Atlassian Corp (TEAM) 2022 Q3 法說會逐字稿

Good afternoon. Thank you for joining Atlassian's Earnings Conference Call for the Third Quarter of Fiscal Year 2022. 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 2022 財年第三季度的收益電話會議。提醒一下，本次電話會議正在錄音中，可在電話會議後從 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 Third Quarter Fiscal Year 2022 Earnings Call. Thank you for joining us today. On the call today, we have Atlassian's Co-Founders and Co-CEO, Scott Farquhar and Michael Cannon-Brookes; our Chief Financial Officer, James Beer; and our Chief Revenue Officer, Cameron Deatsch. Earlier today, we published a shareholder letter and press release with our financial results and commentary for our third quarter of fiscal year 2022. 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 data sheet. As always, our shareholder letter contains management's insight and commentary for the quarter. So during the call today, we'll have brief opening remarks and then focus our time on Q&A.

歡迎參加 Atlassian 2022 財年第三季度財報電話會議。感謝您今天加入我們。在今天的電話會議上，我們有 Atlassian 的聯合創始人兼聯合首席執行官 Scott Farquhar 和 Michael Cannon-Brookes；我們的首席財務官 James Beer；和我們的首席營收官 Cameron Deatsch。今天早些時候，我們發布了一封股東信函和新聞稿，其中包含我們 2022 財年第三季度的財務業績和評論。股東信函可在我們網站投資者關係部分的 Atlassian 工作生活博客上找到，您還可以在其中找到其他與收益相關的材料，包括收益新聞稿和補充投資者數據表。與往常一樣，我們的股東信中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上。

This call will include forward-looking statements. Forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause actual results, performances and achievements to be materially different from any future results, performance or achievements expressed and/or implied by the forward-looking statements. 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. We assume 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 the company's 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 recent Form 20-F and quarterly Form 6-K.

本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、不確定性和其他因素，可能導致實際結果、業績和成就與前瞻性陳述中明示和/或暗示的任何未來結果、業績或成就存在重大差異。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做出此類陳述之日的信念和假設。如果此類聲明發生變化或不再是最新的，我們不承擔更新或修改此類聲明的義務。有關可能影響公司財務業績的這些和其他因素的更多信息包含在我們不時向證券交易委員會提交的文件中，包括我們最近的表格 20-F 和季度表格 6-中標題為風險因素的部分K。

During today's call, we will also discuss non-IFRS financial measures. These non-IFRS financial measures are in addition to and are not a substitute for or superior to measures of financial performance prepared in accordance with IFRS. A reconciliation between IFRS and non-IFRS financial measures is available in our shareholder letter, earnings release and an investor data sheet on the IR website. During Q&A, please ask your full question upfront so that we can be fair and be able to accommodate the next speaker. With that, I'll turn the call over to Mike for opening remarks.

在今天的電話會議中，我們還將討論非國際財務報告準則財務措施。這些非 IFRS 財務指標是對根據 IFRS 編制的財務業績指標的補充，但不能替代或優於這些指標。 IFRS 和非 IFRS 財務指標之間的對賬可在我們的股東信函、收益發布和 IR 網站上的投資者數據表中找到。在問答期間，請提前提出您的完整問題，以便我們公平並能夠容納下一位發言人。有了這個，我將把電話轉給邁克做開場白。

Thanks, everyone, for joining us today. Q3 was yet another strong quarter for Atlassian. We continue to execute well and see great momentum in our business. We continue to see significant demand for our products across all 3 of our markets, and now have line of sight to $10 billion in annual revenue based on our current markets and current products. Atlassian has a 20-year track record of growing our ambition, and we've never been more excited about the opportunities in front of us. We had an amazing Team '22 conference in Las Vegas.

謝謝大家，今天加入我們。第三季度是 Atlassian 的又一個強勁季度。我們繼續表現良好，並看到我們的業務發展勢頭良好。我們繼續看到我們所有三個市場對我們產品的巨大需求，根據我們當前的市場和當前產品，現在的年收入有望達到 100 億美元。 Atlassian 擁有 20 年不斷壯大雄心的記錄，我們對擺在我們面前的機會感到前所未有的興奮。我們在拉斯維加斯舉行了一場精彩的 Team '22 會議。

It was incredible to hear all the customer stories, about the mission-critical workflows that we're powering from our customer community and all of our partners. We continue to learn from our customers about how Atlassian can help their teams work differently together. If you missed us at our Investor Day in Las Vegas, be sure to catch all of the materials and a recording of the event on our IR website. We'd love for you to learn more about Atlassian and better understand our massive market opportunities, our platform, the strategic bets we're placing and our future trajectory. With that, I'll pass the call to the operator for Q&A. Operator?

聽到所有客戶的故事，關於我們從客戶社區和所有合作夥伴那裡支持的關鍵任務工作流程，真是令人難以置信。我們繼續向客戶學習 Atlassian 如何幫助他們的團隊以不同的方式協同工作。如果您在拉斯維加斯的投資者日錯過了我們，請務必在我們的 IR 網站上獲取所有材料和活動記錄。我們希望您能更多地了解 Atlassian，並更好地了解我們巨大的市場機會、我們的平台、我們所下的戰略賭注以及我們的未來發展軌跡。有了這個，我會把電話轉給接線員進行問答。操作員？

Mike, do you want to talk about the long-term future of Atlassian while we have a moment here.

Mike，您想談談 Atlassian 的長遠未來嗎？

I was thinking a shareholder letter maybe answered all of the questions -- perfect shareholder letter.

我在想一封股東信可能會回答所有問題——完美的股東信。

(Operator Instructions) We have your first question from Keith Weiss with Morgan Stanley.

（操作員說明）我們收到了來自摩根士丹利的 Keith Weiss 的第一個問題。

And very impressive results. Right now, the investor focus is really on sort of macro and durability of software demand. One of the things, Mike, that you've talked about in the past is Atlassian is kind of built for defense. But when you look at sort of the 3Q results, how much of this was just the demand environment is good, and you guys are executing in a good demand environment. How much of this is Atlassian flexing that we're good at side of the equation to help us kind of understand the operating environment you guys are in?

和非常令人印象深刻的結果。目前，投資者關注的焦點實際上是軟件需求的宏觀和持久性。 Mike，您過去談到的其中一件事是 Atlassian 是為防禦而構建的。但是，當您查看 3Q 的結果時，其中有多少只是需求環境良好，你們在良好的需求環境中執行。這其中有多少是 Atlassian 彎曲我們擅長的等式，以幫助我們了解你們所處的操作環境？

Keith, it's Scott here. Look, I'm super happy with the results we have. But the way we operate as a company is really making long-term bets and long-term investments. And that's what we see here. And those investments, whether they were in free many years ago or they were in ITSM, who we made those investments or cloud infrastructure and migrating our customers to cloud, all these things are long-term bets that are paying off over time. And so I think regardless of what the demand environment is like we've played that long-term game. So that's one thing to think about. The second aspect about that is that we've seen kind of great demand for our products around the world. I know there's some worries about that but we've seen great demand in all of our geographies. And I think what we're seeing there is we sell into a market that in good times and bad times, requires the products that we sell.

基思，這裡是斯科特。看，我對我們的結果非常滿意。但我們作為一家公司的運營方式實際上是在進行長期押注和長期投資。這就是我們在這裡看到的。這些投資，無論是多年前免費還是在 ITSM 中，我們進行了這些投資或云基礎設施並將我們的客戶遷移到雲，所有這些都是長期的賭注，隨著時間的推移會得到回報。所以我認為無論需求環境如何，我們都在玩這個長期遊戲。所以這是需要考慮的一件事。第二個方面是，我們已經看到世界各地對我們產品的巨大需求。我知道對此有些擔憂，但我們在所有地區都看到了巨大的需求。而且我認為我們看到的是，我們向一個無論好壞都需要我們銷售的產品的市場進行銷售。

And we've seen that even through sort of the '08, '09 downturn, we've been around long enough to have played through that, and we came out stronger on the other side of that, and we grew through that downturn as well. So it's a combination of those factors. I think people realized sort of pandemic is coming off and there might have been pandemic tailwinds, fueling Atlassian's business that will come off after that. We haven't seen anything to indicate that if anything, the demand for digital transformation is kind of a structural change that's continuing to happen.

我們已經看到，即使經歷了 08 年、09 年的低迷時期，我們已經存在足夠長的時間來度過難關，我們在另一邊表現得更強大，我們在低迷時期成長為好。所以這是這些因素的組合。我認為人們意識到某種流行病正在消退，並且可能已經出現了流行病的順風，這推動了 Atlassian 的業務，該業務將在此之後消失。我們還沒有看到任何跡象表明，如果有的話，對數字化轉型的需求是一種持續發生的結構性變化。

We have your next question from Arjun Bhatia with William Blair.

我們有來自 Arjun Bhatia 和 William Blair 的下一個問題。

And congrats on a great quarter here. I wanted to touch on the ITSM market and the progress that you're making with Jira Service Management, specifically. It's something that was a big topic of conversation amongst your customers and partners at Team '22 in Vegas. And I'm curious how the product market fit of that solution has changed over time? I know in the past, we've talked about maybe it would be good for legal help desk for quick up and running use cases. But are you starting to get pulled into more core ITSM use cases at large enterprises. I'd love to hear some of the commentary around that and maybe how the deal size is for Jira Service Management have changed over the last year, 1.5 years.

並祝賀這裡有一個很棒的季度。我想談談 ITSM 市場以及您在使用 Jira Service Management 方面取得的進展。在拉斯維加斯的 Team '22 中，這是您的客戶和合作夥伴之間的一個重要話題。我很好奇該解決方案的產品市場契合度隨著時間的推移發生了怎樣的變化？我知道在過去，我們已經討論過它可能對快速啟動和運行用例的法律幫助台有好處。但是，您是否開始涉足大型企業的更多核心 ITSM 用例。我很想听聽有關這方面的一些評論，也許 Jira Service Management 的交易規模在過去一年（1.5 年）發生了變化。

I'll talk about the long-term stuff, and Cameron can chime in with any color about deal size changes if there's anything to add there. As we said before, there's some huge advantages we have in the ITSM market. One is that we're the only company that can bring IT and Dev together. And that's very attractive to companies as IT and Dev do come together across the entire industry. So that's really attractive. And then the other one is that we can play for the Fortune 500, 1000. We're not just playing the Fortune 2000. That's both the cost-effective nature of our solution but also just the time to value, getting our customers up and running. And so when you look at the sort of product market fit, like those things stand out, they stand out to the entire time frame that we've got. And that's been recognized by Gartner, Forrester kind of the big people who are recommending to large customers what to buy like those advantages are being recognized up and down the customer size spectrum.

