The Ledger, every show

“We spend twice on R&D, you know, that, that we do in sales and marketing.”

“And if you think about it, like, our sales force, you know, we've got 2000 salespeople that are out in the field. They're not employed by us, but they effectively do the same job. They're salespeople.”

“And, you know, Atlassian, you know, was never a triple, triple, double, double, double company. It was this kind of methodical, reasonable grower.”

“I think if you look back on time before they had the brand and direct reach that they have today, they had reached through this incredibly durable partner ecosystem and the customer economy built around getting Microsoft certified and having that sort of crede…”

“We invested at Atlassian, we invested early on, we had built this self-service online e-commerce flywheel for customers to buy the product. And as we moved into the enterprise, we had an opportunity to either invest directly in building an enterprise sales org…”

“Atlassian grew between 40 and 50% for more than 15 straight years.”

“They had pretty hard rules around when you joined a zoom or when you joined a meeting and there were maybe five people in a room, everybody went to five different places and joined a zoom from five different locations. And so the people that were outside of th…”

“I mean, the first time that we raised primary capital was when we went public in 2015, 13 years after founding. We did two secondary rounds. We did a secondary round in 2010 with Excel, and then we did a secondary round with T. Rowe Price in 2013.”

“You know, one thing that we've shared publicly is, is retention at a logo level for companies that spend 50 grand or more with us is 98%.”

“And, you know, when we thought about it, even sort of one of the examples that I mentioned, a partner economy of resellers and solution providers, we, I think Atlassian now probably has over 500 of those.”

“And by the way, the other dimension that I mentioned was, it was important to us is we had Extensibility in Atlassian products from a really early age. And so one thing that partners could do is they could extend them and kind of build add-ons and customizatio…”

“In Atlassian's case, our second product, Confluence, was created in year two of the company, which was incredibly risky, I think, to diversify focus so early. But, you know, as I mentioned earlier, I think it was foundational to the company Atlassian became.”

“In terms of performance, like, we've exceeded our expectations. You know, we signaled to the street what we thought our revenue expectations was, and we're in front of that.”

“ASP, ASP at the time was probably like 1800 bucks annually.”

“We have pretty consistently as a company grown somewhere between 35 and 50% over the last decade.”

“We had an agreement. We had a pact with product where if we, every experiment we would run twice, if we produce the same Positive yield twice. We had basically blood pack that said, okay, that gets written that way for everybody.”

“Certainly, you know, we had 10 straight years of profitability. And 10 straight years of, you know, decent growth.”

“Atlassian had been bootstrapped from the very beginning, had never raised institutional capital on its balance sheet. So we did two secondary rows, second, two secondary rounds. You know, one with Excel in, ah, 2010, and one with T. Rowe Price. In 2013.”

“And the sixty million dollar round in 2010, even though it was secondary and didn't, ah, you know, didn't you know, hit the company's balance sheet. It was the single largest, ah, you know, venture capital round that Excel had done.”

“So when I joined, we were just a little over twenty million in, in annual revenue.”

“In fact, we took all of the ten-year Employees to New York to celebrate the IPO, and there was a big gaggle of them, and so there's a bunch of people that have worked really hard along that journey.”