2022 Board of Directors Election

Voting for the 2022 RESO Board of Directors is now open and will close on November 30, 2021.

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 that are available in this election are:

Class B (Technology Companies, Developers, Partners & Consultants): two seats with revenue under $25 million annually.
Class B (Technology Companies, Developers, Partners & Consultants): two seats with revenue of $25 million and above annually.
Class C (MLSs and REALTOR® Associations): four seats with over 25,000 subscribers.
Class F (Other Associations or Groups): one seat with 50,000+ members / $25M+ revenue / 15,000 licensees.

The BOD is responsible for the governance of RESO and development of the organization’s Strategic Plan.

To review additional information on RESO’s BOD, please view the bylaws.

Nominees:

*Please click on each nominee photo to see the answers from their submitted statement of candidacy.

All
Class B: $25M and Above Annual Revenue
Class B: Under $25M Annual Revenue
Class C: Over 25,000 Subscribers
Class F: 50,000+ Members/$25M+ Revenue/15k Licensees

Dana Bennett

Class C: Over 25,000 Subscribers
Matt Cohen

Class B: $25M and Above Annual Revenue
Bob Evans

Class B: $25M and Above Annual Revenue
Shayne Fairley

Class C: Over 25,000 Subscribers
Ishay Grinberg

Class B: Under $25M Annual Revenue
Rebecca Jensen

Class C: Over 25,000 Subscribers
Mark Lesswing

Class B: Under $25M Annual Revenue
Frank Major

Class C: Over 25,000 Subscribers
Cameron Paine

Class B: Under $25M Annual Revenue
Marty Reed

Class C: Over 25,000 Subscribers
Eric Stegemann

Class B: Under $25M Annual Revenue
Katie Smithson

Class B: $25M and Above Annual Revenue
Brian Tepfer

Class B: Under $25M annual Revenue
Andy Woolley

Class B: $25M and Above Annual Revenue
Michael Wurzer

Class B: Under $25M annual Revenue
Jeffrey Young

Class F: 50,000+ Members/$25M+ Revenue/15k Licensees

Dana Bennett

Class C: Over 25,000 Subscribers

Vice President Industry Relations and Standards, REcolorado

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

• Thanks in part to the work done by RESO, the future of our industry is taking a new shape and its infrastructure is being strengthened. RESO, along with its vision of promoting technology innovation in real estate are becoming more widely understood but there is still more work to do. The three most important priorities I believe RESO should pursue include:
1. Continuing to drive the implementation of data standards adoption by all stakeholders.
2. Strengthening support behind the Cross-Platform Interoperability workgroup, an initiative that will grow in importance as competing and complementary products are enhanced through the exchange of functionality and data.
3. Facilitating the adoption of RESO standards beyond MLS data, to include standards for the full ecosystem of property data such as taxing, water, and power authorities, which could potentially be addressed by the Distributed Ledger Workgroup.

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

• I believe I am well suited to actively contribute to the success of RESO by serving on the Board of Directors. My experience within the industry is diverse and will complement the background and experience of the members of the RESO board. I have a broad background that includes working for an MLS vendor and being a producing broker-owner. I am currently on the leadership team at REcolorado where I have overseen licensing of MLS data to vendors and brokers for data-driven products, as well as onboarding and data support. One of my proudest moments was when the REcolorado Board decided to adopt the RESO standard as our native data dictionary based on my evangelizing the benefits of data standardization and the efforts of the REcolorado team

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 and able to meet the time requirements to serve as a director for a two-year term. I have the support of REcolorado, as well as the REcolorado Board of Directors. REcolorado is fully dedicated to support the mission and vision for RESO. My active participation would continue to reinforce our commitment to the future of real estate technology.

Matt Cohen

Class B: $25M and Above Annual Revenue

Principal, Advisory Services, CoreLogic

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

• 1) Engage potential implementors before designing parts of the standard that don’t get used; work to solve business impediments to standards adoption.
2) Develop project management at RESO so market expectations can be set for deliverables.
3) Help balance listening and leading to see if we can develop standards-based solutions for pain points i.e. lead ingestion. consumers moving between listing websites / apps.

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

• Experience bridging the business and technical and being a trusted industry advisor will help me bring together stakeholders in facilitated conversation.

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.

Bob Evans

Class B: $25M and Above Annual Revenue

SVP Industry Relations, Realtor.com

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

• A) Helping RESO achieve its goal of financial stability/sustainability through continued support of the Board’s goal of reaching six months of financial reserves. RESO’s financial strength is a critical component to the organization’s ability to achieve and deliver upon its strategic plan.