我會談談長期的事情，如果有什麼要補充的話，卡梅倫可以就交易規模的變化提出任何意見。正如我們之前所說，我們在 ITSM 市場上有一些巨大的優勢。一是我們是唯一一家可以將 IT 和開發結合在一起的公司。這對公司非常有吸引力，因為 IT 和開發確實在整個行業中融合在一起。所以這真的很有吸引力。然後另一個是我們可以為財富 500 強、1000 強公司效力。我們不只是在為財富 2000 強公司效力。這既是我們解決方案的成本效益性質，也是實現價值的時間，讓我們的客戶振作起來，跑步。因此，當您查看產品與市場的契合度時，就像那些突出的東西一樣，它們在我們所擁有的整個時間範圍內都很突出。 Gartner 已經認識到這一點，Forrester 那種向大客戶推薦購買什麼的大人物，這些優勢在客戶規模範圍內得到了認可。

Look, I mean, longer term, that we have a view that every organized team and the organization becomes a service team, whether your HR, your finance, legal. IT, the obvious one, right, that everyone becomes a service organization. And I think with the visions we laid out at our annual conference just a few weeks ago, we sort of articulated that global health vision. So Cameron, do you want to add anything on the customer size?

看，我的意思是，從長遠來看，我們認為每個有組織的團隊和組織都成為一個服務團隊，無論是您的人力資源、財務還是法律。 IT，很明顯，對，每個人都變成了一個服務組織。我認為，就在幾週前我們在年度會議上提出的願景中，我們在某種程度上闡明了全球健康願景。那麼卡梅倫，您想在客戶規模上添加任何內容嗎？

Yes. I first want to call out that part of our approach here is not to just go after the small customers or just attract the large customers in that we are very much Atlassian focus, which is just over 40,000 Jira Service Management customers today. And that's a relatively new product and it shows the type of volume of product market fit, as you would say, is quite strong, increasingly over the last couple of years, largely due to our cloud platform and from an enterprise investment perspective, supported by a variety of really robust features in the IT service management market. We checked off what I consider is like that kind 80, 20 set of requirements that most enterprise departments need, and they're starting to really look to Jira Service Management as that IT service management platform. And we have plenty of case studies where we see companies address us that way. I actually spoke to the customer yesterday that did exactly that and has been running Jira Service Management for all the IT Service Management operations for over a couple of years now.

是的。我首先要指出的是，我們的方法的一部分不僅僅是追求小客戶或僅僅吸引大客戶，因為我們非常關注 Atlassian，今天只有 40,000 多名 Jira Service Management 客戶。這是一個相對較新的產品，它顯示了產品市場契合的類型，正如您所說，在過去幾年中越來越強大，主要是由於我們的雲平台和從企業投資的角度來看，得到了支持IT 服務管理市場中的各種真正強大的功能。我們檢查了我認為大多數企業部門需要的那種 80、20 組需求，他們開始真正將 Jira Service Management 視為 IT 服務管理平台。我們有很多案例研究，我們看到公司以這種方式對待我們。實際上，我昨天與客戶進行了交談，該客戶確實做到了這一點，並且已經為所有 IT 服務管理操作運行 Jira 服務管理已有幾年了。

We have your next question from Keith Bachman with BMO Capital Markets.

我們有來自 BMO 資本市場的 Keith Bachman 的下一個問題。

Cameron, good transition for my question. I wanted to ask about Jira Work Management and get your perspective perhaps on where you think the maturity curve is relative to JSM and what you think the opportunity is? And if I broke that down into the pieces, if you could compare it to JSM has 40,000 customers in terms of the maturity, where is your work management? And how do you see the opportunity in terms of contribution today since your work management as you look out over the next couple of years, it just seems like your work management has a tremendous opportunity for growth. But just wanted to see if you could put some scale and context to that.

卡梅倫，我的問題很好。我想詢問有關 Jira 工作管理的問題，並了解您認為成熟度曲線與 JSM 相關的位置以及您認為機會在哪裡？如果我把它分解成碎片，如果你可以將它與 JSM 在成熟度方面擁有 40,000 名客戶進行比較，那麼你的工作管理在哪裡？以及你如何看待今天的貢獻機會，因為你在未來幾年的工作管理中，看起來你的工作管理有一個巨大的增長機會。但只是想看看你是否可以為此設置一些規模和背景。

Keith, look, I can certainly talk to that one. For sure, we would echo your comments, there's a tremendous opportunity in Jira Work Management. There's also a tremendous opportunities in Work Management in general. Obviously, we have a long and proud history in the large products and confluence in Trello, complemented by -- you mentioned like Jira Work Management and Atlassian which we shipped at our Team '22 conference. I think, look, a few comments. We started using the term work differently together, and I think it's really, really applicable in the work management market. Because Jira Work Management and Trello are different ways to work. They reflect different types of teams that want to manage their work. What's really important is that Atlassian allows you to have that autonomy among your teams to use different types of tools to manage work because different teams and different functions manage work in different ways. But we started to create that alignment across the organization. We can do that in various ways.

基思，看，我當然可以和那個人說話。當然，我們會回應您的意見，在 Jira 工作管理中有一個巨大的機會。一般來說，工作管理中也有巨大的機會。顯然，我們在 Trello 中的大型產品和融合方面有著悠久而自豪的歷史，另外還有您提到的 Jira Work Management 和 Atlassian，它們是我們在 Team '22 會議上發布的。我想，看，一些評論。我們開始以不同的方式一起使用“工作”一詞，我認為它真的非常適用於工作管理市場。因為 Jira Work Management 和 Trello 是不同的工作方式。它們反映了想要管理其工作的不同類型的團隊。真正重要的是，Atlassian 允許您在團隊之間擁有自主權，以使用不同類型的工具來管理工作，因為不同的團隊和不同的職能部門以不同的方式管理工作。但是我們開始在整個組織中建立這種一致性。我們可以通過各種方式做到這一點。

If you're working in the Jira manner, I suppose, with Jira Service Management, Jira Software and Jira work management that helps you bring them all together under the Jira family, if that's the way your organization runs or your team runs. But similarly with that we can now tie Jira work management together with Trello and lots of other third-party work management tools to create that same visibility. It's very early in the Jira work management journey. So it's probably more like Jira Service Management 8, 9 years ago, whenever we originally shipped out. So we're spending a lot of time with customers at the moment to try to make sure it fit their needs and continue to do that. But as you've seen from us over time, investing in R&D and investing in products and listening to customers is something that we do very well, and we're going to continue to run that by quarter-on-quarter, and we're very bullish about the Jira work management space and its opportunities.

如果您以 Jira 方式工作，我想，如果您的組織或團隊採用這種方式運行，那麼使用 Jira Service Management、Jira Software 和 Jira 工作管理可以幫助您將它們全部整合到 Jira 家族之下。但與此類似，我們現在可以將 Jira 工作管理與 Trello 和許多其他第三方工作管理工具結合起來，以創建相同的可見性。這是 Jira 工作管理之旅的早期階段。所以它可能更像是 8、9 年前的 Jira Service Management，每當我們最初發貨時。因此，我們目前花費大量時間與客戶溝通，以確保它符合他們的需求並繼續這樣做。但正如你從我們那裡看到的那樣，隨著時間的推移，投資於研發、投資於產品和傾聽客戶是我們做得很好的事情，我們將繼續按季度運行，我們'非常看好 Jira 工作管理空間及其機會。

We have your next question from Gregg Moskowitz with Mizuho Securities.

我們有瑞穗證券的 Gregg Moskowitz 的下一個問題。

Okay. I wanted to ask about the recent outage. And just if you had any concerns that this could affect the rate and pace of cloud adoption going forward. And then also, I know that it only affected about 0.3% of your installed base. But were any customer credits issued for the Q3 and/or Q4 period?

好的。我想問一下最近的停電情況。如果您擔心這可能會影響未來雲採用的速度和速度。而且，我知道它只影響了大約 0.3% 的安裝基礎。但是，是否在第三季度和/或第四季度發放了任何客戶信用？

I'll first talk about that, and I'll let Cameron talk to the migration impact on customers and how we see it from [different lens]. Look, it's pretty clear, we understand deeply how mission-critical our products are to customers and the teams are impacted massively when our services are unavailable. There's no way of saying this out, it's not met our own high standards that we hold for ourselves. As you said, there were 775 customers impacted. And as you pointed out, you've done the math yourself, but 1 customer is too many. So although it represents yes, less than 0.5% or so of our customer base. One customer is still too many. Important emphasize for any customers that are listening, not the result of Cyber-attack, no unauthorized access to any data, any of those types of things. And obviously, that we maintain backups that we be resilient against all different types of data corruption events has happened in this case.

我將首先討論這一點，然後讓 Cameron 談談遷移對客戶的影響以及我們如何從 [不同的角度] 看待它。看，很清楚，我們深刻理解我們的產品對客戶的任務關鍵性，當我們的服務不可用時，團隊會受到巨大影響。沒有辦法說出來，這不符合我們為自己制定的高標準。正如你所說，有 775 名客戶受到影響。正如您所指出的，您自己計算過，但 1 個客戶太多了。因此，儘管它代表是，但不到我們客戶群的 0.5% 左右。一個客戶還是太多了。重要的是強調任何正在傾聽的客戶，而不是網絡攻擊的結果，沒有未經授權的訪問任何數據，任何這些類型的事情。顯然，在這種情況下，我們維護了能夠抵御所有不同類型的數據損壞事件的備份。

And all our customers have, at this stage, been fully restored. You'll be long familiar, great with our values, (inaudible) is something we hold pretty highly, and we run a very open and blameless incident management processing culture. As such, we will be ultimately publishing a pretty detailed post-incident review on our website for -- on our engineering blog, I believe, by the end of the week, as we do to share with our customers what happened, our learnings, and importantly, the processes we've changed and we'll continue to change as a result of this. We believe that such a culture builds ever more resilient services and helps us emerge continually as a stronger company as we do that. And I can talk to Cameron, but we've had pretty great customer reception from that openness.

在這個階段，我們所有的客戶都已完全恢復。你會很熟悉我們的價值觀，（聽不清）是我們非常重視的東西，我們運行著一種非常開放和無可指責的事件管理處理文化。因此，我們最終將在我們的網站上發布一份非常詳細的事件後評論——我相信，在我們的工程博客上，到本週末，我們將與客戶分享發生的事情、我們的經驗教訓，重要的是，我們改變了流程，我們將因此而繼續改變。我們相信，這樣的文化可以建立更具彈性的服務，並幫助我們不斷成長為一家更強大的公司。我可以和 Cameron 交談，但由於這種開放性，我們得到了非常好的客戶接待。

Got you.

