Early in his career, Rich Schmidt recalls presenting an analysis to leadership—only to be told, “we want you to go fix it” . The assignment marked a turning point. What began as financial analysis quickly became ownership, execution, and accountability across the business.

That moment would come to define Schmidt’s path. After starting in public accounting—“a grind,” as he tells us—he gained exposure to multiple industries in rapid succession, from manufacturing to healthcare . Yet it was the convergence of finance, technology, and operations that ultimately shaped his trajectory. Rather than remain on a traditional finance track, Schmidt chose what he describes as a “multi-dimensional” path, embracing both financial depth and operational breadth .

At times, the decision created uncertainty. He admits he wrestled with whether he was moving “sideways” instead of forward . But over time, the combination of skills proved differentiating—particularly as he took on M&A integrations and enterprise initiatives that required both insight and execution.

Years later, that same mindset informed a defining leadership decision. Facing operational complexity after multiple acquisitions, Schmidt led a transition to a cloud-based ERP system—an investment that ultimately reduced the company’s close cycle from “eight to ten days” to “four and a half days,” he tells us

Looking back, Schmidt’s journey underscores a consistent theme: finance leadership is not just about analysis. It is about stepping beyond it—owning outcomes, building capability, and continuously moving forward.

CFOTL: For those among us who might not know much about the Inmar Intelligence, tell us about it. What’s it about today?

Schmidt: The company, Inmar Intelligence, was founded in 1980 by John Whitaker. He set out to solve a problem in the grocery retail and CPG industry. At the time, paper coupons were being accepted at stores and then sent to different providers across the country, where they were literally being weighed to determine the value owed back to retailers.

Whitaker saw an opportunity to use emerging technology—the PC—to solve this. The company created a way to digitize coupons, capture the data, and know exactly what was owed and to whom. That allowed us to invoice on behalf of retailers and manage the money flow between retailers and brands.

What that really did was solve a complex, two-sided marketplace problem where transparency was limited. That became the foundation of the business—using technology and strong governance to solve difficult problems. Today, we operate largely in what we call the MarTech space, delivering incentive and media services for retailers and brands, and we also serve healthcare—supporting pharmacies, hospitals, and life sciences companies.

1173: The CFO at the Crossroads of Code, Capital, and Clarity | Rich Schmidt, CFO, Inmar Intelligence

CFO THOUGHT LEADER