Atlassian founder Mike Cannon-Brookes presenting on stage

Atlassian / THE WORLD THEY ARE BUILDING

Make complex teamwork feel connected.

Its Teamwork Graph and agent direction use accumulated work context to support human and AI collaboration. The opportunity is less time lost to coordination, with permissions and review still necessary for useful execution.

See it taking shape ↓

01 / THE PRODUCTS

The products behind the promise.

Jira

Create, assign and track work with the team’s workflow.

Teams can see ownership, progress and dependencies.

Mercedes-Benz

Centralize work for the software-defined vehicle

The vendor case reports 50,000+ participating employees and examples of 10x faster software delivery.

Mercedes-Benz consolidated on Atlassian Cloud Enterprise with Jira, Confluence, Jira Service Management and Rovo to connect technical and business teams.

What changed? ＋

The case describes fragmented instances, limited standardization and collaboration barriers across R&D and IT as software-defined vehicle work expanded.

Customer/vendor-reported examples, not a standardized company-wide benchmark or a result guaranteed to every buyer.

Interpark

A Korean e-commerce pioneer leaves server licences in 4.5 months

1,600 users moved in 4.5 months in total; user permissions described as 30% more organized with Atlassian Guard.

With Platinum Solution Partner Dmove it spent three months on analysis and preparation and 1.5 months on migration to Jira and Confluence Cloud Premium, using Atlassian Guard to centralise user administration.

What changed? ＋

Interpark, founded in 1995 as Korea's first internet shopping service, had used Jira and Confluence since 2019 on server licences. Maintenance upgrades were costly, business process changes were hard to implement, and the discontinuation of server licences raised the question of migration.

Atlassian's own customer story, linked from its August 2024 Korea post; the figures are the vendor's and the customer's account of the project.

Confluence and Rovo prompt composer for drafting a product document from context — Official Confluence product-page example of drafting with Rovo. The product pitch, attachment, and collaborator are demonstration content.

02 / HOW IT BECOMES REAL

From a team decision to delivery and support

Illustrative teamwork workflow based on Jira, Confluence and Jira Service Management.

01
Record the decision and its context
Confluence provides a shared place for requirements and decisions. Linking the evidence helps a later participant understand the reasoning instead of reopening the same discussion.
02
Turn the decision into tracked work
Jira turns planned work into items with ownership and status. Teams can coordinate dependencies and see what blocks delivery.
03
Use connected context to resolve a handoff
The platform connects work and knowledge, while AI capabilities can assist with context. A useful handoff still makes the decision owner and next action explicit.
04
Route service requests back to the team
Jira Service Management handles requests and service workflows. The resulting evidence can feed product work and shared documentation rather than remaining isolated in support.

Follow the work, step by step

Work waits on other people

Atlassian starts from a problem most people in a large company know: work that waits on someone else. In the CEO's August 2026 letter to shareholders, the hardest problems in an enterprise often arise from coordination, with weeks lost to decisions, handoffs and dependencies. Atlassian sells the tools where that coordination is written down: Jira for planned work, Confluence for the documents and decisions behind it, and Jira Service Management for the requests employees send to IT, HR and other service teams. More than 350,000 customers used Atlassian's software at 30 June 2026.

cannot be hired
Mike Cannon-Brookes · Co-founder and CEO, Atlassian · Q4 FY2026 letter to shareholders · 2026-08-06

The belief follows from that problem. Models keep improving, and the company expects organisations to obtain intelligence through token-based model access. In Atlassian's argument, what a model cannot bring is knowledge of the organisation itself: who owns a piece of work, what was decided and why, what is blocked. Atlassian calls the store of that knowledge the Teamwork Graph, which connects people, work and goals across Atlassian and third-party tools. In August 2026 it counted over 200 billion objects and connections across all customer graphs. The CEO told an interviewer in December 2025 that the graph is about six years old, so it was built before the current wave of AI. When customers ask to buy it, the CEO explained on the August 2026 earnings call that the graph is already part of their platform.

