Where Real Estate Gets Its Dirt

Inman says “Blow Up Upstream”

The Inman Files: Blow up Upstream – Why we should pull the plug on this expensive and risky effort

“But I still think it’s time to pull the plug on this project. I do not want to trivialize the well-intended efforts and opinions of so many hard-working people, but it reminds me of Trump’s Wall — grandiose, impractical and inspired by fear. Yes, there is a problem, but Upstream is a wrong-headed solution and a political hairball to build and gain adoption.”

Tell us what you really think Brad!

Plus some advice for new NAR CEO Bob Goldberg

“This is new NAR CEO Bob Goldberg’s opportunity to walk the talk and end a glaring example of old top-down pyramid thinking. Upstream is a classic NAR inside job, intended to benefit a small group of its overall membership.

As in most succession plans, Goldberg has about six months to blame it on the “dead pilot” (former NAR CEO Dale Stinton). Then he must “OWN IT” — good or bad. RPR is Stinton’s love child, not yours, Bob.”

In my interview with Bob Goldberg he told me that all of NAR programs were on the table for review.

Listing Bits: Flipping the Pyramid with NAR’s New CEO Bob Goldberg

If you feared more of the same when Bob Goldberg was named CEO of NAR, take heart. The rhetoric of our new leadership is focused on engagement, openness and transparency—knocking down the façade of the ‘Ivory Tower’ and facilitating dialogue with members, even those who disagree.

Bob Goldberg has been a senior executive with NAR since 1995, and his accomplishments include the launch of the REALTOR Benefits Program, the introduction of the top-level domain initiative, and the expansion of NAR’s technology partnerships via Second City Ventures and its REach Technology Accelerator. Prior to NAR, Goldberg served as senior vice president with PRC Realty Systems, the national’s leading provider of online multiple listing systems.

Bob is lauded for his leadership, recently named one of the 2017 Swanepoel Power 200 and Inman News Real Estate Influencers of 2017. Bob has forged his career on designing programs and partnerships to strengthen the REALTOR organization and drive success for its 1.2 million members. Today, he explains his approach to ushering in a new era at NAR, discussing his pursuit of transparency through social media, interviews and opportunities for Q&A. He also addresses his intention to serve members via a ‘flipping the pyramid’ model of leadership, and how he plans to empower his team with the authority to drive change. Listen to understand why Bob is an advocate of tech initiative partnerships, and how NAR can tackle the issue of professionalism among its members—with both consumers and fellow agents.

What’s Discussed: 

Bob’s pursuit of openness and transparency
How Bob plans to connect directly with NAR members
Bob’s interview with Andrew Flachner of RealScout
How Bob and the panel approached Q&A at the NAR Leadership Summit
Bob’s intention to facilitate honest discussion about industry issues
Bob’s mission to break down the façade of the ‘Ivory Tower’
– Message was controlled in past
– Initiate dialogue with dissenting voices

Bob’s ‘flipping the pyramid’ concept
– Think from member perspective first
– Encourage member engagement

The upcoming NAR organizational design study
Greg’s characterization of Bob as having a ‘vibe of inclusiveness’
Bob’s aim to be a different kind of leader
– Visionary
– Empower team with authority to drive change

Bob’s background in MLS technology with PRC
How Bob plans to assess the value prop of tech initiatives
– Cost of product
– Member use

The NAR budget process
How NAR decides to sunset a program that’s run its course
Why Bob does not advocate for a national MLS

– Not NAR’s core competency
– NAR doesn’t have funding to compete
– Better to seek partnerships with experts

Bob’s take on NAR’s role in raising the bar for agents
Professionalism with consumers and fellow members
The complexity of addressing professionalism in the industry
Bob’s willingness to be embrace social media
The world-class talent at NAR
The network effect of engagement

Resources:

NAR Leadership Summit on Facebook Live
RealScout Interview with Bob Goldberg
RealScout on Facebook

Connect with Bob Goldberg:

Bob on Facebook
Bob on LinkedIn
NAR Leadership Team on Facebook
NAR Leadership on Twitter

Industry Relations Episode 12: Can NAR’s New CEO Bob Goldberg Elevate the REALTOR Brand?

We can all agree that raising the level of professionalism in the real estate industry is a good thing – absolutely necessary, even. But how do we get there? And who’s responsible for elevating the REALTOR brand? With Bob Goldberg assuming leadership of NAR on August 1, there is much discussion around what he can do to be an agent of change in the industry.

