nobilis health corporate presentation august 2017
TRANSCRIPT
Corporate PresentationNYSE American: HLTH
August 2017
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,industry specific information, and the outlook of or involving the Company and its business. Such forwardlooking 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 providinginformation about management's expectations and plans about the future and may not be appropriate forother purposes. Forward-looking information herein is based on various assumptions and expectationsthat the Company believes are reasonable in the circumstances. No assurance can be given that theseassumptions and expectations will prove to be correct and the forward-looking information, including thefinancial outlooks included in this Presentation, should not be unduly relied upon. Those assumptionsand expectations are based on information currently available to the Company, including the historicperformance of the Company's business. Such assumptions include anticipated financial performance,current business, industry and economic trends, and business prospects and are subject to the risks anduncertainties which are discussed in the Company's regulatory filings available on the Company's website at www.NobilisHealth.com, www.sec.gov, or at www.sedar.com. Any forward-looking statements thatwe 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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Nobilis at a Glance
3
o Based in Houston, TX, Nobilis is an owner, operator, and manager
of Surgical Hospitals, ASCs and Clinics
• Founded in 2007 and now operates in 10 markets across 5
states totaling 24 facilities
o Facilities - 4 surgical hospitals, 10 ASCs, 10 clinics, and 35 partner
facilities
o Core strategy - optimized case mix across the portfolio
• Higher acuity procedures, higher levels of reimbursement
• Focus on minimally invasive procedures
o Unique direct-to-patient marketing model
• Brand procedures and drive additional surgical volume to
portfolio of facilities
• Consumerism - capitalizes on this growing trend in healthcare
• Drives organic growth
o Strong, scalable platform to expand to nationwide player
o Compelling value proposition for physicians, patients, and payors
Company Overview Geographic Locations
MarketswithNobilisownedfacilities
MarketswithNobilispartnerfacilities
Established reputation for high quality patient care, utilizing state-of-
the-art technology
Strong management teamwith proven track record of
successfully integratingnewly acquired businesses
Unique direct-to-patient marketing model that drives additional surgical volume
to Nobilis facilities
$321 million in Revenueand $37 million in Adjusted EBITDA for LTM June 2017
with low capex requirements
Key Company Highlights
Nobilis Business Overview
4
Case Mix
Case Volume
Payor Mix
Note: Unless otherwise dated, figures are based on the LTM period ended 6/30/2017, pro forma for the full year impact of the AZ Vein acquisition.Note 2: Case mix based on number of cases; payor mix based on revenue.
ENT 4% GeneralSurgery 4%
Ortho 7%
Pain 27%
Spine 18%
Bariatrics 21%
PlasticSurgery 10%
GYN 3%
Other 7%
AETNA 20%
BCBS 17%
CIGNA9%
UHC 34%
OtherCommercial 12%
SelfPay 5% WC 3% Medicare 1%
8,740
17,81420,459
25,190
-
5,000
10,000
15,000
20,000
25,000
30,000
2014 2015 2016 2017E
5
Historical Performance
Total Revenue Adj. EBITDA
StrongTrackRecordofRevenueandAdj.EBITDAGrowth
2016- YearofInvestment
$31
$84
$229
$286
$317.5
$0
$50
$100
$150
$200
$250
$300
$350
2013 2014 2015 2016 2017E
Rev
enue
(Mill
ions
)
$3
$10
$40
$34
$42.5
$0
$10
$20
$30
$40
$50
2013 2014 2015 2016 2017E
Adj
. EB
ITD
A (M
illio
ns)
*2017GuidanceasprovidedonMarch13,2017Revenue:$310M-$325MAdj.EBITDA:$40M-$45M
Management Team
o Joined Nobilis in 2010o Previously served as CFO, President and Executive Chairman of Nobiliso Earned an MBA from Boston College, a J.D. from the University of Houston, and a B.A. from the
University of St. Thomas
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Harry Fleming Chief Executive Officer
Kenneth EfirdPresident
David YoungChief Financial Officer
Patrick YoderChief Revenue Officer
Marissa ArreolaChief Strategy Officer & President of Concertis
o Joined Nobilis in 2010o Previously served as Chief Operating Officer & Chief Business Development Officer at Nobiliso Founder & CEO of Diagnostic and Interventional Spine Centerso Doctorate from Texas Chiropractic College
o Joined Nobilis in 2017o Previously served as Divisional CFO for St. Jude Medical’s America divisiono Licensed CPAo Earned an MBA from the University of Texas at Austin
