Accelerate scientific innovation by facilitating , , and participation in the computational sciences.
We do this by training the through and at the intersection of computational science, AI, and neuroscience —
We do this through :
- Deliver high-quality, inclusive, and globally accessible courses in computational science, AI, machine learning, and neuroscience.
- – Build a comprehensive global research talent pipeline through mentorship, networking, professional development, research opportunities, fellowships, and leadership training for early-career researchers.
- – Build new global research ecosystems to tackle major challenges through interdisciplinary, computational science– and AI-driven collaboration.
Neuromatch’s Strategic Priorities are reviewed and refreshed annually by the & , in consultation with our wider community, stakeholders, and Board of Directors. This process is typically kick-started in August during our annual Core Team Retreat and ratified by the Board of Directors in December.
Our priorities intentionally include a mix of:
- — focused on delivery, sustainability, and execution; and
- — focused on strategic growth, field-building opportunities, and future positioning.
Each year, we share our updated Strategic Priorities with the global Neuromatch community during our January Town Hall, alongside reflections on progress, impact, and upcoming initiatives.
Pending after meeting.
- Volunteers are at the heart of Neuromatch’s success, driving the development and delivery of our programs and shaping the culture of our global community. Strengthening how we engage, support, and recognise our volunteers is therefore a top priority. We have launched a dedicated working group to explore the long-term sustainability of volunteer engagement. A major risk is that the relevance and cutting-edge nature of our curriculum is highly dependent on volunteer contributions, making sustained engagement essential to our mission.
- Neuromatch was built via a highly engaged community (for example, through our Slack channels), and many of our most successful programs emerged through active collaboration with our stakeholders. In recent years, this engagement has lessened, and reinvigorating it is a priority. We will start with the introduction of new monthly updates ("Month in Review | CEO & Core Team Updates") and reestablish Quarterly Newsletters to our wider community, as well as structured opportunities to solicit stakeholder input early in the development and scoping of new programs. Strengthening these feedback loops will ensure our work remains responsive, transparent, and aligned with the needs of the global community we serve.
- Neuromatch will continue to pursue a diverse and resilient funding portfolio. A particular priority is securing dedicated support for the Impact Scholars Program, which is currently sustained through other revenue sources and therefore vulnerable. In addition, Neuromatch will begin exploring a corporate sponsorship strategy, something we have not yet pursued in a systematic or proactive way. This represents a promising and increasingly fruitful avenue for many comparable scientific and educational nonprofits.
- Following Neuromatch’s first independent financial audit for the 2024 financials, we identified several areas where our internal systems could be strengthened. Looking ahead, we are focused on embedding these improved financial processes so that our operational backbone is robust enough to support sustainable growth. A key step will be re-establishing the formal Treasurer role on the Board of Directors, which has been unfilled for nearly two years, to ensure dedicated financial oversight and strengthen transparency and governance.
- Neuromatch is committed to strengthening its Board of Directors by expanding global representation and addressing key expertise gaps (e.g. in fundraising, finance, and nonprofit governance). As a global organisation serving an international community, it is essential that our leadership both reflects the diversity of the people we aim to support and has the strategic capacity to guide Neuromatch’s growth.
- Neuromatch will invest in high-level marketing and brand development to clearly communicate who we are, what we do, and the global impact we deliver. A refreshed website and stronger digital presence (scheduled for March 2026) will make our mission and opportunities more visible, while strategic impact storytelling will build broader recognition of Neuromatch’s unique value. We will also deepen partnerships with institutions and organisations that can help amplify our reach, strengthen our reputation, and drive forward our mission.
- We will develop a robust impact reporting framework that combines both quantitative metrics (e.g., participation data, geographic reach, LMIC representation, and career outcomes) and qualitative insights (e.g., impact stories, testimonials, and other narrative case studies). A dedicated section on the Neuromatch website will host our database of impact stories and serve as a hub for regular updates and external sharing. We will also produce an annual, carefully curated Impact Report tailored to different audiences, highlighting progress, lessons learned, and long-term outcomes. To assess long-term impact, Neuromatch will leverage mechanisms such as alumni surveys, ORCID-linked data, and longitudinal tracking to capture how participation in our programs shapes career trajectories and scientific advancement over time.
- Neuromatch will conduct a comprehensive review of its Code of Conduct, which was originally developed when the organization was primarily volunteer-driven and may no longer meet the needs of a staffed nonprofit. Any updates will ensure coverage of both staff and volunteer conduct, establish clear and confidential reporting mechanisms, and outline transparent enforcement processes.
- Neuromatch will strengthen its financial and operational foundation to ensure long-term resilience and capacity to scale. A central objective is to consistently maintain at least a two-year forward funding runway, providing the stability required to plan strategically and deliver impact with confidence. For context, we are currently operating with a 15-month runway.
