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Amperity acquires Custora to improve its customer data platform

Amperity announced today that it’s acquiring another company in the customer data business, Custora.

Amperity co-founder and CEO Kabir Shahani told me that Custora’s technology complements what Amperity is already offering. To illustrate this point, he said that customer data tools fall into three big buckets: “The first is know your customer, the second is … use insights to make decisions, the third is … activate the data and use it to serve the customer.”

Amperity’s strength, Shahani said, is in that first bucket, while Custora’s is in the second. So with this acquisition (Amperity’s first), the existing Amperity technology will become the Amperity Customer 360, while Custora is rebranded as Amperity Insights.

The products can still be used separately, but Custora CEO Corey Pierson argued that they’re particularly powerful together.

“The stronger you actually know your customer, the stronger you have your customer 360 profile, the better those insights are,” Pierson said. “When we sit on top of Amperity, every insight we produce is more valuable to our customers.”

Shahani said Pierson and the rest of his team will be joining Seattle-based Amperity, with Custora’s New York office becoming the combined company’s East Coast headquarters.

The financial terms of the acquisition were not disclosed. According to Crunchbase, Custora previously raised a total of $20.3 million in funding.

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FCC approves T-Mobile/Sprint merger despite serious concerns

The FCC has given its stamp of approval to T-Mobile and Sprint’s proposed merger, saying the deal will “enhance competition” and hasten 5G deployment. Those opposed say the merger defies common sense, creating a triumvirate of mobile giants that will “divide up the market, increase prices, and compete only for the most lucrative customers.”

The two mobile companies have been attempting to merge for years, ostensibly in order to compete with the considerably larger AT&T and Verizon. (Disclosure: TechCrunch is owned by Verizon Media, but this does not affect our coverage in the slightest.)

Previous attempts at deals were blocked more or less on the grounds that while a consolidated market might make the new T-Mobile/Sprint entity more competitive, it would be a net negative for consumers, who would have less choice than ever. The announcement of a $60 million FTC settlement over anti-consumer business practices by AT&T when they had the leverage to carry them out is a timely reminder of the general temperament of mobile carriers.

This latest attempt by the two companies (and backers like SoftBank, which stands to make a bundle on the deal) has met with more success, and the Department of Justice approved it in July. The DoJ’s proposed remedies for competition problems created by the merger apparently gave the FCC “further confidence” in its approval, which Chairman Ajit Pai signaled earlier this year — interestingly, before those remedies were proposed.

Among other things, Sprint must sell its Boost Mobile brand, and T-Mobile must sell its interest in Dish Network. The hope is that Dish, Boost and a few other players will somehow band together to form a new insurgent wireless network that will rise to compete with its former masters.

Sound a bit far-fetched? FCC Commissioner Rosenworcel thinks so as well.

Commissioner Rosenworcel at her confirmation hearing

“Instead of promoting vigorous competition among providers, today’s order justifies increased concentration by jerry-rigging a new provider dependent on the government dictating who sells what to whom and when,” she said in a statement.”

Commissioner Starks indicated his dissent on other grounds as well, specifically recent charges that Sprint has been irresponsibly deploying funds from the Commission’s Lifeline program for low-income mobile subscribers.

“Sprint may be responsible for the most egregious violations of our Lifeline rules in FCC history,” Starks wrote in a statement. “Our review should have been held in abeyance following the Chairman’s recent announcement of an investigation into Sprint’s alleged misappropriation of Lifeline support for 885,000 ineligible accounts. If substantiated, this would represent the misuse of nearly 10 percent of the funds for the entire program.”

More than anything else, though, critics remain skeptical of the basic idea that consolidation will produce increased competition. In fact, the Justice Department even thinks that may happen, which is why it is requiring the carriers to hastily assemble a new competitor out of whatever parts are left laying around, including some still being used by T-Mobile and others.

“The proposed transaction is exactly the type of merger that the Justice Department and the Commission have discouraged and rejected in the past: one that would harm competition and result in higher prices and poorer service, particularly for the most vulnerable consumers,” wrote Starks.

Others are concerned that the deal seemed to be a done deal even before Justice handed down its recommendations to improve competition following the merger.

