سمية Sahoo

Lead finance across reporting, treasury, budgeting, and internal controls for a major
infrastructure development company - $2B portfolio including airport development.
• Advise CEO and Board on financial governance, capital discipline, and project cost
transparency.
• Strengthening financial visibility across large-scale infrastructure projects and
contractor payments.
• Leading ERP processes and financial reporting enhancements to support real-time project
cost monitoring and management decision-making.

Delivered selective CFO-level advisory on governance, capital discipline, and cash management
for multiple entities.
• Designed financial control frameworks and management analytics to improve decision
quality.
• Led ERP implementation, standardized processes and accelerated close cycles.

Senior finance leader for one of the worlds largest copper and cobalt mining operations
($1.7B revenue | $3.5B balance sheet | Team Size - 25 onsite and 10 in shared services)
• Directed enterprise financial strategy, capital allocation, and performance
management.
• Secured $1.7B operating budget and $180M CAPEX approval through Board
engagement.
• Delivered $25M operational cost optimization through structural production
improvements.
• Implemented BI dashboards and activity-based costing, improving cost transparency and
investment decisions.
• Prevented $2.7M excess inventory spend via usage-driven procurement controls.
• Reduced annual customs costs $750K through strategic forex negotiations.

• Delivered 40% logistics revenue growth via analytics-driven commercial finance.
• Led M&A due diligence and post-merger integration for two regional acquisitions.
• Implemented KPI frameworks translating strategy into operational execution.

• Deputy to Area CFO overseeing finance across 12 countries.
• Led regional controllership under IFRS, OHADA, and local GAAP frameworks.
• Centralized finance operations to shared services, improving scalability and control.
• Maintained financial continuity during a global cyberattack.

• Reduced close cycle 3 days through automation.
• Achieved 30% balance-sheet reduction through working capital optimization.
• Reduced receivables 18%, strengthening credit governance.