得到你。

Yes. I can speak to the customer impact. As you can imagine, I've been speaking -- this is Cameron, by the way. I have been speaking to many customers during and now post the incident that were both directly impacted by the incident as well as customers that are looking to migrate to the cloud and has -- and they have questions around that. Now while the outage affected a very small subset of our customer base, as Mike said, one is too many, and we take this extremely seriously. Getting on the calls with these customers, they're tough conversations. But when we walk through exactly what happens, which we will provide in detail in the incident review as well as what we're doing about it to ensure it doesn't happen again. Most customers completely understand and it turns into a collaborative discussion on moving forward. In fact this morning, I spoke with a directly impacted customer who actually was standardizing on our tools over the last few years, and we had incredible uptime, incredible SLAs for many years with them.

是的。我可以談談對客戶的影響。正如你可以想像的那樣，我一直在講話——順便說一下，這是卡梅倫。在此期間，我一直在與許多客戶交談，現在發布事件，這些客戶都直接受到事件的影響，以及希望遷移到雲並已經遷移的客戶——他們對此有疑問。現在，雖然中斷影響了我們客戶群的一小部分，正如邁克所說，一個太多了，我們非常重視這一點。與這些客戶接聽電話，他們的談話很艱難。但是，當我們確切了解發生了什麼時，我們將在事件審查中詳細提供，以及我們正在採取哪些措施以確保它不會再次發生。大多數客戶完全理解，它變成了關於前進的協作討論。事實上，今天早上，我與一位直接受影響的客戶進行了交談，該客戶實際上在過去幾年中對我們的工具進行了標準化，並且多年來我們擁有令人難以置信的正常運行時間和令人難以置信的 SLA。

And this was the first kind of big incident that caused them to have their concerns with us. And we talked about the mission criticality of our applications. We talked about how they did workarounds in the interim as they actually when -- they started more applications with us as the incident was out. But the reality is by the end of the conversation, we had moved forward, and they were talking about upgrading to the premium version of our products, which just shows how much goodwill customers have for us in our products. James, do you want me to do credits?

這是第一次讓他們對我們產生擔憂的重大事件。我們談到了我們的應用程序的任務關鍵性。我們討論了他們在過渡期間是如何解決實際問題的——他們在事件發生後開始向我們提出更多的應用程序。但現實是，在談話結束時，我們已經向前邁進了，他們正在談論升級到我們產品的高級版本，這只是表明客戶對我們的產品有多少好感。詹姆斯，你要我做學分嗎？

Yes, Gregg, just to address the compensation part of your question. Obviously, we want very much to do the right thing for the customers that were impacted. So I would expect that there would be compensation in Q4, so to be clear, nothing in Q3, but I would not expect the level to be material to the financial statements.

是的，格雷格，只是為了解決您問題的補償部分。顯然，我們非常希望為受影響的客戶做正確的事情。所以我預計第四季度會有補償，所以說清楚，第三季度沒有，但我不認為這個水平對財務報表很重要。

We have your next question from Michael Turrin with Wells Fargo Securities.

我們有來自富國證券的邁克爾·特林的下一個問題。

Growth remains impressive and consistent as always. The EMEA number at 25% growth is a touch lower the letter, carefully characterized this as event-driven. As a result of the tougher comp, not demand-driven. And you're also citing no material changes fiscal Q4 thus far. Is there any additional context you can add around the signals you're watching there? And what informs those observations and certainly top of mind for all of us across software and useful.

增長一如既往地令人印象深刻且始終如一。 EMEA 數字以 25% 的速度增長，稍微低了一點，仔細地將其描述為事件驅動。由於更嚴格的競爭，而不是需求驅動。而且您還引用了迄今為止第四財季沒有重大變化。您可以在您正在觀看的信號周圍添加任何其他上下文嗎？以及是什麼為這些觀察提供了信息，當然對於我們所有人來說都是最重要的軟件和有用的。

Yes, Mike, I can address this first, and then perhaps Cameron, you can add on behind me. But as you're alluding to there, Michael, as you framed the question, 25% growth year-over-year in EMEA, but very much a tough comp versus Q3 of fiscal year '21 in which we had very significant EMEA growth of 45% year-over-year. Recall that last year, we had the event-driven activity as a result of having recently announced the server end of life and then also price increases associated with both server and data center. And a year or so ago, it was our European partners who were particularly adept at working with their customers to get ahead of some of those changes. So that really explains the reason for the tough comp. And I would just further note that in Q3, EMEA represented 39% of total revenue. So that's actually up a point sequentially versus the previous quarter. So not seeing anything unusual there. We're pleased with our growth rate in EMEA as we are in other parts of the world. And in Q4, yes, it's early, but not seeing any material change in our sales activity day-to-day. Cameron, do you have anything extra there?

是的，邁克，我可以先解決這個問題，然後也許卡梅倫，你可以在我身後補充。但是正如你所暗示的那樣，邁克爾，正如你提出的問題，歐洲、中東和非洲地區同比增長 25%，但與 21 財年第三季度相比，我們在歐洲、中東和非洲地區實現了非常顯著的增長同比增長 45%。回想一下，去年，由於最近宣布了服務器的生命週期結束以及與服務器和數據中心相關的價格上漲，我們進行了事件驅動的活動。大約一年前，我們的歐洲合作夥伴特別善於與客戶合作，以領先於其中的一些變化。所以這確實解釋了艱難比賽的原因。我還要進一步指出，在第三季度，EMEA 佔總收入的 39%。因此，與上一季度相比，這實際上是連續上升了一個點。所以在那裡沒有看到任何不尋常的東西。我們對我們在歐洲、中東和非洲的增長率感到滿意，就像我們在世界其他地區一樣。在第四季度，是的，現在還早，但我們的日常銷售活動沒有看到任何重大變化。卡梅倫，你有什麼額外的嗎？

Yes. And I want to speak with our teams located in Europe as well as our partners. The short story is the war in Ukraine is very much present in everyone's conversations, but it has -- today it had no direct impact to the demand for what Atlassian does, and that's kind of the short story here is because of digital transformation, because of continue to remote work from home because companies are trying to be more agile and responsive to this changing world, that provides constant demand for what Atlassian's applications do. In that Team '22 a couple of weeks ago. I met with a variety of our European solution partners.

是的。我想與我們位於歐洲的團隊以及我們的合作夥伴交談。簡短的故事是烏克蘭的戰爭在每個人的談話中都非常存在，但它 - 今天它對 Atlassian 所做的事情的需求沒有直接影響，這就是這裡的短篇故事是因為數字化轉型，因為繼續在家遠程工作，因為公司正試圖更加敏捷和響應這個不斷變化的世界，這為 Atlassian 的應用程序所做的工作提供了持續的需求。幾週前在那支球隊'22。我會見了我們的各種歐洲解決方案合作夥伴。

Their biggest challenge remains being able to hire enough people to satisfy the demand that they see in the market. And in addition to that, we focused pretty heavily on the European market just from a cloud capability perspective, as you know, last quarter released support for [BaFin] which is basically financial services standards in Germany for our cloud products, and that has opened up a variety of new cloud opportunities and very large financial services firms for cloud migrations. So we continue to see that demand there and other things looking good this quarter.

他們最大的挑戰仍然是能夠僱用足夠的人來滿足他們在市場上看到的需求。除此之外，我們僅從雲能力的角度非常關注歐洲市場，如您所知，上個季度發布了對 [BaFin] 的支持，這基本上是我們雲產品在德國的金融服務標準，並且已經開放為雲遷移提供了各種新的雲機會和非常大的金融服務公司。因此，我們繼續看到那裡的需求以及本季度其他看起來不錯的情況。

We have your next question from Ittai Kidron with Oppenheimer.

我們有來自奧本海默的 Ittai Kidron 的下一個問題。

James, a couple for you. Just on the financial side. Data center continues to perform very well for you. I believe that in the Investor Day, you actually mentioned a few instances where data center customers were actually migrating to the cloud. How do we think about the growth in data center going forward? Is there a point in time? Do you see this kind of rolling over and transition to the cloud starts happening a little bit more diligently and that side of the equation is any way can help us get a framework around that will be great. And then just another just household question regarding Russia, the 1,800 customers that have been, I guess, turned off because of the sanctions or inability to pay. Can you tell us what's the annual revenue impact of that customer base?

詹姆斯，給你一對。只是在財務方面。數據中心繼續為您表現出色。我相信在投資者日，您實際上提到了一些數據中心客戶實際遷移到雲的實例。我們如何看待未來數據中心的增長？有時間點嗎？您是否看到這種過渡和向雲的過渡開始更加努力地發生，而等式的另一面是任何方式都可以幫助我們獲得一個很好的框架。然後是另一個關於俄羅斯的家喻戶曉的問題，我猜有 1,800 名客戶因為製裁或無法付款而被關閉。您能否告訴我們該客戶群對年收入的影響是什麼？

Okay. Ittai, let me take the first one, data center. Yes, I was very pleased with the growth rate of the business there. And as you alluded to in your question, in the context of the fact that when you look at our cloud migrations, 1/3 of those volumes are coming from data center. So I think this is one of the important stories here around the migration journey. Obviously, we've been talking a lot about server to cloud, server to data center, but also the fact that a good number of our larger customers that generally are on the data center products migrating to the cloud I think, is going to be a theme that continues to play out for a number of years. And I think this very much reflects our thesis, the cloud is very much the best experience for the customer. That's obviously where we've been putting in a disproportionate amount of our investment over recent years. And so I would expect that to continue over time. So as it does, that would obviously represent a headwind for data center growth.

好的。 Ittai，讓我拿第一個，數據中心。是的，我對那裡的業務增長速度感到非常滿意。正如您在問題中提到的那樣，當您查看我們的雲遷移時，其中 1/3 的數據量來自數據中心。所以我認為這是關於遷移之旅的重要故事之一。顯然，我們一直在談論服務器到雲、服務器到數據中心的問題，但事實上，我們的大量大客戶通常使用數據中心產品遷移到雲，我認為，這將是一個持續多年的主題。我認為這很好地反映了我們的論點，雲對客戶來說是最好的體驗。這顯然是我們近年來投入不成比例的投資的地方。所以我希望這種情況會隨著時間的推移而持續下去。因此，這顯然代表了數據中心增長的逆風。

But yes, as we've discussed in the past. For some customers, they're not able yet to move to the cloud. Oftentimes, it's a matter of that customer fitting in this migration project to their overall IT workflow and so forth. And so we're delighted that customers continue to look at our data center products, high-quality, good value and so forth. And so I think those are the dynamics that will play out gradually over time. In terms of the 1,800 customers that reside in Russia and dropped out of the customer count of this past quarter, we noted at Analyst Day, that Russia had represented about 1% of our business. So those 1,800 customers reflect a fraction of that point.

