919.504.9898 info@reso.org  

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 under 50,000
  • BOD - Class F over 50,000
  • Bill Boyer
    Bill Boyer
    Class B - Over $25M
  • Marsha Buice
    Marsha Buice
    Class C - Under 50,000
  • Morgan Carey
    Morgan Carey
    Class B - Under $25M
  • Glenn Christoph
    Glenn Christoph
    Class C - Under 50,000
  • Mariam Demuria
    Mariam Demuria
    Class B - Under $25M
  • Rebecca Jensen (Incumbent)
    Rebecca Jensen (Incumbent)
    Class C - Under 50,000
  • Noah T. Leask
    Noah T. Leask
    Class B - Under $25M
  • Mark Lesswing
    Mark Lesswing
    Class B - Under $25M
  • Chip McAvoy (Incumbent)
    Chip McAvoy (Incumbent)
    Class B - Over $25M
  • Suzanne Mueller (Incumbent)
    Suzanne Mueller (Incumbent)
    Class B - Over $25M
  • Richard B. Renton, Jr. (Incumbent)
    Richard B. Renton, Jr. (Incumbent)
    Class C - Under 50,000
  • 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 (Incumbent)
    Scott Woodard (Incumbent)
    Class B - Over $25M
  • Andy Woolley
    Andy Woolley
    Class B - Over $25M
  • Colleen Yasuhara
    Colleen Yasuhara
    Class C - Under 50,000
  • Jeffrey Young (Incumbent) – Uncontested
    Jeffrey Young (Incumbent) – Uncontested
    Class F - Over 50,000
DLU November 18th, 2019
Bill Boyer
Class B - Over $25M

Head of Data Technology, CINC and 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 replicate 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.
• Slow down the forced adoption of the RESO Web API by the MLSs. The WEB API is still young and it needs to be improved before MLSs put an end of life on their RETS server. When there is an end of life of RETS happens there needs to be a reasonable timeframe to allow data consumers to migrate, test and have the MLS or MLS Vendor fix the issues before forced adoption.
• Establish MLS certification and standards for IDX display rules, data agreements, and user reports back to the MLS. (Though NAR has guidelines for IDX display rules, each MLS interpretation is different)

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 also have on hand experience working with MLS data, 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 will bring the beer.

DLU November 6th, 2019
Marsha Buice
Class C - Under 50,000

COO, FMLS

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

• Continued focus on R&D and staying on top of new technologies affecting real estate and working towards standardization when necessary. Works towards Internet tracking, Payloads and Transport efficacy with how it best benefits the Real Estate community through innovation, continued education and adoption of these standards. In particular, getting utilization of RESO certified Web APIs industry wide. RESO also needs to continue with its education and encouragement to enable MLS’ to convert to a native Data Dictionary database.

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

• As a Multiple Listing Service, we lead by staying on top of technology, which is why we became the first MLS to implement a RESO certified native database. We put into practice the highest RESO standards. I was the force behind this implementation and worked hand in hand with those in our company making this effort a realization.
I believe in practicing what we preach and offering the best service possible for our Brokers and vendors, which starts with standardization.
RESO needs to ensure key staff representatives for the workgroups actively attend all workgroups represented on a monthly basis.
I will ensure FMLS attends all RESO conferences.

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 and the FMLS CEO, Jeremy Crawford, will make this a priority.

DLU November 5th, 2019
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.

DLU October 14th, 2019
Glenn Christoph
Class C - Under 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 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 need 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, Upstream Advisory group, 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.

DLU October 11th, 2019
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/

DLU November 11th, 2019
Rebecca Jensen (Incumbent)
Class C - Under 50,000

President & CEO, Midwest Real Estate Data LLC

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

• Adoption of Current Standards –
RESO’s focus on removing roadblocks that inhibit adoption is essential. The organization can focus on streamlining certification, creating additional education pieces or other tools to guide MLSs and vendors through the transition process, and improving overall adoption metrics across the industry.
• Internet Tracking Standard –
Big data is part of the technology strategy for MLSs and brokers alike. Big data magnifies decision-making power, which leads to greater efficiencies. Creating greater efficiencies was one of the primary reasons that RESO was chartered in the first place. Through the great work being done by RESO’s Internet Tracking Workgroup, a new industry initiative (which I call IDX 2.0) can be created. Like its version 1 counterpart, IDX 2.0 will leverage the network effect brought to bear by MLSs to create a combined achievement that’s far greater than the sum of its parts.
• Interoperability Standard –
As broker and vendor platforms become more robust and widely used, platform interoperability becomes even more important. Laying the groundwork for technology systems to talk to each other will allow the real estate industry to share data across platforms more easily. Additionally, instead of spending time and money on data entry and management, companies can improve their products for consumers. Investing in more resources to support development of subgroups like the common schema will accelerate interoperability success. Plug and play interoperability is the BHAG (Big, Hairy, Audacious Goal) for the real estate industry!

