Atlassian
Developer Tools
Project Management
Type: Enterprise collaboration & DevOps platform
Founded: 2002
HQ: Sydney, Australia
Employees: 21,999
Revenue: ~$6B ARR (run-rate); $1.59B in Q2 FY26
Valuation: ~$18B market cap (NASDAQ: TEAM)
Total Raised: $150M (pre-IPO, IPO'd Dec 2015)
Customers: 350,000+
Brand Authority Score: 35 / 100
Atlassian built a $5.8 billion business by making Jira the default for software teams. But here's the problem: Microsoft owns 85% of the Fortune 500. ServiceNow owns enterprise ITSM. Monday.com and Linear are stealing market share. The competitive advantages that made Atlassian dominant are now working against it.
The project management and collaboration software market hit $10.6 billion in 2024 and grows at 11% annually. By 2030, it reaches $22 billion. That should be good news for Atlassian. It's not.
Atlassian serves 350,000+ customers and powers more than 80% of the Fortune 500. But 20% revenue growth, while respectable, masks a deeper structural problem: Atlassian competes across four different threat vectors simultaneously -- Microsoft's distribution monopoly, ServiceNow's enterprise ITSM dominance, modern challengers like Linear, and the market's growing fear that AI will commoditize the very workflows Atlassian charges for.
The question isn't whether threats exist. It's whether Atlassian's advantages actually matter anymore.
Competitive Advantages
Developer Mindshare. Jira remains the default for software development workflows. 55,369 customers carry $10,000+ in Cloud ARR annually -- a 12% increase year-over-year -- signaling deep penetration. The incumbency is real.
But here's the uncomfortable truth: "standard" status is losing its gravitational pull. Modern engineering teams at OpenAI, Cursor, Vercel, and Brex chose Linear over Jira. When the most technically sophisticated teams in the world reject the incumbent, the standard is eroding at its most important edge.
Ecosystem Lock-In. Atlassian's suite -- Jira, Confluence, Bitbucket, Trello -- creates compounding switching costs. Migrating off Atlassian means replacing four to five integrated tools simultaneously. Cloud NRR sits at 120%+, ticking up for the third consecutive quarter, meaning existing customers expand spending organically and accelerate it.
But here's the uncomfortable truth: lock-in only works if customers value what they're locked into. Jira's complexity is increasingly perceived as friction, not power. When a competitor can demonstrate 10x faster workflows and 2x issue creation rates, the switching cost calculus changes.
Enterprise Penetration. 85%+ of Fortune 500 companies are paying customers -- as are 60% of the Forbes AI 50. Cloud revenue grew 26% YoY in Q2, the first-ever $1B+ cloud quarter. RPO grew 44% to $3.8B, reflecting deepening long-term customer commitments. 600+ customers generate $1M+ in ARR, up nearly 40% YoY. Record $1M+ ACV deals closed in Q2, up nearly 2x year-over-year. Teamwork Collection passed 1 million seats and 1,000 customers. Service Collection crossed 65,000 customers and serves half the Fortune 500.
But here's the uncomfortable truth: enterprise penetration is a ceiling disguised as an advantage. You cannot expand to 100% Fortune 500 penetration from 85%. The next growth chapter requires selling deeper into existing accounts -- and that is precisely where Microsoft, ServiceNow, and AI-native competitors are competing hardest.
Competitive Threats
Microsoft -- The Distribution Monopoly
Microsoft doesn't compete with Atlassian. Microsoft absorbs Atlassian's market by bundling Azure DevOps into every enterprise contract.
Azure DevOps reaches 85% of the Fortune 500 with 722 million monthly active users across Microsoft 365. That's not a competitor. That's a distribution layer.
The mechanism: teams already paying for Office 365 get Azure DevOps at zero marginal cost. Microsoft doesn't need feature parity with Jira. Microsoft wins by being "good enough" and infinitely easier to procure. Azure DevOps has captured 21% cloud market share in DevOps tools, second only to GitHub -- also Microsoft-owned.
Microsoft generated $245 billion in fiscal year 2024 revenue. Atlassian's $5.8 billion is a rounding error on Microsoft's balance sheet. Atlassian cannot win a bundling war.
Linear -- The Modern Engineering Threat
Linear is the most dangerous competitor Atlassian faces. Not because of revenue -- but because Linear is winning Atlassian's core customer.