Why the bet is being pressed now

Three changes made 2025 and 2026 the moment to press the bet. First, AI moved toward production use, and Atlassian now runs a program to help enterprise customers move AI from pilots into production. It reports that agents grounded in the Teamwork Graph give up to 44% more accurate answers while using 48% fewer tokens, a figure it measured itself. Its AI layer, Rovo, was used by over 80% of Fortune 500 companies by August 2026, and more than 1 million monthly active users reached Atlassian work through its MCP server and Teamwork Graph command line, the connectors that let outside AI tools read and act on it. Second, in September 2025 the company set an end date for affected Data Center products, encouraging cloud migration. Affected Data Center products reach end of life on March 28, 2029; existing-customer expansions end on March 30, 2028. Current guidance excludes Bitbucket, Bamboo and Jira Align and provides maintenance extensions for certain customers by exception. Third, in March 2026 the CEO cut about 10% of staff, roughly 1,600 people, to fund further AI and enterprise-sales investment internally.

One decision, followed through the tools

Follow an illustrative product team at a large company that decides to change a release. The decision and its reasoning go onto a Confluence page, so a colleague who joins later can see why the choice was made instead of reopening the debate. Jira turns the decision into work items, each with an owner, a status and its dependencies. Some of those items can now be handed to agents, and a person guides and approves the agents' work from a shared view designed for human review. When the change reaches employees, their questions arrive as requests in the Jira Service Management help center and are routed to the team that can answer them. Rovo searches across all of it. A person's judgement still sits wherever something is decided, approved or escalated.

What this means for a seat in Seoul

The accuracy gains, the Rovo adoption and the size of the Teamwork Graph are Atlassian's own measurements, and customer stories report results the customer and vendor chose to publish. A careful reader asks customers what actually changed.

In Korea this bet is sold to large groups. Both open Korea roles sit with existing enterprise customers, and their conversation is the one above: move from server or Data Center to cloud, bring more teams onto the same record of work, and add Rovo. A candidate who can explain, in a Korean executive's terms, why that record is worth more once AI works on top of it starts ahead.

Understand the products and their customers

Three tools that hold the record of work

Jira is where teams plan and track work. Marketing, HR, operations, product and engineering teams create work items, assign owners and follow progress on shared boards, and Atlassian now describes Jira as the place where people hand work to AI agents and approve what comes back. Buyers range from one team to a whole enterprise; the product page says 350,000+ companies use Atlassian and 85% of the Fortune 500 use its products.

Confluence is the written side of the same work: requirements, plans, meeting notes and decisions. Atlassian pitches it as the place where every doc, thread, meeting and decision becomes trusted context for a team and its AI agents. Rovo search answers questions across connected knowledge, the Rovo MCP server lets tools such as Claude, ChatGPT or a developer's IDE read it, and status markers flag stale pages so that what a team writes today stays usable tomorrow.

Jira Service Management is a service desk. Employees raise requests through a help center to IT, HR, facilities and other service teams, and each request is tracked with its status, channel and response time. It now sits inside the Service Collection, which the CEO said in April 2026 had passed $1 billion in ARR. An investor research site reported in July 2026 that roughly 60% of its instances serve non-IT work such as HR, legal and facilities.

Selling the whole: Rovo, collections and engineers on site

Rovo is the AI layer over all three: search, chat and agents across Atlassian and other business apps, with admin controls over what the AI can access, the point Atlassian stresses to large buyers. Increasingly the products are sold as bundles. The Teamwork Collection, which a Korean partner describes as Jira, Confluence, Rovo and Loom together, passed 1 million seats and 1,000 customers less than six months after launch, and the CFO said in August 2026 that Teamwork customers have 4 to 5x more paid seats per instance than customers of Jira or Confluence alone. For the largest accounts Atlassian also runs Forward Deployed Engineering, senior engineers who embed with a customer to put AI agents into production; the program page counts 80+ agents built, 100+ enterprise customers and about 12 weeks to measurable value.

What customers report, and what it covers

The model enterprise story is Mercedes-Benz. Its IT and research teams adopted Jira and Confluence on their own, until legacy infrastructure and silos held back work on the software-defined vehicle. Within about two years it consolidated thousands of projects and users onto Atlassian Cloud Enterprise, connecting 50,000+ colleagues across 260+ locations. The case reports examples of 10x faster software delivery and 80% of platform team capacity shifted from maintenance to service and innovation.