但是，是的，正如我們過去討論過的那樣。對於一些客戶來說，他們還不能遷移到雲端。通常情況下，客戶在此遷移項目中是否適合他們的整體 IT 工作流程等等。因此，我們很高興客戶繼續關注我們的數據中心產品、高質量、高價值等。所以我認為這些都是隨著時間的推移逐漸發揮作用的動力。我們在分析師日指出，就居住在俄羅斯並退出上一季度客戶數量的 1,800 名客戶而言，俄羅斯約占我們業務的 1%。因此，這 1,800 名客戶只反映了這一點的一小部分。

We have your next question from Fatima Boolani with Citi.

花旗的法蒂瑪·博拉尼 (Fatima Boolani) 有您的下一個問題。

James, this one is for you. I know calculated billings or billings is not the metric you focus on and neither do you run the business on the metric. But I'm curious if you can just give us a reminder on some of the points of volatility in that metric, particularly given the pricing changes in the end of life of certain products? And then just with respect to doing larger enterprise transactions and enterprises generally preferring to take on maybe more longer-term oriented contracts. I'd love to get your perspective on how we should put some guardrails around the reported or calculated billings metrics as it were.

詹姆斯，這個是給你的。我知道計算的帳單或帳單不是您關注的指標，您也不會根據該指標經營業務。但我很好奇您是否可以提醒我們該指標的一些波動點，特別是考慮到某些產品報廢時的定價變化？然後就進行較大的企業交易而言，企業通常更願意承擔可能更長期的合同。我很想听聽您對我們應該如何在報告或計算的賬單指標周圍設置一些護欄的看法。

Sure. I really speak to deferred revenue here because when you think of calculated billings, it's certainly revenue plus change in deferred. And so the first part of your question around the volatility in that metric, I think back to Q3 of last year, and we saw a very substantial increase in revenue that we referred to as event-driven that I was mentioning in one of my earlier answers, related to the server end of life activity that we had just announced previously to that point as well as price increases around both server and data center. And so that drove a revenue level that had us preannouncing, you may recall, a year ago. But it also drove a very significant deferred revenue increment at that point in time.

當然。我真的在這裡談到了遞延收入，因為當你想到計算的賬單時，它肯定是收入加上遞延收入的變化。因此，關於該指標波動性的問題的第一部分，我回想起去年的第三季度，我們看到收入大幅增長，我們稱之為事件驅動，我在之前的一篇文章中提到過答案與我們之前剛剛宣布的服務器報廢活動以及服務器和數據中心的價格上漲有關。因此，這推動了我們在一年前宣布的收入水平，你可能還記得。但它也在那個時間點推動了非常顯著的遞延收入增長。

Now fast forward a year, and we had some similar level of activity, but significantly less of this event-driven activity. In this past Q3, we finished selling server upgrades and then somewhat similarly to the previous year also had price increases for both the server and data center businesses again. But when you look at the deferred revenue balance and the percentage growth in deferred revenue on a sequential basis, which I think is the right way to look at it, you'll see that the increment to deferred revenue, the growth rate of deferred revenue in this past Q3 was less than half of what we were seeing a year ago. So I think that's the primary thing to really focus on in terms of volatility of deferred revenue.

現在快進一年，我們有一些類似的活動水平，但這種事件驅動的活動要少得多。在過去的第三季度，我們完成了服務器升級的銷售，然後與去年類似，服務器和數據中心業務的價格也再次上漲。但是當你看遞延收入餘額和遞延收入的連續百分比增長時，我認為這是正確的看待它的方法，你會看到遞延收入的增量，遞延收入的增長率在過去的第三季度，還不到一年前的一半。因此，我認為就遞延收入的波動性而言，這是真正關注的主要問題。

In terms of the enterprise activity, certainly, some of those larger customers are interested in multiyear commitments. And you see quite clearly in the long-term deferred revenue line, the impact of that effect. Now again, if you look at the absolute dollars here, they're actually for long-term deferred revenue, they're actually down year-over-year. And obviously, we've grown substantially in the last year. So while it is an effect, I wouldn't say that it's a terribly large effect in terms of how our business model is evolving. So yes, I have some enterprises who are looking to commit to us for longer, but in the overall scheme of our numbers, I'd say this is relatively modest.

就企業活動而言，當然，其中一些大客戶對多年承諾感興趣。您可以在長期遞延收入線中非常清楚地看到這種影響的影響。再說一次，如果你看看這裡的絕對美元，它們實際上是長期遞延收入，它們實際上是同比下降。很明顯，我們在去年大幅增長。因此，雖然它是一種影響，但我不會說它對我們的商業模式如何發展產生了非常大的影響。所以是的，我有一些企業希望對我們做出更長時間的承諾，但在我們的整體數字計劃中，我想說這相對溫和。

We have your next question from Fred Havemeyer with Macquarie.

我們有麥格理的 Fred Havemeyer 的下一個問題。

And firstly, congratulations on another very strong quarter. And I think also importantly, thank you to the whole Atlassian team for addressing the outage right up front in your shareholder letter. Certainly, we were tracking what many were saying online. And I think the transparency that you're bringing to the table is really quite important when you're working with developers, technical consumers and enterprises globally. Now higher-level question, James, while I really don't want to see you go, it's always a pleasure to work with you. Your anticipated retirement date is on the horizon here. And I just wanted to check in how is Atlassian thinking about the CFO transition at this point? And where are you in terms of considering or finding a potential successor?

首先，祝賀另一個非常強勁的季度。我認為同樣重要的是，感謝整個 Atlassian 團隊在您的股東信中提前解決了中斷問題。當然，我們正在跟踪許多人在網上說的話。我認為當你與全球的開發人員、技術消費者和企業合作時，你帶來的透明度真的非常重要。現在更高級的問題，詹姆斯，雖然我真的不想看到你離開，但和你一起工作總是很高興。您的預期退休日期即將到來。我只是想看看 Atlassian 在這一點上是如何考慮 CFO 過渡的？您在考慮或尋找潛在繼任者方面處於什麼位置？

Yes. Thanks Fred. It's changed, it's 74th earnings call we've liked this out and with backgrounds of 74 at the moment, celebrating, James, do you want to tell us how old (inaudible) celebrating his earnings call numbers. Soon, he will be -- he bought himself a plane that he (inaudible) soon, he'll be flying to a remote Island, going for a swim, going for snowfall, hike, just enjoying retirement. And -- so we start to see him go (inaudible) I know how much he will enjoy working with James. But it's been great research that we had ongoing. We've had a lot of interest from people across the industry and even beyond into other industries who are super excited to come work with Atlassian. And as you'd expect, we want to make sure we keep the bar high and so whoever and exception to James he sure does a great job. And so I'm not ready to kind of share any names or any details about that at this stage, but you'll be the first to know once we've landed a suitable candidate.

是的。謝謝弗雷德。它已經改變了，這是我們喜歡的第 74 次收益電話會議，目前有 74 人的背景，慶祝，詹姆斯，你想告訴我們慶祝他的收益電話號碼有多大（聽不清）。很快，他將——他給自己買了一架飛機，他（聽不清）很快，他將飛往一個偏遠的島嶼，去游泳，去下雪，遠足，只是享受退休。而且——所以我們開始看到他離開（聽不清）我知道他會多麼喜歡和詹姆斯一起工作。但我們正在進行的研究非常棒。整個行業甚至其他行業的人們都對我們非常感興趣，他們非常高興能與 Atlassian 合作。正如您所期望的那樣，我們希望確保我們保持高標準，因此無論是詹姆斯還是例外，他都肯定會做得很好。所以在這個階段我還沒有準備好分享任何名字或任何細節，但是一旦我們找到了合適的候選人，你將是第一個知道的。

We have your next question from Brent Thill with Jefferies.

我們有來自 Jefferies 的 Brent Thill 的下一個問題。

This is Luv Sodha on for Brent Thill. I wanted to ask a question on the cloud migration demand and how we should think about it, especially as we have a loyalty discount expiration coming up in next quarter on June 30, and you've achieved HIPAA compliance for Jira Software and Confluence Cloud this quarter. So how should we think of these 2 events? Could you maybe give us some historical context as to what you saw last year when you had a similar loyalty discount expiration?

這是布倫特希爾的 Luv Sodha。我想問一個關於雲遷移需求的問題以及我們應該如何考慮它，特別是因為我們在 6 月 30 日的下個季度將有忠誠度折扣到期，並且您已經實現了 Jira Software 和 Confluence Cloud 的 HIPAA 合規性四分之一。那麼我們應該如何看待這兩個事件呢？您能否給我們一些歷史背景，說明您在去年有類似的忠誠度折扣到期時所看到的情況？

Yes, I'll take this one. It's Cameron here. Migration continues to be very much on track as we planned. And we continue to say that this is very much a multiyear journey. Yes, we have different steps along the way, whether it was the elimination of server upgrades back in February or the loyalty discount coming off in July or the server end of life in February of 2024. We have multiple stages where over the next few years that will give customers a reason to component event to go off and migrate. And this has all been planned out. But once again this is on track, it's important to say that migrations as well is a multiyear journey and then it doesn't end once the server end of life happens. At that time, we will still be migrating data center to customers to the cloud for many years to come. So this will be a constant journey for us.

是的，我要這個。這裡是卡梅倫。遷移繼續按照我們的計劃進行。我們繼續說，這是一個非常多年的旅程。是的，我們有不同的步驟，無論是在 2 月份取消服務器升級，還是在 7 月份取消忠誠度折扣，或者在 2024 年 2 月結束服務器生命週期。在接下來的幾年裡，我們有多個階段這將使客戶有理由讓組件事件發生並遷移。而這一切都已經計劃好了。但是這又一次走上了正軌，重要的是要說遷移也是一個多年的旅程，而且一旦服務器生命週期結束，它就不會結束。屆時，我們仍將在未來許多年將客戶的數據中心遷移到雲端。所以這對我們來說將是一個持續的旅程。

I'd say every day, we get better at helping our customers through this migration journey, whether it's them assessing our cloud, assessing the financial impact, understanding, hey, if we go earlier, we get this discount. If we go later, we can get a different level of discount, but we have many different empower teams to have those conversations as well as our solution partners having those conversations, and it gets better every day. In addition to that, what I'm very happy about is once we convince customers to move to the cloud, we get better about actually getting them to the cloud, moving their data, moving their systems, onboarding their users. And that's a journey. Our products are mission-critical. That transition is different for every customer, and we have many different teams and solution partners helping with that. I just want to say it's a constant moving thing, and you also mentioned HIPAA and HIPAA is one of many compliance requirements out there that I mentioned (inaudible) as well that we are continually working on.

