I almost titled this post “Wasting Company Time & Burning Yourself Out” considering some of the interactions and involvement I’ve seen in the DevRel Community of late. But I’ll get to that drama and angry frustrations later in the post, but immediately let’s get down to brass tacks.

As I dive into the nuances of traveling as a Developer Advocate, it’s crucial to clarify that this post isn’t just about logistics or coping mechanisms, but about the larger strategic picture beyond just the tactical underpinnings of day to day travel, airports, train stations, and the like. Instead, I aim to delve into what underpins the demand for travel as a developer advocate. Travel is far more than just getting from point A to point B to partake in an action. It’s about positioning myself—and by extension, the organizations and efforts I represent—to make meaningful connections, drive impact in decisions, and stay ahead in a rapidly evolving industry.

Strategic Travel: Guiding the Future of Major Projects

When it comes to strategic trips, the stakes are high. These aren’t just any industry conferences or casual meetups; they’re focused events where the future of a project might hang in the balance. Take, for example, a situation where a software fork of a major open-source project is on the horizon. The decision to fork isn’t taken lightly—it’s a move that could redefine the project’s trajectory, influence developer adoption, and ultimately shape the software landscape for years to come. Being on the ground and having built connections with the people involved face to face is irreplaceable. Having just had few meetings or video conf calls doesn’t cut it, one can’t replace the built trust of time spent face to face builds. This is where traveling to where people are, as an advocate, become priceless.

In these scenarios, my travel is centered around influencing and guiding these pivotal moments. I’m there to represent the interests of my company, to ensure that our vision and goals align with where the project is heading. This might involve meeting with the core contributors, understanding their motivations, and providing insights that can help steer the project in a direction that benefits both the community and the enterprise. It’s about being at the table when decisions are made, rather than reacting to them after the fact.

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