Jason Schefermann

Transformation-oriented Chief Financial Officer and board-level strategic advisor with 24+ years of cross-border P&L ownership and financial leadership across healthcare, giga-projects, real estate, manufacturing, and family office structures. Proven track record of enterprise-wide turnaround, capital raising, M&A execution, and digital finance transformation in multi-entity, multi-currency environments spanning the UAE, Saudi Arabia, and South Africa. Trusted C-suite partner to Boards, investors, and private equity stakeholders — translating financial strategy into measurable operational performance.

Director — Financial Planning & Performance Management at NEOM (2023-01 – Present)

Strategic finance director and advisor across SAR 2.3B+ in annual budgets spanning Health, Biotech, Education, Media, Entertainment, Culture & Fashion, and Public Services at one of the world's most ambitious giga-projects.

• Recommended and executed zero-based budget reset across seven sectors — challenging legacy spend assumptions and realigning SAR 2.3B+ to NEOM's ESG mandate and long-term capital strategy
• Drove SAR 1.5B+ in business case savings through structured cost rationalisation and spend governance of SAR 200M+ annually
• Executed historic SAR 2B commitment clean-ups — restoring fiscal discipline, audit integrity, and executive clarity
• Standardised management reporting and financial consolidation across 21 sectors — enabling data-driven decision-making
• Partnered sector leaders to embed ESG-aligned financial governance into long-term business case revisions

Group Chief Financial Officer at SD Investments LLC (SDI Holding) (2021-01 – 2023-12)

Promoted to Group CFO of a diversified Emirati family office — 12 companies including 2 hospitals (250 beds), 2 clinics (FIFA-accredited rehab), F&B, construction, real estate, and shared services.

• Advised the Board on resolving AED 100M+ in legacy intercompany balance sheet imbalances
• Developed IFRS-compliant consolidated financial models for strategic planning and UAE Corporate Tax efficiency
• Optimised banking facilities across the group — reducing cost of capital and improving liquidity management
• Closed complex, overdue financials across multiple entities — achieving full audit readiness
• Institutionalised internal controls, intercompany governance frameworks, and risk management protocols

Group Chief Financial Officer at Health & Medical Services Co LLC (HMS Group) (2020-01 – 2021-12)

Led financial strategy, governance, and operational restructuring for an AED 500M+ healthcare group — including balance sheet turnaround, ERP implementation, and Revenue Cycle Management transformation.

• Recommended and led Microsoft Dynamics ERP implementation — automating financial workflows
• Reduced RCM claim rejection rates from 30% to 8% through end-to-end revenue cycle process redesign
• Restructured loan facilities to reduce cost of capital and improve financial flexibility
• Rationalised clinic portfolio — closed non-performing units
• Improved balance sheet integrity and IFRS-aligned reporting transparency

Chief Financial Officer at Neuro Spinal Hospital (2016-01 – 2020-12)

Headhunted to co-lead expansion from a 39-bed specialist facility to a 120-bed greenfield hospital including the UAE's first CyberKnife Oncology Unit — AED 145M annual revenue, 29-member finance team.

• Engineered AED 177M equity investment and AED 225M bank financing
• Directed complex shareholder restructuring across Cayman Islands, JAFZA, and UAE holding frameworks
• Delivered 180-day turnaround of Finance, Supply Chain, and Revenue Cycle Management functions
• Led SAP Business One and TrackCare EHR implementation
• Reduced insurance claim rejection rates from 20% to 8%
• Managed AED 465M in capital projects across construction, equipment, and commissioning

Director of Finance at Lenmed — Ethekwini Hospital & Heart Centre (2011-01 – 2015-12)

Recruited to lead the financial turnaround of a flagship cardiac hospital — high-acuity environment, sustained EBITDA growth, award-winning RCM performance.

• Transformed R200M tax loss position into R150M annual EBITDA within five years
• Reduced debtors days from 26 to 18 and maintained insurance claim rejection rates within 3%
• Contributed capital modelling and financial oversight for hospital expansion to 300 beds
• Delivered audit sign-offs within two months of year-end consistently
• Led SAP FI, MM, and BI upgrades across a 34-member team

Financial Controller at Midlands Medical Centre (2007-01 – 2011-12)

Enterprise-wide financial leadership during a period of strategic growth — integrating clinical and financial performance management and contributing to long-term capital planning.

• Delivered the group's first annual report aligned to shareholder KPIs and performance metrics
• Reduced debtors days from 63 to 29 through advanced RCM reporting and payer engagement
• Steering committee member for a 274-bed hospital masterplan
• Represented Pietermaritzburg Hospitals at NHN Board meetings

Professional Accountant & Tax Advisor at Lighthouse Finance (2006-01 – 2007-12)

MBA

Chartered Accountant