我每天都會說，我們在幫助我們的客戶完成遷移過程中變得更好，無論是他們評估我們的雲，評估財務影響，理解，嘿，如果我們早點去，我們會得到這個折扣。如果我們稍後再去，我們可以獲得不同程度的折扣，但我們有許多不同的授權團隊來進行這些對話，我們的解決方案合作夥伴也在進行這些對話，而且每天都在變得更好。除此之外，我非常高興的是，一旦我們說服客戶遷移到雲端，我們就可以更好地將他們實際遷移到雲端，遷移他們的數據，遷移他們的系統，讓他們的用戶入職。那是一段旅程。我們的產品是關鍵任務。對於每個客戶來說，這種轉變都是不同的，我們有許多不同的團隊和解決方案合作夥伴來幫助實現這一目標。我只想說這是一個不斷變化的事情，您還提到 HIPAA 和 HIPAA 是我提到的（聽不清）許多合規性要求之一，我們也在不斷努力。

We have a whole dedicated compliance teams that are largely -- you name the acronym in the industry, we're knocking them off and opening up those cohorts of customers. So yes, with HIPAA, we can start talking to health care and organizations. We're working on FedRAMP, which allow us to open up the government markets and so on and so forth. So we did FSI last year more financial services. So think of it as a continuous set of improvements both on the product side as well as financial improvements on the -- over the next couple of years that we'll continue this journey for our customers.

我們有一個專門的合規團隊，主要是——你可以說出行業中的首字母縮略詞，我們正在淘汰他們並開放這些客戶群。所以是的，通過 HIPAA，我們可以開始與醫療保健和組織交談。我們正在研究 FedRAMP，它允許我們開放政府市場等等。所以我們去年做了 FSI 更多的金融服務。因此，可以將其視為產品方面的一系列持續改進以及財務方面的改進——在接下來的幾年中，我們將為我們的客戶繼續這一旅程。

We have your next question from Alex Zukin with Wolfe Research.

我們有來自 Wolfe Research 的 Alex Zukin 的下一個問題。

So I wanted to key back in on the data center revenues and just understand either if the outage is driving increased interest in data center or how you're thinking about the seasonality, particularly for Q4 and mid next year around the data center business, the trajectory there? And just remind us, obviously, the guidance for margins for Q4, kind of looked like some more of your out-year targets. Where is that incremental spend mostly coming from for -- in Q4. And I think that would be super helpful.

因此，我想重新關注數據中心的收入，並了解中斷是否正在推動對數據中心的興趣增加，或者您如何考慮季節性，特別是在第四季度和明年年中圍繞數據中心業務，軌跡在那裡？顯然，只是提醒我們，第四季度的利潤率指導看起來更像是你的年度目標。第四季度的增量支出主要來自哪裡？我認為這將非常有幫助。

This is Cameron again. I'll address the data center demand. I'll let James speak to the incremental spend. On the data center side, as James already mentioned on this call, it's a great product. It's a great offering for our customers who are looking for performance, scale, stability, full control of their applications in their environments. The trade-off customers make of going to data center is they do not get all of the innovation that we're launching in cloud. And customers, we speak with customers every single day about this. It's a sure trade they have. They know very much that many of the new features, a lot of our new products that are coming from our point A offerings are coming natively in the cloud and will only be available in the cloud.

這又是卡梅倫。我將解決數據中心的需求。我會讓詹姆斯談談增量支出。在數據中心方面，正如詹姆斯在本次電話會議中已經提到的那樣，它是一款很棒的產品。對於正在尋求性能、規模、穩定性以及在其環境中完全控制其應用程序的客戶來說，這是一個很好的產品。客戶對數據中心的權衡是他們沒有獲得我們在雲中推出的所有創新。客戶，我們每天都與客戶討論這個問題。這是他們肯定的交易。他們非常清楚，許多新功能、來自我們 A 點產品的許多新產品都是在雲中原生提供的，並且只能在雲中使用。

And many customers are running towards the cloud right now to make that decision. Many customers are saying, okay, we can actually go stay on data center for a year or 2 or maybe customers say, hey, I want to stay on data center for the time being, knowing that cloud is always going to be an option for them. That said, we will continue to focus on cloud on the front foot, every customer. We are incentivizing customers to choose our cloud first and foremost. But for customers for whatever reason, need to stay on data center, that is a great option for them. They are very high satisfaction for those customers, and we have a good track record with that product line.

許多客戶現在正奔向雲來做出這個決定。許多客戶說，好吧，我們實際上可以在數據中心停留一年或兩年，或者客戶可能會說，嘿，我想暫時留在數據中心，因為知道云總是會成為他們。也就是說，我們將繼續關注每一位客戶的前端雲。我們鼓勵客戶首先選擇我們的雲。但是對於出於任何原因需要留在數據中心的客戶來說，這對他們來說是一個不錯的選擇。他們對這些客戶非常滿意，我們在該產品線方面有著良好的記錄。

And in terms of the operating margin part of your question there for Q4, is very much illustrative of the theme that we were talking about at Investor Day recently in terms of the very significant opportunities that we believe that we have right in front of us at Atlassian and that we're looking to invest against those and that will be the right thing for shareholders, free cash flow generation over time and so forth. Now one of the points that we noted in the letter was that during Q3, we hired net new Atlassian's, a total of 791. That is significantly higher than the previous quarterly high, which is 479 net new Atlassians. And you will see the full quarter effect of those additional folks in Q4.

就第四季度您的問題的營業利潤率部分而言，這非常能說明我們最近在投資者日討論的主題，即我們認為我們在Atlassian，我們正在尋求針對這些進行投資，這對股東來說是正確的事情，隨著時間的推移產生自由現金流等等。現在我們在信中指出的一點是，在第三季度，我們僱傭了淨新的 Atlassian，總共 791。這明顯高於上一季度的最高點，即 479 的淨新 Atlassian。您將在第四季度看到這些額外人員的完整季度效應。

And we're delighted that our talent acquisition engine, if you will, is able to attract that many talented people from all around the world. I think our team anywhere strategy is an element -- an important element of how we're able to do this. And I think that just positions us very well indeed for the future. One other item to remember in Q4 in terms of the expensive side of the equation, we had our Team '22 event, as we've been discussing, and so that would have added, particularly to some of the sales and marketing expenses in the current Q4 quarter.

我們很高興我們的人才招聘引擎能夠吸引來自世界各地的眾多人才。我認為我們的團隊隨處戰略是一個要素——我們能夠做到這一點的一個重要要素。而且我認為這確實使我們對未來非常有利。就等式的昂貴方面而言，在第四季度要記住的另一項是，我們有我們的 Team '22 活動，正如我們一直在討論的那樣，所以這會增加，特別是增加一些銷售和營銷費用當前第四季度。

We have your next question from Jim Fish with Piper Sandler.

我們收到了 Jim Fish 和 Piper Sandler 的下一個問題。

This is Quinton on for Jim Fish. Really, we wanted to circle back to work management. The team said at the Analyst Day and actually reiterated today that there is a course to greater than $10 billion of revenue with work management as the most significant opportunity. How much of that $10 billion would work management have to represent for you to hit that goal? And then as we think about the opportunity, how much of it is penetrating the current installed base as a greenfield opportunity versus replacing competitive solutions.

這是吉姆魚的昆頓。真的，我們想回到工作管理。該團隊在分析師日表示，實際上在今天重申，以工作管理為最重要的機會，收入將超過 100 億美元。 100 億美元的工作管理需要代表多少才能實現這一目標？然後，當我們考慮機會時，其中有多少是作為綠地機會滲透到當前的安裝基礎，而不是替代競爭解決方案。

Yes, I can answer that. And look, a few comments. Firstly, I can't fill and sell detail in the model, but I would reiterate the $10 billion number that we put out there, and we feel really confident and bullish on is across all 3 of our markets. I think we've said that logically, work management would have the most number of users, right? If you think about tens of millions of developers, hundreds of millions of technology professionals once you start talking about IT and then 1 billion-plus knowledge workers. The work management space, obviously, target which has the most volume of going after 100 million monthly active users. It's a logically connected that -- it is likely that the majority of those would come from the broader work management space, right? There are many more people working in finance and HR and marketing and all sorts of different departments and there are working in the IT department in most companies. So that's from a user perspective.

是的，我可以回答這個問題。看，一些評論。首先，我無法在模型中填寫和出售細節，但我會重申我們提出的 100 億美元的數字，我們對所有三個市場都感到非常自信和看好。我想我們已經從邏輯上說，工作管理將擁有最多的用戶，對吧？如果你想想數以千萬計的開發人員、數以億計的技術專業人員，一旦你開始談論 IT，然後是 10 億以上的知識工作者。顯然，工作管理空間的目標是擁有每月 1 億活躍用戶的最大量。這是一個邏輯上的聯繫——其中大多數可能來自更廣泛的工作管理空間，對吧？有更多的人在財務、人力資源和市場營銷以及各種不同的部門工作，大多數公司的 IT 部門都在工作。所以這是從用戶的角度來看。

That may not necessarily be reflected in the revenues perspective, because obviously, the dollars per user of the more technical tools are generally going to be higher. There's sort of high-level directional commentary over the multiple years ahead, but that sort of seems quite logical to me that, that's the way that it would work. That said, obviously, we have 2 fantastic products in Confluence and Trello, that are at scale and continue to grow strongly at scale. Both have histories, and we are continuing to invest very hard in both of those. We also have a series of new products that we've seen, we mentioned Jira work management, taking advantage of the Jira family and Jira's history of compliance and structure and control for organizations and teams that work that way. And the finance teams, for example, often want more details and controls and auditing processes and things like this.

