919.459.6097 info@reso.org  

2018 RESO Board of Director Nominations

Real Estate Standards Organization, RESO, is now accepting nominations for five open seats on the 2018 RESO Board of Directors. The RESO Board of Directors is responsible for the governance of RESO and development of the organization’s Strategic Plan.

The seats that are available are:

2 seats, Class B (Technology Companies, Developers, Partners & Consultants) with revenue under $25 Million

1 seat, Class B (Technology Companies, Developers, Partners & Consultants) with revenue over $25 Million

1 seat, Class C (Multiple Listing Services and/or Realtor Affiliated Association)  with less than 50,000 members

1 seat, Class E (Other Associations or Groups)

If you would be interested in joining the RESO Board of Directors and lending your expertise and amazing talents to our organization’s goals of development, adoption, and implementation of standards, please complete the nomination form below. If you know of someone that you think would be a willing, strong addition to the Board, please nominate them as well. All nominations are published on the RESO website as the entries are received.

All nominations along with a headshot and a bio must be sent to suzannne@reso.org utilizing the form below no later than November 11, 2017.

*Candidates for the Board must be a representative of a RESO member organization.

RESO Statement of Candidacy form


 

2018 RESO Board of Director Nominees

  • All
  • BOD - Class B over $25M
  • BOD - Class B under $25M
  • BOD - Class C
  • BOD - Class E
  • Chip McAvoy
    Chip McAvoy
    Class B over $25M Nominee
  • Curt Beardsley
    Curt Beardsley
    Class B over $25M Nominee
  • Suzanne Zinn Mueller
    Suzanne Zinn Mueller
    Class B over $25M Nominee (Incumbent)
  • Tim Ford
    Tim Ford
    Class B under $25M Nominee (Incumbent)
  • Scott Gowdish
    Scott Gowdish
    Class B under $25M Nominee
  • Peter F. Khoury
    Peter F. Khoury
    Class B under $25M Nominee
  • Scott Woodard
    Scott Woodard
    Class B under $25M Nominee
  • Michael Wurzer
    Michael Wurzer
    Class B under $25M Nominee (Incumbent)
  • John Breault
    John Breault
    Class C Nominee
  • Michael Bustamante
    Michael Bustamante
    Class C Nominee
  • Glenn Christoph
    Glenn Christoph
    Class C Nominee
  • Misty D. Miller
    Misty D. Miller
    Class C Nominee
  • Richard Renton
    Richard Renton
    Class C Nominee (Incumbent)
  • Colette Stevenson
    Colette Stevenson
    Class C Nominee
  • Rick Trevino
    Rick Trevino
    Class C Nominee
  • Dave Wetzel
    Dave Wetzel
    Class C Nominee
  • Jeffrey Young
    Jeffrey Young
    Class E Nominee (Incumbent)
DLU October 4th, 2017
Chip McAvoy
Class B over $25M Nominee

Chip McAvoy

Black Knight
VP Real Estate Market Leader

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

  1. Increase adoption of all existing standards across the industry. We’ve made great progress over the past few years in enhancing both the data and payload standards.  The next phase will be leveraging these across all participants in our industry.
  2. Develop programs to assist MLSs and Vendors in supporting and implementing new standards such as the WebAPI. A key to our success will be the ability of our MLSs to support the new standards within their installations.  More needs to be done to ensure that both vendors and MLS staff have the right education, tools and support to be successful.
  3. Extend certification processes to support Clients that consume data, in addition to, Servers such as, MLSs that provide the data. Most of the focus over the past few years has been certification testing on the Server side.  As the industry matures, we need the same level of compliance on the Client side.  This will lead to lower costs and a true plug-and-play environment that all participants want.

How do you see your contributions as a board member being utilized for realizing these priorities?

My broad background includes managing products that support MLSs, Brokers and Agents. I understand the unique business challenges of all of these constituents.  From a technology perspective, I understand the ramifications of standards on both the server (MLS) and client (vendor).  I will leverage this experience with my service on the Board to ensure that our initiatives meet the needs of all industry participants.   I believe my understanding of the Real Estate Industry, coupled with my experience managing MLS, Broker and MLS data aggregation systems make me an ideal choice for the board.