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

• I have served as an on RESO’s Board of Directors for seven years (four as Board Chair) and have been an MLS CEO for more than a decade. As the first official Charter Member of RESO, MRED has a long history of being an evangelist for the creation and promulgation of RESO standards. MRED’s CTO (Chris Haran) currently serves as the Interoperability Workgroup chair.
In my capacity as the current Board Chair for The MLS Grid, I’ve supported driving the adoption of RESO Web API standards across the industry. The MLS Grid’s technology workgroup has made many contributions that expand the common fields in RESO’s Data Dictionary. The MLS Grid is committed to enabling easier technology innovation in real estate through RESO.
I also serve on the Boards of The Broker Public Portal and CMLS. This gives me a unique ability to bring insight from RESO into the board rooms of these other important organizations, and vice versa.

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?

• I have previously received RESO’s Contributor Hall of Fame recognition because I take the role of RESO Board Member very seriously. I’ve seen RESO’s value firsthand and I’m dedicated to spreading its compelling story across the industry for the betterment of real estate. I would be honored to continue serving on RESO’s Board of Directors.

DLU November 12th, 2019
Noah T. Leask
Class B - Under $25M

President & CEO, APC Data Analytics, LLC

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

• Cyber Security
• Unique and Government Data Integration
• Real Estate Agent Safety

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

• My personal mission is to protect and empower real estate agents, brokers, and MLS associations. As President of APC Data Analytics, I live, eat, and breathe nothing but Real Estate and #proptech data and analytics. I have a system that converts anything to the RESO Web API Standards so I have a deep knowledge of the MLS/ListHub/data source to client access via the API. We have over 50 active MLS, ListHub, and other data feeds.

In my former life, I was a US Navy Cryptologist and Cyberwarrior who eventually founded a major FEDGOV cyber company, ISHPI, 13 years ago. My IT background extends from reverse engineering kernels to satellite and terrestrial communications to delivering a $1B+ Intelligence Community IT consolidation project as the Chief Architect where we created the first of its kind Grid-Computing (now called the cloud) data center and migrated several TBs of 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, absolutely.

DLU November 4th, 2019
Mark Lesswing
Class B - Under $25M

Owner, Lesswing LLC

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

• Continue to push for certification for Data Dictionary and RESO Web API across the industry.
• Encourage use of services such as OUID and UPID.
• Continue to document and publish success stories.

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

• I maintain a large and diverse set of contacts in the industry. I plan to continue the advocacy efforts for standards with developers, practitioners, business owners, operators, and vendors that I have demonstrated for many years. I create a conversational model that addresses the utility to the professional in the field.
• I continue to be a hands-on developer on a daily basis. I will create sample code and coach the technical community on best practices with respect to use of services like OUID and UPID. I enjoy interacting with the technical community and I continue to have a lot to share.
• My contact network will help identify voices for success stories.

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 willing to take on the addition time requirements required of directors for a 2-year term. I serve as a Co-Chair today which is a position I took on before I left the BOD in 2018.

DLU October 11th, 2019
Chip McAvoy (Incumbent)
Class B - Over $25M

EVP Real Estate Solutions, Black Knight

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

• Increase the 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.
• 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.
• 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.

2. 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.

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

DLU November 5th, 2019
Suzanne Mueller (Incumbent)
Class B - Over $25M

Chief Industry Relations Officer, realtor.com & Move Inc.

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

• Building greater awareness and education amongst the industry practitioners as to the benefits and value RESO initiatives and standards provide to them on a daily basis. Making it easier for their listings to appear consistently across multiple platforms, increasing the speed at which they reach the consumer and therefore inherently representing the professional at their best as well.
• Continuing to increase adoption of current standards through the creation of a more robust education guide with supporting tools. All while eliminating the current roadblocks that hamper or hinder adoption either within the process or by a lack of user knowledge level
• Improve collaboration throughout the industry by continuing to raise the bar and awareness level of platform interoperability. To continue to grow and be more efficient the industry as a whole needs to become more integrated and less fragmented especially across the technology platforms by which data sharing takes place allowing these platforms to optimized and resources devoted to other areas.

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

• My contributions are and will continue to be both external and internal for RESO. I constantly am focused on evangelizing for and raising the RESO profile while operating in my current role as the face of realtor.com throughout the country, speaking, interacting and networking with real estate industry leadership, staff, and members agents. Additionally, I look to provide unique insights and perspective to the board and for the RESO initiatives my background being over a decade in the brokerage world and now in leadership on the technology side.

