(TEAM) 2024 Q1 法說會逐字稿

Good afternoon, and thank you for joining Atlassian's earnings conference call for the first quarter of fiscal year 2024. As a reminder, this conference call is being recorded and will be available for replay on the Investor Relations section of Atlassian's website following this call.

下午好，感謝您參加 Atlassian 2024 財年第一季的收益電話會議。謹此提醒，本次電話會議正在錄製中，並將在電話會議結束後在 Atlassian 網站的投資者關係部分重播。

I will now hand the call over to Martin Lam, Atlassian's Head of Investor Relations.

我現在將電話轉給 Atlassian 投資者關係主管 Martin Lam。

Welcome to Atlassian's first Quarter of Fiscal Year 2024 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; Chief Revenue Officer, Cameron Deatsch; and Chief Financial Officer, Joe Binz. Earlier today, we published a shareholder letter and press release with our financial results and commentary for our first quarter of fiscal year 2024. The shareholder letter is available on Atlassian's Work Life Blog in the Investor Relations section of our website, where you will also find other earnings-related materials, including the earnings press release and supplemental investor datasheet.

歡迎參加 Atlassian 2024 財年第一季財報電話會議。感謝您今天加入我們。今天和我一起參加電話會議的還有 Atlassian 的共同創辦人兼聯合執行長 Scott Farquhar 和 Mike Cannon-Brookes；首席營收官 Cameron Deatsch；和財務長喬·賓茲。今天早些時候，我們發布了一封股東信和新聞稿，其中包含2024 財年第一季的財務業績和評論。股東信可在我們網站投資者關係部分的Atlassian 工作生活部落格上找到，您也可以在其中找到其他與收益相關的資料，包括收益新聞稿和補充投資者資料表。

As always, our shareholder letter contains management's insights and commentary for the quarter. During the call today, we'll have brief opening remarks and then focus our time on Q&A. This call will include forward-looking statements including 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 the future events.

與往常一樣，我們的股東信包含管理層對本季度的見解和評論。在今天的電話會議中，我們將進行簡短的開場白，然後集中時間進行問答。本次電話會議將包括前瞻性陳述，包括已知和未知的風險、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明示或暗示的結果有重大差異。您不應依賴前瞻性陳述作為未來事件的預測。

Forward looking statements represents our management's beliefs and assumptions only as of the date such statements are made. We undertake no obligation to update or revise such statements should they change or cease to be current. Further information on these or other factors that could affect our business performance and financial results included in filings we make with the Securities and Exchange Commission from time to time, including the section titled Risk Factors in our most recent filed annual and quarterly reports.

前瞻性陳述僅代表我們管理階層截至做出此類陳述之日的信念和假設。如果此類聲明發生變更或不再有效，我們不承擔更新或修改這些聲明的義務。有關這些或其他可能影響我們業務績效和財務業績的因素的更多信息，請參閱我們不時向美國證券交易委員會提交的文件，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 measure the 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 datasheet on the Investor Relations section of our website.

在今天的電話會議中，我們還將討論非公認會計準則財務指標。這些非公認會計原則財務指標是根據公認會計原則編製的財務績效衡量的補充，不能替代或優於衡量指標。我們網站投資者關係部分的股東信函、收益報告和投資者資料表中提供了 GAAP 和非 GAAP 財務指標之間的調整表。

We'd like to allow as many of you to participate in Q&A as possible. As of respect for others on the call, we'll take one question at a time. And with that, I'll turn the call over to Scott for opening remarks.

我們希望讓盡可能多的人參與問答。出於對通話中其他人的尊重，我們一次只回答一個問題。接下來，我將把電話轉給史考特，讓他致開幕詞。

Thank you for joining us today. As we've already read in our shareholder letter, we've been busy. We kicked off FY '24 by executing well and playing events. We continue to push hard on our biggest bets, cloud, enterprise and ITSM and those bets continuing to pay off. We're also shipping ever more new products and innovation to our customers.

感謝您今天加入我們。正如我們在股東信中所讀到的那樣，我們一直很忙。我們透過良好的執行和舉辦活動來拉開 24 財年的序幕。我們繼續大力推進我們最大的賭注，即雲端、企業和 ITSM，而這些賭注不斷獲得回報。我們也向客戶提供更多的新產品和創新。

This quarter, we wanted to encompass into general availability, who's on the heels of launching Jira Product Discovery last quarter, which is off to a fantastic start with several thousand customers already. I was just at our High-velocity IT Service Management event here in Sydney when we announced the general availability of Virtual Agent in Jira Service Management and debuted a host of additional AI capabilities.

本季度，我們希望將其納入全面可用性，緊隨上季度推出 Jira Product Discovery 後，該產品已經有了數千名客戶的良好開端。我剛剛參加了在雪梨舉行的高速 IT 服務管理活動，當時我們宣布 Jira 服務管理中的虛擬代理全面可用，並推出了一系列額外的 AI 功能。

We heard from some of our credible customers who shared how they migrated their legacy ITSM solutions to Jira Service Management and are now delivering exceptional service experience fast than ever. Through our cloud platform, thousands of customers through our early access program are already realizing value from the AI capabilities to be introduced across our cloud products powered by Atlassian Intelligence. The early feedback has been terrific, and we're incredibly excited by the opportunity that AI presents us.

我們聽取了一些可靠客戶的來信，他們分享了他們如何將舊版 ITSM 解決方案遷移到 Jira Service Management，並以前所未有的速度提供卓越的服務體驗。透過我們的雲端平台，成千上萬的客戶已經透過我們的早期存取計畫實現了由 Atlassian Intelligence 支援的雲端產品中引入的人工智慧功能的價值。早期的回饋非常好，我們對人工智慧為我們提供的機會感到非常興奮。

Along with the organic innovation happening here at Atlassian, we also announced our acquisition of AirTrack and Loom. AirTrack builds on our previous investments and IT service management and will enable enterprises to better account for and trust all their critical assets within their organizations. Loom, which has a passionate customer base of 200,000 will bring the power of asynchronous video messaging to the Atlassian platform.

除了 Atlassian 的有機創新之外，我們還宣布收購 AirTrack 和 Loom。 AirTrack 建立在我們先前的投資和 IT 服務管理的基礎上，將使企業能夠更好地計算和信任其組織內的所有關鍵資產。 Loom 擁有 20 萬熱情的客戶群，將為 Atlassian 平台帶來非同步視訊訊息傳遞的強大功能。

We firmly believe distributor work is here to stay and Loom will allow teams across the globe or even in the same building to collaborate seamlessly and deeply human ways. People are increasingly turning to video as a way to collaborate and consume information and we're incredibly excited about the opportunities that video can be applied across our platform.

我們堅信經銷商工作將繼續存在，Loom 將允許全球各地甚至同一棟大樓內的團隊以人性化的方式無縫協作。人們越來越多地將視訊作為協作和消費資訊的一種方式，我們對視訊可以在我們的平台上應用的機會感到非常興奮。

Our customers are looking to Atlassian to provide them solutions in the collaboration space, and Loom gives us an incredible opportunity to further unleash the potential of their teams. We're also playing offense on talent. Atlassian is the cornerstone of our success, and we're focused on adding and retaining amazing talent across the company, including great senior leaders. We recently welcomed Zeynep Ozdemir as our Chief Marketing Officer; and Vikram Rao as our Chief Trust Officer. And we promoted Kevin Egan to Chief Sales Officer, all of whom bring great experience to our leadership team.

我們的客戶希望 Atlassian 為他們提供協作領域的解決方案，而 Loom 為我們提供了一個絕佳的機會來進一步釋放其團隊的潛力。我們也對人才發動攻擊。 Atlassian 是我們成功的基石，我們致力於在整個公司中增加和留住優秀的人才，包括優秀的高階領導者。我們最近歡迎 Zeynep Ozdemir 擔任我們的首席行銷長； Vikram Rao 擔任我們的首席信託官。我們晉升凱文·伊根 (Kevin Egan) 為首席銷售官，他們都為我們的領導團隊帶來了豐富的經驗。

I also want to acknowledge Cameron, as this will be his last earnings call with us. Mike and I are incredibly grateful for his 11 years of dedication, impact and most of all friendship.

我還要感謝卡梅倫，因為這將是他與我們的最後一次財報電話會議。麥克和我非常感謝他 11 年來的奉獻精神、影響力以及最重要的友誼。

With that, I'll pass the call over to the operator for Q&A.

這樣，我會將電話轉接給接線生進行問答。

(Operator Instructions) Your first question comes from Ryan MacWilliams from Barclays.

（操作員說明）您的第一個問題來自巴克萊銀行的 Ryan MacWilliams。

I appreciate you guys taking the question. I'd love to just double-click on the timing of the remaining migrations. I would think at this point, there might be a little more server revenue from the model than investors expected so. Any expectation for -- like when those remaining migrations will move over and the composition of those remaining customers like -- are they more likely to go to a data center or a Cloud from here?

我很感謝你們提出這個問題。我想雙擊剩餘遷移的時間。我認為，在這一點上，該模型帶來的伺服器收入可能比投資者預期的要多一些。任何期望——例如那些剩餘的遷移何時會轉移，以及那些剩餘客戶的組成——他們是否更有可能從這裡進入資料中心或雲端？

This is Cameron. I'll take the first here, and then I have Joe follow-up. So as many of you know, we have the server end of life coming up the next few months, mid-February. We will cease all support for server customers after that date. And over the last few years, we've been actively -- aggressively going up to all of our customers across server and data center asking them to get them to the Cloud. And this has been very positive for us. It's gone very in line with our plans over these few years. But obviously, there are many customers out there that will wait until the last moment before they make this decision.

這是卡梅倫。我先在這裡講第一個，然後由喬跟進。正如你們許多人所知，我們的伺服器將在接下來的幾個月（即二月中旬）結束生命。在此日期之後，我們將停止對伺服器客戶的所有支援。在過去的幾年裡，我們一直在伺服器和資料中心積極主動地聯繫我們的所有客戶，要求他們將其轉移到雲端。這對我們來說非常積極。這非常符合我們這幾年的計畫。但顯然，有很多客戶會等到最後一刻才做出這個決定。

And we see that today in our enterprise pipeline. We have a healthy pipeline with enterprise migrations going up over the next few months. As far as what I want to make sure that's very clear here is, post February, we still will have many migrations. So many customers between now and February will be going from server to either data center or preferably Cloud.

今天我們在我們的企業管道中看到了這一點。我們擁有健康的管道，未來幾個月企業遷移將會增加。就我想確保這一點非常清楚的是，二月之後，我們仍然會有許多遷移。從現在到二月，許多客戶將從伺服器轉移到資料中心，或者最好是雲端。

But for those customers that choose data center, we will continue to be migrating those data center customers to the Cloud in the coming years. So the short answer there is, yes, we do expect to see a flurry of activity over the next few months with that big compelling event in February, but migrations will continue post the February date. Joe, you have anything to add?

