Kenneth Oesch
Chief Financial Officer at Piedmont Service Group- Claim this Profile
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Bio
Linda Anderson
Ken is great to work with, knowledgable and detailed. He has set the bar in integrity and is trustworthy and relaible in what he does. He will explain what he does for you while taking steps to get the job done professionally eveytime!
Linda Anderson
Ken is great to work with, knowledgable and detailed. He has set the bar in integrity and is trustworthy and relaible in what he does. He will explain what he does for you while taking steps to get the job done professionally eveytime!
Linda Anderson
Ken is great to work with, knowledgable and detailed. He has set the bar in integrity and is trustworthy and relaible in what he does. He will explain what he does for you while taking steps to get the job done professionally eveytime!
Linda Anderson
Ken is great to work with, knowledgable and detailed. He has set the bar in integrity and is trustworthy and relaible in what he does. He will explain what he does for you while taking steps to get the job done professionally eveytime!
Experience
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Piedmont Service Group
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United States
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Facilities Services
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100 - 200 Employee
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Chief Financial Officer
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2010 - Present
• Directed administrative, financial, and risk management operations, partnering with executive leadership team to perform strategic planning and operational improvements. • Spearheaded the integration of five acquisitions by conducting due diligence, as well as integrating operational processes and navigating the transition to sustain optimal employee engagement. • Engineered and implemented new operational process improvements to maximize utility of the Great Plains Key2Act technology… Show more • Directed administrative, financial, and risk management operations, partnering with executive leadership team to perform strategic planning and operational improvements. • Spearheaded the integration of five acquisitions by conducting due diligence, as well as integrating operational processes and navigating the transition to sustain optimal employee engagement. • Engineered and implemented new operational process improvements to maximize utility of the Great Plains Key2Act technology system, conducting gap analysis, configuring the system, and training the team in new standard operating procedures (SOP). • Overhauled the closing process and installed new protocol to increase the frequency of field service reviews and simplify billing procedures for customers, enhancing accuracy and efficiency of field service recordkeeping by establishing key performance indicators (KPI) and voice-to-text capabilities. • Fostered synergy between third-party business partners, AvidXChange and Key2Act, leveraging existing relationships to support the development of new integrated technology solutions and to improve operations.
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Vice President, Controller
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2008 - 2010
• Oversaw financial operations encompassing a team of accounting and finance specialists, focusing on compliance with financial regulations while improving operational efficiency. • Simplified financial forecasting and profitability processes by creating an automated monthly projection tool to forecast budgets by project, which improved planning and operations within two months. • Orchestrated strategic financial restructuring: cleaned up Accounts Receivable (A/R) records, replaced a… Show more • Oversaw financial operations encompassing a team of accounting and finance specialists, focusing on compliance with financial regulations while improving operational efficiency. • Simplified financial forecasting and profitability processes by creating an automated monthly projection tool to forecast budgets by project, which improved planning and operations within two months. • Orchestrated strategic financial restructuring: cleaned up Accounts Receivable (A/R) records, replaced a legacy payroll system, and implemented controls to bolster financial performance. • Implemented Key2Act software, liaised with the vendor to determine business requirements, configure the system, and successfully position it as the primary tool for all operational processes.
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WM
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United States
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Environmental Services
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700 & Above Employee
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Director of Finance
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2002 - 2008
• Directed financial operations, including financial reporting, forecasting, and budget development for multiple recycling business units. • Deployed a new operations system impacting supply chain management, billing, logistics, inventory, brokerage, and reporting activities, including implementing controls and training the whole division. • Automated the monthly business review report process by implementing key performance indicators (KPI) and rolling out the protocol… Show more • Directed financial operations, including financial reporting, forecasting, and budget development for multiple recycling business units. • Deployed a new operations system impacting supply chain management, billing, logistics, inventory, brokerage, and reporting activities, including implementing controls and training the whole division. • Automated the monthly business review report process by implementing key performance indicators (KPI) and rolling out the protocol enterprise-wide. • As a result of work force development, culture-building, and team management efforts, division was consistently ranked with the best Day Sales Outstanding (DSO) under 90 days. Show less • Directed financial operations, including financial reporting, forecasting, and budget development for multiple recycling business units. • Deployed a new operations system impacting supply chain management, billing, logistics, inventory, brokerage, and reporting activities, including implementing controls and training the whole division. • Automated the monthly business review report process by implementing key performance indicators (KPI) and rolling out the protocol… Show more • Directed financial operations, including financial reporting, forecasting, and budget development for multiple recycling business units. • Deployed a new operations system impacting supply chain management, billing, logistics, inventory, brokerage, and reporting activities, including implementing controls and training the whole division. • Automated the monthly business review report process by implementing key performance indicators (KPI) and rolling out the protocol enterprise-wide. • As a result of work force development, culture-building, and team management efforts, division was consistently ranked with the best Day Sales Outstanding (DSO) under 90 days. Show less
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WM
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United States
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Environmental Services
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700 & Above Employee
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Division Controller
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1994 - 2001
• Orchestrated financial reports, budget development, and audits in alignment with corporate business plan. • Minimized Day Sales Outstanding (DSO) rate by consistently monitoring metrics and improving collection procedures in addition to creating incentive systems to motivate employees. • Maintained Accounts Receivable (A/R) 90-day balances well under corporate standards. • Collaborated with the Sales Manager to execute a new commission program designed to strengthen performance and… Show more • Orchestrated financial reports, budget development, and audits in alignment with corporate business plan. • Minimized Day Sales Outstanding (DSO) rate by consistently monitoring metrics and improving collection procedures in addition to creating incentive systems to motivate employees. • Maintained Accounts Receivable (A/R) 90-day balances well under corporate standards. • Collaborated with the Sales Manager to execute a new commission program designed to strengthen performance and recognize results. Show less • Orchestrated financial reports, budget development, and audits in alignment with corporate business plan. • Minimized Day Sales Outstanding (DSO) rate by consistently monitoring metrics and improving collection procedures in addition to creating incentive systems to motivate employees. • Maintained Accounts Receivable (A/R) 90-day balances well under corporate standards. • Collaborated with the Sales Manager to execute a new commission program designed to strengthen performance and… Show more • Orchestrated financial reports, budget development, and audits in alignment with corporate business plan. • Minimized Day Sales Outstanding (DSO) rate by consistently monitoring metrics and improving collection procedures in addition to creating incentive systems to motivate employees. • Maintained Accounts Receivable (A/R) 90-day balances well under corporate standards. • Collaborated with the Sales Manager to execute a new commission program designed to strengthen performance and recognize results. Show less
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Education
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Lenoir-Rhyne College
Bachelor of Arts - BA, Accounting and Business/Management