DLU November 12th, 2017
Curt Beardsley
Class B over $25M Nominee

Curt Beardsley

Zillow Group, VP MLS Partnerships

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

  1. Establish the Update API standard.  Complete the specification and have it tested and proven.  Make sure testing tools and processes are in place to ensure that the standard can be, and is, fully utilized, not viewed as a “check box” requirement.
  2. Increased focus on Data Dictionary “prepackaged” Payloads (i.e. recommended field payloads for IDX, Broker back-office, etc.)  Helpful to allow MLSs/Brokers to provision access with ‘buckets’ of fields, rather than each entity configuring the payloads themselves.
  3. Increase active participation among more MLSs and large brokerages.  Technology changes affects them most, but it seems that only a few larger players carry the weight for the others.

Yes, I know you asked for 3, but I’ll throw in a bonus request. Extending standards into “parallel” market: Canada, high-density rentals, new construction – and potentially other markets that mirror the US resale homes processes.

How do you see your contributions as a board member being utilized for realizing these priorities?

  1.  I am deeply knowledgeable of the industry and industry players and am specifically focused on making the real estate business more efficient.  Effective data management is a key part of this, and while not primarily involved in software development these days, I retain enough technical knowledge to comfortably get “under the hood”.
  2. Zillow Group spends, by a large factor, more money on research, development and technology in the real estate, than any other entity.  We are actively embracing RESO standards in many parts of our businesses, so have real-world experience with the application of the standards, and a view into unmet needs.
  3. Consumers continue to drive changes in the real estate business.  This will be especially true as we enter the era of “boomer sellers” and “millennials buyers” who have different expectations on the marketing and buying of properties.  High-density image media, 3D walkthroughs, property histories, and neighborhood data – all will play a bigger role in the effective marketing of properties. My position gives me an inside view on current consumer expectations and demands that will impact the data requirements.
DLU November 2nd, 2017
Suzanne Zinn Mueller
Class B over $25M Nominee (Incumbent)

Suzanne Zinn Mueller

Senior Vice President of Industry Relations

Mueller brings deep, firsthand insight into the day-to-day needs of agents and brokerage companies, longstanding relationships with industry leaders across the country, and a holistic and historical understanding of the key players, products and practices that have evolved along with the real estate landscape over the years.

Prior to joining Move Inc. in 2016, she served more than a decade in leadership roles at Coldwell Banker Bain in Seattle, the last seven as the company’s Chief Marketing Officer.

Mueller, who was named to the 2017 Housing Wire “Women of Influence” list, heads the realtor.com® industry relations team responsible for fostering relationships across the real estate industry, including the National Association of Realtors®, Multiple Listing Services and state and local associations.

Mueller earned her bachelor’s degree from the University of Michigan.

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

How do you see your contributions as a board member being utilized for realizing these priorities?

DLU November 6th, 2017
Tim Ford
Class B under $25M Nominee (Incumbent)

Tim Ford, President/CEO
dynaConnections Corp.

Tim Ford is the President and CEO of dynaConnections Corporation (provider of the highly-rated MLS solution, connectMLS), and a charter member of RESO. He founded dynaConnections in 2001 with the goal of streamlining the way REALTORS® work through a real estate transaction from listing to closing. His multiple decades of experience in the industry as a REALTOR®, former Association Board member, and real estate software provider have provided Tim with a unique understanding of the ever-evolving needs of REALTORS®, Associations, and MLS organizations, which he can share with the RESO team.

As an Austin, TX native, he is surrounded by the latest in tech development, and has built dynaConnections with a tireless focus on innovation. His prior involvement with RESO through conferences, workgroups, Data Dictionary adoption, and more illustrates his commitment to the organization and willingness to actively participate as a Director. Additionally, his deep appreciation for the real estate industry, experience in leading technology companies, and unique perspective will make him an excellent addition to the RESO Board of Directors.

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

 

How do you see your contributions as a board member being utilized for realizing these priorities?

Everyone has busy schedules today, and knowing this is a volunteer position means it requires more of oneself to help the organization move forward and things happen. I am the President and CEO of dynaConnections, which provides enterprise solutions to MLS organizations, such as our responsive mobile friendly MLS solution, connectMLS. I have been involved in the real estate industry since 1984, and over the years have held many volunteer positions on boards and committees. The RESO organization is no different from other organizations that are working hard to implement change among members for the betterment of the industry. My passion and involvement with RESO lie within its core value, which is to create real standards for all parties to adopt that offer real business benefits. I had the pleasure serving on the RESO board for the past year, and if elected to serve again, my energy would be devoted to hashing out new ways to drive adoption and acceptance. We know change can be hard (time & cost), and adoption is seen as a change. Moreover, a key hurdle to overcome with adoption is the current business legacy systems in place, but given time and known benefits these challenges will be met.