但對於那些選擇資料中心的客戶，我們將在未來幾年繼續將這些資料中心客戶遷移到雲端。因此，簡短的回答是，是的，我們確實預計在接下來的幾個月裡會看到一系列活動，其中包括2 月份那場引人注目的重大事件，但遷移將在2 月份之後繼續進行。喬，你還有什麼要補充的嗎？

Yes. Thanks, Cameron. Ryan, really no change from what we discussed last quarter in terms of the server and the support dynamics that are baked into our guidance. As Cameron mentioned, we end support for server products in 2024. There may be significant quarter-to-quarter variability, as Cameron mentioned, based on when and how those server customers ultimately choose to migrate. We continue to assume the percentage split on migrated seats between data center and Cloud will be relatively consistent with historical trends up to that end of support moment. And then with end of support, we continue to expect most of those remaining server seats that migrate, will migrate to data center and we continue to hold prudent assumptions to account for customers who will choose not to migrate in FY '24, and that's also factored into our guidance. I hope that helps.

是的。謝謝，卡梅倫。 Ryan，我們上季度討論的伺服器和支援動態方面確實沒有任何變化，這些都已納入我們的指導中。正如 Cameron 所提到的，我們將於 2024 年終止對伺服器產品的支援。正如 Cameron 所提到的，根據這些伺服器客戶最終選擇遷移的時間和方式，季度與季度之間可能存在顯著的變化。我們繼續假設資料中心和雲端之間遷移席位的百分比分配將與支援時刻結束之前的歷史趨勢相對一致。然後，隨著支援的結束，我們繼續預計大多數剩餘的遷移伺服器席位將遷移到資料中心，並且我們將繼續持有謹慎的假設，以考慮到在 24 財年選擇不遷移的客戶，這也是納入我們的指導。我希望這有幫助。

Your next question comes from Karl Keirstead from UBS.

您的下一個問題來自瑞銀集團 (UBS) 的卡爾凱斯特德 (Karl Keirstead)。

I wanted to just ask about your observations about the macro. I think every investor on the line is seeing some challenges across the space with, I'd say, a bit of a skew towards some pressure in the SMB space. Could you talk about the trends you're seeing, SMB versus enterprise? And then perhaps elaborate on the seat growth comment you made in the prepared remarks.

我想問一下您對宏觀的看法。我認為每位投資者都看到了整個領域的一些挑戰，我想說的是，中小企業領域面臨一些壓力。您能談談您所看到的中小企業與企業的趨勢嗎？然後也許會詳細說明您在準備好的發言中所做的席位增長評論。

Yes. Great question, Karl. Thanks for asking. You recall by the end of Q4, we were seeing signs of improvement and stabilization in SMB and a very healthy enterprise environment. Those trends continued into Q1 and played out largely as we expected during the quarter. Now keep in mind, Q1 is typically not a big quarter for us when it comes to large enterprise deals, and we have significant revenue mix from SMB.

是的。好問題，卡爾。謝謝你的詢問。您還記得，到第四季末，我們看到中小企業改善和穩定的跡像以及非常健康的企業環境。這些趨勢持續到第一季度，並在本季度基本符合我們的預期。現在請記住，就大型企業交易而言，第一季對我們來說通常不是一個大季度，而且我們有來自中小企業的大量收入組合。

Now having said that, there's really nothing unusual or noteworthy to call out in the relative Q1 performance between those 2 customer segments. In relation to the Cloud aspect of Q1, the trends we saw in Q4 continued into Q1, and those were also largely consistent with what we expected. The Cloud business does continue to be impacted by pressure on paid seat expansion and free-to-paid conversions at the top of the funnel. Although we continue to see some signs of stabilization as the rate of deceleration in those areas continue to moderate slightly.

話雖如此，這兩個客戶群體之間第一季的相對錶現確實沒有什麼不尋常或值得注意的地方。關於第一季的雲端方面，我們在第四季度看到的趨勢延續到第一季度，這些趨勢也與我們的預期基本一致。雲端業務確實繼續受到付費席位擴張和漏斗頂部免費到付費轉換的壓力的影響。儘管我們繼續看到一些穩定的跡象，因為這些地區的減速率繼續略有放緩。

The other parts of our Cloud business migrations, upsell to higher-priced versions, cross-sell, customer churn, those all continue to be very healthy and perform in line with our expectations. And then from a linearity perspective, linearity in the quarter is what you'd expect to see, and the trends and impacts were fairly consistent across products, regions and verticals. I hope that color helps.

我們的雲端業務遷移的其他部分、追加銷售到更高價格的版本、交叉銷售、客戶流失，這些都仍然非常健康，並且表現符合我們的預期。然後從線性角度來看，本季的線性是您所期望看到的，並且跨產品、地區和垂直領域的趨勢和影響相當一致。我希望顏色有幫助。

Also just to add on there, the risk of 3 people answering 1 question. One of the tailwinds we've seen is consolidation. We are actually seeing that across the market, more and more of the conversations I'm having with customers large and small are then trying to simplify the number of tools that they are using out there. And because Atlassian is so mission-critical, we are one of the vendors that they turn to, to consolidate on. A good example of that was Domino's, pizza that runs 4000 stores across sort of Asia Pac and across the world actually. And they consolidated 6 tools down to 1 Jira Service Management installation, and we're seeing that more and more across the customer conversations.

另外補充一點，3 個人回答 1 個問題的風險。我們看到的有利因素之一是整合。我們實際上看到，在整個市場上，我與大大小小的客戶進行的對話越來越多，然後試圖簡化他們正在使用的工具的數量。由於 Atlassian 的任務至關重要，我們是他們尋求整合的供應商之一。一個很好的例子是 Domino’s 披薩店，它在亞太地區甚至全世界擁有 4000 家門市。他們將 6 個工具整合為 1 個 Jira Service Management 安裝，我們在客戶對話中看到越來越多的這種情況。

Your next question comes from Brent Thill from Jefferies.

您的下一個問題來自 Jefferies 的 Brent Thill。

Just on Karl's question on the overall macro. In terms of linearity, was there anything different that you saw throughout the quarter? Or was that also pretty consistent to your comments about what you've seen in the last quarters, a few quarters between SMB and enterprise. And also, if you could just add on many of you're kind of asking about close to $1 billion for Loom. Kind of what was the magic sauce, if you will, that drove that type of price point in the desire to complete that transaction?

只是關於卡爾關於整體宏觀的問題。就線性而言，您在整個季度中看到了什麼不同嗎？或者，這與您對過去幾季（中小企業和企業之間的幾個季度）所看到的情況的評論也非常一致。而且，如果你能加上很多人的話，你會為 Loom 索取接近 10 億美元的資金。如果你願意的話，是什麼樣的魔力推動了完成交易的願望的價格點？

Thanks, Brent. I'll address the first part of your question regarding linearity in the quarter, and then Mike will pick it up on the Loom question. Linearity in the quarter was exactly what you'd expect to see. So there was nothing unusual or strange about Q1 from a linearity perspective overall. Mike?

謝謝，布倫特。我將解決您關於本季度線性問題的第一部分，然後麥克將討論 Loom 問題。本季的線性度正是您所期望看到的。因此，從整體線性角度來看，Q1 並沒有什麼異常或奇怪的地方。麥克風？

Sure. Joe, I can handle that. Hi, everyone. Look, from a financial point of view, we think Loom is a great acquisition for Atlassian. The strategic rationale always comes first for us in this particular case. It is a product that's leaning into a lot of trends that we think are working really well from the point of view, firstly, distributed work and the increasing desire for asynchronous collaboration across lots of different businesses.

當然。喬，我可以處理好。大家好。從財務角度來看，我們認為 Loom 對 Atlassian 來說是一次偉大的收購。在這種特殊情況下，戰略原理對我們來說始終是第一位的。該產品順應了許多趨勢，我們認為從這些趨勢來看，這些趨勢運作得非常好，首先是分散式工作以及對跨許多不同企業的非同步協作日益增長的渴望。

Secondly, just the shift in the way that people are sharing and consuming video in the enterprise, specifically as the younger generation, become more a part of the workforce. And thirdly, AI is changing the way that video can be created and consumed in really interesting ways that I think it will make it more a part of the formats that we all collaborate on and work over time.

其次，人們在企業中共享和消費影片的方式發生了轉變，特別是年輕一代，更多地成為勞動力的一部分。第三，人工智慧正在以非常有趣的方式改變視訊的創建和消費方式，我認為這將使視訊成為我們所有人協作和工作的格式的一部分。

From a financial rationale, look, the business itself and the product of Loom is going to continue as a stand-alone individual product, as we've said. As Scott mentioned in his remarks, over 200,000 customers now, it's got a fantastic brand, and it's the leader in that space and is a fast-growing stand-alone business in and of itself.

從財務原則來看，正如我們所說，Loom 的業務本身和產品將繼續作為獨立的產品。正如斯科特在演講中提到的那樣，它現在擁有超過 200,000 名客戶，它擁有一個出色的品牌，它是該領域的領導者，並且本身就是一個快速增長的獨立業務。

Secondly, we believe for ourselves, there's obviously a lot of opportunities in video and combining our video infrastructure team with Loom's video infrastructure team. We have video as a first-class citizen across our platform family of products today.

其次，我們相信，視訊領域顯然有很多機會，並將我們的視訊基礎設施團隊與 Loom 的視訊基礎設施團隊結合。今天，我們在我們的平台產品系列中將影片作為一等公民。

But obviously, the Loom capabilities will improve that in each of our spaces, whether that's in service management or in broad business collaboration or, of course, in software teams. And lastly, there's obviously an opportunity for us to combine products, as you've seen us do a little bit already with Atlassian together to cross-sell Loom as a product into our existing base of more than 265,000 customers.

但顯然，Loom 的功能將改善我們每個領域的效能，無論是服務管理還是廣泛的業務協作，當然還有軟體團隊。最後，我們顯然有機會結合產品，正如您所看到的，我們已經與 Atlassian 一起做了一些工作，將 Loom 作為產品交叉銷售給我們現有的超過 265,000 名客戶群。

So, we think it's a fantastic deal. We're super excited about the product we've been customers of it for a long time. I know I think it can do great things as part of the Atlassian family.

所以，我們認為這是一筆很棒的交易。我們對這個產品感到非常興奮，我們長期以來一直是它的客戶。我知道，我認為作為 Atlassian 家族的一部分，它可以做出偉大的事情。

Your next question comes from Kash Rangan from Goldman Sachs.

您的下一個問題來自高盛的卡什·蘭根 (Kash Rangan)。

Nice to see the stability in your end markets. I was curious to see -- what do you think about the data center growth rate at 42%. It seems to be outpacing the Cloud, probably should be flipped the other way. I'm sure you would like that, and we would like that too. Any refined thoughts on how you view the data center business growth profile? And the things you might be doing incrementally in terms of functionality for the Cloud product that would make it more of a compelling value proposition for the customer to go Cloud as opposed to server products?

很高興看到終端市場的穩定性。我很好奇——您對 42% 的資料中心成長率有何看法。它似乎超過了雲，可能​​應該反過來。我相信您會喜歡這樣，我們也喜歡這樣。您對如何看待資料中心業務成長狀況有什麼細化的想法嗎？您可能會在雲端產品的功能方面逐步做哪些事情，這將使客戶轉向雲端而不是伺服器產品更具吸引力的價值主張？

Yes, Kash, this is Joe. I'll start. You're right. It was another strong quarter for data center at 42% growth. That was slightly ahead of our expectations, and it was driven by really strong renewals, migrations from server and seat expansion with an existing customers. It's worth noting we're growing a significant installed base on data center, which is a great stepping stone to the Cloud for those who are currently blocked for moving to the Cloud at the moment.

