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.