o Joined Nobilis in 2014o 15 years of healthcare sales and business developmento Previously held successful sales leadership positions at Intuitive Surgical, Medtronic, and Pfizero Earned a B.A. from Rhodes College
o Joined Nobilis in 2016o Partner at Baker Donelson, specializing in health law and served as a Director at Houston Methodist
Hospital Systemo Earned a J.D. from the University of Houston and B.A. from Rice University
Management Team (Cont’d)
o Joined Nobilis in 2015o Previously served as CFO at Northstar Healthcare LLC and Nobiliso 20 years of financial and accounting reporting in the healthcare industryo Earned an M.B.A. from Texas Woman’s University and a B.S. from Sacred Heart University
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Kenneth KleinCFO of Operations
Phil AyresVP of Marketing
o Joined Nobilis in 2017o Previously served as Director of Marketing for Travelocity and Director of Online Marketing at
Hotels.como Earned a J.D. from University of Tennessee College of Law and a B.S. from Vanderbilt University
Marc CeliaEVP of Operations
o Joined Nobilis in 2017o 20 years of operational and managerial experience in the healthcare industryo VP of Continuous Improvement for United Surgical Partners International/ Tenet Healthcare
(“USPI”) and CEO of Memorial Hermann Surgical Hospital Kingwood, in Houston, Texaso Earned a B.S. from Boston University and a M.S. from University of Maryland
Marcos RodriguezChief Accounting Officer
o Joined Nobilis in 2016o Began his career at Deloitte & Touche LLP and served five years as Director at Opportune LLPo 19 years of financial and accounting reporting, external and internal audits, and SEC regulationso Earned a B.S. from Louisiana State University and is a licensed CPA
Brandon MorenoVP of Finance
o Joined Nobilis in 2014o 10 years of finance and accounting experience in the healthcare industry,
including HCA and Teneto Earned an M.B.A. from University of Texas – San Antonio and a B.S. from New
York University
Key Investment Considerations
o 66% of all surgeries are outpatient with >50% performed in ASCs vs. 32% in 2005o Lower cost, high quality outpatient setting; trend toward increased consumerism in healthcareo Abundance of desirable acquisition opportunities due to fragmented market
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Attractive Industry Fundamentals
Unique Marketing Model
Favorable Payor and Procedure Mix
Patient-Centric Value Proposition
Attractive Financial Profile
Experienced Management Team
o Multiple marketing channels drive volume growtho Proprietary technology platform targets prospective patientso Strong value proposition: Superior patient experience that expands physicians’ practices
o Marketing segment targets higher acuity cases resulting in a highly attractive case mixo Procedure diversification increases the stability of the revenue base
o Unique marketing model increases case volumes and provides superior patient experienceo Offer optimal surgical environments that result in better overall quality of careo Offer ancillary and complementary services that lead to better efficiency and better outcomes
o Low leverageo Low capital expenditure requirements
o Strong management team with M&A and healthcare experienceo Seasoned Ops team leads to financial and operation efficiencieso Strong in-house and outside legal team to safely navigate complex healthcare space
Introduction&TransactionOverviewIndustry Overview
Surgical Setting 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, ENT
o Inpatient and outpatient
o ~ 300 SSHs
Ambulatory Surgical Centers (ASCs)o Outpatient only
o > 5,500 ASCs
o 70%+ owned by independents
10Source: Becker’s.
Growth of the ASC Industry
o Estimated at $32 billion, the ASC industry is expected to continuerobust growth due to efficient cost structures and increasedgovernment focus on healthcare• Industry revenues to expected grow 7.5% as the population ages
and the newly insured access care, reaching $40 billion annuallyo Despite recent consolidation activity, the ASC industry remains highly
fragmented• Independent operators, hospitals and small chains comprise 78%
of the 5,500 ASCs in the U.S., while the eight largest ASC owner/operators comprise ~22% of the overall market
o Economies of scale drive partnership decision for physician-ownedpractices• Major operators can provide ancillary and complementary
services, normally outsourced to third-party providers, leading togreater efficiency and better outcomes, while controlling costsand diversifying service offerings
Source: CSM, Equity Research, IBIS healthcare expenditures estimates, Becker’s.
