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What an effective DevRel program is meant to do
Developer relations is both an external relationship function and an internal feedback function. The Developer Relations Foundation defines it as building relationships with external and internal teams through community engagement, technical support, education, and advocacy to support successful adoption of developer products and business value (Developer Relations Foundation’s definition).
That definition is broader than promotion or event production. Depending on the organization, DevRel may help developers understand a product, make their first integration work, learn from peers, get useful technical support, and influence product or documentation improvements. The right emphasis depends on the product, its developers, and the organization’s objectives.
Start with a living strategy
Write down four answers before committing to a program of activities: what outcome the business needs, which developers the team serves, what the team will do for them, and how it will know whether the work is helping. The DevRel Directory’s strategy guide recommends treating this as a living document: revisit it as the product, developer community, and market change.
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1. Name the outcome
Choose an outcome that matters to the organization and can plausibly be influenced by DevRel. That might mean helping a target group adopt a developer product or reducing friction in the path to a successful integration. Be precise about what change is sought; “raise awareness” or “grow the community” is too vague unless you explain what those changes should enable.
2. Specify the developers
Describe the developers the program is for, not just a broad label such as “developers.” Consider their relationship to the product and where they are in the journey: evaluating it, setting it up, building with it, or seeking help. Mapping that journey helps surface the obstacles an activity should address.
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3. Choose the work
Select a handful of actions that fit the priority and the team’s capacity. The DevRel Directory’s activities guide warns against doing a little of everything without a strategic reason. A smaller, repeatable set of activities gives the team room to deliver consistently, learn from results, and adjust.
4. Decide what evidence would change a decision
For each activity, identify a useful signal and what the team would do if it moved—or did not move. A measure is most useful when it informs a decision, such as improving a quickstart if developers repeatedly stall during setup. Avoid setting targets before deciding what outcome matters and whether the signal can be measured meaningfully.
Rank #3
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Choose activities for the developer journey
There is no required activity mix or universal ranking. Map candidate work to a developer segment and journey stage, then weigh its connection to the outcome, the effort and cadence it requires, the quality and cost of the signal available, and whether it can produce useful feedback for product, docs, or support.
| Activity | Potential use | Question to ask before committing |
|---|---|---|
| Technical content or example applications | Explain concepts or show a working path for a task developers need to complete. | Does this address a known point of confusion, and can it be kept accurate as the product changes? |
| Workshops or talks | Teach a workflow, let developers try it, or create space for questions. | Does the audience need a live session, and is there a plan to follow up on unanswered questions? |
| Office hours or community support | Help developers who are blocked and reveal recurring friction. | Can the team sustain a reliable cadence and route issues to people who can resolve them? |
| Documentation improvements | Remove friction in discovery, setup, or implementation. | Can feedback or journey data identify which page or step needs attention? |
| Developer feedback loops | Bring recurring needs and problems to product, documentation, or support owners. | Who will own each signal, decide what happens next, and communicate the outcome? |
These are options, not a checklist every team must complete. Keep the activities that serve the chosen developers and outcome; defer work that cannot be tied to either or cannot be sustained.
Rank #4
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Use capability areas as a checklist, not an org chart
Matthew Revell’s four-pillar guide describes developer advocacy, developer marketing, enablement, and community as useful capability areas. The Foundation’s definition also names technical support and education. These ideas overlap; they do not prescribe a fixed reporting structure, role count, or headcount model. Use them to spot neglected needs, then shape responsibilities around company objectives and the developers served.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Measure progress without mistaking activity for impact
Choose measurements after defining the outcome and activities. Pair quantitative signals with qualitative evidence, and be clear about what each can and cannot show. The DevRel Directory’s strategy guidance offers two examples:
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- Time to first successful API call: a potential leading indicator of onboarding health, provided it reflects the real integration path rather than a polished demonstration.
- Quickstart completion rate: a possible way to identify where developers stall; collecting it reliably requires instrumentation.
These are examples, not universal targets. A signal can expose a problem without proving what caused it. Pair funnel or adoption signals with developer feedback and specific examples of work, such as facilitation, research, design, review, or support.
Counts of talks, posts, attendees, or community activity can make work visible, but they are not a complete measure of program impact or an individual’s value. The Developer Relations Foundation’s project repository supports treating activity counts as transparency rather than a full evaluation. Tessa Kriesel, quoted in the DevRel Directory’s strategy guide, argues that DevRel can be tracked when strategy, objectives, and metrics are clear; her quoted reference to developers needing “4+ touch points” is a practitioner statement, not a validated benchmark or universal rule.
Close the loop from developer signal to change
Listening is useful only if the signal has a destination. The DevRel Directory’s activities guide describes gathering feedback without follow-up as a failure mode. Establish a simple path so developers can see whether a reported problem was understood and what happened next.
- Capture the signal: Record the developer’s friction, context, and journey stage rather than only a general feature request.
- Route it: Assign an appropriate owner in product, documentation, or support.
- Record the decision: Note whether the issue will be addressed, investigated further, or left unchanged, with the reason where appropriate.
- Communicate back: Tell the developer or community what happened, including when the decision is not to make a change.
This process turns DevRel from a one-way channel into a relationship: developers contribute evidence, and the organization responds with a decision or a clearer explanation.
Review and adjust the program
Revisit the strategy when the product, target developers, market, or evidence changes. Keep activities that address a current need and produce learning; revise or stop those that consume effort without helping the stated outcome or developers. The Developer Relations Foundation projects page lists resources including a tools catalog organized by use case and jobs to be done, a persona library, an events directory, a metrics index, and a maturity model. These can help teams explore relevant practices, but they do not replace a strategy tailored to the organization.
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