DevrelX Summit: Elevating the DevRel community, together

The DevRelx Summit is a community takeover, an opportunity for Developer Marketing and DevRel managers, strategists, practitioners, and enthusiasts to come together.

SlashData, which powers DevRelX and the community behind it, is organising a Developer Marketing/DevRel event for the 7th consecutive year, after the record participation of 1,000+ attendees in 2021.  DevRelX is a learning and sharing zone, committed to elevating the understanding of developer audiences and industry trends. A space where regardless of their experience level, everyone gets to access and share knowledge.  

This year’s event is an interactive experience of knowledge and expertise sharing, which puts the DevRelX community at its centre. The DevRelX Summit will take place on October 12 & 13 2022, with:

  • Panels
  • Community-led sessions
  • Lightning talks
  • Exclusive sessions and leadership workshops

Developer-focused professionals are invited to join the 2-day schedule
Full agenda follows: 

October 12 | Milestone Day | 8 am PT.

The first day, “Milestone Day” is invite-only. It is addressed to DevRel strategists, senior managers, seasoned DevRels, and CXOs. Anyone who wants to participate can request an invite via this link.

The Milestone day will offer participants strategic conversations, master classes, and workshops presented by industry pioneers and experts.

October 13 | Community Day | 8 am PT.

The second day, “Community Day”, is open to community advocates at heart. Anyone who believes that a community-centric mindset is the foundation of developer relations can get their ticket via this link.

The Community day will be full of developer community conversations, learning and connecting with peers.

Join the DevRelX Summit, for its 7th consecutive year – the best one yet!

Here is the full agenda:

DevRelX Summit Agenda

4 lessons from my first 9 months as CEO

In this slightly up close and personal post, I outline 4 things I’ve learned with a major work and life change. This post is aimed to walk through a few main points of reflection or possible recommendations when the time comes for anyone to take on a new and challenging opportunity. 

Now, this is based on my own experience 9 months in as the CEO of SlashData. It’s a few things I recommend someone to consider when changing roles, maybe you are becoming a first-time manager, taking on a larger team, and/or becoming a parent. 

If you prefer the executive summary, the gist is: Whatever change you may be planning to make in your personal life and career, it’s my personal experience that you should start preparing early, but be ready for surprises along the way. You shouldn’t start a new role on day one – think about what you can do ahead of time to make the transition smoother. Especially in leadership roles, you might have become the manager, good for you! But, on the flip side, everyone has to have you as a manager now. For more context, keep reading. 🙂 

#1 Plan everything but be ready for surprises.

Some sayings are cliche for a reason. You know what they say, how life is what happens to you while you’re busy making other plans? Well, I felt the irony of that one when I found out I was pregnant 1 week after taking over as CEO. Travelling to my first board meeting, sick as a dog and not able to say anything because it was too early and the doctor’s advice is to keep it between you and your partner for a while. Obviously I want a family, so this was great, but we have to admit, the timing is also funny. I mean, I didn’t even get a headstart before the nausea sunk in. 

That said, having seen other women have children and come back from pregnancy leave and continue to grow in their roles successfully, gave me a lot of encouragement. I look up to the women both at SlashData and not, that have done this before me, especially before the era of remote working having to wear business suits and pumps. I can only imagine what it would have been like to be up at 7am and get panty hose on with the belly and swollen feet. Even in the world of remote working though, having a family and working full-time is really an accomplishment for any working parent. Fingers crossed I do it well.

#2. Don’t wait till day one.

I was very lucky to have a founder that was open  to me “soft-launching” the role 3 months early. Taking over a leadership role should always have some overlap or shadowing. Since I was already part of the Leadership Team I was very attuned to the ins and outs, but the relationship dynamic changed with me and my colleagues. If you are moving into a new management role, you need to understand and comprehend, there is a relationship shift between you and everyone you will be working with. I hope you expect this before you take the role. Actually let me say things a bit differently. If you really want to be liked by everyone you work with, don’t take the job, it’s going to be very disappointing. Not everyone will be happy you have been promoted and that’s ok. If you are lucky someone will be excited, but people need time to adjust and you will need to give it to them. 

Changes like this need to happen in steps. If you can, advocate to allow some time to shadow, be present in your predecessor’s 1-2-1s with your future reports and in cross team meetings. Be aware of what’s being discussed within the leadership team (or the team you will be taking on) and how things are being addressed. Decide what you care about keeping within the agenda and if you might change something, prepare your thoughts as early as possible. Once you take over, have open discussions with your direct reports on what they also think about what they would like to keep, change, or what’s missing for them.

On the one hand, people needed time to adjust, while others had nearly immediate expectations. Be aware, people will not be as open with you once they know you will be the new boss. They won’t tell you directly things you might have discussed openly just a few days earlier. This was something I didn’t consider ahead of time, from the day colleagues were notified, some saw me in a different light. There was an immediate expectation that I would be a different person, take a different approach as to how I communicate, even if they had known me for years. They weren’t as candid any more, they may have been more protective of their opinions, which also meant I needed now to be more careful how I spoke about the future of the company or a new project. Was I speaking hypothetically or sharing a plan that they should expect and take action on? Things change when you take over. It may take some time for you to adjust to this new reality. I took the honest approach, which I recommend. Open communication to explain that the adjustment is on both sides, you also need time to adjust to the new expectations from your new direct reports. Ask for that time from those that may have immediate expectations from you. You probably won’t fit their expectations anyway, your leadership style will be different from your predecessor and the leadership style of others on your team. Ask for that time to find your bearings.

#3. Let your team tell you what to do

Even more importantly for me before I took over, was taking over a strategic workshop we run a couple times a year. This would be a type of all hands meeting for the Leadership team. If you can, take this over early and design it to fit what you need it to achieve.

I took over the last one in Q4 of the previous year. 

Even though I hadn’t officially started, I was able to re-design the structure of the meeting to fit what we needed for everyone to feel aligned. They needed not just to be aware of where we are going in my first year as CEO, they needed to own the direction. You’ve taken over, but everything is not about you or what you think should happen right now. Create the opportunity and the safe space for your new team to build your next steps together. You should have an opinion, but let them bring up the issues, and jointly decide on a plan to address them. Let them suggest what your priorities are, chances are you will agree with them too. 

Was it perfect? No of course not, I’m a newbie afterall. But, the time was extremely well spent. I planned a workshop that would set the pace for the next year. Everyone gave feedback for improvement, but also said they felt we were more aligned than ever and they knew what to expect in the next year. What everyone seemed to feel at the end of it was above all clarity about what’s next. For a new CEO, I couldn’t ask for more than that. Doing this BEFORE I took over, was 100% the right move. We all brought up the issues, we collaboratively came up with the plan with actions on what to do about them for the next year. We are still executing things we decided in that meeting, 9 months later.

