“We are not sitting around waiting for anything to happen. We’re actively being creative and proactive, and we’re starting to see excellent results,” says Lisa Simonsen, describing her team’s approach at Brown Harris Stevens. This proactive mindset has become the cornerstone of her success in New York’s competitive luxury real estate market.
In an industry where specialization is the norm, Simonsen has built her reputation on versatility. Her team seamlessly handles properties ranging from ultra-luxury developments selling at $10,000 per square foot to modest walk-ups without doormen. This flexibility isn’t accidental, it’s a deliberate business strategy that has allowed her to thrive across market segments.
“Just before we joined Brown Harris Stevens, we closed one of the largest transactions in the city, as well as one of the smallest,” Simonsen notes with pride. “Oftentimes people are more niche, but we certainly are not.”
This diversity extends beyond price points to include both residential and commercial real estate. When asked if these sectors require different approaches, Simonsen is clear: “I don’t think the skill set is different. The product, of course, is different.”
Simonsen’s journey to real estate success followed an unconventional path. “I’m originally Canadian, and I moved here to study acting in the late 90s,” she explains. From acting, she transitioned to the fitness industry before finding her calling in real estate.
This unusual career trajectory makes perfect sense to Simonsen. “People are always curious how I went from fitness into real estate. They seem so different, but they’re actually not. My skill set was being trustworthy, being an expert, and really knowing what I was talking about.”
She sees her career as a natural progression: “Before I was selling real estate, I’ve been selling lifestyle my whole life—starting with the physical body, and then translating that to people’s homes, their personal space.”
Simonsen’s success is bolstered by a carefully assembled team, including her right-hand man Charles “Charlie” McDonald. Their partnership exemplifies the complementary skills needed in high-end real estate.
“I probably bring in the clients, and then Charlie handles the Co-Op board packages, which alone is a skill set,” Simonsen explains. “You hear about people that have board turndowns—that has not happened with us.” This attention to detail in the complex New York co-op approval process has become one of their competitive advantages.
Simonsen identifies several distinct buyer profiles currently active in New York:
The ultra-luxury segment continues to evolve, with amenities becoming increasingly sophisticated. “Pickleball courts, plunge pools, and hydrotherapy have become really popular,” Simonsen notes. “The different temperature treatments—cold, hot, infrared—all of those wellness amenities have become quite trendy.”
She highlights 80 Clarkson as exemplifying this trend: “It’s probably the hottest building in the city right now, with prices going upwards of $10,000 a foot and over 70,000 square feet of amenities.”
Another significant market trend is buyers’ aversion to renovation. “People are generally shying away from projects. They’ll pay a premium for turnkey properties,” Simonsen observes. “We’ve had bidding wars on homes that were in perfect condition. New developments have been very hot recently for this reason.”
While New York remains her core market, Simonsen is also licensed and active in Florida and California. “We just put a deal for about 13.5 million into contract in Florida,” she mentions.
When asked about the much-discussed migration from New York to Florida, Simonsen offers a nuanced perspective: “I’ve been hearing murmurs of people returning to New York. New York is always New York. I have three kids in private school here, and if you think the city isn’t robust, try getting your children into some of these schools. It’s just as competitive as ever.”
Simonsen points to New York’s exclusive private clubs as evidence of the city’s enduring appeal. “There’s a lot of hot, private new clubs in New York. People are vying to get into these exclusive venues that offer glamorous settings, great views, and excellent networking.”
She mentions several by name: “Coco’s at the top of the GM building, Casa Cipriani on the water, they’re creating these beautiful spaces where the city’s elite gather.” Some clubs, like Casa Tua, have locations in multiple luxury markets including Miami and Aspen, creating a network for wealthy clients who own homes in multiple locations.
Despite her achievements, Simonsen maintains a highly structured approach to business development. “We are extremely goal-oriented and work with a great coach,” she explains. Her team uses visual management tools to track progress: “We’re putting up our board tomorrow to map out our goals.”
This discipline extends to client selection. “We’re fortunate to be very busy, so we don’t work with people unless we feel it’s a fit,” she says. “If someone has unrealistic expectations, we’re probably not the right match.”
Simonsen describes her approach as “aggressive but realistic,” noting that clients with unrealistic price expectations often return after testing the market. “I like to say we can be like a second wife, sometimes it doesn’t work out the first time, but people come back when they realize their initial number wasn’t attainable.”
As the real estate market continues to evolve, Simonsen’s diverse business model appears perfectly positioned for the current landscape. With New York’s luxury market showing renewed vigor, international buyers returning, and continued activity in Florida and California, her team’s versatility has become their greatest strength.
“We’re not tapping our fingers waiting for things to happen,” Simonsen emphasizes. “We’re being extremely creative and proactive and we’re seeing great results.”
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