“The FCC majority prejudged the merits of this merger two months before the Justice Department found the combination of T-Mobile and Sprint to be anticompetitive and required the creation of a new fourth competitor to pass legal muster. Despite this radical change in the merger, Chairman Pai has refused to put the new arrangement out for public comment,” noted Gigi Sohn, who was counselor to former FCC Chairman Tom Wheeler.

“Three of my colleagues agreed to this transaction months ago without having any legal, engineering, or economic analysis from the agency before us,” wrote Rosenworcel. “The procedural irregularities that have plagued the FCC’s review of this transaction make it difficult to ensure this agency’s findings are credible—especially when in so many key respects they are at odds with the findings of the Department of Justice.”

Proponents of the deal lean heavily on promises being made that “New T-Mobile,” as it is referred to in the decision, will use its new position to quickly and efficiently deploy 5G to many markets it might not otherwise have reached.

“This transaction will provide New T-Mobile with the scale and spectrum resources necessary to deploy a robust 5G network across the United States,” said Chairman Pai in his statement regarding the decision. “New T-Mobile will make the mobile broadband market more competitive in large swaths of rural America where neither Sprint nor T-Mobile is currently a strong competitor to AT&T and Verizon.”

Pai says the idea that reducing the number of major carriers from four to three will be harmful to competition is a “simplistic, backward-looking claim.” The truth, he says, is that in many places this merger will increase the number of competitors from two (Verizon and AT&T) to three as T-Mobile enters the market. That’s fair speculation to be sure, but as Commissioner Starks points out, that idea too is simplistic. The truth is that reducing the number of major carriers will likely have serious and immediate negative effects as well as well as Pai’s imagined long-term benefits.

“In the short term, this merger will result in the loss of potentially thousands of jobs. In the long term, it will establish a market of three giant wireless carriers with every incentive to divide up the market, increase prices, and compete only for the most lucrative customers,” Starks writes.

While Justice and FCC approval were the largest obstacles to the proposed merger, much still has to occur before Sprint customers find their phones switching over to the T-Mobile network. More than a dozen states have opposed the merger and filed lawsuits, though those might be mooted under the new proposed scheme. Still, state-level challenges are no joke and may further delay the merger, especially if they are elevated to the federal level.

This story is developing; check back for updates.

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AT&T will pay $60 million over fake unlimited data ‘bait and switch scam’

AT&T is being punished at last for its shady claims of plans with “unlimited data” but were in reality nothing of the kind: The company has agreed to a $60 million settlement with the FTC, which has pursued the case for years. Some 3.5 million affected customers can expect partial refunds — little more than pocket money, but it’s something.

The complaint was filed almost exactly five years ago, after customer complaints from previous years had piled up. AT&T, after offering truly unlimited data plans for a few years, made changes to how the plans worked but not to how they were advertising. Starting in 2011, the company began throttling to a fraction of the speed they normally got customers with “unlimited data” who hit data caps. We’re talking kilobits here.

Naturally that’s not quite in line with the “unlimited” claims, and some people took AT&T and others to court early on over it. But the FTC’s 2014 complaint indicated that the feds were taking this seriously.

Because the complaint was so obviously true, AT&T attempted to thwart it via process, claiming that the net neutrality rules adopted in 2015 moved the authority to regulate mobile carriers from the FTC to the FCC, retroactively mooting the case. They pursued this ridiculous argument until last year, when a federal court slapped it down and the FTC’s process was allowed to continue unimpeded. And here we are 18 months later with a $60 million settlement.

“AT&T’s bait-and-switch scam is a good window into the many harms that result from dominant companies operating without the discipline of meaningful competition,” said FTC Chairman Rohit Chopra in a spicy statement accompanying the announcement. “Their market power, financial resources, and one-sided information gives them license to ignore their own contractual obligations while aggressively enforcing every little clause in the fine print. Consumers can accept the bad deal, walk away, or fight it, but each choice carries a cost, with dominant firms prevailing almost every time.”

Although $60 million is a drop in the bucket for a company the size of AT&T, the FTC action and other pressure also put executives on warning for prioritizing profits over customers with scams like this one.

