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2020 RESO Board of Directors Nominees

 

Voting for the five open seats on the 2020 RESO Board of Directors is now open through December 6th, 2019.

The RESO Board of Directors is responsible for the governance of RESO and development of the organization’s Strategic Plan. All candidates for the Board must be a representative of a RESO member organization.

 

The open seats in this election are:

One (1) Class B (Technology partner) revenue over $25 million annually.

Two (2) Class B (Technology partner) revenue under $25 million annually.

One (1) Class C (MLS) with fewer than 50,000 subscribers.

One (1) Class F (Other Associations or Groups) over 50,000.

 

Election Timeline:

November 18th, 2019 – Elections open

December 6th, 2019 – Elections close

 

2020 Board of Directors Nominees

  • All
  • BOD - Class B Over $25M
  • BOD - Class B under $25M
  • BOD - Class C Fewer than 50,000
  • BOD - Class F over 50,000
  • Bill Boyer
    Bill Boyer
    Class B - Over $25M
  • John Breault
    John Breault
    Class C - Fewer than 50,000
  • Michael Bustamante
    Michael Bustamante
    Class C - Fewer than 50,000
  • Chris Carrillo
    Chris Carrillo
    Class C - Fewer than 50,000
  • Glenn Christoph
    Glenn Christoph
    Class C - Fewer than 50,000
  • Lucie Fortier
    Lucie Fortier
    Class B - Over $25M
  • Liz Tewksbury
    Liz Tewksbury
    Class B - Over $25M
  • Morgan Carey
    Morgan Carey
    Class B - Under $25M
  • Mariam Demuria
    Mariam Demuria
    Class B - Under $25M
  • Andrew Sheh
    Andrew Sheh
    Class B - Under $25M
  • Katie Smithson
    Katie Smithson
    Class B - Under $25M
  • Eric Stegemann
    Eric Stegemann
    Class B - Under $25M
  • Brian Tepfer
    Brian Tepfer
    Class B - Under $25M
  • Scott Woodard
    Scott Woodard
    Class B - Over $25M
  • Jeffrey Young (Incumbent) – Uncontested
    Jeffrey Young (Incumbent) – Uncontested
    Class F - Over 50,000
  • Andy Woolley
    Andy Woolley
    Class B - Over $25M
Bill Boyer
Class B - Over $25M

Head of Data Technology, CINC & RealGeeks

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

• Standardize the methodology of acquiring and replicating data from the RESO Web API. The acquisition of data from each of the RESO Web API vendors is slightly different, which requires additional coding for “data consumers”.
• Addressing the issue that “data consumers” have when data fields are lost when an MLS migrates to Data Dictionary. This will require a “Standard” on how to deal with data that is not defined in the Data Dictionary.
• Establish MLS certification and standards for IDX display rules, data agreements, and user reports back to the MLS.

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

• I have 20+ years of experience working for various “Vendors” in the real estate technology industry. I have on hand experience working with MLS data and the WEB API, it provides me an understanding of the challenges and the needs of the vendors that consume and use the data.

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?

• Yes, I would enjoy the opportunity to be able to contribute more time to RESO and I will bring the beer.

John Breault
Class C - Fewer than 50,000

Vice President, MLS & Member Services for the Rhode Island Association of REALTORS® (RIAR) and State-Wide Multiple Listing Service

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

• Expansion of API to include local MLS native fields. With new NAR mandates, accommodating the local fields is a must. I understand this can currently be accomplished, but the implementation of an easier method to accomplish this goal will benefit RESO, MLSs, and the real estate community.
• Creation and proliferation of a Unique Licensee Identifier (ULI) to address the pain point across Associations, MLSs, Vendors, and the real estate community related to the duplication of customer data across platforms, sometimes even within the same platform. An industry-wide identifier for licensees will create data accuracy across the industry.
• Contact interoperability. While strides are being made with property data, our industry needs to solve the pain point of managing contacts across multiple platforms. Standardized contact data will allow real estate professionals to move their customer information across the multiple platforms used in their daily business.

