Arvel Bowers founded Sentinel Advisory Group to do, independently, the work he had spent two decades doing inside enterprises — protecting revenue when the cost of failure is high.

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His career began in the U.S. Army, where he served ten years with the 82nd Airborne Division and rose through the non-commissioned officer ranks to separate as a Staff Sergeant — a tour that grounded his approach in disciplined execution, mission clarity, and leadership under pressure.

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From the Army he moved into Big Four advisory at PricewaterhouseCoopers, then Dixon Hughes Goodman. That training gave him the engagement-delivery foundation most advisors build their careers on.

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He then spent the next 15 years as an enterprise operator — inside a global bank in financial services, a global manufacturer, an enterprise-software company, two healthcare organizations, and specialty software and healthcare-payments firms. Working across those industries gave him something most advisors never get: a direct, operator's view of how revenue is won, lost, and recovered in very different businesses.

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Across those roles he led multi-hundred-million-dollar programs — including a $450M portfolio at Moffitt Cancer Center — and built critical-account recovery functions trusted to retain the relationships an organization can least afford to lose. He consistently delivered the outcomes executives count on when margins are thin and visibility is high.

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The combination — Big Four training plus deep cross-industry operator experience — is the uncommon foundation Sentinel Advisory Group is built on. Most advisors are consultants who have never carried a P&L. Most operators have never been trained inside a major advisory firm. Arvel is both.