ExceptionAlly helps parents navigate the special needs education labyrinth

The challenges faced by parents of kids with special needs are always unique, but in one way they are surely much alike: making sure the kids are getting what they need from schools is way harder than it ought to be. ExceptionAlly is a new startup that aims to help parents understand, organize, and communicate all the info they need to make sure their child is getting the help they require.

“There are millions of parents out there trying to navigate special education. And parents with special needs should have access to more information than what one school tells them,” said ExceptionAlly co-founder and CEO Rayford Davis. “Those with the means actually hire special education attorneys, but those are few and far between. We thought, how can we democratize this? So we’re trying to do what TurboTax did for CPAs: deliver a large percentage of the value for a small percentage of the cost.”

The company just emerged from Y Combinator and is pursuing full deployment ahead of this school year, with a visibility push during the usual back-to-school dates. It’s still early days, but Davis tells me they already have thousands of users who are taking advantage of the free and paid aspects of the service.

Just because a parent has a kid with dyslexia, or a hearing impairment, or a physical disability, doesn’t mean they suddenly become an expert in what resources are out there for those kids — what’s required by law, what a school offers voluntarily, and so on. Achieving fluency in these complex issues is a big ask on top of all the usual parental duties — and on top of that, parents and schools are often put in adversarial positions.

There are resources out there for parents, certainly, but they’re scattered and often require a great deal of effort on the parent’s part. So the first goal of the service is to educate and structure the parents’ information on the systems they’re dealing with.

Based on information provided by the parent, such as their kid’s conditions or needs, and other information like school district, state and so on, the platform assists the parent in understanding both the condition itself, what they can expect from a school, and what their rights are. It could be something as simple as moving a kid to the front row of a classroom to knowing how frequently the school is required to share reports on that kid’s progress.

Parents rarely know the range of accommodations a school can offer, Davis said, and even the schools themselves might not know or properly explain what they can or must provide if asked.

For instance, an IEP, or individual education plan, and yearly goals are required for every student with special needs, along with meetings and progress reports. These are often skipped or, if not, done in a rote way that isn’t personalized.

Davis said that by helping parents collaborate with the school and teacher on IEPs and other facets of the process, they accomplish several things. First, the parent feels more confident and involved in their kid’s education, having brought something to the table. Second, less pressure is put on overworked teachers to produce these things in addition to everything else they have to do. And third, it either allows or compels schools to provide all the resources they have available.

Naturally, this whole process produces reams of documents: evaluations, draft plans, lesson lists, observations, reports, and so on. “If you talk to any parent of a child with special needs, they’ll tell you how they have file cabinets full of paperwork,” Davis said.

ExceptionAlly will let you scan or send it all these docs, which it helps you organize into the various categories and find again should you need them. A search feature based on OCR processing of the text is in development and should be in place for the latter half of the coming school year, which Davis pointed out is really when it starts being necessary.

That, he said, is when parents need to keep schools accountable. Being informed both on the kid’s progress and what the school is supposed to be doing lets the resulting process be collaborative rather than combative. But if the latter comes to pass, the platform has resources for parents to deploy to make sure the schools don’t dominate the power equation.

“If things progress that way, there’s a ‘take action toolkit’ to develop communications with the school,” Davis said. Ideally you don’t want to be the parent threatening legal action or calling the principal at home. A timely reminder of what was agreed upon and a nudge to keep things on track keeps it positive. “It’s sort of a reminder that we should all be on ‘team kid,’ if you will,” he added.

Schools, unfortunately, have not shown themselves to be highly willing to collaborate.

“We spent about six months talking to over a hundred schools and districts. What we found was not a lot of energy to provide parents with any more information than what the school was already providing,” Davis explained.

The sad truth here is that many schools are already neck deep in administrative woes, the teachers are overworked and have new responsibilities every year, and the idea of volunteering for new ones doesn’t strike even the most well-intentioned schools as an attractive one. So instead, ExceptionAlly has focused on going directly to parents, who, confidently and well-armed, can take their case to the school on their own.

“Listen, we’re not getting ready to solve all of education today with our solution. We’re going to find that one mom who says, “I know there’s more out there, can someone help me find it?” Yes, we’re going to help you do that,” he said. “Could that put pressure on the system? As long as it does it legally and lawfully, I am perfectly okay with advocating for a child and parents’ legal rights and putting pressure on the system to give them what they by law deserve.”

