Category Archives: Atlassian

Neil Young Uses JIRA: The LincVolt Project

Although I rarely re-blog Atlassian news, I can’t help myself this time. This deserves more exposure. Why? Three compelling reasons:

1. The LincVolt project is the coolest clean technology car project. Its mission is to get a 1959 Lincoln Continental to try to break a 100 mile-per-gallon barrier. This car weighs 2.5 tons. I would be satisfied just sitting in a ’59 Lincoln, let alone getting 100 mpg. This is simply a fantastic, ambitious project using a gorgeous battleship of a car.

2. The car runs Atlassian JIRA, our bug and issue tracker, right on the console. Yes, folks, you can create your issues and track them while you drive. The geographically-dispersed development team relies on JIRA to track their project.

3. Neil Young owns the car and uses JIRA. This is a personal project of Neil’s to inspire people by creating a clean automobile propulsion technology. I am flabbergasted the guy uses JIRA. I am a long-time fan, I have been to several of his Bridge School concerts and I’m practically a neighbor of Neil’s, but the fact that he is using JIRA is awesome.

Check this video out of the LincVolt project…

One last reason I love this project: it trumps my wife’s Toyota Prius, which I think she would leave me for. Prius owners are so smug, but this car is THE BOMB.

I have been known to play “Pink Cadillac” but now in homage to Neil, I need to write a tune about a wicked-cool ’59 Lincoln.

The Musicians of Atlassian

One of the great things here at Atlassian is we have some wonderful musicians. Here’s a window into this side of Atlassian life.

Matt Ryall, Soren Harner, and Jed Wesley-Smith playing

Matt Ryall, Soren Harner, and Jed Wesley-Smith playing in Sydney

Soren Harner runs all our software development. He also runs marathons. Somehow he finds time to be an incredible guitarist and what really pisses me off is he has a voice that makes women rip their clothes off. I have not actually seen women do this. I have, however, seen women consider it. Soren also makes playing music seem so natural and easy. He is one of those guys who knows 325 songs and can start singing one standing on his head. Or perhaps under pressure, with a gun held to his head for example (and with a woman ripping her clothes off). You get the point: this guy is talented.

We have considered shipping Soren MP3s with some of our new product releases, but you know the famous Software Company Problem: not enough time to do all the new feature requests. So his fans must wait. I am one of those fans.

Boots Wang

Boots Wang

Boots Wang is in Technical Sales and is clearly the coolest musician at Atlassian. Being cool might be easy to do around a bunch of nerdy engineers who clip their nails at their desk in Sydney, but it’s not so easy to do in San Francisco. Boots wears hats you wish you owned. Boots name is even cool. Boots is in bands with cool names: “Nobody Beats” was one. Boots reeks Cool-dom, Coolness, Coolio-Feng-Shui.

To make matters even more cool, she is a drummer. When I went to music school, all the women played flutes or sang arias and danced in the moonlight. They were pussies. Boots, however, throws down. She hits stuff. She is our only drummer, and I bow down to Her Wicked, Bitchin’ Coolness.

Matt Ryall

Matt Ryall

Matt Ryall is a Confluence developer and a guitarist. Matt plays acoustic mostly and is the kind of guy who sings folks songs to women to get his way with them. I suspect he is extremely successful. You know: an Emo-kind-of-guy. The kind of guy that writes poems.

Matt is also one of those people who has natural musical abilities. My guess is he never practices. But somehow he whips out some John Mayer song and sounds great. He also lends me his guitar when I am in Sydney, which is terrific of him. Natural software engineer, natural musician.

Jed Wesley-Smith and me

Jed Wesley-Smith and me

Jed Wesley-Smith is a JIRA developer and a bass player. You non-musicians may not realize how essential it is to have a bass player. I can’t tell you how many bands are searching for bass players. That’s because only weird people play bass. Bass players are famous for lacking social skills. The bass is the Supreme Understated Instrument. It’s takes a certain Zen quality. Type-A, ADD, Hyper-active people like me cannot play bass. Mellow Dudes play bass, and Jed is an extremely mellow guy.

Jed is also a phenomenal musican. While some of us have played professionally, Jed has played concerts where people scream and dance until they have heart attacks or over-dose on something. Jed is also one of those rare white guys who can spell FUNK. Jed is a seriously funky player. Playing music with Jed is a pure joy.

Taras Naumenko

Taras Naumenko

Taras Naumenko is on the Customer Service team in San Francisco. He’s in another league from the rest of us musicians because he not only went to music school, but he plays Classical guitar. The rest of play music to drink by. Taras plays serious shit. Taras, however, is full of surprises.

