Atlassian Corp (TEAM) 2023 Q2 法說會逐字稿

Good afternoon, and thank you for joining Atlassian's earnings conference call for the second quarter of fiscal year 2023. As a reminder, this conference call is being recorded and will be available for replay from the Investor Relations section of Atlassian's website following this call. I will now hand the call over to Martin Lam, Atlassian's Head of Investor Relations.

下午好，感謝您參加 Atlassian 2023 財年第二季度的收益電話會議。提醒一下，本次電話會議正在錄製中，可以在電話會議後從 Atlassian 網站的投資者關係部分重播。我現在將電話轉交給 Atlassian 的投資者關係主管 Martin Lam。

Welcome to Atlassian's Second Quarter Fiscal Year 2023 Earnings Call. Thank you for joining us today. Joining me on the call today, we have Atlassian's co-Founders and co-CEOs, Scott Farquhar and Mike Cannon-Brookes; our Chief Revenue Officer, Cameron Deatsch; and Chief Financial Officer, Joe Binz.

歡迎來到 Atlassian 2023 財年第二季度財報電話會議。感謝您今天加入我們。今天和我一起參加電話會議的有 Atlassian 的聯合創始人兼聯合首席執行官 Scott Farquhar 和 Mike Cannon-Brookes；我們的首席營收官 Cameron Deatsch；和首席財務官 Joe Binz。

Earlier today, we published the shareholder letter and press release with our financial results and commentary for our second quarter fiscal year 2023. The shareholder letter is available on Atlassian's Work Life blog and the Investor Relations section of our website, where you will also find other earnings-related materials, including the earnings press release and supplemental investor data sheet. As always, our shareholder letter contains management's insights and commentary for the quarter. So during the call today, we'll have brief opening remarks and then focus our time on Q&A.

今天早些時候，我們發布了股東信和新聞稿，其中包含我們 2023 財年第二季度的財務業績和評論。股東信可在 Atlassian 的工作生活博客和我們網站的投資者關係部分找到，您還可以在其中找到其他信息收益相關材料，包括收益新聞稿和補充投資者數據表。一如既往，我們的股東信包含管理層對本季度的見解和評論。因此，在今天的電話會議中，我們將進行簡短的開場白，然後將時間集中在問答環節。

This call will include forward-looking statements. Forward-looking statements involve known and unknown risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions prove incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make. You should not rely upon forward-looking statements as predictions of future events. Forward-looking statements represent our management's beliefs and assumptions only as of the date such statements are made, and we undertake no obligation to update or revise such statements should they change or cease to be current. Further information on these and other factors that could affect our financial results is included in filings we make with the Securities and Exchange Commission from time to time, including the section titled Risk Factors in our most recently filed annual and quarterly reports.

此次電話會議將包括前瞻性陳述。前瞻性陳述涉及已知和未知的風險、不確定性和假設。如果任何此類風險或不確定性成為現實，或者如果任何假設被證明不正確，我們的結果可能與我們所做的前瞻性陳述中明示或暗示的結果存在重大差異。您不應依賴前瞻性陳述作為對未來事件的預測。前瞻性陳述僅代表我們管理層在作出此類陳述之日的信念和假設，如果此類陳述發生變化或不再有效，我們不承擔更新或修改此類陳述的義務。有關可能影響我們財務業績的這些因素和其他因素的更多信息包含在我們不時向美國證券交易委員會提交的文件中，包括我們最近提交的年度和季度報告中標題為“風險因素”的部分。

During today's call, we will also discuss non-GAAP financial measures. These non-GAAP financial measures are in addition to and are not a substitute for or superior to measures of financial performance prepared in accordance with GAAP. A reconciliation between GAAP and non-GAAP financial measures is available in our shareholder letter, earnings release and investor data sheet on the IR website. Please keep in mind, we'd like to allow as many of you to participate in Q&A as possible. (Operator Instructions) With that, I'll turn the call over to Mike for opening remarks.

在今天的電話會議中，我們還將討論非 GAAP 財務措施。這些非 GAAP 財務指標是對根據 GAAP 編制的財務業績指標的補充，但不能替代或優於這些指標。 IR 網站上的股東信函、收益發布和投資者數據表中提供了 GAAP 和非 GAAP 財務指標之間的對賬。請記住，我們希望盡可能多的人參與問答。 （操作員說明）有了這個，我會把電話轉給邁克，讓他發表開場白。

Thank you, all, for joining us today. As you've already read in our shareholder letter, we closed out 2022 proud of everything we've accomplished in yet another unpredictable year. Despite the current macroeconomic environment, the massive opportunities in front of us has not changed. We continue to make great strides towards our long-term goals, and we're ready to execute with relentless focus in 2023.

謝謝大家今天加入我們。正如您已經在我們的股東信中讀到的那樣，我們在 2022 年結束時為我們在又一個不可預測的一年中所取得的一切感到自豪。儘管當前宏觀經濟環境不佳，但擺在我們面前的大量機遇並未改變。我們繼續朝著我們的長期目標邁進，我們準備在 2023 年不懈地專注於執行。

We've achieved a ton this quarter, shipping many platform enhancements and product features that deliver incredible value to delight our customers in the cloud, including: delivering data residency in Germany; launching automation in Confluence; helping our customers to the cloud with migrations up nearly 2x from the prior year and completing several of our largest migrations to date; and showcasing our unique position in the ITSM market with impressive customer growth, multiple large swap-out stories and recognition as a leader by industry analysts. And these are just a handful of examples.

本季度我們取得了巨大成就，交付了許多平台增強功能和產品功能，這些功能提供了令人難以置信的價值來取悅我們的雲客戶，包括：在德國提供數據駐留；在 Confluence 中啟動自動化；幫助我們的客戶遷移到雲，遷移量比上一年增加了近 2 倍，並完成了迄今為止我們最大的幾次遷移；並展示了我們在 ITSM 市場中的獨特地位，包括令人印象深刻的客戶增長、多個大型交換案例以及行業分析師對領導者的認可。這些只是少數幾個例子。

We've always prioritized putting our customers first, and we're seeing customers increasingly turn to Atlassian as a trusted vendor, asking how to operate their businesses better. 2023 will be all about helping our customers navigate these challenging times, absorbing the downstream impacts on our business and setting ourselves up for continued long-term success. With that, I look forward to your questions, and I'll pass the call to the operator for Q&A.

我們始終將客戶放在首位，我們看到越來越多的客戶將 Atlassian 作為值得信賴的供應商，詢問如何更好地運營他們的業務。 2023 年的重點將是幫助我們的客戶度過這些充滿挑戰的時代，吸收下游對我們業務的影響，並為持續的長期成功做好準備。有了這個，我期待你的問題，我會把電話轉給接線員進行問答。

(Operator Instructions) Your first question comes from Gregg Moskowitz from Mizuho Securities.

（操作員說明）您的第一個問題來自瑞穗證券的 Gregg Moskowitz。

So it sounds like the macro has had no impact on migration activity so far even though clearly, you're seeing it in some other areas. You're still expecting migrations to add 10 points of cloud revenue growth this year. But in an environment where customers are clearly tightening their belt, why is it that you think migrations will continue unabated? Is the TCO advantage strong enough to compel customers even though they have to make a financial commitment? Is the end of support date having a real impact there as well? Any color would be helpful.

所以聽起來宏到目前為止對移民活動沒有影響，儘管很明顯，你在其他一些領域也看到了。您仍然預計今年遷移會增加 10 個雲收入增長點。但在客戶明顯勒緊腰帶的環境中，為什麼您認為遷移會繼續有增無減？ TCO 優勢是否強大到足以迫使客戶做出財務承諾？支持日期結束是否也有真正的影響？任何顏色都會有幫助。

Gregg, this is Cameron. I'll start off with some details, and then I'll probably let Mike add some more from what he's seeing. So as you already know, more than 2 years ago, we announced the upcoming end of life of our server products. And ever since then, we've been on this migration journey helping our on-premises customers move from both server and data center to our cloud offerings. And I have to say that even in the uncertain macroeconomic times, every day that goes by, I am more confident in our ability to not only attract our customers to the cloud but convince them of the additional ROI savings of going to our cloud, the additional benefits from a feature perspective. From there, we have been able to get -- increase our ability to get through the contractual, legal and data privacy aspects of moving our customers to the cloud.

格雷格，這是卡梅倫。我將從一些細節開始，然後我可能會讓邁克根據他所看到的添加更多內容。如您所知，兩年多前，我們宣布我們的服務器產品即將停產。從那時起，我們就開始了這一遷移之旅，幫助我們的本地客戶從服務器和數據中心遷移到我們的雲產品。而且我不得不說，即使在不確定的宏觀經濟時代，每一天過去，我都更有信心我們不僅有能力吸引我們的客戶使用雲，而且讓他們相信使用我們的雲可以節省額外的投資回報率，從功能角度來看的額外好處。從那裡，我們已經能夠——提高我們通過將客戶轉移到雲的合同、法律和數據隱私方面的能力。

We made huge strides in actually migrating their data and their users to the cloud and then from there, actually onboarding their users so they understand the new experience. This obviously can be an extremely complex exercise. But once again, we're 2 years into this, and every single day that goes by, we've been getting better. I also want to recognize that we purposely built an engineered kind of this path over this 3-year time frame, using loyalty discounts, improvements in our products and also provide compelling events along the way for our customers to move. And this just further establishes the demand for our migrations, and we continue to feel strong about that additional 10% growth that we see coming from migrations going forward. Mike, do you have anything to add?

我們在實際將他們的數據和用戶遷移到雲中，然後從那裡，實際上讓他們的用戶入職，以便他們了解新體驗方面取得了巨大進步。這顯然是一個極其複雜的練習。但再一次，我們已經進行了 2 年，每一天過去，我們都在變得更好。我還想認識到，我們有意在這 3 年的時間框架內構建了一條經過工程設計的路徑，使用忠誠度折扣、改進我們的產品，並在沿途為我們的客戶提供引人注目的活動。這進一步確定了對我們遷移的需求，我們繼續對我們看到的遷移帶來的額外 10% 的增長感到強烈。邁克，你有什麼要補充的嗎？

Yes. Thanks, Gregg. Look, I just wanted to say, it's incredibly important in this environment to help our customers through as well. And you talked about the TCO of moving to the cloud. I do think in an environment where customers are looking to get efficiency to optimize their spend, there's increasing recognition that the cloud itself is a great ownership model for them. It's a cheaper way for them to run and own and operate their software. And secondly, the benefits of the platform that we've built and the integration across our products, especially as they're experimenting and trying new things, allows them to consume more of Atlassian's products and at the same time, do so while making their businesses more efficient, which is what our job is to help them become more efficient businesses especially in these difficult times. So I think we're really well positioned in that way.