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

• With 34 years of experience in this industry, serving in a variety of roles, I understand the challenges and needs of all the players. I have been, and continue to be involved with RESO, CMLS and serve on NAR’s MLS Issues & Policies Committee. This experience combined with my passion will help me advocate for the changes outlined above. Additionally, working for the only MLS that is owned and operated by a state Association of REALTORS, I bring a unique perspective of both sides of the REALTOR community.

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?

• Yes.

Michael Bustamante
Class C - Fewer than 50,000

Director of IT & MLS, St Augustine & St Johns County Board of REALTORS®

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

• Ubiquitous usage of the RESO Web API.
• Simplified data access agreements and aggregated data resources.
• Elimination of archaic RETS data servers.

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

• Serving as the MLS Director for an MLS of around 1,200 participants and subscribers, I understand the challenges a smaller sized MLS has in understanding RESO’s goals and making them a priority. My contribution would be in providing key input to the RESO Board of Directors when discussing topics that are important to RESO but may not reach the working MLS staff and decision makers at smaller sized MLSs. Understanding how smaller sized MLS prioritize their resources and make decisions is something key to RESO’s success in bringing smaller MLSs up to speed with their larger counterparts.

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?

• If elected to the RESO Board of Directors, I am willing and able to commit the necessary time to serve. RESO’s value to the real estate industry is more than worth the time its volunteers give to it.

Chris Carrillo
Class C - Fewer than 50,000

CEO, Metro MLS

1. What are the three most important priorities or initiatives that RESO should pursue during the next two years?
We need to continue to define the data dictionary so that all local fields can be incorporated into the standard. Once we can account for all local fields, we can truly embrace the standard through use and adoption of the WEB API. Additionally, we can start to improve efficiency natively into local MLS systems by implementing the dictionary directly in local schemas.

• Additionally, we need to continue to engage and grow our broker participation. To achieve our goals of absolute standardization we must have all stakeholders involved to ensure decisions are made in a meaningful way.
• Finally, we must continue to build on the partnerships we have built with CMLS and NAR. Our role in participating in policy and technical standards are necessary as we continue to build on past success.
• I believe this is the right thing to do on behalf of the MLS industry, brokers, agents, and consumers.

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

• The RESO Board of Directors represents the needs and will of the industry at large. In this, it’s important to have dedicated leaders from every aspect of the industry, we ensure the standards we seek to champion best serves the industry. I have been blessed to have been able to serve on this board for 4 years. In that time, I have focused on staying in my lane as an MLS Executive. I have ensured that the MLS Executive/Administrator voice and opinion remains heard in those conversations and decisions. I am the current NAR MLS Standards WG Co-Chair, I serve on the NAR MLS Policy Committee, NAR MLS Executive Advisory Committee, as well as the 2020 CMLS Past President. I point this out because in many circumstances I have been able to act as a conduit to those organization to ensure ideas and conversations are shared and supported. I am asking for your vote so that I may serve my third and final term! Thank you.

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?

• Yes. I would be blessed and happy to serve again.

Glenn Christoph
Class C - Fewer than 50,000

CEO, Intermountain MLS

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

• I feel it is important to reach those MLSs (and NAR) that are not RESO certified and work with them to become certified.
• RESO should continue to work on the Universal Property Identifier. UPI 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.

2. 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 Member & Director of CMLS, and NMUG So many issues overlap.
• I’m currently on the Data Dictionary & Internet Tracking Workgroups.
• My depth and breadth of experience is a powerful value add for the RESO Director position.

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?

• Yes — I have a well-established track record of significant, consistent commitment to RESO. Intermountain MLS and I are founding members of RESO. My commitment is and will be a major professional priority. I will not hesitate to make the Director position a commitment and fulfill it.
• My depth and breadth of experience is a powerful value add for the RESO Director position.