DLU November 20th, 2017
Scott Gowdish
Class B under $25M Nominee

Scott Gowdish, Lone Wolf Technologies, EVP R&D

 

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

  1. Transaction Data Standards
  2.  PUID and AUID (Agent Unique Identifier)
  3. Advocacy, Presentations, & Content Creation to encourage standards adoption 

How do you see your contributions as a board member being utilized for realizing these priorities?

In my current position I have significant influence regarding my organization’s technology direction. Additionally, with the recent acquisition of Instanet Solutions I can help to influence MLS adoption as well as to help define Transaction Data standards. My organization could also pilot many, if not all, of the new Transaction Data standards.

DLU November 8th, 2017
Peter F. Khoury
Class B under $25M Nominee

Peter F. Khoury, Cross Street Dba Avenue Labs, Inc.

Mortgage Broker, Real Estate Broker, & CEO
CEO & Servant Leader

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

  1. Bringing more awareness to common data dictionary to brokers, tech providers, and MLS boards.
  2. Making sure all MLS boards have uniform feeds with uniform data fields being sent through to vendors or brokers. Every MLS Board should have 2-3 feeds instead of random jargon (IDX, Full Feed, Broker Feed, Vendor Feed, with sold without sold). As a broker and tech provider there are so many different fields, names, type of feeds. The industry needs to have a uniform set of rules directed by RESO
  3. Making it looser for Brokers and Vendors to get contracts from MLS boards at scale. I understand its in the MLS right to pick and choose but this is not correct. Technology from a broker and Vendor standpoint is already difficult as is, we don’t need more kickback from a MLS board with hoops and obstacles to jump through. Have many ideas to help in juncture.

How do you see your contributions as a board member being utilized for realizing these priorities?

As a Real Estate Broker, Mortgage Broker, and Tech Vendor I can bring in my expertise from all sides of the table that MLS side of the business is not accustomed to. I really want this industry to have more players tackling all the low hanging fruit and I would love to be a contributor to the cause.

DLU November 2nd, 2017
Scott Woodard
Class B under $25M Nominee

Scott Woodard

ShowingTime, CEO

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

  • MLS data is the primary asset that we need to provide assistance in organizing and distributing in a manner that provides maximum value to the industry while protecting the contribution of the MLSs in generating this data. We further that by completion of implementation of standards for PUID, AUID, listing update, and transaction management.
  • The RESO staff has done a great job expanding RESO membership and significance in the industry. As a result, we’ve got widespread participation by MLSs and vendors over the past few years.  At this point we need to bring more brokers into RESO to make sure we are addressing their needs as well.
  • Continue to increase awareness and utilization of the RESO standards.

How do you see your contributions as a board member being utilized for realizing these priorities?

I’ve been involved with RESO for 18 years and attended most of the conferences.  In addition, I was on the early steering committee for RESO as well as being involved in numerous committees in the past.  Our company through the efforts of Bill Kellogg, our CIO, has been instrumental in the development of the Organizational Unique Identifier (OUID).   These efforts have been motivated by the strong interest that ShowingTime has in the success of real estate data standards.  We now process RETS feeds from over 300 MLSs and have our product integrated in over 200 MLS systems.  We are very interested in the continuing success and growth of RESO.  I have board experience as a founding board member of the Illinois Technology Association well as ShowingTime.  I appreciate your consideration of my interest to serve you on your board.

DLU November 13th, 2017
Michael Wurzer
Class B under $25M Nominee (Incumbent)

Michael Wurzer, FBS – Creators of FlexMLS

President and CEO

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

  1. Establishment of a standard API for updating listings (and related content) in MLS or other databases.
  2. Determination of whether replication of MLS data should remain a standard or best practice for the development of applications, and, if so, creation of a standard for streaming updates that makes replication easier and more efficient to start and maintain for all parties.
  3. Increase utilization of Data Dictionary and Web API implementations.

How do you see your contributions as a board member being utilized for realizing these priorities?