是的。謝謝，格雷格。聽著，我只是想說，在這種環境下，幫助我們的客戶渡過難關也非常重要。您談到了遷移到雲端的 TCO。我確實認為，在客戶希望提高效率以優化支出的環境中，人們越來越認識到雲本身對他們來說是一種很好的所有權模式。對於他們來說，這是一種運行、擁有和操作軟件的更便宜的方式。其次，我們構建的平台的優勢以及我們產品之間的集成，尤其是當他們正在試驗和嘗試新事物時，讓他們能夠消費更多的 Atlassian 產品，同時，在製作他們的產品的同時這樣做提高企業效率，這就是我們的工作，幫助他們成為更有效率的企業，尤其是在這些困難時期。所以我認為我們在這方面確實處於有利地位。

Your next question comes from Keith Weiss from Morgan Stanley.

你的下一個問題來自摩根士丹利的 Keith Weiss。

In the shareholder letter, you talked about more focused investments on a go-forward basis and the operating margin target for the full year comes up by a little bit. But it doesn't really seem -- it seems like most of that came from sort of better margin performance in the current quarter versus really changing sort of the investment profile for the second half. So could you talk to us a little bit about kind of where you're moderating investment? Is there a potential offset? And maybe to be really to the point, why not sort of more moderation considering the environment and work to drive the margin perhaps back to where we saw them historically in the low 20s?

在股東信中，您談到了在前進的基礎上進行更集中的投資，全年的營業利潤率目標也略有提高。但這似乎並非如此——似乎其中大部分來自本季度更好的利潤率表現，而不是下半年投資狀況的真正改變。那麼你能和我們談談你正在調節投資的地方嗎？有潛在的抵消嗎？也許真的很重要，為什麼不考慮環境並努力將利潤率推回到我們在歷史上看到的 20 多歲的低點？

Yes, Keith, this is Joe. I'll start, and then I'll pass it off to Scott for additional thoughts. You're right. Our overall view of H2 margin has not fundamentally changed from the prior quarter. We expect revenue growth to moderate in H2 driven by macro impacts we saw in Q2. And then in addition, we had some timing impact on the pull forward of OpEx savings into Q2 that won't repeat in H2, and we'll continue to invest and hire against the terrific long-term opportunities we see. So those are the primary factors.

是的，基思，這是喬。我將開始，然後將它傳遞給 Scott 以徵求更多意見。你說得對。我們對下半年利潤率的總體看法與上一季度相比沒有根本改變。我們預計，受第二季度宏觀影響的推動，下半年收入增長將放緩。此外，我們對將 OpEx 節省提前到第二季度產生了一些時間影響，這不會在下半年重複，我們將繼續投資和招聘我們看到的極好的長期機會。所以這些是主要因素。

You asked about the broader work that we're doing around reprioritization. What I would say there, the work happening there comes in a lot of different flavors and takes a lot of different shapes. Sometimes it's about stopping something. It could be about sequencing of the events, moving something to a more milestone-based funding model, structurally lowering the investment level based on a strategy adjustment. So as I think about the work we've been doing around focused reprioritization and resource allocation, it's really included some flavor of all these things to drive the right overall business outcome. And so we will continue to invest against the long-term opportunities while balancing that and being responsive to the macro environment in managing costs in conjunction with revenue growth. And I'll pass it over to Scott, if he'd like to add anything.

您詢問了我們圍繞重新確定優先級所做的更廣泛的工作。我要說的是，那裡發生的工作有很多不同的風格，有很多不同的形式。有時是關於停止某事。它可能是關於事件的順序，將某些東西轉移到更基於里程碑的融資模型，根據戰略調整在結構上降低投資水平。因此，當我考慮我們圍繞重點重新確定優先級和資源分配所做的工作時，它確實包含了所有這些東西的一些味道，以推動正確的整體業務成果。因此，我們將繼續針對長期機會進行投資，同時平衡這一點，並在管理成本和收入增長方面對宏觀環境做出反應。如果他想添加任何內容，我會將其傳遞給 Scott。

At the risk of repeating you, Joe, just a reminder for those that are maybe new to the Atlassian story. Back in April, we chatted with you, our investors, at our Investor Day. And we talked about a cluster of 4 growth opportunities that we saw ahead of us is those were around cloud migrations, our ITSM opportunity to take market share there, better serving enterprise customers and launching and growing new product that we built on the back of [prior] investments we've made in the Atlassian platform. And what we've seen, though, is that those 4 areas are having great returns. We've got incredible momentum in those 4 areas.

喬，冒著重複你的風險，只是提醒那些可能對 Atlassian 故事不熟悉的人。早在 4 月份，我們就在投資者日與您，我們的投資者進行了交談。我們談到了我們前面看到的 4 個增長機會集群，這些機會是圍繞雲遷移、我們的 ITSM 機會在那裡佔據市場份額、更好地為企業客戶服務以及推出和發展我們在 [之前] 我們在 Atlassian 平台上進行的投資。不過，我們所看到的是，這 4 個領域正在獲得豐厚的回報。我們在這 4 個領域擁有令人難以置信的勢頭。

And we said about Atlassian in times of good and in times of bad that we think about things for the long term, where we want to invest over the long term and do the right -- make the right choices as a business to get the right returns. And so we continue to invest in those 4 areas. We're rebalancing some other areas of our portfolio into these great opportunities that we've identified and shared with you, of course, responsive to the current macro environment and our commitments on margin targets that we've given out to you.

我們談到 Atlassian 在好的時候和壞的時候，我們從長遠考慮事情，我們希望長期投資並做正確的事情——作為一家企業做出正確的選擇以獲得正確的選擇回報。因此，我們繼續投資於這 4 個領域。我們正在將我們投資組合的其他一些領域重新平衡到我們已經確定並與您分享的這些巨大機會中，當然，以響應當前的宏觀環境和我們已向您提供的利潤率目標承諾。

Your next question comes from Fred Havemeyer from Macquarie.

您的下一個問題來自 Macquarie 的 Fred Havemeyer。

I wanted to ask, in regards to just what you're talking about in terms of product innovation as you're investing during this period, certainly it's notable, the focus on ITSM. Could you take a moment perhaps and talk about how you think of product innovation development and just where Atlassian can innovate and drive another leg of growth as we just navigate and think about the other side of this macroeconomic environment?

我想問一下，關於您在此期間投資的產品創新方面所談論的內容，當然值得注意的是，對 ITSM 的關注。您能否花點時間談談您如何看待產品創新開發，以及 Atlassian 可以在哪些方面進行創新並推動增長的另一條腿，因為我們只是在導航和思考這個宏觀經濟環境的另一面？

Fred, I can take that one. Look, it may sound like a boring answer to you. I think the way we think about product innovation in the current environment doesn't change to the way we thought about it a year ago, 2 years ago or 3 years ago, right? We have a job to unleash the potential of every team, and that's all about making our customers more efficient at running their businesses. Again, we can't help them make cars or rockets or drugs or provide financial services, whatever it is our customers are doing, but we can make their teams more efficient. And we really try to keep that as our North Star across all of our markets.

弗雷德，我可以接受那個。聽著，這對你來說可能聽起來很無聊。我認為我們在當前環境下對產品創新的思考方式並沒有改變我們一年前、2 年前或 3 年前的思考方式，對嗎？我們的工作是釋放每個團隊的潛力，而這一切都是為了讓我們的客戶更有效地經營他們的業務。同樣，我們無法幫助他們製造汽車、火箭或藥物或提供金融服務，無論我們的客戶在做什麼，但我們可以讓他們的團隊更有效率。我們確實努力將其作為我們所有市場的北極星。

At the same time, we continue to rebalance our priorities as we hear from customers and as we look at our resourcing. One of our advantages, I would say, is having a large investment in R&D, which is quite unique, is we're able to move those resources around a little bit more fluidly than other companies may be. So we continue to innovate. We have a lot of new products that we've built over the last couple of years, and we continue to work with customers in testing things like Jira Product Discovery and Compass and Atlas. And a couple of upcoming ones like (inaudible) is in alpha and beta. Those are examples of ability to ship new things.

與此同時，我們會根據客戶的意見和我們對資源的看法，繼續重新平衡我們的優先事項。我想說的是，我們的優勢之一是在研發方面進行了大量投資，這是非常獨特的，我們能夠比其他公司更流暢地轉移這些資源。所以我們不斷創新。我們在過去幾年中開發了許多新產品，並且我們繼續與客戶合作測試 Jira Product Discovery 和 Compass and Atlas 等產品。一些即將推出的產品，如（聽不清）處於 alpha 和 beta 階段。這些都是交付新事物能力的例子。

At the same time, we continue to deepen our platform investment. And one of the things, as I just mentioned to Gregg's question earlier, when customers move to the cloud, their ability to consume multiple Atlassian products via the platform and connect them together with things like Smart Links or analytics running across them is a huge advantage of the cloud. And that all comes from the innovation and investment in our infrastructure and ability to manage all of that sort of thing.

同時，我們繼續深化平台投入。其中一件事，正如我剛才在 Gregg 的問題中提到的那樣，當客戶遷移到雲端時，他們能夠通過該平台使用多個 Atlassian 產品並將它們與諸如智能鏈接或跨它們運行的分析之類的東西連接在一起，這是一個巨大的優勢的雲。而這一切都來自於我們對基礎設施的創新和投資，以及管理所有此類事情的能力。

At the same time, innovation doesn't just come in new product form. So we continue to work on the big enterprise aspects of our cloud in terms of scale and performance, in terms of accessibility. As you said, this roll out new data residency regions this month, and we continue to work with our customers on what regions they want to see us data resident remain, things like BaFin and HIPAA and all sorts of the acronym soup that comes with the enterprise. So those are all examples of where we spend our R&D dollars to continue to try to innovate on the things that customers want and are looking for. At the same time, we're obviously responsive to the environment that we exist in (inaudible).

同時，創新不僅僅來自新產品形式。因此，我們繼續在規模和性能以及可訪問性方面致力於雲的大型企業方面。正如您所說，這將在本月推出新的數據駐留區域，我們將繼續與我們的客戶合作，了解他們希望看到我們的數據駐留在哪些區域，例如 BaFin 和 HIPAA 以及隨附的各種首字母縮寫詞湯企業。因此，這些都是我們花費研發資金繼續嘗試創新客戶想要和正在尋找的東西的例子。與此同時，我們顯然對我們所處的環境做出了反應（聽不清）。

Your next question comes from Michael Turrin from Wells Fargo Securities.

