Jared Garcia's Work | ContraWork by Jared Garcia
Jared Garcia

Jared Garcia

Fractional COO turning startup chaos into scalable systems

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Cover image for Sales and GTM Systems Rebuild
PathSpot's
Sales and GTM Systems Rebuild PathSpot's sales team lacked structured processes, a functioning CRM, and a system for tracking customer health, resulting in stalled pipeline growth and inconsistent retention. I rebuilt the sales team, restructured the CRM, and designed a 12-point Customer Health Score with Customer Success to systematize retention. Result: grew the sales pipeline 300% to $1M MRR, increased closed-won MRR 650%, and reduced churn to zero across consecutive quarters.
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Cover image for Healthcare Hardware-Software Product Delivery
A B2C
Healthcare Hardware-Software Product Delivery A B2C Android healthcare application needed to sync reliably with a hardware insulin-delivery device while meeting pre-FDA approval standards, requiring tight coordination between hardware and software teams. I managed the client relationship and software development process, coordinating bi-weekly dev cycles to keep both tracks aligned. Result: delivered a functioning hardware-software integration ahead of FDA submission over a 6-month engagement.
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Cover image for Web3 Partnership Strategy and Negotiation
A
Web3 Partnership Strategy and Negotiation A new blockchain-based travel loyalty platform lacked partner relationships, and a crypto exchange client needed competitive intelligence to prioritize partnerships, all while navigating SEC and GDPR constraints. I led partner-facing strategy and presentations, delivered competitor analysis and partnership valuation, and directed product strategy within regulatory requirements. Result: advanced negotiations to term sheet stage with three major travel partners and identified high-ROI integration opportunities.
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Cover image for Three AI SaaS products and
Three AI SaaS products and a consulting practice lacked unified planning and GTM strategy. I built a company-wide Operational Planning Framework centralizing OKRs across all four business lines (Prospectory, Projectory, Monitory, and Consulting), led GTM strategy for the flagship product, and defined pricing models. Result: unified execution accountability for the first time, plus 35% increase in GTM output and 10% improvement in product velocity.
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