One day we were jamming in the office, and Taras starts playing “Californication” by the Red Hot Chili Peppers. Now I bet Yo-Yo Ma never played that. How many classical musicians play music from a band that shoots heroin? Anyway, Taras taught it to me, so he’s a real Stand-up Guy.



Morgan Friberg

Morgan Friberg

Morgan Friberg is on our marketing team in S.F. and is the one Real Professional musician in the company. Morgan gigs regularly. In fact, his band, Arcadio has a website, they record regularly, and they even have Arcadio beer cozies, for Godssake. Morgan also plays multiple instruments: guitar, mandolin, ukele, and I suspect more.

Some day I’m going to come to work, and Morgan won’t be there because he was discovered and he hit the Big Time. I will buy every CD. I will even jump in the mosh pit.

Most of us Atlassian musicians are mere mortals. Then there is Jay Simons. Jay runs our marketing. He runs marathons. He does triathalons. He races in serious bike races for laughs. Jay does everything Full-Tilt. He is a spectacular piano player and has an incredible voice. In Jay’s case I am certain women rip their clothes off when he sings. Men might, for that matter. Jay is so talented, his dog is talented. Jay is also very funny and almost as funny as me.

Jay Simons

Jay Simons

If software ceased to exist as a profession, some of us could go be professional musicians. But we would be end up playing in bars where people drink too much and have fights. Jay, on the other hand, would be playing cocktail piano at the fanciest hotel in town, dressed in a tuxedo, sipping a martini while women ripped their clothes off. Jay is Pro all the way.

For those musicians out there with some Software Chops, you might want to someday consider joining Atlassian. We need a bass player in S.F. badly, a drummer in Sydney, horn players, perhaps a great conga player… Oh, you get the point.

Living with Cancer in Silicon Valley

Enso, a symbol of Zen Buddhism

Enso, a symbol of Zen Buddhism

My cancer returned Monday. In not exactly a subtle way. I have two tumors, one of which is 11×8 centimeters. They are messing with my left psoas muscle which explains all the back and leg pain I have been having.

Being the occasional idiot I am about ignoring pain, I waited too long to get medication. Now I am on an intense mixture: the morphine is the platform, the percocet dulls the spikes, and the neurontin is nothing less than a bomb going off, so thankfully it’s reserved for sleep, something I have not had for weeks.

This is my life. I am living with cancer, I have had three major operations — here comes #4, I have had a frightening amount of chemo, and I lost a year of my life right before joining Atlassian. I can struggle or I can embrace it. Those of you who know me understand I have only one option. Not because I consciously choose. I am just innately positive.

Lean into it. A shrink once gave me this wonderful Zen advice about facing challenges and problems: they aren’t going away, so you can choose to fight them or embrace them. Embracing them means finding the positive, and turning the badness into goodness. Cancer is an opportunity.

I sincerely believe cancer has been more positive than negative. Thanks to my first battle, I had time to focus on my son, who was struggling with teenage issues, and help him make a remarkable turnaround to a focused young man. It was in him, but I learned how to be a better parent thanks to cancer.

I learned how much love there is in this world. All you have to do is get in touch with it, and it’s everywhere. Even out here in the social-2.0-blogging-weird-o-sphere, the connections can humble you. People may be conversing in Seemingly Strange Ways like Twitter, but there are humans behind those electronic bits and the messages and meaning can lift my spirits. That was the lesson I learned about blogging about cancer and seeing the love come back. My blog inspired people, and the Awesome Karma came back inspiring me through a major surgery.

A friend reminded me: I have a blueprint for this journey. Getting the news Monday about the two tumors sucked. I was upset to say the least. I love my life. Four years ago, I married the most Incredible Woman on the Earth, I bought a new house, and I met this incredible little company called Atlassian. I just love my work. I love living here in California. I am the luckiest guy in the world. My blueprint starts with reminding myself that I do all these things — the ritual Sunday night family dinner, the sandwiches my daughter Brittany brings me while I am sitting here waiting for surgery… the list is long — because I love them. And yes, it includes the work I love.

The first priority on the blueprint is of course getting the right treatment and recovering. But the blueprint includes trying to work when you can. I called a customer Tuesday morning, just 20 hours after getting the news. Willie Doyle had read my blog and wanted to share their agile development story. I love talking to customers and learning what they’re doing. The point is: cancer is not going to stop me from learning new, cool things like this.

