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On Leadership: Brian DePotter
The managing partner of FirstPointe Advisors in Fort Lauderdale, Florida, discusses the importance of integrity, leading by example and proactive property tax strategies to help commercial real estate owners protect profitability in challenging times.
Development: How did you get interested in property tax as a career?
Brian DePotter: Property tax wasn’t something I planned to pursue. I started at Florida State University studying criminology but quickly realized it wasn’t the right fit. I shifted to accounting and real estate, which made sense given my background: My father was in construction, and my mother was a realtor. Real estate was a regular part of our dinner table conversations, and I grew up swinging a hammer on jobsites with my dad.
Brian DePotter
During my senior year in college, I landed an internship with Deloitte in its property tax practice. I saw it as an opportunity to combine my passion for real estate with the technical side of accounting. I didn’t expect it to be a long-term career, but I’ve stayed in the field ever since — nearly 20 years now. It’s been a rewarding path, allowing me to work with some of the largest real estate owners in the country.
Development: Why did you launch FirstPointe Advisors?
DePotter: I started FirstPointe in 2014 after seeing a clear gap in the market. Throughout my career, I’d taken on every opportunity I could — raised my hand, asked questions, took on more responsibility. That mindset helped me progress quickly and build a wide knowledge base. Eventually, I recognized a shift in the industry. Large national owners were starting to bring on internal tax teams, and they wanted advisers who could provide localized expertise — boots on the ground — while still offering the sophistication and professionalism of a national platform. I saw the chance to create something different: a boutique firm that understands local markets and can still support complex, multistate portfolios.
Development: What is the scope of the work that FirstPointe provides for developers and owners?
DePotter: We assist clients through all three phases of the property life cycle — acquisition, holding and disposition. During the acquisition stage, we help investors understand how the property is currently assessed and what future liabilities might look like. We analyze the valuation methodology of the jurisdiction and identify opportunities or red flags before closing.
During the holding period, we monitor changes in value, advise on appeal strategies and ensure there are no surprises when tax bills are issued. We also help with budgeting, long-term forecasting, and educating owners/asset managers so they know what to expect from a tax standpoint.
At disposition, we help sellers think like buyers. A buyer’s operating metrics will influence how a deal gets underwritten. If there’s a disconnect between assessed value and income potential, it can affect price. We guide clients on how to position the property so they can maximize value at exit.
Development: What is your primary role at the firm?
DePotter: As managing partner, I focus on vision and strategy — determining where we need to be in 12 months, in five years, and how we get there. I’m constantly thinking about the resources, technology and personnel we need to stay ahead of client expectations. I also stay engaged on the technical side. I work with many of our national accounts and handle valuation disputes on high-valued properties. I enjoy getting into the weeds, understanding the nuances of a case and helping to strategize on the proper valuation approach. That part of the job keeps me grounded and sharp.
Development: How critical is a property tax review for developers and owners today?
DePotter: It’s absolutely essential. Taxes are often the largest operating expense on a property, especially outside of payroll-heavy assets like hotels. But unlike insurance or utilities, property tax is judgment-based. That means there is room to analyze, influence and correct it.
Unfortunately, property tax is still overlooked in many cases. If it’s not proactively managed, it can seriously impact a project’s internal rate of return or cash flow. I’ve seen it make or break deals. Owners need to treat property tax like any other major financial lever and have a plan for how to manage it.
Development: How do you typically work with developers and owners?
DePotter: We see ourselves as an external extension of the internal team. Our goal is to be part of the early conversations — investment committee meetings, underwriting discussions, development planning — so we can offer guidance before decisions are finalized.
Every market is different. There are local nuances in how properties are assessed and taxed. What works in one jurisdiction may not apply somewhere else. Having someone who understands those differences and how to navigate them can be a major advantage.
Development: Could you give an example of the kind of results you’ve delivered for clients?
DePotter: We recently had a case where a client acquired a property with a strong tenant in place. The valuation reflected that stability. But not long after the acquisition, the tenant declared bankruptcy and vacated. That had a direct impact on the property’s income and market value. We worked with the client to present the impairment to the assessor and secure a reduction in the assessed value. That translated into a substantial tax savings and helped reposition the asset for re-lease.
I’ve achieved tax savings as small as a few hundred dollars and as large as over a million dollars, depending on the situation. It’s always about ensuring clients are paying their fair share — but nothing more.
Development: What do you look for when hiring senior staff?
DePotter: At the entry level, I look for curiosity and a willingness to learn. I want team members who ask questions, raise their hands and embrace change, especially with how quickly technology is evolving today.
At the senior level, I look for discipline, integrity and collaboration. This business is relationship-driven. You need people who can build trust with clients and colleagues, share their knowledge with others and adapt to new challenges. I want team members who are always looking to get better, regardless of how much experience they already have.
Development: How do you define leadership?
DePotter: I believe in leading by example. I won’t ask anyone to do something I wouldn’t do or haven’t done myself. Leadership also means being approachable, being someone others can come to for support or direction. At the same time, it’s not a one-way relationship. I learn from my team every day. Leadership means creating space for people to grow, take risks and contribute. It also means giving back, whether through mentoring, speaking at universities or supporting nonprofits. Leadership should extend beyond the four walls of the company.
Development: How do you handle mistakes or internal conflicts when they occur?
DePotter: The most important thing is to set the tone before a mistake happens. I tell the team that we all make mistakes. What matters is that we address them early and learn from them. If something goes wrong, we bring it to the surface immediately. We talk about it, figure out what the root cause was and put a process in place to prevent it from happening again. Mistakes are learning opportunities if you handle them the right way.
Development: What is your outlook for commercial real estate in the near and long term?
DePotter: I think we still have some headwinds ahead in the commercial real estate market. Financing is going to be a major issue, both in terms of access to capital and the cost of debt. That’s going to challenge a lot of deals, especially those with high leverage. Operational performance will matter more than ever. Owners need to stay on top of revenue, expenses and how outside forces like insurance costs and property taxes are impacting their numbers. Those who have built-in flexibility, who planned conservatively and keep their powder dry will be in a much stronger position to take advantage of opportunities when the market shifts.
Development: What is the best advice you’ve received in your career?
DePotter: Lead with integrity. People want to do business with people they know, like and trust. If you do the right thing consistently, opportunities will come your way. That approach has shaped everything we do at FirstPointe, and it’s been a major factor in our growth.
Development: What is the most important lesson you’ve learned in the business?
DePotter: Relationships drive results. You can have the best data and the best presentation, but if you haven’t built trust with the decision-makers, it doesn’t matter. Relationships take years to build, but they can be lost in an instant. They’re worth protecting at all costs.
Development: Outside of work, how do you like to relax?
DePotter: I love to be near the water. I live along the New River in Fort Lauderdale, a historic waterway once used by Native Americans for trade. I walk it most evenings; it’s a way for me to disconnect and reset. When I travel, I usually head somewhere warm and coastal. The sun, the water, the calm — it all helps me recharge. Outside of the office, I’m pretty low-key. I like to be comfortable, relax and reflect.
Ron Derven is a contributing editor to Development magazine.
