CHABOT

DevRel hiring and careers

6 minute read 1,317 words

This practical companion to DevRel job titles covers how DevRel professionals are hired, how their careers progress, and how DevRel teams should approach hiring.

Hiring DevRel professionals

What to look for

A short rubric for evaluating DevRel candidates, in approximate order of importance:

  1. Public portfolio. Blog posts, conference talks, open-source contributions, video content. One of the clearest signals of DevRel ability and generally expected for senior roles.
  2. Technical depth in your stack. Or in an adjacent stack with credible ability to ramp on yours.
  3. Communication craft. Can the candidate explain a complex idea in writing? In conversation? In a recorded video?
  4. Empathy for developers. The ability to identify the source of a developer’s confusion and choose a useful response.
  5. Business-context awareness. Especially at senior levels: can the candidate connect what they do to revenue, retention, and strategic outcomes?
  6. Internal-influence ability. DevRel needs to land community feedback inside the company; this requires political skill.
  7. Cultural fit with your developer audience. A formal corporate-speak person will struggle in a grassroots indie community; a casual indie-hacker will struggle at a regulated-financial-services product.

What not to over-weight

  • Formal degrees. Largely irrelevant except where required by visa or HR policy.
  • Years of experience. A two-year practitioner with a strong public portfolio often outperforms a five-year practitioner without one.
  • Existing follower counts. Useful but easily faked; ask about engagement and behaviour, not raw numbers.
  • Specific certifications. Helpful at the margin; not decisive.

Interview process

A defensible interview process for DevRel roles:

  1. Recruiter screen. Standard.
  2. Hiring-manager call. Discuss role, candidate background, mutual fit.
  3. Portfolio review. Walk through past work: what they shipped, why, outcomes.
  4. Technical screen. Can they actually use the product? Pair on a small task.
  5. Writing exercise. Produce a sample blog post or tutorial on a topic you provide; small, paid if external, evaluated against candidate’s portfolio.
  6. Presentation exercise. Have the candidate present (live or recorded) something technical; evaluate clarity, comfort, accuracy.
  7. Cross-functional interviews. With product, engineering, marketing peers they would collaborate with.
  8. Hiring manager debrief and decision.

Common interview anti-patterns

  • Whiteboard-coding interviews. Mostly irrelevant; DevRel is not engineering.
  • Personality-fit interviews disguised as technical. Be explicit.
  • Trick-question interviews. Erode trust.
  • Asking candidates to do substantial unpaid work. Pay for sample content.
  • Solely interviewing for awareness/reach skills. Misses everything else.

Where DevRel professionals come from

The field’s talent pool draws from several origins:

  • Engineering → DevRel. Most common path. Software engineers who enjoy writing and speaking.
  • Technical writing / docs → DevRel. Common, especially for developer-education roles.
  • Product / PM → DevRel. Less common but increasing, especially at PLG companies.
  • Customer success / solutions engineering → DevRel. Common at API-first companies.
  • Marketing → DevRel. A less direct path: candidates need enough technical depth to work credibly with developers. Some strong practitioners come from marketing after earlier engineering experience.
  • Education / instructional design → Developer education. Growing.
  • Community management (non-technical contexts) → Developer community management. Possible with technical learning.
  • Journalism / tech writing → DevRel. A few high-profile examples.

Career progression

Within the IC track

  • Associate / Developer Advocate (L3). Executes assigned content, supported by senior peers.
  • Developer Advocate (L4). Owns a content stream and a community segment.
  • Senior Developer Advocate (L5). Drives multi-quarter projects; mentors; influences strategy.
  • Staff Developer Advocate (L6). Owns a domain or region; sets strategy with their lead.
  • Principal Developer Advocate (L7). Industry-recognised voice; influences company strategy.
  • Distinguished / Fellow (L8). Rare; effectively a public figure in their domain.