#4 Life happens to everyone, even you

Now it’s possible you may be reading this while I’m off on my maternity leave. Yes, I took the job and 9 months in, I’m taking some time to have a baby. I plan to be in touch and have created a schedule for my leave to allow for time off and check-ins with the team, but I will be 100% off for some time and I know the leadership team has things covered in my absence. After that, we’ve planned a schedule to manage all the major events of Q4 and annual strategic planning to allow me to be on a half time schedule. That said, this is not a model I am advocating for others. This is simply what I felt would work for me at this moment. I have the help and support from my partner and family to allow me to have a flexi-schedule. All parents should have the opportunity and the right to take as much leave as they need while building their families.

It’s up to us to define what leadership and mother-hood looks like. As a first-time mother, and CEO I know I won’t have it all figured out the first time round, but looking at all the women that have done it before me and watching everyone at SlashData take their place in moving the company forward, it gives me the comfort and confidence that I can take the time I need. I always thought I would step back from career progression when I had a family, as it turns out I’m pressing the gas pedal instead.

How developers’ support needs change with experience

Developers have a wide variety of support and learning needs that evolve as they progress through their careers. Here, we’ll look at some of the best ways to help developers build on their skills by answering their technical questions, creating a valuable community that they can integrate with, and providing professional certifications as proof of learning. In a highly competitive job market, vendors can demonstrate value to developers by helping them to build on their skills and get an advantage in the job market.

Here, we take a look at data from two of our most recent Developer Nation surveys. In our Q1 2021 survey, we asked developers, amongst many other topics, how they prefer to communicate with vendors about technical topics. In our Q3 2021 survey, we took a deeper dive into developers’ views on what makes great technical certifications and what are the key features of a successful community. The data here is only a small sample of what we collect, so if this sparks some interesting questions for you, then please get in touch.

It’s a matter of experience

Data from our Q3 2021 survey, which was fielded between June and August 2021, shows that overall, there are more early-career developers (those with 0-2 years of experience) than highly-experienced developers (those with 11 or more years of experience). Developers with different levels of experience undoubtedly have different support needs (and we’ll come to this later), but taking a global perspective on experience levels risks missing some interesting regional variations.

South Asia and Western Europe sit at opposite ends of the experience spectrum – South Asia has the largest proportion of inexperienced developers, and Western Europe has the smallest. This means that when creating a regional strategy, not only should you think about the cultural and economic differences that exist between regions, but also, due to their experience levels, developers will have very different support needs.Developers in Western Europe are more experienced than average and far more experienced than those in South AsiaTechnically correct is the best kind of correct

We see here how developers’ support needs evolve as they gain experience. In fact, communicating with vendors about technical questions becomes more important as developers gain experience – more experienced developers are very likely working on more challenging projects and, as such, more often require expert support. What’s interesting is which communication channels become more important.

Email is consistently the most important, regardless of experience level. It seems that the power of direct, asynchronous communication is clear to all developers, though it does become more important to more experienced developers, as well as to older developers (and age is, of course, correlated with experience). On the other hand, other direct but synchronous communication methods such as online chat retain their importance to developers of all experience levels (but fall in importance for the oldest), whilst live interactive coding sessions only fall out of favour amongst the most experienced. Not every communication method is created equally, and neither is every technical question. Irrespective of their experience levels, developers want to engage directly to have their technical questions answered and are happy to do synchronously or asynchronously.

Issue trackers and code repositories nearly quadruple in importance for the most experienced developers when compared with the least experienced. Here, you have experienced developers asking their technical questions through established open-source channels that may feel inaccessible to less-experienced developers. There’s definitely scope to widen participation amongst inexperienced developers in this fundamental pillar of software development. We also see that Q&A sites steadily increase in importance as developers become more experienced. That’s not to say that inexperienced developers aren’t going to StackOverflow – they’re still using such sites to get information; it’s just that they are more likely to simply consume rather than ask technical questions of vendors.

Direct communication via email or chat is most important to developers at all experience levels

A sense of community

Interacting with vendors or peers through a code repository or on a Q&A site is one of the many ways in which developers interact with their community. Community support is a powerful facilitator of learning and development for many developers and is as much a source of inspiration as it is camaraderie. We see that developers of differing experience levels have very different ideas about what they want from a community, but collaboration and support are two of the most stable and important features to developers of all experience levels.

But experienced and inexperienced developers lean on their community support network in different ways. A knowledgeable community becomes more important to developers as they gain experience – here, these most experienced developers likely find more value in a community that can help them answer complex questions. On the other hand, inexperienced developers are more likely to look for strong leadership in a community – they are likely looking to more experienced members for guidance and learning opportunities.

Strong leadership and interactivity are less important aspects of a community to experienced developers

Certifiably important

Vendor support and community are just two of the myriad ways that developers build their skills throughout their careers, but in an increasingly competitive professional environment, many developers study for professional certifications to get an edge. Such certifications are important to developers at different stages of their professional life – early-career developers are likely looking to distinguish themselves from the masses, whilst seasoned professionals may want to protect their lucrative career or even switch specialisation. Regardless, because of certifications’ wide appeal, developers at all experience levels similarly agree on the importance of certifications being suitable for a variety of learning styles.

On the other hand, industry recognition, online availability, and affordability are three of the most important features of a professional certification program, and they become more important as developers gain experience. This demonstrates that as developers mature, they become more focused on the core aspects of professional certifications. We also see how their job-seeking habits change. The importance of recognition on job boards rises steadily from zero to five years of experience before falling sharply afterwards. This suggests that after around five years in the industry, developers have built their professional network and are less reliant on job boards, though the professional credibility of a certification is still paramount.

Developers at all experience levels recognise that many learning styles should be catered for

What does this all mean?

Here, we’ve seen that there is great variation in the experience levels of developers across the world, as well as between different geographical regions. We’ve also learnt that developers of different experience levels have very different views about the type of support they want to receive from vendors and from their communities, whether they are asking technical questions or becoming certified. Therefore, you should look at the experience levels of your user base and use this to figure out how best to support them. However, experience isn’t the whole story; our extensive research shows that a plethora of factors influence developers’ needs and decisions. Developers’ roles, level of decision-making seniority, industry, and technology choices all impact their needs for support. Understanding developers’ needs and behaviour requires not only a rich set of data but also extensive experience and knowledge to build the personas that inform a robust strategy.