B) Continued progress towards adoption of needed universal identifies for brokers and agents is one of my more important priorities for next two years. I believe the industry as a whole would benefit greatly from significant progress in this area.

C) The creation and adoption of a valued Data Dictionary for the Rentals segment would benefit many constituencies across the industry. I am confident that MLSs, Tech companies and consumers would all benefit from the progress that RESO can make over the next two years.

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

• A) I will continue to support the Board’s goals of financial stability through support of the recent Dues changes, continued sponsorship of RESO events and working to find additional opportunities to support RESO as we are now doing through our trial experience with the RESO “Working with Data” course for new employees within my firm.

B) I will continue to support and will deliver Realtor.com technical staff who will join the UPI and Data Dictionary workgroups in support of the priorities stated above.

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 am absolutely willing and able to meet the time requirements necessary to serve as a director.

Shayne Fairley

Class C: Over 25,000 Subscribers

COO, Stellar MLS

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

• 1) The top priority should still be adoption of the Data Dictionary and API standards by installing plans to help accelerate their implementation. The long tolerance for organizations not adapting quicker needs to change.

2) Additional resources to focus on expedited expansion of the data dictionary for fields currently local/regional and additional payloads that make sense to real estate professionals.

3) Obtaining a higher level of support and engagement from the MLS and broker communities by way of additional campaigns and collaboration amongst one another and not waiting for one or two entities to do it for us.

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

• We were one of the first MLS in the country to have a native RESO certified back-end database because we saw the benefits and need to help lead. Stellar MLS has been a longtime advocate for adoption of these standards and I want to continue to provide the MLS perspective from a leading company in this space. My MLS experience overall and ensuring the right people from our team are dedicated in the workgroups will contribute to progress for RESO’s priorities and puts me a in good position to provide sound reasoning when helping the RESO Board make decisions.

We need stronger collaboration overall to help RESO attain its goals quicker, so our industry can be in better position to keep up with the innovation consumers want. Making sure there are clearly established messages for how each can help one another from the broker, MLS and vendor perspective is important to ensure we are all delivering what our customers need. I can help with additional marketing ideas and networking opportunities to influence other MLS’s and brokers to all have the right people at the table to accelerate adoption quicker.

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?

• It would be an honor to serve on this important Board. I look forward to having an opportunity to dedicate my time to help RESO continue to grow and influence accelerated adoption of the standards.

Ishay Grinberg

Class B: Under $25M Annual Revenue

Founder & CEO, Rental Beast

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

• Establish Residential Rental Data Standards, Drive adoption for the RESO API, and help sunset RETS for the betterment of all vendors and MLSs.

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

• Once the Rental Workgroup concludes its development of standards, we’ll work to drive RESO certification to as many MLSs and Associations as possible. I’ll continue pushing to position RESO and its work as a critical “real estate organizer” to a broader audience of property managers and their software providers, i.e., Yardi, Appfolio, Entrata, and RealPage, as well as investors, lenders, and owner/operators such as Walker Dunlop, Fortress, and more.

Rental Beast is uniquely positioned in the intersection of Associations and MLSs, Landlords/Property Managers/Investors as the owner class, and real estate professionals. Because of our relentless focus on building a standardized rental database for the industry, we have the Rolodex, reputation, and drive to push on 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 2-year term?

• Yes.

Rebecca Jensen

Class C: Over 25,000 Subscribers

CEO, MRED

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

• 1-) Adoption of automated certification process

RESO’s focus on removing roadblocks that inhibit adoption of standards is essential. The new automated certification process will provide greater transparency and reporting metrics so that the organization can more effectively manage standards adoption. Test driven implementation is a key part of the vision.

2-) 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. Plug and play interoperability is the BHAG (Big, Hairy, Audacious Goal) for the real estate industry!

3-) Unique identifiers

Adoption of the Universal Property Identifier (UPI), Unique Organization Identifier (UOI), and Unique Licensee Identifier (ULI) will allow the industry to better manage data sets and enable new insights to be created. Unification of data across the real estate marketplace will help practitioners and consumers gain more capabilities and improve data accuracy.

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

• I have served on RESO’s Board of Directors for nine years (five as Board Chair) and have been an MLS CEO for more than a decade. As an original 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.

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!

Mark Lesswing

Class B: Under $25M Annual Revenue

CTO, T3 Sixty

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

• RESO should continue to develop and encourage the adoption of standards that improve the exchange of information. Specifically, the Data Dictionary and WebAPI standards serve as fundamental building blocks upon which endorsements, supporting specific business emphasis, can be applied.

