Michael Martirena, Co Founder, Ivan and Mike Team

Invest: sat down with Michael Martirena, co founder of real estate group Ivan and Mike Team, to discuss how the firm serves ultra-high-net-worth clients across South Florida, the systems behind its high-touch approach, and the market forces shaping luxury demand. “Miami is the right place at the right time,” Martirena said.

What does it mean in practice for Ivan and Mike Team to position itself as more than a brokerage and as an architect of lifestyle for ultra-high-net-worth clients?

Ivan and I have known each other for 21 years. He is my best friend, my business partner, and someone I have built alongside for a long time. That foundation matters because our clients are not just buying real estate. They are trusting us with major life decisions, investments, and transitions.

Today, our team includes 13 agents and 12 people in the back office, so there are about 25 of us in total. That scale allows us to divide responsibilities by category. We work across investment properties, single-family homes, commercial properties, and Airbnb-related business, while Ivan, I, and two senior agents dedicate ourselves to the luxury segment from Miami to Palm Beach.

A major niche for us is pre-construction. We have built strong relationships with developers and often have visibility into inventory before it reaches the broader market. That lets us create real value for family offices and ultra-high-net-worth individuals who want access, timing, and insight. We also help with the logistics around a move, from scheduling and transportation to the many details that come after a purchase.

How do the expectations of top-level CEOs and international investors differ from those of more traditional luxury buyers?

The biggest difference is time. These clients usually have limited availability, so execution has to be sharp. Many of them are running multiple businesses, traveling constantly, and juggling demanding schedules, so when they tell us they want to buy, our job is to make the most of a small window.

I have clients on my board right now who are C-suite executives with clear budgets and clear intent. The challenge is not whether they want to buy. The challenge is getting them to Miami, fitting into their schedule, and being ready when that opening appears. Sometimes that process takes months.

Once they are here, they tend to make decisions quickly. In that sense, they can be easier to work with than a general buyer. They do not usually want endless tours or indecision. They want to see the right opportunities, understand them quickly, and move.

How has technology reshaped the way you work with global clients who may not visit South Florida in person at the beginning of the process?

Technology has been a tremendous game changer. We are now able to educate clients, build trust, and close deals remotely in ways that were much harder in the past.

For example, I am working on a $36 million unit in Palm Beach County, and the client completed the process through Zoom before I ever met him in person. He runs a major company and is extremely busy, so everything was done through short virtual meetings with him and his team. He made the purchase decision remotely, and I only met him in person afterward when he came to walk the project.

That is becoming more common, especially with international buyers. We do a lot of work with Latin American clients, and Zoom has made the process much more efficient. Instead of spending days driving around Miami traffic, we can do focused virtual meetings, eliminate what they do not want, and concentrate on the assets that fit.

What strategic advantages come from focusing more deliberately on the $10 million-plus segment of the market?

That was a deliberate decision for Ivan and me. The older I get, the more I value time. A lot of my clients have reinforced that lesson. Time is the most important thing, and I want to spend it well, whether that means with family, with clients I enjoy working with, or doing what I want to do.

When agents are getting started, I think they need to say yes to everything because there is something to learn from every opportunity. Even if a deal does not close, there is still value in the experience. You learn buildings, neighborhoods, buyer behavior, and how to carry yourself. That is something I always try to teach younger agents on my team.

At this stage, though, we are more selective. Just because a client has the financial capacity to buy a large property does not mean the relationship is automatically the right fit. Personality matters. 

The higher you go above $10 million, the smaller the buyer pool becomes. For us, that means more focus and a more intentional use of time. I still work deals in the $5 million to $8 million range, but during high season, Ivan and I are heavily focused on the $10 million-and-above segment.

Many luxury agents talk about white-glove service. What makes your process genuinely different?

A lot of people use that phrase, but the real question is what it actually means in execution. For us, it starts with logistics and efficiency. We pick clients up from the airport, drive them to their hotel, and often begin the relationship before they have even formally met us. We want that first impression to feel seamless and thoughtful.

We also have the staffing to support that experience. Our scheduling is highly organized. That matters because efficiency is a huge part of service. We are not wasting time with parking, delays, or poor coordination. Every part of the day is mapped out so the client can move smoothly from one stop to the next.

Follow-up is another major difference. Ivan and I each have assistants who help maintain communication, check in on the client experience, and stay engaged weeks after a tour or transaction. That gives us the bandwidth to continue providing value, whether that means sharing market insights, identifying new projects before launch, or helping clients think through next steps.

Relationships with developers also matter. If we know about an opportunity before it reaches the general market, that can create a pricing advantage in pre-construction. We are bringing clients information, timing, and access. The service also continues after the sale, whether that means helping with designers, transportation, or other lifestyle-related needs.

As Miami continues to strengthen its position as a global hub for wealth migration, what trends are you seeing among international buyers today?

The biggest trend I am seeing right now is the shift away from Dubai because of the war. Last summer, I spent three months in Europe, and everywhere I went, the conversation was about Dubai first and Miami second. That changed overnight. Because of the geopolitical situation, more European buyers are looking at Miami as a safer place to deploy capital.

We are still seeing the same core Latin American interest that has long defined the market. Buyers from Colombia, Brazil, and Argentina continue to view Miami as a comfortable and familiar place to own a second or third home and a safe place to park in the capital.

What has increased is demand from Europe. I recently presented the Miami market to a group of investors from Madrid, and I am also seeing interest from London and Germany. These are buyers who might have looked elsewhere in the past and who now see South Florida as a more compelling option.

That is one reason I believe Miami is the right place at the right time. It is not just Miami, either. Palm Beach has been extremely active, and places like Pompano are changing quickly as new projects reshape the market. Across the three areas, the landscape keeps evolving, and that is what makes this region so exciting.