REI INK

From There to Here

From Dentist to Real Estate Executive

Five Brothers’ Nickie Kalas is Dedicated to Growth & Service by Carole VanSickle Ellis Nickie Badalamenti-Kalas grew up in the business of real estate. As the youngest child of Joseph “Joe Bada” Badalamenti, founder and present-day chairman emeritus of field service solutions provider Five Brothers Asset Management Solutions, the industry was always operating in the background of her childhood home. “My dad started [Five Brothers] with my mom, who worked hand-in-hand with him. We always had contractors coming to the house to get paid, and my dad did all of his delegating from home in the early days of the business,” Kalas recalled. However, this did not mean she planned to join the family business. Instead, long before becoming president and CEO of Five Brothers, she started a career in another family business: dentistry. “My brother is an orthodontist. My older sister is a dental hygienist, and my other sister is also a dentist, so I landed in dentistry,” Kalas explained. After Kalas finished dental school, the two sisters started a dental practice. Then, the housing crash happened. Five Brothers weathered the storm. Due to the ensuing tidal wave of new compliance requirements, their clients and investors needed field solutions more than ever. Joe Bada began to realize it was time to bring in the next generation of the family. “When my dad turned 85 in 2014, we were still on the recovery track from the recession in a lot of ways,” Kalas said. “He realized that things were going to continue to be different in the industry. He was going to need some help.” The siblings decided Kalas would be the one to train in the business, spending part of her time at Five Brothers and part of her time at the dental practice. Stretched thin, the family decided Kalas would leave the practice she ran with her sister to work full-time at Five Brothers. “You cannot be as effective as you want to be when you are trying to do two full-time jobs part-time,” Kalas said bluntly. “We had to decide where it was more important I spend my time. What we did know was that Five Brothers had to be a priority. We had—and still have—a lot of employees relying on our business to support their families. That is how I ultimately came on with Five Brothers full-time. Those employees are our family.” Treating Life and Business as a Journey Many people might have struggled with stepping into a learning role at a family company, but Kalas thrived at Five Brothers, which she knew from the start was going to be her new and permanent location. “This is a business that requires all hands on deck. After my first year in the business, I knew it was going to be my home,” she said. “When you are running a business with this many people involved, you quickly understand the responsibility that goes along with running that business. You can’t take anything lightly.” That mindset has served the company well for more than 50 years, enabling it to weather multiple economic cycles and, at present, continue operations during an ongoing global pandemic. “When the pandemic hit, we moved very quickly to protect our employees and our clients. Everyone moved to remote work. We got ready to help our clients deal with moratoriums on evictions and foreclosures and help them weather the storm,” Kalas said. “We’re all in the same boat, and we are making our best decisions based on the best information available.” Because she entered the business with relatively “fresh” eyes after planning and training for a career in dentistry, Kalas has a uniquely effective manner of communicating about tough decisions and changing regulatory environments. She is clear, concise, and honest about her relatively short tenure in the business. In fact, she says, that new, somewhat unusual perspective can be an advantage. “I always say that if I understand what we are doing or trying to accomplish on a large or small scale, anyone can. I don’t think it is ever easy to have someone come into a business fresh like I did and learn on the job, but everyone was so supportive of that process,” she recalled. These days, Kalas brings a combination of that learner’s attitude and a trained-on-site mentality to tough challenges like meeting client expectations in one of the toughest servicing environments in history. As public health intersects with real estate and housing policy in unprecedented ways, investors must have confidence in their servicing and field services providers, because so much of the industry spent 2020 in a holding pattern while politicians and health providers tried to work out the best way to “stop the spread” without devastating the economy in the process. “We had to make quick decisions in order to provide the best benefit to our clients,” Kalas explained. “We pride ourselves on our level of integrity, and that integrity has provided us with a level of flexibility when it comes to conforming to what specific clients need.” This flexibility has served Five Brothers clients and vendors well, providing the former with a relative degree of peace of mind and keeping the latter actively working in the field wherever health policy permits. “Dealing with COVID is a real, daily thing for these vendors,” Kalas said. “They have to keep their crews healthy, handle quarantines, and keep projects on schedule. On top of all that, when the moratoriums expire, they are going to have a substantial uptick in volume to deal with.” Kalas insists Five Brothers keep in close, consistent contact with vendors to make sure they are ready for anything in 2021, and the company does the same thing with employees and clients. A Firm Foundation for Future Opportunity That close contact has been and will continue to be essential in 2021 and beyond when the predicted uptick manifests. “We believe we are about to see some big numbers in terms of foreclosures, initiations of foreclosures, evictions, and defaults,” Kalas