您的下一個問題來自富國銀行證券公司的 Michael Turrin。

On the cloud targets, can you just expand on what goes into the new range and what makes that the right range going forward? There's some useful language in the letter just around some assumptions that the macro worsened in the second half of the fiscal year. So maybe just what those impacts are, what gets worse. And the letter calls out December as especially pronounced. I'm just curious if there's anything you can say on whether those trends held consistent in January or if things are getting worse or better. Any color there as we're just kind of sorting through everything that's going on is helpful.

在雲目標上，您能否擴展新範圍內的內容以及使該範圍成為正確範圍的原因？信中有一些有用的語言圍繞著宏觀經濟在本財年下半年惡化的一些假設。所以也許正是這些影響是什麼，什麼變得更糟。這封信特別強調了 12 月。我只是想知道，對於這些趨勢在 1 月份是否保持一致，或者情況是變得更糟還是更好，您是否有什麼可以說的。那裡的任何顏色都是有幫助的，因為我們只是對正在發生的一切進行分類。

Yes. Thanks, Michael. This is Joe. We did take a fundamental change from our prior cloud guide in the prior quarter in that we have 3 months more of data points, including December, which you mentioned, and we have a much clearer picture of the trend line. And using that, our cloud guidance range assumes the macro environment gets worse in H2. And as a result, the trend lines from H1 continue into H2. You'll also notice we've maintained a 5-point range on that guidance with the low end of that range not only assuming continued weakness in free-to-paid conversions and paid seat expansions that we've seen year-to-date, but also some macro impact areas that have held up really well, frankly, through the first half of FY '23 like churn, upsell and migration. So the rest of the picture is largely in line or better than 3 months ago. In terms of what we've seen in January, I'd say we've incorporated that into the guidance, and it's consistent with the assumptions that formulate the overall approach.

是的。謝謝，邁克爾。這是喬。我們確實對上一季度之前的雲指南進行了根本性改變，因為我們有 3 個月的數據點，包括您提到的 12 月，而且我們對趨勢線有更清晰的了解。使用它，我們的雲指導範圍假設宏觀環境在下半年變得更糟。結果，H1 的趨勢線延續到 H2。您還會注意到，我們在該指導範圍內保持了 5 個百分點的範圍，該範圍的低端不僅假設我們今年迄今看到的免費到付費轉換和付費席位擴展的持續疲軟，還有一些宏觀影響領域，坦率地說，在整個 23 財年上半年，如客戶流失、追加銷售和遷移，這些領域表現得非常好。所以圖片的其餘部分在很大程度上與 3 個月前一致或更好。就我們在 1 月份看到的內容而言，我想說我們已經將其納入指南，並且它與製定整體方法的假設一致。

Your next question comes from Kash Rangan from Goldman Sachs.

你的下一個問題來自高盛的 Kash Rangan。

So we've taken the right step in bringing down the cloud targets. I think it's happened a couple of quarters consecutively. What gives you the confidence -- therefore, how can we get the confidence that we're at the point where we can assess what are the leading indicators for your cloud business? Kind of the rest of the business seems to be in pretty decent shape. Are you seeing any signs of stability at all? It does look like December ended on a slightly worse note than September did and hence the forecast. But what are the leading indicators that you are looking at that we should be looking at for any signs of stabilization that could help us get comfort in the cloud forecast that [have moved on]?

因此，我們在降低雲目標方面採取了正確的步驟。我認為這已經連續發生了幾個季度。是什麼給了您信心——因此，我們如何才能確信我們已經可以評估您的雲業務的領先指標？其他業務似乎都處於相當不錯的狀態。您是否看到任何穩定的跡象？看起來 12 月的收尾情況確實比 9 月略差，因此預測也是如此。但是，您正在查看的領先指標是什麼，我們應該尋找任何穩定跡象，以幫助我們對 [已經繼續] 的雲預測感到欣慰？

Yes, this is Cameron. I'll take that one. So the 2 primary trends that we are seeing today that are headwinds are the free-to-paid conversions that we spoke about in Q1 continuing into Q2. We still see plenty of customers coming to our site, clicking the try button and signing up for free versions of our products. They're just more -- they're converting to paid customers. They're taking out their credit card at a slower rate than what we see in historic trends, and that's definitely continued from Q1 to Q2. But obviously, we can see as forward-looking, we know how many people are signing up for our products. We know the activation rates of those customers. We know they're out there and actively using the free versions of our products. And we're just simply trying to get them to add their 11th and convert to a paid customer.

是的，這是卡梅倫。我會拿那個。因此，我們今天看到的兩個主要逆風趨勢是我們在第一季度談到的免費到付費的轉換，這種趨勢一直持續到第二季度。我們仍然看到大量客戶訪問我們的網站，單擊“試用”按鈕並註冊我們產品的免費版本。他們只是更多——他們正在轉變為付費客戶。他們使用信用卡的速度低於我們在歷史趨勢中看到的速度，而且這種情況肯定會從第一季度持續到第二季度。但顯然，我們可以看到前瞻性，我們知道有多少人正在註冊我們的產品。我們知道這些客戶的激活率。我們知道他們在那裡並積極使用我們產品的免費版本。我們只是想讓他們增加他們的第 11 個並轉換為付費客戶。

On the user expansion side, that's the other major headwind. This is basically people going from 20 users of Jira Software to 30 users of Jira Software. That, too, is another headwind we are seeing. We're seeing that largely slowed down across Q1 and Q2 and became more pronounced in Q2 within our smaller customer base. Once again, we see that in activity rates. We see the people adding their users, and we see that in the overall monthly billing going forward. That said, as we look into this particular quarter compared from Q2 to Q3, we've seen largely big amount of customers that were downloading -- or downgrading from the paid plans down to our free plan. That's largely people going from 11 or 12 users to 10 or 9 users, actually start to subside, and that's become -- come back in January a little bit more positively. So we believe those are still the 2 headwinds that we're looking forward in the second half of the year, and we have plenty of telemetry across our customer segments, geographies, industries and so on to understand if any of those trends are changing going forward.

在用戶擴展方面，這是另一個主要的阻力。這基本上是從 20 個 Jira Software 用戶到 30 個 Jira Software 用戶。這也是我們看到的另一個逆風。我們看到，在第一季度和第二季度，這種情況在很大程度上放緩，並且在第二季度在我們較小的客戶群中變得更加明顯。我們再次在活動率中看到這一點。我們看到人們增加了他們的用戶，並且我們在未來的整體月度賬單中看到了這一點。也就是說，當我們比較第二季度和第三季度的這個特定季度時，我們看到大量客戶正在下載 - 或者從付費計劃降級到我們的免費計劃。這主要是人們從 11 或 12 名用戶增加到 10 或 9 名用戶，實際上開始消退，這已經成為 - 在 1 月份回來時更加積極一些。因此，我們認為這些仍然是我們下半年期待的兩大不利因素，我們在客戶群、地區、行業等方面擁有大量遙測數據，以了解這些趨勢是否正在發生變化向前。

Got it. I mean how close are we to stability in those leading indicators you're looking at, if you have a view? That's it for me.

知道了。我的意思是，如果您有看法，我們離您正在查看的那些領先指標的穩定性還有多遠？對我來說就是這樣。

Listen, there's plenty of variability in the business overall today. On the top of funnel, people coming to our site and converted, I feel they're very stable between Q1 and Q2. The end user growth is much harder to predict, and it might be hard to basically say whether that's going to be leveling out or that we'll see some change in the variability in the future.

聽著，今天的整體業務有很多變化。在漏斗的頂部，人們來到我們的網站並進行了轉化，我覺得他們在第一季度和第二季度之間非常穩定。最終用戶的增長更難預測，而且基本上很難說這是否會趨於平穩，或者我們會在未來看到一些變化。

Your next question comes from Brent Thill from Jefferies.

您的下一個問題來自 Jefferies 的 Brent Thill。

This is Luv Sodha on for Brent Thill. Just wanted to ask -- thank you, Scott, for laying out those top 4 growth priorities going forward. I guess where does Jira Work Management and Atlassian Together rank in those priorities? And what traction have you seen with that product suite?

這是 Brent Thill 的 Luv Sodha。只是想問——斯科特，謝謝你列出了未來的 4 大增長優先事項。我想 Jira Work Management 和 Atlassian Together 在這些優先事項中排在什麼位置？您看到該產品套件有何吸引力？

I can take that one. Look, we maintain incredible bullishness on our position in the work management space. Trello continues to be a monster. Confluence continues to grow really, really strongly. You see that with all of the enterprise improvements in the cloud as well as automation and also to other things we shipped during the quarter. So we're very confident in the overall position we have in work management and especially with its connection to both the software and ITSM spaces as companies increasingly get more digital. It's a very unique position that we play.

我可以拿那個。看，我們對我們在工作管理領域的地位保持著令人難以置信的樂觀。 Trello 仍然是一個怪物。 Confluence 繼續發展得非常非常強勁。您會看到，隨著雲中的所有企業改進以及自動化以及我們在本季度交付的其他東西。因此，我們對我們在工作管理方面的總體地位非常有信心，尤其是隨著公司越來越數字化，它與軟件和 ITSM 空間的聯繫。這是我們扮演的一個非常獨特的位置。

A part of that work management strategy, as you pointed out, is to have multiple leading vectors in terms of Trello, Confluence and Jira Work Management depending on the structure people are looking for and where they're coming from and what they already have. We see great traction for Jira Work Management in terms of usage in people who are heavily into the Jira world already. If you're into the Jira family, you have Jira Software, Jira Service Management. It's an entirely logical step for you to add Jira Work Management. And obviously, it integrates with all the rest of our products very well thanks to the Jira platform and the Atlassian platform.

正如您所指出的，該工作管理策略的一部分是在 Trello、Confluence 和 Jira 工作管理方面擁有多個領先向量，具體取決於人們正在尋找的結構、他們來自哪里以及他們已經擁有什麼。我們看到 Jira Work Management 在已經深入 Jira 世界的人們的使用方面有很大的吸引力。如果您喜歡 Jira 系列，那麼您就擁有 Jira Software、Jira Service Management。添加 Jira Work Management 對您來說是完全合乎邏輯的步驟。顯然，由於 Jira 平台和 Atlassian 平台，它與我們所有其他產品的集成非常好。

It's very early days in that product's evolution. Quite -- we're sort of a year and a bit in, and we continue to work with customers. It's increasingly gratifying to see forms of standardization where people are moving off other project management vendors and collaboration vendors to standardize on Jira and Confluence and the Atlassian suite. And that's why you see us investing in 2 things. One is the platform story, things like Smart Links that I've mentioned beforehand, analytics, automation. Being able to automate across our product set is a big part of what customers are turning to Atlassian for.

