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2021 RESO Board of Directors Election

Voting for the 2021 RESO Board of Directors election opens November 18 – December 9, 2020.

 

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.

Winners will be announced on December 14, 2020.

 

Each RESO member organization may cast one vote. The ballot will be sent to the primary contact on your account. If you are not sure who that is, or need a change on your primary contact, please contact support@reso.org.

 

The open seats in this election are:

One (1) Class B (Technology Companies, Developers, Partners & Consultants) with revenue over $25 million annually.

Two (2) Class C (MLSs and REALTOR® Associations) with fewer than 50,000 subscribers.

Two (2) Class D (Real Estate Brokerages, Brokers, Agents & Appraisers) any tier.

 

The nominees were all asked to submit answers to the following three questions about their vision for RESO:
  1. What are the three most important priorities or initiatives that RESO should pursue during the next two years?
  2. How do you see your contributions as a board member being utilized for realizing these priorities?
  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 two-year term?
Click on the headshot of each nominee below to see their answers!

 

2021 Board of Directors Nominees:
  • All
  • BOD - Class B Over $25M
  • BOD - Class C Fewer than 50,000
  • BOD - Class D
  • 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
  • Bill Fowler
    Bill Fowler
    Class D
  • Liz Tewksbury
    Liz Tewksbury
    Class B - Over $25M
  • Dan Troup
    Dan Troup
    Class D
  • Scott Woodard
    Scott Woodard
    Class B - Over $25M
  • Andy Woolley
    Andy Woolley
    Class B - Over $25M

 

If you have any questions, please contact support@reso.org.

DLU November 17th, 2020
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.

DLU November 12th, 2020
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.

DLU November 12th, 2020
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.

DLU November 17th, 2020
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.

DLU November 16th, 2020
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.

DLU November 12th, 2020
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.

DLU November 17th, 2020
Bill Fowler
Class D

Senior Director of Industry Relations, Compass

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

• Build on the “RESO isn’t just about *data* standards” concept – While data standards remain mission critical, the industry is noticing that RESO is a place where ideas are heard, developed, and potentially become solutions faster than any other outlet. Sam’s behind-the-scenes coalition-building and recent public advocacy for the NOW data policy is an example of this process and result. Therefore, RESO has an opportunity to grow in visibility and influence among a much wider audience in the industry (brokers) by formally adding the standardization of data policy as part of RESO’s ongoing mandate. It’s the broker’s largest problem and few realize the solution is emerging from RESO. Let’s name it. Brand it. Fund it.
• Broker engagement – Building on the above, create a separate lane for broker Industry Relations reps, separate from the vendor/data silos, to gather feedback, draft solutions, then rally for improvements collectively. Show brokers that RESO isn’t only about columns and rows; that their time and money spent will turn into results, and they’ll answer the call. Give them a special room (padded cell?) within the organization. Again, call that out loudly. Brand that alongside the data work. After all, they compliment each other beautifully.
• Adoption/Enforcement – Once broker reps are engaged, create real value for their participation by strengthening RESO’s voice into the individual markets. Work with these brokers’ neworks of leaders at the market level, through NAR and CMLS, to put real, timely action behind the policy standards that emerge from RESO workgroups.

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

• As one of a handful of active broker reps, I see myself as a pioneering voice for broker advocacy within RESO. I believe I have earned a reputation as someone who’s passionate about making the industry a better place for all, not just the brand I represent. I believe that’s a critical asset for RESO leadership. The “United Nations of real estate” needs those with a grander vision, true to the needs of all participants, not just their own, to have the greatest impact at RESO.
• I feel I have also earned a reputation as a thoughtful and empathetic, yet direct and honest communicator. I believe RESO needs more of this kind of veteran, influential leadership; understanding of the challenges we face, but with an urgent directive for cutting through bureaucracy and delays to keep pace with a constantly-moving, innovative 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.

DLU November 13th, 2020
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.

DLU November 17th, 2020
Dan Troup
Class D

Director of Data Strategy & Operations, RE/MAX, LLC & Seventy3, LLC

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

• Broker engagement is at the top of my list. I would like to see RESO considered as an invaluable partner across the industry. If I can help amplify the brokers’ voice, we can continue to move the industry forward with agents’ and consumers’ needs at the forefront of our discussions and decisions.
• Brokers’ access to data is a high priority, and we can help create efficiencies in the delivery of timely data, both as a vendor and as a brokerage. Support of the NOW policy is something the industry needs.
• A renewed focus on standards for both transport and payload. Internally, RE/MAX has invested in the Data Dictionary, OUID, and WebAPI.

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

• RE/MAX, we have adopted RESO’s Data Dictionary and OUID. Through the aggregation and management of more than 500 MLS data feeds in the U.S. and Canada, I can share some outcomes and insights.

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 available and willing to make regular board meetings.

DLU November 17th, 2020
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.

DLU November 16th, 2020
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.

DLU November 12th, 2020