In June 2026, JMP senior staff created a document that defines the kind of company that JMP aspires to be and what that means for its leaders and all staff. While goals and initiatives may shift from year to year, JMP's corporate philosophy should remain unchanged.
This is how we JMP
At JMP, we believe our corporate culture should embody collaboration and kindness – among ourselves, with JMP users, and with the world at large. While statistical software is at our core, we’ve built our business around people, both by helping scientists and engineers do more with their data and by enabling employees to have fulfilling careers.
To read the full document, click here.
JMP Vision, Mission, Goals, and Initiatives for 2026
Vision: Speed up innovation by enabling better decisions with data.
Mission: Spread the use and impact of JMP products far and wide within the Science and Engineering communities. Ensure that JMP is a great place to work and have a career.
Financial Goals (Align with SAS Company Priority 1.)
- TSR growth: >15%
- New License Revenue: $26.5M
- Total Software Revenue: $213.5M
- EBITDA/TSR: >25%
- Total headcount growth: < 5%
2026 JMP Initiatives
- Ensure the efficiency of JMP business systems and processes. (Aligns with SAS Company Priority 1.)
- Refocus on our customers and users. (Aligns with SAS Company Priority 1.)
- Ensure that our products are at the center of what we do every day. (Aligns with SAS Company Priority 1.)
- Support Sales so that the Americas reorganization is successful and can be implemented in the rest of the world. (Aligns with SAS Company Priority 1.)
- Align goals across all functional groups within JMP. (Aligns with SAS Company Priority 1.)
- Ensure that data-driven decisions are the priority across JMP. (Aligns with SAS Company Priority 1.)
- Let the world know about JMP and its brand meaning. (Aligns with SAS Company Priority 1.)
- Continue standardizing JMP Discovery Summits and Discovery Seminars around the world. (Aligns with SAS Company Priority 1.)
Departmental Goals
Business Operations
- Centralize and oversee contract administration within Business Operations, enabling Sales teams to focus on revenue-generating activities and customer growth. (Aligns with JMP Financial Goals; JMP Initiatives 1, 4, 5, and 6)
- Identify and eliminate process inefficiencies in partnership with Digital Operations by reducing duplicate and unnecessary work. (Aligns with JMP Initiative 1)
- Streamline and standardize contract administration processes to ensure timely, accurate responses to customer requests. (Aligns with JMP Initiatives 1 and 2)
- Develop and implement data quality initiatives across Business Operations to ensure consistent, accurate data for business decisions. (Aligns with JMP Initiative 6)
Development
- Pursue excellence and improvement in all facets of statistical discovery software R&D, including research, collaboration, scoping, design, coding, algorithms, testing, documentation, and support. Aim to be the industry leader with innovative, trustworthy, and high-quality software. (Aligns with JMP Initiatives 3 and 5)
- Actively engage with current and prospective users through conferences, webinars, workshops, and forums to promote and enhance innovations and to ensure data-driven decisions are core to our development practices. (Aligns with JMP Initiative 2)
- Make JMP a model work environment by constantly and genuinely exhibiting professionalism, respect, kind-heartedness, honesty, and encouragement to all coworkers and customers. (Aligns with JMP Mission; JMP Initiatives 3 and 5)
- Continue migrating JMP systems and processes away from those dependent on SAS, with a deliberate focus on utilizing resources efficiently and strategically to establish and sustain JMP as a thriving, independent, secure, and self-reliant organization. (Aligns with JMP Initiative 1)
- Support other departments within JMP, both those within R&D and those outside. Work with JMP Product Management to ensure cooperation, efficiency, and collaboration, while clearly stating the priorities and objectives for Development. (Aligns with JMP Initiatives 1 and 5)
- Constantly evaluate customer needs and product deficiencies to refine development priorities. (Aligns with JMP Initiative 2)
Decision Support and Data Analytics
- Deliver decision support and on-demand reporting that enables the leadership team to improve operational efficiency. (Aligns with JMP Initiatives 1 and 6)
- Work with the HR team to deploy a JMP Live server designed to host monthly dashboards of key HR metrics and employee survey outcomes. (Aligns with JMP Initiatives 5 and 6)
- Supply the data and analytics needed to evaluate the effectiveness of the Americas reorganization and support the global modernization rollout in 2027. (Aligns with JMP Initiative 4)
