and uncertainties which are discussed in the Company's regulatory filingsavailable 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 undertakeno obligation to update them.

The Company’s management has approved the financial outlooks contained in this presentation.

2

Investment Highlights

Full-service healthcare development and management company

Unique direct-to-patient marketing model and proprietary technology

6 brands covering a wide variety of procedures

4 surgical hospitals, 5 ASCs, 33 partnered facilities

Favorable procedure and payor mix

Strong revenue and cash-flow growth

Disciplined M&A approach that has resulted in accretive acquisitions

3

Industry Background

Traditional Hospitalso 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, ENTo Inpatient and outpatiento ~ 300 SSHs

Ambulatory Surgical Centers (ASCs)o Outpatient onlyo > 6,000 ASCso 70%+ owned by

independents4

Nobilis Footprint

Other operations:o Nobilis manages all

owned facilities

o 33 Partner Facilities

o 10 Markets

o 8 States

Facility Market EquityFirst Surgical Hospital

Houston, TX 51%

First Street Surgery Center

Houston, TX 51%

Southwest Freeway Surgical 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

205

2

1

1

11

1

1

1 13

Relationship Facilities (DTC, IOM)

JV Facilities Owned Facilities33 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

Optimized Procedure + Payor Mix

Procedure Mix:o New technologies allow more complex

surgical cases in outpatient settingo 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 payorso 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

Case Mix FY 2015

Gen4%

Pain 29%

Bariatric 22%Spine 13%

Plastic 9%

Orthopedic8%

Other 10%

Gyn 5%

6

Revenue Model

o Profit margin driven by relative ownership levels (Nobilis ownership ranges 25% –100%, Average 65%)

o Marketing (DTC & Sales) cases typically have higher profit margin

1 Management fees range from 2%–8%

Anesthesia+ Surgeon

Nobilis Facility

PayorCommercial,

Government, Self-Pay

Facility Fee

Professional Fees

% of Profit + Management Fee1

7

Ancillary Services

Ancillary Verticalso Intraoperative Neuromonitoring (IOM)o Anesthesiao First Assist

Resultso Continuity of careo Increased patient + physician satisfactiono Improved patient outcomes

8

Operations Management

9

Key Proficiencies

o Patient care quality managemento Revenue cycle optimizationo Medical staff office and credentialingo Clinical & technical efficiencies o Accreditations and certificationso Supply chain managemento Personnel & HR efficiencies

Expected Results

o Scalable operational platformo Continuity of careo Increased patient, employee & physician satisfactiono Improved patient outcomeso Accretive earnings

Concertis, LLC

A Technology Platform that Transforms Healthcare Delivery

10

Concertis

A Technology Platform that Transforms Healthcare Deliveryo 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 andaccelerated payment timeline

11

Payor

Ancillaries Surgeon Facility

Concertis Products:o Clinical Integration Network

Formation and Administrationo Population Health Managemento Care Coordination

“Bundledpaymentsarethefutureofreimbursementinmedicine. AtNobiliswearewell-positioned totakeadvantageofthis."

-Dr.NeilBadlani

Aligning Payors, Providers, and Facilities

12

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 facilitieso Physicians encouraged to cooperate for enhanced revenue

incentiveso Represents a significant marketing opportunity

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.

13

Technology Platform

14

Patient Portal

Patients

Health Information Exchange

DataTranslator

Electronic Medical Records

EnterpriseData

Warehouse

PatientAccounting

SupplyChain

ActivityBased

AccountingClaims

AdjudicationClinical

Outcomes

ClinicalCoordination

RiskManagement

StatisticalModeling

PatientData

Modeler

StandardClinical

Modeling

Physicians

Facilities

Patients

Firewall

Firewall

Marketing

15

Direct-to-Consumer MarketingMarket Nobilis branded surgical procedures direct to consumers

Patient Acquisition Strategy

Physician SalesBuild and execute marketing plans for physicians

16

Patient Coordinators will interact with a

patient an average of 17 times

Patient Coordinators

Nobilis Patient Journey Platformo 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 Modelo 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