這可能不一定反映在收入的角度，因為顯然，技術含量更高的工具的每位用戶的美元成本通常會更高。未來幾年會有一些高水平的定向評論，但對我來說這似乎很合乎邏輯，這就是它的工作方式。也就是說，很明顯，我們在 Confluence 和 Trello 中擁有 2 款出色的產品，這些產品具有規模，並且繼續在規模上強勁增長。兩者都有歷史，我們將繼續在這兩個方面進行非常努力的投資。我們還看到了一系列新產品，我們提到了 Jira 工作管理，利用了 Jira 家族以及 Jira 的合規性歷史以及以這種方式工作的組織和團隊的結構和控制。例如，財務團隊通常需要更多的細節和控制以及審計流程和類似的東西。

And Atlas, obviously, being our newest offering, launching at Team '22. And I think it's fair to say that we continue to be excited about the work management space and looking at a lot of things in terms of innovation there. What I would stress that all of our products in work management are built on top of the Atlassian platform. That's the platform that helps people work differently together. But in this particular case, it allows our work management products to work very well with both the IT and developer spaces. One of our advantages is that although we sit in 3 different markets, those 3 markets are connected for customers. Scott mentioned earlier, how developers and IT work very well together and that continues to be a strength of our JSM and ITSM market.

顯然，Atlas 是我們在 Team '22 推出的最新產品。我認為公平地說，我們繼續對工作管理空間感到興奮，並在創新方面看到了很多東西。我要強調的是，我們所有的工作管理產品都是建立在 Atlassian 平台之上的。這是一個幫助人們以不同方式合作的平台。但在這種特殊情況下，它使我們的工作管理產品能夠很好地與 IT 和開發人員空間一起工作。我們的優勢之一是，儘管我們位於 3 個不同的市場，但這 3 個市場對客戶來說是相互聯繫的。 Scott 之前提到，開發人員和 IT 如何很好地協同工作，這仍然是我們 JSM 和 ITSM 市場的優勢所在。

Similarly, in work management, you're increasingly seeing both -- we have an advantage in customer adoption in the early phases because a lot of them come from the software and IT spaces into work management. But as we continue to grow, helping your technology teams work together with the non-technology teams and to have visibility across that where you can put on your [snowflake] book look under the water or you can look above the water, right? Your visibility can be across both sides of that. So I guess I'd say we're just incredibly bullish on the space. We are very strong. We have great customer reception to our Work Management market. And I think our strategy is incredibly solid as we look at the explosion of Work Management tool there.

同樣，在工作管理中，您越來越多地看到兩者——我們在早期階段的客戶採用方面具有優勢，因為其中很多來自軟件和 IT 空間進入工作管理。但是隨著我們的不斷發展，幫助您的技術團隊與非技術團隊一起工作，並在您可以將 [雪花] 書放在水下或您可以在水面上看的地方獲得可見性，對嗎？您的知名度可以跨越這兩個方面。所以我想我會說我們非常看好這個領域。我們非常強大。我們的工作管理市場有很好的客戶接待。我認為我們的戰略非常穩固，因為我們看到了那里工作管理工具的爆炸式增長。

We have your next question from Rob Oliver with Baird.

我們有來自貝爾德的 Rob Oliver 的下一個問題。

Great. Appreciate it. Mike, Scott, just a question for you guys around in some of the point A products. So, it's just a good buzz at demand and to be around Atlas and do the workflow collab and just confluence as well. I just wanted to get a sense for what you guys are seeing there? It seems like a lot of the activity is still on the free trial side, which is what sort of interest from customers? And then also how you see partners, your partners fitting into that equation and as forward starts to work up to scale.

偉大的。欣賞它。邁克，斯科特，只是在一些 A 點產品中向你們提出的問題。所以，這只是一個很好的需求，圍繞 Atlas 進行工作流協作，也只是融合。我只是想了解你們在那裡看到了什麼？貌似很多活動還是在免費試玩，客戶的興趣是什麼？然後還有你如何看待合作夥伴，你的合作夥伴適合這個等式，並且隨著前鋒開始擴大規模。

Yes. Good. I think there were 2 questions in there, Rob. So I might take it separately, if that's all right. On the point, I'll take point A first and then I'll slide forward to second and then maybe Scott can add on if I miss anything. Look, on point A, incredibly positive reception from Team '22, I will say. It was the first sort of outing for Atlas and Compass both of which have similar goals in terms of helping people work differently together and providing that aggregation layer and a lot of different areas in a very innovative way. So both comes on the technology side. And Atlas on the broader cost company user work team help directory level, very, very positive reception to both.

是的。好的。我認為那裡有 2 個問題，Rob。因此，如果可以的話，我可能會分開處理。在這一點上，我會先拿 A 點，然後我會向前滑到第二點，如果我錯過了什麼，也許 Scott 可以補充。看，在 A 點，我會說 '22 隊的積極接待。這是 Atlas 和 Compass 的第一次郊遊，它們在幫助人們以不同方式合作並以非常創新的方式提供聚合層和許多不同領域方面都有相似的目標。所以兩者都來自技術方面。而 Atlas 在更廣泛的成本公司用戶工作團隊幫助目錄級別上，對兩者都非常非常積極的接待。

So now it's the hard grind of doing what we do, which is working with those customers, seeing adoption, learning from their activity and also working with them and collaborating with them, as we said, in the point A program that's one of our strengths. That's where we can put R&D expertise our together with our customers centricity and really build truly differentiated products that have a long-term focus. We also shipped Jira product discovery at Team '22. So that's us getting more into the creative discovery spaces at the start of the software processes. That also had great reception. Sometimes gets missed, but the executive team is doing an amazing job.

所以現在做我們所做的事情是艱難的，與這些客戶合作，看到採用，從他們的活動中學習，也與他們一起工作並與他們合作，正如我們所說，在 A 點計劃中，這是我們的優勢之一.在那裡，我們可以將我們的研發專業知識與以客戶為中心的理念結合起來，真正打造出真正具有長期重點的差異化產品。我們還在 Team '22 中發布了 Jira 產品發現。所以這就是我們在軟件流程開始時更多地進入創造性發現空間。這也有很好的接待。有時會錯過，但執行團隊做得非常出色。

And again, bolstering out the Jira product family and getting more into the discovery and creative parts of the engineering cycle is a new space for us with a lot of partners and also with our own product. So that's what we said we're going to do, as we've talked about pointed A repeatedly here. On the Forge side of things, look, customers continue to be very happy with Forge. Forge again is our extensibility framework that allows customers and partners to build apps, integrations extensions that run in our infrastructure. And the latter part is really key there. It's what makes it differentiated against almost any SaaS-based extensibility framework out there. It means that if you have data residency requirements, compliance requirements, security requirements, you run in our infrastructure, even the third-party apps or your customer written extensions, the customers write them for themselves. That runs in our infrastructure.

再一次，支持 Jira 產品系列並更多地參與工程週期的發現和創意部分，這對我們來說是一個新的空間，有很多合作夥伴，也有我們自己的產品。這就是我們所說的我們將要做的，正如我們在這裡反復談到的 A 點。在 Forge 方面，看，客戶對 Forge 仍然非常滿意。 Forge 再次是我們的可擴展性框架，它允許客戶和合作夥伴構建在我們的基礎架構中運行的應用程序和集成擴展。後半部分真的很關鍵。這就是它與幾乎所有基於 SaaS 的可擴展性框架不同的原因。這意味著，如果您有數據駐留要求、合規性要求、安全性要求，您在我們的基礎架構中運行，甚至是第三方應用程序或您的客戶編寫的擴展程序，客戶都是為自己編寫的。這在我們的基礎設施中運行。

One of the things customers like the most about it is we provide the servers and everything else to run. So they just focus on writing the extension, writing the integration they need. We handle all of the running and keep the compliance and security requirements talking about the run of data. That saves them a lot of time. It's a much higher ROI sensibility method than having to run their own servers and maintain them and operate them and keep them running, et cetera so. Look, it's going very well so far. We continue to invest in Forge in improving every single quarter. You can see it's got quite a rapid pace of innovation and incremental improvement. And so Team '22 has a great chance to chat with a lot of our vendors and customers about what they want to see next and continue to build better.

客戶最喜歡它的一件事是我們提供服務器和其他一切運行。所以他們只專注於編寫擴展，編寫他們需要的集成。我們處理所有的運行，並保持合規性和安全性要求談論數據的運行。這為他們節省了很多時間。與必須運行自己的服務器並維護它們並操作它們並保持它們運行等等相比，這是一種更高的投資回報率方法。看，到目前為止進展順利。我們將繼續投資於 Forge 以改進每個季度。您可以看到它的創新和漸進式改進步伐相當快。因此，Team '22 有一個很好的機會與我們的許多供應商和客戶討論他們接下來希望看到什麼並繼續構建更好的東西。

We have your next question from Ari Terjanian with Cleveland Research.

我們有來自 Cleveland Research 的 Ari Terjanian 的下一個問題。

Congrats on the great results. Just had a question regarding the CTO transition. Obviously, a ton of great progress the last few years scaling the cloud products, addressing different regulations and compliance needs. What do you view as the main things that Rajiv will be working on over the next couple of years as CTO of Atlassian.

祝賀偉大的結果。剛剛有一個關於 CTO 過渡的問題。顯然，過去幾年在擴展雲產品、解決不同的法規和合規性需求方面取得了巨大的進步。您認為 Rajiv 作為 Atlassian 的首席技術官在接下來的幾年中將從事的主要工作是什麼。

Yes. Thanks, super excited about Rajiv coming on board. I've personally been leading that search for a long while, and incredibly excited to get in to start, starts in a few weeks and to share that all with you. Very sad to see Sri go, but happy we'll have an overlap between the 2. So there'll be a smooth handoff of the baton there. And I think our engineering teams will be -- continue to be incredibly well led in that way. In terms of goals, still abstract, but at a high level, obviously, as we've communicated to you at Team '22, we are investing very much so in ourselves. That results in scaling the company up, adding thousands and thousands of new employees, tens of thousands of new employees. Obviously, given our model, significant numbers, this will be in engineering, in R&D and design, continuing to keep our world-class R&D team and the efficiency of that, continuing innovation. That's a nontrivial exercise.

是的。謝謝，對 Rajiv 的加入感到非常興奮。我個人已經領導了很長時間的搜索，並且非常高興能夠開始，幾週後開始並與您分享這一切。很遺憾看到 Sri 離開，但很高興我們將在 2 之間有重疊。所以那裡的接力棒會順利交接。而且我認為我們的工程團隊將繼續以這種方式得到令人難以置信的良好領導。就目標而言，仍然是抽象的，但在高層次上，顯然，正如我們在 Team '22 中與您溝通的那樣，我們在自己身上投入了大量資金。這導致公司規模擴大，增加了成千上萬的新員工，成千上萬的新員工。顯然，鑑於我們的模型，數量可觀，這將在工程、研發和設計方面，繼續保持我們世界級的研發團隊及其效率，繼續創新。這是一個不平凡的練習。

This is not just something that continues to be exactly the same as we go through levels of scale that continues to have to be adapted, restructured, we thought and a lot of different processes and human factors, right, in terms of how we continue to make Atlassian a fantastic place for engineers to come and do the best work of their lives. That's obviously going to be a big part of Rajiv's goals over the next few years. He's handling that scale and continuing to make that the case as well as all the things that we are working on in terms of continuing to improve and deepen our cloud, enterprise compliance, scale, performance, all of those types of things.