- Enhance data democratization by designing and implementing an internal database. (Aligns with JMP Initiatives 1 and 6)
- Provide descriptive and predictive analytics to generate insights, particularly related to NSR growth and customer retention. (Aligns with JMP Initiative 6)
Digital Operations
- Implement a new, streamlined JMP trial download process that gives Sales visibility into trial responders early in the process, allowing them to follow up in an efficient manner. (Aligns with JMP Initiatives 1 and 4)
- Build processes across Digital Operations systems to support the monetization effort for the JMP Marketplace. (Aligns with JMP Initiatives 1,3, and 5)
- Work with Sales, Business Operations, Finance, and other groups to identify inefficiencies in the current quote to cash process. Develop and implement solutions to resolve these issues. (Aligns with JMP Initiatives 1 and 5)
- Partner with Technical Support, Finance, and other groups that utilize Salesforce cases to provide a consistent, intuitive user experience for supporting customers, both internal and external, so that we can serve everyone better and more efficiently. (Aligns with JMP Initiatives 1, 2, and 5)
- Support JMP Marketing when developing and publishing web content. (Aligns with JMP Initiatives 5 and 7)
- In cooperation with JMP Legal and other stakeholders, enact JMP privacy policies in Salesforce to ensure compliance with data privacy regulations. (Aligns with JMP Initiatives 1, 2, and 6)
Finance
- Round out the Financials. (Aligns with JMP Initiative 1)
- Implement Version 2 of the cash forecasting. (Aligns with JMP Initiative 1)
- Design, test, and implement Version 2 of Procure to Pay. (Aligns with JMP Initiative 1)
- Revamp internal reporting and key financial metrics. (Aligns with JMP Initiatives 1, 4, and 6)
- Support JMP Business Operations. (Aligns with JMP Initiatives 1, 4, and 6)
- Drive automation tools and solutions into the Finance processes. (Aligns with JMP Initiative 1)
- Continue transition activities. (Aligns with JMP Initiative 1)
- Continue to drive best-in-class control environment, reporting, and accounting practices. (Aligns with JMP Initiatives 1 and 6)
Human Resources
- Attract and hire top talent using consistent, equitable, and data-informed sourcing strategies to ensure equal opportunity for all qualified applicants. (Aligns with JMP Mission; JMP Initiative 6)
- Regularly track and report on headcount and labor costs to ensure alignment with the 2026 JMP corporate budget and support proactive workforce planning. (Aligns with JMP Financial Goal 5)
- Strengthen manager and leadership capability across JMP by expanding and enhancing development opportunities available to new and experienced leaders, building the skills and behaviors needed for the future. (Aligns with JMP Mission)
- Strengthen JMP’s culture by enhancing inclusion, fairness, engagement, and in-office collaboration through targeted programs and connection-building experiences. (Aligns with JMP Mission)
- Leverage HR analytics to provide leadership with timely, data-driven insights on workforce trends by developing a live HR dashboard, strengthening reporting capabilities, and using data to inform strategic decision making. (Aligns with JMP Initiative 6)
Legal
- Further refine existing JMP templates, including JMP UTOF (and ancillary documents), JMP Store License Agreement, Student Subscription Agreement, as well as create new Early Adopter Agreement and Partner Agreement templates. (Aligns with JMP Initiatives 1 and 3)
- Continue to assist JMP Procurement with refinement of the Procure to Pay process to reduce inefficiencies and facilitate timely transaction closure. (Aligns with JMP Initiatives 1 and 4)
- Review and refine existing JMP compliance policies, systems, and processes to confirm alignment with JMP’s risk profile and maximize existing resources. (Aligns with JMP Initiative 1)
- Assist with creating and/or revising existing consent templates for various events and marketing initiatives. (Aligns with JMP Initiatives 4 and 8)
Marketing
- Via campaigns and content, events and experiences, help scientists and engineers, students and professors know about JMP and its brand. Help users feel proud to be associated with JMP; help prospective users be excited about the possibilities. (Aligns with JMP Initiative 7)
- For external mass communications – ranging from product launches to community relations – integrate efficient compliance checks to protect the JMP brand and reputation. (Aligns with JMP Initiative 1)
- Streamline programs globally – under a few standardized campaigns – to benefit from economies of scale for planning and execution, as well as to ensure that attendees experience JMP at its best. (Aligns with JMP Initiative 8)
- Make data-driven decisions about how to spend resources. Prioritize activities that are parts of campaigns and campaigns that move the whole business forward. (Aligns with JMP Initiative 6)
