In most organisations, devrel and developer marketing have evolved independently - different reporting lines, different metrics, different definitions of what success looks like. The result is teams that are nominally working toward the same goal but are, in practice, producing overlapping content, attending the same events, and having the same conversations with the same developers without any real coordination. It's inefficient, it's visible to the developers caught in the middle, and it's fixable. Key learnings: - How to map where devrel and developer marketing genuinely overlap versus where they should own distinct territory - What shared goals, metrics, and planning cycles look like in teams that have gotten this right - How to structure the relationship between both functions without creating a hierarchy that undermines either one