17

Lead GenerationDirect-to-Patient marketing via an omni-channel marketing strategy

Concierge ServiceInside sales team + IT platform to maximize patient experience

Patient TrackingPatient follow-up, experience surveys, referrals

Direct-to-Consumer Marketing

18

Conversion to Surgical PatientPatient education, medical review, insurance verification, surgical scheduling

Our Brands:

Marketing Technology

OWNED + EARNED MEDIABlog 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 PAGESmicro-conversations: form completion

TOFU

MOFU

BOFU

Content: Generates Prospects

Content: Generates Marketing Qualified Leads (SQLs)

Content: Converts Sales Qualified Leads (SQLs)

SALES INTERACTIONGenerates Customers

RETENTIONReduces 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

Lead

Nur

turin

g, S

corin

g,

Segm

enta

tion,

Inte

llige

nce

Thought leadership content, deliverables fulfilled, expectations

met or exceeded, client-facing advanced content

Lead GenerationData-based Prospect Targeting

SEOContent Distribution

12

ConversionLead FormPhone Call

SalesProprietary CRM

Human Touch

Intelligence + ReportingProprietary Technology

More Lead GenerationEnables

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 ROIAverage

5:1

20

Physician Marketing

21

Physician Marketing

22

Physician Marketing

23

Disciplined M&A Strategy

24

o Currently pursuing portfolio companies in strategic geographical regions

o All portfolio opportunities fulfill key criteria that expand overall footprint while maximizing accretive value of combined entity:

§ Multi-facility Portfolio§ Ability to Overlay Marketing§ Strategic Geographic Market§ Positive EBITDA

o Nobilis will continue to seek and pursue other non-portfolio opportunities, including:§ Facilities available at fair market value that Nobilis can quickly turn around and

sustain profitable operations§ Acquisitions of unique differentiators that add value and capabilities with the

needs of a strong in-network system§ Ancillary businesses with system-wide revenue producing potential

Investor Relations

Nobilis Health Corp. builds institutional depth through strategic long-term value creation.

25

Key Analyst Coverageo Stephens: Dana Hamblyo Craig Hallum: Charles Haffo Mackie: Russell Stanley o PI Financial: Sheila Broughton o Sidoti & Co: Keith Hinton

Investor Activitieso Keynoteso Investor Days o Panel Speakerso Investor Road Showso Active PR

Building IR team to keep pace with growth

o Development of in-house team and procedureso Engaged Westwicke Partners, a premier, U.S.

based firm, to supplement our Canadian team

Enhancing IR Communications

o Working with Finance, Legal, Ops, to keep investors informed

o Management of Sell-side analyst expectations, alignment with projections

o Reduction of perceived risko Proving up-to-date industry intelligenceo Better communication of filing dates, conference

callso Improving access to key executives

26

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

NetRevenueperCase

Patient/CaseManagement

Billing&Collection

ClaimRecovery

QualityAssurance&

Audit

NOBILIS

CENTRALBUSINESSOFFICE

AdmissionManagement

BenefitandCase

Coordination

HealthInformationManagement

BillingandPricing

Management

Collections&Analysis

Denial/Appeal

Management

PatientServiceCenter

Quality

Audit

CBO structure allows Nobilis to scale with rapid expansion and provides end-to-end functions to enhance collection and cash flow.

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.

EBIT

DA

Reve

nue

Total Revenue Adj. EBITDA

27

Financial Update

o Q1 Update§ Revenue, Adjusted EBITDA and Cases

o One time expenses in Q1§ Marketing§ Legal, accounting, tax and consulting (IT)

o Why not filed on May 10th

§ Two items§ Debt covenants – future quarters§ Deconsolidation – selling business or assets

o The plan for timely filings in the future§ Hired CAO; hiring - Controller, AVP of Finance§ Internal controls§ Quarterly review plan

28

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 Driverso Acquisitions

o Organic Growth

o Service Line & Specialties

o Operational Leverage

Poised for Continued Growth

2015 2016E Change

Revenue $229M $320M +40%

Adjusted EBITDA $42M $65M +54%

*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*

29