After the official launch ahead of this school year, the company plans to continue adding features. Rich text search is among them, and deeper understanding of the documents could both help automate storage and retrieval and also lead to new insights. At some point there will also be an optional program to submit a child’s information (anonymously, of course) to help create a database of what accommodations in which places and cases led to what outcomes — essentially aggregating information direct from the source.

ExceptionAlly has some free content to peruse if you’re curious whether it might be helpful for you or someone you know, and there are a variety of paid options should it seem like a good fit.

Waymo names ex-Netflix, Cruise Automation executive as chief people officer

Waymo, the former Google self-driving project that spun out to become a business under Alphabet, has hired former Netflix and Cruise Automation executive Tawni Nazario-Cranz as its chief people officer.

Nazario-Cranz will be responsible for hiring workers, shaping the company’s culture and diversity initiatives. She will report directly to Waymo CEO John Krafick. The executive comes with a long background in human resources, including a 10-year stint at Netflix, Bausch & Lomb and FedEd Kinko’s. She was most recently chief people officer at Cruise, GM’s self-driving unit, a position she held for eight months before leaving in April, according to her LinkedIn profile.

Nazario-Cranz’s hiring comes at an auspicious time for Waymo, which is poised to launch its first driverless service later this year. Waymo is already shuttling a group of approved “early riders” in self-driving vehicles without a human test driver behind the wheel in the Phoenix area. The company has also been expanding partnerships with automakers. In May, Waymo said it would order up to 62,000 self-driving minivans from Fiat Chrysler for its driverless ride-hailing service.

Waymo has also formed a strategic partnership with Jaguar Land Rover, with plans to make the new electric I-Pace part of Waymo’s driverless fleet beginning in 2020.

The burgeoning autonomous vehicle industry, which has exploded in the past two years, requires people with specific and highly sought skills. The limited pool of talent has made recruitment and retention of skilled workers a highly competitive process.

And while salary, benefits and perks can lure new talent, it’s a company’s culture that often keeps them there. Nazario-Cranz has experience here, including co-authoring Netflix’s first culture document, which Facebook COO Sheryl Sandberg said “may well be the most important document ever to come out of the Valley.”

Amazon is retiring CPM Ads, a display ad network for Amazon Associates, by the end of September

Amazon, by more than one account, wants to become a big competitor in advertising against the likes of Facebook and Google, but its approach to how it will do this is something of a moving target, with pieces coming and going. In the latest development, the company has quietly announced that it is retiring by the end of September an ad product called CPM Ads. CPM Ads were first launched in 2014 and represented an early foray into display advertising for Amazon, allowing smaller web publishers that were a part of the company’s Amazon Associates affiliate program to run banner and other ads on a cost-per-impression (CPM) model on their sites.

Amazon notified Associates with an alert on their dashboards today (see above) and it has also provided a note on the retirement in its help topics for affiliates. It notes that CPM Ads will be stopped on September 30, 2018, with the last payments coming by November 30, and reports on ads getting discontinued on December 31.

Amazon does not explain why it has decided to phase out CPM Ads — we have contacted the company to ask — but one reason could be because the company is either moving more publishers to other ad units and/or these have not proven to be as popular as expected. The retirement note suggests publishers consider its Unified Ad Marketplace and Native Shopping Ads, if they qualify to use them.

Amazon describes the Unified Ad Marketplace as another display ad product that brings together Amazon and supply-side platforms (which aggregate ad space from many publishers; examples include AppNexus, DoubleClick and the Rubicon Project). But it appears that it seems to be geared to larger sites, rather than smaller publishers, as CPM Ads were.

Native Shopping Ads is another Associates product, and as such it is aimed at the same publishers that were using the CPM Ads. But (as with all native ads) these don’t come in the form of banners, but as product placements either within or just below text, and are meant to be for products that are triggered by content on the page.

Amazon’s retiring of CPM Ads comes at a time when many are predicting that the company wants to take a bigger, not smaller, step into the ad world.