Don’t know where to start? Well, at SlashData we have a wealth of experience in understanding developer behaviour through our twice-yearly global survey, as well as through numerous custom research projects with our clients and partners. We also have a deep and detailed body of research on developers through our Developer Program Benchmarking research. Get in touch to find out more.

You can also go through a case study that shows how Okta and Mozilla used the Developer Program Benchmarking to bring their developer program among the Top 3 in terms of developer satisfaction.

Google has the leading developer program, but Amazon is catching up

Developers. Decision-makers. Kingmakers?
For several years now, at SlashData we have been helping our clients – some of the biggest names in tech – to understand how their developer programs measure against the competition. Twice a year, we run an extensive and wide-ranging global survey to understand who developers are, what tools and resources they use, and where they are going. Developers share with us their experiences with vendors’ resources – which ones they use, how often they use them, and how happy they are with the experience. We also dig a little deeper into what developers value in vendor support, resources, and communities.

Our research shows that developers are becoming increasingly involved in all stages of the decision-making process. Not only are they writing specifications for vendors and tooling choices, but they are also influencing decision-makers and budget holders. If software is eating the world, then developers are writing the menu. 

To attract developers, many tech companies are actively investing in Developer Relations (DevRel) teams and developer marketing activities. They are creating an abundance of resources, training programs, technical support, events, and community activities. It’s not always clear which activities should be priorities and how resources should be allocated to achieve long-term strategic goals. We are here to help.

Our Developer Program Benchmarking research tracks 20+ of the leading developer programs, and captures developer sentiment across more than twenty developer program attributes, ranging from documentation and sample code to mentoring programs and access to experts. In so doing, it helps DevRel and developer marketing practitioners understand how their developer program compares against the rest.

Here, we give you a snapshot of the state of play for these developer programs. We use three KPIs to create a 360° overview of how each developer program performs:

  1. Adoption – How many developers use a vendor’s resources
  2. Engagement – How frequently developers engage with the resources
  3. Satisfaction – How developers rate their experience using the resources

bubble chart showing how developer perceive the leading developer programs

We can see that the Market Leaders; Google, Microsoft, and Amazon highly engage and satisfy developers. Their market share – or adoption rate, shown by the size of the bubble – reinforces their market-leading position. In fact, when we take a longer-term view of this data, it becomes clear that Google and Microsoft have long been the market leaders, staying at or near the top of the table for all three KPIs. 

Recently however, Amazon has made considerable progress. In fact, Amazon’s developer program has been growing faster than the global developer population, which is currently 24.3M (you can explore more in our developer population calculator), while Google and Microsoft’s share has dropped slightly. When you take into account the large increase in Amazon’s satisfaction score and their aggressive growth strategy, the top table positions don’t seem so assured.

Our data also uncovers the Satisfying Specialists – these developer programs are often small and focused. Unity, Red Hat and DigitalOcean sit firmly in this space. Developers don’t need to engage frequently with these vendors’ resources, but when they do, they have an excellent experience. For these vendors, low engagement is not a cause for concern, though it does come with its own challenges – when developers have fewer touchpoints there are fewer opportunities to speak to them or to influence their behaviour. For these (and other) vendors with low engagement, messaging becomes vital. 

The Under-realised Value segment contains developer programs that, although having high engagement amongst developers, are being held back by their low satisfaction ratings. These programs are often (though not always) small, and the vendors here have a clear imperative to improve their developers’ experience. Thankfully, with developers engaging frequently with the resources there are ample opportunities to effect positive change.

But what, exactly, to change? 

This brings us to the true power of our Developer Program Benchmarking research. Not only do we understand how developers engage with vendors’ resources, but we also know which resources are important to developers, and how satisfied they are with the resources that companies provide. 

Though developers’ preferences change and evolve, some things stay constant. Of the twenty-plus resources that we ask about, documentation & sample code, tutorials & how-to videos, and development tools, integrations & libraries have consistently been rated as the most important resources that companies should offer. This shows that developers are focused not only on getting things done, using documentation and development tools to speed up the development process, but they also highly value having the opportunity to learn. We can see this repeated further down the list – training courses & hands-on labs provide the learning opportunities, whilst technical support allows them to lean on experts when they need to.

Table showing the 5 resources: documentation, tutorials, development tools, training courses and technical support

In this way, we can tell which resources developers value, and how their experience matches their expectations. This information, when combined with our wealth of survey data on demographics, firmographics, technology choices, motivations, skills, and much more, becomes incredibly powerful for informing strategic planning. We help some of the leading tech companies in the world to understand precisely which resources need improvement, and which developers will benefit most from such improvements. Have you ever wanted to know how to tailor your tutorials to the right level of complexity? Have you ever tried to decide how to localise your content? What about marketing to enterprise developers, what do they care about? 

We also go a level deeper. For many developer programs, we specifically ask developers how they use resources relating to different products or disciplines. For example, we help developer programs to understand whether or not they are vulnerable in the cloud compute market, or what are the specific preferences of developers using IoT resources. Once again, coupled with the rest of our rich and diverse data, this information allows you to create a finely tuned strategy that allocates resources efficiently and effectively.

With developers having such power in the decision-making process, this is a win-win for everyone involved. By understanding what developers value, you can tailor your offering to suit their needs, increasing retention, growing your audience, and ultimately, adding to your bottom line. SlashData are the analysts of the developer nation, and we can help you understand developers.

You can download a preview of the latest Developer Programs Benchmarking here.

How to engage developers – straight from tech experts’ experiences

Developer Marketing & Relations: The Essential Guide just published its 3rd edition

Quick history: In 2018 SlashData decided to publish a book titled “Developer Marketing: The Essential Guide”, seeing the lack of education in developer marketing and relations roles and activities. In that book, industry leaders from the world’s largest companies shared their “things to do and things not to do” experiences. Each chapter had its own author, focusing on the topic they knew best.

Fast-forward to today. Thousands of books have already been sold. The industry evolves fast. Not all ground has been covered. Therefore, an updated edition was much needed. This is why the “Developer Marketing & Relations: The Essential Guide – 3rd Edition” has been launched.

The 3rd Edition features 9 new chapters and 1 revised chapter since the first 2018 edition. It is a much more complete read and covers most of the topics that dev marketing and DevRel professionals will come across in their professional life.

The book can be read cover to cover or readers can pick the topics they are interested in. Each chapter addresses a specific topic written by an author from a major company. Some of the topics are community (+ how to make it inclusive), building personas, building developer programs, developer events, connecting with developers and many more from 24 authors and 17 Industry-Leading companies.

The book’s aim is to educate and help professionals push their careers forward. All profits from book sales are donated to worthy organisations: Code.org, Girls Who Code, Black Girls Code and CoderDojo. So far we have donated more than £7,000.