Surely I will have to cycle down and let things go during surgery. Right now my biggest challenge is managing this intense concoction of drugs so I can still do the little things I love: like blogging.

Awhile ago I chose to write about personal things in this blog, and not just talk about software, business, Atlassian, and the expected. That’s also part of my blueprint: people have complex, interesting dimensions, and sharing these opens up opportunities.

A Different Kind of Software Company: What Matters: Three Lessons

Getting in touch with my Inner Jazz

Getting in touch with my Inner Jazz

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Vinnie Mirchandani, fellow Enterprise Irregular was gracious to invite me to guest blog reflecting on Atlassian hitting a new milestone: $100 million in all-time sales since inception. It’s not about the milestone, as reaching 14,706 customers as of today is more fulfilling. It’s about creating a different kind of software company.

Vinnie asked me what’s been fun about the journey, and truthfully I failed and wrote this more serious, reflective post. I was able to scrounge up this photo from our last Christmas party which has become a mini-tradition where our San Francisco team enjoys great live jazz, sushi, and a few too many martinis. `

At Atlassian, we talk about creating something different. Not for the sake of it. Because we’re never convinced norms should be accepted. Even our own could change. At the risk of simplification, these are my Three Deep Lessons I have internalized over 3.5 years in this company.

1. Open Up Your Company.

Why do software companies hide prices? Why must I call a sales person to get them? Why must I fill out an order form to get a goddamned PDF of half-baked content? Why don’t more companies treat customers with respect and develop trust through openness? Sounds straightforward, but this is the cat-and-mouse game that enterprise software companies persist in.

We think open pricing, open license terms, open bug and issue tracking of our products, and licensing our source code are what people, like us, want. We ask ourselves: would we buy this crap? How do you want to be treated? That’s a good test for how transparent you are.

2. Affordable Prices

Mike Cannon-Brookes pounds on the table regularly about the price of entry. He is always trying to figure out how to make it easy for the next developer, the next IT manager, the next knowledge worker to not hesitate. Once we have a product we would use, then we have a fist fight over keeping the prices low. The low price principle was more striking when I met these two guys…

Mike Cannon-Brookes and Scott Farquhar

Mike Cannon-Brookes and Scott Farquhar


… as they were, let’s say, frugal Aussies. They had that shining spirit from Down Under which is an authentic Aussie practicality that was refreshingly unconventional in Silicon Valley. Funny thing is: even though the founders are no longer quite so frugal, our prices have rarely changed. Keep your prices low, Mister Software Man.

3. Anal-Retentive Analytics and Metrics

Scott Farquhar is our Super Metrics Warrior. Scott got us measuring Net Promoter Score (still running around 52%). Scott pounds on the table for so much detail and facts about the business, people leave the room dizzy and frustrated because they are starting to realize what they don’t know.

We don’t have the systems and analytics yet to measure up to some great large companies, but for a $40 million/year business with 185 employees, we’ve pretty damn good. We analyze the shit out of everything. We are constantly writing queries and dashboards on our internal Confluence wiki. This is our form of Lighting Business Intelligence, without any traditional BI software overhead. It’s also one of the hidden gems in our wiki.

Every team has a dashboard, but more important, every team is pissed their dashboard isn’t better. Continually unhappy with the gaps in our data, and searching for that Last Shaker of Metrics, we are on a Forced March for more data. This is a Mission from God I am still learning.

I could rant on about what we think a different kind of software company should be, because we’re still not there. We’re trying though.

RELATED POSTS

Susan Scrupski, another of the Enterprise Irregular clan, covered this milestone and trumped everyone with a video of Mike and Scott from Sydney.

Tech Nation Australia also interviewed Mike on the milestone.

Lessons from the Obama Campaign for the Software Business

Yesterday at the 15th Annual Stanford University Accel Symposium, I heard an energizing talk with Chris Hughes, Facebook, and Architect of Obama’s Digital Campaign Strategies, and Matthew Barzun, National Finance Team for Obama and Former Chief Strategy Officer, CNET Networks, Inc. on “Technology Priorities: Lessons from the Campaign”.

Three powerful lessons leapt from the stage that certainly any software company trying to do something different should understand. These apply to any company who cares about their customer community and focuses on growing a large business.

Scale and Focus

Traditional software counts on hunting down customers and finding those willing to pay the large price tag. Kind of like traditional political fund raising where fund raisers seek big-heeled donors for the $5,000/plate dinner.