“The company could have upheld its obligations to its customers by making the right infrastructure investments,” Chopra continued. “It certainly had the money to do so. In 2012, as the company boasted to investors that customers were fleeing its unlimited plan for tiered plans, it spent more on share buybacks than it invested in its wireless network. The bottom line is that AT&T fleeced its customers to enrich its executives and its investors.”

Unfortunately those customers will remain fleeced, as there are some 3.5 million of them and only $60 million to distribute. This will be divided between current and former AT&T customers as follows, according to the proposed settlement:

  • $7.5 million to be split by current AT&T customers who experienced throttling to 128 kbps
  • $29.7 million to be split by current AT&T customers who experienced throttling to 256 or 512 kbps
  • $6.3 million to be split by former AT&T customers who experienced throttling to 128 kbps
  • $16.5 million to be split by former AT&T customers who experienced throttling to 256 or 512 kbps

All this will be done “pro rata,” so if you were an early adopter who got throttled to 128 kbps every month of your year-long contract, you’ll get a bigger share than someone who only went over once and got throttled to 512 kbps.

There’s no need to fill anything out or submit a claim; if you’re currently an AT&T customer, you’ll get a bill credit, and if you’re a former customer you should get a check in the mail.

Naturally AT&T is barred from pulling anything like this again: The company can’t claim something is “unlimited” without prominent disclosure of the actual limitations on the service.

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Walmart reaches settlement with Tesla over solar panel fires, drops lawsuit

Walmart has dropped a lawsuit that accused Tesla of breach of contract and gross negligence after rooftop solar panel systems on seven of the retailer’s stores allegedly caught fire.

A settlement has been reached and stipulation of dismissal has been filed with the court, a Walmart spokesperson said in an email. It is unclear what the settlement entails. TechCrunch has requested more information and will update the article if new details emerge.

The two companies issued a joint release Tuesday announcing that the issues raised by Walmart have been resolved.

“Safety is a top priority for each company and with the concerns being addressed, we both look forward to a safe re-energization of our sustainable energy systems,” the emailed statement reads.

The resolution comes just three months after Walmart filed the lawsuit in New York state court. The lawsuit was aimed at Tesla Energy Operations, a division within the clean energy and electric vehicle automaker that was formerly known as SolarCity.

Days after the lawsuit was filed, the two companies announced efforts were underway to try to reach an agreement that would keep the solar installations in place and put them back in service, according to a joint statement issued at the time.

While the announcement signaled progress, the specter of a lawsuit still loomed. Until now.

Walmart said it sued Tesla after years of gross negligence and failure to live up to industry standards by Tesla, according to court documents. Walmart asked Tesla to remove solar panels from all 240 locations where they have been installed, as well as pay for damages related to fires that the retailer alleges stem from the panels. The lawsuit points to several fires on the retailer’s rooftops that allegedly stem from Tesla solar panels.

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Seismic acquires Percolate to expand its marketing tools

Seismic is announcing that it’s acquiring Percolate in a deal that it says is combining “two essential pillars of the marketing technology stack.”

It sounds like the two companies aren’t direct competitors, but they offer related tools: Seismic helps companies create and manage the content they use in sales and marketing, while Percolate expanded from a social media publishing tool to a broader suite of software for managing the marketing process.

As part of the acquisition, Percolate CEO Randy Wootton is joining the Seismic team, where he will continue to lead Percolate, and where he will report to Seismic CEO Doug Winter. The combined company will have a headcount of more than 800 people.

“Both of our companies endeavor to foster better alignment between marketing and sales and improve the buyer/seller interaction, resulting in accelerated deals and pipeline for our customers,” Wootton said in a statement. “Combining with Seismic allows Percolate to provide even more capability to our customer base and more value to the marketing ecosystem.”

The financial terms of the acquisition were not disclosed. Percolate raised a total of $106.5 million from investors including GGV Capital, Sequoia Capital, Lightspeed, Slow Ventures, Lerer Hippeau and First Round Capital, according to Crunchbase.

Seismic, meanwhile, raised a $100 million investment at a $1 billion valuation last year.

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Huawei calls hackers to Munich for secret bug bounty meeting

Chinese tech giant Huawei has asked some of the world’s best phone hackers to a secret meeting in Munich later this month as the company tries to curry favor with global governments, TechCrunch has learned.