To support the dev marketing and DevRel community at challenging times, the book price is reduced by 50% to make it accessible to everyone: $9.99 for the paperback and $4.99 for the digital edition.

The book is available through Amazon in Paperback and Kindle and through the book website in ePub.  

For more details, see the book website.

If you are a journalist and want to spread the word and/or write a review of the book, you can claim a free copy.

Companies the book authors work in:
Amazon Web Services, apidays, ARM, Atlassian, Facebook, Google, Microsoft, Nutanix, Oracle, Qualcomm, Salesforce, Samsung, SAP, TomTom, Unity, VISA, VMWare

Our 7 Core Values: SlashData stripped bare

Over the last 4 years, we’ve spent thousands of hours building the culture at SlashData, one step at a time. There is no better picture of the culture than the values that underpin it. In this article, I strip SlashData bare, describing in great detail our values and the behaviours that underscore them, that is the blueprint for our culture, who we are, and what guides our behaviour.

In his book Traction, Gino Wickman describes values as “a small set of vital and timeless principles for your company…These core values define your culture and who you truly are as people”.

Values guide a number of important activities at SlashData:

– Hiring: Every person that we hire has to be a good fit for our culture. No fit, no hire, even for the highest of performers. We never sacrifice the cultural fit to hire primadonnas. I’ve made many mistakes hiring people based on performance, thinking that their cultural fit will improve over time.

– Reviews: Every six months we assess performance and cultural fit for every team member. We offer guidance on where to improve, how to tap into your hidden strengths, and whether you are observing the company values. We used to have a bonus scheme for how closely a team member would observe values, but we’ve made that depend on performance only for a simple reason. If you’re not observing our values, that’s a deal-breaker, our relationship is not going to work out.

– Benefits: Among other benefits, we award people for every year they’ve been with us. The list of benefits is informed by our values; awards include ways for team members to contribute to a charitable cause, to take up a new learning course

– How we work with customers: we treat our customers with the same respect, dependability and attentiveness as we treat our colleagues. 

– Business decisions: Our 3-year business strategy is informed primarily from helping people grow, not from returning a profit to the business. People growth comes before profit, and profit comes before revenues. We’re not VC-backed, so we don’t have to return astronomical growth just because a VC partner asked. Profit takes precedence over revenues, making sure that we run a business that can function well and can spend time on developing people and having fun together. And people growth takes precedence over profit. For people to grow, their role has to grow, and as a small company, that means our business needs to grow to create new opportunities for our team members.

What are the values and the behaviours that underscore them? Here’s the full, unfiltered list. If you ‘re competing with us, go ahead and copy us. And if you like what you see come and join us

High Performers

Behaviours:

  • We ‘re a team of high performers.
  • We pay attention to detail, always striving to deliver top quality work.
  • We are adaptable: as part of a growing team, we try out new things, we create new processes, and we adapt ourselves as the needs of the business change.
  • We focus on what’s important and stick with it. We define our team and individual goals every year and every quarter so that every team and everyone knows what to focus on.
  • Each of us has their own, effective system for organising their work on a daily and weekly basis. 
  • We continue raising the bar with every new person joining the team – every person we hire has to be better than the average of the team.
  • We start with the end in mind: to get to the bottom of the issue, we start with what we are trying to accomplish.
  • We trust each other to be dependable and deliver on our shared goals. 
  • We deliver to our clients as we committed so that they continue to trust us.
  • Each of us assumes responsibility and doesn’t blame others or the system.
  • We play like a sports team. If I score and the team loses, I have lost. 

Always Learning

Behaviours:

  • We strive to grow as individuals, both personally and professionally, to realise our full potential.
  • We are restless to take the company to the next level. 
  • We invest in our personal development by reading books, attending courses, seminars and conferences. 
  • We learn from our projects by running post-mortems and understand what went well, what went wrong and what we can improve next time.
  • Errors and issues are there to help us improve. With each issue that we spot, we fix the process so that the issue doesn’t happen again.
  • We are a diverse team and value the uniqueness of each individual. We like to learn from each others’ experiences and perspectives. 
  • We treat every challenge as an opportunity, whether it’s about people or projects.
  • We challenge our assumptions and the way we do things.  

Play as a team (was fun)

Behaviours:

  • We help each other out when in need. 
  • We are dependable and accountable. We agree and we commit.
  • Once a year at our team event we spend 2-3 days in strictly no working time together to have fun, create memories and bond.
  • The entire team gets to meet and catch up once a week on video. 
  • We strive to maintain a positive, fun and engaging place to work. 
  • We hire people that we are proud to work with, people that we can have fun with solving complex challenges together.
  • We take time out to get to know each other, create friendships and enjoy the moment.

Humane

Behaviours:

  • We are kind to our team members. We are thoughtful. We are compassionate. 
  • We support our team members when they come to us for help
  • We welcome and support new team members. We have an extensive onboarding process, helping each new member acclimatise and feel comfortable.
  • We trust & respect each other, even if we have different opinions.
  • We practice flexitime around our core working hours, allowing everyone in the team to manage their work/life balance.
  • We actively listen and practise empathy. We take the time to listen to what someone is trying to say – and understand how they feel – rather than thinking how we will respond.
  • We criticise in private, we praise in public. Always.

Transparent

Behaviours:

  • We are transparent with every aspect of the company’s operations, except for financial information. That information is available from the day someone joins our company.
  • We are clear in our communication. We make sure everyone has understood, and has been understood.
  • We share feedback for each other immediately – within hours or days, not holding it back for months.
  • When there is a conflict, we are transparent about stating how we feel, good or bad
  • We systematically communicate with the whole team where we stand with respect to our goals and tasks
  • We communicate proactively when things don’t go as planned. If a task is likely to be late we give adequate notice to our colleagues or clients – as much notice as the delay. 

Data driven (Data driven)

Behaviours:

  • Data beats opinions in every argument and in every decision. 
  • Any investment that we make is measurable – so that we always know what to do more of and less of.
  • We ask the questions to help us understand what drives the business forward.
  • We measure the efficiency of our major meetings, how well our managers are doing, and through bi-annual staff feedback reviews, we measure how well the company is doing for the team.
  • We listen to our customers’ needs every day and we measure customer needs every six months.

