David Deza, Managing Director, Brown Harris Stevens Miami

Invest: spoke with David Deza, managing director of Brown Harris Stevens Miami, about South Florida’s luxury real estate market, the firm’s relationship-driven brokerage model, and the use of technology in the sector. “AI, in my opinion, has led us to become more aware of how important it is to be a human being,” Deza said.

How is Brown Harris Stevens Miami positioning itself within an increasingly competitive luxury real estate market in South Florida?

Brown Harris Stevens is a 150-year legacy luxury firm built on relationships. We partner with our agents by delivering white-glove marketing, a powerful network, and best-in-class technology without upfront costs. As managing director for South Florida, my responsibility is driving success across our market and making sure we stay connected to what is happening in real estate.

Each brokerage has its own value proposition, but what sets us apart is the legacy of Brown Harris Stevens and the relationships that come with it. That connection between the Northeast and South Florida is especially important because there is such an obvious real estate connection between those markets.

South Florida is now a true ultra-luxury market. Years ago, a million-dollar home was a big deal. Today, in many of the cities where we operate, that is almost an entry point. Miami is also no longer just one town. There are now many hyper-focused cities and neighborhoods. People know South Beach, Brickell, Coral Gables, and Pinecrest, but areas such as Wynwood and Pompano are also becoming major points of interest.

Last year, South Florida had more than 400 sales over $10 million, which is more than one $10 million-plus home sold per day. We are also seeing consistent $20 million-plus transactions every quarter. There have been several sales over $20 million across South Florida just in the last six months. These are numbers that South Florida had not seen at this scale before.

The market has also become more balanced. There had to be some repricing because the market was moving faster than it should have been, but prices are stabilizing. Clients today need advisors, not just transactional agents. At BHS, we pride ourselves on advising clients, because clients are more educated than ever.

What trends are shaping South Florida’s luxury real estate market?

South Florida continues to benefit from migration, taxes, lifestyle, and opportunity. We are seeing tech leaders, hedge funds, global companies, and ultra-high-net-worth buyers coming from the Northeast. We have no state income tax, a strong lifestyle, and now a workforce that has proven it can support business growth.

COVID made it clear that people can live and work from different places. We are all having this conversation from different locations, and that is the reality now. Our agents in New York are doing business here, and our agents in Florida are doing business there. That connection is valuable.

Waterfront property is still important, although there are conversations around sea level rise and how we adapt. South Florida has already adapted in many ways. Building codes changed after Hurricane Andrew, and homes are built with the environment in mind. That makes construction more expensive, but it is part of building in this market.

Inventory is also rising. Prices and rents are high in Miami, but we are seeing more new development and resale inventory. In new development, understanding who the developer is has become extremely important. Clients are doing their own research, and they are no longer buying just because a property has a recognizable brand attached to it.

Hyperlocal expertise is also essential. A neighborhood can change from one street to another in Coconut Grove, Little Havana, or other parts of Miami. Agents have to know their local areas deeply. Where do people buy coffee? Where do they take their kids to school? What lifestyle does the neighborhood offer? That expertise matters.

What initiatives are driving agent performance and retention in Miami?

No matter the market, success comes down to two things: skill set and activity. We have gone back to the basics, but with updated language and tools. Years ago, magazines were one of the main ways to communicate with the public. Today, print still matters for a certain affluent audience, but it has to connect with the internet and digital tools.

We have invested in our agents by building a robust training calendar. That training is based on activity and skill set, including how to have better conversations with clients. Every sales industry needs ongoing training that evolves with the market, and real estate is no different.

We have also brought in proven national coaches and leaders to speak with our agents. We have doubled down on investing in agents because what we pour into them, they pour into their clients. Our passion is serving clients, and that begins with supporting agents.

Training and a strong calendar build culture. Culture does not come from pizza parties or surface-level events. If people are not happy with what they are doing and are not receiving the support they need, none of that matters. When agents are successful and passionate, that builds culture.

Last year, we had 88% growth in new agents year over year, and in 2025, we had more agents join than in any full year since 2019. That matters because we are a particular boutique. We are looking for great human beings first, and then we look at their experience and production.

How is the firm leveraging technology while maintaining its relationship-driven brokerage model?

A big part of technology in our world is marketing. We use AI and other tools to enhance what we do, but the most important thing is slowing the conversation down. AI can make things move quickly, but buying or selling a home is still emotional, regardless of price point.

We train our agents to spend more time understanding the client. Why are they buying? Why are they selling? What are their wants, needs, and dreams? Technology can enhance the process, but the conversation still has to come first.

We use tools such as Canva and CRMs to support our agents. My agents are also my clients, so I want to find the best ways to serve them. Third-party tools can sometimes move faster than internal systems, so we are always learning and teaching our agents how to use them effectively.

AI, in my opinion, has led us to become more aware of how important it is to be a human being. The art of the conversation, asking the right questions, listening to the client, and bringing passion back to the relationship are still what matter most.

Technology also gives agents more information. Years ago, you had to go back to the office or look through a book to find listings. Today, agents can use apps and MLS tools to pull up detailed information on a neighborhood, including lifestyle factors such as parks, coffee shops, and amenities. That helps agents better advise clients.

When we do a listing presentation, the materials have to reflect class-A, white-glove service, but the presentation means nothing unless the agent brings it to life through skill set and relationship building.

What is most important for agents and clients in the current market?

The true winners in our industry are those who treat real estate as a profession and act as advisors, not transactional agents. That means being honest, doing research, and helping clients make informed decisions.

Pricing it right is one of the most important things in our profession right now. Agents need to slow down the conversation and be honest with clients before going to market. A homeowner may feel their property is worth a certain amount, but the agent has to do the research and have a real conversation about pricing. That can be uncomfortable, but it is part of the skill set we train for. Advising clients on pricing is essential to moving product in this market.

We treat every client the same way. Whether it is a $100,000 transaction or a $100 million transaction, we bring the same white-glove service. Some clients come to us through our network because they are buying a first property for a son, a nephew, or another family member. Those clients deserve the same level of care.

I started with a $28,000 property when I was young, and I remember how I was treated. That is how we want to treat our clientele. My goal is to continue growing BHS in South Florida with that same culture.