The gloves come off today as Rob and Greg debate the validity of the NAR CEO selection process and the best way to go about ridding the industry of incompetent, unethical agents. They discuss the strengths Bob brings to the table, how his leadership may facilitate cooperation among key players, and the likelihood of substantial policy change with Bob at the helm.

Listen in as Greg and Rob get fired up arguing who’s responsible for making the REALTOR brand meaningful. It is up to NAR to raise standards and differentiate between REALTORS and licensees? Or do brokers need to be held to a higher ideal when it comes to recruiting, hiring and training agents? Whether you’re Team Rob or Team Greg on this one, Bob has his work cut out for him as he takes over NAR this month.

What’s Discussed: 

Greg’s experience working with Bob through eNeighborhoods
NAR’s decision to choose someone from inside the organization
Greg’s sense of Bob as a leader
Rob’s take that hiring Bob may have been a ‘done deal’
Greg’s argument that employing a world-renowned recruiting company is ‘thorough’ as opposed to ‘clueless’
Why Rob contends that NAR should have named Bob as successor two years ago
How the NAR membership might have reacted to naming Bob as successor without selection process
How the interview process affords the opportunity for upfront conversation
Greg’s belief in the validity of the selection process
Why a succession plan is more feasible in the corporate world vs. a member-driven organization
Rob’s frustration with the lack of transparency demonstrated by NAR leadership
Greg’s assessment of how things will change with Bob at the helm of NAR
– Shift in tone
– Capacity to facilitate cooperation
Rob’s assertion that conflict in the industry is about policy rather than tone
Rob’s skepticism re: the probability of change in NAR policy
The relationship between personnel and policy
Greg’s assertion that bureaucracy comes from the association side rather than staff
The challenges Bob faces moving forward
– Elevating REALTOR brand
– Incompetent, unethical agents
Greg’s position that brokers are complicit in hiring unqualified agents
Rob’s counter that agents are not employees
– Only Redfin hires employee agents
– Agent pays broker, not vice versa
– Recruiting agents = sales (not hiring)
Why Rob finds it remarkable that any brokers institute standards
How NAR’s code of ethics runs counter to their acceptance of anyone with a license
Rob’s proposal regarding policy changes that would make the REALTOR brand meaningful
– MLS access no longer tied to membership
– Association staff allowed to take part in ethics hearings
– Remove 1099 exemption for real estate agents

Our Sponsors:
CSS
Corelogic

Resources:
Rob’s ‘Bob Goldberg Era’ Blog
Rob’s Response to Bill Brown’s Comment
NAR DANGER Report

Connect with Rob and Greg:

Rob’s Website
Greg’s Website

Industry Relations Episode 11: Redfin Goes Public and Quietly Eats the Real Estate Industry

It’s the quiet ones you have to watch out for…

Redfin has been quietly dominating since its inception in 2004, and no one in the real estate industry seems all that concerned. We dismiss Redfin as a discount brokerage and debate what to call it – Tech company? Brokerage? Something else entirely? Whatever label you put on it, Redfin is disrupting the way real estate works. And with its S-1 filing, we can finally see just how well the company has been doing. With a sales volume of $16.2B and a 31% gross profit margin, Rob is justified in saying that Redfin has the potential to ‘eat the industry.’

Today Greg and Rob get into the impending Redfin IPO and the potential consequences of its success on traditional real estate. They cover Redfin’s phenomenal company culture and the advantages associated with having employee agents rather than independent contractors – and explain how its software has the ability to capitalize on repeat/referral business in a way that traditional brokerages do not.

Listen to understand why Rob believes that the industry should be more afraid of Redfin than Zillow, and hear Greg’s take on the relative importance of agent relationships versus company culture in shaping the consumer experience. Might there come a day when traditional brokerages would have to partner with (GASP) Zillow to compete with Redfin? As the company goes public, let’s talk about why Rob and Greg think industry leaders should start losing sleep.

