The question that kicked this off: "How does where the DevRel team sits in the org chart affect its metrics, and how do you push for the metrics that actually matter?"
It popped up in the live chat for this podcast and deserves more than a one-liner reply. Below is what I've seen across dozens of teams, backed by data from the annual State of DevRel Report 2024 surveys.
Where DevRel Sits = What Gets Measured
A 2024 industry survey asked, "Which department does your DevRel team report to?" The answers weren't even close: Marketing (33 percent) led the pack, followed by Product (21 percent), Engineering (20 percent), and then direct lines to the CEO or CTO (roughly 22 percent combined) - The Programs of Developer Relations.
Here's why that matters:
| Reporting line | You’ll be pushed to prove… | Typical KPIs |
|---|---|---|
| Marketing | Top-of-funnel reach | unique visitors, leads, campaign CTR |
| Product / Engineering | Product adoption & DX | time-to-first-call, active APIs, GitHub issues closed |
| Standalone DevEx / DevRel | Full-funnel impact | awareness → activation → retention metrics |
Quick reality check
- 66 percent of programs still list "drive awareness & adoption" as their primary goal.
- 42 percent also prioritise developer education and support.
- 44 percent now aim to influence sales pipeline directly.
What the Data Says About "Metrics That Matter"
The same 2024 report dug into the exact numbers teams track:
| Metric bucket | % of programmes tracking it |
|---|---|
| Active users (product or API) | 45.1 % |
| Content engagement (docs, blog, video) | 39.6 % |
| Developer satisfaction (NPS or CSAT) | 22.2 % |
| Site visits (pure traffic) | 15.3 % |
Notice how vanity traffic is fourth on the list. Mature teams lean on activation and engagement before impressions, precisely the conversation we want to have with leadership.
Pushing for Metrics That Show Real Impact
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Map DevRel work to business outcomes
- Example: "Reducing 'time to Hello World' by 30 percent cut support tickets by 18 percent in Q2." Tie the metric to a cost or revenue lever the CFO already cares about. Best place to start is ton look at company's OKRs.
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Run a tiered metric model
- Inputs: content pieces shipped, talks delivered.
- Outputs: sign-ups, SDK installs, Discord joins.
- Outcomes: activated users, retained accounts, expansion revenue.
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Share funnel reviews the same way Growth does Track drop-offs between docs → sign-up → first success. When you show the leaks, your ask for better onboarding suddenly becomes a no-brainer.
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Educate internally Most execs still conflate DevRel with "developer marketing." A quick link to What is DevRel? plus a one-slide primer on your metric stack goes a long way.
Takeaways
- Reporting lines set default metrics – know the bias and plan your counter-narrative.
- Industry data shows a move from eyeballs to activation, satisfaction, and revenue influence.
- Speak the language of outcomes, and you'll win the right to measure what actually matters.
Wrestling with this in your own org? My inbox is open.