- Continue strengthening internal communications channels for employees around the world – whether they are working from home or in an office – to be informed and to feel connected to each other and to JMP’s culture. (Aligns with JMP Mission; JMP Initiative 5)
Product Management
- Uncover customers' problems and track market direction so that we can be sure that our products address them. Aligns with (JMP Financial Goals; JMP Initiatives 2, 3, and 6)
- Establish a clear product strategy that maximizes product and market fit in our core markets and brings new products to market as required. (Aligns with JMP Financial Goals; JMP Initiatives 2 and 3)
- Make sure that the products we build (new versions, new products) are solving problems in our core markets. Align product strategy with the sales strategy and drive expansion through new use cases, new analytic routines, and workflow improvements. (Aligns with JMP Financial Goals; JMP Initiatives 3, 6, and 7)
- Empower our global teams (Sales, Marketing, User Enablement) with messages, tools, and resources needed to position the right product at the right time for the right audience. (Aligns with JMP Financial Goals; JMP Initiatives 1, 2, 3, 4, 5, and 7)
Sales and Field Marketing
- Deliver profitable revenue growth by driving predictable, high-quality growth that fuels TSR while protecting margins. In addition to meeting JMP Financial Goals, aim for forecast accuracy within +/- 10% by quarter. (Aligns with JMP Financial Goals)
- Increase sales productivity with minimal headcount growth by scaling results through efficiency gains. Benchmarks: 1) <5% total sales headcount growth; 2) +10% avg revenue per seller (YoY); 3) +10% improvement in pipeline-to-quota conversion. (Aligns with JMP Initiatives 1 and 4)
- Prove and scale the Americas Sales model globally. The plan is that the Americas region meets or exceeds 2026 revenue and margin targets. The documented global sales operating model will be delivered by end of Q3. At least one additional region is prepared for adoption in 2027. (Aligns with JMP Initiative 4)
- Expand customer and user impact to drive retention and growth by deepening value and usage within existing science and engineering customers. Benchmarks: 1) renewal rate ≥ 15% prior-year; 2) net revenue retention >95%; 3) growth in multi-product adoption of JMP, JMP Pro, and JMP Live) YoY. (Aligns with JMP Mission, JMP Initiatives 2 and 3)
- Run a data-driven sales organization that models JMP’s values by selling with data, product insight, and market credibility. Benchmarks: 1) 100% of regions using a standard global sales dashboard; 2) Discovery Summits and Discovery Seminars meet defined pipeline and attendance targets; 3) increase in-person events in every sales region (with a minimum target of 10 per quarter). (Aligns with JMP Initiatives 6, 7, 8)
- Increase sales impact of every Systems Engineer. Set and reset expectations of the SE role to global standards, ensuring that presales time with customers is focused on selling. Benchmarks: 1) SEs hired and onboarded by standard global processes; 2) roll out best practice demo framework to one additional region; 3) 50% increase in non-Premier demos by Global Technical Enablement; 4) define improved measures of SE impact for roll out in H2. (Aligns with JMP Initiatives 1, 2, 7)
User Enablement
- Improve time to value for JMP users across the full user journey – from first time use through proficiency, efficiency, and advocacy. (Aligns with JMP Initiative 2)
- Expand and modernize JMP’s product-centered, self-service learning and reference ecosystem, including SKP, STIPS, and shortform how to videos. (Aligns with JMP Initiatives 2 and 3)
- Deliver consistent, high quality user support that reinforces confidence and adoption. (Aligns with JMP Initiative 2)
- Enable Sales and other JMP teams to focus on their core missions by providing shared support and enablement systems, content, and programs.
(Aligns with JMP Initiatives 4 and 5)
- Apply our experience enabling customers to build a culture of analytics to foster a strong, data-driven culture within JMP and strengthen JMP’s analytic identity.
(Aligns with JMP Initiatives 6 and 7)
SAS Company Priorities
- Priority 1: Deliver exceptional customer experience.
- Priority 2: Drive industry-first innovation.
- Priority 3: Lead in data and AI.
(Note: SAS has entered these three Company Priorities in Workday. All JMP Initiatives must align with one of these priorities. For simplicity's sake, Jon Weisz and Paul Mastropolo determined that all JMP Initiatives should align with Priority 1. That alignment is reflected in the 2026 JMP Vision, Mission, Goals, and Initiatives listed above.)
It's so great having these all in one place, and I appreciate the visibility into department-level goals. Thanks, Amy!