Every Voice Matters

Behaviours:

  • Everyone in the team has a right to express their opinion on how the company works or should work.
  • We have regular internal reviews where everyone can voice their opinions on our culture, our managers and our performance. We don’t just read them, we act and we feedback to each other
  • We openly debate and we stand up for our opinion. 
  • We disagree and commit. We can disagree while a decision is being made, but once a decision has been made, we put our personal opinion to one side and commit to it. 
  • Our CEO organises breakfast meetings with each person in the team making sure every voice is heard.
  • Everyone can provide regular feedback about our company and raise issues anytime. 

slashdata core values

How we built a culture of accountability (aka how we treat people as adults)

Too many challenges with corporate culture are down to accountability. 

Let’s say you work in a medium-sized firm. A colleague you depend on has disappeared for the last week and won’t answer your emails. Then a VP from another team comes to you with a request you had no idea about. And your boss is too busy and can only book you in, in two weeks’ time. Have you “been there, done that”? 

I used to once run a company like this. But I was doggedly determined to improve things. Over the last 4 years we ‘ve built a culture of accountability at SlashData. I ‘d like to share the lessons we ‘ve learned along the way, hoping that more business leaders can learn from it. We ‘ve built a culture that treats people as adults, and expects people to behave as adults.

So where do you start to build a culture of accountability?

 

Right seats first

I started by setting clear expectations of where one person’s role ends, and another person’s role starts – an accountability chart. Before the accountability chart, our roles and responsibilities were people-centric. We would first choose the right people, and then allocate them the right seats i.e. responsibilities. I realised how this was the wrong way round, after reading Gino Wickman’s Traction book, which was recommended to me by a fellow entrepreneur at EO. In what it terms the Entrepreneur Operating System, Wickman proposes a strategy of “first right seats then right people”. 

That change introduced much-needed structure and clarity around people’s roles. We no longer had role overlaps, or multiple people talking to the same customer. I also found that several important roles within the company had no single person taking responsibility, and that meant that while many people were responsible for e.g. marketing, no one was accountable for it. That led to miscommunication, frustration, missed deadlines and confused customers. With fixed seats in the accountability chart, we also started to see how people could evolve in the organisation, and what career path we could offer to new people coming in. It also meant people felt much safer about their roles and responsibilities. For the history books, this is the first rendition of our accountability chart:

Handwritten Early Accountability Chart

Today we have a clear accountability chart, where we start with the seats and then select how people will evolve from seat to seat. We also leave seats empty for future hires.

Based on the top layer of that chart, soon after I put together the leadership team, consisting of the people leading the individual teams – marketing, product, tech, and so on. Today, we have a leadership team made up of seven people, including myself, and the individuals leading partnerships, product, marketing, sales, technology and people/finance. The leadership team is solely responsible for making decisions on the company’s 3-year strategy all the way to the 3-month team goals. And my role in the leadership team is not to manage (I hate that word) , but to integrate and enable them to make timely, aligned decisions and stay true to their commitments. I prefer to “lead from behind”, helping ask the right questions, rather than lead from the front, pointing the way forward. At the leadership team, our role as leaders is to bring the best out of our people. And shine the light onto their hidden strengths and help them grow.

Man fishing and quote from Lao Tzu "Give a man a fish, feed him for a day. Teach a man to fish, feed him for a lifetime"

Image source.

OMG, no pool tables?

When VC-backed tech companies talk about culture, they advertise pool tables, dog biscuits, and gourmet coffee. Yet this is only at the very top of the pyramid or hierarchy of our needs at work. At the base of that pyramid are the safety and clarity of everyone’s individual role, their shared goals, and how their role contributes to the company’s short term and long term objectives. Goal setting and alignment is core not just to a well functioning remote team, but also to a sense of direction and purpose for everyone in the company.

Having set the record straight with the right seats, then the right people, I set out to create alignment. I’ ll never forget when four years ago we published a paper that was destined to be a flop; it was led by two different leaders in the company, who each had very different perceptions of what the research paper set out to do. Their individual goals were pointing in very different directions, and they hadn’t realised until I pulled them into the same room. By that time the work was wasted, but an important lesson was learned. If the goals of the people are not aligned, you ‘ll end up like a boat with oars moving out of sync, and going nowhere.

We started by getting all the leadership team in the same room and debating what we should achieve in the next year. We used Objectives and Key Results (OKRs), in what I thought was a major innovation at the time. That was four years ago. Today, our goals setting process stretches from 3-year goals for the company to 3 month goals for individual team members. I ‘ve talked a bit about how that process works here

One important aspect of goal setting and alignment is avoiding conflicts and negative surprises along the way. For example, if the partnerships team depends on a piece of tech integration to be built, it can say so, but unless the tech team commits to building it, that is a recipe for failure. Today, every team lead in the company needs to explicitly state for which OKRs it depends on other teams, and secure that team leader’s commitment in reciprocal OKRs. That ensures we don’t have any phenomena like “I ‘m too busy with my goals and I can’t help you” type of response. 

Goal setting creates alignment across the company, in a top-down fashion and is a key ingredient of an accountability culture. 

We treat everyone as adults, including the leadership team, expecting each member to propose and then commit to shared goals. And see these goals to fruition. We still use OKRs to transcribe our goals, but only as a form of notation. OKRs are not a process, they are the syntax of setting goals, making sure that you know where you are going, you can check if you ‘ve taken the right steps towards that direction, and that you are transparent about it. We also track OKRs every week at the leadership team level, expecting every team lead to be transparent about whether a goal is on track, falling behind, or at risk of failing. Early warnings are always better than late surprises. 

Spreadsheet with key goals for 2020

In fact, the very reason I’m writing this blog post is that I ‘ve committed to it in the eyes of the leadership team, and I don’t want to let them down. Oh, and I love working on our culture, and helping other entrepreneurs build theirs.

 

Which country are you working from today?

One of my colleagues is a traveller. She could be visiting friends in Poland this week, and then seeing her family in Lithuania next week, before returning to her home in Athens. While most tech companies would expect her to be working from a fixed seat at a fixed desk, in a glamorous building made of steel, concrete, glass and sprawling with teak furniture, we expect her to be accountable to her goals and work from wherever she feels comfortable.

Another colleague often works from Antiparos, a greek island where her husband runs a coffee shop. We used to be skeptical when people asked to work from home, but now we actually prefer that people work from wherever they feel most comfortable, as long as they are accountable to their goals, and are available at a time zone that their colleagues can communicate with them. We trust and respect our team, they are here because they want to be, not because they have to be – and we trust them to be capable of managing their own time and place of work. 

image of a laptop on a desk with a coffee cup

Photo by Neil Soni @ Unsplash

I know where you were last week

Not too long ago I used to rely on ad-hoc, infrequent meetings with my direct reports. It was the time before my divorce, when I spent practically every night waking up to attend to my younger son who hated sleeping in his own bed. Those sleepless nights, over several years, ended up destroying my memory, a causal effect I only discovered much later in life. At work, I was often teased for not remembering what we had agreed only the week before. 

