• Pricing designed to create competition—not chase it

• Marketing built around a defined buyer, not generic exposure

• Execution across resale, leasing, and development

• Every decision handled directly—no delegation, no dilution

I run a focused, analytical practice at Compass. I cover Downtown Manhattan and prime Brooklyn— because that's where I live, operate, and have the deepest data.

I don't spread across markets, and I don't pretend to.

Every property I take on is treated as an asset, with pricing, positioning, and exposure handled deliberately to maximize outcome.

I chose to work independently after seeing how often important decisions get diluted across teams.

A seven-figure asset should not be managed through layers. It should be handled directly by the person responsible for the outcome.