是的，卡什，這是喬。我開始吧。你說得對。這是資料中心另一個強勁的季度，成長了 42%。這稍微超出了我們的預期，這是由真正強勁的更新、伺服器遷移以及現有客戶的席位擴展所推動的。值得注意的是，我們正在建立一個重要的資料中心安裝基礎，對於目前無法遷移到雲端的人來說，這是邁向雲端的重要墊腳石。

And it's a good sign of how committed customers are to the Atlassian road map and platform. And having a big installed base on data center is a high-class problem to have because that will fuel future migrations to the cloud. Cameron?

這是客戶對 Atlassian 路線圖和平台的忠誠度的一個好兆頭。在資料中心擁有龐大的安裝基礎是一個進階問題，因為這將推動未來向雲端的遷移。卡梅倫？

Yes. I've had dozens of conversations with many of our largest customers about this exact decision that many of them are making. And the reality is we see having both Cloud and data center as a long-term competitive advantage. For Atlassian, we provide optionality for these customers in the coming years. As far as the functionality perspective, the good part is, there is very few customers where we have not been able to handle all their scale, their data requirements, their privacy requirements, their compliance requirements, or their needs for customization to Cloud. So rarely is there a technical conversation where customers can't go to Cloud. It's really just are they ready? Can we move the migration? Where are the (inaudible) business? And is there the compelling functionality to move them over.

是的。我與許多最大的客戶就他們中許多人正在做出的這一具體決定進行了數十次對話。現實情況是，我們將雲端和資料中心視為長期競爭優勢。對於 Atlassian，我們將在未來幾年為這些客戶提供更多選擇。就功能角度而言，好的方面是，很少有客戶我們無法滿足他們的所有規模、資料要求、隱私要求、合規性要求或雲端客製化需求。因此，很少有技術對話中客戶無法存取雲端。他們真的準備好了嗎？我們可以移動遷移嗎？ （聽不清楚）業務在哪裡？是否有令人信服的功能來移動它們。

In every one of those conversations, the customers understand Cloud is in their future. It just comes down to the timing to get them over. But either way, an investment in data center and investment in Cloud is a longer-term strategic investment in Atlassian to get them further committed to Atlassian. And I know and we've shown with our track record that we can and will move data center customers to the Cloud along with their business needs.

在每一次對話中，客戶都明白雲端是他們的未來。這只是歸結為讓他們過去​​的時機。但無論哪種方式，對資料中心和雲端的投資都是對 Atlassian 的長期策略投資，可以讓他們進一步致力於 Atlassian。我知道，我們的追蹤記錄表明，我們能夠並將將資料中心客戶及其業務需求遷移到雲端。

Your next question comes from Fred Havemeyer from Macquarie.

您的下一個問題來自麥格理的 Fred Havemeyer。

I wanted to focus in on how you're thinking about AI overall as an overarching strategy. And I can't fail but notice, of course, your new Chief Marketing Officer has a PhD in Machine Learning. A number of your product offerings you're describing, of course, including Loom, being able to integrate generate AI-related summaries. Just it seems like there's an overarching theme here. Of course, you spoke to a part of it, but from top to bottom, it seems like you're trying to become more like an AI-focused company as well. So perhaps, could you elaborate on that? And just how you think of the ongoing Atlassian branding and what value might be marked? And perhaps being more of an AI-first company.

我想重點關注您如何將人工智慧視為整體策略。當然，我不能不注意到，你們的新行銷長擁有機器學習博士學位。當然，您所描述的許多產品包括 Loom，能夠整合產生與 AI 相關的摘要。這裡似乎有一個總體主題。當然，你談到了其中的一部分，但從上到下，你似乎也在努力變得更像一家專注於人工智慧的公司。那麼也許您能詳細說明一下嗎？您如何看待正在進行的 Atlassian 品牌以及可能標記的價值？也許更像是人工智慧優先的公司。

Thanks, Fred. Look, I can take that first, and then Scott can follow on. Yes, certainly. Great observation. I'm not sure if you or ChatGPT observe that, but Zeynep does have a PhD in machine learning. She's also our CMO and fantastic that will obviously be in addition to her capabilities in AI marketing, but obviously not the singular reason for bringing on board.

謝謝，弗雷德。聽著，我可以先接受，然後史考特可以繼續。是的，當然了。很棒的觀察力。我不確定您或 ChatGPT 是否注意到這一點，但 Zeynep 確實擁有機器學習博士學位。她也是我們的首席行銷官，這顯然是她在人工智慧行銷方面能力的補充，但這顯然不是我們加入的唯一原因。

Look, I think AI -- we couldn't be more excited by AI and live language models at Atlassian, right. We take the view that it's a huge opportunity for us for a number of different reasons. I think, in each of our markets, this technology transformation will be a huge change in the ability to deliver value to customers, which is where great software businesses are built. We have a lot of very valuable data from our customers that we are the custodians of. And a lot of that data is textual and increasingly, video and audio effectively becoming text with AI. So we have a lot of their data, which is really important in AI to be able to give them fantastic answers or magical experiences.

看，我認為人工智慧——我們對 Atlassian 的人工智慧和即時語言模型感到非常興奮，對吧。我們認為，出於多種不同的原因，這對我們來說是一個巨大的機會。我認為，在我們的每個市場中，這種技術轉型將是為客戶提供價值的能力的巨大變化，而這正是建立偉大軟體業務的地方。我們保管著來自客戶的大量非常有價值的數據。其中許多數據都是文字數據，越來越多的視訊和音訊透過人工智慧有效地變成文字。因此，我們擁有他們的大量數據，這對人工智慧來說非常重要，能夠為他們提供出色的答案或神奇的體驗。

Secondly, we have a fantastic platform that we spent a lot of time building. So you see that in Atlassian Intelligence features that we've already shipped. Our ability to shift those features to all the products in the family simultaneously is a result of new on a decade of building a Cloud platform, having the customers' data centralized having singular editor and UI surfaces.

其次，我們有一個非常棒的平台，我們花了很多時間來建造。所以您可以在 Atlassian Intelligence 功能中看到我們已經提供的功能。我們能夠將這些功能同時轉移到該系列中的所有產品，這是十年來建立雲端平台的新成果，透過單一編輯器和 UI 介面集中客戶資料。

So our ability to get features out to customers, we're incredibly bullish on beyond just our ability to build them. And thirdly, obviously, with our world-class engineering team and our R&D capabilities, this is a technology transformation. And so you need to fundamentally build new products or build additions to existing products or build features or change the way features are built. That takes a lot of internal R&D and expertise, and we have that in space. So we feel incredibly excited about what AI can do for our customers fundamentally and what value we can deliver.

因此，我們對向客戶提供功能的能力非常看好，而不僅僅是我們建立這些功能的能力。第三，顯然，憑藉我們世界一流的工程團隊和研發能力，這是一次技術轉型。因此，您需要從根本上建立新產品或對現有產品進行補充，或建立功能或更改功能的建置方式。這需要大量的內部研發和專業知識，而我們在太空中擁有這些。因此，我們對人工智慧可以從根本上為我們的客戶做些什麼以及我們可以提供什麼價值感到非常興奮。

Look, we're in the business of making amazing products and delivering to the right customers. It's like someone has given us a whole new painting set to paint with a whole new set of materials that we can create out with. And so we're extremely excited. We are certainly placing that at the center of our philosophies on building products. I think that's what software companies are doing. I'm not sure when people say, AI first company exactly what that means, but we are certainly heavily investing in our AI capabilities, all of the governance and privacy and responsible technology principles that are required to do that well for customers and give them the right data providence when we give them answers of any form.

看，我們的業務是製造令人驚嘆的產品並將其交付給合適的客戶。這就像有人給了我們一套全新的畫作，讓我們可以用一套全新的材料來繪畫，我們可以用它們來創作。所以我們非常興奮。我們當然將其置於我們建構產品理念的中心。我認為這就是軟體公司正在做的事情。我不確定人們說的「人工智慧第一公司」到底是什麼意思，但我們確實在人工智慧能力、所有治理、隱私和負責任的技術原則上進行了大量投資，這些原則是為客戶做好服務並為他們提供所需的當我們向他們提供任何形式的答案時，都會提供正確的數據。

But also making sure that we deliver those capabilities and that we are investing in how we can do that. And this is going to take a few years to play out, but we're certainly really, really excited. Scott, anything you'd add on to that?

但也要確保我們提供這些能力，並投資如何做到這一點。這需要幾年的時間才能實現，但我們確實非常非常興奮。史考特，你還有什麼要補充的嗎？

Yes. Just a couple of things. We all know that AI is driven by unique data sets, and you can provide unique experiences when you have unique data sets. And if you look at what Atlassian has done over the decades, we've been in business and the data we have, it's a really unique advantage for us. Firstly, our products are opened by default, which sounds like a simple thing, but -- if you want to train AI on data inside your organization, is that data can't be isolated to a few people.

是的。只是幾件事。我們都知道人工智慧是由獨特的數據集驅動的，當你擁有獨特的數據集時，你可以提供獨特的體驗。如果你看看 Atlassian 幾十年來所做的事情，我們一直從事的業務以及我們擁有的數據，這對我們來說確實是一個獨特的優勢。首先，我們的產品預設是開放的，這聽起來像是一件簡單的事情，但是——如果你想在組織內部的資料上訓練人工智慧，那麼資料就不能被隔離到少數人手中。

And if you use Confluence, you, as one of our customers, you have decades' worth of data that's available to train their AI on and help them make decisions. That's a really big part of our advantage. The second one is that we have breadth across what we do in terms of the workloads and what people use our products for span the entire organization. And that allows us to do very unique data sets to make decisions across the entire organization.

如果您使用 Confluence，作為我們的客戶之一，您將擁有數十年的數據，可用於訓練他們的人工智慧並幫助他們做出決策。這是我們優勢的很大一部分。第二個是我們在整個組織的工作負載和人們使用我們產品的用途方面擁有廣泛的業務範圍。這使我們能夠創建非常獨特的資料集來在整個組織中做出決策。

And lastly, that also includes third-party products. We've talked about our open tool chain for a long time. And if you're a single vendor that just does one thing, you can provide information about that one thing. But because our open tool chain spans everything across an organization, we can provide experiences and AI insights that span your entire organization.

最後，這也包括第三方產品。我們已經談論我們的開放工具鏈很長一段時間了。如果您是只做一件事的單一供應商，您可以提供有關該一件事的資訊。但由於我們的開放工具鏈涵蓋整個組織的所有內容，因此我們可以提供涵蓋整個組織的體驗和 AI 見解。

And so I think those are all really interesting. And then while other vendors work on a little bit about their AI features, we're out there delivering them on our platform, and we're super excited about what we deliver on a regular basis. And we just got a cadence of those things coming out to our customers on a regular basis. And so we're head down delivering the value to our customers.

所以我認為這些都非常有趣。當其他供應商在他們的人工智慧功能上做一些工作時，我們在我們的平台上提供它們，並且我們對我們定期提供的內容感到非常興奮。我們只是定期向客戶提供這些內容。因此，我們正在努力為客戶提供價值。

Your next question comes from Gregg Moskowitz from Mizuho.