The Korean case closest to the open roles is Interpark, founded in 1995 as Korea's first internet shopping service. It had run Jira and Confluence since 2019 on server licences, with costly upgrades, and the discontinuation of server licences raised the question of migration. With Platinum Solution Partner Dmove it spent three months on analysis and preparation and 1.5 months on the move to Jira and Confluence Cloud Premium for 1,600 users, using Atlassian Guard to centralise user administration. The case reports user permissions 30% more organized.

A second Korean scene shows the renewal side. The education publisher Miraen widened its Atlassian use from development to planning and publishing with partner Open Source Consulting. More people were eligible than it held licences for, while regular users fitted a licence tier of about 100, and it now keeps Jira licence use at about 70 to 80%. The partner said recent Atlassian Cloud price increases make sizing licences to real use more important.

Across these cases the pattern repeats: a partner runs the migration or the rollout, and the reported results come from the vendor, the partner or the customer. For an account manager or a CSM in Korea, the work is turning that pattern into renewals: showing adoption where licences are paid for, and finding the next team to bring on.

03 / THE EVIDENCE

The story, in numbers.

DATED OBSERVATIONS

Total annual revenue

USD · B

$2.089B

FY2021

$2.803B

FY2022

$3.535B

FY2023

$4.359B

FY2024

$5.215B

FY2025

$6.572B

FY2026

Company-disclosed total annual revenue in USD billions. Fiscal-year end dates are shown on each point. Historical comparatives follow the cited filing; revenue includes acquisition and currency effects and is not ARR.

Figures, dates & basis ＋

Total annual revenue
Date	Value	Basis
2021-06-30	$2.089B	Total recognized revenue for the fiscal year ended 2021-06-30. Includes all reported revenue categories.
2022-06-30	$2.803B	Total recognized revenue for the fiscal year ended 2022-06-30. Includes all reported revenue categories.
2023-06-30	$3.535B	Total recognized revenue for the fiscal year ended 2023-06-30. Includes all reported revenue categories.
2024-06-30	$4.359B	Total recognized revenue for the fiscal year ended 2024-06-30. Includes all reported revenue categories.
2025-06-30	$5.215B	Total recognized revenue for the fiscal year ended 2025-06-30. Includes all reported revenue categories.
2026-06-30	$6.572B	Completed fiscal year ended 2026-06-30; total recognized revenue from the earnings release, whose financial tables are unaudited. Not calendar-year 2026 guidance.

Atlassian / SEC

2024-04-25

Sole-CEO transition announced

Farquhar’s co-CEO departure was scheduled for August 31, 2024.

2025-08-08

FY2025 enterprise and AI update

The shareholder letter reported annual revenue above $5.2B and early Teamwork Collection momentum.

2026-08-06

FY2026 annual results

The release reported 26% annual revenue growth and $6.606B subscription ARR.

Read the growth story

Who pays, and for what

Atlassian sells its products as subscriptions, and the CEO said in April 2026 that "the largest amount of value delivered today is through the seat-based pricing model." In fiscal 2026, the year to 30 June 2026, revenue was $6,572 million, up 26% from $5,215 million. Cloud brought $4.41 billion, up 28%. Data Center, the self-managed product line, brought $1.83 billion, and Marketplace and other $331 million. The company's habit, as its 2025 letter put it, is to ship features such as AI, analytics and automation first and "recoup value through monetization over time." Over 50% of fiscal 2026 revenue came from channel partners' sales efforts.

The dated numbers and what each one measures
Number	When	What it measures
$6,572 million	Fiscal 2026, to 30 June 2026	Revenue recognized under GAAP, up 26%
$6,606 million	At 30 June 2026	Company-defined Subscription ARR annualizes active Cloud and Data Center subscriptions, including contracted upgrades and add-ons and excluding one-time fees. Monthly subscriptions are annualized by multiplying the monthly recurring value by twelve. At June 30, 2026 it was up 23%, distinct from recognized revenue.
$4,817 million	At 30 June 2026	Remaining performance obligations: contracted, not yet recognized, up 44%
North of 120%	Quarter to 30 June 2026	Net revenue retention, as stated by the CFO on the earnings call
$713 million	Fiscal 2026	Revenue from Asia Pacific, up 24%; about 11% of the total by Signet's arithmetic
$1,319 million	Fiscal 2026	Free cash flow, a 20% margin; the net loss for the year was $54 million
57,334	At 30 June 2026	Customers with more than $10,000 of Cloud ARR, up from 51,978 a year earlier

