Thanks for asking! We made sure the two fundamental things were aligned - our values, and our belief in the product. And because those two things were shared, even though there was (and still is) a ton of work to do, I knew we could do it.
On the people side, navigating the change from the team identifying as Trellists to Atlassians was a process that just took time. It couldn’t be rushed. And even now 5 years later, defining the identity of our Team (the Trello team) within Atlassian, just like any other product team inside Atlassian, is an ongoing process. In some ways I think we’ve looped all the way around and all the new people on the team are eager to learn about what makes our team unique inside Atlassian.
One thing we practiced during the initial days of acquisition was a “do not disturb” policy for the rest of Atlassian - so our small team could continue to deliver product value without getting overwhelmed. This was an amazing idea and worked super well. In hindsight I think we should have been clearer about when this policy ended because there were a lot of strategy things (like moving all Trello accounts to be Atlassian Accounts) that took a really long time to execute and I wish we had started sooner.
We also had a lot of other Atlassians join our team at points when we were hiring, and this was SUCH A BIG HELP. Having actual team members who were versed in the overall strategy of Atlassian, but working on Trello side by side with the newly acquired allowed us to share perspectives with each other and learn from each other directly.
Looking at the Atlassian stock price since acquisition, in hindsight I would have done the deal as ALL STOCK 