DIRTT Environmental : Analyst Day Presentation - January 2020

Investor Presentation

January 2020

TSX: DRT

NASDAQ: DRTT

Advisory

CAUTIONARY STATEMENT REGARDING FORWARD-LOOKING STATEMENTS

Certain statements contained in this Investor Presentation ("Presentation") are "forward-looking statements" within the meaning of "safe harbor" provisions of the United States Private Securities Litigation Reform Act of 1995, and Section 21E of the Exchange Act and "forward-looking information" within the meaning of applicable Canadian securities laws. All statements, other than statements of historical fact included in this Presentation, regarding our strategy, future operations, financial position, estimated revenues and losses, projected costs, prospects, plans and objectives of management are forward-looking statements. When used in this Presentation, the words "anticipate," "believe," "expect," "estimate," "intend," "plan," "project," "outlook," "may," "will," "should," "would," "could," "can," the negatives thereof, variations thereon and other similar expressions are intended to identify forward- looking statements, although not all forward-looking statements contain such identifying words. In particular, this presentation contains forward-looking statements with respect to, among other things, the Company's business plans and objectives; growth strategy and opportunities; revenue and Adjusted EBITDA targets; reductions in operating costs and the cost of goods sold; plant operations; investments in sales and marketing; sales effectiveness of salesforce and partners; capital investments and major capital initiatives; cash flow and capital allocation, including free cash flow generation; the effectiveness of the new primer line on tile warping issues; the expansion of DIRTT experience centers to new cities; modifications to the Company's capital structure; the effect of R&D activities, including further development of ICE®software and AI; the development of new manufacturing plants and their expected benefits, including increased production; benefits achieved through organizational optimization; implementation of the DIRTT digital strategy framework; customer segmentation and sales execution; market opportunities; and partner support initiatives. Forward-looking statements are based on certain estimates, beliefs, expectations and assumptions made in light of management's experience and perception of historical trends, current conditions and expected future developments, as well as other factors that may be appropriate.

Information in this presentation regarding the Company's forecasted revenue and Adjusted EBITDA targets may constitute forward-looking statements, as described above, and may also constitute financial outlook information within the meaning of applicable Canadian securities laws. The Company believes the expectations reflected in such forward-looking statements and financial outlook information are reasonable but no assurance can be given that these expectations will prove to be correct and such forward-looking statements and financial outlook information should not be unduly relied upon.

Forward-looking statements necessarily involve unknown risks and uncertainties, which could cause actual results or outcomes to differ materially from those expressed or implied in such statements. Due to the risks, uncertainties and assumptions inherent in forward-looking information, you should not place undue reliance on forward-looking statements. Factors that could have a material adverse effect on our business, financial condition, results of operations and growth prospects can be found in the sections titled "Risk Factors" in our Registration Statement on Form 10 ("Registration Statement on Form 10"), filed with the United States Securities and Exchange Commission (the "SEC") on September 20, 2019. These risks are not exhaustive. Because of these risks and other uncertainties, our actual results, performance or achievement, or industry results, may be materially different from the anticipated or estimated results discussed in the forward-looking statements in this Presentation. New risk factors emerge from time to time, and it is not possible for our management to predict all risk factors nor can we assess the effects of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in, or implied by, any forward-looking statements. Our past results of operations are not necessarily indicative of our future results. You should not rely on any forward-looking statements, which represent our beliefs, assumptions and estimates only as of the dates on which they were made, as predictions of future events. We undertake no obligation to update these forward-looking statements, even though circumstances may change in the future, except as required under applicable securities laws. We qualify all of our forward-looking statements by these cautionary statements.

CURRENCY AND PRESENTATION OF FINANCIAL INFORMATION

Unless otherwise indicated, all financial information relating to the Company in this Presentation has been prepared in U.S. dollars using accounting principles generally accepted in the United States ("GAAP") and the rules and regulations of the SEC.

2

Non-GAAP Financial Measures

Our consolidated financial statements are prepared in accordance with GAAP. These GAAP financial statements include non-cash charges and other charges and benefits that we believe are unusual or infrequent in nature or that we believe may make comparisons to our prior or future performance difficult.