What’s Discussed: 

The importance of culture at Redfin
Redfin’s recent S-1 filing
– Shares in $12-14 range
– Company valued at $1B
The debate around Redfin’s identity
– Tech company
– Real estate brokerage
– Agent team hybrid
Why there is no backlash against Redfin’s IPO
Rob’s take on why the industry should be more afraid of Redfin than Zillow
How traditional brokerages throw shade at Redfin as ‘discount brokerage’
Rob’s theory that Redfin is going to ‘eat the industry’
Standout stats from the Redfin S-1
– $16.2B in sales volume, #5 in RealTrends 500
– 31% gross profit margin
How Redfin’s software capitalizes on repeat/referral business
Redfin’s focus on data
– Measures customer satisfaction via NPS
How the Redfin culture affects the consumer experience
The myth that only independent contractors can provide high-level service
Greg’s take on Redfin’s limited ‘boots on the ground’
The advantages of employee buy-in to Redfin company culture
Who might be considered Redfin’s competition
The what-if scenario around Redfin establishing a ‘sneak peek’ listing agreement
How Redfin generates traffic to its site
– SEO
– Targeted email
When the heads of large real estate companies should start losing sleep over Redfin
– Redfin offers lower commissions, agents paid based on satisfaction ratings
– Customer demand could force traditional brokerages to enact similar policies to remain competitive
How a company with a multi-brand strategy could incorporate Redfin into its business model
How traditional brokerages might need to partner with Zillow to remain competitive
How reducing costs through automation would allow brokerages to charge less for commission
The way capital acts as an accelerator in the tech world
How having employee agents allows Redfin to fully adopt its technology systems

Our Sponsors:
CSS
Corelogic

Resources:
Redfin IPO: Tech Company, Real Estate Brokerage, or Something New?
Rob’s Redfin IPO Blog – Part 1
Sam Debord’s Guest Blog

Connect with Rob and Greg:

Rob’s Website
Greg’s Website

The N.A.R.’s CEO, Dale Stinton, talks about partnerships.

The CEO of the National Association of REALTORS, Dale Stinton wrote a 1,800 blog post entitled, “TO “B TO B” OR NOT TO “B”” about the N.A.R.’s commitment and partnerships with the Brokerage, MLS and Vendor community. It’s worth a read, and a re-read. I found it pretty fascinating and gave me ton of insight to the N.A.R.’s thought process.

The first part of his post summarizes the N.A.R.’s success stories, starting with the formation of RETS, CIVIX, domain names, the recent hire of a MLS advocate, Caitlin McCrory, and its expanding relationship with CMLS. Later in the post he did seem to acknowledge some of friction with RPR, Upstream and the MLS and Vendor community stating..

“Whether you’ve come to see it this way or not, RPR too was hoped to be an important (B to B) example of cooperation between NAR, RPR, and the MLS and Vendor communities.”

and I thought this section was encouraging.

“One of the first things Alex Lange did after coming on board with Upstream was to create an MLS Advisory Council to bounce ideas off of and create a channel of communication. He did not cherry pick our ‘friends’ so to speak, rather he engaged a cross section of all types of MLS’s and MLS executives. It is out of that group’s advice and counsel and the Upstream Board’s desire to bring everyone back together, that the second option (MLS input first) was born and which has been very well received.”

Furthermore he looks to walk back, or at least further explain his widely reported statement about the MLS/Vendor community being a “cartel”.

Some of you may have missed this signal or dismissed it as yet another attempt on NAR’s part to interfere or intrude itself into space in which it does not belong. Or you may have spent some time commiserating about what was accurately reported as my ‘cartel’ comment. Unfortunately, what was conveniently omitted was what I said right before that, which was:

“THERE ARE SOME FANTASTIC VENDORS AND EVEN MORE FANTASTIC MLS’s OUT THERE THAT DO AN UNBELIEVABLE JOB, THEY ARE NOT THE PROBLEM!”

….. followed by applause from the NAR Board of Directors.

Unfortunately the link to the audio portion of this statement on the blog post isn’t working. But good for him. I think his “cartel” statement was ill conceived and he seems to acknowledge that, or at least in my reading the sentiment is there.

This next section also caught my eye.

“Then, after the Midyear Meetings, I listened to a couple of excellent online interviews; one covering the events at the Midyear meeting and one which occurred shortly thereafter. I can’t say I liked everything they discussed nor do I agree with all of their conclusions, but they were even handed, and generally fair in their observations about the ‘pivot’ to option B and other NAR activities. What’s the saying …. ‘if you can’t take the heat’.”

Could Dale be a podcast fan? I wonder if this podcast or maybe this podcast was on his playlist. : )

And for reasons you’ll see I thought this section was particularly insightful.