Lucie Fortier
Class B - Over $25M

Executive Leader, Product Management, CoreLogic

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

• Universal adoption of existing standards and API – RESO, and the broader real estate industry, has invested a lot of time, energy, and money in promoting the adoption of the existing data dictionary standards and Web API. And while there has been significant progress in this area, adoption is neither widespread nor complete. It is critical RESO finishes what it started and use its influence to realize the full promise of data standards and the benefits that can only come from universal adoption.
• Expansion of standards to address additional industry pain points – While the existing data standards provide tremendous benefit to the industry, other industry pain points critical to the foundation of a truly cohesive industry view remain unaddressed. For example:
– DOM/CDOM – standardization of statuses should facilitate the standardization of these two key industry metrics.
– Broker identification and hierarchy – knowing who has the right to make decisions related to data syndication/distribution is critical to everything that RESO does.
• API Update – Significant technical complexity surrounds Update because most MLSs have adopted the data dictionary by way of a data translation layer. Nonetheless, focus on execution and implementation of Update is key to overall industry cohesion, interoperability, and efficiency.

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

• As executive leader of product management for CoreLogic Real Estate Solutions, I have unique expertise and insight into both the business and technical aspects of the real estate data landscape. The portfolio of products under my purview includes Matrix, Trestle, Clareity, Realist, and other flagship solutions. As a result, I am intimately familiar with all facets of MLS and Public Record data, including data entry, distribution, and usage, as well as the business opportunities and challenges associated with the implementation/modification of related standards. I look forward to sharing these perspectives and being part of the solution to facilitate and accelerate adoption.

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?

• Yes. CoreLogic is fully committed to RESO and continuing its active involvement in the organization. Making time in my schedule to meet this commitment is a high priority for our company, myself, and my team.

Liz Tewksbury
Class B - Over $25M

MLS Operations Director, Homesnap

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

• With the most recent iteration of the RESO Data Dictionary (1.7) and Web API 1.2.0 Core, assisting MLSs with overall implantation and certification as well as ensuring vendors have the support and tools needed to test their systems should be a key RESO priority over the next two years. In addition, RESO should address the issue of “non-RESO” fields and how to make that data available to consumers.
• Continued development of the UPI (Universal Property Identifier), which will aid in continuing to build standards around them.
• Overall increase in membership and adoption of RESO standards. Focus on MLSs and brokers who are not currently part of the RESO family. Getting all stakeholders on board is key to strengthening RESOs standing in the industry and ensuring that its mission and priorities are successful.

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

• With 10 years of industry experience – 7 years as the Product Manager of a large regional MLS and 3 years as Director of MLS Operations at one of the leading national real estate vendors – I have seen and experienced both the challenges and successes of adopting and operationalizing data standards. Whether you’re an MLS serving your subscribers or a vendor serving clients, it is all about balance. When working in the MLS capacity, adopting standards while maintaining the data elements your membership needs to conduct their business is an interesting but necessary balance that requires compromise. I fully understand the challenges this kind of adoption of data standards brings to any MLS organization. On the other hand, when working with the data as a vendor, it is also an interesting dance. We rely heavily on RESO data standards when building out new features, yet we’re often challenged with digesting data that isn’t set to those standards. Continued work toward standardization for all stakeholders will result in a better experience for consumers and make the job of our REALTORS easier.

• In addition to the experience above, my participation in a number of other national groups would also benefit RESO. These include:
– NMUG (National MLS User Group)
– Black Knight’s Paragon Advisory Board (Chair)
– CMLS, where I hold my CMLX 2 Designation
– RESO Data Dictionary Workgroup

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 task forces. Are you willing and able to meet the time requirements to serve as a director for a 2-year term?

• Yes, I am willing and able to serve as a director for a 2-year term and can accommodate the meeting schedule, whether on calls or in person. I am also willing to serve on or chair committees and special task forces as needed.