該產品的發展還處於早期階段。相當——我們已經有一年多的時間了，我們將繼續與客戶合作。看到標準化的形式越來越令人欣慰，人們正在從其他項目管理供應商和協作供應商轉移到 Jira、Confluence 和 Atlassian 套件上進行標準化。這就是為什麼你看到我們投資於兩件事。一個是平台故事，比如我之前提到的智能鏈接、分析、自動化。能夠在我們的產品集中實現自動化是客戶轉向 Atlassian 的一個重要原因。

And secondly, you mentioned Atlassian Together. For those who are new, again, Atlassian Together is a packaging offering which allows our customers to choose to take Atlassian wall-to-wall for work management in exchange for getting a series of different products, being Jira Work Management, Trello, Confluence and Atlassian Access, all in the one package. It's extremely early days for Atlassian Together, I would say. It is still in beta testing with our customers, but the reception so far has been really good, largely for all the customer reasons that we talked about earlier in terms of the platform and the product set.

其次，您提到了 Atlassian Together。對於那些新手，Atlassian Together 是一種打包產品，它允許我們的客戶選擇全面採用 Atlassian 進行工作管理，以換取一系列不同的產品，包括 Jira Work Management、Trello、Confluence 和Atlassian Access，全部在一個包中。我想說，Atlassian Together 還為時過早。它仍在與我們的客戶進行 Beta 測試，但到目前為止反響非常好，這主要是由於我們之前在平台和產品集方面談到的所有客戶原因。

Your next question comes from Alex Zukin from Wolfe Research.

您的下一個問題來自 Wolfe Research 的 Alex Zukin。

So maybe just a 2-parter. If we look into the trends around cloud revenue growth, is there any way to get a little bit deeper in terms of the exposures for how many -- contextualize just the customers that are coming from the SMB side versus the enterprise side and maybe parse out where the trends got worse or stable in December and January? And then similarly, we picked up some anecdotes of server customers maybe wanting to wait a little bit more closer to the end of their service support date before migrating to either cloud or data center. So I would love to just get a sense of what you guys are seeing there versus a year ago or a quarter ago in terms of your assumptions.

所以也許只是一個 2 夥伴。如果我們研究雲收入增長的趨勢，是否有任何方法可以更深入地了解有多少風險——僅將來自 SMB 端與企業端的客戶背景化，並可能解析出哪裡的趨勢在 12 月和 1 月變得更糟或穩定？然後類似地，我們收集了一些服務器客戶的軼事，這些客戶可能希望在遷移到雲或數據中心之前等待更接近服務支持日期結束的時間。所以我很想了解一下你們在那裡看到的與一年前或一個季度前的假設相比。

Great. Once again, this is Cameron. Happy to dive into both those. So first and foremost on the -- what did we see last quarter when it came down to SMB -- or smaller customer growth versus enterprise. As we've already stated, the primary headwind that we saw more pronounced in Q2 was user expansion within our smaller customers who are largely on monthly contracts or who are moving from monthly down to our free tier. And that was definitely the new piece of information that we saw in Q2. On the other side, our enterprise side of our business remain exceedingly strong with migrations with cross-sell with Jira Service Management and Jira Align as well as our edition upgrade, standard to premium and premium to enterprise offerings, continue to provide very stable growth within our enterprise customer base.

偉大的。再一次，這是卡梅倫。很高興深入了解這兩者。因此，首先也是最重要的是——上個季度我們在 SMB 上看到了什麼——或者說與企業相比客戶增長較小。正如我們已經說過的，我們在第二季度看到的更明顯的主要逆風是我們較小客戶中的用戶擴展，這些客戶主要簽訂月度合同或從月度合同轉向我們的免費套餐。這絕對是我們在第二季度看到的新信息。另一方面，我們的企業業務仍然非常強大，通過與 Jira Service Management 和 Jira Align 的交叉銷售進行遷移，以及我們的版本升級，從標準到高級和高級到企業產品，繼續在內部提供非常穩定的增長我們的企業客戶群。

Obviously, with more than 250,000 customers, we believe that having such a massive customer base, a mix of SMB and enterprise globally across all industries and geographies, is a massive advantage long term for our business as those small businesses become big businesses or more importantly, [as we see] people going from small companies into big companies and bringing the preferred tools and standards with them. And that's been core to the Atlassian strategy for some time.

顯然，我們擁有超過 250,000 名客戶，我們相信擁有如此龐大的客戶群，包括全球所有行業和地區的 SMB 和企業，這對我們的業務來說是一個長期的巨大優勢，因為這些小企業會成為大企業，或者更重要的是，[正如我們所見]人們從小公司進入大公司，並帶來了首選的工具和標準。一段時間以來，這一直是 Atlassian 戰略的核心。

To answer your question on the server side of things, that's more good news. Like as I already mentioned, this whole transition of server customers migrating to either data center or cloud is a multiyear journey. And obviously, the core focus there was to migrate customers to the cloud, and we are largely in line with all of our goals that we have set for migrations ever since we started this journey a couple of years ago. However, when we did this, whenever you announce an end of life of a product, we know we're going to lose some customers through the transition. And the good news here is over the last couple of years, we've seen an increasing number of customers move to data center, and you see that in the numbers, but as well as many of the customers staying on server higher -- for longer than we expected.

要在服務器端回答您的問題，這是個好消息。正如我已經提到的，服務器客戶遷移到數據中心或云的整個過渡是一個多年的過程。顯然，核心重點是將客戶遷移到雲端，而且我們在很大程度上符合我們自幾年前開始這一旅程以來為遷移設定的所有目標。但是，當我們這樣做時，每當您宣布產品生命週期結束時，我們就知道我們將在過渡期間失去一些客戶。好消息是在過去的幾年裡，我們看到越來越多的客戶轉向數據中心，你可以從數字中看到這一點，但還有許多客戶留在服務器上的時間更高——因為比我們預期的要長。

That's actually a good thing. I see that customers will continue to go [all the way] until February 2024 before they're going to choose going to cloud or going to data center. But overall, it shows our ability to retain our customers, shows how sticky our products are and shows how mission-critical our applications are going forward. And as I mentioned, whether the customer chooses server to data center or server to cloud, all of that shows future investment within Atlassian and commitment to our products. And I feel increasingly confident in our ability to get those customers to the cloud over the long term regardless.

這實際上是一件好事。我看到客戶將繼續 [一直] 到 2024 年 2 月，然後他們才會選擇進入雲端或進入數據中心。但總的來說，它顯示了我們留住客戶的能力，顯示了我們產品的粘性以及我們應用程序的關鍵任務。正如我所提到的，無論客戶選擇服務器到數據中心還是服務器到雲，所有這些都表明了未來對 Atlassian 的投資以及對我們產品的承諾。無論如何，我對我們讓這些客戶長期使用雲的能力越來越有信心。

Perfect. And maybe just a small, small follow-up. But Cam, is it possible to -- is that percentage of SMB-enterprise for cloud, is that 50-50? Is it -- from a revenue basis, is it much more weighted towards SMB than enterprise? Any kind of quantification there?

完美的。也許只是一個很小的後續行動。但是 Cam，是否有可能 - 雲計算的 SMB 企業百分比是 50-50？從收入的角度來看，SMB 比企業更受重視嗎？那裡有任何量化嗎？

Yes, we do not break out the split of SMB versus enterprise. As I mentioned before, the one uptick in headwinds we saw in Q2 was the SMB user expansion. Our enterprise business continues to remain strong.

是的，我們沒有打破 SMB 與企業的分裂。正如我之前提到的，我們在第二季度看到的不利因素之一是 SMB 用戶的擴張。我們的企業業務繼續保持強勁。

Your next question comes from Michael Turits from KeyBanc.

您的下一個問題來自 KeyBanc 的 Michael Turits。

I think I'll just take a question regarding developer headcount because obviously, there's been large numbers of headcount cuts in tech. For the most part, you don't hear any discussion of it being better or worse for development engineering. But what are you seeing out there since where you came from is still on developer side? What are you seeing in terms of you are selling into that user case of the development team? Is that getting impacted the same or disproportionately than others as people maybe slow down on new development projects, if that's what we're seeing?

我想我只想問一個關於開發人員人數的問題，因為很明顯，技術部門裁員人數很多。在大多數情況下，您不會聽到任何關於開發工程更好或更壞的討論。但是你看到了什麼，因為你來自哪裡仍然在開發人員方面？您對開發團隊的用戶案例有何看法？如果我們看到的是人們在新開發項目上放慢速度，那麼這種影響是否與其他人一樣或不成比例？

Yes, we've taken -- so as I mentioned, back to the one primary headwind we have seen that was different in Q2, which is user expansion within our smaller customer base, when we look into that, there's no competitive differentiation. There's no competitive dynamic that's changed. So it's not like people are choosing other options or turning to other products that we see that's some new competitive offering. It's largely these customers slowing down their hiring, potentially trying to consolidate some of their licensing and [remove] software that [differs over] the last couple of years. But we believe long term, technology is still a major driver of growth across many different companies in many different industries and that, that will only continue to grow across all geographies.

是的，我們已經採取了 - 正如我提到的那樣，回到我們看到的第二季度不同的一個主要逆風，即我們較小客戶群中的用戶擴展，當我們調查時，沒有競爭差異。沒有改變的競爭動態。因此，這並不是說人們正在選擇其他選項或轉向我們認為這是一些新的競爭產品的其他產品。主要是這些客戶放慢了他們的招聘速度，可能會試圖整合他們的一些許可並 [刪除] 過去幾年 [不同] 的軟件。但我們相信，從長遠來看，技術仍然是許多不同行業的許多不同公司增長的主要驅動力，而且只會在所有地區繼續增長。

So we look across our entire customer base. We see it's not just the tech and/or engineering-focused companies, but it's in the companies in every industry. Every geography have adopted technology. And we see that why, whenever we look at these trends that are happening, that happens broadly across all these different customer base. So long term, we believe, is there going to be more technology, more developers in the future that are going to use our products to get their work done and collaborate with the rest of the business? Absolutely, and we are set up with our multiple offerings to take advantage of that growth.