您的下一個問題來自 Mizuho 的 Gregg Moskowitz。

I had a follow-up on Cloud migrations. You mentioned in the shareholder letter that the number of user migrations over the past year has risen by nearly 50%. And certainly, it's a high growth rate, but I think the increase was more like 2x a couple of quarters ago. So I'm wondering, is this change in growth just a function of law of larger numbers and tougher compares? Or is it also reflective of a much smaller opportunity set or even a slowdown in the appetite of customers to migrate to the Cloud?

我跟進了雲端遷移。您在股東信中提到，過去一年用戶遷移量增加了近50%。當然，這是一個很高的成長率，但我認為幾個季度前的成長率更像是 2 倍。所以我想知道，這種成長的變化是否只是更大數字和更嚴格比較法則的函數？或者這也反映出機會集更小，甚至是客戶遷移到雲端的興趣下降？

Yes. This is Cameron. I'll take the first half of this and Joe add anything if he seems fit. The reality is that we've had -- ever since we have announced the server end of life, which was a little more than 3 years ago. now we have increasingly quarter-on-quarter, raised our number of migrated seats that come across the board. But of course, we saw some huge jumps depending on different times along that journey we've had based off of either our loyalty discount programs or price changes along the way.

是的。這是卡梅倫。我會講前半部分，如果喬覺得合適的話，他會補充一些內容。現實情況是，自從我們宣布伺服器生命週期結束以來，我們就已經經歷過這樣的情況了，那是在三年多前了。現在，我們的遷移席次數量逐季增加，全面增加。但當然，我們看到了一些巨大的跳躍，這取決於我們在旅程中的不同時間，我們基於我們的忠誠度折扣計劃或一路上的價格變化。

As you remember, over the last few years, we've built in these compelling events. We have customers reasons to migrate throughout the years and the customers that migrated earlier, were financially incentivized to do so. Faster the numbers that we are dealing with now are quite large and they continue to grow significantly quarter-on-quarter. And I believe as we go into the next few months with server end of life, many of the customers who've waited until the last moment will be making these decisions to get the data center and Cloud, and there will be a lot of energy around that.

如您所知，在過去幾年中，我們舉辦了這些引人注目的活動。多年來，我們有客戶遷移的理由，較早遷移的客戶也受到了這樣做的經濟誘因。更快的是，我們現在處理的數字相當大，並且逐季度繼續顯著增長。我相信，當我們進入接下來的幾個月伺服器壽命結束時，許多等到最後一刻的客戶將做出這些決定以獲取資料中心和雲，並且將會有大量的精力圍繞那個。

The good part is all of our customer-facing teams, our partners, our migration experts, you name it, are more than capable of handling any influx we get in the next few months as customers wait for the last minute to make their choice on whether to go to data center or Cloud. And as I've already mentioned, post February, we will continue to have migrations continue to be a large part of our business as we move data center customers to Cloud in the coming years. Joe?

好的方面是，我們所有面向​​客戶的團隊、我們的合作夥伴、我們的遷移專家，凡是您能想到的，都完全有能力處理未來幾個月內出現的任何湧入，因為客戶會等待最後一刻做出選擇是否要去資料中心或雲端。正如我已經提到的，二月之後，隨著我們在未來幾年將資料中心客戶遷移到雲，遷移將繼續成為我們業務的重要組成部分。喬？

Yes, Cam. The only other thing I'd add, Gregg, is we do expect FY '24 to be a very big year for Cloud migrations. We've guided to 10 points of Cloud revenue growth coming from migrations for the full year. Just to reiterate what Cam said, that's really driven by 2 factors. We do continue to invest and make terrific progress in enabling and unblocking more and more customers to the Cloud. Our tooling, our support, our Cloud capabilities get better every day. And then the second point to reiterate what Cam said, is we do have the server end of support moment in February 2024, and that will also contribute to migrations growth.

是的，卡姆。 Gregg，我唯一要補充的是，我們確實預期 24 財年將是雲端遷移的重要一年。我們預計全年雲端收入將因遷移而增加 10 個百分點。重申一下卡姆所說的，這其實是由兩個因素所驅動的。我們確實繼續投資並在支援和解鎖越來越多的客戶使用雲端方面取得了巨大進展。我們的工具、我們的支援、我們的雲端功能每天都在變得更好。然後重申 Cam 所說的第二點是，我們確實在 2024 年 2 月提供了伺服器端支持，這也將有助於遷移增長。

Your next question comes from Michael Turrin from Wells Fargo.

您的下一個問題來自富國銀行的邁克爾·特林。

Joe, maybe one on margin. You raised the margin outlook fairly meaningfully. The 20% implied is now close to where you ended last year. Can you just help level set where you are from an investment perspective, how much opportunity do you see on the cost management side. And if there are priority areas for us to be focused on as the server migration end approaches, and maybe some resources free up as a result. That's also useful.

喬，也許是個邊緣人。您相當有意義地提高了利潤率前景。隱含的 20% 現在接近去年的水平。您能否從投資角度幫助確定您所處的位置，您在成本管理方面看到了多少機會？隨著伺服器遷移結束的臨近，如果有我們需要關注的優先領域，也許會釋放一些資源。這也很有用。

Thanks, Michael. You're right. The stronger-than-expected operating margin performance in Q1 and our guide in Q2 was driven by greater operating leverage. And so we are seeing that primarily on the operating expense side. In terms of operating expenses, I would say it's been a team-wide effort focused on a few core principles. We're focused on maximizing the return on every dollar we spend. making disciplined prioritization and resource allocation calls and driving operational efficiencies as we gain scale.

謝謝，麥可。你說得對。第一季的營業利潤率表現以及我們第二季度的指導均強於預期，這是由於營業槓桿增加所致。因此，我們主要在營運費用方面看到這一點。就營運費用而言，我想說這是整個團隊的努力，並專注於一些核心原則。我們專注於最大化我們所花費的每一美元的回報。隨著規模的擴大，制定嚴格的優先順序和資源分配要求並提高營運效率。

As a result, the savings are really broad-based across all groups from developer productivity and Cloud COGS optimization to G&A and everything in between. So it's happening across all teams, and we've made good progress to date. And I do think it's important to note while we do this, we continue to make the disciplined strategic investments in areas like cloud migrations and enterprise and AI in our core markets to drive durable long-term growth and serve customers.

因此，從開發人員生產力和雲端 COGS 優化到一般管理費用（G&A）以及介於兩者之間的所有方面，所有群組都真正實現了廣泛的節省。所有團隊都在發生這種情況，迄今為止我們已經取得了良好的進展。我確實認為值得注意的是，在我們這樣做的同時，我們繼續在核心市場的雲端遷移、企業和人工智慧等領域進行嚴格的策略投資，以推動持久的長期成長並為客戶提供服務。

In terms of the long-term trends, you're absolutely right. We've made significant multiyear investments in building out our cloud platform and building out our enterprise-grade capabilities. We do expect that those growth rates and those investments to moderate as we make tremendous progress against that over the next year or 2. So that's definitely an additional area of leverage that we should see in the model over the coming 2 years.

就長期趨勢而言，你是完全正確的。我們多年來在建立雲端平台和企業級功能方面進行了大量投資。我們確實預計，隨著我們在未來一兩年內取得巨大進展，這些成長率和投資將會放緩。因此，這絕對是未來兩年我們應該在模型中看到的另一個槓桿領域。

Your next question comes from Peter Weed from Bernstein.

您的下一個問題來自伯恩斯坦的彼得·威德。

Note, I think you did a great job of mentioning the strength in premium and enterprise edition upsells. But I didn't notice any conversation about cross-sells, new functionality for things like JSM that had been such a powerful growth engine recently. How has cross-sells been progressing? Any change in propensity to adopt new product? Or -- I think from some other companies, we're hearing some end-of-year strength with strong pipeline. Do you see some increasing interest here and optimism for strength at the end of the calendar year? Or how are things going with kind of cross-sell, particularly JSM, I would say?

請注意，我認為您很好地提到了高級版和企業版追加銷售的優勢。但我沒有註意到任何關於交叉銷售、JSM 等新功能的討論，而 JSM 最近一直是如此強大的成長引擎。交叉銷售進展如何？採用新產品的傾向有什麼改變嗎？或者 - 我認為從其他一些公司那裡，我們聽到了一些年終實力和強大的管道。您是否看到人們對此越來越感興趣，並對年底的實力持樂觀態度？或者我想說的是，交叉銷售（尤其是 JSM）的進展如何？

Yes, thanks. I'll take the first part of that question, and then Scott will chime in. Cross-sell is absolutely a key driver in our Cloud revenue growth rate model. We see a lot of opportunity to sell -- to cross-sell additional products into existing customers. That continues to be very healthy. I talked earlier about the fact that that's been one of the areas of our Cloud business that has held up really well and been resilient through the macroeconomic environment that we've experienced.

對了謝謝。我將回答該問題的第一部分，然後斯科特將插話。交叉銷售絕對是我們雲端收入成長率模型的關鍵驅動力。我們看到了許多銷售機會—向現有客戶交叉銷售其他產品。這仍然是非常健康的。我之前談到過這樣一個事實，即這是我們的雲端業務領域之一，在我們經歷的宏觀經濟環境中，該業務一直表現良好且具有彈性。

In terms of pipeline, I would just say, in general, our Q2 pipeline is very strong, and that's a function of everything that we've talked about that's held up well to date. It's the migrations, it's the cross-sell. It's the ability to upsell our customers to premium and enterprise additions of our products. So we're excited about that, and we're looking forward to a great Q2. Scott?

就管道而言，我只想說，總的來說，我們第二季度的管道非常強大，這是我們所討論的一切迄今為止都保持良好的結果。這是遷移，這是交叉銷售。它能夠向我們的客戶追加銷售我們產品的優質產品和企業附加產品。所以我們對此感到興奮，並期待第二季的出色表現。史考特？

I'll take that for you, Scott. This is Cameron. Yes, the -- I want to reiterate the pipeline, the strength we see in enterprise today on our healthy pipeline is not just migrations, but it also includes Jira Service Management. We continue to see Jira Service Management's expansion within our customer base. Nearly 50,000 customers are on Jira Service Management today across all sizes, whether that's small customers as well as we're increasingly seeing some large wins in larger enterprise customers with competitive replacements of legacy tooling.

我會替你拿的，史考特。這是卡梅倫。是的，我想重申一下管道，我們今天在企業中看到的健康管道的優勢不僅僅是遷移，還包括 Jira 服務管理。我們繼續看到 Jira Service Management 在我們的客戶群中不斷擴張。如今，有近 50,000 個各種規模的客戶使用 Jira Service Management，無論是小型客戶，還是我們越來越多地看到大型企業客戶透過有競爭力的舊工具替代品取得了巨大勝利。

I believe this is only going to continue to be strong as we continue to deliver new innovations like we spoke about earlier today with the virtual agents. And our merchant acquisitions to continue to innovate in the ITSM space. So that is a major focus for us. I also do want to highlight that many of our customers -- actually one of the most exciting things about talking about customers about getting to migrate them over an enterprise is a lot of the new capabilities we've launched in our existing products, whether that's whiteboarding and Confluence, new automation capabilities, analytics capabilities, but we've also launched new products this year.