Morgan Carey
Class B - Under $25M

CEO, Real Estate Webmasters

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

• Universal Property ID: Advance the UPI concept to deliver on consistent listings data that is accessible within the U.S. and globally. This should be a priority because implementing it will A) enable a common property identifier that indicates the property location and unique attributes B) ability to match property data to relevant public data C) raise opportunities to introduce unique listings identifier internationally.
• Data Quality: Develop opportunities for brokerages, technology partners, agents, brokers to report / request data inconsistency changes. A way to crowdsource property listing errors can increase data quality standards faster.
• RESO Adoption by Brokerages, Agents, Brokers: Share case studies of how increased data standards will result in high quality and ease of implementations for their technology partners, which in turn will help raise their brands and businesses. There has been great progress on tech partners and MLS membership, more targeted efforts toward brokerages, agents, and brokers could increase RESO standards adoption in every class of membership.

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

• I am the CEO of Real Estate Webmasters (REW), a technology organization that has been providing real estate platforms with property listings data integration for over 15 years. As a board member, I will actively contribute by sharing my extensive industry experience, advocate for RESO and data standards across a strong and wide network, and share leading data integration best practices with other technologists.
REW is a RESO member and is 100% aligned with the objectives of evolving real estate data standards. REW is already on the journey to bring standardized data into its technology infrastructure. REW is currently partnered with technology & data leaders, and the Canadian government. The partnerships leverage RESO and lead the transformation of making property listings data consistent and reliable in the U.S., Canada, and Europe.

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?

• Yes, the time commitment to participate on the board and committees is a small ask for the return of benefits to all of us in the real estate industry.

Mariam Demuria
Class B - Under $25M

Director of Industry Relations, Realtyna

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

• Continuing RESO WEB API development with the help of technical vendors and work more on open source solutions for such development.
• Providing necessary assistance to MLS provide solutions for such development ers for migration from RETS to RESO WEB API.
• Extending the RESO Web API as a solid solution for international markets. As a member of RESO in Global Markets, Realtyna can provide expertise in this area.

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

• As the director of Industry Relations of Realtyna, I work with development teams for RESO Web API implementation. I know the challenges facing MLS providers for the successful migration from RETS to RESO Web API and I can offer my consultancy for that.

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?

• Yes. I am traveling frequently for international implementation of MLS technology, however, I am available for most meetings in the U.S. or by conference call. Please see some of our existing contributions in the following videos:
• https://www.youtube.com/watch?v=JYU46Wz6PHw
• https://www.reso.org/how-does-the-reso-web-api-work/

Andrew Sheh
Class B - Under $25M

CTO, Remine

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

• Help push the evolving standards and the education/adoption of the standards to each of the levels of the organizations working with real estate data
• Define objective milestones that organizations can hit to obtain certification, learn about technology partners that can assist
• Continuously add more public facing communications about standards changes, expose workgroup progress beyond the Atlassian email subscriptions, provide video feeds/quarterly status on what has been met goal wise

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

• As one of the vendors going through the certification process, my role as CTO at Remine and potential role as a board member is to continue to advocate to partnering organizations, and find ways to connect people into RESO to participate more actively
• As a board member, participate more at RESO events, and help with external messaging and awareness of ease of RESO standard, ways people can support and contribute, and help push progress forward objectively faster
• Find ways from a technical perspective to provide working demos or APIs on the website so folks can interact with the standard more so than just read about the standards. Similar to providing a Swagger interactive interface for folks to “try”.

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?

• Yes

Katie Smithson
Class B - Under $25M

Director of Enterprise Services, W+R Studios

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

• Adoption of the RESO Web API by MLS Organizations and Vendors – there are still unknowns in the implementation of the API related to cost and development time. While the API provides a common search interface, that is really only one part of the equation.
• Focus on the Common Schema workgroup – as mentioned above, a common search interface is only a part of implementing the Web API. There are still questions around data structure and authentication that are prohibiting successful implementation in some cases.
• Data Dictionary – two points on the Data Dictionary: 1. There are still some loose definitions that could be better defined. 2. More MLSs need help in implementing their own native data dictionary feeds.

