DevRel is a lie
summary
Uses State of DevRel data to argue that no dominant reporting structure and that one third of programs are developer‑first while two thirds are not, so DevRel often becomes a vague catchall. Calls out four common failures: DevRel as job (jack‑of‑all‑trades), DevRel as decoy, siloed dedicated teams and bloated centralized teams. Recommends embedding DevRel as a cross‑company practice like DevOps, aligning metrics with marketing, pushing engineers to create technical content, and reorganizing advocates to sit where their work actually belongs.
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chapters (9)
- 0:00Introduction and disclaimer
- 1:43Key facts about DevRel
- 6:23DevRel fictions and misconceptions
- 7:47The four lives of DevRel
- 14:11Why DevRel is a lie
- 19:48DevRel as a practice, not a job
- 22:00DevRel at Clever Cloud example
- 25:33Conclusion and call to action
- 25:55Q&A on ideal team structure
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