Sources with knowledge of the November 16 meeting said Huawei will privately present its new bug bounty program, which would allow researchers to get financial rewards for submitting security vulnerabilities. The sources said the bug bounty will be focused on past and future mobile devices, as well as its new mobile operating system, HarmonyOS, Huawei’s Android competitor.

Other phone makers, including Apple, Google and Samsung, also have bug bounties.

The move comes at a time of increased pressure on Huawei over its links to the Chinese government. Huawei has denied U.S.-led claims that it could be forced to spy on behalf of Beijing. But that hasn’t stopped the federal government from imposing sanctions and obstacles from operating in the United States. That pressure has led companies like Google from pulling its support for Android, which Huawei relies on for its phones, prompting the tech giant to find or build alternatives.

One source described the event as similar to a secret meeting hosted by Apple in August, in which the tech giant handed its most prized security researchers special “dev” iPhones to hack and find security weaknesses.

The source said that Huawei’s bug bounty meeting was likely a way to show governments that it’s willing to work with hackers and security researchers to bolster the security of its products.

Huawei, which also makes networking equipment for telecom networks, came under fire by U.K. authorities earlier this year for failing to address “serious and systematic defects” in its software at a time it’s trying to prove its technologies do not pose a national security threat.

Chase Skinner, a spokesperson for Huawei, did not respond to a request for comment.

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The Xbox Elite Wireless Controller Series 2 is a truly great game controller

Microsoft’s original Xbox Elite controller was a major step up for gamers, with customizable buttons, changeable physical controls and adjustable sensitivity for serious personalization. The new Xbox Elite Controller Series 2 has just landed, and it offers similar features, but with new and improved features that add even more customization options, along with key hardware improvements that take what was one of the best gaming controllers available and make it that much better.

USB-C

This might seem like a weird place to start, but the fact that the new Xbox Elite 2 comes with USB-C for charging and wired connections is actually a big deal, especially given that just about every other gadget in our lives has moved on to adapting this standard. Micro USB is looking decidedly long in the tooth, and if you’re like me, one of the only reasons you still have those cables around at all is to charge your game controllers.

In the box, you get a braided USB-A to USB-C charging cable, which at nine feet is plenty long enough to reach from your console to your couch. Of course, you also can use your phone, tablet, MacBook or any other USB-C charger and cable combo to power up the Elite 2, which is why it’s such a nice upgrade.

This is big for one other key reason: Apple recently added Xbox controller compatibility to its iPad lineup, which also charges via USB-C. That’s what makes this the perfect controller for anyone looking to turn their tablets into a portable gaming powerhouse, as it reduces the amount of kit you need to pack when you want to grab the controller and have a good option for digging into some iPad gaming.

Adjustable everything

Probably the main reason to own the Elite 2 is that it offers amazing customization options. New to this generation, you can even adjust the resistance of the thumbsticks, which is immensely useful if you’re a frequent player of first-person shooter (FPS) games, for instance. This lets you tune the sensitivity of the sticks to help ensure you’re able to find the right balance of sensitivity versus resistance for accurate aiming, and it should help pros and enthusiasts make the most of their own individual play style.

The shoulder triggers also now have even shorter hair-trigger locks, which means you can fire quicker with shorter squeezes in-game. And in the case, you’ll find other thumbsticks that you can swap out for the ones that are pre-installed, as well as a D-pad you can use to replace the multi-directional pad.

On top of the hardware customization, you also can tweak everything about the controller in software on Windows 10 and Xbox One, using Microsoft’s Accessories app. You can even assign a button to act as a “Shift” key to provide even more custom options, so that you can set up key combos to run even more inputs. Once you find a configuration you like, you can save it as a profile to the controller and switch quickly between them using a physical button on the controller’s front face.

Even if you’re not a hardcore multiplayer competitive gamer, these customization options can come in handy. I often use profiles that assign thumbstick clicks to the rear paddle buttons, for instance, which makes playing a lot of single-player games much more comfortable, especially during long sessions.

