Atlassian President Jay Simons discusses company culture and employee liquidity when explaining the reasons why Atlassian went public.
Insight
Simons: Needing human onboarding assistance is a bug in product-led growth
“The difference is, is that in our model, we identify that as a, kind of a bug in the model, right? It's something that we need to fix in the future. We don't want every single customer, if we're targeting 500,000, to have to raise their hand and for us to enga…”
Assertion Supported
Jay Simons: Atlassian spends twice as much on R&D as on S&M
“We spend twice on R&D, you know, that, that we do in sales and marketing.”
Assertion Not checkable as stated
Simons: Atlassian has 2,000 channel partner salespeople in the field
“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.”
Opinion
Simons: The best-run companies are public companies
“We believe that the best run pub, you know, best run companies are public companies. And so I think, you know, operating as a public company applies some pressure, but also I think some discipline to how you run your business.”
Insight
Simons: Pulling customer revenue forward damages long-term software company value
“Oftentimes, like, you know, when you do that, you create worse long-term value for your company, better short-term value because you're pulling all that revenue forward.”
What-if
Simons: Atlassian could have gone public two to four years earlier
“So I think we had the profile of a company that could've gone public two or three or four years earlier.”