Projected ASC Industry Revenue
Outpatient Surgeries Moving to ASCs: 1981 to 2016
($ in billions)
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Factors Influencing ASC/SSH Demand
Steady reimbursement rates from government payors support a stable operating environment at ASCs & SSHs
Increased ASC/SSH Abilities
Government Funding
Advances in surgical techniques & technology have increased the number & types of outpatient procedures driving higher patient volumes
As the economy improves, greater disposable income will enable patients to better afford out-of-pocket expenses at ASCs & SSHs
Disposable Income
Growing Insured Population
The insured population is expected to grow 2% annually through 2017
$16 $17$19 $20 $21
$22 $23$25 $27
$30 $32$34 $36
$38$40
$0$5$10$15$20$25$30$35$40$45
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015E
2016E
2017E
2018E
2019E
2020E
ASCs,6%
HospitalOutpatient,
84%
ASCs,50%Hospital
Outpatient,50%
27%
17% 17%
13%10% 9%
4% 3% 2% 1%0%
5%
10%
15%
20%
25%
30%
GI
Ortho.
Optha.
Pain
Other
ENT
Plastic
Podi.
Urol.
Neuro.
Dynamics Driving Industry Growth
o Case volume at ASCs is projected to increase by 9 - 12% through 2025
o There are 5,500 ASCs across the U.S., and 90% have some degree of physician ownership
o Many ASCs focus on elective procedures which are common in affluent urban and suburban areas with large proportions of commercially insured patients
o Nobilis’ focus is on the 40% of the market with higher reimbursement
Specialty Procedures
OrthopedicsKnee arthroscopy, carpal tunnel, rotator cuffrepair, incise finger tendon sheath and wristendoscopy
PainManagement
Injection lumbar / sacral, injection cervical,thoracic and destruction neurolytic agent
BariatricsGastric bypass, sleeve gastrectomy, adjustable gastric band, biliopancreatic diversion with duodenal switch
Source: Wall Street Research, Becker’s.12
Average ASC Industry Payor Mix
Industry Dynamics ASC Industry Specialty Mix
Top Procedures
Nobilis Key Procedures
67%
18%11%
4%0%
10%20%30%40%50%60%70%80%
Commercial Medicare FFS Worker's Comp/ Other
Medicaid
Advanced Imaging 13%
Arthrocentesis / Injections 5%
Rehab & Chiropractic14%
Standard Imaging 13%
E&MVisits 17%
Fusion Surgery
Spinal Decom. / Laminec.
Vertebral Augmentation
23%
27%
25%17%
-9%
-5%
-2%
2%
Less Complex Procedures Shift to Outpatient
o Less complex spine procedures shifting from inpatient to outpatient with significant estimated growth potential
o Key spine procedures have stronger tailwinds due to demographics and improvements in technology
o ~31 million Americans experience back pain at any given time
o ~600,000 Americans undergo spine surgery every year
Lumbar / Thoracic Fusion
Cervical Fusion
No Procedure andDiagnostics
Spinal Decompression/Laminectomy
Vertebral Augmentation Procedures
Revision Spinal Procedure
Note: Growth rate data reflects U.S. market. 13Source: Wall Street Research.
-11%
Inpatient Spine Discharges 2014 – 2019 Outpatient Spine Volumes 2014 – 2019Nobilis Key Procedures
Introduction&TransactionOverviewSales and Marketing Strategy
Weprovidepatientswithaccesstohighestqualityhealthcareinthecountry,whileprovidingphysiciansincreasedpatientreachandadvancedoperating
facilities.
Sales and Marketing Strategy
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Goal:Self-sourcebusinessandmaximizeROI.
OurUniqueApproach
Weprovidepatientspersonalizedtreatmentplansandaccesstomulti-disciplinarymedicalstaffand physicians.
