2026 Ones to Watch - Industry Leaders: Louis Grassi, Grassi

“Louis Grassi is the CEO of Grassi, a nationally recognized advisory, tax and accounting firm ranked the 52^nd largest in the nation and one of the largest employee-owned firms in the profession. Since founding the firm at the age of 24, he has led Grassi through 45 years of industry change, and in 2023, he spearheaded the firm’s transition to an employee-owned ESOP firm.” 

What recent accomplishment or initiative are you most proud of, and what impact did it have on your firm, clients, or community?

I am most proud of the sustained, positive impact our employee ownership structure continues to have on our clients and people. Since implementing our Employee Stock Ownership Plan (ESOP) in 2023, we have further strengthened our client relationships and achieved satisfaction scores that are more than double the industry average, according to independent, third-party data collected directly from client feedback. This impact is reflected in our culture through high engagement, strong retention, and our ability to attract talented professionals and firms that share our values of client service.

What advice would you share with emerging professionals striving to become future leaders in commercial real estate?

Don’t be afraid to actively enter the marketplace. Join professional associations, attend industry events, and focus on expanding your network. Seek out successful people in your field and learn from them. Ask questions, observe thought processes, and understand not just what is happening in your market, but why. These relationships and insights will help build client connections and deepen expertise.

What book, podcast, or app has most influenced your approach to leadership?

Rick Page’s Hope Is Not a Strategy

What is one major challenge you’ve overcome as a leader, and what did it teach you?

One of the most significant challenges has been navigating industry disruption, including the rise of private equity and consolidation, alongside the need to develop the next generation of leaders. These forces required us to rethink how we approach growth and succession. Through decades of leadership, I have learned that headwinds and change can be catalysts for growth and innovation. In response to this disruption, we have built a model that reinforces independence while investing in mentorship, collaboration, and long-term leadership continuity.

How do you inspire, motivate, or mentor others within your organization?

We motivate our professionals by giving them genuine ownership through our ESOP and meaningful opportunities to lead. Our partners maintain an open-door policy, and we truly mean that. Ideas are shared across all levels, both organically through our collaborative culture and through programs like “If I Were a Managing Partner,” which provides professionals with a direct channel to share ideas with leadership. When people truly feel invested and engaged, they think like entrepreneurs and bring forward innovative, collaborative ideas.