Shantelle
Awomoyi

From complexity
to clarity.

I work at the intersection of product, commercial and growth, translating complex products into clear market understanding and sustainable adoption.

View selected work
Results
83%
of SME applicants onboarded in 30 min, down from 2 days
12k+
registered active users on a fully repositioned product narrative
3rd
largest network by validator count — Gnosis Chain

About

Built at the
revenue
interface

My work focuses on clarifying how products are positioned, introduced and understood in market. I'm particularly drawn to environments where product marketing plays a strategic role, not just in execution, but in aligning teams and accelerating adoption.

I've worked across B2B SaaS fintech and decentralised infrastructure, in roles that placed me directly at the intersection of product delivery, commercial conversations and customer reality. What connects them is the same challenge: products that are technically strong but poorly understood.

I approach that gap as a problem of clarity, trust and alignment, and I build the systems and narratives to close it.

Selected Work

Four roles.
One
through-line.

Across each engagement the core challenge has been the same: technically capable products failing to be understood.
Click any project to read the full case study.

01
Modulr
CX Product Manager — Embedded Payments
Onboarding: 2 days → 30 min for 83% of applicants

Context & Problem

Modulr is a regulated embedded payments company providing payment infrastructure to SMEs and enterprise platforms. As CX Product Manager I owned SME onboarding end-to-end, and later led the company's only fully cross-functional squad spanning engineering, design, operations and commercial.

Growth friction wasn't technical. Customers dropped off due to long onboarding times, inconsistent messaging between product and commercial teams, and regulatory complexity translating poorly into lived customer experience.

What I Did

  • Sat directly on sales and marketing calls to understand buyer objections and decision drivers
  • Conducted win/loss analysis to identify recurring friction in deals and onboarding
  • Created internal battlecards and objection-handling materials for sales teams
  • Produced alignment documents translating product capabilities into commercial language
  • Translated regulatory and operational requirements into scalable product workflows

Outcome

"Reduced SME onboarding time from 2 days to 30 minutes for ~83% of applicants, by solving the communication problem, not just the technical one."

PMM Learning

Modulr was where I realised product marketing naturally sits at the intersection of product, customer understanding and commercial execution. Adoption challenges are rarely technical, they are problems of clarity, trust and alignment.

02
Gnosis Builders
Go-to-Market Leadership — Decentralised Infrastructure
Gnosis Chain → 3rd largest by validator count

Context & Problem

Gnosis Builders focused on growing adoption across the Gnosis ecosystem, targeting developers, validators and early-stage founders. The technology was strong but required clearer positioning and structured participation pathways to convert awareness into real network growth.

The challenge was turning fragmented community activity into measurable adoption.

What I Did

  • Defined developer narrative and built primary distribution channels
  • Designed hackathon and builder activation strategies driving sustained participation
  • Led validator adoption via messaging, education and activation campaigns
  • Executed GTM for joint venture products within the ecosystem
  • Built pathways moving builders from discovery → experimentation → funded projects

Outcome

"Contributed to Gnosis Chain becoming the 3rd largest network by validator count. Scaled distribution channels to 20k+ followers within three months."

PMM Learning

Technical adoption happens when infrastructure becomes understandable and trustworthy. This role taught me how to translate complex systems into clear participation narratives and design repeatable activation loops that convert interest into real usage.

03
Circles
Product Marketing Lead — Repositioning
12,000+ active users on a repositioned narrative

Context & Problem

Circles was an existing protocol undergoing redevelopment. Legacy positioning around Universal Basic Income created adoption friction and limited market understanding. The core challenge wasn't technical, it was narrative.

Internal teams lacked alignment on target users and value proposition, while product development and market understanding were evolving simultaneously.

What I Did

  • Led full repositioning: "UBI experiment" → "Social Money infrastructure"
  • Established rapid OODA-loop feedback cycles, iterating messaging alongside product dev
  • Created shared positioning frameworks aligning product, ecosystem and leadership
  • Built reporting structures to track adoption signals and marketing learning
  • Represented Circles externally, including speaking at the University of Oxford

Outcome

"Successfully repositioned Circles under a new market narrative still in use today. Enabled continued adoption reaching 12,000+ active users."

PMM Learning

Product marketing in early-stage environments is fundamentally about sensemaking. When products and markets evolve simultaneously, the PMM's role is to create clarity, aligning teams internally while helping users understand a new category as it emerges.

04
Metri & uRamp
Sole PMM — Early-Stage Incubation
1,500+ beta users across two product launches

Context & Problem

At Gnosis Studio I worked as sole PMM across 4+ early-stage incubations simultaneously, Metri and uRamp are two of them. Both were infrastructure products at different maturity stages, requiring market definition alongside product development with no established playbook.

What I Did

  • Defined initial positioning and value propositions for both products
  • Designed phased rollout strategies treating launches as learning environments
  • Led Metri beta launch at Dappcon via combined in-person and digital activation
  • Delivered GTM for uRamp, a fiat on-ramp supporting Gnosis Pay
  • Coordinated product, payments, compliance, partnerships and growth teams

Outcome

"Onboarded 1,500+ users through phased rollout and iteration. Enabled integration between regulated fiat providers and stablecoin infrastructure, opening new distribution pathways."

PMM Learning

Early-stage product marketing is less about promotion and more about reducing uncertainty. Success comes from continuously aligning product reality, customer understanding and organisational direction while the product is still evolving.

Approach

How I
think about
the work

01 Start with customer reality
02 Translate complexity into shared understanding
03 Build systems that help organisations make better decisions

I see product marketing as the discipline responsible for connecting product development with market reality.

My work typically centres on identifying where adoption slows. Whether through unclear positioning, fragmented communication or organisational misalignment, and helping teams establish clarity, alignment and momentum.

I'm drawn to environments where product marketing contributes upstream to strategic decisions, not just downstream to launch execution. The most interesting problems sit at the boundary between what a product can do and what the market is ready to understand.

Across fintech and decentralised infrastructure, the pattern has been consistent: technical quality is rarely the bottleneck. Understanding is.

Let's talk.

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