When Michael S. Liebowitz became CEO of Douglas Elliman in October 2024, he brought a unique combination of financial discipline, entrepreneurial spirit, and a strong understanding of luxury. With experience building and growing companies in finance, insurance, and hospitality, including owning the famous Mondrian South Beach, Liebowitz is now applying that knowledge to one of the country’s most renowned real estate brands.
This is a crucial time for the industry. Technology is changing how buyers behave, and increasing global wealth is driving demand for lifestyle-oriented properties. Liebowitz aims to position Douglas Elliman not just to compete, but to lead. His method focuses on strategy and the human aspect: investing in innovation, enhancing the agent experience, and creating a platform that combines personal service with modern infrastructure. Recent initiatives, such as the launch of Elliman International and a stronger emphasis on brand consistency, show how Liebowitz is steering the brokerage into a new era. It is grounded in its rich legacy but redesigned for the future.
You’ve spent much of your career acquiring and growing companies across multiple industries. How are you applying that experience to Douglas Elliman’s next phase of growth?
I’ve always been drawn to businesses that have strong brand recognition but even greater potential. What’s exciting about Douglas Elliman is that it’s already an iconic brand with an incredible foundation. What we’re focused on now is how to scale that in a substantive and sustainable way. My experience in growing companies across finance, insurance, and hospitality has taught me how to identify value, optimize operations, and invest in talent and innovation. At Elliman, that means expanding our reach, empowering our agents, and identifying smart opportunities for growth, whether they’re geographic, technological, or service-driven.
What does Douglas Elliman’s brand and culture mean to you, and how do you see that evolving under your leadership?
The heart and soul of both the brand and culture of Douglas Elliman is entrepreneurship. It’s one of our greatest strengths. This is a company where drive, creativity, and personal relationships matter — and we intend to keep it that way. My role is to amplify that culture by removing roadblocks and offering our people the tools, support, and platforms they need to build their businesses. We’re evolving by being more nimble, more digitally savvy, and more aligned as a national force, without losing the local flavor and agent-first ethos that define us.
Given your history in mergers and acquisitions, do you see Douglas Elliman pursuing any to strengthen its market position, particularly with rumors about an offer from Anywhere Real Estate?
It’s not unusual for public companies, especially ones with a strong brand and market presence like Douglas Elliman, to be the subject of speculation. As a matter of longstanding policy, we don’t comment on market rumors. What I can say is that we are laser-focused on executing our strategic plan, strengthening the business, and creating value for our agents, clients, and shareholders. We have a premium brand and an incredibly talented team, and we’re making meaningful progress in key areas like global expansion, development marketing, and technology. Our attention is on delivering excellence and driving smart, sustainable growth.
What are your top priorities for Douglas Elliman in the near term?
My first priority since becoming CEO in October has been to listen and really understand what our agents and leadership need to be successful. From there, it’s about driving operational excellence, strengthening our technology backbone, and ensuring we’re delivering best-in-class service across all markets. We’re also looking closely at branding and agent support to make sure everything we do reflects the sophistication of the Elliman culture and the evolving needs of today’s agents, buyers, and sellers.
How do you plan to balance the traditional real estate brokerage model with the innovative technologies and new businesses you’re looking to explore?
I see it as complementary, not competitive. The brokerage model works when it’s agent-centered and client-focused, but that doesn’t mean it should be static. We’re investing in technology that enhances efficiency, insights, and reach, but does not replace the human element. Innovation for us means being smarter, faster, and more connected so our agents can focus on what they do best: building relationships and closing deals.
You’re known for working with large financial services companies on complex insurance and M&A deals. How might that financial perspective influence your leadership of Douglas Elliman?
That perspective brings discipline. I tend to look at the macroeconomic environment, cash flow, risk, and long-term value creation — even in a people-first business like real estate. It helps in identifying strategic growth areas, ensuring we’re allocating resources effectively, and building a company that’s as resilient as it is ambitious. At the end of the day, the numbers have to work, but so does the culture. That balance is where success lives.