Another important priority should be the monitoring of the business environment to identify trends and business issues. This includes documenting business cases that identify improvements to the various facet of the community. These efforts were not only helpful to identifying and creating organizational, licensing and property identifiers (OUI, ULI and UPI respectively) but can also be used to address challenges such as bulk data replication and other transport issues.

Volunteer organizations depend on staff to organize workgroup activities. It is important to match staff resources to anticipated RESO activities and initiatives.

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

• I have worked as a RESO advocate through both the RETS and WebAPI eras. Information transportation will continue to evolve and my experiences will be useful as the industry continues to evolve.

I have served RESO at the board, workgroup and participant levels and my experiences will be useful as we address new challenges In addition to board responsibilities, I will continue to chair my RESO workgroup.

I have experience budgeting for and managing membership organizations. RESO will find these perspectives useful as we continue serving the industry.

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

• Yes, I am. In addition to board responsibilities, I will continue to chair my RESO workgroup.

Frank Major

Class C: Over 25,000 Subscribers

Chief Technology Officer, Bright MLS

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

• Define and drive the adoption of standards throughout the real estate ecosystem. This includes, but is not limited to, evangelizing the benefits of standards to MLS, brokers, government agencies, vendors and others. Collecting feedback from users to improve standards will increase the value of RESO. In addition, greater adoption will increase the value standards bring to all participants and the industry as a whole.

Address the needs of the real estate ecosystem. This requires understanding current and future needs, and ensuring standards are delivered in a timely manner to the marketplace. This could include extending existing standards (showing standards, etc.) or leveraging new technology (streaming, GraphQL etc.

Inclusivity and diversity. This includes diversity of thought, background, industry, geography, etc. Broadening the population of those involved will increase capacity of RESO and provide new voices with a diverse perspective to standardization opportunities. RESO should define priorities and measurement methods to ensure progress of all initiatives.

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

• As CTO of Bright I interact with various MLSs, Brokers, vendors, government agencies and others that benefit from using RESO standards. Through various opportunities (Bright tech and innovation summits, conferences, vendor engagements, etc.) I have the opportunity to interact with users, to advocate for and get real-time feedback from the marketplace on RESO standards.

In my role as CTO of Bright, I have many opportunities to see how RESO can support current and future needs of the marketplace. Currently, we are working with RESO workgroups to enhance showing as well as rental standards. The fact that Bright builds many proprietary products and services allows me to stay abreast of opportunities for improvements to standards, such as enhanced support for teams. Bright also uses modern technologies which will allow for new ideas to be shared and leveraged by RESO when appropriate.

I bring a strong technical background to my role with experience working in many sectors (FinTech, PropTech, Insurance, and Retail). Married with my experience working with other standards bodies such as MISMO provides me with a different perspective that could be valuable to the RESO 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 am ready to dedicate my schedule and time to thorough and energetic service to RESO, should my candidacy move forward.

Cameron Paine

Class B: Under $25M Annual Revenue

Vice President of Industry Relations, HouseCanary

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

• RESO continues to do an excellent job of setting standards that, when adopted, improve efficiencies. While advanced MLSs and technology vendors have made the move to the RESO API, many have yet to make the move from RETS. I would like to see RESO set a timeline goal for 100% RESO API adoption.

I would like to see RESO identify a path forward for setting a unique property ID standard for the industry.

I would like to see RESO set a standard address format and naming convention.

Without improvements in these areas, any broker or vendor working across multiple markets will run into the same standardization issues that add expense and complication to data normalization efforts.

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

• Having had experience running an MLS, with national brokerages, and with a national vendor, I can offer the Board insight into the data challenges and opportunities faced by all three across multiple markets. With my experience at HouseCanary, I would also be able to give perspective on how data standards would affect (both positively and negatively) a smaller, technology enabled national brokerage.

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 had the opportunity to serve on the CMLS Board of Directors, the Broker Public Portal Board of Directors & Executive Committee, and on several local non-profit Boards. It was a privilege to offer my time to them and it would be a privilege to offer my time to RESO.

Marty Reed

Class C: Over 25,000 Subscribers

Chief Innovation & Strategy Officer, California Regional MLS (CRMLS)

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

• Acceleration of timetables.
RESO must accelerate its timetables for gathering feedback, exploring options, and implementing solutions. The model that has served RESO so far does not address the current urgent need to bring standards to market. Even under the most optimistic scenario, in which someone proposes a universally popular initiative or change, it may take months or years to start to roll it out with full RESO approval. As a RESO Board member, I will work to create methods to fast-track critical changes and improve the processes by which RESO grants approvals.