What has grown

Three numbers show the growth beneath the headline. Cloud revenue growth re-accelerated to 31% in the June 2026 quarter, to $1.2 billion. Customers with more than $10,000 of Cloud ARR rose from 45,842 two years earlier to 57,334. The CFO also reported net revenue retention above 120% for the June quarter, an existing-customer expansion indicator distinct from customer-count retention and total revenue growth. The CEO described the enterprise shift in December 2025: fewer than ten companies paid about $1 million annually when Atlassian went public, compared with well over 500 by that interview. These measures describe different customer groups and periods.

Asia Pacific, the region that includes Korea, is the smallest of the three Atlassian reports. It brought $713 million in fiscal 2026, up 24% from $574 million, against 26% growth in the Americas and 27% in EMEA; by Signet's arithmetic that is about 11% of revenue. The Korea roles sit inside that smaller, slightly slower region, at a company whose CFO says it will keep scaling enterprise sales.

Where it stands, and what could go wrong

Atlassian's annual report describes its competitors by type: large technology vendors, new and emerging businesses, and AI-native startups whose products may bypass traditional workflows or displace established interfaces. It adds that Atlassian usually co-exists inside its own customers alongside competitors' products. No single customer brought more than 5% of fiscal 2026 revenue, and over 85% of the Fortune 500 are customers.

Three risks matter for someone selling into Korean accounts. The first is the Data Center wind-down: for fiscal 2027 the company guides to Data Center revenue down about 17% and total growth of about 13%, and the CFO said in April 2026 that customers planning their move to cloud were moderating seat expansion. The second is the seat model in an AI era: the annual report names AI-native rivals, and the CEO's own memo says AI changes the number of roles required in certain areas, which, applied to customers, would mean fewer seats to sell (Signet's reading). The third is partners: over half of revenue comes through them, and their agreements are non-exclusive, so they may also sell competing products. Profit is thin on a GAAP basis too: free cash flow was $1,319 million, yet GAAP operating income was about $10 million after $1.61 billion of stock-based compensation, and the fiscal 2027 guide is a GAAP operating margin of about 4.5%.

Two habits help in an interview. Say revenue for the $6,572 million and Subscription ARR for the $6,606 million, because they measure different things. And ask how a Korean renewal is credited when a partner resells it, since more than half of Atlassian's revenue comes through partners.

04 / THE PEOPLE

Someone saw it first.

Co-founder and CEO

Mike Cannon-Brookes

Cannon-Brookes is the current CEO and co-founder. The April 2024 transition announcement says Scott Farquhar would step down as co-CEO at the end of August 2024, leaving Cannon-Brookes as sole CEO.

The choice behind the company ＋

His fiscal 2026 letter centers the strategy on enterprise adoption, AI and connected work context. That direction uses existing collaboration history as the foundation for agent workflows.

“cannot be hired”
Mike Cannon-Brookes · Q4 FY2026 letter to shareholders · 2026-08-06

The decisions behind the company

Two founders who did not want a real job

Mike Cannon-Brookes is co-founder and CEO. In December 2025 he recalled starting the company with Scott Farquhar because neither wanted a conventional job. By his account they made about $800,000 in the first year and $12 million in the fourth, and spent nine years worried about survival. He recalled Accel buying $60 million of ordinary shares from the founders in 2010; the proceeds went to the sellers rather than the company. Farquhar stepped down as co-CEO at the end of August 2024, leaving Cannon-Brookes as sole CEO, and remains on the board. In August 2026 Cannon-Brookes announced his intention to buy up to $250 million of Atlassian shares on the open market; that was an announced intention.

bought, not sold
Mike Cannon-Brookes · Co-founder and CEO, Atlassian · Interview with Ben Thompson on Stratechery, on the self-serve model · 2025-12-04

The decisions that explain the company's shape

Four decisions explain how Atlassian looks today. The first was to sell without a sales force in front: software that customers would find and buy themselves. The second was to build enterprise sales on top of that base. In the early days a customer spending $20,000 drew attention; now sales starts talking at around $50,000 to $100,000. When Atlassian went public, fewer than 10 companies paid it about $1 million a year; by December 2025 the CEO put the number well north of 500, and his March 2026 memo counted 600+ customers at $1 million ARR. The third was the Teamwork Graph, begun about six years ago. The fourth is the move toward cloud. Affected Data Center products reach end of life on March 28, 2029; existing-customer expansions end on March 30, 2028. Current guidance excludes Bitbucket, Bamboo and Jira Align and provides maintenance extensions for certain customers by exception.

