Fast-growing Cart.com has named its new chief people officer. Photo courtesy of Cart.com

Houston-based e-commerce software and services company Cart.com has hired a former Shopify executive as its chief people officer.

Before joining Cart.com, Lani Doyle was chief HR officer at Strategic Solutions Group, a provider of health care software. Previously, she was vice president of HR and people operations at 6 River Systems, a provider of software and robotics for warehouses. Prior to that, Doyle was head of talent development and operations at Shopify, an e-commerce platform for businesses that posted revenue of $7.1 billion in 2023.

Cart.com is one of the fastest-growing companies in commerce today, and I’m excited to partner with our teams to help drive growth and scalability,” Doyle says in a news release. “I am eager to contribute to shaping our culture and developing programming that supports and elevates high-performing teams, ensuring we achieve our ambitious goals.”

Omair Tariq, founder and CEO of Cart.com, describes Doyle as a “strategic leader” who will help develop the startup’s continually growing team. The company, founded in 2020 in Houston, employs more than 1,600 people.

“Her deep expertise in HR strategy and talent development will be instrumental as we accelerate our growth trajectory and foster a dynamic workplace culture,” says Frank Parker, chief operating officer of Cart.com.

In February, Cart.com made another high-level executive move by promoting Joe Barth from senior vice president of fulfillment to chief logistics officer.

Cart.com has more than 6,000 customers. The company handles more than 75 million orders per year from 14 fulfillment centers in the U.S.

Earlier this year, Tariq joined the Houston Innovators Podcast to share a bit about his company's growth and its relocation from Austin back to Houston.

"I think Austin served its purpose. It certainly allowed us to be in the limelight in all the right ways, and I'm grateful for it," Tariq says on the show. "But once we got to a point, once we closed our series C round and became a unicorn ... I think we're now at a scale where the infrastructure that Houston provides is probably something that will be more attractive and useful for us in the long term."

Softeq has named three members to its executive team. Photos courtesy of Softeq

Houston tech company adds 3 members to its C-suite

growing team

A tech development company has expanded its executive suite with three new additions to its team.

Softeq Development Corp. has hired Craig Ceccanti as COO, Albert Esser as chief delivery officer, and Edwin Lemus as chief people officer. The new hires' roles were effective as of June 1. The Houston company, founded in 1997, creates hardware and software solutions for its clients. Softeq also runs a venture fund and studio for startups from around the world.

“With the significant growth of our engineering services business plus the addition of our Venture Studio and $40 million Venture Fund, we saw an opportunity to welcome new leaders with global experience and fresh thinking to continue evolving our business and scaling for the future,” says Christopher A. Howard, founder and CEO of Softeq, in a news release. “This is a huge investment in our team, and with the addition of these three leaders to our C-suite we will centralize our global leadership team in Houston while providing support and expertise to our team across 22 countries and clients worldwide.”

About the new executives:

  • Craig Ceccanti is a serial entrepreneur. He founded Pinot’s Palette and oversaw its franchise growth and exit before joining the founding team of sEATz — now Rivalry Technologies. The sports tech startup provides a mobile ordering software for stadiums, as well as hospital and hospitality destinations. Most recently, he founded and ran T-Minus Solutions, a custom software development company. As COO, Ceccanti will oversee the day-to-day operations of Softeq and work to improve internal and external processes.
  • With three decades of experience in tech and consulting at Daimler AG, GE, Emerson, Hilti, and Dell, Albert Esser will lead the delivery organization, which includes including solutions engineering, project management, and resource management. As chief delivery officer, he's tasked with expanding "the team’s capabilities and agility by adding to the global network of consultants," per the release, as well as leading Softeq's adoption of emerging new technologies like IoT, AI/ML, vision systems, industrial automation, robotics, cloud applications, and cyber security.
  • Edwin Lemus has 22 years of talent-related experience, and, as chief people officer, he will continue to grow the Softeq team and build a company culture for the workforce that stretches across 22 offices around the world.

Softeq Venture Studio launched over a year ago with its inaugural cohort in 2021, and the fund was launched last year. The latest cohort was announced in March.

