H
oby Hanna, CEO of Howard Hanna Real Estate, shares his insights on what it takes to be the nation's largest privately held brokerage and the advantages and challenges that come with being an independent brand. Key points include:

    As a third-generation leader, Hanna prioritizes fiscal responsibility, noting that he must make sharper decisions without the safety net of shareholders.

    Despite expanding to 13 states, Howard Hanna remains committed to community involvement, aiming to be seen as local in each market.

    Hanna believes NAR's settlement harmed independent brokerages and thinks the organization should stay out of setting business rules.

    With $34.5 billion in sales volume last year, Pittsburgh-based Howard Hanna is the largest independently owned, privately held brokerage in the country. As CEO, Hoby Hanna IV makes key strategic decisions without shareholder influence.

    Hanna emphasizes fiscal responsibility as a core element of his leadership philosophy, alongside community-oriented values and skepticism towards NAR and organized real estate.

    Being privately held means making good decisions for partners, employees, and agents, rather than solely focusing on quarterly goals. This pressure for fiscal responsibility impacts Hanna's decision-making, requiring him to be sharper and more committed to his choices.

    Consumer satisfaction and agent loyalty are crucial in regional and family brands, with Hanna prioritizing community involvement and support to maintain a local presence despite the company's national reach.

    Hanna has been outspoken about NAR's settlement, believing it harmed independent brokerages without a doubt. He thinks NAR should stay out of setting business rules and focus on supporting the industry rather than competing with it.