A fifth decision is the newest and the hardest. In March 2026 Cannon-Brookes announced a cut of about 10% of the workforce, roughly 1,600 people, and dedicated leadership teams for each collection. Chief technology officer Rajeev Rajan was to step down at the end of March; Korean reporting put more than 900 affected roles in software research and development. The CEO explained that AI changes the skills and number of roles needed in some areas, while presenting the restructure as investment in AI and enterprise sales. This company-wide announcement describes the plan and its rationale.

self-fund further investment
Mike Cannon-Brookes · Co-founder and CEO, Atlassian · CEO update to employees on the March 2026 restructuring, filed with the SEC · 2026-03-11

Leaders connected to the Korea work

Of the eleven executives on Atlassian's leadership page on 8 October 2026, Brian Duffy is Chief Revenue Officer, the most senior sales title. James Chuong, Chief Financial Officer, describes the trade-off a new hire works inside: margins depend on hiring discipline, while the company keeps scaling enterprise sales. Ken Exner joined on 4 August 2026 as Chief Product Officer, Enterprise and Emerging. In Korea, Jason Yoonsang Ryu (류윤상) is Representative Director of Atlassian Korea, named in Atlassian's August 2024 Korea post and again at the GS Neotek signing in June 2026; in 2022 he was listed as Atlassian's Asia regional head.

scale our enterprise go-to-market sales motion
James Chuong · Chief Financial Officer, Atlassian · Q4 FY2026 earnings call · 2026-08-06

How Atlassian says it works and hires

The company publishes five values and says they guide what it does, why it creates and who it hires. Openness comes first: information is open internally by default. 'Build with heart and balance' appears by name in the Korea account manager posting, and 'play as a team' in the CSM posting. Atlassians can work from an office, from home or both, a policy called Team Anywhere, and the company hires in any country where it has a legal entity. Its sales careers page describes consultative selling as "more than closing deals".

On the worry that headquarters decides and Seoul executes: the account manager posting says plainly that the job is to translate global corporate strategy into localized execution, and to partner with the broader Regional Sales organization. Strategy is set globally. The weight of the Korean seat lies in how that strategy lands with Korean executives, partners and procurement teams.

05 / THE NEXT CHAPTER

Retain and expand Korea’s largest enterprise accounts

The account manager owns commercial renewals, growth and forecasting. The CSM owns adoption, success plans and churn risk, working with executives and cross-functional account teams.

LOCAL & REGIONAL LEADERSHIP

Jason Yoonsang Ryu (류윤상)

Representative Director, Atlassian Korea

Accounts and partnerships

Strategic accounts and partner/alliance headlines.

Cloud migration and technical work

Cloud migration, IT and engineering headlines.

October 8 Korea filter: 25 associated profiles. Overlapping functions describe observed headlines, not employees or reporting lines. Ryu’s Korea leadership is separately confirmed in June 2026 reporting.

Why Korea? Why now?＋

Read together, the sources give three reasons. Korea has large groups with complex IT, consistent with Atlassian's strategy of expanding existing enterprise relationships. Korean data residency offers a regional choice for in-scope data at rest in supported cloud products; supported products and Marketplace apps have their own scope. The Data Center timetable creates migration decisions for affected products, rather than every self-managed application: Affected Data Center products reach end of life on March 28, 2029; existing-customer expansions end on March 30, 2028. Current guidance excludes Bitbucket, Bamboo and Jira Align and provides maintenance extensions for certain customers by exception. Signet reads Korean partner migration and implementation work as the link between these product changes and local customer requirements.

2022-06-30

Atlassian in Seoul

Partners and customers met at an Atlassian event in Seoul, with Jason Yoonsang Ryu (류윤상) listed as Atlassian's Asia regional head.

