Funding Is an Outcome of Building a Good Business

Jopwell helps companies broaden their applicant pools by connecting them with Black, Latino, Hispanic, and Native American students and professionals. Braswell saw a mismatch between companies claiming they could not find this talent and the people he knew in his community. His experience entering finance through early access programs helped him recognize how unusual that path was.

Unable to build the product himself, Braswell and co-founder Ryan pitched companies with a deck and got several soft commitments, formalized in one-page letters of intent. They raised $500,000 from family, friends, and their networks in about six weeks, then hired their first engineer and grew to a four-person team. After Techstars rejected them, they launched in January, gained traction, and later joined YC.

Braswell describes Jopwell as a referral at scale for candidates who may lack connections inside companies. Its profile information, including interests, preferred work environment, and career history, helps surface roles candidates may not have considered. The platform focuses mainly on entry- and mid-level talent, and its community has grown through word of mouth, events, and partnerships.

Braswell says founders should focus on customers, traction, and a product people want rather than treating fundraising as the goal. Jopwell had little reason to apply to accelerators before it had a business, but later raised $3.5 million after gaining traction and joining YC. He also advises founders to consider earning revenue, such as making their first $100,000, before assuming venture capital is necessary.

As Jopwell grew from a small team toward 15 to 20 employees, Braswell had to shift from being a friend to acting clearly as CEO. He says the CEO must keep the company’s vision and priorities understood while giving people feedback. At 35 employees, he protects time for focused work and uses regular coffee meetings with employees to listen and learn.