As a result, we also provide financial information in this presentation that is not prepared in accordance with GAAP and should not be considered as an alternative to the information prepared in accordance with GAAP. Management uses these non-GAAP financial measures in its review and evaluation of the financial performance of the Company. We believe that these non-GAAP financial measures also provide additional insight to investors and securities analysts as supplemental information to our GAAP results and as a basis to compare our financial performance from period to period and to compare our financial performance with that of other companies. We believe that these non-GAAP financial measures facilitate comparisons of our core operating results from period to period and to other companies by removing the effects of our capital structure (net interest income on cash deposits, interest expense on outstanding debt, or foreign exchange movements on debt revaluation), asset base (depreciation and amortization), tax consequences and stock-based compensation. In addition, management bases certain forward-looking estimates and budgets on non-GAAP financial measures, primarily Adjusted EBITDA.

Reorganization expenses, impairment expenses, depreciation and amortization, and stock-based compensation are excluded from our non-GAAP financial measures because management considers them to be outside of the Company's core operating results, even though some of those expenses may recur, and because management believes that each of these items can distort the trends associated with the Company's ongoing performance. We believe that excluding these expenses provides investors and management with greater visibility to the underlying performance of the business operations, enhances consistency and comparativeness with results in prior periods that do not, or future periods that may not, include such items, and facilitates comparison with the results of other companies in our industry.

The following non-GAAP financial measures are presented in this press release, and a description of the calculation for each measure is included.

Adjusted Gross ProfitGross profit before deductions for depreciation and amortization

Adjusted Gross Profit MarginAdjusted Gross Profit divided by revenue

EBITDANet income before interest, taxes, depreciation and amortization

Adjusted EBITDAEBITDA adjusted for non-cash foreign exchange gains or losses on debt revaluation; impairment expenses; stock-based compensation expense; reorganization expenses; and any other non-core gains or losses

Adjusted EBITDA MarginAdjusted EBITDA divided by revenue

COGS excl. Depreciation & AmortizationCost of goods sold less depreciation and amortization included in cost of goods sold.

COGS excl. Depreciation & Amortization as a % of Revenue COGS excl. Depreciation & Amortization divided by revenue

Net Operating CostsThe sum of sales & marketing, general & administrative, operations support and technology & development expenses less depreciation included therein

Net Operating Costs as a % of Revenue Net Operating Costs divided by revenue

You should carefully evaluate these non-GAAP financial measures, the adjustments included in them, and the reasons we consider them appropriate for analysis supplemental to our GAAP information. Each of these non-GAAP financial measures has important limitations as an analytical tool due to exclusion of some but not all items that affect the most directly comparable GAAP financial measures. You should not consider any of these non-GAAP financial measures in isolation or as substitutes for an analysis of our results as reported under GAAP. You should also be aware that we may recognize income or incur expenses in the future that are the same as, or similar to, some of the adjustments in these non-GAAP financial measures. Because these non-GAAP financial measures may be defined differently by other companies in our industry, our definitions of these non-GAAP financial measures may not be comparable to similarly titled measures of other companies, thereby diminishing their utility.

3

Nasdaq: DRTT

TSX:DRT

3 Manufacturing Plants

(4thfacility under construction opening 2021)

~100 North American

Distribution Partner Locations

233 Patents Granted

What is DIRTT?

A superior, sustainable approach to interior construction driving cost and schedule certainty, faster move-in and ultimately increased customer satisfaction.

Proprietary prefabricated interior wall and millwork system, 100% customizable and easily modified post installation

Enabled by proprietary software platform that integrates the design, sale, pricing and manufacturing process

Sold through an extensive North American dealer network that provides pre- construction, design, installation and post-installation maintenance and reconfiguration services

Reduced construction waste through off-site manufacturing and lifetime sustainability driven by flexibility of installed solution

~1,200 Employees

The DIRTT Process

5

Proprietary Design

Unique modular design allows for infinite flexibility to create custominteriors for Commercial, Healthcare, Education and Government

			Custom
		Flexible Medical	Millwork,
Aluminum		Willowglass	MDF tiles
Modular	Gas for
Frames	Electrical &	Healthcare	surfaces with	finished in	MDF tiles in
(recycled denim	Data	(Proprietary, modular, fully	HD printed	veneer and	Healthcare
image,	chromacoat
insulation)		approved in DIRTT's
		accessible walls)	integrated
			technology