In June 2025, Linear raised $82M in Series C at a $1.25 billion valuation. The company reports 280% profit growth year-over-year and serves over 15,000 customers, including OpenAI, Scale AI, Perplexity, Cursor, Vercel, Coinbase, Brex, and Cash App.
The mechanism: Linear competes on speed, design, and focus. Teams report Linear is 10x faster than Jira for basic workflows. Teams that switch create 2x more issues and close them 1.6x faster. Linear operates with 40 engineers and 2 product managers to serve 15,000+ customers -- a productivity ratio that indicts Jira's complexity by comparison.
Jira's "standard" status doesn't matter to teams that value speed above configurability. That population is growing, not shrinking.
ServiceNow -- The Enterprise ITSM Wall
ServiceNow generated $10.2 billion in revenue -- more than double Atlassian's scale -- and owns enterprise ITSM budgets that Atlassian cannot easily penetrate. Where Atlassian sells to engineering teams, ServiceNow sells to CIOs. Different buyer, different procurement process, different switching cost structure.
Atlassian's Jira Service Management competes directly with ServiceNow in ITSM. But ServiceNow's enterprise relationships and platform consolidation strategy represent a ceiling on how deeply Atlassian can expand within the accounts it already serves.
Monday.com and Asana -- The Non-Technical Buyer
Monday.com crossed $1 billion ARR by capturing non-technical buyers with visual simplicity. Asana runs the same playbook. Both competitors attack the portion of Atlassian's addressable market that never wanted Jira's complexity in the first place.
The mechanism: as Atlassian expands beyond engineering teams into enterprise-wide work management, it runs directly into products built from the ground up for that buyer. Atlassian's developer DNA becomes a liability in that contest.
Strategic Moves
AI Pivot and Workforce Restructuring
On March 11, 2026, CEO Mike Cannon-Brookes announced a 10% workforce reduction -- approximately 1,600 employees -- to self-fund further investment in AI and enterprise sales. 40% of cuts came from North America, 30% from Australia.
Cannon-Brookes framed it plainly: "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."
The restructuring carries $174M in redundancy costs and $62M+ in office space exit charges. Most costs are incurred by end of March 2026. Atlassian's stock had already fallen more than 50% since January 2026 on market fears that AI would commoditize its core products.
Rovo and Jira AI Agents
In February 2026, Atlassian launched open beta for agents in Jira -- allowing teams to assign work to Atlassian Rovo agents and MCP-enabled third-party agents directly within existing Jira workflows. Enterprises drive nearly 50% of all Rovo MCP Server usage. Rovo has passed 5 million monthly active users.
The mechanism: by embedding AI agents inside Jira's existing permission structures, audit trails, and approval flows, Atlassian is positioning its platform as the coordination layer for human-AI work -- not a tool that AI replaces, but the infrastructure through which AI operates.
MCP connections now extend to Amplitude, Box, Canva, Figma, Intercom, and more. The Rovo MCP Server connects Claude, Cursor, Google's Gemini CLI, and others to Jira and Confluence.
CTO Replacement and New CFO
The March restructuring also replaced CTO Rajeev Rajan with Taroon Mandhana and Vikram Rao, described by the company as "next generation AI talent." The signal is deliberate: Atlassian's technical leadership is being rebuilt around AI competency, not legacy product architecture.
In February 2026, Atlassian appointed James Chuong as CFO, effective March 30, 2026. Chuong comes from LinkedIn, where he helped guide the company to $18 billion in revenue and more than 1 billion members. His mandate, given Cannon-Brookes' stated goal of accelerating GAAP profitability, is clear.
Acquisition Strategy
Atlassian has spent $1.6B+ on acquisitions positioning it away from traditional project management and toward AI-powered async collaboration: Loom ($975M, async video, 25M users), The Browser Company ($610M, Arc browser and Dia AI), and Rewatch (AI meeting recorder).
The thesis: if Jira is commoditizing, the next moat is async-first collaboration plus AI automation for distributed teams.
Author
This is an independent competitive analysis of Atlassian, published by Zimt – a company-signal intelligence platform for B2B SaaS teams.