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

• All of my priorities are tied to the successful implementation of the Web API. W+R Studios has taken a lead in the industry by stating that we will only accept the Web API for new MLS setups. We continue to work with other development teams to improve processes and make this experience an open resource to others. I work very closely with our lead engineers on this charge and can share our successes and failures to make this process better for others.

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?

• Yes, I am happy to serve.

Eric Stegemann
Class B - Under $25M

CEO, TRIBUS

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

• Get more brokerages involved and knowledgable about RESO.
• Move standards along and get wider adoption of the Web API.
• Make sure that those certified entities are truly providing the certified standard to vendors and brokers.

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

• Having been an agent and broker/owner for ten years and now on the tech side, I bring a unique perspective to these priorities. We work with more than 200 MLSs around the country. I have seen firsthand what RESO standards can do to speed implementation and adoption. I want to work with the board to find blind spots when it comes to broker and vendor needs.

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 director for a 2-year term?

• Absolutely. It would be my honor to help in any way to extend the mission of RESO.

Brian Tepfer
Class B - Under $25M

Executive Vice President, Rapattoni Corporation

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

• The RESO organization should focus on gaining RESO Web API adoption by continuing to promote the benefits of the API over traditional RETS.
• Continue to progress on the API Update standard to allow listing data to be updated/inputted through the RESO Web API.
• Work with the Data Dictionary committee to continue its great work to create standard names for every data point that we can make available, not only from MLS data, but any relevant data source. I would also work to continue our progress on the AMS data Dictionary to ensure membership data can be access and used to benefit our industry.

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

• As a key executive of an MLS vendor, I will have direct influence and decision making abilities to help adopt, implemented and promote the initiatives of the RESO community, which I feel helps all of our shared userbase from brokers, MLS’s, agents and technology partners.

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?

• Yes, if voted in, I am committed to all-time requirements and meetings to ensure I am contributing and doing my part as a member of the board.

Scott Woodard
Class B - Over $25M

CEO, ShowingTime

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

• Increase adoption of Web API by addressing existing incompatibilities.
• Extend certification for Clients so we have better clarity of proper operation of their data integration with servers.
• Increase membership by brokers so we have a broader perspective on industry needs.

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

• I’ve been involved with RESO for 20 years and attended almost all the conferences, serving on the board previously as well. I’ve also been involved in numerous RESO committees. ShowingTime now processes feeds from over 350 MLSs and has our product integrated in over 225 MLS systems. So, we have a very good perspective on the needs of requirements in the standards and a vested interest in RESO’s success.

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?

• Yes.

Jeffrey Young (Incumbent) – Uncontested
Class F - Over 50,000

Chief Operating Officer/General Manager, Realtors Property Resource, LLC (RPR, LLC)

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/GM 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, including 95% of the MLS industry and over 8,200 brokerage firms, including 190 of the top 250 companies nationwide..

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.

Andy Woolley
Class B - Over $25M

Vice President of Industry Development, Homes.com

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

• Addressing the barriers obstructing the adoption of Web API. As an example, we are finding in our conversions at Homes.com, many MLSs have fewer fields mapped and available in their Web API feeds than exist in their RETS feeds. That is one barrier to widespread adoption that needs to be addressed.
• Continue spreading the message and value of Web API throughout the industry, redirecting emphasis towards organizations who are consuming data feeds.
• Continue introducing new value, building on the foundation established with DD and Web API. As an example, the Universal Property Identifier will provide tremendous value as it becomes more broadly available. We need to keep finding opportunities like UPI to iterate on the value standards have created.

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

• Widespread adoption throughout the property technology community must occur for the value of RESO to continue expanding. In my role at Homes.com, I have a great perspective on the effort involved in converting data aggregation infrastructure from legacy RETS to Web API. I’m eager to share that perspective as a RESO board member and help develop strategies to encourage widespread adoption.

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?

• Yes, I welcome the opportunity to contribute. Happy to meet in person even before a Covid vaccine, even if I have to wear a mask.