The intersection of developer relations and product management
summary
Developer relations and product teams share goals but clash on cadence and evidence product hears thousands of developer signals while product can only research and justify one engineering investment at a time. Example: an automated library generator for 300‑something endpoints using fluent interfaces and reflection fails for C# and Go because static languages break the hypothesis. Practical fixes: events one‑on‑ones hackathons to gain opt‑in testers, share the roadmap and opportunity backlog, and always bring permissioned developer contacts and specific reproducible feedback.
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chapters (8)
- 0:00Introduction
- 1:10Overlap in missions
- 2:13Disconnect in processes
- 4:20Engineering cost and feedback
- 6:06Building trust with developers
- 7:31Shared goals and collaboration
- 8:57Actionable feedback loops
- 9:59Closing and call to action
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