Atlassian built a $5.8 billion business by making Jira the default for software teams. But here's the problem: Microsoft owns 85% of the Fortune 500. ServiceNow owns enterprise ITSM. Monday.com and Linear are stealing market share. The competitive advantages that made Atlassian dominant are now working against it.
The project management and collaboration software market hit $10.6 billion in 2024 and grows at 11% annually. By 2030, it reaches $22 billion. That should be good news for Atlassian. It's not.
Atlassian serves 350,000+ customers and powers more than 80% of the Fortune 500. But 20% revenue growth, while respectable, masks a deeper structural problem: Atlassian competes across four different threat vectors simultaneously -- Microsoft's distribution monopoly, ServiceNow's enterprise ITSM dominance, modern challengers like Linear, and the market's growing fear that AI will commoditize the very workflows Atlassian charges for.
The question isn't whether threats exist. It's whether Atlassian's advantages actually matter anymore.
Competitive Advantages
Developer Mindshare. Jira remains the default for software development workflows. 55,369 customers carry $10,000+ in Cloud ARR annually -- a 12% increase year-over-year -- signaling deep penetration. The incumbency is real.
But here's the uncomfortable truth: "standard" status is losing its gravitational pull. Modern engineering teams at OpenAI, Cursor, Vercel, and Brex chose Linear over Jira. When the most technically sophisticated teams in the world reject the incumbent, the standard is eroding at its most important edge.
Ecosystem Lock-In. Atlassian's suite -- Jira, Confluence, Bitbucket, Trello -- creates compounding switching costs. Migrating off Atlassian means replacing four to five integrated tools simultaneously. Cloud NRR sits at 120%+, ticking up for the third consecutive quarter, meaning existing customers expand spending organically and accelerate it.
But here's the uncomfortable truth: lock-in only works if customers value what they're locked into. Jira's complexity is increasingly perceived as friction, not power. When a competitor can demonstrate 10x faster workflows and 2x issue creation rates, the switching cost calculus changes.
Enterprise Penetration. 85%+ of Fortune 500 companies are paying customers -- as are 60% of the Forbes AI 50. Cloud revenue grew 26% YoY in Q2, the first-ever $1B+ cloud quarter. RPO grew 44% to $3.8B, reflecting deepening long-term customer commitments. 600+ customers generate $1M+ in ARR, up nearly 40% YoY. Record $1M+ ACV deals closed in Q2, up nearly 2x year-over-year. Teamwork Collection passed 1 million seats and 1,000 customers. Service Collection crossed 65,000 customers and serves half the Fortune 500.
But here's the uncomfortable truth: enterprise penetration is a ceiling disguised as an advantage. You cannot expand to 100% Fortune 500 penetration from 85%. The next growth chapter requires selling deeper into existing accounts -- and that is precisely where Microsoft, ServiceNow, and AI-native competitors are competing hardest.
Competitive Threats
Microsoft -- The Distribution Monopoly
Microsoft doesn't compete with Atlassian. Microsoft absorbs Atlassian's market by bundling Azure DevOps into every enterprise contract.
Azure DevOps reaches 85% of the Fortune 500 with 722 million monthly active users across Microsoft 365. That's not a competitor. That's a distribution layer.
The mechanism: teams already paying for Office 365 get Azure DevOps at zero marginal cost. Microsoft doesn't need feature parity with Jira. Microsoft wins by being "good enough" and infinitely easier to procure. Azure DevOps has captured 21% cloud market share in DevOps tools, second only to GitHub -- also Microsoft-owned.
Microsoft generated $245 billion in fiscal year 2024 revenue. Atlassian's $5.8 billion is a rounding error on Microsoft's balance sheet. Atlassian cannot win a bundling war.
Linear -- The Modern Engineering Threat
Linear is the most dangerous competitor Atlassian faces. Not because of revenue -- but because Linear is winning Atlassian's core customer.
In June 2025, Linear raised $82M in Series C at a $1.25 billion valuation. The company reports 280% profit growth year-over-year and serves over 15,000 customers, including OpenAI, Scale AI, Perplexity, Cursor, Vercel, Coinbase, Brex, and Cash App.
The mechanism: Linear competes on speed, design, and focus. Teams report Linear is 10x faster than Jira for basic workflows. Teams that switch create 2x more issues and close them 1.6x faster. Linear operates with 40 engineers and 2 product managers to serve 15,000+ customers -- a productivity ratio that indicts Jira's complexity by comparison.