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Houston founders launch edtech startup, pilot to pinpoint why students are struggling

learning gaps

Early detection. It sounds simple enough: identify a problem before it has the chance to become a bigger one.

But in practice, early detection is much more difficult to navigate, especially in education, when it comes to identifying the reasons behind a student's academic struggles.

That’s why co-founders Alapati “Al” Ware and Estela Montanez launched Progress Report, a Houston-built K-12 learning-intelligence platform designed to go beyond identifying that a student is struggling.

The platform recently began its pilot program with 35 educators and more than 200 students in Texas and Arizona.

“It’s a micro-learning school that works with children with disabilities, primarily dyslexia and nonverbal students,” Ware tells InnovationMap.

The platform is also being used by homeschool parents, home teachers and Houston educators, including those at SWPS College & Career Preparatory Academy, a Houston charter school.

Ware says Progress Report was designed to fill a gap he and Montanez saw in existing edtech. Some platforms cater almost entirely to students, leaving teachers with little insight into if and how a child is learning. Others focus heavily on district data, where “the student is just a number,” leaving teachers to navigate disconnected tools.

“Our goal was [to] focus purely on the teacher because the teacher is the backbone,” Ware says.

Progress Report traces student performance to learning gaps and prerequisite skills, helping educators understand not only where a student is struggling, but what may be causing it.

The platform then helps teachers build individualized instruction for general education students, students with special education and Individualized Education Program (IEP) needs, and Spanish-speaking learners—all within one educator-controlled system.

The goal is to reduce the guesswork and hours of manual work educators can spend developing individualized lesson plans.

Progress Report helps idenitify learning gaps and common roadblocks for each student. Image courtesy Progress Report

For Ware and Montanez, the mission is also personal.

The concept dates back to around 2023, when the co-founders first had to navigate and address their children’s educational needs.

Ware, Progress Report’s CEO and CTO with a background in edtech, built the platform end-to-end after watching his daughter, who had an IEP related to speech, struggle to get the support she needed.

Montanez, the company’s COO, brought another perspective. Her son is on the autism spectrum. She now leads Progress Report’s operations, partnerships and pilot execution while helping carry its focus on bilingual families from Puerto Rico to Houston.

Together, they began researching ways to personalize their children’s learning and help them progress academically. Montanez’s son went on to become an AP student and high school athlete, while Ware’s daughter began reading more than two grade levels above her grade, they tell InnovationMap.

But Progress Report isn’t designed simply to give a struggling student more work.

Take a student who appears to have difficulty with math.

The problem may not actually be math, the founders share. The student could understand the calculations but struggle to comprehend complex words used in a math problem.

Progress Report is designed to trace those performance patterns back to learning gaps, prerequisite skills or other instructional barriers. From there, it can recommend a next instructional step while leaving the educator in control.

The same concept applies to accommodations.

The system can read IEPs, 504 Plans, Present Levels of Academic Achievement and Functional Performance (PLAAFPs), evaluations and other special education records. Approved IEP goals can then be mapped into the student’s learning graph, while accommodations can carry over into lesson planning and question delivery.

The founders say that approach separates Progress Report from simply adding another artificial intelligence chatbot to a classroom. And still, they believe teachers have to remain at the center.

Teachers, in fact, helped build Progress Report.

The founders began meeting with Houston-area educators months before the pilot. Their feedback helped shape the platform before testing began.

“We’ve been building alongside these educators,” Ware says.

Parents are another piece.

Progress Report can give parents access to their child’s learning record so they can see learning gaps as they develop. Teachers can also see information on work being completed at home when the parent and educator are working together.

After the pilot wraps, Ware and Montanez plan to introduce a $29.99 monthly subscription for homeschool parents, teachers and other educators. They say the price was intentionally kept relatively low to help make the tools more accessible.

They are also exploring ways to work with organizations that could help families who can’t afford the platform.

Moving forward, the goal is considerably bigger.

Over the next five years, Ware and Montanez want Progress Report to become what they describe as a “gold standard” in every state. They know getting there will require building relationships with educators, technology leaders, policymakers and school board members.

For now, they’re starting with a few hundred students and a question that sounds simple but can be remarkably difficult to answer: Why is this student struggling?

If Progress Report works the way its founders envision, teachers and parents will have a clearer answer.