Sales & Marketing
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Direct toConsumer (DTC)
LeadGeneration
ConciergeService
Conversion to Surgical Patient
Patient Experience Follow Up
Successful Patient Outcomes
Sales Outreach to Referral Community
Physician Referral to NobilisBrand
Leverage concierge service for enhanced patient experience
3
360 Concierge
Sales Outreach to Physicians
Physician & Patient Conversion
Nobilis Facility CaseAcquisition
2
Physician Recruitment
Patient and PhysicianSatisfaction
Sales and Marketing Strategy
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Unique Patient Acquisition Strategy
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Nobilis Brands
Lead Generation Concierge Service
§ Inside sales team and IT platform to maximize patient experience
§ 9 brands marketed directly topatients via omni-channel marketing strategy
Patient Tracking Conversion to Surgical Patient
§ Patient education, medical review, insurance verification, and surgical scheduling
§ Patient follow-up, experience surveys, and referrals
o Marketing and technology platform that targets prospective patients
o Unique value proposition to physicians; superior patient experience
o Generates higher acuity cases vs. traditional referral model
o Scalable revenue driver
o Portfolio effect: direct cases to specific facilities on a procedure-by-procedure basis for best return
o In-house marketing team works one-on-one with physicians to develop and distribute customized marketing plans
o Build and execute marketing plans on behalf of physicians
o Helps to expand physicians’ practices, while also driving additional volume to facilities
o High average ROI
Direct-to-Consumer Marketing Physician Sales
High-Touch Marketing Model
Ancillary Services
Nobilis began providing ancillary services in 2015 and has continued expanding its ancillary service offerings with the addition of clinical lab testing services in 2016 and physical therapy in 2017
o Nobilis began offering lab services for patients through Hermann Drive Surgical Hospital (HDSH) in September 2016
o Set up to process ~4,000 tests on a monthly basis
First Assist (Staffing)o Cover 100% of
outpatient spine cases through qualifying DTC
o Specialties: Spine, Bariatrics, ENT, Orthopedic, Plastic, General
o Focused on spine procedureso 100% of DTC caseso 7 Stateso 44 Different Facilities (Both
Nobilis and non-Nobilis Facilities)
o Specialties: Spine, Neuro, Ortho, CV, ENT
o Covers most NHC facilities
o Helps recruit partner physicians
o Specialties: Spine, Bariatrics, ENT, Orthopedic, Plastic, General
o Nobilis launched Physical Therapy Services in April 2017 as a Hospital Outpatient Department of Plano Surgical Hospital
o Provides patients and physicians with a partner in the continuum of care
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Laboratory Neuromonitoring Anesthesia Physical Therapy
o Nobilis is actively seeking potential M&A
targets in the ancillary services space
o Typically focus on acquisitions with
revenue potential system wide
o Increased capabilities position Nobilis to
execute alternative payment
methodologies for payors
o 2016 revenue of $20.4 million
o 2015 revenue of $2.3 million
o Maximizes revenue by capturing
additional revenue streams per patient
o Continuity of care for patients
o Helps recruit top physicians
o Increased patient & physician
satisfaction
o Improve patient outcomes
o Accretive earnings
Benefits Financial Contribution Development
Growth Strategy
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1 Marketing Expertise Drives Organic Growth 2
3 4
o Continue utilizing multiple marketing channels to drive volume growth at hospitals, ASCs, ancillary services, and physician owned practices
o Strengthen bundled payment capabilities through efforts at Concertis, LLC
o Strategically adding new marketing brands to portfolio
o 360 Concierge
o The market is highly fragmented with many ideal acquisition targets for Nobilis
o Strong focus on potential targets that allow Nobilis to cross-sell service lines
o Focused on pursuing regional in-network targets with strong clinical and management capabilities that are sensitive to Nobilis’ marketing platform and allow the Company to leverage existing facilities
o Continue optimizing case mix to maximize revenue potential
o Increase the volume of high acuity procedures that benefit from higher levels of reimbursement
o Identify and develop additional service lines appropriate for outpatient environment
o Focus on driving cost reductions throughout system and in recently acquired facilities
o Identify and achieve greater economies of scale as Nobilis continues acquiring new businesses and expanding its platform
Acquisition Opportunities
Service Lines and Specialties Operational Leverage
Introduction&TransactionOverviewHistorical Financial Overview
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Financial Performance
*2017GuidanceasprovidedonMarch13,2017Revenue:$310M-$325MAdj.EBITDA:$40M-$45M
Revenue and Adj. EBITDA (Less NCI)(Millions)
Adj.
