Ken Kremsky provided financial analysis for the Kraft Austerity team
Formerly, Ken Kremsky dealt with the entire accounting faculty. He kept up all accounting and money related announcement frameworks. He grew direct work guidelines which brought about manning decreases and cost investment funds of $400k every year. Ken took an interest in Oreo and premium systems group which drove them to spare of $3mm every year, essentially through the 'One Cookie Out' activity and the Premium oil decrease venture.
Ken served as the
financial lead where he provided financial analysis for the Kraft Austerity
team. He was aimed at reducing raw and packaging material losses by 5%,
and reducing fixed expenses by 15% which was achieved. He filled in at Kraft
Foods Group. It included preparation of
the annual operating budget, ensuring Sarbanes Oxley Compliance, and handling
both internal and external audits.
Pertaining to his professional experience, Ken started filling in as a director of cost
accounting at Kraft Nabisco Inc in 1999 where he worked until 2005. Thereafter,
he filled in as controller at Kraft Food Inc in 2005. From 2012, Ken
filled in as a Senior Manager of Finance and Strategic Projects at Mondelez
International. Here, he worked until 2017.
Being an affirmed Lean Six Sigma Blackbelt, Ken holds a broad preparing in Lean Six
Sigma costing and budgetary investigation, and produced misfortune remittance
reserve funds of ~$700K more than two years at Kraft Food Groups.
His areas of specialization include Financial Planning and Analysis, SAP usage, Strategy, Forecasting, Cross
Functional Team Leadership, Financial Reporting, Project Management, Process
Improvements, Productivity, Strategic Business Planning, Operations, Business
Metrics and Bench-checking, Internal Controls and Manufacturing Finance.
Regarding his education credentials, Ken Kremsky pursued Bachelor of Science in Accounting from Pennsylvania
State University. Thereafter, he completed his Master of Business
Administration in Finance from LaSalle University.
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