Jira's "standard" status doesn't matter to teams that value speed above configurability. That population is growing, not shrinking.
ServiceNow -- The Enterprise ITSM Wall
ServiceNow generated $10.2 billion in revenue -- more than double Atlassian's scale -- and owns enterprise ITSM budgets that Atlassian cannot easily penetrate. Where Atlassian sells to engineering teams, ServiceNow sells to CIOs. Different buyer, different procurement process, different switching cost structure.
Atlassian's Jira Service Management competes directly with ServiceNow in ITSM. But ServiceNow's enterprise relationships and platform consolidation strategy represent a ceiling on how deeply Atlassian can expand within the accounts it already serves.
Monday.com and Asana -- The Non-Technical Buyer
Monday.com crossed $1 billion ARR by capturing non-technical buyers with visual simplicity. Asana runs the same playbook. Both competitors attack the portion of Atlassian's addressable market that never wanted Jira's complexity in the first place.
The mechanism: as Atlassian expands beyond engineering teams into enterprise-wide work management, it runs directly into products built from the ground up for that buyer. Atlassian's developer DNA becomes a liability in that contest.
Strategic Moves
AI Pivot and Workforce Restructuring
On March 11, 2026, CEO Mike Cannon-Brookes announced a 10% workforce reduction -- approximately 1,600 employees -- to self-fund further investment in AI and enterprise sales. 40% of cuts came from North America, 30% from Australia.
Cannon-Brookes framed it plainly: "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."
The restructuring carries $174M in redundancy costs and $62M+ in office space exit charges. Most costs are incurred by end of March 2026. Atlassian's stock had already fallen more than 50% since January 2026 on market fears that AI would commoditize its core products.
Rovo and Jira AI Agents
In February 2026, Atlassian launched open beta for agents in Jira -- allowing teams to assign work to Atlassian Rovo agents and MCP-enabled third-party agents directly within existing Jira workflows. Enterprises drive nearly 50% of all Rovo MCP Server usage. Rovo has passed 5 million monthly active users.
The mechanism: by embedding AI agents inside Jira's existing permission structures, audit trails, and approval flows, Atlassian is positioning its platform as the coordination layer for human-AI work -- not a tool that AI replaces, but the infrastructure through which AI operates.
MCP connections now extend to Amplitude, Box, Canva, Figma, Intercom, and more. The Rovo MCP Server connects Claude, Cursor, Google's Gemini CLI, and others to Jira and Confluence.
CTO Replacement and New CFO
The March restructuring also replaced CTO Rajeev Rajan with Taroon Mandhana and Vikram Rao, described by the company as "next generation AI talent." The signal is deliberate: Atlassian's technical leadership is being rebuilt around AI competency, not legacy product architecture.
In February 2026, Atlassian appointed James Chuong as CFO, effective March 30, 2026. Chuong comes from LinkedIn, where he helped guide the company to $18 billion in revenue and more than 1 billion members. His mandate, given Cannon-Brookes' stated goal of accelerating GAAP profitability, is clear.
Acquisition Strategy
Atlassian has spent $1.6B+ on acquisitions positioning it away from traditional project management and toward AI-powered async collaboration: Loom ($975M, async video, 25M users), The Browser Company ($610M, Arc browser and Dia AI), and Rewatch (AI meeting recorder).
The thesis: if Jira is commoditizing, the next moat is async-first collaboration plus AI automation for distributed teams.
Author
This is an independent competitive analysis of Atlassian, published by Zimt – a company-signal intelligence platform for B2B SaaS teams.
Atlassian
Developer Tools
Project Management
Type: Enterprise collaboration & DevOps platform
Founded: 2002
HQ: Sydney, Australia
Employees: 21,999
Revenue: ~$6B ARR (run-rate); $1.59B in Q2 FY26
Valuation: ~$18B market cap (NASDAQ: TEAM)
Total Raised: $150M (pre-IPO, IPO'd Dec 2015)
Customers: 350,000+
Brand Authority Score: 35 / 100
Atlassian built a $5.8 billion business by making Jira the default for software teams. But here's the problem: Microsoft owns 85% of the Fortune 500. ServiceNow owns enterprise ITSM. Monday.com and Linear are stealing market share. The competitive advantages that made Atlassian dominant are now working against it.
