Evaluate and prioritize new-market expansion options for Atlassian's team collaboration tools
Company: Atlassian
Role: Product Manager
Category: Product Design & Strategy
Difficulty: medium
Interview Round: Other
You are a product manager at Atlassian, the maker of team tools such as Jira, Confluence and Trello. Leadership wants a plan for growing the company by moving into new markets. Lay out the expansion opportunities you see, explain how you would compare them, recommend where Atlassian should go first, and describe how you would pursue that choice.
```hint Start from what carries over
Before judging how big each market is, list what Atlassian already has (its products, its base of software teams, the way customers find and buy its tools) and ask which new markets those strengths actually transfer to.
```
### Clarifying Questions
- Does "new markets" mean new countries, new kinds of customers (non-software teams, a particular industry, very large enterprises) or new product categories beside Jira and Confluence?
- Is the main aim new customer accounts, more seats and products inside companies that already use Atlassian, or a new revenue line?
- Over what time frame and with what investment should the plan work, and are acquisitions an option or only the current product set?
- Must the plan keep Atlassian's largely self-serve way of selling, or may it rely on building out a sales team?
### What a Strong Answer Covers
- A working definition of "new market" and the business goal the expansion serves.
- Options spanning customer segments, geographies and adjacent product categories, each tied to Atlassian's actual products and users.
- Explicit criteria (size and growth, right to win, competition, fit with how Atlassian sells, investment) applied consistently to pick one priority.
- A phased plan that validates the bet before scaling, with success metrics and guardrails that protect existing software-team users.
- The main risks and the evidence that would make you change course.
### Follow-up Questions
- How would your plan change if leadership said the expansion must be into one new country rather than a new customer segment?
- Your chosen market seems to need sales-led deals, which Atlassian has relied on less than many enterprise software companies. How would you test whether a self-serve approach can still work there?
- Six months after launch, sign-ups are strong but few of the new teams are still active after 90 days. What do you investigate first?
Overview: A product strategy case for an Atlassian product manager: identify the new markets the company could expand into, compare them with explicit criteria and recommend one with a phased plan. It tests how you define a market, ground options in existing products and self-serve selling, and set metrics, guardrails and risks.