Given Douglas Elliman’s significant volume and the competitive landscape, how do you see the company differentiating itself in luxury markets like the Hamptons, Manhattan, and Miami?
What sets us apart is not just volume; it’s the level of service, the caliber of our agents, and the trust we’ve built over decades. In markets like the Hamptons, Manhattan, and Miami, buyers and sellers expect more than just a transaction — they want expertise, discretion, and access to our singular brand of high-touch service around the world. Our agents deliver that, backed by unmatched marketing, local knowledge, and global reach. We’re doubling down on that value proposition with deeper investment in training, marketing, agent tools, and our newly launched global division, Elliman International.
Owning the Mondrian South Beach Hotel suggests you’re deeply engaged with luxury hospitality. How do you see the worlds of luxury real estate and hospitality continuing to intersect?
The lines are already blurred, and I think that’s a good thing. High-end buyers are looking for lifestyle as much as location. Whether it’s marketing and selling branded residences, five-star service, or experiential amenities, the expectations are changing. My background in hospitality informs how I think about agent and client experience. If you are in the real estate business and you have yet to adopt a hospitality mindset — anticipating needs, delivering white-glove service, and creating emotional connections — you have missed the boat.
What role do you think innovation and technology will play in shaping Douglas Elliman’s future, especially given the rise of AI and proptech in real estate?
Technology is already transforming how people search for homes, how agents market properties, and how deals get done. At Douglas Elliman, we’re leaning into that transformation by prioritizing tools that help agents move faster, uncover new opportunities, and better serve their clients.
But it’s never tech for tech’s sake. Innovation has to simplify the process and strengthen results. AI, for example, enhances personalization, automates backend tasks, and frees agents to focus on building relationships and delivering exceptional service. Technology cannot replace agents, but it can empower them.
That philosophy drove the launch of Elliman.com and Elliman Inspirations, our new AI-powered platform that reimagines the luxury home search. We’ve created a more personalized, collaborative, and intuitive experience, where agents can guide clients through an intelligent, branded environment that learns their preferences and delivers hyper-relevant listings. Clients can search by image, pin inspirational photos, create mood boards, and organize properties into custom collections, all while collaborating in real time with their agent.
At the same time, World of Elliman, our digital lifestyle hub, brings the full essence of our brand to life — connecting clients not just to properties but to the passions and pursuits that reflect how they want to live.
That’s the power of proptech when it’s aligned with a luxury brand: it elevates service, deepens relationships, and turns a transactional process into a truly personalized journey.
You recently announced the launch of Elliman International. What inspired this new global initiative, and what does it mean for the future of Douglas Elliman?
Elliman International is a major step forward in our evolution as a global luxury real estate brand. The world has gotten smaller — our clients are international, their portfolios are international, and their expectations for service know no borders. This initiative connects Douglas Elliman agents directly with ultra-high-net-worth individuals, family offices, and real estate professionals around the globe. By building our international platform, we’re giving our agents and clients access to a powerful global network with a strategic focus on key markets across Latin America, Europe, the Middle East, Asia Pacific, and other emerging wealth centers.
We’re not chasing volume. We’re focused on substance, relationships, and opportunity. From activating services for existing Elliman clients to recruiting world-class agents and aligning more strategically with global partners, Elliman International sets the stage for our next era. It’s not just an expansion — it’s a transformation that positions us as the world leader in luxury real estate advisory.
On a personal note, what leadership principles or values do you bring to this new role, and how do they align with Douglas Elliman’s future vision?
I lead with transparency, accountability, and partnership. I believe in empowering smart people and giving them room to lead. It’s a collection of ambitious individuals who thrive in an entrepreneurial environment. My job is to guide the vision and foster collaboration and execution to ensure we’re building something that lasts. I want our agents and clients to feel that they’re part of something meaningful and that we’re all moving forward together.
To learn more about Liebowitz, visit douglaselliman.com.