因此，我們著眼於整個客戶群。我們看到它不僅是專注於技術和/或工程的公司，而且存在於每個行業的公司中。每個地區都採用了技術。我們明白了為什麼，每當我們看到這些正在發生的趨勢時，都會在所有這些不同的客戶群中廣泛發生。我們相信，從長遠來看，未來是否會有更多的技術、更多的開發人員使用我們的產品來完成他們的工作並與其他業務部門協作？當然可以，我們已經準備好提供多種產品以利用這種增長。

Okay. But no relative difference in the decel between serving teams for software developers versus -- for IT versus for work for enterprise for business? Is that correct?

好的。但是，為軟件開發人員服務的團隊與為 IT 服務的團隊以及為企業為企業服務的團隊之間的減速沒有相對差異嗎？那是對的嗎？

Yes, it's Scott. I can chime in, Michael, on that one. Look, just a reminder, we always started early on serving just the developer in an organization, the person writing code. We've long been around helping those developers collaborate with the rest of the organization. And so I believe -- our latest number is something like 1/4 of the users in Jira Software are developers writing code, and the rest of it is your product managers, all the way through to designers. And we -- a lot of our benefit we get especially coordinating the work of the broader software and technology organizations was through our ITSM offering that now goes broader into the IT teams out there. And so whilst we -- sort of core of what we do is helping developers. Like the broader problem we solve is actually how people get work done across their organizations. And that's, I think, where we remain strong versus maybe point development products that are really just for developers.

是的，是斯科特。邁克爾，我可以插話。看，提醒一下，我們總是很早就開始為組織中的開發人員服務，即編寫代碼的人。長期以來，我們一直致力於幫助這些開發人員與組織的其他部門協作。所以我相信——我們的最新數字大約是 Jira Software 中 1/4 的用戶是編寫代碼的開發人員，其餘是您的產品經理，一直到設計師。我們 - 我們獲得的很多好處，特別是協調更廣泛的軟件和技術組織的工作，是通過我們的 ITSM 產品獲得的，該產品現在更廣泛地進入了那裡的 IT 團隊。因此，雖然我們 - 我們所做的核心工作是幫助開發人員。就像我們解決的更廣泛的問題一樣，實際上是人們如何在他們的組織中完成工作。我認為，這就是我們保持強大的地方，而不是真正只為開發人員提供的點開發產品。

And the other part is, just to echo Cameron, is that no one -- it's still early in the days of layoffs and other things of other companies, but I haven't heard that these developers are not getting other jobs elsewhere. What I'm finding is those companies that struggled to hire developers previously are now able to pick up people where they couldn't before. And so I think that's further proof points that development is not -- and software more broadly is not going anywhere with the long-term trend. And so, yes, there'll be certain bumps up and down as we've seen. [But there's no way you'll find] developers sitting on an unemployment line for very long just because the long-term trend is more and more software.

另一部分是，只是為了回應卡梅倫，沒有人 - 現在還處於其他公司裁員和其他事情的早期階段，但我還沒有聽說這些開發人員沒有在其他地方找到其他工作。我發現，那些以前在招聘開發人員方面苦苦掙扎的公司現在能夠在以前招聘不到的地方招聘到人才。因此，我認為這進一步證明了開發不是——更廣泛地說，軟件不會隨著長期趨勢而發展。所以，是的，正如我們所看到的那樣，會有一些上下顛簸。 [但你不會發現] 開發人員長期處於失業線上，只是因為長期趨勢是越來越多的軟件。

Your next question comes from Arjun Bhatia from William Blair.

你的下一個問題來自威廉布萊爾的 Arjun Bhatia。

I wanted to touch on JSM and the ITSM opportunity. You certainly talked about that a lot in the shareholder letter. And from what we can pick up, there's a lot of customer partner excitement about the product. How do the capabilities that you've developed with JSM compare to some of the larger incumbents that are in that market? And as you are increasingly selling JSM, how are you positioning it to larger enterprise customers that may already have an ITSM solution in place?

我想談談 JSM 和 ITSM 機會。你在股東信中肯定談到了很多。從我們可以了解到的情況來看，有很多客戶合作夥伴對該產品感到興奮。您使用 JSM 開發的功能與該市場中一些較大的現有公司相比如何？隨著您越來越多地銷售 JSM，您如何將其定位到可能已經擁有 ITSM 解決方案的大型企業客戶？

Thanks, Arjun. That's a great question. We built our ITSM solution in 3 areas that remain the reasons why our customers buy it. One is that it is like a consumer-like offering out there, and people will choose to use something else at the back end and install JSM at the front end because of its consumer-like offering. And so in some situations in very large organizations, we find coexistence with existing solutions where we get put in at the front end to all systems there. I guess that's just sort of proof point that's a great advantage for us. The second is our time to value, and that time to value means that we can target the Fortune 500,000 with our solutions, whereas many of our competitors target the enterprise -- target a much smaller subset in like you're willing to pay for the financial services in the 6- to 12-month onboarding and all the stuff that goes along with that. And so that's our second value prop.

謝謝，阿瓊。這是一個很好的問題。我們在 3 個領域構建了我們的 ITSM 解決方案，這仍然是我們的客戶購買它的原因。一是它就像一個類似消費者的產品，人們會選擇在後端使用其他東西並在前端安裝 JSM，因為它有類似消費者的產品。因此，在非常大的組織中的某些情況下，我們發現與現有解決方案共存，我們被置於那裡所有系統的前端。我想這只是證明點，對我們來說是一個很大的優勢。第二個是我們的價值時間，價值時間意味著我們可以用我們的解決方案瞄準財富 500,000 強，而我們的許多競爭對手都以企業為目標——目標是一個小得多的子集，就像你願意為6 到 12 個月的入職培訓中的金融服務以及隨之而來的所有內容。所以這是我們的第二個價值支柱。

And the third value prop for us is that we bring IT and development closer together, and no one else can say that. And again, that's been the history of our long association with our developers work and deep integration with all of their tools. And so our approach to this market is a long-term one. We're not aiming to go take the largest customers in this IT market to start with because if you did that, you end up with a check box feature delivery mechanism where you need to check every box in order to switch something out. And that's not the approach we want. We want to build a product that is loved by people long term and serve the Fortune 500,000.

對我們來說，第三個價值支柱是我們將 IT 和開發更緊密地結合在一起，沒有其他人可以這麼說。再一次，這就是我們與開發人員長期合作的歷史，以及與他們所有工具的深度集成。因此，我們對這個市場的態度是長期的。我們的目標不是從這個 IT 市場中最大的客戶開始，因為如果你這樣做，你最終會得到一個複選框功能交付機制，你需要選中每個框才能切換出某些東西。這不是我們想要的方法。我們要打造一款長期受人們喜愛的產品，服務於財富50萬。

And so looking at the largest of instances, we find a coexistence where people want the things that we can bring that the incumbents can't, but they haven't got the bandwidth or -- and the desire to break out some of the core systems that those large incumbents provide. In other cases, we just don't operate in that space at all. But we're very happy with the small/mid-market sales that we make and the coexistence in those large areas. And for us, it's a long-term game, and we believe those 3 advantages will play out over time.

因此，從最大的例子來看，我們發現了一種共存，人們想要我們可以帶來的東西，而現任者不能，但他們沒有帶寬，或者 - 以及打破一些核心的願望那些大公司提供的系統。在其他情況下，我們根本不在那個空間內運作。但我們對我們所做的小型/中型市場銷售以及在這些大型地區的共存感到非常滿意。對我們來說，這是一個長期的遊戲，我們相信這 3 個優勢會隨著時間的推移而發揮出來。

I'll just add a couple of other items just from our go-to-market side of the house because obviously, we've espoused the benefits of Jira Service Management for some time. But even in the last month, we've taken advantage actually of like, listen, there is macroeconomic uncertainty. People are trying to save money. In Jira Service Management, we actually increased the entry level from 3 agents for free to 10 agents for free, which actually is for -- like if you think about it, a company of 200 people will largely have 10 agents at most. So we are helping really get many, many, many of our existing customers or new customers coming in the door to start using Jira Service Management [in anger] at no cost whatsoever. And of course, over time, we will continue to get them to upgrade to paid plans or move to premium versions of our products. So once again, in this downturn, we're taking advantage to capture market share.

我只想添加一些來自我們進入市場方面的其他項目，因為很明顯，我們已經擁護 Jira 服務管理的好處一段時間了。但即使在上個月，我們實際上也利用了宏觀經濟的不確定性。人們正在努力省錢。在 Jira Service Management 中，我們實際上將入門級別從 3 個免費代理人增加到 10 個免費代理人，這實際上是為了——如果你想一想，一家 200 人的公司基本上最多只有 10 個代理人。因此，我們真正幫助許多現有客戶或新客戶免費開始使用 Jira Service Management [憤怒地]。當然，隨著時間的推移，我們將繼續讓他們升級到付費計劃或轉向我們產品的高級版本。因此，在這次低迷時期，我們再次利用優勢奪取市場份額。

And then on the larger side of the house, like while we absolutely go into, hey, how do we start at a team or in a department, how -- where can we basically help companies to be a little bit more nimble, a little bit more fast and not have to think about it, ripping and replacing the entire IT platform, that's been our primary strategy. However, there are many companies out there that are trying to save money, trying to consolidate spend. And Jira Service Management is a massive savings compared to many of the alternatives in the industry, and we give a great compelling offering for customers to move to. So we've seen those strategies across the board pay off in the recent quarters.

然後在更大的範圍內，就像我們完全進入，嘿，我們如何從一個團隊或一個部門開始，我們如何——我們基本上可以在哪裡幫助公司變得更靈活一點，一點點更快一點，不必考慮，撕掉並更換整個 IT 平台，這是我們的主要策略。然而，有許多公司正在努力省錢，努力整合支出。與行業中的許多替代方案相比，Jira Service Management 節省了大量資金，我們為客戶提供了極具吸引力的產品。因此，我們已經看到這些策略在最近幾個季度得到了全面的回報。

Your next question comes from Ryan MacWilliam from Barclays.

你的下一個問題來自巴克萊銀行的 Ryan MacWilliam。

So data center continues to gain share as a percentage of your sales. Are you seeing stronger-than-expected migrations to data center instead of cloud at this point? And what is driving the commentary for moderating data center growth in the second half?

因此，數據中心在您的銷售額中所佔的份額繼續增加。您是否看到此時向數據中心而不是雲的遷移比預期的要強？是什麼推動了下半年數據中心增長放緩的評論？

This is Cameron again. And yes, data center is a fantastic offering. I just have to say that. There's a reason people use data center. It provides the scale, mission criticality of performance that many of our customers demand, especially in many of our largest enterprise customers. As I mentioned prior, this is all about a multiyear journey away from server and to cloud and data center. And we've been making cloud the primary destination for these customers, and we've been seeing those migration rates to cloud hitting very much in line with our expectations. However, many of the customers that potentially we might have [seen, say, on] server longer or potentially go to alternative solutions are choosing data centers. So we have seen data center continue to be an increasing space of demand for many of our server customers in the interim.