2024-01-10

Korean data residency

Atlassian added a local data residency option for South Korea, alongside India, Singapore, Canada, the UK, Japan and Switzerland.

2024-06

Team Tour Korea

Atlassian held a symposium in Seoul with its Korean partners and sponsors, planned as an annual forum.

2024-08-12

Korea team in place

Representative Director Jason Yoonsang Ryu said the setup of the Atlassian Korea team was complete, working with over 400 certified consultants from seven partner companies.

2025-10-29

Megazone Cloud partnership

Megazone Cloud announced a strategic partnership and a dedicated sales unit offering consulting, operations and AI-based work services on Atlassian.

2026-06-25

GS Neotek partnership

GS Neotek and Atlassian Korea signed a partnership to help Korean companies build AI-connected workplaces; Ryu attended as representative director.

2026-08-10

DX offered to Korean groups

Platinum partner Polaris Office said it would supply DX to large Korean companies and use the Teamwork Collection to lower the burden of adoption.

2026-09-17

Miraen widens its rollout

Korean trade press reported that education and publishing company Miraen extended Atlassian from development to planning and publishing work with partner Open Source Consulting.

Understand the Korea opportunity

Customers and partners came before the team

The public record of Atlassian in Korea shows customers and partners first and a Korea team later. On 30 June 2022 partners and customers met at an Atlassian event in Seoul, with Jason Yoonsang Ryu (류윤상) listed as Atlassian's Asia regional head. On 10 January 2024 Atlassian added Korean data residency, so supported products can pin their in-scope data at rest to Korea. In June 2024 it held Team Tour Korea in Seoul, planned as an annual forum. In August 2024 its Korea post named Hyundai, SK Group, LG and Interpark among Korean users of its cloud, and Ryu, now Representative Director of Atlassian Korea, said the Korea team was in place.

completed the setup of the Atlassian Korea team
Jason Yoonsang Ryu (류윤상) · Representative Director, Atlassian Korea · Atlassian blog post on South Korea · 2024-08-12

Why Korea, and why now

A partner market with a named leader

Delivery runs through partners. In August 2024 Atlassian counted over 400 certified consultants at seven Korean partner companies working alongside the Korea team. Since then Megazone Cloud signed a strategic partnership in October 2025; GS Neotek signed on 25 June 2026 to help Korean companies build what it calls intelligent workplaces; and Platinum partner Polaris Office said in August 2026 that it would supply DX to large Korean companies and use the Teamwork Collection to lower the burden of adoption. Open Source Consulting, twice named Atlassian's partner of the year, says large Korean companies increasingly buy Atlassian together with Marketplace apps.

distinct AI synergy
Jason Yoonsang Ryu (류윤상) · Representative Director, Atlassian Korea · Partnership statement, reported in Korean; translated by Signet · 2026-06-26

The annual report lists South Korea among countries where Atlassian has employees. Ryu was identified as Korea representative director in June 2026. On October 8, 2026 the employer board listed 348 postings, including two in Seoul. Both sit under the board's Sales category, but the work differs: strategic customer success and enterprise account management. The LinkedIn Korea filter separately showed 25 associated profiles across sales, IT, engineering, business development and consulting. Observed headlines include cloud migration and partner/alliance responsibilities; these overlapping categories are profile observations rather than staffing or reporting relationships.

What the two open roles are for

Both roles are about customers Atlassian already has. The Senior Enterprise Account Manager, Korea manages the retention and growth of the largest and most complex enterprise customers in Korea: renewals, upgrades and cross-sell, carried through procurement, legal and security reviews and forecast in Salesforce. The Principal CSM, Strategic (Korean Speaking) takes a book of roughly 20 strategic accounts and owns adoption, success plans, business reviews and early warning of churn. The account manager posting requires fluent Korean and English and 7+ years of experience; the CSM posting asks for 8 to 10+ years. Signet's reading: neither is a new-logo hunting role. Atlassian is putting people on its largest Korean accounts at the moment the Data Center deadline and Rovo put new decisions in front of them.