Within the management track

  • Manager (M1). 3 to 7 reports.
  • Senior Manager (M2). 1 to 3 teams, 8 to 20 people.
  • Director (M3). 20 to 60 people.
  • Senior Director / VP (M4). Full org; peer to other VPs.
  • SVP / C-level (M5). Rare.

Lateral and adjacent moves

DevRel professionals commonly move into:

  • Product management. Especially for developer products. The skill overlap is substantial.
  • Engineering management. Some senior DevRel leaders move into engineering management at developer-product companies.
  • Marketing leadership. Less common but possible.
  • Founder. Many former DevRel professionals have founded successful developer-product companies (Brian Douglas at OpenSauced; many others).
  • Independent consulting. Especially senior practitioners with name recognition.
  • Other advocacy. Developer-adjacent advocacy (Open Source Program Office, Standards-body work, Foundation work).

Building a DevRel team

One common hiring sequence

One common sequence in field practice is:

  1. First hire: Community Manager (not a Developer Advocate). Establish the community space and operating routines.
  2. Second hire: Developer Advocate / Evangelist. Now there’s a community to serve.
  3. Third hire: Developer Educator / Technical Writer. Make the content durable.
  4. Fourth hire: Director or Head of DevRel. Make the team coherent.

Subsequent hires (5 to 15 people)

  • A second advocate, by region or stack.
  • A Developer Marketing Manager.
  • A Community Program Manager (for ambassador / champion programs).
  • A Developer Success Engineer.
  • Domain specialists (AI, mobile, data, security) as scope grows.

When to add a VP

Generally: when the team exceeds 15 people and reports up to a single point that needs to be peer-level with other VPs. Earlier than that, a Head of DevRel or Director typically suffices.

Compensation

Compensation tracks engineering at the same level at developer-product companies that report DevRel through engineering/product. It tracks marketing comp at the same level at companies that report DevRel through marketing. The two can differ materially.

The useful comparison is a live one: equivalent engineering and marketing roles in the same location, company stage, and compensation market. Cash, equity, bonus, and travel expectations all change the result. A static range ages too quickly to support a hiring decision.

Diversity and inclusion in DevRel

DevRel teams should measure who enters their hiring funnel, who advances, and who holds senior roles instead of relying on the field’s self-image as an inclusive profession.

A few patterns:

  • Programs explicitly designed for underrepresented populations. Apple Entrepreneur Camp, Women Techmakers, GitHub Campus Experts (with diversity emphasis), AWS Community Builders (explicit underrepresented-applicant outreach).
  • Senior individual practitioners include Wesley Faulkner, Erin Mikail Staples, Jerome Hardaway, Salma Alam-Naylor, Cassidy Williams, Christina Warren, Divya Mohan, Floor Drees, Tabs Fakier, Sara Vieira, Sandrina Pereira, and Pamela Fox.
  • Geographic expansion through India, Latin America, Africa, and East Asia has substantially broadened who participates.

For hiring teams, the practical implication is that intentional outreach, blinded review where feasible, and broadened recruitment funnels produce better candidate pools than passive job-posting alone.

Career resilience strategies

For DevRel professionals reading this for their own career planning:

  1. Build a portable portfolio. Maintain a newsletter, blog, video archive, or conference record on channels you control or can export.
  2. Develop deep expertise in at least one technology domain. This gives prospective employers a concrete reason to hire you for a particular audience or product.
  3. Maintain peer relationships across the field. Referrals and professional networks are important sources of senior hires.
  4. Develop business literacy. Read company financials; understand the metrics conversations.
  5. Stay current on AI tools. From 2024 onward, this is baseline competence.
  6. Avoid sole reliance on any single platform. Cross-post.
  7. Document your business impact. Quantitatively. Keep a portfolio of “what I shipped and what it produced.”

The 2022 to 2024 contraction showed that visibility on a single social platform and a record of generic content production did not reliably protect roles during cuts. A stronger professional record combines specific business outcomes, channels the practitioner controls, peer relationships, and deep technical expertise.

See also