這又是卡梅倫。是的，數據中心是一個很棒的產品。我只能這麼說。人們使用數據中心是有原因的。它提供了我們許多客戶（尤其是我們許多最大的企業客戶）所需的規模和關鍵任務性能。正如我之前提到的，這一切都是關於從服務器到雲和數據中心的多年旅程。我們一直在使云成為這些客戶的主要目的地，我們已經看到這些遷移到雲的速度非常符合我們的預期。但是，我們可能 [在] 服務器上 [看到，說，] 更長時間或可能轉向替代解決方案的許多客戶正在選擇數據中心。因此，在此期間，我們看到數據中心繼續成為我們許多服務器客戶不斷增長的需求空間。

But I also need to call out that the path from server to data center is not a dead end. We treat -- continue to see many people moving from data center to cloud. In fact, half of our migrated paid seats that go from on-premises come from data center customers to the cloud. So we see this as just a moving to data center is a great thing. It's a future investment in Atlassian. It's more commitment to our products and absolutely sets us up for future cloud migrations in the years to come.

但我還需要指出，從服務器到數據中心的路徑並不是死胡同。我們對待 - 繼續看到許多人從數據中心轉移到雲。事實上，我們從本地遷移的付費席位中有一半來自數據中心客戶到雲端。所以我們認為這只是遷移到數據中心是一件好事。這是對 Atlassian 的未來投資。這是對我們產品的更多承諾，絕對讓我們為未來幾年的雲遷移做好準備。

And then, Ryan, to take the second part of your question, in terms of the guide, we continue to expect data center revenue growth to moderate in H2. That's primarily because we're lapping some of the event-driven growth in the prior year. I would also highlight, though, our outlook is better than we expected 3 months ago driven by the strong Q2 billings performance that we saw. And then lastly, it's always good to remind everyone that data center revenue growth can be volatile given the portion of upfront revenue recognition in DC sales. So as you think about the DC business performance, keep that in mind as well as some of the pricing changes that are being implemented this month.

然後，Ryan，就指南而言，就你的問題的第二部分而言，我們繼續預計下半年數據中心收入增長將放緩。這主要是因為我們正在研究前一年的一些事件驅動的增長。不過，我還要強調，在我們看到的強勁的第二季度賬單表現的推動下，我們的前景好於 3 個月前的預期。最後，提醒大家數據中心收入增長可能會波動，因為 DC 銷售中的前期收入確認部分總是好的。因此，當您考慮 DC 業務績效時，請記住這一點以及本月實施的一些定價變化。

Your next question comes from Ittai Kidron from Oppenheimer.

你的下一個問題來自奧本海默的 Ittai Kidron。

I want to go back to work management. At the last Investor Day, this was 1 of the 3 key pillars of growth for you going forward and not mentioned even once in your press release, which I find quite strange. Can you -- outside of Confluence, can you talk about the rest of the portfolio there? Would it be fair to say that growth over there is perhaps underwhelming, that competitively, you're not getting the win rates that you'd like to see against and the Asanas and the mondays of the world? Help me understand why such an important area of investment growth is not mentioned even once in your press release.

我想回去工作管理。在上一個投資者日，這是你們未來增長的 3 個關鍵支柱之一，但在你們的新聞稿中一次也沒有提到，我覺得這很奇怪。你能——在 Confluence 之外，你能談談那裡的其餘投資組合嗎？公平地說，那裡的增長可能令人印象深刻，競爭激烈，你沒有獲得你希望看到的勝率以及世界上的體式和星期一？幫助我理解為什麼在您的新聞稿中一次也沒有提到如此重要的投資增長領域。

Yes, Ittai, Mike here. No, I wouldn't be curious at all. Look, I think we're incredibly bullish on work management. So to your (inaudible) there, I don't think so. I would say it's at a different point in its life cycle as a market currently to where ITSM is, which is why you've seen us calling that out particularly in the press release. There are no favorite children at Atlassian, don't worry. Atlas is doing really well, right, but it's a very new product. We always say it takes 2, 3, 4, 5 years to build a great product and a franchise, and we are patient, long-term investors towards doing that. Everything in work management is targeted towards the Fortune 500,000.

是的，Ittai，這裡是 Mike。不，我一點也不會好奇。看，我認為我們非常看好工作管理。所以對於你的（聽不清），我不這麼認為。我會說它在其生命週期中處於不同的階段，作為目前的 ITSM 市場，這就是為什麼你看到我們特別在新聞稿中提到這一點。 Atlassian 沒有最喜歡的孩子，不用擔心。 Atlas 確實做得很好，對吧，但它是一個非常新的產品。我們總是說打造一個偉大的產品和特許經營權需要 2、3、4、5 年的時間，我們對這樣做很有耐心，是長期投資者。工作管理中的一切都是針對財富 50 萬的。

So Atlas and Jira Work Management, both of which are our newest offerings in that space, it's early in their journey. I can't say that enough, but we're pretty bullish. Both Scott and I have been around 2 decades now and have seen plenty of 1.0 products and 1.1 products and 2.0 products and understand how product S-curves of adoption work in our customer base. And so we are working diligently on that, and both the teams are working really hard there. Confluence continues to go from strength to strength. It's always been a shining light in the Atlassian portfolio and continues to be so. So it doesn't mean from the press release or anything else that we aren't there.

因此，Atlas 和 Jira Work Management 都是我們在該領域的最新產品，它們還處於早期階段。我不能說足夠多，但我們非常看好。 Scott 和我現在已經工作了大約 2 年，已經看到了大量的 1.0 產品、1.1 產品和 2.0 產品，並且了解產品採用 S 曲線如何在我們的客戶群中發揮作用。所以我們正在為此努力工作，兩個團隊都在努力工作。 Confluence 不斷壯大。它一直是 Atlassian 產品組合中的一盞明燈，並將繼續如此。因此，從新聞稿或其他任何內容來看，這並不意味著我們不在場。

Again, we continue to get analyst recommendations and plaudits in various different waves and charts and all the different bits and pieces there. And we continue to get great encouragement from our customers that we are the only work management vendor at scale, and we're one of the largest scale work management vendors out there, that combines their technical and nontechnical teams. This is increasingly a challenge for customers as they look across all sorts of different work that they're trying to manage. Just as Cameron and Scott were talking about ITSM being close to the modern ways of operating DevOps and DevSecOps and everything else, same with work management, how do you get your marketing and finance and business teams closer to your engineering and operations teams. That's a huge strength of ours and the area that we continue to do well from.

同樣，我們繼續在各種不同的波浪和圖表以及那裡的所有不同點點滴滴中獲得分析師的建議和喝彩。我們繼續從我們的客戶那裡得到極大的鼓勵，我們是唯一一家大規模的工作管理供應商，我們是那裡規模最大的工作管理供應商之一，結合了他們的技術和非技術團隊。這對客戶來說越來越成為一個挑戰，因為他們會審視他們試圖管理的各種不同的工作。正如 Cameron 和 Scott 談論 ITSM 接近現代操作 DevOps 和 DevSecOps 的方式以及其他一切，與工作管理一樣，您如何讓您的營銷和財務以及業務團隊更接近您的工程和運營團隊。這是我們的巨大優勢，也是我們繼續做得很好的領域。

Can I just chime in there, Ittai, just before we move on? Because one thing we try to do -- we've got so much great news at Atlassian, and one thing we try to do with our shareholder letters is focus on 1 of our 3 markets at a time. And so last quarter, we focused entirely on work management, and this quarter, we chose another market. And so hopefully, we don't -- we continue doing that. But what we really wanted to do is go deeper on one market at a time to help educate you, our investors. And so I have to say -- I want to get that across to people who maybe next quarter, [these people will essentially -- they do try out] something else and -- but that was the intent behind it. And again, things like Forrester Wave for collaborative work highlighted we're a strong performer in our press release and so forth. But our intent is to go deep once a quarter with one market.

Ittai，在我們繼續之前，我可以插嘴嗎？因為我們試圖做的一件事——我們在 Atlassian 得到了很多好消息，而我們試圖通過股東信件做的一件事是一次專注於我們三個市場中的一個。所以上個季度，我們完全專注於工作管理，而這個季度，我們選擇了另一個市場。所以希望我們不會——我們會繼續這樣做。但我們真正想做的是一次深入一個市場，以幫助教育您，我們的投資者。所以我不得不說——我想把它傳達給可能下個季度的人，[這些人基本上——他們確實會嘗試]別的東西——但這就是它背後的意圖。再一次，Forrester Wave 之類的協作工作強調了我們在新聞稿等方面表現出色。但我們的目的是每季度深入一個市場。

Your next question comes from [Cindy Francis] from Citi.

你的下一個問題來自花旗的 [Cindy Francis]。

It's Fatima Boolani from Citi. Either for Joe or Cameron, I wanted to ask a broader question about your pricing strategy. So we appreciate you've been very consistent and transparent with your pricing increases in the base as it relates the server offerings and related maintenance offerings as well as data center and data center maintenance. But I'm curious to get your perspective on what type of customer feedback you're getting clearly because we're kind of in a different state of the market environment and the macro environment. So I wanted to assess if there's maybe potential fatigue from customers in terms of the discussions you're having on this front as you take prices up. And as a related matter, if you raise the floor on the pricing on these predecessors or form factors relative to cloud, why is it that we're not necessarily seeing a more pronounced follow-through in cloud migration?

我是花旗銀行的 Fatima Boolani。對於 Joe 或 Cameron，我想問一個關於你們定價策略的更廣泛的問題。因此，我們感謝您對基礎價格的上漲非常一致和透明，因為它涉及服務器產品和相關維護產品以及數據中心和數據中心維護。但我很想知道您對您清楚地獲得哪種類型的客戶反饋的看法，因為我們處於不同的市場環境和宏觀環境狀態。因此，我想評估在您提價時在這方面進行的討論是否可能讓客戶感到疲倦。作為一個相關問題，如果你提高了這些前輩的定價底線或與雲相關的外形因素，為什麼我們不一定會看到雲遷移中更明顯的跟進？

This is Cameron and happy to talk about pricing strategy. It is a large portion of my day. So effectively, I think you nailed one of the key points is consistency. Largely, we've been very consistent in the last few years in the size, quantum and timing of both our cloud price increases as well as our server and data center price increases. And that actually is to our advantage. Many of our customers understand. They expect and they budget ahead of those pricing. You also realize from a macro pricing perspective, Atlassian, our overall strategy is still to be the value leader that we are, when you look to potential alternatives that are close to the feature comparison, we are a fraction of the price of those competitors. So we always maintain that from that perspective.

