CPI OpenFox

HQ
Bolingbrook
84 Total Employees
Year Founded: 1989

CPI OpenFox Leadership & Management

Updated on July 22, 2026

Frequently Asked Questions

Management Quality

Managers at CPI OpenFox lead with openness, trust and direct involvement. They create psychologically safe teams where employees are expected to listen to one another, follow through on commitments and bring ideas forward with confidence. Leaders ask for employee input on business matters, involve people early in discovery, design and code reviews, and give engineers direct exposure to customers so their work stays connected to real-world impact.

Support from managers is rooted in growth, recognition and hands-on collaboration. Leaders keep work engaging by encouraging fresh thinking, prototyping and cross-functional problem solving, which gives employees space to solve new challenges and contribute beyond their formal roles. Team members are recognized through peer-nominated 'You Make A Difference' awards, supported by promotion opportunities from within, and backed by a flexible, people-first environment that makes it easier to grow, collaborate and do meaningful work over the long term.

Organizational Clarity

Leaders at CPI OpenFox communicate goals and expectations with clarity, accessibility and regular structure. The company uses an OKR operating model to define goals and priorities, team-based strategic planning to align work, and in-person all-hands meetings to keep employees connected to what matters most. Leaders maintain an open-door culture that encourages accessibility, ask for employee input on business matters, and bring new hires into discovery, design and code reviews early so expectations are clear from day one.

That communication style is highly collaborative and grounded in trust. Team members are expected to listen to one another, follow through on commitments and contribute ideas in an environment built on psychological safety. Leaders create space for debate, innovation and direct collaboration across engineering, project management, sales and leadership, which helps employees understand not just what the goals are, but how their work supports them and where they can make an impact.

Strategic Vision & Direction

Leaders at CPI OpenFox provide strategic vision and direction by staying closely connected to both the business and the people doing the work. The company uses team-based strategic planning and an OKR operating model to define goals and priorities clearly, and leaders keep those priorities visible through in-person all-hands meetings and an open-door approach that encourages accessibility. Leadership also actively invites employee input on business matters, giving team members a real voice in shaping decisions and reinforcing a culture where ideas can come from across the organization.

That direction is grounded in customer needs, technical innovation and long-term product quality. Leaders bring engineers, project management and sales together to turn customer feedback and industry changes into design brainstorming, proof-of-concept work and product decisions. They create space for experimentation, encourage fresh thinking and involve engineers early in discovery, design and code reviews so new ideas can influence the roadmap from day one. This gives CPI OpenFox a strategic vision that is clear, collaborative and tightly tied to building mission-critical software that evolves with the needs of law enforcement and public safety agencies.

CPI OpenFox Employee Reviews

All directors and the executive team have an open door policy. Anyone can bring ideas, issues, suggestions or just talk to company management. Everyone at CPI has a shared calendar and can be invited to join meetings regardless of position or who scheduled them. When meetings cannot be face-to-face, we utilize google hangouts.

Marc
Marc, National Sales Manager
Marc, National Sales Manager

What People Are Saying About CPI OpenFox

  • Strategic Vision & Planning: Public materials consistently articulate a narrow mission around CJIS‑aligned, law‑enforcement information‑sharing software with a hosted/SaaS delivery model. Market positioning claims (e.g., broad statewide adoption) reinforce a scale-and-reliability strategy focused on this singular sector.
  • Strong Execution: Recent deployments and upgrades—Alaska DPS migrating to CPI’s SaaS center, Nlets XML conversion in Arizona, and MessengerNow in New Mexico—indicate delivery against cloud hosting and interoperability goals. Ongoing product rollouts reflect movement from message switching to modernized, secure data exchange workflows.
  • Adaptability & Agility: Modernization efforts such as the browser‑based MessengerNow and migrations to hosted environments show responsiveness to evolving operational needs. Repeated emphasis on CJIS policy alignment signals rapid adjustment to regulatory changes.

CPI OpenFox's Benefits

Engineering team utilizes pair programming

Hosts in-person all-hands meetings

We have a companywide luncheon every quarter.

Implements team-based strategic planning

Uses an OKR operational model to clearly define goals and priorities

Utilizes an open door policy that encourages accessibility