Same Solution, Different Markets

6

Investment Thesis - Why DIRTT

Compelling

Customer Value

Proposition

Large

Underpenetrated

Market

Financial

Strength

DIRTT 2.0

2019 - current

• Higher quality, faster execution, better value
• Protected by 233 patents
• Proprietary product design and software
• Displacing $150B conventional construction market
• Shortage of jobsite labor driving shift to prefabricated construction
• Less than 1% penetrated currently
• $56M cash (a/o September 30, 2019), no debt
• Financial flexibility to execute strategic plan
• Cash flow positive business model can fund growth needs
• Founder-ledbusiness topped out at ~$274M in sales
• Professional management team brought in to scale the company
• Executing strategic plan to capitalize on value proposition and realize full market potential
• • Optimized sales and marketing organization
  • Disciplined,metrics-based operations

7

Customer Value Proposition

Higher

Quality

Superior customer satisfaction with 3D/VR experience prior to construction

✓Eliminates change orders

✓Maximizes client satisfaction at move-in

Modularity allows flexibility to change as needs evolve, maintaining client satisfaction with their space over time

Higher-quality materials

Faster

Execution

2 week manufacturing lead time

Speed and cleanliness of installation

Shorter construction cycle time

• Less reliance onon-site labor
• Typical DIRTT budget is 30% labor vs. 70% in conventional

Reduces time to occupancy

Better

Value

Day 1 construction costs often less than conventional construction

Less expensive than conventional over the life of the project

8

DIRTT Partner Locations

Each Partner is required to invest in:

• DIRTT Champion
• DIRTT Project Manager
• DIRTT Designer
• Proprietary ICE®Software Package
• DIRTT Experience Centre (DXC)

DIRTT's Approach to Market

DIRTT

DIRTT Partners Sell

with ICE Software

Design | Manage | Install | Execute On-site

	DIRTT Sales		DIRTT Partners		GCs, Architects,
	Reps			Designers

9

The Landscape

$150B* Market Opportunity

Taking less than 1% market share from conventional construction is $1.5B

$150B*

Traditional construction facing labor

shortages and cost increases

Percent of builders reporting labor challenges 2019Q3

93%89%

32

46High

Compelling Value Proposition

Higher Quality

Faster Execution

61

Concern

Moderate

DIRTT <1% penetration

43Concern

S U P P L YC O S T

Better Value

10	Source: National Labor Database, Commercial Construction Index, Modular Building Institute, FMI, Pitchbook
*company estimate

Transforming DIRTT

DIRTT 1.0	The Right	The Right	The Right
(2005-2018)	People	Plan	Execution

DIRTT

2.0

We are transforming DIRTT from a small company with a brilliant idea to a company that we believe is capable of sustaining aggressive and profitable growth that will drive real and ongoing shareholder value.

11

Strategic Pillars

Near-Term Priorities

Continuous product and technology innovation

Operational Cost Efficiencies

Establish a marketing organization

and achieve sales excellence

Ongoing

2019 - 2020

2019 - 2021

InnovationManufacturing Commercial

Excellence Execution

12

Innovation

September 2018

• Highly creative, groundbreaking
• Reactive, impulsivedecision-making process; no defined roadmap
• Shiny object syndrome
• No employee structure, random activities difficult to manage
• ICE architecture and product ownership through single individual

Future State

• Highly creative, groundbreaking
• Open forum with our clients and partners followed by R&D; defined strategic roadmap, vision supported by strategies
• Focused innovation for our core vertical markets
• Structured activities with scheduled milestones
• Architecture "council", multiple product owners

13

Manufacturing Excellence

September 2018

• No focus on safety; minimal tracking
• No deployment of lean manufacturing
• • 1 manager formally trained in lean
  • No metrics
• No dedicated resources for quality and continuous improvement

Future State

• Culture of safety
• Full deployment of lean manufacturing
• • All senior operations leaders with formal lean training and experience
  • Extensive use of metrics
• Dedicated focus on quality and continuous improvement

14

Commercial Execution

September 2018

• All sales reps reporting directly to the
  CEO
• No strategic marketing capability
• Limited focus on strategic accounts, large project sales and execution capability
• No formally defined partner programs

Future State

• People and organizational optimization
• Sales excellence
• World-classstrategic marketing function
• Revamped partner experience

15

Philosophy on Innovation

In every area of our business we persevere beyond what our clients want to relentlessly

pursue a deeper understanding of what our clients need. We nurture insights from all

areas of our business to deliver sustainable innovations that address those needs.