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

• Yes

DLU November 14th, 2019
Richard B. Renton, Jr. (Incumbent)
Class C - Under 50,000

CEO, Triad MLS, Inc.

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

• During the CEO transition, it was imperative to continue ensuring that RESO Staff was empowered to reach the strategic goals set forth by the Board of Directors. Jeremy Crawford did a great job getting us to where we were at that point and now Sam DeBord has taken the helm and we’ve hired some additional staff as well. We’ve done a great job so far and as technology and business rules are ever changing, it is important for RESO to continue focusing on getting more MLSs and Vendors to become involved in CREATING these standards! RESO staff is unrivaled in this industry we think they are the best qualified to maintain RESO as a world class standards organization.
• Continue advancing RESO to the next level and beyond to ensure that our priorities are delivered quickly, efficiently, and accurately. This involves continually updating our standards and be very clear on the value proposition to membership as well as being attractive to other organizations that see how efficiently we operate. This includes continued outreach and education on the benefits of standards and the role they play in our industry. We need to ensure that our workgroups are staffed sufficiently and have the people in them that can contribute constructively.
• Continue to increase Broker involvement in RESO. This entire standards concept was originally created to help brokers across the country have more choices in choosing products and services in addition to portability issues and length of implementation time. When the underlying data that powers is adherent to a strict data standard, this process becomes much easier. With the many new brokerage models surfacing, we continue to learn and adapt and we should continue growing that side of the membership that ultimately benefits the most from using data standards. It’s a ever continuing education process to help ALL our respective members understand not only the benefits of implementing and USING data standards but also the Wild, Wild West scenario that was the reason we decided to implement standards in the first place for the Real Estate Industry.

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

• Like many of you, as one of the 89 Charter Members of RESO, I’ve believed in this and supported wholeheartedly since the inception. I’ve served on the RESO Board of Directors since January 2014. In 2015, I joined the Executive Committee as Secretary and since 2016 have served as the Treasure of RESO. During that time, we’ve continued to increase RESO resources and have added staff to accommodate our strategic goals. We continue to explore revenue opportunities and ensure that Membership and Conference Fee schedules are commensurate with membership and conference attendance benefits.
From experience, Treasurer of the RESO organization 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 very much appreciate a chance to continue. I feel that continuity can bring benefits to this group and again, I would be proud and honored to continue serving this organization.

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?

• Since 2014, yes and thank you!

DLU October 23rd, 2019
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

DLU November 5th, 2019
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.

DLU November 7th, 2019
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.

DLU November 5th, 2019
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.

DLU November 12th, 2019
Scott Woodard (Incumbent)
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?

• 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 Web API, Object Universal IDs, 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 the main need is 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.

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 of the conferences, serving on the board the past 2 years. In the predecessor of RESO, I was on the early steering committee. I’ve also been involved in numerous RESO committees. 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 350 MLSs and have our product integrated in over 225 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 as well as ShowingTime. I appreciate your consideration of my interest to serve you on your board.

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?

• I will definitely continue to do so as I have the past 2 years on the board.

DLU October 23rd, 2019
Andy Woolley
Class B - Over $25M

Vice President 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 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.

DLU October 11th, 2019
Colleen Yasuhara
Class C - Under 50,000

Chief Operating Officer, MLS Hawaii Inc. (dba Hawaii Information Service)

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

• Achieving meaningful adoption and implementation of the RESO Web API, and more specifically, two-way data exchanges between MLSs and listing databases and the myriad third-party services that expand and extend real estate applications.
• Focused and expert-driven work on both core and new categories of real estate data to better serve specialists and niche markets. Going beyond ‘Green’ fields to field groups that expand support for digital assistants, or for virtual and augmented reality, or to standardize agent and listing ratings and reviews.
• As a representative of a small, homegrown MLS system, I will advocate for greater representation and support for independent technology vendors, different business models, and even individual developers and entrepreneurs looking to bring innovation to the real estate marketplace.

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

• Our homegrown MLS is already the only public records-based, parcel-based system in production, and has been since its inception. And as the COO, I am spearheading the development of our next-generation platform based on APIs and microservices, utilizing open-source tools and leading-edge search technology, building modules under an agile, rapid-iteration, user-focused model.
Our company is also a successful B2B public records provider, serving the financial, legal, and other complementary markets, which provides for more than half of our annual revenue.
I feel I can contribute to productive, positive discussions and efforts to advance real estate technology as a whole, and to specifically guide MLSs and other legacy institutions to diversify their businesses and thrive – not just survive – in a rapidly changing marketplace.

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 willing to participate in remote meetings as well as to travel when required from Hawaii.

DLU November 11th, 2019
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.

DLU November 14th, 2019