Consideration and involvement of consumer interests.
At a time when the needs and expectations of consumers in the North American housing market are rapidly evolving, RESO must not nor be seen as an insular organization solely focused on the experience of real estate professionals. Changes in consumer needs may, in some cases, outpace the real estate industry’s ability to respond to them. While RESO has done well to create better consumer experiences through the professional institutions it serves, forces outside of RESO’s control have created new options for these consumers. If a consumer’s choice is which agent or brokerage to use, RESO does a good job of serving that consumer. If, however, a consumer’s choice is whether to use an agent/brokerage at all, RESO needs to work to accommodate that consumer through its members.

Increase adoption and use of its UPI standard.
As consumer and professional options for real estate transactions increase, organizing the data along universal standards is critical. Implementing standards for how a RESO member describes a property has long-proven benefits, but if those descriptions apply only to that listing – as opposed to the property itself – real estate practitioners may find themselves in difficult situations. For instance, without broad adoption of the UPI standard, multiple sets of data describing the same property exist. It is only through consistent, cross-market usage of RESO’s UPI standard that the organizations RESO serves can get on the same page.

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

• My experience in the MLS industry includes collaborative work with multiple companies across North America. From CEO of Cooperative Arkansas Regional MLS to Senior VP of Business Operations at Black Knight, to my current role as Chief Innovation and Strategy Officer with the nation’s largest MLS, CRMLS, I have held many leadership roles and worn many hats at a diverse range of companies that serve this industry. I am also a seasoned industry volunteer, serving on the National Association of REALTORS® MLS Policy Committee, the Council of MLS Board of Directors, and multiple Arkansas REALTORS® Association Committees. Doing so has allowed me to leverage fellow professionals’ expertise, solve problems faster, and drive better outcomes long-term. I’m humbled by these opportunities and am confident my expertise and work ethic will bring positive results for the initiatives RESO supports.

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.

Eric Stegemann

Class B: Under $25M Annual Revenue

CEO, TRIBUS / Solid Earth

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

• Showing Standards, Adoption of the UPI / ULI, Add / Edit standardization for WebAPI.

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

• As the CEO of a company that’s both a data consumer and a provider of software to MLSs, I have experiences that understand the challenges of each side. My goal is to bring everyone together to get better adoption of standards.

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. As I have done since joining RESO, I’m happy to step up anywhere that I’m needed. I’m a big believer in the mission of RESO!

Katie Smithson

Class B: $25M and Above Annual Revenue

Director, MLS Sales, Lone Wolf Technologies

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

• Increase adoption of Web API, work on standards that make it easier to push data bi-directional, release and promote certification platform to provide data transparency to data consumers.

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

• As part of the team at Lone Wolf Technologies that manages MLS relationships and MLS data, I will continue to be an advocate of the work done by RESO.

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.

Brian Tepfer

Class B: Under $25M annual Revenue

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.

Andy Woolley

Class B: $25M and Above Annual Revenue

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?

• 1) Addressing the barriers that continue obstructing universal adoption of Web API. As an example, we find 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. Parity is essential, improvement is desired.
2) Continue spreading the message and value of Web API throughout the industry, with an emphasis towards organizations who are consuming data feeds.
3) 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.

Michael Wurzer

Class B: Under $25M annual Revenue

President & CEO, FBS

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

• Real-time updates for replication, media management standards, and increase utilization of Web API for use cases beyond replication.

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

• Standards work takes time, focus, and collaboration, and I’m committed to providing all three to RESO and the broader standards community if I’m elected. I’ve been a strong advocate for and implementer of RESO standards for over twenty years, and hope to continue that work in the next term if I’m privileged to be elected.

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

Class F: 50,000+ Members/$25M+ Revenue/15k Licensees

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?

• Driving standards that meet the evolution of the real estate tech industry that benefit inter-connectivity between systems. Expanded SSO standards that leverage security best practices, especially with vendors who service brokerage firms and franchises, where there is a growing need. Keeping an eye on the need for resources for the Commercial industry, which is seeing a high amount of third party technology investment.

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

• RPR is one of the largest resources serving the members of the National Association of Realtors. The platform crosses residential and Commercial via both web and mobile. It relies upon a network of stakeholders including MLSs, State and Local Associations and an engaged base of over 10,000 registered brokerage firms and franchises. The knowledge gleaned from servicing those members is available to RESO, including broad participation in work groups by the RPR team, which is dedicated to the RESO mission.

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?

• Ready and able.