Evolutionary

Revolutionary

Built on a 15-year history and patent protected

16

Manufacturing Excellence

Metrics-driven continuous improvement culture

• Highly qualified, proactive Safety team
• Job hazard assessments and PPE standards
• Near Miss tracking and cause remediation
• ICE integration & completeness
• Control plans & standard work
• QA/QC monitoring and root cause remediation
• ICE Integration & completeness
• Optimized workflow from order entry to delivery
• Robust capacity plan, sufficient to meet demand
• Strategic sourcing utilizing long term agreements
• Material yield optimization
• Standard work with optimized product flow
• Cross-trainedagile work force
• Factory performance data management

Client Satisfaction

Drives Higher

Revenue

Lower

Costs Drive

Profitability

17

Commercial Execution

People and	World-Class	Sales	Redefined
Organizational	Strategic	Excellence	Partner
Optimization	Marketing		Experience
	Function

18

Financial Performance

Revenue (Millions)

$274.6$269.0

Adjusted EBITDA

$50.0

$42.9

18.0%

16.0%

$226.5

$201.3

$40.0

$30.0

$33.4

14.0%

12.0%

10.0%

2016

2017

2018

TTM

Revenue

• Implementation of sales and marketing strategy expected to drive future growth

$20.6

$20.0

$8.8

$10.0

$-

2016	2017	2018	TTM
		Adj EBITDA (US$ Millions)			Adj EBITDA %

Adjusted EBITDA

• Operating expense discipline and higher revenues demonstrated the leverage in the business in 2018

8.0%

6.0%

4.0%

2.0%

0.0%

19

Financial Targets*

US$ Million

$600 $500

$400

$300

$200

$100 $0

Revenue			Adjusted EBITDA
		25%
		20%
		15%
		10%
		5%
		0%
TTM Q4/18 - Q3/19	FY 2023	TTM Q4/18 - Q3/19	FY 2023
2023 Revenue			2023 Adjusted EBITDA
$450M - $550M			Margin 18% - 22%

20*Reflects management targets and not forecasts of future performance

The Path to 2023 Target

100%
	12%	Marginexpansion
16%	18%-22%
80%
	29%	Elimination of $5.5 mm of one time costs in
		2019 combined with leverage from G&A
28%
	and T&D. Investments in S&M at same	28%-26%
60%			rate as a % of revenue growth
		Addition of approx. $2 mm fixed costs of
40%			Charlotte plant commencing 4Q 2020,
		offset by leverage on fixed costs of existing
		59%	plant, and incremental labor savings. The
58%	benefits of strategic sourcing are excluded	54%-52%
			as the amounts are not quantifiable at this
20%
		time.

0%

2018	Sept 2019 TTM					2023 Target
	COGS excl. Depreciation & Amortization1		Net Operating Costs		Adjusted EBITDA			FX

-20%

1See "Non-GAAP Financial Measures"

Investments in Sales and Marketing

Sales & Marketing Headcount vs % of Revenue

200

180

160

140

120

100

80

60

40

20

-

Dec-18	Aug-19	2020	2021	2022	2023
			Headcount		Target S&M% of revenue

18.00%

16.00%

14.00%

12.00%

10.00%

8.00%

6.00%

4.00%

2.00%

0.00%

• Investment in S&M headcount with a1-year payback
• Include sales personnel, partner support, commercial operations and lead generation
• Results in an increase in S&M costs as a % of revenue for 2020 and 2021 as we build out the capabilities, skillsets and infrastructure
• As salesforce and partners become more effective in selling, we expect leverage to begin to take hold in 2022
• Pivot points exist in each year - if actions are not driving results as expected, we willre-evaluate approach and adjust accordingly

22

Capital Investments

$18 - $20 million Ongoing

Capital Expenditures

35%35%

12% 18%

Plant Equipment	GLC refresh
Corporate	Software development

Estimated major capital initiatives 2019-2021 (approx.) over and above ongoing capital expenditures:

Initiative	2019	2020	2021
Primer line	2.0
Charlotte plant	3.2	15.3
DXC buildout		2.0	1.0

• Software development will vary year over year depending upon mix of maintenance and development activities
• New primer line for permanent solution to tile warping
• Charlotte plant commercial operation date January 2021 with initial deposits in 2019
• Increasing DXC footprint as part of GTM strategy (excl. refresh)
• No major projects currently planned for 2022 & 2023

23

Cashflow and Capital Allocation

We expect DIRTT to be a free cash flow generating business

• High conversion of Adjusted EBITDA to Cashflow from Ops(60-70%) with low capex requirements.