The Obama campaign’s New School thinking concentrated on creating scale and community. Instead of only mining a list for the 1-in-5 donor with the big bucks, they started asking 25 people to go out and each find 25 more to pay $25 to show up at an event. The first time they tried this, they sold every ticket. So they tried it again, and next thing they knew: 1,800-person venue sold out.

Thinking how to scale from a smaller list of initial supporters (Obama challenge) was very different than thinking how to divide-and-conquer the large list of potential donors (Clinton early advantage). Matthew said it required concentrating on metrics that really matter – a mantra within the campaign, lowering the barriers to entry for donors and supporters, while having high expectations for the ultimate outcome. Aside from this concentration on large scale, they were relentlessly focused on immediate outcomes: they had to win Iowa; there was nothing after Iowa. Matthew represented this new thinking…
3-principles-obama-campaign

Farming vs. Hunting

The campaign compared their marketing strategy to Seth Goding’s Farming and Hunting analogy. The new school campaign focused on farming a community versus only game hunting (Yes, they did both: about half small donors; half large.). The idea was to spread word-of-mouth, build a bigger community using the existing base of early passionate supporters.

The trick was multiplying the base versus the traditional 1-in-5 division game of hunting. Build the community through networking. Get 25 supporters to rally another for a small entry fee. This is how Matthew illustrates some of the early results…

farming-vs-hunting

Once the Obama campaign got this farming working, the multiplier trumped any notion of relying on the traditional approach.

Values Matter

Communities thrive on trust and respect. If you are serious about building a community of supporters or customers, start with asking how to treat people. Here’s the Obama Campaign Code they handed out for the Iowa caucuses: three simple values:

    Respect
    Empower
    Include

At one caucus the Clinton people showed up with 13 supporters, which on a Cold Day in Hell in Iowa is a good showing. The Obama supporters on the other side of the room numbered 68. But the Clinton group was below the 15 count needed to participate. The doors to the caucus closed at a specific time, meaning no more participants. The Clinton team was potentially without a quorum.

Then after the rules allowed, in walk two more Clinton supporters, giving Clinton a quorum. This was against the rules. What did the Obama supporters say? Let them in. Include them. They deserve to be here. The spirit in the room was immediately more inclusive.

Software companies (all companies frankly) would do well to start by treating their customers with respect, treating them well, and concentrating on inclusion. A couple values we think apply to software companies is treating customers equally and fairly regardless of their company’s size or the size of their orders, and opening up information about your company (pricing, licensing, source code, bugs) so you build trust.

Applying new school marketing thinking and concentrating on scale, inclusion, and low barriers made a whopping 100% difference to what Obama raised. What would it do for your business, Mister Software Man?

Is Agile Development Only for Nerds?

Eskander Matta

Eskander Matta

This man says, “No.” So what? He may look a little nerdy but he is a Senior Vice President at Wells Fargo Bank and using agile development techniques, he has dramatically reduced the time to develop new products for Wells Fargo’s online business.

 
What’s the big deal? Eskander Matta is not a software developer, and he is not in the IT department. Eskander is a banking executive, with a Harvard MBA, who thinks traditional development methodologies are impediments to building new online products faster and better. Eskander believes, “There is so much innovation in Financial Services that speed to market is critical. A lengthy linear process inhibits one’s ability to compete.”

Eighteen months ago, Eskander got a group of bank employees together to take a meat cleaver to a development cycle that had 26 artifacts (think: pieces of documentation). His goal was to remove all artifacts that had no downstream consumer. “If no one is going to read it, then get rid of it”, he asked the team. The team whacked the process down to 5 artifacts. Then equally important, all this was enabled with a wiki.

As is most often the case, Eskander, the business guy, asked the IT dept what wiki to use. The IT guys told him to use Confluence.

By underpinning everything with the wiki, communication and interaction between people was enabled. “If the wiki was a static word document, it wouldn’t have worked”, Eskander points out. The wiki enabled collaboration in a more formal sense.

What’s so interesting is…

  • A business executive took the leadership to streamline development using Agile Development concepts.
  • The outcome was fantastic: 26 development artifacts reduced to 5.
  • The result ended up on one collaborative work space on a wiki.
  • All this was in service of a major bank producing new online products faster.

Granted, Financial Services is largely an information business, this sector is the biggest spender on IT, and in this instance, the product was the Internet. Yet, this story is compelling evidence that there are other executives out there who understand what technology can do, who seek best practices like Agile Development, and who seek out the newest collaborative technologies.