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A True Team Player

Home Depot’s Frank Blake Will Never Stop Building by Carole VanSickle Ellis Frank Blake will be the first to tell you he’s extremely grateful for his team. In fact, that is the mantra you will hear over and over in conversation if you speak with him for any length of time. “You are only as good as your team,” the Bronze Star recipient and current Home Depot general manager for Outside Sales and Service, is fond of saying. Invariably, he follows that up with something even more telling: “I want to thank everybody who has ever been on my team.” Blake credits his time in Iraq, where he was deployed in the Sunni Triangle, with demonstrating to him, firsthand, the role of an effective leader in turning a group into a high-performing team. “It’s your job to make one plus one equal three, or four, or even five,” he explained. Blake was commissioned as a second lieutenant in the U.S. Army in 2000 after completing ROTC at Clemson University, where he attended on an ROTC scholarship. He earned his bachelor’s degree in political science, minored in Japanese and military science, then went on active duty in Fort Carson, Colorado. By 2003, he was in Iraq, where he earned the Bronze Star, a United States decoration awarded for heroic achievements, merit, or valor in a combat zone. It was upon leaving the military and entering the civilian workforce he realized just how different teambuilding and leadership would look outside the military—or so he thought. Why the Home Depot? “When I started interviewing for civilian jobs, everyone essentially told me, ‘You’ll start out in a cubicle looking at spreadsheets, and when you get really good at that we will give you a bigger cubicle with more spreadsheets. It was really discouraging.” The creative and highly motivated Blake had difficulty mustering enthusiasm for this type of employment, and he began to feel discouraged and lose hope, as many veterans do when they begin seeking civilian work. Fortunately, he landed an interview with Home Depot. “Home Depot is so leadership-focused and business focused,” Blake said. “It makes starting in a store mixing paint and working the cash register feel exciting and important because you know you are part of building and growing a team.” The Home Depot culture was such a good fit that Blake knew he could trust the company to put him in a good position after he passed his store manager test, so he did not request a specific store or location. “I just told them, ‘I don’t care where I work, but I want to work for the best leader you have,’” he said. Upon completing the company’s Store Leadership Program in 2006, Blake was assigned a position in Wilmington, North Carolina, where he worked under formal naval officer Jeff Tompkins and Haydn Chilcott, who is now president of the Western Division of Home Depot and responsible for leading sales and operations throughout 13 western states. After working as a store manager for three years, Blake took on the challenge of serving as a district manager for Home Depot until 2015. During that time, he worked in the Richmond, Virginia, area and in Atlanta, Georgia. In Atlanta, he took on the challenging role of general manager of renovation services for the Greater Atlanta area, a position he held until 2018. Although he was swiftly climbing the professional ladder at the company, Blake remained humble. In fact, he still maintains being a store manager was probably one of the most stressful things he has ever done—including serving in the military—due to the sheer number of people for whom he was responsible. “You work every day for the customer, but you also have to build and maintain respect for and among all your employees and store associates,” he explained. That type of challenge was exactly what Blake needed. He credits Home Depot with saving his life. After leaving the military and combat behind him, Home Depot gave him a place to put his energy and provided focus to his life. “I love every day at this company. Every day brings a challenge and a new goal to help the customer, compete with the competition, be the best I can be, and support my team so they can be the best they can be as well,” he explained. “I’ve been with Home Depot 16 years so far and hope to stay here as long as I’m alive.” Leadership and Mentors Today, Blake still works in Atlanta as a general manager for Outside Sales and Services. Doing so has placed him in a position to meet and learn from Home Depot’s vice president of stores, Ann-Marie Campbell. “She is a great inspiration,” Blake said of Campbell, who is twice-listed on the Forbes “Most Powerful Women” list. Campbell, like Blake, is a team player, serving as an active Team Depot volunteer to give back to the local community and as a board chair for the Homer Fund, a Home Depot charity that supports associates facing unexpected financial crises or hardships. Like any good leader, Blake values others who demonstrate and exemplify strong leadership qualities. In addition to Campbell, he counts among his mentors J.T. Rieves, who he describes as “a great leader” who taught Blake the importance of customer service, Chuyu Xi, Home Depot’s vice president of merchandising and a Home Depot Foundation board member, Lieutenant Colonel (RET) Nate Sassaman, and West Pointer Shane O’Kelly, who Blake says may be the “greatest world-class leader” he has ever worked for. O’Kelly taught Blake the value of building strong relationships and always doing the right thing, while Xi modeled effective leadership and what Blake refers to as “entrepreneurial spirit”. Sassaman, he says, demonstrated for him just how important it is not just to care about the people who work with and for you but to make sure they know how much you care. “Caring for the team is vital,” Blake explained. “Your people need to know