我相信，隨著我們繼續提供新的創新，就像我們今天早些時候談到的虛擬代理一樣，這種趨勢只會繼續強勁。我們透過收購商家來繼續在 ITSM 領域進行創新。所以這是我們一個主要的關注點。我還想強調一下，我們的許多客戶 - 實際上，談論客戶將其遷移到企業時最令人興奮的事情之一是我們在現有產品中推出的許多新功能，無論是白板和Confluence、新的自動化功能、分析功能，但我們今年也推出了新產品。

Jira Product Discovery, is getting a lot of attention within our customer base, and we've seen that getting rapid adoption within kind of the early adopters in our customer base. So very excited about that. And just over the last couple of weeks, we launched a new product called Compass, focused on really hard core developer user base and really have a new innovative experience to help developers manage their complex services platforms. So I'm really excited across the board. Strength in Jira Service Management, but one, we can't lose sight of the many other products that many of our customers are very excited about. And in Cloud, the reality is it's just way easier for them to adopt those products. They can simply just turn them on, add them to their environment and get value out of them.

Jira 產品發現在我們的客戶群中得到了很多關注，我們已經看到它在我們的客戶群中的早期採用者中得到了快速採用。對此非常興奮。就在過去幾週，我們推出了一款名為 Compass 的新產品，專注於真正的核心開發者用戶群，並真正擁有新的創新體驗來幫助開發者管理其複雜的服務平台。所以我真的很興奮。 Jira 服務管理的優勢，但其一，我們不能忽視許多其他我們的客戶都非常感興趣的產品。在雲端中，現實是他們更容易採用這些產品。他們只需打開它們，將它們添加到他們的環境中並從中獲取價值。

So by the time we come around and have a sales conversation, many of them are already understanding the value that these products are providing to them.

因此，當我們過來進行銷售對話時，他們中的許多人已經了解這些產品為他們提供的價值。

Your next question comes from Ari Terjanian from Cleveland Research.

您的下一個問題來自克利夫蘭研究中心的 Ari Terjanian。

We noticed some incremental (inaudible) sort of speak, during the quarter around dual licensing, step-up credit, 6-month free trial for cloud. Could you speak to some of those efforts? And if they're providing any lift or also maybe potential dilutive impact on the revenue?

我們注意到本季圍繞著雙重授權、升級信用、6 個月免費雲端試用等方面出現了一些增量（聽不清楚）的言論。您能談談其中一些努力嗎？他們是否提供了任何提升或可能對收入產生潛在的稀釋影響？

Yes. This is Cameron again. I'll speak broadly just to everything we've done to incentivize customers to migrate in the past few years. And it's a, as I continue to say is, when we announced the server end of life 3 years ago, we had a carefully engineered set of programs to incentivize customers to migrate to the Cloud sooner than later. This was a combination of pricing incentives with loyalty discounts extended trials so that customers could start using Cloud at no cost and get used to it, understanding comfortably with the new functionality.

是的。這又是卡梅倫。我將廣泛談論過去幾年我們為激勵客戶遷移所做的一切。正如我繼續說的那樣，當我們三年前宣布伺服器生命週期結束時，我們制定了一套精心設計的計劃來激勵客戶儘早遷移到雲端。這是定價激勵與忠誠折扣延長試用的結合，以便客戶可以免費開始使用雲端並習慣它，輕鬆地理解新功能。

Or, of course, when customers purchase Cloud to ensure that they can continue to run their on-premise environments, like data center during the migration experience, knowing that migrations take different extended periods of time. So we (inaudible), all these were well planned, engineered from day 1 and have them part of our migrations forecasts for the last few years. So we continue to roll those out all the way up to the server end of life in February. The goal really being to make it as easy as possible for customers who want to get the Cloud as quickly as possible.

或者，當然，當客戶購買雲端以確保他們可以在遷移體驗期間繼續運行其本地環境（例如資料中心）時，知道遷移需要不同的延長時間。因此，我們（聽不清楚）所有這些都從第一天起就經過精心策劃和設計，並將它們納入我們過去幾年的遷移預測中。因此，我們將繼續推出這些服務，直到 2 月伺服器生命週期結束。我們的真正目標是讓想要盡快獲得雲端的客戶盡可能簡單。

Your next question comes from Jacob Roberge from William Blair.

你的下一個問題來自威廉布萊爾的雅各羅伯格。

(technical difficulty) work and work management. And do you ever see that -- the potential to combine that with Atlassian together? It seems like you're planning to offer it as a stand-alone product off the bat, but could Loom gets integrated into that suite over time?

（技術難點）工作和工作管理。您是否看到過將其與 Atlassian 結合在一起的潛力？您似乎打算立即將其作為獨立產品提供，但隨著時間的推移，Loom 能否整合到該套件中？

Jack, I think I missed the start of the question. So tell me if I'm answering the wrong question here. I think the first half didn't come through. The question is -- interpreted is, could Loom get integrated into some sort of a work management suite or bundle over time, like we've done with Jira Work Management, Confluence and Atlassian together. So I hope I'm answering the right question.

傑克，我想我錯過了問題的開頭。所以請告訴我我是否在這裡回答了錯誤的問題。我覺得上半場沒能完成。問題是——解釋為，隨著時間的推移，Loom 是否可以整合到某種工作管理套件或捆綁包中，就像我們對 Jira Work Management、Confluence 和 Atlassian 所做的那樣。所以我希望我回答了正確的問題。

That certainly is a distinct possibility. As I mentioned, there's a number of ways that we're looking to continue to monetize and grow Loom as a result of the acquisition. One of those is certainly just Loom by itself as a stand-alone product. It has a significant audience already. It has some really good viral properties and growth factors to it. and we think we can help continue that movement forward.

這當然是明顯的可能性。正如我所提到的，我們希望透過多種方式繼續透過收購來實現 Loom 的盈利和發展。其中之一當然就是 Loom 本身作為一個獨立的產品。它已經擁有大量觀眾。它具有一些非常好的病毒特性和生長因子。我們認為我們可以幫助繼續推進這項行動。

Second, certainly monetizing video across our audiences and improving, you might think about it as a competitive position of Confluence, it's a better video features, right? But thirdly, you're certainly looking at different bundles and opportunities in our customer base. I think you can be sure that we will do that thoughtfully when we come to looking at work management or ITSM. Don't forget there's a significant video component in knowledge bases and helping employees to and potential to share quick things either from the customer to the agent or from the agent back to the customer. So we will continue to look at possibilities of bundling and putting it into things like Atlassian together, yes. But our upfront goal will be to focus on integration and firstly, continuing the great growth rate of Loom as a stand-alone product, which is a fantastic business.

其次，當然是在我們的觀眾中透過影片貨幣化並進行改進，您可能會認為這是 Confluence 的競爭地位，這是更好的影片功能，對吧？但第三，您肯定會在我們的客戶群中尋找不同的捆綁包和機會。我認為您可以確信，當我們考慮工作管理或 ITSM 時，我們會深思熟慮地這樣做。不要忘記知識庫中有一個重要的影片元件，可以幫助員工和潛在的人員快速分享從客戶到代理商或從代理商返回客戶的資訊。因此，我們將繼續研究捆綁的可能性並將其放入 Atlassian 之類的東西中，是的。但我們的前期目標將是專注於集成，首先，繼續 Loom 作為獨立產品的巨大成長率，這是一項出色的業務。

Your next question comes from Keith Bachman from BMO.

您的下一個問題來自 BMO 的 Keith Bachman。

Many thanks for the question, Cameron. I think this is for you, if I could. When you talk about the conversion help the cloud of 10 points I was wondering if you could offer some commentary around what is that same metric? How much help is going to data center? And then for each of those, what happens after February 15? Any kind of guidepost on how we should be thinking about the conversion help for the customers that may be ongoing past the Feb 15 deadline. Any kind of commentary on how much conversion will help post Feb 15?

非常感謝卡梅倫的提問。我想如果可以的話，這是給你的。當您談論 10 點的轉換幫助雲時，我想知道您是否可以就相同指標提供一些評論？對資料中心有多少幫助？那麼對於其中每一個，2 月 15 日之後會發生什麼？關於我們應該如何考慮為客戶提供轉換幫助的任何類型的指南，可能會在 2 月 15 日截止日期之後持續進行。關於 2 月 15 日之後的轉換率有什麼評論？

Yes. So (inaudible) clarity, so the 10 points of growth we mentioned is for our Cloud business. That's just what came to the migrations and being clarity on where that growth is coming. So -- and of course, as Joe already mentioned, a large portion of the data center growth today is simply server to data center conversions. All of that pricing is actually available on our website. You can see across all tiers. You can see what existing server renewals are and what the existing data center list prices are going forward. Now that's the...

是的。所以（聽不清楚）很清楚，我們提到的 10 個成長點是針對我們的雲端業務的。這就是遷移的目的，以及明確成長的方向。因此，當然，正如喬已經提到的那樣，當今資料中心成長的很大一部分只是伺服器到資料中心的轉換。所有這些定價實際上都可以在我們的網站上找到。您可以看到所有級別。您可以查看現有伺服器的續約情況以及現有資料中心的未來標價。現在這就是...

Sorry, Cameron, that wasn't my question. My question is how much -- what's the same metric for data center? So of the growth, how much contribution are you getting from conversions?

抱歉，卡梅倫，這不是我的問題。我的問題是多少——資料中心的相同指標是什麼？那麼，在成長方面，您從轉換中獲得了多少貢獻？

Joe, you want to address that?

喬，你想解決這個問題嗎？

Yes, it's about 15 to 20 points.

是的，大約是15到20分。

And then what happens to those 2 metrics after the end of life server? Do you think -- any kind of just directional barometers you would want to provide?

那麼伺服器報廢後這兩個指標會發生什麼事呢？您認為您想提供任何類型的定向晴雨表嗎？

I would say, in general, what you should expect post server end of support is, obviously, the server to data center migrations will start to decline. That's going to be a big driver of why we expect to see the deceleration in data center in the second half of the year. We haven't quantified specifically what that curve looks like. And a lot of it will depend on what the customer purchasing behavior is around that server end of support moment. How many of those seats move to data center, how many of those seats move to Cloud and the timing on that.

我想說，一般來說，在伺服器終止支援後，您應該期望的是，顯然，伺服器到資料中心的遷移將開始下降。這將是我們預計下半年資料中心成長放緩的一個重要推動因素。我們還沒有具體量化這條曲線是什麼樣的。這在很大程度上取決於客戶在伺服器端支援時刻的購買行為。其中有多少席位遷移到資料中心，有多少席位遷移到雲端以及遷移的時間。

Your next question comes from Fatima Boolani from Citi.

您的下一個問題來自花旗銀行的法蒂瑪·布爾尼 (Fatima Boolani)。

I wanted to talk about the Cloud SKUs and the pricing increases that you've undertaken in the Cloud suite of products and solutions, in addition, it seems that every October, like clockwork pricing goes up by 5%.