Starting a New Chapter in Atlassian History: Amsterdam

The new Limited Edition Atlassian Old Dutch bicycle seen on the canals of Amsterdam this week.

The new Limited Edition Atlassian Old Dutch bicycle seen on the canals of Amsterdam this week.

Opening a new office in our business is a special moment. It’s that chance to relive a start-up and the Primal Basics. Atlassian B.V. is official. We have leased an incredible new office on the Herengracht (Gentlemen’s canal) in Amsterdam. Just last year I snapped a picture of Herengracht the day of our first Amsterdam User Group a few meters from the pic above, in front of Atlassian’s new European headquarters.

Why this office? We’re here because European customers, who represent 35% of our business have been asking us for support and more direct access. We’re in the Netherlands because we found it to be a good tech community, centrally located in Europe, with outstanding language skills. Amazingly the Netherlands is our 6th largest country in sales.

And so, if you wish to work here…

Just down from Leliegracht, the new Atlassian location.

Just down from Leliegracht, the new Atlassian location.


… we’re hiring in Amsterdam right now.

Here’s a complete view of the new office, the neighborhood, and our time last week setting things up.

Josh love IKEA

Josh loves IKEA

We’re lucky to have two employees already in Amsterdam. Joshua Wold, who runs our worldwide team of sales engineers moved to the Netherlands, and in addition to screwing together new furniture and hooking up phones, he’s eager to meet folks in the local community.

To head up our European technical support team, Sherali Karimov, one of our senior developers and team leads in Sydney has agreed to relocate. Just Friday he arrived with his family ready for a new adventure in Amsterdam.

Sherali fresh off the plane from Sydney

Sherali fresh off the plane from Sydney

These mates are looking for some great technical support engineers, sales engineers, someone to head up our European channel business, and a customer service specialist who can also help out with the office administration. We love referrals.

Josh and Sherali are looking for people who want to build the next great Atlassian office and chart a new path in Europe. We’re looking for people who love building things from scratch. You might have to screw your desk together, but then, it’s your desk!

We’re looking for people who want to look out this window at Herengracht 124 – 128 and start the next chapter…
The view from the 4th floor

The view from the 4th floor

Tips on Recruiting Executives Part II [On Atlassian]

Daniel Freeman who runs product marketing and Jay Simons, new head of marketing, chatting with Mike Cannon-Brookes (back) in our new SF office. That’s Jay’s weimaraner named Sydney, also a great API developer.

In May, we completed the search for a vice president marketing which I wrote about last year. I promised to blog about the search when it was done, so here’s Part II on tips for recruiting executives and senior people.

1. The best candidates are referred by friends.

Our new head of marketing Jay Simons was referred by Kathleen Reidy of the 451 Group, a really bright industry analyst I had the pleasure of meeting last year. Analysts can be a great source of information because they frequently get briefed. James Governor of Red Monk gave me advice more than once.

VC’s are another good source. Some are protective of their network, so it helps to have good relationships. A VC we trust referred our director of product marketing Daniel.

All but one of our best candidates came from referrals. One came through Linkedin. Your network matters, but it requires more than blasting referral emails out to hundreds of people.

2. Use Linkedin as chum.

Think of Linkedin as a big bucket of fish heads, or chum. Chumming is when you throw a big bucket of fish heads and guts in the water to attract fish to your boat. You probably won’t find the candidate through Linkedin, but it’s a great way to announce your intentions. Kathleen Reidy learned of our intentions through my Linkedin email blast.

We received 50-75 resumes for each ad. The problem is filtering these is rough: marketing people are Pro Bullshit Throwers, and their resumes look very professional. Reading these resumes requires a healthy dose of Mike Cannon-Brookes-style skepticism.

I targeted a few candidates by doing People Searches on Linkedin and sending blind emails. I targeted some companies that were in transition. Always be thinking of companies who might be going through a transition. Coincidentally Jay came from BEA/Plumtree, which was being eaten by Oracle. Munch Munch.

3. Best athlete trumps best functional fit.

It’s easy to get wrapped around the axle about candidates meeting all the tick boxes on your list. Silicon Valley executive headhunters can be obsessed with candidates meeting every functional requirement, and to a fault. One problem with executive search is that because they get paid so much, they have to do this to earn their pay. Within reason, of course, you don’t.

The best candidates were not necessarily the best on paper, and did not meet every wish we had. For example, at Atlassian finding business people who have experience with highly technical products like our developer tools is tough.