There have been reports that Amazon is gearing up to launch a retargeting ad product aimed to compete against the likes of Google and Criteo. Retargeted ads are based on your browsing and follow you around the web in the hopes of bringing you back eventually to buy products, in this case on Amazon. If you have spent five minutes on Amazon or another e-commerce site, and have then seen your browsing history from those sites presented back to you in the form of ads for days afterwards, then you know what retargeting is. Amazon was a big user of retargeting ads on other networks; now, it seems, it wants to run ads like this on its own network.

Others have predicted that the company is planning more search and video-related advertising formats on its own platforms; and that the company is looking to work with third parties to develop ad products for mobile and TV screens.

Amazon made some $4 billion in advertising revenues in 2017, and it is projected to make $9.5 billion this year. These are still modest numbers: as a point of comparison, Google pulled in $95 billion in 2017.

Nevertheless, Amazon remains a huge competitor to Google in other areas, and since a leadership position can sometimes seemingly evaporate overnight, Google is not sitting idly. It has been working on ways of improving its own direct shopping links in areas like search, bringing its platform (and its advertising) a little closer to how Amazon does business.

Bannersnack makes it easy to punch the monkey (and more)

An app like Bannersnack is something you never think you need until you do. Designed by a digital marketer from Romania, Gabriel Ciordas, the app was originally called FlashEff and was used to create Flash banners for online marketers. Over time, however, HTML5 and graphics overtook Flash and the company pivoted to offering easy-to-use design tools for marketers and business owners.

The service is free to try and costs $7 a month 30 thirty static images and $18 a month gets you embedded banners with full analytics. The company is completely bootstrapped and has been working in the space since 2008.

“Bannersnack has always been self-funded. We built our resources step by step, as our business grew together with our efforts. We think it’s fair to say that we worked for every penny we’ve ever gotten and further invested it back into growing our business,” said Ciordas.

The service has 100,000 monthly users who create 180,000 visuals a month. They offer standalone graphics as well as responsive HTML5 images. The most interesting tool, the Banner Generator, creates banners in multiple sizes instantly, freeing business owners up to do what they do do best: sell stuff.

Again, it is rare to see a product so focused on a single, important niche and Bannersnack fits the bill. While you could fire up Pixelmator and try to make your own banners, this tool is surprisingly pleasant to use and works quite well.

“Our main objective is to empower marketers, designers, and business owners, while reshaping the way agencies and businesses create visuals for their marketing purposes,” said Ciordas. After all, not everyone has the skills or talent to create flashing banners featuring exciting mortgage reduction opportunities and free iPad sweepstakes.

Google Calendar gets an ‘Out of Office’ mode

Google Calendar is the latest Google app to get an update focused on improving users’ “digital wellbeing.” The company announced today it’s rolling out a new “Out of Office” feature in Google Calendar, alongside a setting for customizable working hours. The working hours signal to others when you’re unavailable, and allows Google Calendar to automatically decline meetings on your behalf outside those hours.

For starters, you’ll find there’s a new “Out of Office” calendar entry type you can select when you’re creating an event via Google Calendar on the web.

For example, if you’re scheduling the dates of your vacation, you could mark that event as “Out of Office.” If others send you meeting invites during this period, Google Calendar will decline them without your involvement.

It’s a feature users have requested for years to complement Gmail’s Vacation Responder.

Google also says it will attempt to automatically detect when event types should be denoted “Out of Office,” based on the event title.

Another new feature will allow you to better customize your working hours in Google Calendar.

Currently, you can set working hours to one interval for all days of the week, but now you’ll be able to customize your hours for each day separately. This will help people who have irregular availability — not the usual 9 to 5, so to speak.

Google Calendar will also try to infer your working hours based on your prior scheduling patterns, and may prompt you to confirm them in the app’s Settings.

The changes, while seemingly small, are part of a broader movement at Google to promote digital wellbeing across its platforms.

In recent months, the company has introduced a number of features focused on helping people better manage their time, and fight back against the addictive nature of smartphones and digital services.

For example, at its I/O developer conference in May, Google introduced new time management controls for Android users, and it has a set of screen time tools for parents to use with children via Family Link.

It even rolled out new tools to help YouTube users cut down the time they spend mindlessly watching videos.

