“They can turn static docs, tables, or unstructured data into the format or workflow they need, tailored for the right audience or altitude – without leaving Confluence or opening a ticket,” the spokesperson said.

“Our data found that Confluence pages with visual elements are nearly two times as likely to be read by a wider audience compared to pages without.”

As the AI is being used on the data already within Confluence, the spokesperson said that IT teams will have fewer security risks and tailored requests to deal with.

The features, which are currently early in development and are being tested on a select group of customers, are not unlike Google’s Notebook LM. However, Atlassian said its product is less limited.

“Notebook LM is great for multi-modal transformation, but it works in a vacuum. The key difference is workspace-native context,” the company spokesperson said.

“Remix works within the pages, permissions, and structures teams already use – meeting notes, PRDs, runbooks – not a separate environment you copy/paste back from. With Notebook LM, users run the risk of creating an isolated artifact – with Remix, the output is always connected to the source content.

“The content stays multiplayer from the start, organised and findable by the entire team,” the spokesperson added, as Remix outputs its results live within Confluence environments. It called Notebook LM a single-player experience in comparison.

Regarding the building of software applications using AI within Confluence, Atlassian has partnered with a number of companies, including Replit, Gamma, and Lovable, and has invited other agent providers to turn Confluence-hosted data into software.

“It’s not about turning Confluence into an app factory. It’s about letting teams transform knowledge into whatever format it needs to be – with the source knowledge and the resulting experience connected and governed in one place,” said an Atlassian spokesperson, adding that the agentic AI bots are not able to act independently and require user permission.

“They don’t silently deploy apps or make architectural decisions on their own.

“The user initiates. They might say ‘turn this into an app’ or ask what’s possible – and the agent suggests options and scaffolds a starting point. Users review and confirm outputs, but the experience goes further: teams can set up automations where partner agents proactively act on a schedule or trigger, without manual prompting.”

The “new and improved” Confluence is also held to the standard guardrails and controls it always has been, meaning that if a user is unable to access a page, neither can the agentic AI. Outputs are also not automatically published, and they require human approval.

Atlassian’s pain in the SaaSpocalypse

Atlassian has been a key victim of the increased interest in AI over SaaS, having lost over 70 per cent of its share price over the last year.

Together, CEO Mike Cannon-Brookes and former chief executive and co-founder Scott Farquhar have lost a joint total of $35 billion just this year, causing both of them to slip out of the top 10 richest people in the country.

Still, Cannon-Brookes remains bullish about AI, having terminated thousands of positions over the last year, with the latest 1,600 being axed just last month, all with the intention of increasing AI investment.

Of the 1,600 cut, 480 people, or roughly 30 per cent, are Australia-based.

“I believe this is the right decision for Atlassian. But that doesn’t mean it’s easy. Far from it,” said Cannon-Brookes.

“We are doing this to self-fund further investment in AI and enterprise sales, while strengthening our financial profile. We’re also changing the way we work and reorganising around our system of work to move faster.”

“We fundamentally believe people and AI create the best outcomes. Our approach is not ‘AI replaces people’. But it would be disingenuous to pretend AI doesn’t change the mix of skills we need or the number of roles required in certain areas. It does.

“This is primarily about adaptation. We are reshaping our skill mix and changing how we work to build for the future.”

The round of terminations came to roughly $323 million in savings.