Signet's reading: a Korea team established by August 2024, a representative director identified again in June 2026, Korean data residency and recent partner signings provide concrete local context. The March 2026 restructure was company-wide. Two current Korea openings show the roles being recruited, rather than the size, reporting relationships or future hiring plans of the local team. In an interview, ask how account teams and partners share customer implementation and renewal responsibilities.

What a Korea hire would do: take over a set of large Korean accounts, learn where each stands on cloud, Data Center and Rovo, and build with partners the plan that renews and grows them. The reading below covers both open roles together.

KOREA OPEN ROLES

2 open roles in Korea

Current Signet catalog · 2026-10-19

FOR YOU

Prepare an existing-account story matching your chosen role.

My job family

Customer Success

Principal CSM, Strategic (Korean Speaking)

Seoul, South Korea / Remote

Posting checked 2026-10-08

The work: Guide adoption and value for roughly twenty strategic enterprise accounts.
Who fits: 8-10+ years in customer success OR account management, managing strategic complex SaaS relationships.
Keep in mind: Experience managing roughly 20 enterprise accounts; Jira/Confluence use-case and configuration knowledge.

Start a mock application ↗

GTM · Sales · BD

Senior Enterprise Account Manager, Korea

Seoul, South Korea / Remote

Posting checked 2026-10-08

The work: Own renewals, upgrades, cross-sell and forecasts for major Korean accounts.
Who fits: 7+ years of enterprise account management, mid-market/enterprise sales OR strategic customer success.
Keep in mind: Navigate procurement, legal and security reviews; chaebol and buying-process familiarity highly desired.

Start a mock application ↗

07 / NOW & NEXT

The next scene is taking shape.

2026-03-11

Restructure to fund AI and enterprise sales

The CEO announced about 10% workforce reduction and dedicated collection leadership.

2026-08-06

FY2026 results and FY2027 guidance

FY2026 revenue was $6.57B, up 26%; FY2027 total growth guidance was about 13%.

2026-10-06

Expanded OpenAI partnership

The agreement expands model access for Atlassian and Rovo; over 3,000 developers use Codex.

More context on what comes next

A strong year and a slower guide

On 6 August 2026 Atlassian reported fiscal 2026 revenue of $6,572 million, up 26%, with cloud growth re-accelerating to 31% in the final quarter and remaining performance obligations up 44%. The shares rose more than 35% the next trading day. The guide for fiscal 2027 is slower: about 13% revenue growth, 25.5% cloud growth, 18% Subscription ARR growth and Data Center revenue down about 17%. Read against the thesis, cloud and AI are expected to carry growth while the self-hosted business shrinks on schedule.

Buying context, cutting cost

In September 2025 Atlassian announced agreements to acquire The Browser Company, maker of Dia and Arc, for US$610 million and DX for about US$1 billion in cash and restricted stock. Both acquisitions closed in FY2026's second quarter; DX closed in November 2025. DX measures developer productivity and engineering performance, helping buyers evaluate AI investment. The CFO said DX contributed about one percentage point to FY2026 ARR growth. March 2026 brought the announced cut of about 10% of staff, and Ken Exner joined on August 4 as Chief Product Officer, Enterprise and Emerging. On October 6, OpenAI announced an expanded partnership providing access to its frontier models, including GPT-6 Astra and GPT-5.6, for Atlassian's platform and Rovo. It reported more than 3,000 Atlassian developers using Codex. Deeper Jira integrations were described as exploration, while access through the plugins remains subject to appropriate permissions.

What to watch over the next year

Whether cloud growth holds near the 25.5% guide as Data Center expansions for existing customers end in March 2028.
Whether Rovo usage, with credit use growing more than 20% a month in spring 2026, shows up in Subscription ARR and in the seat counts of Teamwork customers.
Whether new Korean migrations follow the partner signings, and how the two current enterprise account and customer-success openings develop.

For a Korean candidate the coming year's questions are the ones a customer will ask: when to leave Data Center, whether Rovo is worth paying for, and which partner runs the work. Knowing Atlassian's own answers, and the limits of its own figures, is most of the preparation.

A LITTLE MORE CONTEXT

Understanding Atlassian.

What does Atlassian do?

A product decision, the implementation tasks and the support requests often end up in different systems. Atlassian connects work tracking, shared knowledge and service management so teams can understand both what is happening and why it was chosen.

What is the opportunity in Korea?