Other services, like Gmail and Google Photos, utilize machine learning and AI to reduce the time spent in-app, by doing things like prioritizing the important mail, or automatically editing your photos.

The new Google Calendar tools are rolling out now to G Suite users, Google says. Presumably, a broader consumer release will soon follow.

Lyft valuation hits $15.1 billion after fresh $600 million in funding

Lyft has raised an additional $600 million in a Series I financing round led by Fidelity Management & Research Company, pushing its post-money valuation to $15.1 billion. The company’s value has more than doubled in the past 14 months.

Senator Investment Group LP joined Fidelity in the capital raise. Fidelity has poured more than $800 million into the ride-hailing company, making it one of Lyft’s largest investors.

Lyft has spent the past 18 months aggressively expanding into new U.S. cities, as well as into Canada and pursuing its autonomous vehicle ambitions. Lyft’s plans — along with some of rival Uber’s scandalous missteps — have helped the company increase its market share in the U.S. to 35 percent. In January 2017, Lyft had just 22 percent market share in the United States.

Of course, scaling up is a costly affair. And Lyft has spent the past year seeking investor money. The ride-hailing company has raised $2.9 billion in primary capital — that includes the $600 million announced Wednesday — since April 2017.

In total, Lyft has raised $5.1 billion since its inception. Other investors from previous rounds include AllianceBernstein, Baillie Gifford, KKR, Janus CapitalG, Rakuten and Ontario Teachers’ Pension Plan.

Microsoft launches two new Azure regions in China

Microsoft today launched two new Azure regions in China. These new regions, China North 2 in Beijing and China East 2 in Shanghai, are now generally available and will complement the existing two regions Microsoft operates in the country (with the help of its local partner, 21Vianet).

As the first international cloud provider in China when it launched its first region there in 2014, Microsoft has seen rapid growth in the region and there is clearly demand for its services there. Unsurprisingly, many of Microsoft’s customers in China are other multinationals that are already betting on Azure for their cloud strategy. These include the likes of Adobe, Coke, Costco, Daimler, Ford, Nuance, P&G, Toyota and BMW.

In addition to the new China regions, Microsoft also today launched a new availability zone for its region in the Netherlands. While availability zones have long been standard among the big cloud providers, Azure only launched this feature — which divides a region into multiple independent zones — into general availability earlier this year. The regions in the Netherlands, Paris and Iowa now offer this additional safeguard against downtime, with others to follow soon.

In other Azure news, Microsoft also today announced that Azure IoT Edge is now generally available. In addition, Microsoft announced the second generation of its Azure Data Lake Storage service, which is now in preview, and some updates to the Azure Data Factory, which now includes a web-based user interface for building and managing data pipelines.

ProtonMail suffers DDoS attack that takes its email service down for minutes

It’s been an unexpectedly slack day for digital comms services. It’s not just workplace IM tool Slack suffering outages but end-to-end encrypted email service ProtonMail too.

In the latter case, the company has blamed several hours’ worth of sporadic outages on a major DDoS attack.

In a statement on Reddit the company says the attack is “unlike the more ‘generic’ DDoS attacks that we deal with on a daily basis” — which in turn meant its upstream DDoS protection service (Radware) needed more time than usual to mitigate the attack.

The longest outage has been “on the order of 10 minutes”, according to ProtonMail.

Back in 2015 the then fledgling startup suffered a major DDoS attack. And felt compelled to pay a ransom to fend off the hackers — a decision which earned it criticism from some segments of the security industry, and is perhaps coming back to haunt it now. Although the experience also led ProtonMail to spend on upgrading its defenses.

Since then it’s had a good record with uptime, despite dealing with DDoS attacks on a daily basis.

That said, while it’s claiming today’s attacks were orders of magnitude bigger than usual, its CTO Bart Butler also sounds less than pleased with how things went down today, tweeting in response to a user: “We will be evaluating this incident in the future, as it definitely should have been handled better.”

“Radware is making adjustments to their DDoS protection systems to better mitigate against this type of attack in the future,” the company also writes on Reddit. “While we don’t yet have our own measurement of the attack size, we have traced the attack back to a group that claims to have ties to Russia, and the attack is said to have been 500 Gbps, which would be among the largest DDoS’s on record.”