這不僅僅是繼續完全一樣的事情，因為我們經歷了繼續必須適應、重組的規模水平，我們認為，以及許多不同的過程和人為因素，對，就我們如何繼續讓 Atlassian 成為工程師們來這裡做他們一生中最好的工作的好地方。這顯然將成為拉吉夫未來幾年目標的重要組成部分。他正在處理這種規模並繼續證明這一點，以及我們在繼續改進和深化我們的雲計算、企業合規性、規模、性能以及所有這些類型的事情方面所做的所有事情。

So no shortage of challenges and growth opportunities ahead, and that's largely what will be working on continuing to bolster the identity of Atlassian engineering is being world-class as we scale (inaudible). I should also point out he has pretty big shoes to fill, obviously, of Sri who has taken us from 400-odd engineers to thousands and thousands of engineers, got us into the cloud, built a world-class cloud platform and scale of infrastructure as well as built a fantastic leadership team. So Sri's leadership team remains in place, Rajiv has some pretty big shoes to fill to continue the growth trajectory that should have set a motion.

因此，未來不乏挑戰和增長機會，這主要是我們將繼續努力鞏固 Atlassian 工程的身份，隨著我們的規模擴大（聽不清）。我還應該指出，他顯然有很大的需求要填補 Sri，他將我們從 400 多名工程師帶到了成千上萬的工程師，讓我們進入了雲，建立了世界級的雲平台和規模的基礎設施並建立了一支出色的領導團隊。因此，斯里的領導團隊仍然存在，拉吉夫有一些相當大的鞋子要填補，以繼續本應設定的增長軌跡。

We have your next question from Stephen Koenig with SMBC.

我們有來自 SMBC 的 Stephen Koenig 的下一個問題。

This is Owen Haworth on for Steve. Congrats on nice quarter. I'm wondering if you can rank the buying motions for Jira Service Management at this stage today. Is it more a greenfield customers that don't have a service test for the line of business with an organization standing something else maybe in tandem with their enterprise standard or organizations coming to you looking to make a larger scale replacement. And then -- and with that, to what extent are you getting into ServiceNow accounts, even when ServiceNow is already largely an enterprise standard. And if I can sneak 1 quick one in. I believe Jira Software Confluence and Trello has been the most common land products today in the cloud. Is JSM trending up in the mix of lands? Or is it more commonly an expansion?

這是史蒂夫的歐文霍沃斯。祝賀美好的季度。我想知道您是否可以在今天的這個階段對 Jira Service Management 的購買動作進行排名。是否更多的是未對業務線進行服務測試的未開發客戶，而組織可能與他們的企業標準一致，或者組織向您尋求更大規模的替代品。然後 - 即使在 ServiceNow 在很大程度上已經成為企業標準的情況下，您進入 ServiceNow 帳戶的程度如何。如果我能快速溜進去的話。我相信 Jira Software Confluence 和 Trello 是當今雲中最常見的陸地產品。 JSM 在土地組合中是否呈上升趨勢？還是更常見的擴展？

This is Cameron. I think I can address all of that. So first off, Jira Service Management, who's buying it -- you got -- we're going with 40,000 customers. We have small customers, midsize and large. On the small size, very much we're replacing e-mail and spreadsheets. There might be 1 or 2 people in IT. They're handling the e-mail, then they needed to get a little bit more mature. And actually, this is one of the great things we offer 3 agents for free with Jira Service Management. So it's actually a great pipeline into those small businesses. You're a small business, you need an IT service management, IT help desk solution, you get a free 1 from us. And as you grow your IT department, you can turn to paying customers. So that's (inaudible) on the very small size.

這是卡梅倫。我想我可以解決所有這些問題。首先，購買它的 Jira 服務管理——你知道——我們將擁有 40,000 名客戶。我們有小客戶，中型和大型。在小尺寸方面，我們正在取代電子郵件和電子表格。 IT 部門可能有 1 或 2 個人。他們正在處理電子郵件，然後他們需要變得更成熟一些。實際上，這是我們通過 Jira Service Management 免費提供 3 個代理的一大優點。所以它實際上是進入這些小企業的一個很好的管道。您是一家小型企業，您需要 IT 服務管理、IT 幫助台解決方案，您可以從我們這裡獲得免費 1。隨著您 IT 部門的發展，您可以轉向付費客戶。所以這是非常小的尺寸（聽不清）。

In the midsize, there's a variety of different vendors or established different solutions out there, but we continue to see that with those organizations, the core value prop of, hey, these are your development teams, your engineers and your IT departments, your operators, your IT help desk people working closer together in the future. If so, they're looking to a single platform to solve the needs and connect those teams. And Jira software and Jira Service Management is that kind of perfect unification for many of those midsized customers and very much a sweet spot of Atlassian. In the enterprise, our complete strategy, what we're seeing is very much go in there and knowing that most will have at least 1 or multiple different IT platforms that they're running.

在中型企業中，有各種不同的供應商或建立了不同的解決方案，但我們繼續看到這些組織的核心價值支柱，嘿，這些是您的開發團隊、您的工程師和您的 IT 部門、您的操作員，您的 IT 幫助台人員將來會更緊密地合作。如果是這樣，他們正在尋找一個單一的平台來解決需求並連接這些團隊。對於許多中型客戶來說，Jira 軟件和 Jira 服務管理是一種完美的結合，也是 Atlassian 的最佳選擇。在企業中，我們的完整戰略，我們所看到的非常多，並且知道大多數人將至少擁有一個或多個不同的 IT 平台，它們正在運行。

Our goal there is very much to leverage, find departments, teams and so on that have bought into the fact that they need to move -- their engineering teams need to move nimbly with their IT organizations. We see different things like security teams or small security areas in these large organizations and we come in and we largely get small little beachheads where organizations want to move very, very quickly.

我們的目標是充分利用，找到已經接受他們需要移動的事實的部門、團隊等——他們的工程團隊需要與他們的 IT 組織一起靈活地移動。我們在這些大型組織中看到了不同的東西，例如安全團隊或小型安全區域，我們進來了，我們在很大程度上得到了組織想要非常、非常快速地移動的小型灘頭陣地。

From that, we absolutely start seeing when the big renewals come up for the big platforms, of which there are a few out there. We tend to have -- we increasingly have a seat at the table and have those conversations. Additionally, what Atlassian has been able to do over the last few years, outside of just beyond IT service management is really establish our enterprise credibility. We have executive advisory boards. We have many CIO councils. So the good part is now those top leaders who are making those big platform decisions, we have relationships with and they understand that this is very much an area that we can support for them going forward. So we're very much in the game incredible there, plenty of enterprise customers to go after.

從那以後，我們絕對開始看到大型平台何時會出現重大更新，其中有一些。我們往往有——我們越來越多地在桌旁擁有一個座位並進行這些對話。此外，在過去幾年中，除了 IT 服務管理之外，Atlassian 能夠做的是真正建立我們的企業信譽。我們有執行顧問委員會。我們有許多 CIO 委員會。因此，現在好的部分是那些做出重大平台決策的高層領導，我們與之建立了關係，他們明白這是我們可以支持他們前進的一個非常重要的領域。因此，我們在遊戲中的表現令人難以置信，有很多企業客戶可以追求。

Your next question is which customers, which products are we landing with, which one are we expanding with. I'll be the ones that you called out were very much the products we land with. And Jira Service Management, we are still very much going after the current existing customer base. But that said, it's not with the software development teams and the existing customer base. We need to find those IT departments of those IT use cases. And that's where we turn on a lot of the marketing machine to drive that awareness. But today, we still very much consider Jira Service Management focused at our very large existing customer base.

您的下一個問題是哪些客戶，我們登陸哪些產品，我們正在擴展哪些產品。我將成為你所呼籲的那些我們登陸的產品。而 Jira Service Management，我們仍然非常關注當前現有的客戶群。但話雖如此，這與軟件開發團隊和現有客戶群無關。我們需要找到那些 IT 用例的那些 IT 部門。這就是我們打開很多營銷機器來提高這種意識的地方。但是今天，我們仍然非常重視 Jira Service Management，專注於我們龐大的現有客戶群。

We have your next question from Kash Rangan with Goldman Sachs.

我們有來自高盛的 Kash Rangan 的下一個問題。

It's great to be a first-time participant on your earnings conference call. Congratulations on everything that you've accomplished. I'm curious to get to your perspective on how the platform evolves. Certainly, there is a merit to be exposed and having the 3 pillars, your DevOps, ITES and work management, be interconnected from a market perspective and also have a technology platform that brings it all together. At the same time, how do you weigh that against the innovation in each of these pockets still going through a pretty rapid cycles you've got best-of-breed companies that you probably run into or maybe don't at the high of these markets. So these markets are still going through a period of growth and not yet at maturity.

很高興第一次參加您的收益電話會議。祝賀你完成的一切。我很想了解您對平台如何發展的看法。當然，從市場的角度來看，擁有 3 個支柱（DevOps、ITES 和工作管理）是相互關聯的，並且還擁有一個將它們結合在一起的技術平台，這是有好處的。同時，您如何權衡這些領域中的創新，這些領域中的每一個領域仍在經歷一個相當快速的周期，您可能會遇到或可能不會遇到最好的公司市場。因此，這些市場仍處於增長期，尚未成熟。

So how do you trade off having to bring together these disparate markets and products under the cloud unification, which is a different challenge versus actually horizontal challenges as oppose to vertically scaling these products and still keeping up with all the cutting edge features. How do you weigh these 2 things because the market does not look like it is settled, it's entering a next generational shift, if you will, right? And from a financial question, James, I know this is probably the last couple of quarters or so. As the dust settles on the migration, how do we think about the longer-term structural growth of your end markets in Atlassian as well?