Thankfully, at EO, I served on the board of a friend entrepreneur who was passionate with structured meetings (admittedly, in an OCD kind of way). Soon after I saw the benefits of turning all my work meetings into a variant of the level-10 meeting agenda, with clear accountability for past actions, and put those meetings in motion at a fixed time and date of the week. A fixed day/time of the week has numerous benefits as described in the Effective Manager book, notably accountability, predictability, but also a sense of safety that your team’s concerns and issues are being addressed in a timely manner.

Today, almost every meeting we run at SlashData is recorded in a Google Doc, where we can easily scroll down to track past actions, and hold people accountable for what they committed to in the previous week. A key component of that agenda is the Parked Issues, where, during the days leading up to the meeting any participant can raise an issue to be discussed. That means, instead of interrupting their colleagues for important but non-urgent issues, those issues will get the quality time they deserve, and the attention they need to be resolved and translated into actions.

With level-10-like meetings, accountability happens as a natural byproduct of the meeting process. We expect people to behave like adults and deliver on the commitments they ‘ve made, and we treat people as adults, checking in once a week, and getting the hell out of their way all other times.

 

The first 182 days

As the company was growing, we had to put a lot of thought and planning into onboarding new employees. To start, we had to learn from our mistakes. I “fondly” remember one of my colleagues recall how she found her “new” laptop having breadcrumbs the day she joined. Thankfully, we ‘ve come a long way since then. It’s not just the equipment, the IT setup, the induction tour, or the personalised welcome pack that each new starter at /Data receives. Each person that joins is immersed into our culture one step at a time. 

The first 6 months, or 182 days, is the introductory period. A new starter is assigned a buddy, a person who will guide them through how things work here, and help them find the right person, or the right information. In addition to the standard weekly 1-2-1’s, the manager will also check-in with the person at the end of the first month, then at 3 months, and then at the end of six months, to see how they are doing, whether their initial expectations matched up with the role in practice, and any additional support they may need to meet the expectations that were set out in the job description (borrowing from the TopGrading methodology). That way, the new starter is introduced to the culture of accountability, while the hiring team makes sure we can take out any obstacles, and help the new hire succeed.

 

Treating people as adults

Treating people as adults is making them responsible for their own goals, where they work, giving them the tools to succeed, and taking all the obstacles out of the way is part of our culture at /Data.

We ‘re on a long journey to build a role model of a culture, one brick at a time. Join us

 

Fighting COVID-19 with collective industry effort

SlashData to join the Fellowship19 initiative

As a developer economy analyst firm, SlashData is a mediator between the developer population and the network of thought leaders in developer marketing and developer relations. Our primary aim is to help the world understand developers and developers understand the world. Such a role enables us to see the immense value in communities, and what power the tech industry as a community can generate to continuously drive itself forward.

Industry answer to COVID-19 – Fellowship19

In light of current events caused by the global outbreak of COVID-19, we, along with many others, have to make hard business decisions from postponing events and suspending field client visits, to shifting our annual strategy.

While we’re forced to stock up with patience and resistance to not be taken away by the circumstance, SlashData’s team remains determined to give back to our community and clients, as well as, extend our effort to support others in the industry.

That is why SlashData is joining a kind initiative called Fellowship19 with a clear mission: “Tech is our family. We help our family overcome the Covid-19 crisis, for free.”

Together with other tech professionals, we will offer our help for free to support tech companies of all sizes stay afloat during the global crisis we are experiencing. SlashData will support the tech community by offering advice on content marketing, event planning (shifting from offline to online) and thought leadership.

“We rise by lifting others.” — Robert G. Ingersoll

This is a great reminder of how community members can empower one other in the most unpredictable circumstances, and hold on together even in the face of a global crisis. Whether your business already has its own content to share with their community or not, there are many ways to give a hand to your industry peers digitally.


Here’s how we do it:

  • While our Future Developer Summit has been postponed to October, we provide additional resourceful online content for our community of professionals in developer relations, experience and marketing in the format of newsletters and webinars.
  • We combined our expertise and love for developer marketing into a DevRelx, a hub for professionals and enthusiasts in developer relations, experience and marketing, with multiple free resources for your professional growth such as podcast with experts in the field, industry news, job openings, the latest trends of the developer ecosystem and more.
  • As remote-first techie team, we have built a strong organisational culture and have valuable insights to share on how to manage a remote team while nurturing not only the productivity but a human element as well. Tips, tools and tricks – all disclosed in a write-up and video by SlashData’s CEO Andreas Constantinou.

Submit your question, find more experts who are ready to help, or offer your expertise on Fellowship19 website: https://www.fellowship19.com

You can also send your inquiries directly to Viktorija – Events & PR Lead at SlashData.

How we work remotely at SlashData

I was reminded the other day how lucky we are at /Data to be designed as a remote-first company. The social distancing taking effect in most countries as of March 2020 and work from home policies is something that has been business as usual for us since the outset.  In this post, I wanted to document openly how we work remotely at /Data, for the benefit of all business owners who are trying to figure out how to apply remote work policies.

A few weeks back when we had the office open as normal,  I was showing around a group of friends (and business owners) who work in various non-tech industries – shipping, retail and food.  They were amazed that there was only one person in the office at that time. Their first question was: who’s picking up all the phone calls?. As it happens, we do get phone calls, but rarely, and they are routed via a digital switchboard, not an off-the-wall phone socket. In fact, everything we do is designed to work remotely.

Our remote-first culture really emerged out of necessity because over the years we’ve been hiring people from pretty much all around the world – from Argentina to Greece and UK to Ghana. As a result we needed to adapt and we needed to be able to function, collaborate, communicate as if we were in the same office. We have an office in Athens, Greece – but even there most people will work from their home office multiple days of the week. 

As a research firm, most of our clients are in North America – including 9 of the top 20 global brands – a fact we ‘re rather proud of.  We help the world understand (software) developers and developers to understand the world. Our research helps tech companies answer questions like which developers to target, what features to build into their platform, and what marketing activities to invest in.

Why do companies struggle to work remotely?

Let’s start with the problem we ‘re trying to solve. Why do companies struggle to work remotely? One of the most long-standing studies is the State of Remote report 2020, which has been running for 3 years, and for their latest edition surveyed 3,500 remote workers from around the world.

graph showing the biggest struggles companies face with remote work

According to the study, top-2 challenges for remote workers are collaboration/communication and loneliness. Most of the systems we have in place at /Data as a remote-first company is designed to address these two challenges primarily. 