Current capital structure is intentionally conservative due to the transformational nature of the strategic plan

• $56 million cash (as of September 30, 2019), with no debt
• Upon realization of tangible financial results from the implementation of our plan, we willre-evaluate our capital structure and make appropriate recommendations to our board
• CAD$50 million (approx. USD$38M) undrawn, dual currency credit facility available

Maintaining a strong balance sheet necessary to support credibility with National Account level customers

24

Measuring Success

2020

2021

Early 2022

2023

• Commercial organization in place - hiring complete for both sales and marketing
• CRM and costing tools fully implemented
• Conversion rates tracked at every stage of the funnel
• Secure at least 2 MOUs for National Accounts
• TRIF (injury rates) below BLS standard
• Reach continuous improvement

25in manufacturing operations

• Charlotte plant in full operation, achieved at the budgeted cost
• Conversion rates optimized, showing improvement at every stage of the funnel
• At least two large projects under contract
• Sales and marketing investments begin achieving1-year payback

• Full realization of organizational changes reflected in accelerated revenue growth; increased win rates in strategic projects (large and national) and healthcare

• $450M - $550M Revenue
• 18%-22%Adjusted EBITDA Margins

Key Takeaways

Compelling

Customer Value

Proposition

Large

Underpenetrated

Market

Financial

Strength

DIRTT 2.0

2019 - current

• Higher quality, faster execution, better value
• Protected by 233 patents
• Proprietary product design and software
• Displacing $150B conventional construction market
• Shortage of jobsite labor driving shift to prefabricated construction
• Less than 1% penetrated currently
• $56M cash (a/o September 30, 2019), no debt
• Financial flexibility to execute strategic plan
• Cash flow positive business model can fund growth needs
• Founder-ledbusiness topped out at ~$274M in sales
• Professional management team brought in to scale the company
• Executing strategic plan to capitalize on value proposition and realize full market potential
• • Optimized sales and marketing organization
  • Disciplined,metrics-based operations

26

Appendix

Sales Organization - target 2020

CEO

CCO

VP, Sales (1)

Regional

Director, Strategic

Strategic Projects

Leader,

Leader, Internal

Leader, Timber

Leader, Sales

Strategy & Analytics

Directors (4)

Accounts (1)

Team (2)

Constructability (1)

Design (1)

Frame (1)

(1)

Sales Reps (70)

SA Reps (5)

Constructability (2)

Designers (3)

Timber Frame (4)

Sales Support (1)

Business		Commercial
Development (4)		Business Analyst (1)

Segment Sales

Reps (9)

Filled position

Vacant or partially filled

28

Marketing Organization - target 2020

CEO

CCO

Director, Client		Director, Segment
Experience (1)		Market Strategy (1)

Client Experience

Leaders andHealthcare (1)

Teams (6)

Education (1)

Government (1)

Commercial (1)

Millwork (1)

Technology (2)

29

VP, Partner

Support (1)

Partner

Engagement (2)

Partner

Onboarding (2)

Partner

Development (8)

VP, Strategic

Marketing (1)

Brand (1)

Communication (2)

Marketing & Lead

Generation (4)

Graphics & Web

(5)

Partner Marketing

(2)

Event

Management (1)

Director,

Commercial

Operations (1)

CRM (1)

Reporting (1)

Lead Qualification & Distribution (1)

Filled position

Vacant or partially filled

Summary of Consolidated Financial Results

For the period ended September 30	Three months		Nine months
($ thousands, except per share amounts)	2019	2018	% Change	2019	2018	% Change
Revenue	65,385	73,913	(12)	194,537	200,241	(3)