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Surround Yourself with Great People

Everything in Life is Sales By: Danny Byrnes, Chief Revenue Officer, Nationwide Title Clearing When I was in high school, I started working at a technology company that developed and delivered an accounting software platform. Years later, that company was acquired by Microsoft. It was an easy job to get as my father owned the company. Growing up in the analog 70’s I became fascinated with the technology that was presenting itself in the 80’s. I had a passion for dissecting every piece of hardware and software I could get my hands on and this job was perfect for that. Wanting independence, and to know that I could succeed without my father’s help, I moved from the east coast to Los Angeles. I took a job selling auto and boat insurance at one of the largest insurance brokerages on the west coast. It was a great company, but it was my first role in sales, and I hated it. The competitive nature between the sales reps, the shifty prospects and clients, sales quotas, metrics, etc. was a great experience but it was not for me, so I thought. I made the first quota assigned to me and resigned. I left there swearing I would never attempt to do sales again. Can’t Get Away from Sales Moving on, I started working at a music production company managing sound and lighting equipment for live performances. I found myself moving from the recording studios to local clubs then out on the road touring with international acts. I suppose I was better at handling people than I was caring for equipment as I quickly moved up to management and overseeing all touring operations for many national and international artists. The president of the company was extraordinarily successful in bringing on new clients that I was responsible for. We later partnered together and started an international booking agency for musicians. Before I knew it, I was in sales again, booking tours for bands all over the world. Musicians were the product and concert promoters were the clients. In denial that I was in sales (due to the oath I swore that I would never do it again) is how I formed my sales approach. I was not “selling” but rather developing relationships and facilitating a way for musicians to get out on the road to communicate their message of art to as many people as possible. With that mindset it was never a burden. Getting married and settling down to raise a family, I had to get off the road. I sold the booking agency and moved back east where the rest of my family was. I was not really looking for a job and did not have an interest in getting a sales job. I had a friend who owned a software company and he needed some help with the tech support for his products. I jumped in and took over the support department. In support, I was selling more products than the sales team just by talking to the prospects and clients and helping them, not “selling” them. Did I naturally apply sales technique unbeknownst to me? Was I tracking how many calls out, average call time, successful closes, pipeline, managing a quota, etc.? No. But I sure was selling. Consequently, I was moved into a formal sales position and eventually became responsible for the whole department. Our department tripled the company revenue in 5 years. The company wanted to relocate out to the west coast, and I did not so I took a sales position at another software company selling network security products. Softening up to the idea of sales (and enjoying the large commission checks) I decided to give in, admit that this is what I like to do, and really play the game. I made quota in my first quarter and exceeded quota each quarter after that for a year. I then moved into the Enterprise sales with the “big boys”. At first, I was intimidated by the Enterprise Sales Executives as they had the formal sales training and experience that I thought I was lacking. It turned out that I was fine and continued to make quota. Beginning With NTC The company was acquired, and new leadership was brought in with a complete restructure. The new management had the idea that the sales executives that were exceeding quota were making too much money and the ones that were not making quota were not making enough. I witnessed one of the biggest mistakes you can make in any sales operations. The compensation of the top performers was cut in half and the compensation of non-performers was raised by 20%. In an effort to increase their bottom line they sealed their fate. It was at this time that two friends of mine, the CEO, and the VP Sales of Nationwide Title Clearing, invited me out for a cigar and a few beers. While enjoying a nice stogie and a hearty Belgian beer I found myself being recruited. Working in the financial industry was the last thing on my mind but given the current situation I accepted. To this day they both still argue about who closed me on taking the job. I just smile and nod. I gave my notice and during my exit interview the VP Sales pulled me into her office and asked why I was moving from a booming industry (technology) to a very troubled mortgage industry (this was in 2010). I explained to her that I felt the mortgage industry was starving for technology and I was going to take advantage of that. The first 6 months were rough. I was constantly questioning myself as to what I was doing. I had to learn an entire industry and sell products that I was not as familiar with as my peers. I decided to fully commit and learn everything about what we were delivering as a company. I had some great help from my co-workers and quickly

