Starting his career from Interstate Brands Corporation; Ken Kremsky completed raw and packaging material optimization analysis, thus making a saving of $1.4 million annually. He prepared the monthly and fiscal year-end and supporting reports. Ken also prepared the annual tax returns for local municipalities and facilitated payments.

In tenure of 5 years, Ken worked as the Finance Lead for the Supply Chain Reinvention team projects. He focused on financial rationale, project optimization, and Capex spend. He also developed multiple IRR analytical tools that became the model for all company projects.

Formerly working as the Assistant Financial Controller at Nabisco Biscuit Company, Ken was responsible for providing financial statements and monthly results. He participated on both the Oreo and Premium network teams led to savings of ~$3MM annually, mainly through the One Cookie Out initiative and the Premium oil reduction project.

From 1996-1999, Ken Kremsky served as an associate controller at Interstate Brands Corporation. Afterward, he began functioning 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.

As a guaranteed Lean Six Sigma Blackbelt, Ken encourages the association to streamline and concentrate on the regions of progress. He is also very skillful in 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.

Pertaining to 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 with a 3.9 GPA out of 4.

About Ken Kremsky

As the finance lead, Ken Kremsky gave money related analysis to the Kraft Austerity group with the objective of raw and packaging material misfortunes by 5%, and decreasing fixed costs by 15%, which was accomplished. He has built up an every day the board audit process creating reports for surveying the earlier day's outcomes with respect to differences. He likewise arranged week-by-week reports to audit fixed work and support spending. Holding an extensive training in Lean Six Sigma costing and financial analysis, he generated loss allowance saving of ~$700K over two years.

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