- In 2025, we revised our tuition model, including the introduction of a non-refundable processing fee, which resulted in a 66% increase in net income compared to 2024 (from ~$79,000 to ~$132,000). This demonstrates the positive impact of thoughtful fee restructuring on financial resilience. However, academy enrolment has shown a steady decline over the past five years, and we continue to see a growing proportion of students from low- and middle-income countries (LMICs) who pay significantly reduced tuition rates. While this is fully aligned with our mission of equitable global access, it raises important questions about the long-term sustainability of the academy. Going forward, we need to carefully monitor enrollment trends, explore new revenue diversification strategies, and ensure our financial model balances inclusivity with sustainability.
- Neuromatch will cultivate and expand strategic partnerships with universities, research institutes, funders, nonprofits, and industry to amplify our mission and extend our global reach. By aligning with organisations that share our commitment to accessible, inclusive, and open science, we can co-develop programs, share resources, and unlock opportunities that no single institution could achieve alone. Strengthened global partnerships will allow us to reach underserved regions more effectively, enhance the visibility and impact of our programs, and ensure that Neuromatch remains a trusted collaborator at the forefront of computational science education, talent development, and research opportunities.
- Neuromatch will aim to build a comprehensive research talent development pipeline that extends beyond our Academy and Impact Scholars Program, supporting not only course alumni but also the teaching assistants and volunteers who are integral to our existing programs. We will look to secure funding to develop a structured set of opportunities tailored to different stages of the research journey — from pre- and postdoctoral fellowships, to leadership training for emerging PIs (Emerging Leaders). Together, these initiatives provide professional development, mentorship, and career advancement opportunities that reimagine traditional pathways and help early-career researchers globally advance their careers. By leveraging our independence from traditional university structures and unique position in the ecosystem, we can design flexible, inclusive, and globally accessible opportunities that equip the next generation of global researchers with the skills, networks, and experiences needed to thrive.
- Neuromatch will develop a structured alumni engagement strategy to sustain and strengthen the global community of more than 13,000 active learners who have participated in our programs. By creating opportunities for alumni to remain connected through mentorship, networking, hackathons, collaborative projects, and ongoing training, we will build a vibrant ecosystem that supports career advancement. Strengthening alumni engagement will not only amplify the impact of our educational programs but also cultivate future leaders, volunteers, and partners who can help drive Neuromatch’s mission forward.
- Neuromatch will work towards the development of a globally distributed research institute that reimagines how scientific careers and collaborations are structured. Because computational sciences can be largely pursued from anywhere, we have a unique opportunity to lessen traditional geographical constraints and build a truly global community of researchers. Neuromatch already hosts two active soft-money PIs, but to fully realize the potential of this model we need a stronger strategy for how such positions are recruited, supported, and integrated across the organization. This includes defining priority scientific domains, ensuring synergies with our career development pipeline, and creating structures that link research with training, mentorship, and community building.
- Neuromatch’s technical infrastructure underpins all of our educational programming, yet much of it is outdated and in a vulnerable state. In particular, our course books are in major need of updating. A top priority for 2026 is therefore to update and stabilise our course books and related infrastructure, while also putting in place a sustainable plan for ongoing maintenance and renewal.
- Maintaining course materials that are cutting-edge and reflective of the latest developments in the field is essential to Neuromatch’s reputation and impact. In 2026, a priority will be to update and maintain our curriculum to ensure it remains relevant and accessible to learners worldwide. Achieving this will require sustained ability to recruit and engage subject matter experts, closely linking this priority with volunteer engagement and recognition. By investing in the renewal of our course content, we strengthen the quality, credibility, and long-term value of Neuromatch’s educational offerings.
- TAs are central to the Neuromatch learning experience, yet there is evidence that the quality of support is not consistent across pods, leading to unequal experiences for students. In 2026, we will prioritise recruiting, training, and supporting highly qualified TAs to ensure all students have a positive and equitable experience. This may include mandatory training with increased synchronous components, exploring a sustainable system for reviewing TA applications, and mechanisms such as student caps where necessary to safeguard quality.
- Course enrollment has steadily declined in recent years, and reversing this trend is critical to Neuromatch’s long-term sustainability and impact. In 2025 we invested in our marketing and outreach capacity, including the addition of a full-time Marketing and Communications Manager. A key focus will be targeted outreach to regions that have been underrepresented in enrollment to date, particularly Africa, Latin America, and Southeast Asia. This work will be closely connected to our volunteer strategy through the Ambassadors Program, which leverages alumni and community volunteers to extend Neuromatch’s reach and visibility in new regions. Increasing enrolment not only strengthens the inclusivity and reach of our courses but also directly contributes to the financial sustainability of the academy, ensuring that our educational programs remain both accessible and resilient in the long term.