EBIT
DA
(Les
s N
CI)
$31
$84
$233
$286
$317.5
$3
$11
$40 $34
$42.5
$-
$20
$40
$60
$80
$100
$120
$140
$-
$50
$100
$150
$200
$250
$300
$350
2013 2014 2015 2016 2017E
Total Revenue Adj. EBITDA
Rev
enue
22
2017 Operating Performance
Total Revenue Adj. EBITDA
*2017GuidanceasprovidedonMarch13,2017Revenue:$310M-$325MAdj.EBITDA:$40M-$45M
$51$68 $62
$80
$286
$318
$0
$50
$100
$150
$200
$250
$300
$350
Q1 16 Q1 17 Q2 16 Q2 17 2016 2017E
Rev
enue
(Milli
ons)
$0.4$2
$9$10
$34
$43
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
Q1 16 Q1 17 Q2 16 Q2 17 2016 2017E
Adj.
EBIT
DA
(Milli
ons)
23
Driving Efficiencies
o Reduction in force (RIF) • Completed April 2017• System-wide
o Payroll system/productivity tools• Redesign/restructure of payroll
system• Enhanced reporting
‒ Implemented daily productivity KPI’s at each facility
‒ Controls in place to manage hiring process
Nobilis is focused on reducing operational expenses at its facilities to further drive profitability
= Estimated $10 to $13 million in annualized cost savings à $8 million expected in 2017
Salaries and Benefits Medical Supplies SG&A
o GPO and local agreements executed
o Custom packs/reprocessingo Utilizationo Inventory consignment
o Physician co-marketing and direct-to-consumer marketing
o Purchased serviceso Utility contracts
$6 to $7 million
$2 to $3 million
$2 to $3 million
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Comparable Companies
Company Ticker SharePrice MarketCap(mm) ForwardP/E EV/EBITDA TotalDebt/Equity
NobilisHealthCorp. HLTH $1.55 $120.6 8.9 3.9 0.6
TenetHealthcareCorp. THC $13.03 $1,310.0 13.4 8.3 40.6
CRHMedicalCorp. CRHM $2.45 $185.0 18.1 8.4 0.7
SurgeryPartnersInc. SGRY $10.60 $522.4 17.1 12.8 291.9
UniversalHealthServicesInc. UHS $107.69 $1,056.0 12.9 9.1 0.9
EnvisionHealthcareCorp. EVHC $51.32 $5,961.0 15.2 17.6 1.0
Asof08/14/2017
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Appendix
NorthAmericanSpineTheflagshipbrand,NorthAmericanSpineoffersinnovative,minimallyinvasivebackandnecksurgeriesandenjoysasolidtrackrecordofsuperioroutcomes.Theminimallyinvasive,laserspineproceduresenjoyhighrecognitionintheirmarketsandtheagingpopulationencouragesstrongnaturalgrowth.
ClarityVein&VascularClarityVeinandVascularprovidesminimallyinvasivesurgicaltreatmentofpainfuland/orunsightlyvascularconditionsrangingfromtherelativelybenign,likevaricoseorspiderveins,tothedangerous,likedeepveinthrombosisorperipheralarterydisease.
HamiltonVeinCenterHamiltonVeinandVascularisafull-serviceclinicalpracticewithmultipleTexaslocationsandanimpressiverecordofsuccessfultreatments.Adeptatcosmeticproceduresforconditionslikespiderandvaricoseveins,thepracticealsoexcelsatdiagnosingandtreatingpotentiallyharmfulunderlyingconditions.
MigraineTreatmentCentersofAmericaMigraineTreatmentCentersofAmericaistheexclusiveprovideroftheOmega™Procedure,anon-pharmaceuticalsurgicalimplantforthereliefofchronicmigrainepain.Increasingawarenessofneurostimulation techniques,vocalsupportfrompastpatients,andfavorableinsurancepoliciespositionthebrandasveryhighgrowth.
ArizonaVein&VascularCenterArizonaVeinandVascularisamaturepracticeinthePhoenix/Scottsdaleareathat,likeClarityVeinandVascular,providesminimallyinvasivetreatmentofvenousconditionsanddisordersfromtheunsightlytothedangerous.
MIRIWomen’sHealthMIRIWomen’sHealthfocusesonminimallyinvasivesurgeriesforgynecologicalconditionsandofferssecondopinionsforthoseseekinganalternativetotraditionalhysterectomies.