 I hope to contribute to RESO as a board member by collaborating with the Board and the community as a whole to define standards that will be both valuable to the industry and cost-effective to implement and use. I bring experience as a current and former RESO Director, a Director of CMLS, and President and CEO of FBS, one of the leading MLS software vendors. I’ve personally been a passionate advocate for RE technology standards for the last two decades and am encouraged by the progress that’s been made in the last few years. At the same time, the true payoff of all the standards work is in the days ahead and I very much want to continue to contribute leadership to the community to do what I can to help the community realize those full benefits.

DLU November 6th, 2017
John Breault
Class C Nominee

John Breault, MLS Property Information Network, Inc.

Director of Customer Support and Quality Assurance

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

  1. Explore industry “pain points” and evaluate RESO’s role in establishing standards to ease, if not eliminate, those pain points.
  2. Work with those MLSs that are not certified to get them certified for the benefit of the brokerage community.
  3. Work with data consumers to encourage adoption of higher data standards rather than relying on old data retrieval scripts and mappings.

How do you see your contributions as a board member being utilized for realizing these priorities?

Not being the most technical person, I believe my 31 years of experience in the industry can help in identifying pain points and practical solutions.  In addition, I can understand the struggles of the MLSs that have not yet adopted standards and hopefully help advocate for standards adoption.

DLU October 4th, 2017
Michael Bustamante
Class C Nominee

Michael Bustamante
St Augustine & St Johns County Board of REALTORS, Director of Information Technology & MLS

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

First, the next two years should be about making the RESO standard “real world” to the MLS industry.  While the majority of MLSs are RESO certified, there are many that still do not understand what to do next.  Many MLS administrators still distribute their old legacy RETS feeds with no thought as to distributing and utilizing their certified feeds. It is important for RESO to make local MLSs understand their role in a future where real estate data is standardized at input, in distribution, and at display.  Too many local MLSs think this is something their MLS vendor will handle and that they have already done all they need.

Second, RESO needs to sharpen its focus to deliver on the key technology moving forward, the RESO Web API.  The ability to utilize the API to access MLS data and perform functions such as adding, editing, and analyzing listing data is of critical importance. We are at a place where the industry is looking to perform these functions in the most efficient of ways for a variety of applications. RESO needs to move quickly so that a standards based solution is utilized in these applications.

Third, RESO needs to work on increasing education to smaller MLSs.  Many MLSs have staff sizes single digits, some even as few as 1 MLS staff person, but the data they maintain is still real estate data important to the market place they serve.  These smaller MLSs need a little more than a white paper and a certification to understand the value of data standards. RESO needs to champion smaller MLSs to work together to deliver on data standards just as well as the larger MLSs.

How do you see your contributions as a board member being utilized for realizing these priorities?

As the MLS Director for a smaller sized MLS, I understand the difficulty in making RESO any type of priority in what I do on a daily basis. Just making sure MLS users are getting served and that listing data is accurate is more than enough to occupy most.  My contribution will be to help RESO help the smaller MLSs. Advocating for utilization of the standard at this level is a job that needs to be taken up by people in positions like myself. I would like to help RESO see MLSs of all sizes be proud of their accomplishments in the way of data standards.

DLU November 13th, 2017
Glenn Christoph
Class C Nominee

Glenn Christoph, Intermountain MLS

Chief Executive Officer

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

RESO should continue to be forward thinking as the industry changes.

I feel it is important to reach those MLSs that are not RESO certified and work with them to become certified.

RESO should continue to work on the Property Unique Identifier.  PUID needs to introduced to others outside of buying and selling of real property.  We should talk to Homebuilders, hardware stores – and more.  Cars have VIN numbers and the industry has created a “car fax” so why not have a “house fax” to help the buyer in the decision of a home purchase.

I feel RESO needs to continue to keep an eye on transport methods and technology is changing.

Data standards with the DD group and payloads group will always need attention with the changes in the market.

How do you see your contributions as a board member being utilized for realizing these priorities?

I see my experience and evolvement in other national groups as a benefit to RESO.  I’m a Member & Director of CMLS, Upstream Advisory group, and NMUG so many issues overlap.

My depth and breadth of experience is a powerful value-add for the RESO Director position.

DLU October 4th, 2017
Misty D. Miller
Class C Nominee

Misty D. Miller, Ashland Board of REALTORS MLS

Executive Officer

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

  1. Data Integrity
  2. Standardization Consolidation
  3. Research & Development

How do you see your contributions as a board member being utilized for realizing these priorities?

Small board representative.  Board is 93 members; MLS is 177 members.  I have a unique perspective as to how MLS Data is used both from the Agent and Administrative sides.