The project management and collaboration software market hit $10.6 billion in 2024 and grows at 11% annually. By 2030, it reaches $22 billion. That should be good news for Atlassian. It's not.
Atlassian serves 350,000+ customers and powers more than 80% of the Fortune 500. But 20% revenue growth, while respectable, masks a deeper structural problem: Atlassian competes across four different threat vectors simultaneously -- Microsoft's distribution monopoly, ServiceNow's enterprise ITSM dominance, modern challengers like Linear, and the market's growing fear that AI will commoditize the very workflows Atlassian charges for.
The question isn't whether threats exist. It's whether Atlassian's advantages actually matter anymore.
Competitive Advantages
Developer Mindshare. Jira remains the default for software development workflows. 55,369 customers carry $10,000+ in Cloud ARR annually -- a 12% increase year-over-year -- signaling deep penetration. The incumbency is real.
But here's the uncomfortable truth: "standard" status is losing its gravitational pull. Modern engineering teams at OpenAI, Cursor, Vercel, and Brex chose Linear over Jira. When the most technically sophisticated teams in the world reject the incumbent, the standard is eroding at its most important edge.
Ecosystem Lock-In. Atlassian's suite -- Jira, Confluence, Bitbucket, Trello -- creates compounding switching costs. Migrating off Atlassian means replacing four to five integrated tools simultaneously. Cloud NRR sits at 120%+, ticking up for the third consecutive quarter, meaning existing customers expand spending organically and accelerate it.
But here's the uncomfortable truth: lock-in only works if customers value what they're locked into. Jira's complexity is increasingly perceived as friction, not power. When a competitor can demonstrate 10x faster workflows and 2x issue creation rates, the switching cost calculus changes.
Enterprise Penetration. 85%+ of Fortune 500 companies are paying customers -- as are 60% of the Forbes AI 50. Cloud revenue grew 26% YoY in Q2, the first-ever $1B+ cloud quarter. RPO grew 44% to $3.8B, reflecting deepening long-term customer commitments. 600+ customers generate $1M+ in ARR, up nearly 40% YoY. Record $1M+ ACV deals closed in Q2, up nearly 2x year-over-year. Teamwork Collection passed 1 million seats and 1,000 customers. Service Collection crossed 65,000 customers and serves half the Fortune 500.
But here's the uncomfortable truth: enterprise penetration is a ceiling disguised as an advantage. You cannot expand to 100% Fortune 500 penetration from 85%. The next growth chapter requires selling deeper into existing accounts -- and that is precisely where Microsoft, ServiceNow, and AI-native competitors are competing hardest.
Competitive Threats
Microsoft -- The Distribution Monopoly
Microsoft doesn't compete with Atlassian. Microsoft absorbs Atlassian's market by bundling Azure DevOps into every enterprise contract.
Azure DevOps reaches 85% of the Fortune 500 with 722 million monthly active users across Microsoft 365. That's not a competitor. That's a distribution layer.
The mechanism: teams already paying for Office 365 get Azure DevOps at zero marginal cost. Microsoft doesn't need feature parity with Jira. Microsoft wins by being "good enough" and infinitely easier to procure. Azure DevOps has captured 21% cloud market share in DevOps tools, second only to GitHub -- also Microsoft-owned.
Microsoft generated $245 billion in fiscal year 2024 revenue. Atlassian's $5.8 billion is a rounding error on Microsoft's balance sheet. Atlassian cannot win a bundling war.
Linear -- The Modern Engineering Threat
Linear is the most dangerous competitor Atlassian faces. Not because of revenue -- but because Linear is winning Atlassian's core customer.
In June 2025, Linear raised $82M in Series C at a $1.25 billion valuation. The company reports 280% profit growth year-over-year and serves over 15,000 customers, including OpenAI, Scale AI, Perplexity, Cursor, Vercel, Coinbase, Brex, and Cash App.
The mechanism: Linear competes on speed, design, and focus. Teams report Linear is 10x faster than Jira for basic workflows. Teams that switch create 2x more issues and close them 1.6x faster. Linear operates with 40 engineers and 2 product managers to serve 15,000+ customers -- a productivity ratio that indicts Jira's complexity by comparison.