” As previously mentioned, CMLS has blossomed as a force for cooperation and ideation. MLS data sharing is happening all over the place. Some MLS vendors are really stepping up with some state-of-the-art products, particularly focusing on MLS front ends. FBS and Cloud MLX are just a couple of examples of high quality vendors pushing the envelope.”

I always knew Dale had great taste in “high quality” front end of choice software!

Here’s the deal. It’s real easy to be cynical about some of the points he’s making. But, maybe, just maybe this can be a turning point. As Dale points out…

“One of the first things Alex Lange did after coming on board with Upstream was to create an MLS Advisory Council to bounce ideas off of and create a channel of communication. He did not cherry pick our ‘friends’ so to speak, rather he engaged a cross section of all types of MLS’s and MLS executives. It is out of that group’s advice and counsel and the Upstream Board’s desire to bring everyone back together, that the second option (MLS input first) was born and which has been very well received. Some have said this is where Upstream should have started to begin with and that its name now belies its mission and brokers original intent. The NAR learning moment was and is to remember to listen more closely to the Brokers and MLS executives.

Emphasis mine.

Maybe this can be a “learning moment” for us all.

Here’s yours truly from a previous blog post.

“We all need to press the reset button, and move forward.”

Yup

Industry Relations Podcast: The Firestorm Around the Zillow ‘Instant Offers’ Rollout

If Zillow thought that the industry would thank them for reworking the Opendoor model to involve agents in the process of “Instant Offers”, they underestimated what Rob likes to call “Zillow Fever”, the intense dislike so many in real estate have toward the company.

Today Rob and Greg are engaged in a rousing conversation about the rollout of the Instant Offers test program and subsequent uproar. They work through the source of the industry’s angst toward Zillow and whether or not it is warranted in this particular case.

Listen in as Rob and Greg discuss the arguments against Instant Offers, how the feature might lend itself to predatory behavior by investors, and how Zillow might have changed their messaging to avoid the blowback.

What’s Discussed: 

The firestorm created by Zillow’s Instant Offers test program
Greg’s take on how a different naming convention would have tempered agent reaction
How the Instant Offers feature works
– Response to consumers looking for easier ways to sell
– Hand-picked 15 private investors
– Seller can accept investor offer and sell directly, accept offer and use agent to complete transaction, or reject offer and move forward with agent to list on MLS
The weaknesses of the argument that Zillow is duping consumers
The hypocrisy/lack of awareness of agents criticizing Instant Offers
How agents can use Instant Offer as a tool to generate seller leads
The importance of establishing a sphere of communication
The vast number of tools available to help agents stay in touch with past clients
Instant Offers as a potential avenue for predatory investor behavior
– Bad actors might target the poor, uneducated
– May require government to step in with regulations
Rob’s problem with the premise that consumers cannot make best decision for themselves based on circumstances
The potential monster success of the Instant Offers feature
The flaws in the argument that Zillow is trying to come between the agent and the homeowner
The way Zillow priorities the consumer over the agent
Whether Zillow has given up on trying to make people happy or if they were caught off guard by the negative reaction to Instant Offers
How other big web operators might respond to this innovation

Resources:

Greg Schwartz ‘We Come in Peace’

Connect with Rob and Greg:

Rob’s Website
Greg’s Website

Our Sponsor:
Centralized Showing Service

Listing Bits: The Upstream Pivot with FBS CEO Michael Wurzer

I had a chance to sit down with Mike Wurzer again at NAR Midyear to discuss the recent announcement about Upstream, well, not really being “upstream” anymore. This was recorded before NAR announced the details to their additional funding. More on that in a later blog post.

The first step of problem-solving is to assign blame. Right?

That seems to be part of Upstream’s tactics in explaining their delayed progress at NAR’s May Legislative Meeting in DC. They succeeded in raising the heartrate of today’s guest – by implying that a lack of cooperation from vendors is to blame for the snail’s pace of the project. Upstream also made a big announcement regarding what they term as a pivot, but may be more appropriately called a 180.

Michael Wurzer is the President and CEO of FBS, an employee-owned company committed to exceeding customer expectations. Their signature product, Flexmls, is a standards-driven technology platform connecting real estate professionals to their customers with collaboration tools that deliver timely and accurate information. FBS products serve 185 organizations and 2,000-plus agents in the real estate sector.