Dock and case included

The Xbox Elite 2 includes a travel case, just like the first generation, but this iteration is improved, too. It has a removable charging dock, which is a quality accessory in its own right. The dock offers pass-through charging even while the controller is inside the case, too, thanks to a USB-C cut-through that you can seal with a rubberized flap when it’s not in use.

In addition to housing the charger and controller, the case can hold the additional sticks and D-pad, as well as the paddles when those aren’t in use. It’s got a mesh pocket for holding charging cables and other small accessories, and the exterior is a molded hard plastic wrapped in fabric that feels super durable, and yet doesn’t take up much more room than the controller itself when packed in a bag.

The case is actually a huge help in justifying that $179.99 price tag, as all of this would be a significant premium as an after-market add-on accessory for a standard controller.

Bottom line

Microsoft took its time with a successor to the original Xbox Elite Wireless Controller, and while at first glance you might think that not much has changed, there are actually a lot of significant improvements here. The controller’s look and feel also feel better, with more satisfying button, pad and the stick response, and a better grip thanks to the new semi-textured finish on the front of the controller.

USB-C and more customization options might be good enough reason even for existing Elite Controller owners to upgrade, but anyone on the fence about getting an Elite to begin with should definitely find this a very worthwhile upgrade over a standard Xbox One controller.

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ZenHub adds roadmapping to its GitHub project management tool

ZenHub, the popular project management tool that integrates right into GitHub, today announced the launch of Roadmaps. As you can guess from the name, this is a roadmapping feature that allows teams to better plan their projects ahead of time and visualize their status — all from within GitHub.

“We’re diving into a brand new category which is super exciting and we’re really starting to think not only about how forward-thinking software teams are managing their software projects but how they’re actually planning ahead,” ZenHub co-founder Aaron Upright told me. “And we’re really using this as an opportunity to really evolve the product and really introduce now a new kind of entrant into the space for product roadmapping.”

The product itself is indeed pretty straightforward. By default, it takes existing projects and epics a team has already defined and visualizes those on a timeline — including data about how many open issues still remain. In its current iteration, the tool is still pretty basic, but going forward ZenHub will add more advanced features, like blocking. As Upright noted, that’s just fine, though, because while the main goal here is to help teams plans, ZenHub also wants to give other stakeholders a kind of 30,000-foot overview of the state of a project without having to click around every issue in GitHub or Jira.

Upright also argues that existing solutions tend to fall short of what teams really need. “Smaller organizations — teams that are 10, 15 or 25 people — they can’t afford these tools. They’re really expensive. They’re cost-prohibitive,” he said. “And so oftentimes what they do is they turn to Excel files or Google spreadsheets in order to keep track of their roadmap. And keeping the spreadsheets up to date really becomes a complex and really a full-time job.” Yet those tools that are affordable often don’t offer a way to sync data back and forth between GitHub and their platforms, which results in the product team not getting those updates in GitHub, for example. Because ZenHub lives inside of GitHub, that’s obviously not a problem.

ZenHub Roadmaps is now available to all users.

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Chronosphere launches with $11M Series A to build scalable, cloud-native monitoring tool

Chronosphere, a startup from two ex-Uber engineers who helped create the open-source M3 monitoring project to handle Uber-level scale, officially launched today with the goal of building a commercial company on top of the open-source project.

It also announced an $11 million investment led by Greylock, with participation from venture capitalist Lee Fixel.

While the founders, CEO Martin Mao and CTO Rob Skillington, were working at Uber, they recognized a gap in the monitoring industry, particularly around cloud-native technologies like containers and microservices. There weren’t any tools available on the market that could handle Uber’s scaling requirements — so like any good engineers, they went out and built their own.

“We looked around at the market at the time and couldn’t find anything in open source or commercially available that could really scale to our needs. So we ended up building and open sourcing our solution, which is M3. Over the last three to four years we’ve scaled M3 to one of the largest production monitoring systems in the world today,” Mao explained.

The essential difference between M3 and other open-source, cloud-native monitoring solutions like Prometheus is that ability to scale, he says.

One of the main reasons they left to start a company, with the blessing of Uber, was that the community began asking for features that didn’t really make sense for Uber. By launching Chronosphere, Mao and Skillington would be taking on the management of the project moving forward (although sharing governance for the time being with Uber), while building those enterprise features the community has been requesting.

