Early in his career, Rich Schmidt recalls presenting an analysis of an operational challenge 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 future career path—one that would unfold almost entirely within Inmar Intelligence. 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 inside Inmar where his trajectory took shape, as he moved beyond traditional finance into roles that blended technology, operations, and execution.
Read MoreRather than follow a conventional path across multiple companies, Schmidt built a reputation as a problem solver within one. Each new challenge expanded his scope. Each solution deepened trust. Over time, that pattern—analyze, act, deliver—created opportunities that no job change could have replicated.
At times, the path brought uncertainty. He admits he wrestled with whether he was moving “sideways” instead of forward. But those lateral moves became his advantage—preparing him to lead initiatives like M&A integrations and enterprise transformations 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 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 challenges a common assumption: that advancement requires moving on. In his case, growth came from going deeper—solving problems across the enterprise and building a reputation that ultimately carried him to the CFO seat.
Made Possible By
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.
Read MoreWhat 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.
CFOTL: Which segment is perhaps most strategic today? Is it healthcare or biosciences?
Schmidt: It’s interesting—we have important problems to solve in both areas. On the healthcare side, costs are significantly impacting patients, pharmacies, and hospitals. There’s strong demand for new medicines, but affordability is a real challenge. We’re helping clients become more efficient and recapture value, particularly in areas like returns within the supply chain.
On the retail and CPG side, consumers are feeling the effects of inflation, especially in grocery. We’re working with clients to better target and optimize their investments—using technology to drive more effective consumer engagement and purchasing behavior. So both segments are highly strategic in different ways.
CFOTL: How has the company’s financial strategy evolved alongside the business?
Schmidt: It’s always evolving because the business is always moving. Having the capital to fund growth is critical. We’ve been owned by several private equity firms over time, and I would say they’ve generally been supportive partners. There have been multiple moments where we’ve needed to increase investment to pursue growth opportunities.
Growth hasn’t been linear—it never is. Sometimes investments ramp quickly, and other times they take longer to deliver results. But the key as a CFO is ensuring you have the capacity to fund innovation. That’s never been more important than it is today.
I’ve consistently emphasized a simple message: “if we’re not moving forward, we’re by definition moving backwards.” That mindset of continuous improvement has been central for years, and with the rise of AI and new technologies, it’s even more critical now.
Inmar Intelligence | www.inmar.com | Winston-Salem, NC