Itzhak Ezratti assisted in building a modest duplex in Hollywood, Florida, in 1976 with little fanfare and a lot of hard work. That building—two modestly sized houses—would ultimately serve as the foundation for one of Florida’s most successful private real estate companies. Although GL Homes, which stands for “Good Luck,” lived up to its name, luck had very little to do with it.
Ezratti did not rise through speculative towers or quick flips. He built gradually and methodically, putting buyer satisfaction and community integrity first. According to estimates, his net worth as of 2025 ranges from $900 million to $1.9 billion. The private character of his holdings and the challenge of estimating generational value are both reflected in that spread.
| Detail | Information |
|---|---|
| Full Name | Itzhak “Itchko” Ezratti |
| Age | 73 (as of 2025) |
| Nationality | American (born in Israel) |
| Occupation | Real Estate Developer, Entrepreneur |
| Company | Founder & Chairman, GL Homes |
| Net Worth (2025) | Estimated $1.9 billion (Forbes), some reports suggest $900 million |
| Major Assets | GL Homes developments, land portfolios, personal investments |
| Signature Projects | Valencia Grand, Lotus Edge, Valencia Sky, APEX at Avenir |
| Philanthropic Focus | Hunger relief, homelessness programs, education access |
| Current Residence | Indian Creek, Florida |
| Leadership Transition | Son Misha Ezratti now serves as President & CEO of GL Homes |
| Reference | www.forbes.com/profile/itzhak-ezratti |
In addition to selling real estate, GL Homes promoted a comfortable retirement community. Ezratti capitalized on a growing population with surprisingly steady demand by designing developments for those over 55 and providing upscale options for younger families. Initiatives like Lotus Edge in Boca Raton and Valencia Sky in Naples evolved from addresses into goals.
GL Homes grew steadily through deliberate master planning and strategic land acquisition. It wasn’t ostentatious, but it worked incredibly well. The company prioritized community over power and durability over glitz. Even in times of crisis or downturn, GL Homes positioned itself as a pillar of stability, particularly following Hurricane Andrew in 1992. According to reports, the company sold more than 1,000 homes that year, a feat that subtly changed its course for the better.
Ezratti’s model stayed rooted in local needs even as luxury real estate shifted toward sleek, urban towers and international capital over the last ten years. Although his strategy—clubhouses, walking trails, and social lounges—may occasionally seem archaic, it has proven remarkably successful in creating long-term value.
These houses served as frameworks for belonging rather than merely being structures. Locals adopted a way of life rather than merely purchasing real estate. The neighborhoods felt livable in ways that many upscale communities fall short of, and the amenities felt carefully chosen rather than generic.
By 2016, Ezratti’s son Misha had taken over as executive leader, bringing a fresh perspective to the family company. The marketing became more fluidly digital and the architecture sleeker. However, the core values of high-quality materials, dependable delivery, and a tacit refusal to take short cuts persisted. The torch was polished rather than merely passed.
Years ago, I saw one of their promotional videos, which featured locals dancing in a clubhouse on a salsa night without any celebrities or gimmicks. It was surprisingly real. That stayed with me.
In addition to entering high-growth neighborhoods like Palm Beach Gardens and Estero, GL Homes is currently expanding throughout Florida by introducing new phases of its renowned Valencia communities. There are many different levels of access to luxury due to the wide range of home prices, which range from the mid-$300,000s to over $3 million.
Because of this diversification, GL Homes is now much less vulnerable to volatility in a single market. Ezratti’s cautious scaling model has proven to be remarkably resilient in a period when supply chain problems or changes in interest rates can cause builders to become unstable.
Ezratti has also placed a higher priority on impact than profit. He has supported housing assistance programs, education initiatives, and hunger relief organizations throughout the state through the company’s philanthropic arm. Notably, his assistance has helped The Lord’s Place Meal Mobile program, which serves hot meals to people going through a crisis or transition.
According to Ezratti, philanthropy is more about responsibility than it is about establishing a brand. Instead of pursuing headlines, he discreetly funds the important things. It is a style that is consistent with the rest of his business: dependable, thoughtful, and firmly established.
Some may have legitimate worries about the effects on the environment or suburban sprawl. Land use and zoning disputes have occasionally drawn attention to GL Homes. The business has, however, been largely responsive, incorporating parks, greenways, and sustainable features into numerous projects.
Ezratti’s wealth is a reflection of decades of perseverance rather than just astute timing in the highly volatile real estate market of today. He developed a wealth model that is remarkably similar to legacy farming: you prepare the soil, plant carefully, and harvest patiently.
He continues to reside in Indian Creek, a community known as Florida’s “billionaire bunker.” However, it wasn’t speculative plays that earned him a spot there, but rather foundational work.
And that difference counts.
In this instance, net worth is more than just a figure. Consistency, family values, and an exceptionally successful strategy for addressing genuine human needs—one household, one community, and one generation at a time—have all contributed to its accumulation.
