Our Employee Spotlight series celebrates the incredible talent, dedication and passion of our team. By sharing their journeys and expertise, we highlight the people who make our success possible every day.
Personal Journey and Leadership
Can you share your career journey and what led you to your current role as Chief Valuation Officer at SVI?
Rick:
My path into the valuation industry was not straightforward. After serving in the Air Force on F-16 maintenance, I found my skills didn’t directly translate to civilian work. I was fortunate to get an opportunity as an appraiser with the assessor’s office. From there I attempted to make the leap into the real estate appraisal world, but was having difficulty finding a mentor. Until one day when I had almost given up, an appraiser walked into the assessors’ office and offered me a position, which changed everything and set me on the path I’ve been on for decades. I learned under a mentor, worked independently and then moved back to corporate roles, eventually joining United States Appraisals, which later became SVI where I transitioned into my current role as Chief Appraiser. My journey is proof that multiple paths to success—you need the right opportunities, strong mentorship and a willingness to adapt.
Did you ever feel hesitant about moving from being an independent appraiser back into a corporate role?
Rick:
Not at all. I wanted to make a broader impact beyond individual appraisals. In my current role, I influence valuation processes, mentor others and address industry challenges with a talented team.
What is exciting about your role?
Rick:
The people. I love working with a talented team, sharing knowledge and shaping the future of valuations. One of my strengths is taking complex appraisal concepts and breaking them down into real-world terms so that they’re easy to understand. Being able to help others learn and grow in this field is incredibly rewarding.
I also enjoy problem-solving—whether it’s finding creative ways to solve customer issues, ways to make our processes more efficient, integrating new technology, or figuring out how to attract new talent to the industry. There’s always something new to tackle.
Vision and Strategy
What are your key priorities for SVI and how do you see the company evolving in the next five years under your leadership?
Rick:
My top priority is leveraging technology, people and process to enhance what we do. Over the next five years, I see SVI leading the way in integrating AI, automation and data analytics into our workflows —not to replace appraisers and review staff, but to make their jobs easier, faster and more accurate. Our goal is to use technology to improve the customer experience, improve performance and streamline processes so more time can be focused on analytical work rather than administrative tasks.
How would you describe the culture at SVI and what qualities do you look for when bringing new talent onto your team?
Rick:
SVI has a unique culture rooted in entrepreneurial spirit and a relentless focus on customer experience. We move with urgency, never settle for ‘good enough,’ and are constantly pushing to improve, innovate, and raise the bar for the industry.
When hiring, I look for people who take ownership—team players who are driven, adaptable and eager to contribute. It’s not just about checking the boxes on a skillset; it’s about showing up with the right mindset. I value those who seek out solutions, embrace learning and elevate the team around them. The goal is to build a culture where everyone is aligned, engaged and constantly pushing for better.
Challenges and Opportunities
What are the most pressing challenges in the valuation industry today and how is SVI addressing them?
Rick:
The biggest challenge—and opportunity—is transformation. The valuation industry is in the middle of rapid change, driven by regulatory shifts, new technologies and rising expectations around speed, transparency and customer experience.
At SVI, we see this as a moment to lead. We’re not just adapting to modernization—we’re leaning into it. That means taking advantage of smarter data, analytics, and automation to improve quality and efficiency across the board. We’re building more accessible pathways for new talent to enter the profession, while also rethinking legacy processes to better serve today’s customers.
Valuation is evolving fast—and we’re excited to be part of shaping what comes next.
Industry Trends and Innovation
With the rapid changes in real estate valuation and technology, what trends or innovations are most exciting to you?
Rick:
Valuation is changing fast—and we’re building the tools to stay ahead.
At SVI, we see modernization not as a challenge, but as a massive opportunity to improve how valuations are delivered, supported and experienced. Two areas are especially driving that transformation: AI and access to smarter data and decision-making tools.
AI is a game-changer. We’re using it to analyze large data sets, identify trends and automate repetitive tasks—freeing up time for our appraisers and review teams to focus on high-impact work. AI flags potential issues in reports, supports forecasting, improves quality control and strengthens our entire value stream. We’re also using it to power real-time training, capturing how problems are solved and instantly turning that into dynamic, on-the-job learning.
Reliable data and smart tools are just as critical.
We’re building systems that give our teams access to the right data at the right time, whether it’s market trends, property characteristics, or risk indicators. These tools don’t just speed things up; they support stronger analysis, more defensible valuations and better decisions across the board.
The goal isn’t just to modernize for the sake of it—it’s to deliver a faster, more transparent and more customer-focused valuation experience. And we’re just getting started.
Advice for Aspiring Leaders
What advice would you give to professionals looking to grow into leadership roles within the valuation or real estate industry?
Rick:
If you’re aiming to step into your first management role, my biggest advice is this: be willing to get uncomfortable. Growth as a leader doesn’t come from doing what you’ve already mastered—it comes from taking on new challenges, having tough conversations, making decisions without all the answers and learning as you go.
Early on, I learned the value of seeking out mentors—people who had already navigated the leap from individual contributor to leader. I didn’t rely on just one voice; I built a network of people I could learn from, bounce ideas off of and turn to for perspective when things got hard.
And trust me, things will get hard. You’ll make mistakes. You’ll question yourself. That’s all part of the process. The key is to stay open to feedback, reflect often and stay focused on learning and helping your team succeed.
Leadership isn’t about being the smartest person in the room. It’s about listening well, lifting others up and creating an environment where people can do their best work. If you’re driven, humble and willing to grow, you’re already on the right track.