我是卡梅倫，很高興談論定價策略。這是我一天的大部分時間。如此有效，我認為你抓住了關鍵點之一是一致性。在很大程度上，過去幾年我們在雲價格上漲以及服務器和數據中心價格上漲的規模、數量和時間方面一直非常一致。這實際上對我們有利。我們的許多客戶都明白。他們期望並在這些定價之前進行預算。您還從宏觀定價的角度意識到，Atlassian，我們的總體戰略仍然是我們現在的價值領導者，當您尋找與功能比較接近的潛在替代品時，我們的價格只是那些競爭對手的一小部分。所以我們總是從那個角度維護這一點。

I will be perfectly honest. Going into this fiscal year and planning out our price increases, the cloud price increases in October and the server/data center price increases in February, that I had my concerns. I've met with many of my customer-facing teams, our renewal teams and so on to discuss how we were going to address potential customer feedback and of course, how we're going to plan and address that. I am very happy to say that actually, the price increases that we've done recently, both in October and now, actually, it had no material different feedback from our customers than we've seen in previous years. So I have to say that that's a very big positive for us right now and once again shows the value that our products deliver.

我會非常誠實。進入本財年併計劃我們的價格上漲，10 月份的雲價格上漲和 2 月份的服務器/數據中心價格上漲，我有我的擔憂。我會見了我的許多面向客戶的團隊、我們的更新團隊等等，討論我們將如何處理潛在的客戶反饋，當然還有我們將如何計劃和解決這個問題。我很高興地說，實際上，我們最近在 10 月和現在所做的價格上漲，實際上，我們的客戶反饋與往年沒有實質性不同。所以我不得不說，這對我們現在來說是一個非常大的積極因素，並再次顯示了我們產品所提供的價值。

On your next piece is, well, hey, you're doing these price increases. You're doing larger price increases on your server and data center products to, effectively, more incentivize the customers to choose cloud. And I have to say, actually, that is driving exactly what we've expected on our cloud migrations. And that's why our cloud migrations are going -- driving that 10% growth that we've communicated over and again. However, whenever we do a price increase on, say, server or data center, we also see customers having the option to go, "Hey, you know what? We are thinking about data center. Well, now is a very, very good time. Let's do that before that price increase goes fully effective, and we'll see that uptick as well." That's really impossible to understand exactly those dynamics of who's going to choose cloud or data center through all of that.

在你的下一篇文章中，嗯，嘿，你正在做這些價格上漲。您正在對您的服務器和數據中心產品進行更大的價格上漲，以更有效地激勵客戶選擇雲。我不得不說，實際上，這正在推動我們對雲遷移的預期。這就是我們進行雲遷移的原因——推動我們反复傳達的 10% 的增長。然而，每當我們在服務器或數據中心等方面提價時，我們也會看到客戶可以選擇“嘿，你知道嗎？我們正在考慮數據中心。好吧，現在是一個非常非常好的時間。讓我們在價格上漲完全生效之前做到這一點，我們也會看到價格上漲。”要準確了解誰將通過所有這些選擇雲或數據中心的那些動態，真的是不可能的。

But in general, what we have seen overall is much more customers sticking with us, either choosing to renew server or move to data center or move to cloud, than we originally expected when we started this journey a couple of years ago. So overall, no major pushback on our pricing strategy, and our pricing strategy is delivering exactly what we engineered it to do, which is to incentivize our customers to choose cloud.

但總的來說，我們看到的總體情況是，與我們幾年前開始這一旅程時最初預期的相比，有更多的客戶選擇更新服務器、遷移到數據中心或遷移到雲。因此，總的來說，我們的定價策略沒有重大阻力，我們的定價策略正是在提供我們設計它要做的事情，即激勵我們的客戶選擇雲。

Your next question comes from Peter Weed from Bernstein.

你的下一個問題來自 Bernstein 的 Peter Weed。

Going to piece together a couple of comments that you've made so far and see, number one, if I'm understanding this and what the implications might be. Correct me if I'm wrong, but it sounds like more of the headcount headwinds that you've been seeing are really more on the nontechnical side. I think you had a good case around developers are finding jobs easily and the strength in JSM and things like IT suggesting strength there. So correct me if I'm wrong that that's where more the headcount headwinds are on the more nontechnical side.

將您到目前為止發表的幾條評論拼湊起來，看看，第一，我是否理解這一點以及可能產生的影響。如果我錯了，請糾正我，但聽起來你所看到的更多的員工人數逆風實際上更多是在非技術方面。我認為你有一個很好的案例，關於開發人員很容易找到工作，並且 JSM 和 IT 等方面的優勢表明了那裡的優勢。因此，如果我錯了，請糾正我，那就是更多的員工人數逆風更多地出現在非技術方面。

And then I'm trying to square that with what I have considered to be a very understandable story for these nontechnical people being a very natural and important part of delivering products. What are you seeing that's driving the weakness in those employees and how your customers are working? Are they changing how they work? And what confidence do you have that after this macro, they're going to go back to having the scale of teams that they might have had before on the nontechnical side that will bring back the growth on that side of the business?

然後我試圖將其與我認為是非常容易理解的故事相比較，因為這些非技術人員是交付產品的一個非常自然和重要的部分。您看到什麼導致了這些員工的弱點以及您的客戶如何工作？他們正在改變他們的工作方式嗎？在這個宏觀之後，你有什麼信心，他們將回到他們以前在非技術方面可能擁有的團隊規模，這將帶來業務那方面的增長？

Peter, it's Scott here. And I think what you're asking is, hey, look, there's a lot of tailwind behind software over the last couple of years. What does the future look like in those areas? And I get confidence around Atlassian for a whole bunch of reasons. One is that software, as a general category, ain't going anywhere. Like it's in every area, whether it's cars or it's delivery or the AI/ML -- [chat] AI and stuff like that, that's all going to affect every [trade that we do]. Like all those innovations are going to require software developers. And so there's a macro time, like, yes, people are rebalancing their software teams at the moment. But the long-term trend is strong, but like there can be more and more people there.

彼得，我是斯科特。我想你問的是，嘿，看，在過去的幾年裡，軟件背後有很多順風。這些領域的未來會是什麼樣子？由於一大堆原因，我對 Atlassian 充滿信心。一個是軟件，作為一個一般類別，不會去任何地方。就像它在每個領域一樣，無論是汽車、交付還是 AI/ML——[聊天] AI 和類似的東西，都會影響每一個 [我們所做的交易]。就像所有這些創新一樣，都需要軟件開發人員。所以有一個宏觀時間，就像，是的，人們現在正在重新平衡他們的軟件團隊。但是長期趨勢是強勁的，但是那裡的人可能會越來越多。

Two is that because Atlassian helps connect the entire organization to get work done and we help, basically, move work forward across the entire organization, we are not beholden to just the R&D headcount. And so as companies [embrace] all the people involved with technical areas or nontechnical areas, we are there to help them collaborate. And so that helps me do well. Also, if you look at our penetration inside companies, our largest accounts, our smallest accounts, like we still have large seat increases. Like we're very well penetrated in the organization. And so I get confidence that over time, our seats per customer will go up, and we're not in any sort of point of saturation there.

二是因為 Atlassian 幫助連接整個組織以完成工作，而我們基本上幫助推動整個組織的工作，我們不僅僅受制於研發人數。因此，當公司 [擁抱] 所有涉及技術領域或非技術領域的人時，我們會幫助他們協作。所以這有助於我做得很好。另外，如果你看看我們在公司內部的滲透率，我們最大的客戶，我們最小的客戶，就像我們仍然有很大的席位增加一樣。就像我們在組織中滲透得很好一樣。所以我有信心，隨著時間的推移，我們每個客戶的座位會增加，而且我們不會在那里處於任何飽和點。

And lastly, if you look at the products, like our product customer or product [seat] is still relatively low compared to the opportunity we have ahead of us. And so we've always tried to focus on not the things that do change but the things that don't change over the long term, which I know Jeff Bezos talked about at Amazon, that's something they are focused on is focus on things -- on investments on areas that don't change. And teamwork and humans working together is a problem that's always going to exist over the long term, and that's where our investments have been. So I can't predict the next 18 months what these look like in the broader macro economy, but I look at us and I feel we're very well placed for the long term.

最後，如果你看一下產品，比如我們的產品客戶或產品 [席位] 與我們面前的機會相比仍然相對較低。所以我們一直試圖關注的不是那些確實發生變化的事情，而是那些長期不會改變的事情，我知道傑夫貝佐斯在亞馬遜談到過，他們關注的是專注於事情 - - 對不變領域的投資。團隊合作和人類一起工作是一個長期存在的問題，這就是我們的投資所在。所以我無法預測未來 18 個月這些在更廣泛的宏觀經濟中會是什麼樣子，但我看著我們，我覺得我們在長期內處於非常有利的地位。

Your next question comes from Mark Cash from Raymond James.

你的下一個問題來自 Raymond James 的 Mark Cash。

This is Mark on for Adam. I kind of wonder how (inaudible) Fatima was asking, and I was wondering if you could expand upon the impact of migrating data center and server advantaged pricing customers to list pricing in regards to how that's baked into the revenue margin guidance you just provided?

這是亞當的馬克。我有點想知道（聽不清）法蒂瑪是怎麼問的，我想知道你是否可以擴大遷移數據中心和服務器優勢定價客戶的影響，以列出關於如何將其納入你剛剛提供的收入利潤率指導的定價？

Well, I can speak -- this is Cameron again. I'll speak to the overall -- how we think about the pricing strategy broadly. The idea here right now is as you know, many of our -- the server pricing that we have today, especially for higher-tier customers, above 500 users on our 2,000 user, [10,000 are] limited. There's a significant price difference between server and data center or cloud. Today, if the customer chooses cloud over data center, for those customers, cloud is a less expensive option. However, the bulk of our data center customers are sitting on pricing that is significantly less than our cloud list price today. And what you've seen over the last few years is us doing incremental price increases to effectively close that gap.