Jira's "standard" status doesn't matter to teams that value speed above configurability. That population is growing, not shrinking.
ServiceNow -- The Enterprise ITSM Wall
ServiceNow generated $10.2 billion in revenue -- more than double Atlassian's scale -- and owns enterprise ITSM budgets that Atlassian cannot easily penetrate. Where Atlassian sells to engineering teams, ServiceNow sells to CIOs. Different buyer, different procurement process, different switching cost structure.
Atlassian's Jira Service Management competes directly with ServiceNow in ITSM. But ServiceNow's enterprise relationships and platform consolidation strategy represent a ceiling on how deeply Atlassian can expand within the accounts it already serves.
Monday.com and Asana -- The Non-Technical Buyer
Monday.com crossed $1 billion ARR by capturing non-technical buyers with visual simplicity. Asana runs the same playbook. Both competitors attack the portion of Atlassian's addressable market that never wanted Jira's complexity in the first place.
The mechanism: as Atlassian expands beyond engineering teams into enterprise-wide work management, it runs directly into products built from the ground up for that buyer. Atlassian's developer DNA becomes a liability in that contest.
Strategic Moves
AI Pivot and Workforce Restructuring
On March 11, 2026, CEO Mike Cannon-Brookes announced a 10% workforce reduction -- approximately 1,600 employees -- to self-fund further investment in AI and enterprise sales. 40% of cuts came from North America, 30% from Australia.
Cannon-Brookes framed it plainly: "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."
The restructuring carries $174M in redundancy costs and $62M+ in office space exit charges. Most costs are incurred by end of March 2026. Atlassian's stock had already fallen more than 50% since January 2026 on market fears that AI would commoditize its core products.
Rovo and Jira AI Agents
In February 2026, Atlassian launched open beta for agents in Jira -- allowing teams to assign work to Atlassian Rovo agents and MCP-enabled third-party agents directly within existing Jira workflows. Enterprises drive nearly 50% of all Rovo MCP Server usage. Rovo has passed 5 million monthly active users.
The mechanism: by embedding AI agents inside Jira's existing permission structures, audit trails, and approval flows, Atlassian is positioning its platform as the coordination layer for human-AI work -- not a tool that AI replaces, but the infrastructure through which AI operates.
MCP connections now extend to Amplitude, Box, Canva, Figma, Intercom, and more. The Rovo MCP Server connects Claude, Cursor, Google's Gemini CLI, and others to Jira and Confluence.
CTO Replacement and New CFO
The March restructuring also replaced CTO Rajeev Rajan with Taroon Mandhana and Vikram Rao, described by the company as "next generation AI talent." The signal is deliberate: Atlassian's technical leadership is being rebuilt around AI competency, not legacy product architecture.
In February 2026, Atlassian appointed James Chuong as CFO, effective March 30, 2026. Chuong comes from LinkedIn, where he helped guide the company to $18 billion in revenue and more than 1 billion members. His mandate, given Cannon-Brookes' stated goal of accelerating GAAP profitability, is clear.
Acquisition Strategy
Atlassian has spent $1.6B+ on acquisitions positioning it away from traditional project management and toward AI-powered async collaboration: Loom ($975M, async video, 25M users), The Browser Company ($610M, Arc browser and Dia AI), and Rewatch (AI meeting recorder).
The thesis: if Jira is commoditizing, the next moat is async-first collaboration plus AI automation for distributed teams.
Author
This is an independent competitive analysis of Atlassian, published by Zimt – a company-signal intelligence platform for B2B SaaS teams.
Zeitgeist
Intelligence
Market
Technologies.
Platform
Company
Offices
Maria-Jacobi-Gasse 1
Media Quarter Marx 3.4
1030 Vienna
Gynėjų g. 4-333,
LT-01109, Lithuania
Zeitgeist
Intelligence
Market
Technologies.
Platform
Company
Offices
Maria-Jacobi-Gasse 1
Media Quarter Marx 3.4
1030 Vienna
Gynėjų g. 4-333,
LT-01109, Lithuania
Zeitgeist
Intelligence
Market
Technologies.
Platform
Company
Offices
Maria-Jacobi-Gasse 1
Media Quarter Marx 3.4
1030 Vienna
Gynėjų g. 4-333,
LT-01109, Lithuania