From Audits to Action: How Sameh Sabri Brings Financial Clarity to Chaos

From EY to Invygo, Sameh Sabri has helped fast-growing startups bring order to chaos. In this interview, he breaks down how standardization, tech adoption, and strategic communication can turn financial operations into a company’s growth engine — even across multiple geographies.

You’ve led finance teams through both early-stage chaos and structured growth across companies like Invygo and Innvotechs. What’s one principle you rely on to bring order to fast-changing environments?

One core principle I rely on to bring order to fast-changing environments is prioritizing standardized processes with clear communication. At Invygo, for instance, I successfully migrated three disparate accounting software systems into a unified platform, which required establishing standardized protocols across teams and geographies. By implementing consistent financial controls and fostering open communication with stakeholders, I ensured alignment and transparency, enabling the team to navigate rapid growth and complexity. This principle of standardization paired with proactive communication creates a foundation for stability, allowing teams to adapt quickly while maintaining accuracy and compliance in dynamic settings.

From auditing to directing finance in tech and mobility startups — how has your view of “good financial management” evolved over the years?

Early in my career at firms like Ernst & Young and Baker-Tilly, my view of good financial management centered on technical precision—ensuring compliance, accurate reporting, and thorough audits. As I transitioned to directing finance at tech and mobility startups like Oyo and Invygo, my perspective evolved to emphasize strategic agility and stakeholder value. Good financial management now means balancing compliance with proactive strategies like optimizing cash flow, as seen when I developed working capital strategies at Invygo to boost liquidity and profitability. It’s about translating financial data into actionable insights for growth, aligning with business goals, and fostering cross-departmental collaboration to drive efficiency in fast-paced environments.

At Invygo, you successfully consolidated systems and closed audits fast — what did that experience teach you about operational efficiency and managing complexity across multiple geographies?

My experience at Invygo, where I finalized the first audited financial statements within 30 days and consolidated three accounting systems into one, taught me that operational efficiency hinges on simplifying complexity through integration and proactive planning. Managing multiple geographies required aligning diverse regulatory requirements, such as UAE’s IFRS standards, with internal processes. I learned the importance of leveraging technology to centralize data, ensuring real-time visibility and control. Additionally, building strong relationships with local teams and external auditors was critical to navigating regional nuances. This experience underscored that scalability depends on streamlined systems, clear workflows, and anticipating compliance challenges early, which are vital for SMEs aiming to expand regionally.

You’ve played a key role in fundraising and investor communication. What advice would you give to founders preparing for their first round of due diligence?

For founders preparing for their first round of due diligence, my advice is to prioritize transparency and robust documentation. Drawing from my experience leading due diligence for Series 5 funding at Invygo, I recommend founders maintain clear, organized financial records—such as audited statements and cash flow projections—that demonstrate compliance and operational health. Anticipate investor scrutiny by addressing gaps, like inconsistent reporting or weak internal controls, beforehand. For example, I crafted a management memo to auditors at Invygo to adjust fleet depreciation policies, which strengthened our financial narrative. Engage early with advisors, like legal and financial experts, to align your story with investor expectations, and practice clear, concise communication to build trust and credibility.

Looking back, what was one high-stakes decision in your career that taught you the most — and how did it shape your approach going forward?

One high-stakes decision was advocating for and implementing a change in fleet depreciation policy from three to four years at Invygo. This decision, detailed in a management memo to auditors, was critical to aligning financial reporting with operational realities and improving profitability metrics during a funding round. The process taught me the importance of balancing technical rigor with strategic foresight. It required collaboration with the tech team, auditors, and leadership to justify the change while ensuring compliance with IFRS 5. This experience shaped my approach by reinforcing the need to ground high-stakes decisions in data-driven analysis and stakeholder consensus, ensuring they support both immediate financial goals and long-term business strategy. Going forward, I prioritize building cross-functional alignment early and using financial expertise to drive impactful, sustainable decisions.