EvolveEvolve,abariatricsurgerybrand,benefitsfromincreasingmedicalconsensusonthehealthbenefitsofbariatricsurgeryoverconventionaldietandexerciseforthesignificantlyormorbidlyobese.Nationallyrisingratesofobesityandmorefarsighted,preventiveinsurancepoliciespoisethebrandforstronggrowth.
OnwardOrthopedicsThenewestNobilis offering,OnwardOrthopedicstreatsnon-spinejointissuesforpatientsofallagesandtypes.Thebrandbenefitsfrompartnerphysicianswithsolidhistoriesofhigh-profilesportsclients,andcanprovidereferralstotheNorthAmericanSpineandNueStep brands.
NueStepNueStep focusesontheminimallyinvasivereliefoffootandanklepainduetonerveentrapmentandavarietyofotherpodiatricissues.Thebrand’ssuccessisaresultofeducationalmarketingcampaignsdesignedtocorrectahistoricalunder-appreciationoffootpainandtherapeuticmodesusedtoaddressit.
Our Brands
26
Nobilis Facilities
27
Facility Market Equity
Hospitals
FirstNobilisHospital Houston,TX 51%
HermannDriveSurgicalHospital Houston,TX 54.75%
PlanoSurgicalHospital Dallas, TX 100%
ScottsdaleLibertyHospital Scottsdale,AZ 75%
ASCs
FirstNobilisSurgicalCenter(HOPD) Houston,TX 51%
KirbySurgicalCenter Houston,TX 25%
MedicalParkDriveSurgicalCenter(HOPD) Houston,TX 100%
DallasMetro Dallas, TX 35%
NorthstarHealthcareSurgeryCenter- Houston Houston,TX 100%
Northstar HealthcareSurgeryCenter- Scottsdale Scottsdale, AZ 100%
ChandlerSurgery Center Phoenix,AZ 100%
OracleSurgeryCenter Tucson, AZ 100%
PhoenixSurgeryCenter Phoenix, AZ 100%
SurpriseSurgeryCenter Phoenix, AZ 100%
Clinics
ChandlerClinic Phoenix,AZ 100%
Oracle Clinic Tucson,AZ 100%
PhoenixClinic Phoenix,AZ 100%
SurpriseClinic Phoenix,AZ 100%
SugarLandClinic Houston,TX 100%
WoodlandsClinic Houston,TX 100%
ClearLakeClinic Houston,TX 100%
KatyClinic Houston,TX 100%
StoneOak Clinic SanAntonio,TX 100%
Round RockClinic Round Rock,TX 100%
Facility Specialties Facility
PlanoSurgical Hospital • Bariatrics • 26Inpatient beds• Spine • 6OR’s• Plastics • 2Procedure Rooms• Orthopedics• General Surgery• Painmanagement
KirbySurgical Center • Orthopedics• General surgery• Pain• ENT
• 4OR’s• 1Procedure Room
HermannDrive Surgical • Bariatrics • 22BedsHospital • Spine • 18Private rooms
• Plastics • 6OR’s• Orthopedics • 2Procedure Rooms• General Surgery
FirstSurgical Hospital • Bariatrics Hospital • 4OR’s• 1 Procedure
RoomFirstStreetSurgery Center • Spine(HOPD) • Plastics
• Orthopedics• General Surgery ASC • 4OR’s• Painmanagement
NorthstarHealthcare Surgery • Spine • 3ORsCenter- Houston • Bariatrics • 2Treatment rooms
• General Surgery• Pain• Podiatry• Plastics• GI
Nobilis Facilities
28
Facility Specialties Facility
NorthstarHealthcare Surgery • Plastics/Reconstructive • 4OR’sCenter- Scottsdale • Orthopedics • 1Procedure Room
• General surgery• Pain• Bariatrics• Podiatry
ScottsdaleLiberty Hospital • Spine • 2OR’s• Orthopedic surgery • 1Procedure Room• General surgery • 12Inpatient beds• Podiatry• Bariatrics• Migraine• Vascular
ArizonaVein&Vascular Center • Vein • 4 Clinics• 4 ASCs• 15OR’s
HamiltonVein Center • Vein • 6 Clinics• 20 RFAs
Nobilis Facilities
29
NYSE American: HLTHAugust 2017