那麼，您如何權衡必須在雲統一下將這些不同的市場和產品整合在一起，這是一個與實際水平挑戰不同的挑戰，因為它與垂直擴展這些產品並仍然跟上所有尖端功能的步伐相反。你如何權衡這兩件事，因為市場看起來還沒有穩定下來，它正在進入下一代轉變，如果你願意的話，對吧？從財務問題來看，詹姆斯，我知道這可能是最後幾個季度左右。隨著遷移的塵埃落定，我們如何看待 Atlassian 終端市場的長期結構性增長？

Yes, Kash, welcome. Welcome to the investment call. It's a hell of a set of questions you've got there. Let me start with the platform, and I'll leave to answer the finance question in a second. I think first, a few comments. Our platform enables us to be best-of-breed in each of our 3 markets and to do so efficiently. So we definitely don't think about ourselves as competing against best of breed. We are the best of breed in each of the markets that we participate in and intend to continue to do so. And the platform allows us to do that with efficiency and scale as well as preparing for the future. So a few ways it does that. We are able to be best of breed in ITSM and in Azure DevOps because of the investments we make in and are driven by the work management as a singular example because we can afford to build an absolutely world-class tech editing environment, which is a very nontrivial exercise and then run that across a series of different markets.

是的，卡什，歡迎。歡迎來電投資。你有一堆問題。讓我先從平台說起，稍後我將離開回答財務問題。我想首先，一些評論。我們的平台使我們能夠在 3 個市場中的每一個市場中都成為同類產品中的佼佼者，並且能夠高效地做到這一點。因此，我們絕對不會認為自己與同類中的佼佼者競爭。在我們參與並打算繼續這樣做的每個市場中，我們都是同類中的佼佼者。該平台使我們能夠以效率和規模以及為未來做準備來做到這一點。所以有幾種方法可以做到這一點。我們能夠在 ITSM 和 Azure DevOps 中成為同類中的佼佼者，因為我們在工作管理方面進行了投資，並以工作管理為例，因為我們有能力構建一個絕對世界級的技術編輯環境，這是一個非常重要的練習，然後在一系列不同的市場上運行。

Now a single competitor in a single market in this space can't afford to do that. You can look at that in reverse. If you go to the bottom of the staff in terms of infrastructure, the same thing occurs in terms of compliance, enterprise, scale. The SaaS world is increasingly difficult as every geography around the world passes new laws and new rules about how data needs to be stored for certain industry types, et cetera. That's a very nontrivial exercise to serve those enterprise customers and different global geographic customers in different ways. Putting all of that into the platform allows us to have that across all our markets and spaces, allows point A products, they're shipping in new and innovative areas to have all of that enterprise and compliance support.

現在，這個領域的單一市場中的單一競爭對手無法做到這一點。你可以反過來看。如果你在基礎設施方面深入員工，那麼在合規性、企業、規模方面也會發生同樣的事情。 SaaS 世界變得越來越困難，因為世界各地都通過了關於如何為某些行業類型存儲數據等的新法律和新規則。以不同的方式為這些企業客戶和不同的全球地理客戶提供服務是一項非常重要的工作。將所有這些放入平台使我們能夠在我們的所有市場和空間中擁有它，允許 A 點產品，它們在新的和創新領域發貨，以獲得所有企業和合規性支持。

And similarly, as the markets change, we talked about the future, our platform is a very long-term investment, not just because it takes a long time to build a really world-class platform. But as we look at the future, we believe there will be more compliance, will be more Cambrian explosion of different SaaS apps are focused on integration and bringing them together. Our platform is hard to build. It's also very hard to replicate. So we believe it's a huge competitive advantage in each of our spaces. As you've mentioned, it obviously helps us bring the spaces together. You can see that in our Atlassian data lake and Atlassian analytics tools that we shipped on top of the platform at Team '22, enabling us to take data from disparate applications and bring them together for customers in a way that they couldn't have done beforehand, and they can't do.

同樣，隨著市場的變化，我們談到了未來，我們的平台是一項非常長期的投資，不僅僅是因為建立一個真正的世界級平台需要很長時間。但是當我們展望未來時，我們相信會有更多的合規性，將會有更多不同 SaaS 應用程序的寒武紀爆炸式增長，專注於集成並將它們組合在一起。我們的平台很難建立。它也很難復制。因此，我們相信這是我們每個空間的巨大競爭優勢。正如您所提到的，它顯然有助於我們將空間整合在一起。您可以在我們的 Atlassian 數據湖和 Atlassian 分析工具中看到這一點，我們在 Team '22 的平台上提供了這些工具，使我們能夠從不同的應用程序中獲取數據，並以他們無法做到的方式將它們整合到客戶面前事先，他們做不到。

We're also focused on building out in the platform the stuff that doesn't change. I think Jeff Bezos once famously said that he was more focused on the things that wouldn't change in 10 years than the things that would change, and it's a really interesting philosophy. What doesn't change is the collaboration. Teams and people are going to need to come together in each of these 3 markets to really be efficient and that desire for efficiency (inaudible) continue to go up. And so collaboration is going to become ever more important a team of anywhere world, where people are distributed. Our collaboration tooling is largely built in the platform.

我們還專注於在平台中構建不會改變的東西。我認為 Jeff Bezos 曾經說過一句名言，他更關注 10 年內不會改變的事情，而不是會改變的事情，這是一個非常有趣的哲學。不變的是合作。團隊和人員將需要在這三個市場中的每一個中齊心協力才能真正提高效率，並且對效率的渴望（聽不清）繼續上升。因此，協作將變得越來越重要，一個來自世界各地的團隊，人們分佈在哪裡。我們的協作工具主要構建在平台中。

So you can see this in commentary and reactions and sharing, notifications and search and all the different bits and pieces of bringing data together, connecting it, linking it and then connecting with colleagues and people that collaboration being built in the platform is a huge competitive advantage, I believe, for Atlassian in each of our markets and then even more so when you start putting the market together collectively. So we've tried to talk about this for many, many quarters. It's an area that I think is a huge trend of Atlassian, and you'll see us continue to invest in the platform going forward.

因此，您可以在評論、反應和共享、通知和搜索以及所有不同的點點滴滴中看到這一點，這些點點滴滴將數據匯集在一起，連接它，鏈接它，然後與同事和人們聯繫，平台中建立的協作是一個巨大的競爭我相信，Atlassian 在我們的每個市場中都具有優勢，當您開始將市場整合在一起時更是如此。所以我們已經嘗試談論這個很多很多方面。這是我認為 Atlassian 的一個巨大趨勢的領域，您會看到我們在未來繼續投資該平台。

I am showing no further questions at this time. Presenters, please continue for any closing remarks.

我目前沒有進一步的問題。演講者，請繼續發表結束語。

So I think, James will finish up.

所以我認為，詹姆斯會完成。

Yes, let me just jump in to add to that last question. Just very briefly. Good to hear from you again, Kash. A number of things. In your question, you kind of alluded to the end of migrations, if you will. The first point I'd want to make is just to reemphasize something that we mentioned earlier, is that, yes, the server customers will make their move in the next couple of years. But we're very encouraged by how many of the data center customers are again continue to be moving to the cloud already that 1/3 of migrations to the cloud coming from data center. Beyond that, more generally, we are addressing very large total addressable markets. We went into some detail at Analyst Day on this topic. And for the TAM that just represents our current products that's of the scale of around $29 billion, well, less than 10% of that today.

是的，讓我來補充一下最後一個問題。只是非常簡短。很高興再次收到您的來信，卡什。很多事情。在你的問題中，如果你願意的話，你有點暗示遷移的結束。我想說的第一點只是再次強調我們之前提到的一些事情，是的，服務器客戶將在未來幾年內採取行動。但是，我們感到非常鼓舞的是，有多少數據中心客戶再次繼續向雲遷移，已經有 1/3 的遷移到雲的遷移來自數據中心。除此之外，更一般地說，我們正在解決非常大的潛在市場。我們在分析師日就這個話題進行了一些詳細的介紹。而對於僅代表我們目前規模約為 290 億美元的產品的 TAM，還不到今天的 10%。

I think the theme of digital transformation is very real for companies all around the world, and we are exceptionally well placed to continue to address customers' needs in this regard. And we are going to invest so that we can drive more value for our customers in these different ways in which we're very well equipped to do. And that is going to help continue to spur our growth rate over the long run. We'll be disciplined about how we invest. We always are. But that will be an important theme for our growth rate. And then just the last thing I'd say is the top of the Atlassian funnel, we talk about a net new customer count each quarter. It's always in the thousands of customers. And we land small and expand very significantly over time. And I think the net expansion rate number that we indicated at Investor Day 3 weeks ago of 130%, in fact, it's 140% for our larger customers is just a great illustration of how we gradually get larger and larger in terms of what we do for our customers. And I think that altogether gives us a lot of runway for long-term growth.

我認為數字化轉型的主題對於世界各地的公司來說都是非常真實的，我們非常有能力繼續滿足客戶在這方面的需求。我們將進行投資，以便我們能夠以我們非常有能力做的這些不同方式為我們的客戶創造更多價值。從長遠來看，這將有助於繼續刺激我們的增長率。我們將嚴格遵守我們的投資方式。我們一直都是。但這將是我們增長率的一個重要主題。然後我要說的最後一件事是 Atlassian 漏斗的頂部，我們談論每個季度的淨新客戶數量。它總是在成千上萬的客戶中。隨著時間的推移，我們的土地很小，而且擴張得非常顯著。我認為我們在 3 週前的投資者日上表示的淨擴張率數字為 130%，事實上，對於我們的大客戶來說，這是 140%，這很好地說明了我們如何在我們所做的事情方面逐漸變得越來越大為我們的客戶。我認為這總共為我們提供了很多長期增長的跑道。

I'm showing no further questions at this time, presenters. Please continue for any closing remarks.

演示者，我現在沒有進一步的問題。請繼續任何結束語。

Thank you everyone for joining our call today. Let's say particular thanks to James Beer for his partnership over the last almost 5 years with Atlassian and just congratulations on such an incredible career and wish you all the best in your retirement. And as always, like for all, everyone on the call, staff, partners, investors, everyone, thank you for all your ongoing support, and enjoy the rest of your week and your weekend.

感謝大家今天加入我們的電話會議。讓我們特別感謝 James Beer 在過去近 5 年中與 Atlassian 的合作，祝賀您擁有如此令人難以置信的職業生涯，並祝您退休後一切順利。與往常一樣，與所有通話中的每個人、員工、合作夥伴、投資者、每個人一樣，感謝您一直以來的支持，並享受接下來的一周和周末。

Ladies and gentlemen, this concludes today's conference call. Thank you for your participation. You may now disconnect.

女士們，先生們，今天的電話會議到此結束。感謝您的參與。您現在可以斷開連接。