Jimmy Bowers

Jimmy is passionate about helping clients harness large data sets to capture insights and implement change. Prior to joining Ankura, Jimmy served as a manager at a large business consulting and finance transformation practice for seven years. He also served as a dispute consultant for one year, where he led quantitative analysis for business litigation.

Jimmy’s recent professional experience includes:

• PE-Owned Franchise Restaurant Company: For two years, served as Treasury Interim Process Improvement lead. Led workstreams across capital markets, cash operations, cash forecasting & liquidity, and treasury systems and owned cross-functional collaboration with FP&A, investor relations, accounting, and financial systems/IT. Discrete projects included building a single company-wide debt amortization and forecasting model, building a Treasury LRP, building cash operations analytics/dashboards, building investor presentations and associated processes, rebuilding an improved cash position process to maximize interest income, and creating monthly reporting packages. During the 2023 U.S. banking crisis, developed and ran counterparty risk management process across client’s ~90 banking relationships. Liquidity and forecasting process improvements enabled rapid scenario analysis and improved collaboration with PE ownership
• Public Advertising Technology Company: Led FP&A transformation effort, including developing FP&A roadmap and ultimately expanding/refining FP&A operating model. Built new short-term liquidity forecasting model (13-week cash flow), including new direct/indirect cash analyses and automated process to reconcile cash across bank accounts with accounting. Built three-statement model five-year plan and FP&A analytics capabilities, including revenue forecasting and BU OpEx reporting
• Specialty Chemicals Conglomerate: Designed client’s Finance operating model and led transition activities for a series of mergers/divestitures; developed timelines and managed governance structure to drive knowledge transfer and functional readiness for the Finance organization. Led Finance org. planning to ensure future operating model achieved committed cost savings and synergy targets. Led rapid assessment after spin-off focused on the remaining org. and identified significant cost savings opportunities by better leveraging global shared services model
• Public Healthcare Services Company: Led Finance shared services assessment, engaging seven finance sites across the U.S. as part of a consolidation and offshoring effort. Identified activities and parts of business fit for carve out and process improvements. Modeled financial impact of a series of cost and efficiency efforts, including consolidating finance divisions, streamlining org. design, offshoring select activities to sites in Asia and Latin America, and changing policies to reduce manual effort required. Collaborated with client to establish program governance and initiate execution