An analogy is when an American football team goes into a draft looking for a Tight End [Tall guy that can catch passes and run short routes]. If presented with a top athlete in another position and who could be a game-changer, it may be foolhardy to pass. Coincidentally we ended up hiring the youngest of all the best candidates.

4. Interview intensely and spend considerable time.

You can’t spend too much time interviewing key hires. I sat down with the best candidates three times or more. Once I interviewed for a CEO job in a six-on-one interview format that lasted over two and a half hours; CEOs should be able to handle this. Any critical hire should. We interviewed one candidate three-on-one in Sydney.

In another case, Daniel who now runs our product marketing took three of us through a case study of another company to determine any lessons for Atlassian. Not a typical interview format, yet a great way to learn how someone thinks.

5. Source your own references, and get the most senior ones.

Find out who were the VCs on the person’s board at his or her last company. Always ask to talk to the CEO. Board members and CEOs tend not to suffer fools. Start checking as soon as you start to like a candidate, while carefully observing the person’s confidentiality. This may mean checking former execs at the company, or someone you know and trust. If the person is in a senior business role, find out what the senior engineers thought of the person. Good business people should command the respect of technical staff.

6. Always have an executive search backup.

There’s a reason why VC firms use executive recruiters. They don’t want to waste time. If you find yourself wasting time, be ready to hire a strong executive recruiter. I had one on alert from the start.

Why Go to an Atlassian User Group?

This Thursday I’ll be at Atlassian’s Boston User Group, and speaking at Enterprise 2.0. Why User groups? Lessons and tips youu can learn. Here’s one, almost fantastic, example of what I learned from our German customers in Frankfurt a week ago. Vodafone’s CEO using our enterprise wiki, Confluence was cool, but well… you decide.

This is the knowledge management team at Deutsche Bahn (DB), the 240,000 employee German railway.

Pretty intense looking bunch. They focus on spreading collaboration across Deutsche Bahn. Although they look a little intimidating — “I’m gonna kick your collaboration ass” flashes through my brain — they do it with a lot of humor, internal marketing, and — is there such a thing? — wacky German good fun.

Marvin the robot from the Hitchhiker’s Guide to the Galaxy is their mascot. Why? Because he has a brain the size of a planet, and he rarely get to use it. They made him as real as possible. He has an email address, a phone number, a blog, and yes, a C.V.

To motivate employees to contribute, every year the team has the 42nd Marvin Awards for great contributions to knowledge. Why 42? You really shouldn’t ask; it’s the answer to everything in the Hitchhiker’s Guide.

And they give out Golden Marvins. Of course.

The team also has a clear metric and goal: of the 240,000 employees, 80,000 are online, and they figure getting 40,000 using the wiki, Confluence, is success. Currently the count is 15,000. Particularly interesting, the users include many non-IT people, including engineering and maintenance. Given the reputation of the German railway, this was my favorite bit.

Hope to see you at the next user group.

Turning a Page on Atlassian History

This weekend was an emotional moment for me. We moved our San Francisco office from its humble original space to spacious new quarters on another floor in our building.

Every time I move houses I make a point of going back into the house, once its empty, and sitting in the middle and thinking. Saturday when the movers finished, I had to take this picture of where it all started. Ben Naftzger from Sydney opened the office with me in September 2005. Benny and I sat here using both ends of this little printer table…
The original Atlassian SF office decor

On this table, there was enough room for our laptops and nothing else. We started with a VOIP phone and mostly our mobile phones. I wrote the Craigslist ads, and Benny and I started interviewing.

The memories from starting up are indelible and often laughable, because you often try to spend as little as possible:

I remember Ben arguing with me at Office Depot about why we should buy a $59 phone instead of a $79 phone. Ben being a Cheap Ass was good for the business. Startups need Cheap Asses.

Mike Cannon-Brookeswas staying at a hotel for $80/night with shared bathrooms. In San Francisco! Atlassian had just done $5 million in sales, was very profitable, and I was scratching my head: where did he find this hotel in San Francisco?

Later on, there was the Famous Scott Farquhar-personally-installed-and-configured Asterisk open source PBX phone system. Installed on this piece of shit server…
The Once Infamous, Forever Loved Asterisk Server

… and needless to say, in spite of Scott’s great engineering skills, we swore behind his back and went out and hired a trained consultant to fix the Goddamned thing. In case you wondered, this server is free — first come, first served — if the janitors don’t throw it in the trash bin first.

The printer table was a page in Atlassian History. The table will now go back to the landlord, and while I am a sentimental sap — and looking at this picture brings up some strong emotional feelings — I hope another startup gets this table.