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Always Looking for Ways to Reinvent

I remember it like it was yesterday. My business partner and I were in the process of closing a construction loan to continue developing a 19-acre retail center in Arizona. It was 2008 and the financial and real estate collapse of the Great Recession was upon us. Capital dried up immediately, deals fell through and panic ensued. What followed were years of struggle for most in real estate as the subprime crisis led to the bursting of the housing bubble. I had worked in the real estate industry since graduating from business school in 2002. In Las Vegas in March of 2011, I met with Wayne Hughes, the founder of Public Storage, and two members of his executive team—Marvin Lotz and David Singelyn. They wanted to look at houses and evaluate the potential of single-family rentals. Wayne not only recognized the great opportunity that resulted from the bursting of the housing bubble, but he also understood the need to move forward quickly and boldly to achieve the goal of creating a new paradigm in residential real estate. He realized that the key would be in execution, and that the real challenge would revolve around scale and building an operational platform to efficiently manage assets spread across the nation. Wayne’s vision to institutionalize this historically mom-and-pop industry would change SFR forever. The Start As part of our Las Vegas meeting, I drove them all over the city, scouting properties, evaluating neighborhoods and discussing the model. The idea for American Homes 4 Rent (AH4R), a real estate investment trust focused on SFR, was solidified shortly after this house-hunting trip, and I joined this exciting new start-up in September 2011. Today, AH4R has built, acquired, renovated, leased and now manages a portfolio of 53,000 high quality single-family homes throughout the U.S.  After high school, I went to UCLA to study Business Economics and subsequently earned my MBA. UCLA to Real World Upon graduation, I started my career in real estate acquisitions for an owner/manager of multifamily and commercial properties in California. Here I applied what I had learned in business school to real world deals including underwriting, fundraising and management. Most importantly, I was taught how to look for value opportunities. After a few other opportunities I came across a company that controlled the apartment leasing market of West Los Angeles. Their subscription-based model leveraged the digital marketplace to connect landlords and renters, creating a convenient and efficient leasing experience. I then relocated to Las Vegas, where I experienced firsthand the difficulty in renting an apartment. While this experience was awful, renting a single-family home was even worse. The creative entrepreneur in me longed to design a rental experience with the customer in mind—where technology was even more broadly implemented to eliminate inefficiencies and create a vastly improved customer experience. Beginning with AH4R From my early discussions with Wayne Hughes, I could see that we were about to pioneer the new concept of the institutional SFR owner/operator, and I was hooked. I joined AH4R in acquisitions and began selecting markets and building out our acquisition platform. Over the first year, the company expanded its footprint across the country. We pioneered the use of directed technology solutions to remove friction from the touring and leasing process. At each step of the property lifecycle, we developed and deployed new tools to create a significant advantage over our competitors, while we efficiently scaled up operations and attracted the necessary capital to fuel and manage this exceptional growth. A Better Way of Doing Business We created a technology-driven platform that allows our current and prospective residents to manage their entire rental experience online. Through our proprietary Let Yourself In mobile leasing technology, prospective renters can drive to a home, tour the property, apply, get approved and sign a lease in a matter of hours. After move-in, residents can pay rent, request maintenance and communicate with their property managers seamlessly online. One of our latest innovations focuses on another area of inefficiency in the industry: home maintenance. Initially, we utilized third-party vendors for all our maintenance and turn work. However, we soon realized that we could apply technology here as well. So, we established a national maintenance team and developed a logistics system to manage their work orders, schedules, and routes. The result is a more effective and cost-efficient way to serve our residents.  Our strategy stems from an unrelenting focus on the resident that has shaped our modern operating platform and continues to deliver solutions that are changing the industry. Very few companies have mastered scale, complexity and geography in such a short time. I am proud to be a part of AH4R and the reinvention of the SFR industry over the last nine years. 