我想談談雲端 SKU 以及您在雲端產品和解決方案套件中進行的定價上漲，此外，似乎每年 10 月，價格都會上漲 5%。

So Joe, maybe the question is for you. How is that being contemplated in your guidance for the year. And as an added layer, can you speak to customers who migrated to Cloud in the past -- in the recent past, who are perhaps on loyalty discounts? And what that cadence of getting these customers on loyalty discounts up to MSRP, if you will, how that's being considered in your Cloud guidance? And then a quick follow-up, if I may, please.

所以喬，也許這個問題是問你的。您在今年的指導中是如何考慮這一點的？作為一個附加層，您能否與過去遷移到雲端的客戶交談—在不久的過去，他們可能會享受忠誠度折扣？如果您願意的話，讓這些客戶享受高達建議零售價的忠誠度折扣的節奏是怎樣的，您的雲端指南中是如何考慮這一點的？如果可以的話，請快速跟進。

This is Cameron. Let me just address pricing directly on the Cloud. As you mentioned, we did have Cloud price increases go out this October, very much in line with the previous Cloud price increases that we rolled out in October. As you mentioned, for our customer base, this is largely granted -- no customers like price increases, but it is from all the purposes of nonevent. Customers are -- understand that these are a regular price increase that comes from Atlassian and relatively minimal at the, roughly, as you mentioned, 5% rate going forward.

這是卡梅倫。讓我直接談談雲端上的定價。正如您所提到的，我們確實在今年 10 月進行了雲端價格上漲，這與我們先前在 10 月推出的雲端價格上漲非常一致。正如您所提到的，對於我們的客戶群來說，這在很大程度上是理所當然的——沒有客戶喜歡價格上漲，但這是出於非事件的所有目的。客戶了解，這些是來自 Atlassian 的定期價格上漲，並且相對較小，正如您所提到的，未來的漲幅約為 5%。

Of course, we have many customers. Our primary goal here is to continue to migrate many of our existing on-premises customers. over to Cloud. So it's always allowed us, you've always been very considerate about whether that pricing dynamic on our Cloud list prices compared to on-premises customers. As you already mentioned as well, as part of the last few years, we offered loyalty discounts, which basically discounts off of list price for Cloud over the last few years, and customers are on -- many of the customers are on 1-year or 2-year contracts in Cloud. When those contracts come up for renewal, they will be coming up at list price, whatever list prices at that time.

當然，我們有很多客戶。我們的主要目標是繼續遷移許多現有的本地客戶。轉到雲。因此，我們總是非常考慮我們的雲端定價與本地客戶的定價動態是否相同。正如您也已經提到的，作為過去幾年的一部分，我們提供了忠誠度折扣，這基本上是過去幾年雲標價的折扣，並且客戶都在 - 許多客戶都在 1 年期或雲中的2 年期合約。當這些合約需要續約時，它們將以標價出現，無論當時的標價如何。

The good news of all of those customers understand that dynamic when we speak to them about the loyalty discounts and these programs. And more importantly, since most of them are on -- have plenty of -- or annual or 2-year contracts, they have plenty of time to plan accordingly for what their renewal will be.

好消息是，當我們與所有這些客戶談論忠誠度折扣和這些計劃時，他們都了解這種動態。更重要的是，由於他們中的大多數人都簽有大量的年度或兩年期合同，因此他們有足夠的時間來相應地計劃續約內容。

And then thanks, Cam. The question in terms of the guidance. As Cam mentioned, the effective price increase is roughly 5% blended. That's a good rule of thumb to use as you think about the impact that is built into the guidance. And do keep in mind, whenever we make these price changes, it takes a while for it to layer into the model simply because they're effective when the agreements are signed and that happens over the course of time is for our annual multiyear agreements.

然後謝謝卡姆。關於指導的問題。正如 Cam 所提到的，有效價格上漲約為 5%。當您考慮指南中內建的影響時，這是一個很好的經驗法則。請記住，每當我們進行這些價格變化時，都需要一段時間才能將其融入模型中，這僅僅是因為它們在簽署協議時生效，並且隨著時間的推移，我們的年度多年協議會發生這種變化。

Your next question comes from Derrick Wood from Cowen.

您的下一個問題來自 Cowen 的 Derrick Wood。

In the shareholder letter, you guys mentioned that Cloud sales from your channel was up nearly 2x year-over-year. And when I look at your total Cloud growth of 27%, that suggests that your partners are really generating a tremendous amount of your Cloud growth and perhaps your own channels are a bit softer. Has there been a shift in go-to-market strategy to call out that's causing a higher mix of growth coming from your channel partners?

在股東信中，你們提到你們通路的雲端銷售額年增了近 2 倍。當我看到您的雲端總成長率為 27% 時，這表示您的合作夥伴確實為您的雲端成長帶來了巨大的貢獻，也許您自己的頻道有點軟。進入市場策略是否發生了轉變，導致您的通路夥伴實現了更高的成長組合？

Yes, I'll take that one. This is Cameron. So first off, we see that as a very, very good news. As all of you know, Atlassian's channel, our solution partner network is a critical part of our overall go-to-market and has been for all 11 years I've been here and even longer than that. The dynamic you're seeing with the partners' Cloud growth in the recent months largely comes downside with our enterprise business.

是的，我會接受那個。這是卡梅倫。首先，我們認為這是一個非常非常好的消息。眾所周知，Atlassian 的管道、我們的解決方案合作夥伴網路是我們整體進入市場的關鍵部分，我在這裡工作了 11 年，甚至更久。近幾個月來，您所看到的合作夥伴雲端成長的動態很大程度上來自於我們的企業業務。

We have, many of our enterprise customers that have large enterprise migration needs. All of them usually when they take on a large migration are looking for some sort of technical or consulting health. And this is where our solution partners can provide direct access, plenty of expertise and honestly derisk the migration when it happens. So we have very much tied and much of our enterprise go-to-market, not just with our direct sales, but joint sales with our solution partners to make those migrations happen. And that's why you're seeing the outperformance in our channel Cloud sales over the last couple of years.

我們的許多企業客戶都有大量的企業遷移需求。他們所有人在進行大規模遷移時通常都在尋求某種技術或諮詢服務。在這裡，我們的解決方案合作夥伴可以提供直接存取、豐富的專業知識，並在遷移發生時誠實地降低遷移風險。因此，我們與我們的企業進入市場有很大的聯繫，不僅透過我們的直接銷售，還透過與我們的解決方案合作夥伴的聯合銷售來實現這些遷移。這就是為什麼您會看到我們的通路雲端銷售在過去幾年中表現出色。

I also want to add, it's not just the channel. It's the reality is we've unlocked a ton of new capability in Cloud as well as unblocked many customers because of the scale, data privacy and compliance capabilities that we've released in the last few years, which only opens up our channel partners and the biggest customers that they are serving continue to open up those doors to have them sign up for new migrations contracts.

我還想補充一點，不只是通路。事實上，由於我們在過去幾年中發布的規模、資料隱私和合規功能，我們已經在雲端解鎖了大量新功能，並為許多客戶解除了封鎖，這只會開放我們的通路合作夥伴和他們所服務的最大客戶繼續敞開大門，讓他們簽署新的遷移合約。

Your next question comes from Mark Cash from Raymond James.

您的下一個問題來自雷蒙德詹姆斯的馬克卡什。

This is Mark on for Adam. I wanted to circle back to the consolidation trend and Atlassian together. We're now a couple of quarters after announcing the offering. So could you first comment on the adoption if it's helping drive Cloud adoption? And if the plan of seeing organizations expand seats across buying centers is actually playing out so far. Thank you.

這是亞當的馬克。我想回顧一下整合趨勢和 Atlassian。距離我們宣布該產品已經過去了幾個季度。那麼您能否先評論一下這種採用是否有助於推動雲端採用？如果看到組織擴大購買中心席位的計劃到目前為止實際上正在實施。謝謝。

Yes. This is Cameron here. Apologies for the confusion there. Listen, Atlassian together is a key strategy to address what we see out there in the market of a variety of project management tools and used by different departments and different teams across the board. And we went to meet many of our customers, many of them are looking to try and standardize and consolidate on a single vendor to manage their teamwork needs. And when we looked out to the competitive offerings and what our customers are looking for, we realized we had a massive advantage with the broad suite of Atlassian products, not just Jira Work Management, including Confluence, new products like Atlas to allow for customers to have a broad set of use cases supported by a variety of tools versus having, from a single vendor at a significantly lower cost.

是的。這是卡梅倫。對於那裡的混亂表示歉意。聽著，Atlassian 一起是解決我們在市場上看到的各種專案管理工具以及不同部門和不同團隊全面使用的問題的關鍵策略。我們去見了許多客戶，他們中的許多人都希望嘗試標準化並整合到單一供應商來管理他們的團隊合作需求。當我們專注於有競爭力的產品和客戶的需求時，我們意識到我們擁有廣泛的 Atlassian 產品套件，而不僅僅是 Jira Work Management，包括 Confluence、Atlas 等新產品，讓客戶能夠擁有由各種工具支援的廣泛用例，而不是以低得多的成本從單一供應商那裡獲得。

We come out with many of those customers over the last year have made those decisions and are very happy migrating off of the other federated sets of tools to the Atlassian Work Management Solutions. Now that's it, we are still, as you mentioned, a few quarters into this. It's still relatively early days in that offering, but we're definitely resonating with the overall demand for consolidating on teamwork tools and platforms and going at Atlassian has been a massive advantage there.

去年，我們發現許多客戶已經做出了這些決定，並且非常高興從其他聯合工具組遷移到 Atlassian 工作管理解決方案。現在就是這樣，正如您所提到的，我們仍然需要幾個季度的時間。該產品還處於相對早期階段，但我們肯定對整合團隊合作工具和平台的整體需求產生了共鳴，而 Atlassian 在那裡擁有巨大的優勢。

Your next question comes from Keith Weiss from Morgan Stanley.

您的下一個問題來自摩根士丹利的基思韋斯。

I wanted to squeeze in 2, if I can on different topics. One on just overall customer count, it seems like another relatively smaller than what you've seen historically, customer ad quarter. Can you talk a little bit about kind of the trends that you're seeing with customer accounts and into the free-to-paid migration. But also you took away the disclosure of actually like a point number -- or the number of customers.

如果可以的話，我想在不同的主題上擠進兩個。就整體客戶數量而言，這似乎是另一個比您歷史上看到的相對較小的客戶廣告季度。您能談談您在客戶帳戶和免費到付費遷移方面看到的趨勢嗎？但你也取消了實際點數（或客戶數量）的揭露。

Just Atlassian has been like a price times quantity of like you add a lot of customers and then you make those customers bigger over time. Just wondering about like why to take away that disclosure. You're only halfway to your 500,000 customer goal. Why not give the specificity on a go-forward basis?

Atlassian 就像價格乘以數量一樣，就像您添加大量客戶，然後隨著時間的推移讓這些客戶變得更大。只是想知道為什麼要取消這項披露。您僅實現了 50 萬名客戶目標的一半。為什麼不進一步明確具體情況呢？

This is Cameron, I'll address the first half of that and then hand off to Joe. So as you mentioned, as we saw over the last year or so, we saw the new customer number declining, largely as we saw free-to-paid conversion rates slow down. Now that said, we still continue to get plenty of customers coming in to our website, many are signing up for free instances and are using free versions of our products, and that only continues to grow year-on-year, but we just saw them being slower to get out their credit card or hit their 11 user mark into that paid cohort.