Remote work is made possible thanks to five pillars at /Data: transparency, online tools, goal-setting, meeting rhythms and how we connect at the human level. Every one of these pillars is equally important, but together they are more than the sum of their parts.

 

Transparency

Transparency is one of our core values.  It’s deeply ingrained in our collective psyche. Every team is transparent with what they are working on, and is proactive in communicating to everyone else. Sales, customers,  goals, processes and much more is transparent from day one to a new starter, ie from the day someone joins the company. 

An important tool in our strive for transparency is a single Google spreadsheet, that makes up what you could pretty much call a company X-ray. Plainly speaking, it contains a ton of information and data that’s critical to understanding how we operate.

  • Our purpose, vision and values
  • Our business model
  • The market that we operate in and our competition
  • How our seven teams are structured and how they relate to each other
  • Our Accountability Chart, ie who’s who and who’s responsible for what
  • Our company goals and strategic priorities
  • Our sales and costs breakdown for the last 3 years
  • What we achieved, on a quarter by quarter basis, for the last 3 years, including shout-outs to team members that went the extra mile.
  • Which customer bought what product
  • Video walkthroughs by CEOs: a series of videos I ‘ve been recording in 2020, one per week, where I walk through important topics such as how we run meetings, how we approach new clients, and much more.

However, that’s just a static view into the company. What’s more cardinal to transparency is communication, and information flows within and across teams. For that we use Slack.

Slack has been really a before-and-after, a defining event since we introduced it to /Data. The way we use it now has significantly evolved and matured compared with when we first started using it. The channels we use Slack, tell a story about our culture, too. Here are our main Slack channels.

Team channels and project channels: every team at /Data – product, tech, marketing, etc –  has their own channel. It’s for the team to communicate on its operations, to share information with other teams and take queries. Similarly, every project has their own channel. We have for example, an internal data dashboard tool, which has its own channel. All the events have their own channel, too.

Customer inquiries + feedback channels: We have channels for inquiries from customers and their feedback. If there’s a customer inquiry or request for data, it goes into this channel. The sales team will put the inquiry to that channel and flag the request for the analyst  team to deliver within the agreed time. 

Fun channels. We don’t forget to play while at work, and this is what these channels are for. We have channels for places and pictures, where we post pictures when someone goes on a long weekend trip, or when someone goes for a scenic walk along the beach. We have a book club, where a team member will ask for a book voucher (yes, we offer free book vouchers), or where we share what books we love to read. We have channels for fitness talk, quote of the week, life hacks, wine club, parenting tips and the all-important music sharing channel (everyone who joins gets a Spotify or Netflix subscription). Perhaps the most quirky channel is the things-you-would-never-share-at-work. There are often things that people kind of feel a bit awkward about sharing or stuff that have nothing to do about work, like off the wall. And that channel says, “It’s okay to share anything that you thought you couldn’t.” It’s probably one of the funniest and most popular channels we use.

Online tools

Online tools are a core part of our remote working armoury. We use over 50 (yes, five zero) software as a service tools for our work, from CRM to data analysis tools, to code repos. Below is a list of some of the tools we use the most.

 

Email we only use for external communication, ie with customers and suppliers. It sucks and its terribly inefficient, but we’ re still in 2020, and that’s what most of the world uses to communicate. We very rarely use email for internal communication – instead, all discussions happen on Slack. 

Zoom is a core toolset for online meetings, and 99% of our internal meetings are online. It works very well when someone is on the go (read: driving or in the back seat of a cab) and it works equally well when all 25 of us get together for our Monday all-hands sync meetings (more on that later). 

  • Email: only for external communications
  • Slack: all discussions
  • Zoom: all meetings
  • Monday.com: project management
  • Dropbox: file storage
  • Google docs: document collaboration
  • Primalogik: performance reviews and goal tracking
  • Staff Squared: staff directory
  • Zeplin: UI design reviews
  • Dashlane: online tool credentials
  • Workable: hiring staff
  • Upwork: hiring freelancers

Goal setting

When many VC-funded tech companies talk about culture, they mean pool tables, a dry cleaning service or free gourmet coffee. Yet this is only at the very top of the pyramid or hierarchy of our needs at work. At the base of that pyramid are the safety and clarity of everyone’s individual role, their shared goals, and how our role contributes to the company’s short term and long term goals. Goal setting and alignment with a team is core not just to a well functioning remote team, but also to a sense of direction and purpose for everyone in the company. It’s at the base of the hierarchy of our needs as professionals, to borrow from Maslow.

Our goal-setting process at /Data has been heavily influenced by the Entrepreneur Operating System (EOS) discussed by Gino Wickman in the seminal book Traction, one of my favourite management books of all time.  Our goal-setting process starts from a three-year company vision to one-year strategic priorities, and goes all the way to individual team member objectives and key results (OKRs). 

We start with a 3-year company vision: a vivid vision of how the company will look like in 3 years, where our offices will be, who our clients will be, how our teams will grow in size, what products we ‘ll be selling, and what each team will have achieved by then. We then move down to the 1-year team OKRs,  a detailed description of what each of the teams will have achieved at the end of the year, in the form of objectives and key results. At the end of that process, every single staff member will have 3-month OKRs, so that they know what they have to achieve by the end of the quarter.

This goal-setting process is key to remote working, as it helps every team member know what they have to deliver at the end of the three months – and also serves to hold them accountable to those goals. Every single team member has quarterly goals, no exceptions. This helps keep everyone focused.

At the leadership team level, we also check on our goals weekly, using a green-yellow-red traffic light system to communicate and share how we are progressing with our quarterly goals.

Meeting rhythms

Goals are necessary but not enough to keep us aligned and sync’ed as remote workers, given much of our work is dependent on each other. Our meeting rhythms help close the gap on a weekly basis, and make sure we ‘re all aligned, and communicating both effectively and efficiently.  We have several types of meetings that are scheduled in regular cadence, to keep the communication flowing predictably. The key to meeting rhythms is ensuring that the meetings happen on a predictable cadence of a specific day and time, e.g. every Monday at 4pm, week in, week out.

Weekly 30 min all-hands meeting: once per week, we get together on Zoom, all 25 of us, to catch-up and have a bit of fun. We discuss team updates, and key messages from the leadership team. And we regularly share in a bit of fun – whether it’s fun facts about team members, or ice breaker opening questions (more on that later).

Weekly 30-60mins meeting by each team: this is what drives cohesion and accountability within each team, whether it’s the product, technology, partnerships or marketing team. We share updates, what we ‘re working on, and what are the priorities for the week.