Under Wurzer’s leadership for the past 20 years, FBS has worked to constantly evolve and embrace change. They were among the first to build a web-based system, striking a balance between the stability of being an established company and creating a culture of innovation. Today he examines the Upstream pivot in detail, discussing how the Upstream messaging has evolved over time, the pain points the initiative was working to address, and the need to foster collaboration among industry players.

What’s Discussed:

The major players in the Upstream initiative
How the Upstream messaging has evolved over time
The major Upstream pivot announced at NAR’s Legislative Meetings
How the pivot was influenced by feedback from experienced MLS professionals
Greg’s take on the fundamental change in premise of the Upstream initiative
The pain points the Upstream project was working to address
– Ability to sync listings
– Integration with third party products
The buy-in for Upstream from big brands
Upstream’s explanation for its delayed progress
The need to foster collaboration among industry players rather than assigning blame
– All focused on solving broker problems
The CMLS campaign to highlight the value of the MLS
The controversy over RPR’s team of developers
The confusion re: the meaning of a ‘live demo’
The ability to enter a listing from third-party system as a RESO objective
The evolution of technology in the real estate software space
– ‘We’re building the airplane as we’re flying it’
Success stories in MLS system consolidation
The beauty of competition in shaping market dynamics
Zillow’s next steps in light of the Upstream pivot
The need for clarity of communication re: syndication
What the Upstream pivot means for AMP
Wurzer’s prediction of what’s next in real estate tech innovation
Upstream as ‘another option’ rather than a revolution

Resources:

Realtor Magazine Article

“Upstream Returns to Earth” by Matt Cohen

Connect with Michael Wurzer:

Email mwurzer@flexmls.com
Twitter
Blog

Tyler Gordon, CEO of Agent Inbox, talks messaging

LIVE from RESO Spring Conference 2017

Henry Ford is credited with saying, ‘If I had asked people what they wanted, they would have said faster horses.’ True innovation provides you with the tools you didn’t even know you needed. Today’s guest understands the challenges of the real estate industry, and he created a platform that provides a unique solution tailored to the work we do. A solution that will make you wonder how you ever did without!

Tyler Gordon is the CEO and Founder of Agent Inbox, an all-in-one communications platform that empowers MLSs to launch a market-wide platform that allows every agent to communicate with every other agent about any listing, from any device, within any product. Agent Inbox seeks to build the messaging infrastructure so that everyone involved in the real estate transaction (including vendors) can effectively communicate via one system.

After graduating from the University of Florida with a degree in finance, Gordon went to work for Grooveshark, an on-demand streaming music service, where he built their data products and market research team, boasting a research panel of over 300,000 participants. From there, he joined the family business, a real estate brokerage in south Florida. Realizing just how difficult it was to be a real estate agent, Gordon set out to solve some of the problems he encountered – and Agent Inbox was born. Today, Gordon explains the nuts and bolts of Agent Inbox, sharing how the tool works with any app under the MLS umbrella. Listen and learn the benefits of a single communication system that connects all the stakeholders involved in the real estate transaction!

What’s Discussed: 

The shift in how people communicate
– Agents have migrated away from phone/email
The idea behind Agent Inbox
– Create market-wide messaging platform
– Every agent can communicate with every other agent
The installation of Agent Inbox
– Integrated directly into MLS link
– App is available to download, but not necessary to use the service
How to access Agent Inbox
How the Agent Inbox infrastructure might be used to include other industry stakeholders
– MLS
– Association
– Vendors
The benefits of Agent Inbox
– Sits on top of any product in MLS
– Allows for live, contextual conversation
How Agent Inbox was conceived
The trend toward specialized products
Where Agent Inbox is already up and running
The user-friendly nature of Agent Inbox
The benefits of messaging (vs. email)
– 99% of people open, 95% respond
– Socially acceptable to wait several days before responding to email

Resources:

Intercom Customer Messaging Platform

Slack Team Messaging

Connect with Tyler Gordon:

Agent Inbox
Email: tyler [at] agentinbox [dot] [com]

The Controversial Pivot to API with RESO CEO Jeremy Crawford

One of the great things about RESO is how the community comes together for the benefit of the industry. RESO recently honored some of the volunteers. You can read the full press press release here.

While at the recent RESO Spring Conference I got to sit down with Jeremy and discuss some of thing they are working on. He’s really done a great job. Hope you enjoy.