我是卡梅倫，我將解決前半部分的問題，然後交給喬。正如您所提到的，正如我們在過去一年左右看到的那樣，我們看到新客戶數量下降，很大程度上是因為我們看到免費到付費的轉換率下降。儘管如此，我們仍然繼續吸引大量客戶進入我們的網站，許多客戶正在註冊免費實例並使用我們產品的免費版本，而且這一數字只會繼續逐年增長，但我們剛剛看到他們取出信用卡的速度較慢，或付費用戶數達11 人。

Good news, as Joe had already mentioned earlier, we are starting to see stabilization in that overall impact. And actually, we saw increase from Q4 to Q1 in that net new customer number. largely due to improvements that we have made in our funnel, specifically around the commerce and conversion experience, just simply making it easier for these free customers to purchase our Cloud products.

好消息，正如喬之前提到的，我們開始看到整體影響趨於穩定。實際上，我們看到淨新客戶數量從第四季度到第一季有所增加。這很大程度上歸功於我們在通路中所做的改進，特別是圍繞商務和轉換體驗，只是讓這些免費客戶更容易購買我們的雲端產品。

Now that said, there's still plenty of uncertainty out there in the market, but seeing that stabilization and slight improvement quarter-on-quarter, we see as largely positive in Q1. Joe, do you want to speak more to the numbers of those?

話雖如此，市場仍然存在許多不確定性，但看到穩定和季度環比略有改善，我們認為第一季基本上是積極的。喬，你想多談談這些數字嗎？

Yes. Thanks, Cam. Keith, we will continue to provide the total customer number on a directional basis. So, that will continue to be provided. We are also adding a new KPI that really goes to our strategy, and we believe this will help investors track progress against that strategy. We are increasingly focused on moving customers, existing customers to the Cloud and driving expansion within that massive base, and as we pointed out in the shareholder letter, this goes hand-in-hand with our strategy of driving breadth and that total customer number.

是的。謝謝，卡姆。 Keith，我們將繼續定向提供客戶總數。因此，這將繼續提供。我們還添加了一個真正符合我們策略的新關鍵績效指標，我們相信這將幫助投資者追蹤該策略的進展。我們越來越注重將客戶、現有客戶轉移到雲端，並推動這一龐大基礎的擴張，正如我們在股東信中指出的那樣，這與我們推動廣度和客戶總數的策略密切相關。

So we are introducing an additional customer KPI for investors that we will report on a regular basis and to track our progress against this. And that's specifically the number of customers with over $10,000 in cloud ARR. At the end of Q1, as you read in the shareholder letter, we had over 40,000 customers that met that profile growing 18%. And the reason we think this is a valuable metric is because this represents over 75% of our Cloud revenue.

因此，我們正在為投資者引入額外的客戶 KPI，我們將定期報告該指標並追蹤我們的進度。這具體指的是雲端 ARR 超過 10,000 美元的客戶數量。在第一季末，正如您在股東信中所讀到的那樣，我們有超過 40,000 名符合此要求的客戶，成長了 18%。我們之所以認為這是一個有價值的指標，是因為它占我們雲端收入的 75% 以上。

So giving investors both the breadth and the secondary metric around shift to Cloud and expansion, we think, gives them a great picture holistically of our strategy and our execution against it.

因此，我們認為，為投資者提供有關轉向雲端和擴張的廣度和次要指標，可以讓他們全面了解我們的策略和執行情況。

Your next question comes from Michael Turits from KeyBanc.

您的下一個問題來自 KeyBanc 的 Michael Turits。

Maybe we can talk about JSM a little bit. One of the things that I thought was interesting at Team '23 was that movement to templates as a way of taking JSM beyond just the IT department into the other areas of enterprise. Perhaps you can talk a little bit about the success there and how much non-IT take rate you're starting to get with JSM?

也許我們可以談談 JSM。我認為 Team '23 中有趣的事情之一是向模板的轉變，將 JSM 不僅僅應用於 IT 部門，擴展到企業的其他領域。也許您可以談談那裡的成功以及您開始透過 JSM 獲得多少非 IT 利用率？

This is Scott here. That's something we're very excited by is the fact that -- we get really excited thinking about how (inaudible) happens across an organization. It's typically a frustrating experience for sort of no matter where you sit in the organization, getting help from another team can be quite a frustrating experience. It's often mediated in slack or e-mails and you have to search for that information to actually get something done.

這是斯科特。我們非常興奮的是，我們非常興奮地思考（聽不清楚）整個組織是如何發生的。這通常是一種令人沮喪的經歷，無論您在組織中的哪個位置，從其他團隊獲得幫助都可能是相當令人沮喪的經歷。它通常透過 Slack 或電子郵件進行調解，您必須搜尋該資訊才能真正完成某件事。

And while we see IT teams being sort of the forefront of making that a better experience. The more forward of our customers are saying, why is that not the case also for our legal department to get a contract reviewed? Why is that not the case and I want something to my HR department?

雖然我們看到 IT 團隊在打造更好的體驗方面處於領先地位。越來越多的客戶說，為什麼我們的法律部門不接受合約審查呢？為什麼情況並非如此，而我想要向人力資源部門提供一些東西？

And, so as a result of that and building the features there, as you mentioned, with templates, 60% of our JSM customers now use JSM outside of IT. And I think you can see more and more of that. We're particularly excited because at a price point and with our usability, I think we have a better opportunity than any other vendors in this space to go beyond the traditional IT help desk. And so yes, we're really excited about that, and I'm glad you've recognized it.

因此，正如您所提到的，透過模板建立功能的結果是，我們 60% 的 JSM 客戶現在在 IT 之外使用 JSM。我想你會看到越來越多這樣的事。我們特別興奮，因為在價格點和我們的可用性方面，我認為我們比這個領域的任何其他供應商都有更好的機會超越傳統的 IT 幫助台。所以，是的，我們對此感到非常興奮，我很高興您認識到這一點。

Your next question comes from Ittai Kidron from Oppenheimer.

您的下一個問題來自奧本海默的 Ittai Kidron。

A couple of questions for me. First, can you give us an update on work management and your progress there in the field? And whether that part of the business is affected more by slower freight to paid conversions.

有幾個問題問我。首先，您能為我們介紹一下工作管理的最新情況以及您在該領域的進展嗎？以及這部分業務是否受到貨運到付費轉換速度較慢的影響更大。

And the second question relates to the migration. It seemed like as part of your prepared remarks, you suggested maybe I got this wrong, that you expect some customers not to migrate? Can you give a little bit more color on that. Have you already heard from customers that they intend to not migrate at all and just move elsewhere or leave without support? If you can give us more color on the magnitude of that cohort will be greatly appreciated.

第二個問題與遷移有關。作為您準備好的演講的一部分，您似乎認為我可能弄錯了，您希望某些客戶不會遷移？你能對此多加一點顏色嗎？您是否已經從客戶那裡聽說他們根本不打算遷移，只是搬到其他地方或在沒有支援的情況下離開？如果您能給我們更多關於該群體規模的信息，我們將不勝感激。

This is Cameron. I'll speak to the work management side of this and slightly to the migration piece, then hand off to Joe. So yes, listen, work management is a key part of our overall offerings. And just remember, the products that we put in there our Confluence, our second largest product, and we have massive adoption across our customer base, and massive usage and has been a key part of our SMB as well as our enterprise business. And many of the new functionalities we drive in Confluence, whether that's the whiteboarding capabilities, automation capabilities, you name it, have been key compelling drivers for migrations themselves.

這是卡梅倫。我將談論這方面的工作管理方面以及遷移部分，然後交給 Joe。所以，是的，聽著，工作管理是我們整體產品的關鍵部分。請記住，我們在 Confluence 中放置的產品是我們的第二大產品，我們在客戶群中得到了廣泛的採用和使用，並且已經成為我們的中小型企業和企業業務的關鍵部分。我們在 Confluence 推出的許多新功能，無論是白板功能、自動化功能，凡是您能想到的功能，都是遷移本身的重要驅動力。

Adding our other offerings like Jira Work Management, which allows for much simpler business-friendly projects tied to your Jira usage is a great way to extend from those technical development and IT teams into these other business use cases and projects, and we've seen significant adoption of those Jira Work Management project templates. We have a new product called Atlas allowing you to basically communicate the status and updates on who is working on projects and the status of those projects and the goals and OTRs associated with them, regardless of where the work is happening.

添加我們的其他產品，例如Jira Work Management，它允許與您的Jira 使用相關的更簡單的業務友好型項目，這是從技術開發和IT 團隊擴展到其他業務用例和項目的好方法，我們已經看到大量採用 Jira Work Management 專案範本。我們有一個名為 Atlas 的新產品，讓您基本上能夠傳達專案工作人員的狀態和更新、這些專案的狀態以及與其相關的目標和 OTR，無論工作在哪裡進行。

And as we already mentioned, Atlassian together, bringing all those products together in a single offering at a competitive price, allowing customers who are looking to consolidate their work management tools onto a single platform for Atlassian. So absolutely a critical part of our go-to-market going forward and part of our overall financial picture over the last year. As far as the migrations themselves, the server customers, there is a significant portion of server customers who have yet to decide to move to data center or Cloud. And we are working with every single one, and I'll tell you right now is definitely aware of this February date.

正如我們已經提到的，Atlassian 整合在一起，以具有競爭力的價格將所有這些產品整合到一個產品中，使希望將其工作管理工具整合到 Atlassian 單一平台上的客戶能夠使用。因此，這絕對是我們未來進入市場的關鍵部分，也是我們去年整體財務狀況的一部分。就遷移本身而言，即伺服器客戶，有很大一部分伺服器客戶尚未決定遷移到資料中心或雲端。我們正在與每一個人合作，我現在就告訴你們，我們肯定知道這個二月的日期。

And we will hopefully ensure that we guide them to either a Cloud or data center decision post February. As far as going to alternatives or so on, really, we haven't had many of those conversations or see any spike. The migrations process has been very much in line with our plans and continues to be month-on-month. Joe, Mike, do you have anything to add?

我們希望確保在二月之後引導他們做出雲端或資料中心的決定。至於替代方案等，實際上，我們還沒有進行過很多這樣的對話，也沒有看到任何激增。遷移過程非常符合我們的計劃，並且繼續逐月進行。喬、麥克，你們還有什麼要補充的嗎？

Yes. Thanks, Cam. In terms of the question on guidance, there is, as Cam mentioned, a server cohort that will not migrate to data center or server in FY '24. And we factored that into our guidance. We based that on an analysis of our server customer base, the trends we're seeing, the customer profile, the surveys that Cam mentioned. So we have accounted for that. We have a prudent assumption to account for that, and that is in the guidance itself.

是的。謝謝，卡姆。關於指導問題，如 Cam 所提到的，有一批伺服器在 24 財年不會遷移到資料中心或伺服器。我們將這一點納入了我們的指導中。我們基於對伺服器客戶群的分析、我們看到的趨勢、客戶概況以及 Cam 提到的調查。所以我們已經考慮到了這一點。我們有一個謹慎的假設來解釋這一點，這就是指南本身。

I can just add 1 or 2 more points on work management. Ittai. Firstly, I think we continue to see value in being quite unique in the market in bridging technical and nontechnical teams across the work management space. It's important to note that our 3 markets don't exist in isolation. They each have unique sales motions and unique target personas, but they are intimately connected in a lot of different ways.

