Editor's note: By now, everyone at JMP should have had a chance to review the 2026 goals and initiatives announced at Kickoff. And while they are all pretty self-explanatory, it’s still helpful to take a deeper dive into each one to see how it affects day-to-day work at JMP. To help you see these goals in action, this series of Inside JMP articles takes a closer look at each goal and provides updates on progress toward meeting it.
Keeping our products at the center of what we do every day
JMP exists because scientists and engineers need to see their data, interact with it, and act on what they find. That's been true since John Sall wrote the first version in 1989. It's true now. Every decision we make as an organization should start from that point.
"Ensure that our products are at the center of what we do every day" is one of our company goals for 2026. I like this goal because it highlights two priorities: JMP users and our people, and the growth that then follows when you get those two things right.
JMP users first
JMP blends interactive data visualization with robust statistical analysis. That's the thing. A scientist clicks a point on a graph. As a result, the corresponding rows in the data table – and in every other open analysis – are highlighted. She drags a variable into Graph Builder and sees the shape of her data before she commits to a model. She runs a DOE, fits the model, and uses the Profiler to optimize her response, all without writing a line of code, within a single application. That’s the JMP analytic workflow, and it’s second to none.
This interaction model is what sets JMP apart from the rest of the market. And this is why the world’s top chemical, semiconductor, health and life sciences, and consumer packaged goods companies chose and standardized on JMP. It’s because this workflow – from raw data to visual exploration to formal analysis to optimization – lives in one place and moves at the speed of thought.
Putting the product at the center means we keep asking one question: Does this make the experience better for the person sitting in front of JMP? That question applies to how we prioritize, build, and position the product, as well as how our sales teams talk about it. It's a filter, and a useful one.
Then our people
The second thing this goal does is give everyone at JMP, not just R&D, a shared reference point. In particular, it encompasses Product Management, Marketing, Sales, User Enablement, and Technical Support. When the product is at the center, each team can see how their work connects to what customers actually experience.
This year, we continue to make that connection more direct. The Product Management team is running structured feedback sessions via PMCEs and focus groups to understand what customers ask about and where they get stuck. We're pulling that input straight into roadmap conversations. Product marketing should lead with what JMP specifically does, not with category language that could describe any analytics tool. When we talk about JMP Live, we talk about the real problem it solves: analytical work stuck on individual desktops, invisible to the people who need to act on it. When we talk about engineering efficiency, we talk about the specific ways JMP compresses the time between a question and an answer.
For Sales, it means the discovery questions we give our teams connect back to the product. Not "tell me about your data challenges" in the abstract, but relevant questions that uncover the outcomes that JMP delivers: reducing scrap and rework, recovering costs from process variation, scaling analytical capacity without scaling headcount.
People do their best work when they can see the line between what they do and what the customer gets. This goal draws that line.
Then growth
When you build the right product and put it in front of the right customers with the right message, growth follows. JMP has been proving that for decades. The companies that adopt JMP tend to expand their use of it over time because the product actually works, and because the workflow efficiency improvements compound. One engineer solves a problem, shows the result, and the next engineer wants the same capability.
The test at the end of the year is straightforward. Every team should be able to point to specific ways their work made JMP, JMP Pro, JMP Clinical, or JMP Live better for customers. A faster path from data to graph. A clearer way to share results across a team. A new capability that solves a problem someone couldn't solve before.
That's products at the center. The product is the interactive, visual, statistical workflow our customers rely on every day. We make that better, and everything else follows.
