One of my favorite jokes about DevRel is that the First Commandment of DevRel seems to be, upon getting the job, you must then immediately turn around and create a self congratulatory blogpost/podcast/Twitter Space about "How To Get Into DevRel". Surely everyone wants to be in DevRel, yes? By 2030 no engineers will be left, tech will just be all devrels devrelling their $19 ebooks and $10 Substacks and $4.99 Super Follows to each other and we shall have achieved Universal Basic Devrel.
On a more serious note, I was awakened to the limits of DevRel by an anecdote from a previous manager, who was told we couldn't have more headcount because "hey, you're already 10% of the company! Do more with what you have!"
Which is a very good point - there's probably an optimal proportion of devrel team sizing, similar to the now-accepted wisdom that there should be between 5-8 engineers to every engineering manager, with parallel product management, product marketing, and product design (and, if you're really fancy, product analytics) people attached in various ratios.
Sidenote: In fact, you probably want DevRel headcount to scale sublinearly to both the number of your engineers at the company and to the number of customers, if you want any hope of improving profit margins in future.