 

 

DLU October 4th, 2017
Richard Renton
Class C Nominee (Incumbent)

Richard Renton, Triad MLS Inc.

Chief Executive Officer

 

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

  1. Ensure that RESO Staff is empowered to reach strategic goals set forth by the Board of Directors.  We’ve done a great job so far but as the concept started so long ago continues to grow, we need to move beyond adoption and start focusing on getting MLSs AND Vendors to streamline the implementation process to ensure utilization of the standards we’ve built.  Our staff is frankly the best qualified in this industry to implement, facilitate and maintain RESO as an organization.  Having leadership that understands that our staff is our most valuable asset encourages a very strong working environment between the two and ensures future successful operations.
  2. Take RESO to the next level and beyond to ensure that our priorities are delivered quickly, efficiently and accurately. This involves continually updating our Standards content material and be very clear on the value proposition to the membership as well as being attractive to other organizations that see how efficiently we operate. This also includes continued outreach and education on the benefits of standards in our industry.
  3. Continue to increase Broker involvement into RESO. We have brought in many brokerages as RESO members over the last couple of years and we need to continue to grow the side of the membership that ultimately benefits the most from using data standards.  It is a continuing education process to help ALL our respective members (aka the reason we all have jobs…) understand not only the benefits of implementing AND USING data standards vs. what Wild, Wild, West scenario that got us to the place where we decided to implement data standards in the first place for the Real Estate industry.

How do you see your contributions as a board member being utilized for realizing these priorities?

 As RESO Treasurer for the past 2 years, the knowledge gained in this position has helped this organization advance and we continue to increase RESO resources and have added staff to accommodate our strategic goals.  We continue to review revenue opportunities and ensure that Membership and Conference Fee schedules are commensurate with membership and conference attendance benefits.

Treasurer is most definitely a ‘working’ board member appointment and I am proud to have contributed to the growth and continued relevance of RESO and would appreciate a chance to continue on.  I feel continuity can bring benefits to this group and again, I would be proud and honored to be able to continue serving this organization.

DLU November 6th, 2017
Colette Stevenson
Class C Nominee

Colette Stevenson, MLS of Hilton Head Island, Inc.
CEO

Colette Stevenson has worked for the HHIMLS for 8 years and for the past 3 years. Stevenson has served as the COO of The MLS of Hilton Head Island, Inc., and manages over 20 real estate data services to the real estate agents in South Carolina; facilitating $3 Billion in transactions annually. Colette, is responsible for leadership and direct management of Customer Support & Sales, Compliance, Rules and Regulations, Data Services, Software Engineering, Information Technology, Security, Project and Product Management. Also, since becoming COO, is a participant in the Corelogic Advisory Group.

She is a graduate of University of Georgia, Grady School of Journalism with Post Graduate Studies in International Marketing. Prior to working with the HHIMLS, Colette was the Sales & Marketing Director for a National Event Ticket Printing Corporation and President of a Custom Homebuilding Corporation.

Specialties: Technology and Systems Analysis, Business Development, Internet Marketing, Social Media Strategy, Corporate Branding, Advertising/Marketing Plans, Budget creation, Strategic Planning, Contract Negotiation, Account & Contact Management/ Development.

Recent graduate of the Inaugural Class of CMLX3 – Council of Multiple Listing Services Highest Certified Leadership Level introduced in 2016.

In her free time, Colette enjoys running and “driving at top speeds” at sports car driving events.

DLU November 15th, 2017
Rick Trevino
Class C Nominee

Rick Trevino

VP Information Technology, MetroList, Inc.

What are the three most important priorities or initiatives that RESO should pursue during the next two years?

  1. The implementation of RESO Standards, Data Dictionary, and WebAPI would be my top priority as a RESO Director.
  2. Finalize the IDX payload definitions and descriptions.  This is critical in providing a framework for MLSs to deliver data on behalf of their participating Brokers and Agents.
  3. Spearhead vendor adoption and implementation of the Data Dictionary.

Overall, it is important to expand the communications and marketing efforts needed to insure all MLS are operating RESO compliant systems, and are continuing to adopt the latest RESO standards and best practices.

How do you see your contributions as a board member being utilized for realizing these priorities?

As the current chair of the RESO Payloads Workgroup and a charter member of RESO, I have been a leader in MLS systems technology for over 26 years.  Under my leadership, MetroList was the first MLS in the country to achieve RESO Platinum Certification, DD 1.4 in 2015.