“It is multi-vector, and they are dynamically changing the type of attack traffic they are sending at us, so it’s a higher level of sophistication than the usual ones,” founder Andy Yen told us, in the midst of firefighting the attack earlier today.

He also pointed out that the attackers’ Twitter feed included them having “called in a lot of fake bomb threats recently”, adding: “They are clearly bad actors and we will pass on any intelligence we gather to the appropriate authorities after we make our own investigation and research.”

A little later today, and a little more comfortable about having got the attack under control — despite confirming the attackers are “still hitting us” — Yen said: “Throughout the day, we have gotten a lot better at blocking this type of attack so now things are stable.

“I wouldn’t go so far as to say we have ‘won’ as these things can sometimes go on for multiple days, but its much harder for them to get through now.”

Asked why he thought ProtonMail is being targeted he declined to speculate, saying only: “The reason behind these attacks is always hard to know for sure. For instance, a lot of times, the stated reason is a cover for the actual reason.”

Meanwhile the Russian hackers claiming responsibility for ProtonMail’s attack — a group calling itself Apophis Squad — had been using Twitter (where they appear to have had an account since October 2016) to taunt ProtonMail users and trade insults with Butler.

Summing up, Yen dubs it “a rough day for messaging”.

Though at the time of writing it’s still not clear what the root cause of Slack’s issues are.

Warby Parker’s Dave Gilboa is coming to Disrupt SF

In 2010, the eyewear industry got its long-awaited new player. Warby Parker entered the market with a simple offering: stylish Rx glasses, bought online, for a reasonable price.

While this sounds like a pretty obvious concept in 2018, the world of ecommerce was just beginning its insane growth streak back in 2010. And glasses, of all things, weren’t something that many people thought could be purchased online.

But through a simple try-before-you-buy system, Warby Parker made it possible.

Flash forward eight years, and Warby Parker has become a household name, with more than 50 stores across the United States and Canada, and more than $290 million raised. The brand has evolved beyond a simple set of glasses to become an example for many startups, particularly where social good is concerned.

For each pair of glasses sold, Warby Parker donates a pair to someone who needs glasses but doesn’t have access to them.

All that said, we’re obviously thrilled to have Warby Parker cofounder and Co-CEO Dave Gilboa join us on stage at Disrupt SF.

Gilboa has helped Warby Parker grow from a small ecommerce startup to a massive brand, and has helped evolve the company beyond an ecommerce brand, providing vision tests alongside the product.

At Disrupt SF, we’ll discuss how Warby grew its ecommerce presence, the company’s approach to offline retail vs online, and what’s next in store for Warby Parker.

Gilboa joins other notable speakers such as Drew Houston, Priscilla Chan, Ashton Kutcher, Reid Hoffman, and many more.

Tickets to the conference, which runs September 5 to September 7, are available here.

Warby Parker’s Dave Gilboa is coming to Disrupt SF

In 2010, the eyewear industry got its long-awaited new player. Warby Parker entered the market with a simple offering: stylish Rx glasses, bought online, for a reasonable price.

While this sounds like a pretty obvious concept in 2018, the world of ecommerce was just beginning its insane growth streak back in 2010. And glasses, of all things, weren’t something that many people thought could be purchased online.

But through a simple try-before-you-buy system, Warby Parker made it possible.

Flash forward eight years, and Warby Parker has become a household name, with more than 50 stores across the United States and Canada, and more than $290 million raised. The brand has evolved beyond a simple set of glasses to become an example for many startups, particularly where social good is concerned.

For each pair of glasses sold, Warby Parker donates a pair to someone who needs glasses but doesn’t have access to them.

All that said, we’re obviously thrilled to have Warby Parker cofounder and Co-CEO Dave Gilboa join us on stage at Disrupt SF.

Gilboa has helped Warby Parker grow from a small ecommerce startup to a massive brand, and has helped evolve the company beyond an ecommerce brand, providing vision tests alongside the product.

At Disrupt SF, we’ll discuss how Warby grew its ecommerce presence, the company’s approach to offline retail vs online, and what’s next in store for Warby Parker.

Gilboa joins other notable speakers such as Drew Houston, Priscilla Chan, Ashton Kutcher, Reid Hoffman, and many more.

Tickets to the conference, which runs September 5 to September 7, are available here.