Weekly 30-60mins 1-2-1s between each person and their manager: perhaps the most important, and under-rated meeting is between a manager and their reports. It is so for many many reasons. It’s a check-in to see how that person is doing – not just to make sure they are accountable for their work and goals, but also to touch base from human to human – what’s top of mind, what is the person worried about, what’s blocking their way, what issues they want to bring up – to coach them and most importantly help bring their best self to work.

If you don’t work in the same space with your colleagues, you don’t hear all the chatter, all the gossip, all the activity, questions, issues, conflicts, all the things that make us human. Meeting rhythms are a really core part of the remote working culture, ensuring communication flows, everyone is on the same page, conflicts are dealt with before they become issues, the team is functioning like a well-oiled machine, and everyone is supported both as a co-worker and as a human being. 

 

Connecting at a human level

Last but certainly not least, part of the remote working culture at /Data is connecting at the deeper, human level. For addressing the human element in all of us, we use several approaches.

Video-first calls. All our online calls are video first. Which means that we don’t just rely on voice but 99% of the time there’s a familiar face on the end of the line.  I’ve been in too many meetings with big tech clients where face-to-face online conversations are either shunned or even entirely the exception. 

Opening questions: During our all-hands weekly Monday calls, we start with an opening question that aims to inject a bit of fun but also get us to know each other a little better. Questions. like “When you were a child, what was one thing you did to annoy your parents?” Or, “What did you want to become when you grow up?” Or, “If you could travel anywhere without budget limitations, where would you travel?” Icebreakers are not just fun but more importantly  a little revealing about what each of us is like, which creates a safe zone of vulnerability and therefore a sense of trust.

Buddy system: In the last two years, we ‘ve put together a very thoughtful onboarding process for new starters, and one we are still developing. Part of the onboarding process is the buddy system where everyone joining has a buddy allocated to them for the first six months. The buddy person is responsible for walking the new starter through how the company works, and help them navigate processes, people and priorities.  Again, connecting at the deeper, more human level. 

Annual retreat: Like most companies, we organise a once-a-year in-person retreat. In 2019 it was a 2-day trip to Santorini. Unlike most companies, however, during retreats, we don’t talk about work. Nope. Nada. We are there not to align or strategize; we do that throughout the year, practically every quarter or every week. At the team retreat we’re there to connect as people and get to know about each other, and even get to know a little bit more about ourselves. What happens during those retreats is people connecting during the breaks, not during the team games or facilitated sessions. It’s the breaks that get people gelling, connecting, and forming friendships.

Perhaps the best testament of our connection at a human level while being a remote-first team is our weekly team meetings. Here we also celebrate our wins – and of course our birthdays (not on the same day, because everyone at /Data takes a paid day off during their birthday!). Here’s how we celebrate birthdays at /Data. 

 

Our culture has come a long way in the last 3 years, and we ‘re continuing to build, evolve and fine-tune it. I hope this article serves as a reminder to our team members of how far we ‘ve come in our culture, but also as an inspiration for other companies, to copy and remix into their own culture! 

 

6 reasons to be part of the Future Developer Summit

We’re currently on countdown mode. The Future Developer Summit is coming on April 7-8 to help developer marketing and relations leaders engage open-source developers.

But to us and our participants, it’s more than that. We are not just creating an event unlike the rest. We are creating a community of handpicked professionals who work together to push the boundaries of developer programs. As we are designing all aspects of the event, from working with speakers about their presentations to the music that will play as directors and industry leaders go through their challenges with their industry peers, we try to have all our efforts answer the trickiest of questions:

  • How will we deliver real, tangible value to our community members to empower them to shape the future of developer programs? and
  • Why would someone want to come to our event?

Well, here’s the answer:

  1. It’s an exclusive, invite-only event. This means you have the chance to share best practices with other leaders in the developer marketing and relations world, as senior peer-to-senior peer.
  2. Experience the power of a community of director-level professionals who design developer strategies together. The Future Developer Summit is building a community for developer marketing and developer relations leaders, who acknowledge and embrace the value of collective effort and its impact on individual work. After the event, you will get back to work enriched with insights, new knowledge and ideas to maximize the impact of your developer program.
  3. It’s a full pack learning experience. And it’s definitely not an endless line of slide after slide. We have designed a variety of sessions so that you can make most of your time onsite. We have prepared for you 11 lightning talks, 4 keynotes, 3 fireside chats, 3 panels, and 2 interactive workshops where you will work in groups side by side with your industry peers. Plus: it is participatory. We want you to share your ideas or challenges. Polyphony is the only way forward for us and an integral part of our community.
  4. It’s aligned with the industry pulse. Each Summit covers a different aspect of the developer marketing and developer relations industry and aims to start a meaningful conversation for the community and its leaders. For April, the theme is focused on engaging open-source developers.
  5. It’s a platform for new ideas to grow. The interactive workshops combined with a diverse attendee roster help plant the seeds for innovative ideas to turn into strategies and push towards the future. From the 2017 Future Developer Summit, the “Developer Marketing and Relations: The Essential Guide” was born and is now, with its second edition, the most inclusive book and go-to guide for anyone who seeks to navigate and advance their career in the developer marketing and relations industry.
  6. It’s personal. A great opportunity to know the people behind the roles. People with whom you face the same challenges, in the same industry. People you can teach and learn from.
    Plus: The speaker lineup is outstanding! All Future Developer Summit speakers are developer marketing and relations leaders in the world’s biggest organisations such as Microsoft, IBM, Facebook, GitHub and more.

We take pride in designing an immersive developer marketing learning and community partaking experience. Our latest Future Developer Summit earned an NPS score of 94 and put smiles on many faces, including ours. Why such a high score? We’ll let our attendees answer that for us:

I met some awesome people, derived practical and useful knowledge, and felt a lot of love from folks who listened to my talk. You created a wonderful, safe environment that allowed for a real, candid conversation. I think the focus on D&I was a major factor in this.” – Tim Falls, Digital Ocean

This was an awesome event because the attendees are all leaders in Developer Relations at their company. Great networking and data-sharing opportunity! Thanks /Data!” – Larry McDonough, VMware

Future Developer Summit is an excellent resource for learning and networking with developer marketing leaders #HighQuality” – Jason Fournier, You.i TV

My annual moment to reconnect with a community of like-minded practitioners in a meaningful, focused manner.” – Katie Miller, Google

Great event – I have learned so much and met amazing people.” – Amanda Whaley, Cisco

Want more? Watch our video (warning: it’s a big teaser) and head over to futuredeveloper.io.

Tech professionals and directors group photo at the Future Developer Summit
2019 Attendees