MetroList, serving over 19,000 subscribers in the greater Sacramento, California region, operates and manages its own MLS computer system and cloud-based communications network, with licensed software applications from major industry system providers.

I earned a Bachelor of Science degree in Business, with concentrations in Management and Business Computers Information Systems.  In addition, I was awarded the CMLX2 designation from the Council of Multiple Listing Services.

DLU November 12th, 2017
Dave Wetzel
Class C Nominee

Dave Wetzel

MLSLISTINGS
COO/CTO
CMLX3 Certified

1.  What are the three most important priorities or initiatives that RESO should pursue during the next two years?

 The current working groups have momentum and are creating great things. The Board should make it a priority to understand the working group progress, remove obstacles and accelerate the velocity specifically around the Write APIs, Property Unique Identifier (PUID) and Internet Tracking. These are areas being addressed today that can make a huge impact on the industry.

The Board should prioritize “what’s next” beyond the scope of the current working groups. MLS’s today are good at sending data out. Unfortunately, that is limited to data directly in, or associated with, a listing. We should be looking at the magnitude of other applications in the real estate space and what data they need. Image a world where we enable the MLS to be the hub for data used by all the applications, even those outside the MLS. That could be information about clients it could be information used by the transaction software it could be information used by the marketing programs. It is data used by agents, brokers and office managers but it isn’t the listing data in the data dictionary today. Reso should look at the data behind the “walled gardens” and probably entered more than once. Examine the data and tear down those walls.

Even with all the great work that’s taken place to date, MLSs continue to run into rouge venders unknowingly abusing the system, requesting access to data that just doesn’t make sense and many vendors receiving old RETs feeds who are not motivated in moving forward. The Board should be looking at various programs to educate everyone in the path of data. MLSs have invested in technology to become RESO certified. The organization should get marketing plans in place so vendors want to move to the latest technologies. The organization should put goals and plans in place to sunset the older technologies in an orderly fashion. Ensure the RESO investment made by the MLS is used by most vendors accessing the data.

2.  How do you see your contributions as a board member being utilized for realizing these priorities?

 As the COO at MLSLISTINGS, I bring clarity to the business and help recognize the company’s full potential by making sure the company can execute on our strategy. I oversee all operational groups for the company. I am also the CTO. As CTO, I oversee engineering and IT for the company. Being based in Silicon Valley, our MLS does not follow the traditional MLS path. We create software as well as partner with others to provide services to our subscribers. I have members from my team participating on several of the working groups today. As the standards take form, my MLS implements Proof of Concepts as demonstrations for the standards in-progress.

I would represent a member of the board experienced in moving a vision from concept to creation with the navigational insights of operating within a large organization. I would represent an MLS who is intimately familiar with what it means to have people working on multiple RESO working groups to move the industry forward. I would represent an MLS in the forefront of certifications; understanding what it takes to get there and the benefits it brings our members.

As the RESO mission and vision seek to streamline and promote the adoption of standards, drive efficiencies and elevate the real estate industry throughout the nation, the selection of members to the board for whom these ideals are intrinsic and experiential would bring great benefit to the organization.

DLU November 15th, 2017
Jeffrey Young
Class E Nominee (Incumbent)

Realtors Property Resource, LLC (RPR, LLC)
Chief of Operations

1. What are the three most important priorities or initiatives that RESO should pursue during the next two years?

• Continuing its role as the leader in setting standards and best practices for the real estate industry.
• Providing an apolitical platform for vendors, MLSs, brokers and real estate organizations to collaborate on the innovation and advancement of technology which benefits its members and the consumer experience.
• Expand its membership through increased outreach strategies and member value.


2. How do you see your contributions as a board member being utilized for realizing these priorities?

As COO of RPR, and via its relationship with NAR, I feel uniquely positioned to provide value to the Board. RPR both serves the REALTOR membership, and its partnering organizations, and is on the cutting edge of innovations in API (Open-architecture) technology for the real estate industry.

3. The Board meets regularly, via conference calls and some in-person. Board members also are called to serve on or chair committees and special taskforces. Are you willing and able to meet the time requirements to serve as a director for a 2 year term?

Absolutely, my involvement at all RESO Strat planning meetings, conferences, Board meetings, committee involvement, and sponsorships, including the recent DataComp, have shown both my personal, and RPR’s strong commitment to RESO and its mission.

DLU November 6th, 2017