Gross profit

Gross profit margin

Adjusted Gross Profit1

Adjusted Gross Profit Margin1

Operating expenses2,3

Operating expenses %2,3

Operating income (loss)2,3

Adjusted EBITDA1

Adjusted EBITDA %1

Income tax expense

Net income (loss)2

Net income (loss) per share - basic and diluted2

24,934	30,085	(17)	72,959	79,390	(8)
38.1%	40.7%	(6)	37.5%	39.6%	(5)
27,309	32,507	(16)	80,073	86,586	(8)
41.8%	44.0%	(5)	41.2%	43.2%	(5)
17,596	30,437	(42)	65,625	74,700	(12)
26.9%	41.2%	(35)	33.7%	37.3%	(10)
7,338	(352)	NA	7,334	4,690	56
8,072	13,062	(38)	20,663	30,065	(31)
12.3%	17.7%	(30)	10.6%	15.0%	(29)
1,959	684	186	3,667	3,114	18
5,802	(1,433)	NA	3,148	2,407	31
0.07	(0.02)	NA	0.04	0.03	33

1. See"Non-GAAP Financial Measures"
2. Three month period ended September 30, 2018 included $2.0 million stock based compensation expense, $6.1 million impairment expense, and $2.2 million in reorganization expenses (2019 - $2.4 million stock based compensation recovery and no impairment or reorganization expenses)
3. Nine month period ended September 30, 2018 included $3.2 million stock based compensation expense, $6.1 million impairment and $4.6 million in reorganization expenses (2019 - $2.4 million in stock based compensation expense, $2.6 million reorganization expense, and no impairment expense)

30

Additional Financial Highlights

($ thousands)	Sep 30, 2019	Dec 31, 2018
Cash and cash equivalents	56,642	53,412
Trade and other receivables, net	27,532	43,873
Inventory	18,996	18,650
Property, plant and equipment, net	38,166	36,728
Capitalized software, net	8,292	8,335
Operating lease right-of-use assets, net1	21,530	-
Accounts payable and other liabilities	22,217	32,583
Other current liabilities2	4,393	5,523
Long-term debt3,4	-	5,625
Lease liabilities1,3	22,268	-
For the three month period ended	Sep 30, 2019	Sep 30, 2018
($ thousands)
Net cash flows provided by operating activities	2,998	208
Capital expenditures	(5,512)	(2,945)

1. Operating leaseright-of-use asset and lease liabilities resulted from prospective adoption of a new accounting standard for operating leases effective January 1, 2019
2. The liability forcash-settleable stock options was $0.1 million for Q3 2019
3. Current andlong-term portions
4. Repaid on January 31, 2019

31

Non-GAAP Financial Measures

The following tables present a reconciliation for the three and nine months ended September 30, 2019 and 2018 of our non-GAAP measures to the most directly comparable GAAP measures.

	Three Months Ended	Nine Months Ended
	September 30,	September 30,
	2019	2018	2019	2018
	($ in thousands)	($ in thousands)
Net income (loss) for the period	$5,802	$(1,433)	$3,148	$2,407
Add back (deduct):
Interest Expense	3	98	77	301
Interest Income	(228)	(101)	(320)	(327)
Income Tax Expense	1,959	684	3,667	3,114
Depreciation and Amortization	2,925	3,544	9,260	10,342
EBITDA	$10,461	$2,792	$15,832	$15,837
Stock-based Compensation Expense
(Recovery)	(2,389)	2,037	2,403	3,172
Non-cash Foreign Exchange Loss
(Gain) on Debt Revaluation	-	(101)	(211)	312
Impairment Expense	-	6,098	-	6,098
Reorganization Expense	-	2,236	2,639	4,646
Adjusted EBITDA	$8,072	$13,062	20,663	$30,065
Net Income Margin(1)	8.9%	(1.9)%	1.6%	1.2%
Adjusted EBITDA Margin	12.3%	17.7%	10.6%	15.0%

	Three Months Ended	Nine Months Ended
	September 30,	September 30,
	2019	2018	2019	2018
		($ in thousands)
Gross Profit	24,934	30,085	72,959	79,390
Gross Profit Margin	38.1%	40.7%	37.5%	39.6%
Add: Depreciation and Amortization
Expense	2,375	2,422	7,114	7,196
Adjusted Gross Profit	27,309	32,507	80,073	86,586
Adjusted Gross Profit Margin	41.8%	44.0%	41.2%	43.2%

32

Thank You

DIRTT Environmental Solutions 7303 30thStreet SE

Calgary, Alberta T2C 1N6 [e-mail]