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Committed to the Vision

“Once you’re in, it’s hard to break out.” “What a long, strange trip it’s been.” Those two phrases have stuck with me throughout my career. Granted, one is more of a cliché and the other is a lyric from the famous Grateful Dead song “Truckin’.” But they are both relevant as I reflect on my default mortgage and distressed real estate journey, which began when I was about 7 years old. Real estate has been a theme throughout my life. As the son of a contractor and a real estate agent who focused on selling properties for banks and GSEs, real estate was a livelihood. I have early memories of sitting in the car during inspections or walking through older vacant properties. And my chores and/or punishment for misdeeds were to file or scan BPOs, documents and pictures into the office computer or pick up nails and shingles at a construction site. Hindsight being 20/20, these activities taught me about project and task management as well as the personal value of building something tangible, whether a business operation or a remodel. Deciding to Bite My interest in creative problem-solving and number patterns led me to learn about business and analytics in high-school. Given my early ties to the industry, this is also when I learned that Fannie Mae—a name I’d heard often growing up—is not a person but rather a government conservatorship. After graduating college, I was at a crossroads of wanting to pursue a business venture or continue my education, perhaps earning an MBA and teaching at the high school or college level. While I was exploring graduate programs around the Philadelphia area, a former Keystone Asset Management manager contacted me, seeking assistance in expanding vendor management practices. My initial response was to decline because I wanted to dive into other areas. After several back-and-forth correspondences, I agreed to assist in vendor management—cementing the “no looking back” hold this industry has on you. As I dove into asset management and valuation, we worked to ensure stronger oversight of the third-party industry partners (e.g., real estate brokers and agents) we engaged.  The initial “hook” for me was leveraging the analytical side of aggregating performance data, building stronger evaluation reports on industry partners, exploring the logistics of contractual agreements and aiding in creating and holding various trainings. The “reel” that brought me in was engaging and presenting developments with current and prospective clients and business partners. In true trial-by-fire fashion, I gained exposure to this part of the industry by participating in industry events and traveling to client and affiliate offices. Opportunity Everywhere I am beyond fortunate to have had this exposure at an early point through an established firm such as Keystone Asset Management. They expected a level of professional maturity from me and I worked hard to meet that expectation. As I worked my way through the company, I gained experience coordinating and integrating business and product lines for new projections and contracts, collaborating on industry patterns and trends for corporate development and positioning, and identifying and procuring various growth opportunities. Beyond what any classroom environment could teach, these opportunities provided a wealth of education and a concrete foundation to understand business, entity structures, legalese and the key administrative and leadership requirements needed to maintain a successful foundation, regardless of the ebbs and flows of the industry. We are part of a very cyclical industry. We’ve seen waves of consolidations and expansions in both mortgage and real estate. These have ranged from the housingbubble burst, which yielded a drastic regulatory influence on compliance, to investors looking to leverage enhanced technology, resources, government first-look programs and a combination of debt and equity to expand their investment footprint. We’ve also seen increased influence from large-scale purchases of loan and asset pools engaging special and subservicers to mitigate debt or implement a strategic disposition alternative that maximizes return and/or mitigates loss. Navigating these cycles as well as facing other challenges and pivotal growth points require you to constantly evaluate where your services fit within the industry. Keystone Asset Management was one of the first national firms to support asset management and disposition, as well as valuation alternatives to appraisals. It also has a history of working with top-tier banks and regional institutions by helping to conceptualize Fannie Mae’s AMP program. Although Keystone built its reputation and foundation on these early opportunities, they also provide leverage for proactively identifying and seizing additional opportunities amid industry fluctuations. For example, we have adjusted to the market and migrated into acting more as real estate strategists that determine optimal disposition avenues based on value and key inputs. The Benefits of Being “All In” The experience I’ve gained at Keystone has provided professional growth I’ll forever be grateful for. The networks I’ve been able to build have produced some great friendships and growth opportunities. Likewise, I’ve been able to build and maintain a core team of trusted colleagues and partners that drive our business. I’ve developed the confidence to be flexible, even if it requires reinvention, yet remain true to the initial purpose of my journey: maintaining focus and ensuring adaptability to new opportunities. Finally, what I struggle with the most is continuously listening to colleagues—there is definitely more to learn than to share. In addition to affording me professional growth and advancement, this industry has offered personal growth. I entered it at a young age and was often referred to as “the baby.” I was introduced to the woman who is now my wife on a business trip tied to this industry. I’ve also had the good fortune to diversify into related businesses and projects. As I continue my journey, I make a point to remember that operating in real estate means that I am working with one of the few tangible investment opportunities that everyone shares a common interest in. And there is opportunity for all of us.

