What were the major levers you pulled to drive that?

Part of it was launching premium with key features standalone customers wanted. Marketing positioning is probably the biggest opportunity for Confluence to figure out in order for them to distinguish themselves from Asana and Notion.

Atlassian's messaging is around flexibility but Microsoft has a similar product positioning and deep entrenchment in enterprise with a price advantage in some cases?

They do not have a price advantage today but I have heard rumors they are undercutting people simply to land in enterprise. Once you are in enterprise, things get sticky because it's too hard to switch and the cost of switching is way too high.

Could you give some examples of what Confluence still needs to build?

The Fluid Framework is the best way to describe what they need to build. It's a notion that there is no defined way of how people work, so we cannot enforce it. People will gravitate to the product they want for work, and we need to adapt to it. Microsoft's Fluid Framework is where the industry is going, Monday is also doing that. You can bring blocks from every product into ours and make it work seamlessly.