CG Infinity makes the software fit the people

Six months of implementation. A regional bank with more than $8 billion in assets. A new Salesforce Financial Services Cloud system. And then, the awkward number: fewer than 20% of users were adopting it. In CG Infinity’s published account, the technology had arrived before anyone had properly understood the working day of the people expected to use it.

That is a useful place to begin with CG Infinity, because its business can otherwise disappear inside a familiar cloud of consulting nouns. Data. AI. Integration. Transformation. The bank supplies a more concrete question: what good is a customer-management system if the staff keep working around it?

CG Infinity studied bankers, managers and call-center staff, examined incoming interactions, and adjusted the system to their actual routines, including mobile access. Then came dashboards to rank prospects and compare branch performance. The firm reports that adoption reached 70% in ten weeks. The first failure was the imagined workflow. The repair began with observation.

An engineer’s company, with a new name

The firm began in 1998 as Cyber Group, founded by Bhopi Dhall after a 28-year career at Texas Instruments. That engineering ancestry helps explain its preferred territory: existing businesses with existing systems, where a replacement must coexist with bills, customers and the inconvenient fact that Monday is coming.

In May 2022, Cyber Group became CG Infinity. The rebrand accompanied an ambition to expand Salesforce work for midsized companies and deepen its energy, utilities and financial-services practices. Today, its leadership page names Saurajit Kanungo as CEO, Sankalp Shastri as president and Dhall as chairman.

Its market position is fairly legible. A company can hire an internal team, a platform specialist or a large systems integrator. CG Infinity pitches senior practitioners, accessible practice leaders and experience with industry-specific operations. Buyers should test that promise against the people assigned to their engagement; a consulting firm’s capabilities live in its teams.

The expensive part is often the connection

CG Infinity sells professional services: implementation, custom development, integration, cloud migration, data engineering and ongoing support. Salesforce work spans sales, service, marketing and industry clouds. Its data practice builds warehouses, pipelines, dashboards and governed foundations for AI. Cloud work includes AWS and Azure architecture, migration and cost management.

For a retail energy supplier, those jobs connect customer enrollment to billing and service. For a financial institution, they connect customer information to workflows and reporting. CG Infinity’s cases also cover insurance, home security and professional services. These are buyers maintaining complicated operations, with more at stake than a prettier interface.

One energy provider had depended on a proprietary CRM for over a decade. According to CG Infinity, maintaining the underlying expertise had become risky. The replacement joined Salesforce clouds through MuleSoft and added self-service portals. The firm reports 30% fewer inbound calls and 20% less manual onboarding effort. Here, modernization meant removing reasons to call.

Twenty-one pages, three platforms, one snag

A home-security company’s website offers an unusually revealing delivery story. Its marketing pages lived across three platforms, and small edits required IT tickets. CG Infinity moved 21 priority pages toward a Contentful-based system, ordering the work by traffic and frequency of updates.

Then the project became less tidy. A redesign arrived midway through. The client lost its design and quality-assurance employee without a replacement. Contentful’s content-type licensing limits threatened the scope. CG Infinity says it absorbed the design work and recommended consolidating content types to avoid pushing pages out.

The company reports delivery within the original four-month window and budget, retiring one legacy platform and reducing dependence on the other two. The useful detail is the licensing constraint. A technical design can change a software bill. Counting pages alone would have missed the problem.

“It’s not just about technology; it’s about your business.”

CG Infinity’s published promise

A night shift with a purpose

CG Infinity calls its delivery model ZeroShoring. The mechanism is straightforward: offshore engineering paired with a dedicated team working US business hours, backed by documented handoffs. Its stated target is the question that sits unanswered overnight and returns tomorrow as rework.

This makes its people-first language more interesting when attached to a schedule. Someone must be available when a customer makes a decision. Someone must own the handoff. The careers material emphasizes transparency and integrity; the delivery model gives those words an operational test. Can the next team explain what changed, why, and who decides?

The bill belongs in the design

Cost appears most clearly in the decisions CG Infinity describes. In a promoted MarketScale interview, Salesforce practice leader Mike Reeves recounts a customer considering a costly signature-capture application. His team worked with internal IT to build the required function inside the existing Salesforce environment, avoiding another recurring user-license charge.

The lesson is to compare the full ownership cost of a narrow custom feature with the licenses it replaces. That comparison must include maintenance and changing requirements. A purpose-built signature field makes sense only if its functionality, security and support meet the actual need. It is no substitute for a broader agreement-management system when that is what the business requires.

Elsewhere, CG Infinity reports that consolidating a retail energy provider’s billing infrastructure onto VertexOne saved $200,000 monthly across more than 500,000 customers. That is a reported operating saving, distinct from project fees or profit. It illustrates the scale of the duplication these engagements try to remove.

Start with the day someone actually works

Its AI offering follows the same practical direction: contract comparison, invoice matching, policy assistants and document extraction. Snowflake independently lists CG Infinity as a consulting partner; Salesforce’s consultant listing describes multicloud implementation and integration. The platforms provide the machinery. CG Infinity sells the work of fitting that machinery to an organization.

The bank story offers the most portable idea. Before buying another feature, watch the people who must use the current one. Identify the task that costs them time. Change that task, then measure adoption. For a migration, sequence by business impact and inspect licensing assumptions early. For distributed teams, make decisions and handoffs explicit.

These approaches depend on access to users, accountable client decision-makers and time to change processes. Without those conditions, a better configuration may simply preserve an old habit in a new interface. CG Infinity’s most persuasive work begins where the sales demo ends: with the person trying to finish an ordinary day.