The new company’s first product will be a cloud version of M3 to help reduce some of the complexity associated with managing an M3 project. “M3 itself is a fairly complex piece of technology to run. It is solving a fairly complex problem at large scale, and running it actually requires a decent amount of investment to run at large scale, so the first thing we’re doing is taking care of that management,” Mao said.

Jerry Chen, who led the investment at Greylock, saw a company solving a big problem. “They were providing such a high-resolution view of what’s going on in your cloud infrastructure and doing that at scale at a cost that actually makes sense. They solved that problem at Uber, and I saw them, and I was like wow, the rest of the market needs what guys built and I wrote the Series A check. It was as simple as that,” Chen told TechCrunch.

The cloud product is currently in private beta; they expect to open to public beta early next year.

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Gradeup raises $7M to expand its online exam preparation platform to smaller Indian cities and towns

Gradeup, an edtech startup in India that operates an exam preparation platform for undergraduate and postgraduate-level courses, has raised $7 million from Times Internet as it looks to expand its business in the country.

Times Internet, a conglomerate in India, invested $7 million in Series A and $3 million in seed financing rounds of the four-year-old Noida-based startup, it said. Times Internet is the only external investor in Gradeup, they said.

Gradeup started as a community for students to discuss their upcoming exams, and help one another with solving questions, said Shobhit Bhatnagar, co-founder and CEO of Gradeup, in an interview with TechCrunch.

While those functionalities continue to be available on the platform, Gradeup has expanded in the last year to offer online courses from teachers to help students prepare for exams, he said. These courses, depending on their complexity and duration, cost anywhere between Rs 5,000 ($70) and Rs 35,000 ($500).

“These are live lectures that are designed to replicate the offline experience,” he said. The startup offers dozens of courses and runs multiple sessions in English and Hindi languages. As many as 200 students tune into a class simultaneously, he said.

Students can interact with the teacher through a chatroom. Each class also has a “student success rate” team assigned to it that follows up with each student to check if they had any difficulties in learning any concept and take their feedback. These extra efforts have helped Gradeup see more than 50% of its students finish their courses — an industry best, Bhatnagar said.

Each year in India, more than 30 million students appear for competitive exams. A significant number of these students enroll themselves to tuitions and other offline coaching centers.

“India has over 200 million students that spend over $90 billion on different educational services. These have primarily been served offline, where the challenge is maintaining high quality while expanding access,” said Satyan Gajwani, vice chairman of Times Internet.

In recent years, a number of ed tech startups have emerged in the country to cater to larger audiences and make access to courses cheaper. Byju’s, backed by Naspers and valued at more than $5.5 billion, offers a wide range of self-learning courses. Vedantu, a Bangalore-based startup that raised $42 million in late August, offers a mix of recorded and live and interactive courses.

Co-founders of Noida-based ed tech startup Gradeup

But still, only a fraction of students take online courses today. One of the roadblocks in their growth has been access to mobile data, which until recent years was fairly expensive in the country. But arrival of Reliance Jio has solved that issue, said Bhatnagar. The other is acceptance from students and, more importantly, their parents. Watching a course online on a smartphone or desktop is still a new concept for many parents in the country, he said. But this, too, is beginning to change.

“The first wave of online solutions were built around on-demand video content, either free or paid. Today, the next wave is online live courses like Gradeup, with teacher-student interactivity, personalisation and adaptive learning strategies, delivering high-quality solutions that scale, which is particularly valuable in semi-urban and rural markets,” said Times Internet’s Gajwani.

“These match or better the experience quality of offline education, while being more cost-effective. This trend will keep growing in India, where online live education will grow very quickly for test prep, reskilling and professional learning,” he added.

Gradeup has amassed more than 15 million registered students who have enrolled to live lectures. The startup plans to use the fresh capital to expand its academic team to 100 faculty members (from 50 currently) and 200 subject matters and reach more users in smaller cities and towns in India.

“Students even in smaller cities and towns are paying a hefty amount of fee and are unable to get access to high-quality teachers,” Bhatnagar said. “This is exactly the void we can fill.”

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