- We updated the Neuromatch community in October on the decision that 2026 will be the last and final year Neuromatch hosts the Computational Tools for Climate Science course, and we will prioritise delivering an excellent final offering while undertaking a responsible sunsetting process. This includes dedicating staff capacity and resources to achieve strong enrollment for 2026 and supporting Climatematch leadership in transitioning the course to a sustainable long-term home (e.g. MIT OpenCourseWare). A key focus will be preserving course materials and ensuring appropriate credit for all contributors, maintaining CMA’s legacy, and helping secure a stable environment in which the course can continue to thrive beyond Neuromatch.
- – Neuromatch will explore opportunities to develop new Academy courses where there is clear field-wide appetite, strong alignment with our neuroscience domain focus, and a meaningful gap in the existing training ecosystem. Any new course area must demonstrate sufficient demand from potential learners, availability of high-quality subject-matter experts and volunteer instructors, and credible funding pathways to support development, launch, and long-term sustainability.
- Neuromatch will secure dedicated multi-year funding to ensure the long-term sustainability and growth of the Impact Scholars Program, which is currently supported by other organisational revenue streams. Our strategy includes securing multi-year grant funding and developing strategic industry partnerships (through advertising partner projects), to reduce reliance on short-term or cross-subsidised support. By securing stable, multi-year commitments, we will safeguard the program’s future, expand opportunities for scholars, and deepen its role as a flagship initiative in Neuromatch’s career development pipeline.
- Neuromatch will continue to refine and strengthen the Impact Scholars Program to maximise its impact for participants. This includes exploring strategies to support scholars beyond the formal program period, helping them disseminate their research through presentations and publications, and exploring mechanisms to fund conference travel and publishing costs. We will also ensure that wrap-around professional development opportunities remain fit for purpose and responsive to scholars’ evolving needs.
- Neuromatch will pilot, track, and refine the Partner Projects model within the Impact Scholars Program, where external organisations propose projects using their datasets. This approach provides scholars with access to cutting-edge research opportunities, often with expert mentors, while reducing program costs and, in some cases, generating direct funding for Neuromatch (e.g., Meta’s $20,000 contribution tied to their open EMG datasets). Over the coming year, we will assess the effectiveness and impact of this model, capture lessons learned, and develop a strategy to expand Partner Projects as a sustainable mechanism for enhancing research quality, industry engagement, and financial support for the program.
- Neuromatch will refine and strengthen its soft-money PI model, building on the onboarding of our second PI to clarify explicit roles and responsibilities and ensure integration across the organisation. We will leverage the insights of current PIs to shape a long-term strategy that defines priority scientific domains and creates strong links between research, training, mentorship, and community building. A key focus will be ensuring that future recruitment is globally accessible, strategically targeted to fill critical gaps, and transparent in process. This will position Neuromatch to harness the full potential of the soft-money PI model as a unique, scalable, and mission-aligned approach to advancing computational science.
- – Neuromatch will scope potential opportunities for extending our career development pipeline, complementary to our Impact Scholars Program, such as pre-doctoral and postdoctoral fellowships. We will also begin to identify strategic partners (e.g., Kempner Institute, Sainsbury Wellcome Centre, Champalimaud Foundation, University of the Witwatersrand), and explore how such initiatives could integrate with Neuromatch’s existing education and career development portfolio. This work will serve as a blueprint to engage funders in conversations about long-term investment in global talent development. No new program will be launched without secured, dedicated funding, ensuring financial sustainability.
- Neuromatch will pursue extended funding for MEXA through Wellcome or new support from other funders, nonprofits, or aligned organisations. Over the next six months, we will actively explore these opportunities through direct conversations with potential partners, aiming to secure resources that allow MEXA programming to continue in a way that is synergistic with Neuromatch’s broader strategic priorities. If sustained funding cannot be secured, we will develop and implement a responsible sunsetting plan that minimises reputational risk, honors the contributions of the community, and ensures a clear and transparent transition.
- Neuromatch will wrap up delivery requirements for the Alfred P. Sloan grant (developing the matching app and strengthening the Mindmatch algorithm) by December 2025. Given staff capacity constraints and higher-priority areas with greater impact, all other Mindmatch activities will be deprioritized moving forward. We will no longer proactively solicit new Mindmatch contracts and will phase out free MindMmatch events that have been grandfathered in. However, we will remain open to low-effort, high-yield opportunities (e.g., contracts with Wellcome for $12,000 to provide interdisciplinary matching for funding schemes) where they align with capacity.
- Neuromatch will begin exploring potential new areas for future field-building initiatives, building on the success of MEXA — our flagship model that brought together more than 700 interdisciplinary researchers across 70+ countries and successfully ran a 40-team, $1.5 million research accelerator. Any new area must demonstrate strong synergies with our existing programs, create clear pathways for our learners and scholars, and align with our organisational mission and values. This exploratory work will involve consultations with staff, board members, and community stakeholders to define robust criteria for selecting new domains and potential partners. Given the significant staff time and coordination required for field-building, new initiatives will only proceed when dedicated capacity or external funding is secured, ensuring they complement rather than strain our current programmatic portfolio.