When Howard "Hoby" Hanna IV, CEO of Howard Hanna Real Estate Services, published his recent essay, "The MLS Is Not a Product. It's Infrastructure," some industry onlookers rushed to paint him as a noble defender of the real estate realm. A more accurate headline would have been: "Steward of the industry just rolls out anti-competitive strategy in his own hometown after having already done so in Cleveland."
Beneath the high-minded rhetoric about preserving the Multiple Listing Service (MLS) lies a deeply disingenuous corporate strategy designed to destroy industry cooperation and aggressively capture market share.
The Illusion of "Stewardship"
Hanna’s essay laments that the MLS has devolved from a neutral, broker-built infrastructure into a monetized Zillow-enabler and lead-generation engine. But let’s be clear: Hanna's supposed "stewardship" stops abruptly at the boundary line where his own firm's financial interests begin.
While Hanna positions himself as a defender of traditional cooperation, his firm is actively investing heavily in customer data platforms and proprietary tools. Why? Not for altruistic reasons, but to take the brokerage to the dark side.
The timing of this philosophical awakening is entirely transparent. It is a calculated public relations ploy meant to cloak his firm's new platform with an air of legitimacy, rebranding anti-competitiveness as "modernization" and "innovation."
How HannaList Destroys the Cooperative Foundation
Hanna claims that initiatives like "HannaList" and "Find It First" are just flexible ways to respond to modern consumer habits. In reality, these platforms utilize a delayed marketing trick that systematically dismantles real estate trust.
The mechanics of HannaList expose the hypocrisy:
· Hiding the Inventory: Hanna’s agents no longer immediately enter data into the multi-list. Instead, they hide listings from the broader community for as long as possible.
· The "We'll Call You" Mentality: If Hanna takes a listing, they first try to sell it entirely within their own internal database. Only if they fail do they let the data migrate to the West Penn Multi-List. The message to non-Hanna agents is clear: "We’ll call you if we ever need you."
· Holding Customers Hostage: To view these delayed listings, consumers are forced to register on Hanna’s portal. This forced registration strips outside agents of control over their own client relationships.
While Hanna claims the MLS remains a successful system that ensures transparency and a level playing field, HannaList aggressively kills that transparency and competitive balance.
The 700-Pound Gorilla Rules Cleveland
Nowhere is Hanna’s anti-competitive behavior more obvious than in Northern Ohio, where Howard Hanna holds the number one market share by a substantial margin.
In his essay, Hanna frames the decision to opt out of the Internet Data Exchange (IDX) as a defense mechanism against predatory tech portals. But Hanna didn't drop IDX because his firm was a victim; they dumped it because they were the 700-pound gorilla in the room and they had the power to do so.
By withholding virtually all local listings from the IDX, Hanna forced the rest of the local industry to scramble. Ditching a shared data system once you dominate a market is the absolute opposite of cooperation.
An Existential Threat to Trust
Hanna is right about one thing: the MLS relies entirely on trust and neutrality. Yet, he omits the fact that his own family has participated in the governance of the multi-list in Pittsburgh for generations—and they have allowed this erosion to happen.
By weaponizing delayed marketing, building proprietary workarounds, and pulling out of the IDX elsewhere, Hanna has effectively assassinated industry trust. When a dominant firm acts entirely in self-interest, it forces the rest of the market to look for alternatives, triggering an existential fragmentation.
Brokers across the country—particularly the independent firms in Cleveland who now despise both Zillow and Hanna—should see this essay for what it truly is: a disingenuous attempt by a corporate giant to rewrite the rules of the game to make it harder for everyone else.
While Hanna may be the first large firm in Pittsburgh to “hide the ball,” I fear the aftermath once the other large firms follow suit.













The iconic pier.

a business relationship with a buyer or seller, loyalty is key. The salesperson must be fully devoted to their client and act solely in their best interest. An action taken by the salesperson that is deemed contrary to the best interest of their client is considered a breach in loyalty. For example, a salesperson should not compete with their client for the purchase of real estate. 