關於工作管理，我還可以再補充一、兩點。伊泰。首先，我認為我們繼續看到在跨工作管理領域橋接技術和非技術團隊方面在市場上相當獨特的價值。值得注意的是，我們的三個市場並不是孤立存在的。他們每個人都有獨特的銷售動作和獨特的目標人物角色，但他們以許多不同的方式緊密相連。

For example, you might have marketing teams in Trello that need to connect to engineering teams and operations teams that live in Jira Software, for example, that uniqueness is a really good -- a differentiator for us at the moment in the market. Secondly, with things like Atlassian Together, has been mentioned earlier in the call, consolidation on those spaces is a big part of things, and you've seen that with execution so far, but also with the Loom and with the other things that we are delivering and adding into that space. Again, Loom will sit in the work management area as far as Atlassian is concerned.

例如，您可能在 Trello 中擁有行銷團隊，需要與 Jira Software 中的工程團隊和營運團隊建立聯繫，例如，這種獨特性確實很好，是我們目前在市場上的差異化因素。其次，對於Atlassian Together 之類的事情，我們在電話會議的前面已經提到過，這些空間的整合是事情的一個重要組成部分，到目前為止，您已經在執行中看到了這一點，而且還看到了Loom 和我們正在做的其他事情。正在交付並添加到該空間。同樣，就 Atlassian 而言，Loom 將位於工作管理領域。

So just wanted to be clear that we are pretty steadfast in our commitment to work management. We think it's a huge opportunity for us, and we're not waffling around at all.

所以我想明確一點，我們對工作管理的承諾非常堅定。我們認為這對我們來說是一個巨大的機會，我們根本不會胡思亂想。

Your next question comes from DJ Hynes from Canaccord Genuity.

您的下一個問題來自 Canaccord Genuity 的 DJ Hynes。

This is Luke on for DJ. So I'm going to dovetail off of the other questions around migrations after end of life. I'm wondering if you can comment just sort of how much flexibility do your customers have to extend beyond that deadline? How difficult is it for them to continue using those products once they're no longer supported. And then how long could it take for those remaining migrations to actually play out?

我是 DJ 盧克。因此，我將討論有關生命結束後移民的其他問題。我想知道您是否可以評論一下您的客戶在該截止日期之後有多少靈活性？一旦不再受支持，他們繼續使用這些產品有多困難。那麼剩下的遷移需要多長時間才能真正發揮作用？

This is Cameron here. A couple of different dynamics of that question. But first off, will customers -- will we extend support to server customers post the server end of life? And the answer there is no. Those customers -- we gave those customers basically 3.5 years heads up to make this decision, and we're definitely holding by that. That said, if a server customer comes by, just so you know the server licenses are perpetual licenses. So their software will continue to work.

這是卡梅倫。這個問題有幾個不同的動態。但首先，客戶—我們是否會在伺服器壽命結束後向伺服器客戶提供支援？答案是否定的。這些客戶——我們基本上給了這些客戶 3.5 年的時間來做出這個決定，我們肯定會堅持這一點。也就是說，如果伺服器客戶過來，您就知道伺服器許可證是永久許可證。所以他們的軟體將繼續工作。

They just simply will not be able to get maintenance patch updates, new functionality or any support from Atlassian support teams. So they'll continue to function just fine. But once again, those customers eventually are going to want to have new capabilities or have something that they need support from and they'll call us up. Now if a customer does call us up, a few months after the server end of life, they're on a server unsupported license and need to help move into the Cloud. we absolutely will help them move to the Cloud as long as they decide to purchase a Cloud license.

他們只是無法獲得維護補丁更新、新功能或來自 Atlassian 支援團隊的任何支援。所以他們將繼續正常運作。但再一次，這些客戶最終會想要擁有新的功能或擁有他們需要支援的東西，他們會打電話給我們。現在，如果客戶在伺服器壽命結束幾個月後確實給我們打電話，他們將使用不受支援的伺服器許可證，並且需要協助遷移到雲端。只要他們決定購買雲端許可證，我們絕對會幫助他們遷移到雲端。

And with that, we're happy to have the technical conversation with them to help them move their server licenses up to Cloud and whatever technical discussion is required. But that is the only place where we will, to engage those sort of customers, is if they have decided to purchase Cloud itself.

因此，我們很高興與他們進行技術對話，以幫助他們將伺服器許可證轉移到雲端以及任何需要的技術討論。但這是我們吸引這類客戶的唯一途徑，那就是他們決定購買雲端本身。

I'd add on to that, stepping back at the macro level. We've had a couple of years now where we've been focused on migrating our customers with a compelling event of server end of life. But at a macro level, half of the migrations we're getting are from data center. And so that figure doesn't turn off come February next year or if that's going to continue to be there.

我想補充一點，回到宏觀層面。幾年來，我們一直專注於透過引人注目的伺服器壽命終止事件來遷移我們的客戶。但從宏觀層面來看，我們獲得的遷移有一半來自資料中心。因此，這個數字不會在明年二月消失，或者是否會繼續存在。

And we're continuing to invest in migrating customers across and we continue to invest in making our Cloud platform better and better. That's both attracting new customers to Cloud and of course, continuing the migrations from data center. So these are investments that like over time, will plateau and we'll start getting our peak migration investments will, at sometimes start decreasing, and we also are at stage where more and more of our customers are in the Cloud.

我們將繼續投資於客戶遷移，並繼續投資使我們的雲端平台變得越來越好。這既吸引了新客戶到雲端，當然也繼續從資料中心遷移。因此，隨著時間的推移，這些投資將趨於穩定，我們將開始獲得遷移投資的峰值，有時會開始減少，而且我們也處於越來越多的客戶進入雲端的階段。

And if you think about the innovation that we can bring in Cloud because of the platform we've got there, that's what I get really excited about. Our ability to bring new products to market is way, way, way faster in the Cloud, and you've seen that with Jira Product Discovery, you've seen that with Atlas, with Compass, with Jira Work Management, which is easy for us to get our customers to migrate from Jira Software and give that end platform to user in the HR department or in the marketing department to start using Jira Work Management to track their work.

如果你想到我們可以因為我們擁有的平台而在雲端帶來創新，那就是我真正感到興奮的地方。我們在雲端中將新產品推向市場的能力要快得多，而且您已經透過 Jira Product Discovery 看到了這一點，您已經透過 Atlas、Compass 和 Jira Work Management 看到了這一點，這對於我們幫助我們的客戶從Jira Software 遷移，並將該終端平台提供給人力資源部門或行銷部門的用戶，以開始使用Jira Work Management 來追蹤他們的工作。

It's easy to put Jira Service Management into these customers and cross-sell there. So the ability for us to both build new innovation in the Cloud is way higher, particularly because we built this Cloud platform that we've talked about and you've seen and the reason we can bring AI to all of our customers and all of our products, so quickly is the investments we've made in this Cloud platform.

將 Jira Service Management 引入這些客戶並在那裡進行交叉銷售很容易。因此，我們在雲端中建立新創新的能力要高得多，特別是因為我們建立了我們已經討論過並且您已經看到的雲端平台，以及我們可以將人工智慧帶給我們所有客戶和所有人的原因我們的產品，我們在這個雲端平台的投資是如此之快。

And as we hit peak migration, like we'll be out of it more and more asset behind building new things in this platform. And of course, acquisitions worked really well as well. The fact that we've got these new customers in Cloud is way easier to introduce them to Loom than it is for a behind-the-firewall customer out there.

當我們達到遷移高峰時，我們將擺脫在這個平台上建立新事物的越來越多的資產。當然，收購也非常有效。事實上，我們在雲端中擁有這些新客戶，向他們介紹 Loom 比向防火牆後面的客戶介紹要容易得多。

And so I'm super excited. I know we've focused a lot on migration historically, and I know it's really important and it drives a lot of kind of people spreadsheets about how they think about the business. But the more customers we have in Cloud, the more innovation we can deliver, the better we can cross-sell our customers, the easier it is for us to get more incremental users inside our products then go wall to wall.

所以我非常興奮。我知道我們歷史上非常關注遷移，我知道這非常重要，它促使許多人製作電子表格來了解他們對業務的看法。但是，我們在雲端中擁有的客戶越多，我們可以提供的創新就越多，我們就越能更好地向客戶進行交叉銷售，我們就越容易在我們的產品中獲得更多的增量用戶，然後逐一進行。

And so I'm really excited about more I looked around the opportunities we have and particularly in this moment when customers are coming up for consolidation and they're talking to us and saying, "Hey, I got to get rid of plenty of other vendors out there because you're mission critical and you do things that no one else can. And, you've got a lot of analytics that allows me to show how work moves across my entire organization." They are great conversations to have. And migration is great, but the real benefits are going to come on the far side of those migrations. And I think that's worthwhile pointing out.

因此，我對更多的機會感到非常興奮，我環顧了我們擁有的機會，尤其是在客戶前來進行整合的時刻，他們與我們交談並說：「嘿，我必須擺脫很多其他機會」因為你們的任務至關重要，而且你們做的事情是其他人做不到的。而且，你們有大量的分析數據，可以讓我展示工作在整個組織中的進展情況。”他們是很棒的對話。移民是偉大的，但真正的好處將來自這些移民的另一邊。我認為這一點值得指出。

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

謝謝。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麥克做總結發言。

Yes. Look, thanks, everyone, for joining the call today. As always, I appreciate your thoughtful questions and continued support. It'd be a bit remiss of me not to thank Cameron for his 11 years of amazing dedicated support, friendship and everything else, ending as our Chief Revenue Officer jointly over the last few years. So just from me and from all of the team, thank you to Cameron before he heads off to his rocking chair and his fortune in retirement, and we hope he really enjoys that.

是的。謝謝大家今天加入電話會議。一如既往，我感謝您深思熟慮的問題和持續的支持。如果我不感謝卡梅倫 11 年來的奉獻支持、友誼和其他一切，並在過去幾年中共同擔任我們的首席營收官，那就有點失職了。因此，我和團隊全體成員，在卡梅倫走向他的搖椅和退休後的財富之前，向他表示感謝，我們希望他真的很喜歡這一點。

Secondly, on the heels of our high velocity event that Scott talked eloquently about earlier. We have Unleash, which is our agile and DevOps market event next month in Amsterdam. And we'll be hosting a virtual ESG Forum, both of which investor -- sorry, the virtual ESG Forum is later this month, both of which investors are welcome to, please. We hope to see you there. And beyond that, we hope you have a kick a*s rest of your day. Thank you for being here.

其次，緊接著史考特之前雄辯地談到的我們的高速事件。我們有 Unleash，這是我們下個月在阿姆斯特丹舉行的敏捷和 DevOps 市場活動。我們將舉辦一個虛擬 ESG 論壇，這兩個論壇都是投資者——抱歉，虛擬 ESG 論壇將於本月晚些時候舉行，歡迎投資者參加。我們希望看到你在那裡。除此之外，我們希望您度過愉快的一天。非常感謝您的到來。