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Knowing the “Rules” Leads to Winning the Game

I was born outside of Chicago, but I spent most of my youth living between Argentina, Brazil and California. It was my time in Argentina, living with my grandparents, I remember the most. My grandfather was a bricklayer. He spent his life building homes and buildings all over Argentina. He was an amazing man. When he retired, he didn’t stop. There was always a project at the house, and he had a masterful way of getting me involved and giving me purpose. Whether it was running down the street to pick up fresh bread for lunch or helping him plan his next task, I was quickly made a part of the beautiful day-to-day ritual of living under their roof. Early Life Lessons When I was just eight years old, my grandfather had me mixing cement and fully immersed me in building a small second home on our property. He taught me his craft, about taking pride in your work, the discipline it takes to do a good job and, most importantly, the importance of strong values. My grandfather also instilled a love of sports in me. Before I started any sport, he would hand me the rule books and manuals. They would have me read these books from cover to cover to make sure I understood how the game was played before stepping onto the field. I learned not only the rules but also the importance of each position and the role they played on the team. Once I understood, I could put my energy to playing my best game. All of this has become key as I have advanced in my career within the mortgage industry. Every day I look back on my time in Argentina and realize how well these lessons of teamwork and discipline have served me as I’ve excelled in the title business. I also believe that my exposure to so many cultures and life experiences have helped me to better relate with people. There’s an art of conversation that comes from life experiences if you allow yourself to relate to others on a personal level. This is true of life and business. Watching and Learning My entry into the mortgage industry was not your typical path. I graduated from high school at 17 with the great skills and lessons my parents and grandparents taught me, a love of art that manifested itself in large format murals, but no real idea of what my future held. It wasn’t until I went to a job fair that I even knew that the mortgage and finance industry existed. I was lucky enough to get a job in the mailroom at one of the largest title insurance firms in the U.S. My manager, who I keep in touch with, saw potential in me that I didn’t see in myself. I remember delivering mail in the examination area, where the search examiners shared two computers. Some of my deliveries included microfiche films. I would watch searchers load and scan through them for information. I watched and learned, just as I had learned from my grandfather. Before I knew it, I had worked my way from the mailroom to a search examiner and then to a title assistant. I had found my place. To this day, I teach my children that if you see something that needs to be done, just take the initiative to learn how to do it. It will serve you well. It wasn’t until I had worked my way up to title officer and sales rep with another company that I experienced my first major career bump—the housing market crash of 2008. I had to start from scratch and rebuild my career, landing back at my first company as a search examiner. What I realized by coming back to searching was that seeing discrepancies in documents came very easily to me. It took me back to combing through those rulebooks as a kid and solving those puzzles. It allowed me to hone my craft and focus on the industry as a whole. When I look back on those early times scrolling through microfiche, I can’t help but be amazed by how much technology has advanced our industry. I went from searching just a few counties within our local area to doing transactions on the opposite coast. I feel fortunate to have been a witness to this dramatic change. It gave me a new focus and new skills and I, once again, immersed myself into learning “the new ways.” When I arrived at ServiceLink in 2012, the focus on technology became even more pronounced. In my current role, I manage ServiceLink’s Single Family Rental (SFR) Title and Close team. We work with investors and lenders to issue policies to insure everyone’s interests. I’m working with a team of extremely knowledgeable title experts who go beyond cookie-cutter answers to truly resolve issues, setting up a centralized title and close process for our customers. Our clients know they can count on us and that makes me delighted to be a part of this team. Can-Do Success Anyone who knows me will tell you: I’m driven by somebody telling me it can’t be done. Maybe it’s rooted in watching my grandfather methodically go about his projects and find a solution to any problem. I’ve also learned that any problem is better solved by a team. So, I’ve used my experiences of growing up in a variety of cultures to better understand people and relationships, especially within my professional life. I built and continue to manage my team like a page from any of those sports rulebooks I read as a kid. We define their position on the team and work together to support each other in those roles. It’s really quite simple … you have to understand the game and all the positions if you’re going to play it well.

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