Pioneering cohousing development opens in Houston's historic 2nd Ward

Housing in Hou

An experimental, multi-generational building in the East End is now open and accepting residents. Only 10 of the 33 units remain available at East End Commons, the first project from CoHousing Houston.

Located at 115 Lenox, East End Commons was first conceived in 2017 and is designed to combine the security of home ownership with the community aspect of apartment life, essentially a condominium but with added focus on bringing neighbors together.

Units range from 900-2,000 square feet, offering ample private home space, but with a large Common House area and central courtyard for gatherings, working, and interaction. Large front porches encourage people to spend time outside where they can meet their neighbors, as do extensive foot paths for casual meetings.

"At East End Commons, you know your neighbors before you move in — so you have a network of people and spaces that are immediately there for you," said founding resident Kelli Soika. "We designed for larger shared spaces versus larger personal spaces in order to foster the breakdown of the barriers that lead to loneliness."

Combating loneliness and isolation is certainly necessary. A 2025 survey conducted by the American Psychological Association shows that most Americans feel a sense of societal division and lonely. A loss of "third spaces," where people gather outside the home or work, is a prime factor. East End Commons aims to alleviate some of that disconnectedness.

"I wanted to live in a neighborhood that is imbued with a sense of community above the individual, like we have all experienced in Houston during times of disaster recovery," said Lynn Morstead, one of East End Commons‘ founding residents. "In those instances, such as Hurricane Harvey, we surface from our separateness and come together in new and unexpected ways. With East End Commons, the goal is to translate that notion beyond a set period of time and make it a fixture of everyday life. I call it 'disaster-free neighborliness.'"

East End Commons was designed by Kathleen English of English + Associates. Sustainability is part of the project's design, with amenities such as geothermal heating and cooling exchange HVAC, pre-heated water systems, low-energy use air conditioning and heating, and native landscaping.

Prices for units range from $300,000 to the $900,000s, which can be more than double the home price in the rapidly gentrifying East End. HOA fees not only help maintain communal areas, they also cover shared internet, water, and other communal expenses. Similarly, government of the building is handled democratically via a community board that aims to make decisions by building consensus.

For more information, email info@cohousinghouston.com or call 832-900-2919.

MD Anderson president to retire after nine years, interim successor named

retirement plan

An era is ending at The University of Texas MD Anderson Cancer Center.

On Aug. 26, Dr. Peter WT Pisters announced his plans to retire from his role as president of the comprehensive cancer center. He will work on a smooth transition of leadership with interim president Dr. Jeffrey E. Lee throughout September.

“I first arrived at UT MD Anderson 32 years ago with a passion for doing everything I could to advance our mission to end cancer. Serving as the only faculty member to become president, and now marking nine years in the role, I can say with great pride and gratitude that there is no better place than UT MD Anderson to turn hope into healing for patients and families everywhere,” Pisters said in a news release. “With a timeless strategy, a strong leadership team, unprecedented levels of financial health, and a priceless culture anchored in our deeply held Core Values, now is the right time for me to transition to other opportunities. UT MD Anderson has never been stronger, and its future has never been brighter.”

Pisters assumed the presidency in 2017 and helped launch some of the most cutting-edge new clinics in MD Anderson history. One of those was the James P. Allison Institute, named for the Nobel Laureate scientist who discovered a way to suppress immune response on tumors so that immune cells would attack cancer cells instead. As head of his titular clinic, Allison pioneered several new immunotherapies against cancer.

Pisters also oversaw the creation of the Institute for Data Science in Oncology in 2024, an innovative consortium of scientists dedicated to enhancing single-cell imaging to improve precision in cancer treatments. The institute also brought together teams to use data-driven analytics regarding safety, quality and access.

The UT System Board of Regents praised the leadership and work of Pisters in a statement, wishing him well in the next phase of his career.

“The Board of Regents and I are profoundly grateful to Dr. Pisters for his exceptional presidency over the past nine years and for thoughtfully concluding his service when UT MD Anderson is thriving at its best position of peak performance, strength and impact. We wish him our very best with his retirement and in his next chapter,” Kevin P. Eltife, chairman of the UT System Board of Regents, added in the release.