 
‘…You’re building a new infrastructure. You’re building a brand new interstate, and one of the hardest things is the off ramp and the on ramp.’

RETS has been a solid technology standard for fifteen years, and many vendors are resistant to make the change to API. But as the needs of mobile shift the industry, a new ‘interstate’ is necessary. Today’s guest is prepared to discuss the details of this controversial pivot.

Jeremy Crawford is the CEO of RESO, the organization responsible for the creation, promotion and adoption of standards in the real estate industry. RESO seeks to fuel innovation and help streamline the real estate transaction. Crawford has been involved with RESO since 2010, serving on its Board of Directors and co-leading the Education and Outreach Workgroup. He has a unique combination of talent and experience, with an extensive background in information technology and corporate management. After graduating from East Tennessee State University with a degree in computer science, he landed an IT position with Safeco Insurance. From there, he worked in network management for BB&T Corporation and MarketLinx (a division of CoreLogic). His resume also includes leadership roles as CIO of SANDICOR, CIO and COO of MLSListings, and COO of Aculist.

Crawford explains the need for a pivot away from RETS to API, the benefits of saved search portability, and the progress of the transition to date. Listen in to understand the steps being taken to improve the permissioning process and who might play a role in further advances.

What’s Discussed: 

The controversial pivot to API
– Resistance from traditional vendors
– Interstate analogy (on and off ramps)
– Shifting needs require API
– Parallel uses of both RETS and API likely
The progress of the move to API
– Distribution piece complete
– Updates component under development
The vendors who are taking advantage of API capabilities
The benefits of switching to API for established vendors
– API built to access data on the fly
– Can still replicate data, but have option not to
– Saved search portability
Progress with regard to the challenges of permissioning
– Standardized data licensing agreements
– NAR turnaround time policy for IDX access
– Access to developmental data feeds to facilitate product development
Who is responsible for permissioning process
– RESO R&D Workgroup drafting best practices
– Brokers must help shepherd process along

Resources:

AgentSquared

Agent Inbox

Connect with Jeremy Crawford:

RESO
Twitter

Art Carter talks data consolidation


 
“If the MLS industry had a face, that face would have a facial tick – because it’s always threatened by something or someone.”

With such constant scrutiny, you’ve got to have a pretty thick skin in the MLS business. And if your goal is to consolidate, let’s say the listings for the entire state of California, you’d better be even tougher. Today’s guest on Listing Bits faces such across-the-board resistance daily as he works to convince real estate professionals that giving up a little local control is worth it in the long run.

Art Carter is the CEO of California Regional Multiple Listing Service, Inc. (CRMLS), providing products and services to over 82,000 subscribers. CRMLS works to connect real estate professionals throughout the state of California via access to the most data at the lowest cost possible.

Carter spent nine years working for the Pacific West Association of Realtors as they pushed the envelope on innovation and brought the association world to a new level before moving to CRMLS in 2005. For the past 11 years, he has been dedicated to making a difference in the daily lives of Real Estate Professionals. He is best known for leading the data share revolution in Southern California.

Carter has been named one of Inman News’ 100 Most Influential Real Estate Leaders twice, and he is a member of the Dr. Almon R. “Bud” Smith, RCE, AE Leadership Society in recognition of dedicated service and commitment to advancing the association management profession. Listen in as he shares the progress CRMLS has made toward listings consolidation in California.

What’s Discussed: 

The disparity between consumers and agents/brokers when it comes to data access
How agents and brokers respond to the prospect of listings consolidation
The unraveling of CALRED
The history of CARETS
The advantages of data shares over an aggregated database
Why CRMLS seeks to consolidate listings for the entire state of California
The politics preventing consolidation
Where the resistance to consolidation comes from
The progress CRMLS is making toward consolidation
– From 21,013 members in 2005 to 82,037 today
– Working to grow another 10% this year
The benefit of implementing a ‘system of choice’
– Eliminates the need to convert
– Allows agents to access data with the tool they prefer
Solutions for the permissioning issue
– Unified contracts
– Online process
Why the MLS industry itself should resolve the permissioning issue
The primary purpose of the MTP Project
Carter’s advice for MLSs seeking to consolidate
– Build relationships
– Consider every ‘no’ a ‘not yet’

Connect with Art Carter:

CRMLS Website

Sponsored By VESTAPlus