好吧，我可以說了——我又是卡梅倫。我會談談整體 - 我們如何廣泛地考慮定價策略。如您所知，現在這裡的想法是，我們今天的許多服務器定價，特別是對於更高級別的客戶，我們的 2,000 名用戶中超過 500 名用戶，[10,000] 是有限的。服務器和數據中心或云之間存在顯著的價格差異。如今，如果客戶選擇雲而不是數據中心，那麼對於這些客戶來說，雲是一個更便宜的選擇。然而，我們大部分數據中心客戶的定價遠低於我們今天的雲定價。你在過去幾年中看到的是我們正在逐步提高價格以有效縮小這一差距。

All that pricing is available online. We expose all of it to our customers. None of it is hidden. All of our customers get the same price. And if you look to our historic price changes over the last few years, you can see that we're slowly closing that gap between legacy data center pricing and our cloud list price. So within the next few years, eventually all customers, at least from a pricing perspective, have the incentive to choose cloud regardless. As far as how much growth that's driving for our business, once again, that goal of 10% of revenue growth in the cloud is coming from these server or data center to cloud migrations.

所有這些定價都可以在線獲得。我們將所有這些都暴露給我們的客戶。沒有一個是隱藏的。我們所有的客戶都得到相同的價格。如果您查看我們過去幾年的歷史價格變化，您會發現我們正在慢慢縮小遺留數據中心定價與我們的雲定價之間的差距。因此在接下來的幾年內，最終所有客戶，至少從定價的角度來看，無論如何都有選擇雲的動機。至於推動我們業務的增長有多少，雲收入增長 10% 的目標再次來自這些服務器或數據中心到雲的遷移。

And then, Mark, this is Joe. The guidance -- the revenue guidance incorporates what Cam just said. We continue to assume that migrations will remain healthy. And then I would also say from a pricing impact on the model, just keep in mind, we do have ratable recognition on subscription, which is over 80% of our revenue. So the timing on the renewals that happened throughout the year, you won't see an impact when we go through those types of pricing changes. So we've also included that in the guidance as well.

然後，馬克，這是喬。指導——收入指導包含了 Cam 剛才所說的內容。我們繼續假設遷移將保持健康。然後我還要說，從定價對模型的影響來看，請記住，我們對訂閱的認可度很高，占我們收入的 80% 以上。因此，全年發生的續訂時間，當我們經歷這些類型的定價變化時，你不會看到影響。所以我們也將其包含在指南中。

Your next question comes from Ari Terjanian from Cleveland Research.

你的下一個問題來自 Cleveland Research 的 Ari Terjanian。

Just wanted to double click on some of the investments you're making around the enterprise strategy. Can you just give an update what you're doing there to drive traction? Maybe speak to some of the partner consolidation that's occurred recently and if there's anything you're doing differently there to drive further migration, and maybe speak to some of the multiyear contracts that were called out most recently to exit this quarter.

只是想雙擊您圍繞企業戰略進行的一些投資。你能更新一下你在那裡做什麼來推動牽引力嗎？也許談談最近發生的一些合作夥伴整合，如果你在那裡做任何不同的事情來推動進一步的遷移，也許談談最近被要求退出本季度的一些多年期合同。

Yes, Ari, let me take the first half of that, and then I'll leave Cameron do the second half on the multiyear contracts. From the point of view of what we are doing, we've been on a long and consistent journey, right? We continue to be long-term oriented and thoughtful about how we approach the enterprise space as one of our major transformations as a business over the last decade, you would argue. In terms of specifically what we're doing, look, you've seen us continue to up in performance and scale. So the scale offering, we've continued to move up in the cloud. We now have 35,000 users in GA and 50,000 users in EAP, and you can bet that we have teams continuing to work on those sorts of aspects.

是的，Ari，讓我承擔前半部分，然後我將讓 Cameron 承擔多年合同的後半部分。從我們正在做的事情的角度來看，我們一直在進行漫長而一致的旅程，對嗎？您可能會爭辯說，在過去十年中，我們將繼續以長期為導向並深思熟慮我們如何將企業空間作為我們作為企業的主要轉型之一。就我們正在做的具體事情而言，看，你已經看到我們在性能和規模上不斷提升。所以規模產品，我們繼續在雲中向上移動。我們現在在 GA 中有 35,000 名用戶，在 EAP 中有 50,000 名用戶，您可以打賭我們有團隊繼續致力於這些方面的工作。

At the same time, our performance for individual customers has massively improved at those life scales over time. So it's not just the ability to handle user volume. It is about the performance that those customers get, especially in lower spec to desktop environments with other Internet connections as we continue to get more and more global and have customers and users all around the world. We continue to work on governance. We are long believers that if you look forward, you're going to have more governmental regulation in different countries, different geographies, different industry areas and that our platform and our infrastructure has to handle that. You saw that this quarter. We shipped data residency in Germany. We continue in testing in other regions. We continue to do things like BaFin and financial services compliance in different areas of the world, and we'll continue to add more in those areas as we build them out over time. You can see all the details in the announcement that we give over time.

與此同時，隨著時間的推移，我們對個人客戶的表現在這些生命尺度上得到了極大的改善。所以這不僅僅是處理用戶量的能力。這是關於這些客戶獲得的性能，特別是在具有其他 Internet 連接的低規格桌面環境中，因為我們繼續變得越來越全球化，並且在世界各地都有客戶和用戶。我們繼續致力於治理。我們長期以來一直相信，如果你向前看，你將在不同的國家、不同的地區、不同的行業領域有更多的政府監管，我們的平台和我們的基礎設施必須處理這些問題。你在本季度看到了這一點。我們在德國運送數據駐留。我們繼續在其他地區進行測試。我們將繼續在世界不同地區開展 BaFin 和金融服務合規等工作，隨著時間的推移，我們將繼續在這些領域增加更多內容。您可以在我們隨時間發布的公告中查看所有詳細信息。

And the third part we're working on is continuing in extensibility in the cloud. The reason that that's an enterprise concern is because obviously, the larger our customers are, the more they customize our software for themselves. Forge is a fantastic mechanism to customize our cloud offerings for themselves. Larger customers tend to have very bespoke things they want to integrate with various internal systems. The ability to do that, have us run it for them, have us handle things like data residency and handle the server loads and everything for them is a huge benefit of the cloud, and we see customers moving for reasons like that. It simplifies their offering is one of our goals with the cloud, right? We do all the hard jobs so they can just focus on their businesses. Cameron?

我們正在進行的第三部分是繼續在雲中進行擴展。這是企業關注的原因，因為顯然，我們的客戶越大，他們為自己定制我們的軟件就越多。 Forge 是一種為自己定制我們的雲產品的絕佳機制。較大的客戶往往有非常定制的東西，他們希望與各種內部系統集成。這樣做的能力，讓我們為他們運行它，讓我們處理諸如數據駐留和處理服務器負載之類的事情，以及為他們處理一切都是雲的巨大好處，我們看到客戶因為這樣的原因而移動。它簡化了他們的產品是我們使用雲的目標之一，對嗎？我們做所有艱苦的工作，這樣他們就可以專注於自己的業務。卡梅倫？

Yes. And in addition to all of the R&D investments we've made to better serve our enterprise customers, I am exceedingly happy and proud of what we consider our enterprise transformation on the go-to-market side of our business. We've invested heavily to get closer to our largest customers and help them through this strategic transformation to the cloud while maintaining some of the most efficient sales and marketing spend that you see in the industry. And that's the balancing act that we've had over the last couple of years.

是的。除了我們為更好地服務企業客戶而進行的所有研發投資外，我對我們在業務進入市場方面的企業轉型感到非常高興和自豪。我們投入了大量資金來更接近我們最大的客戶，並幫助他們完成向雲的戰略轉型，同時保持您在行業中看到的一些最有效的銷售和營銷支出。這就是我們在過去幾年中的平衡行為。

But if you think we've had much more enterprise account managers to take care of our customers, we invested in technical account managers and solution architects to have more strategic conversations about the road map with our products longer term. We have things like executive advisory boards and deep dives and CIO counsels. This has actually allowed us to have strategic relationships with our customers and think much more long term about how our products will be used in the future in their businesses.

但是，如果您認為我們有更多的企業客戶經理來照顧我們的客戶，那麼我們投資了技術客戶經理和解決方案架構師，以便與我們的產品長期就路線圖進行更多的戰略對話。我們有執行顧問委員會、深入研究和 CIO 顧問之類的東西。這實際上使我們能夠與我們的客戶建立戰略關係，並從更長遠的角度考慮我們的產品將如何在未來的業務中使用。

You also mentioned you saw this in our channel with our partners that we've seen significant outside investment as well as consolidation in our massive solution partner network. While we have over 700 solution partners, we see many of these customers -- or many of these partners starting to consolidate. I see this as a massive advantage for our customers as these companies provide more scale and more optionality for our customers and once again, deliver more value, but also good for our ecosystem. Like any additional investment in our ecosystem will only drive higher, better outcomes for our business and for our customers.

您還提到您在我們與合作夥伴的渠道中看到了這一點，我們已經看到大量的外部投資以及我們龐大的解決方案合作夥伴網絡的整合。雖然我們有 700 多個解決方案合作夥伴，但我們看到其中許多客戶或其中許多合作夥伴開始整合。我認為這對我們的客戶來說是一個巨大的優勢，因為這些公司為我們的客戶提供了更大的規模和更多的選擇，並再次提供了更多的價值，同時也有利於我們的生態系統。就像對我們生態系統的任何額外投資一樣，只會為我們的業務和客戶帶來更高、更好的成果。

And lastly, on the multiyear piece, it's simply the nature of larger, more strategic deals. If we're going to go into one of the largest banks in the world or a large pharmaceutical or telecommunications firms and we're having a conversation with the CIO about a transformation to the cloud or enabling IT service management or work management for their organizations, they are going to want a longer-term commitment. And that's where you see these multiyear contracts increasing in the enterprise.

最後，就多年期而言，這只是規模更大、更具戰略意義的交易的本質。如果我們要去世界上最大的銀行之一或一家大型製藥或電信公司，我們正在與 CIO 討論向雲轉型或為他們的組織啟用 IT 服務管理或工作管理，他們將需要更長期的承諾。這就是您看到這些多年合同在企業中增加的地方。

That's all the questions we have time for today. I will now turn the call over to Scott for closing remarks.

這就是我們今天有時間回答的所有問題。我現在將把電話轉給斯科特作結束語。

Thanks, everyone, for joining our call today. As always, we appreciate your thoughts or questions and your continued support. And thank you to all the Atlassians all over the world for your dedication and resiliency. We hope that you're able to join us next week, either in person in Berlin or virtually at our agile and DevOps event, Unleash.

感謝大家今天加入我們的電話會議。一如既往，我們感謝您的想法或問題以及您一直以來的支持。感謝全世界所有 Atlassians 的奉獻精神和堅韌不拔的精神。我們希望您下週能夠加入我們，無論是親自到柏林還是通過虛擬方式參加我們的敏捷和 DevOps 活動 Unleash。