Luxury hospitality is often linked to design, destinations, and exclusivity. For Omer Acar, it’s always been about people. CEO of Raffles and Fairmont Hotels & Resorts, Acar has built his career across continents and cultures, developing a leadership style focused on curiosity, empathy, and service.
As CEO of Raffles and Fairmont Hotels & Resorts under the Accor umbrella, Acar oversees global portfolios defined by heritage and scale, while navigating evolving guest expectations, new technologies, and a workforce spanning generations. His perspective is deeply international, informed not only by his professional journey but also by a personal life lived across borders with his family.
In this conversation with Jim McCann for Power and Impact, Acar discusses the cultural foundations of hospitality, the discipline behind personalization at scale, and why true luxury is ultimately measured in emotional connection rather than excess.
You’ve lived and worked in so many cultures. Tell us about your path. Where were you born?
I was born in Istanbul, Turkey. I first studied interior design and architecture and started working on restaurant projects. But I realized that once a project was finished, I didn’t enjoy letting it go. I enjoyed the moment when guests were actually experiencing the space. That made me more interested in hospitality studies.
I moved to Switzerland to attend hotel management school, then to the U.S., where I got my first hospitality role at the Halekulani on Waikiki Beach in Hawaii. That’s where I learned how to merge European elegance with the spirit of Hawaii. I later moved to Maui and spent several years at Four Seasons Maui, where my Four Seasons journey began.
Raffles and Fairmont both have extraordinary histories. What does that heritage mean today?
We are very fortunate to have over 100 years of history with both Raffles and Fairmont. That heritage makes us more traditional in certain aspects, with many stories behind the brands. But at the same time, we are very relevant to today’s guest. We balance history with modern expectations.
Raffles began in 1887 in Singapore, which is still a very emotional property for us. At the same time, newer openings like Raffles London, Boston, and others are carrying the brand into new destinations with different experiences.
How do you balance a global brand with local culture?
Everything we design is meant to create a sense of inspiration. We focus on deepening our connection to arts and culture. Personalization and bespoke service are true differentiators today, which is why our legendary butler service is so important.
We focus on emotionally intelligent care rather than transactional service. The goal is to connect with guests on multiple levels so that they miss us when they leave and want to return.
That philosophy also extends to your residential properties. What draws people to actually live with you?
The ultimate sign of loyalty is when a guest chooses to live with us, not just visit us. Whether it’s a hotel stay or a residential experience, we want to deliver the same essence. If someone chooses to live with us, we must continue that experience every day.
Hospitality depends so much on people. How do you think about company culture?
Culture is job number one. When I visit properties, I spend a lot of time in the heart of the house—employee cafeterias, changing rooms—because that’s where our teams spend most of their time. Pride, empowerment, and trust are critical.
We train a lot, but we also empower our teams to make decisions. When employees feel trusted, they can do the right thing for each guest interaction.
You shared a great story about a guest and Diet Coke. Why do those moments matter so much?
Sometimes small gestures make the biggest difference. In that case, a guest tweeted that there was no Diet Coke on his flight. When he landed in Paris, we had one waiting for him at the gate. Those moments are as memorable as big gestures.
Listening to guests, reading their needs, and being proactive is what we enjoy doing every day.
How do you recognize and celebrate employees who do things like that?
Recognition is a big part of our culture. We have employee-of-the-month, quarter, and year programs, and we share these stories internally across our platforms. It’s about celebrating behavior, but also creating a pattern—building a muscle memory for doing something special every day.
Communication seems central to that. How do you keep everyone aligned?
We communicate constantly. I attend monthly calls with general managers and weekly calls with our executive committee. We use technology, internal platforms, and campaigns like “Make Special Happen” to keep the message visible and impactful.
At Raffles, our butlers now connect with guests via text or WhatsApp even before arrival. At Fairmont, we offer digital keys, content streaming, and other technologies to make guests feel at home.
How do you approach training, especially at the front door?
Recruitment is as important as training. People must genuinely love this industry. I personally interview every general manager. After that, we train on habits and procedures, but empowerment is key. We trust our teams to make decisions and exceed expectations.
How are you using AI without losing the human touch?
AI is mostly used in the heart of the house today. It improves efficiency and readiness, but it does not replace human connection. When done right, it enhances it. We use technology to streamline services so teams can focus more on guests.
What’s the one thing you don’t like about your job?
Long hours on airplanes. But the moment you arrive and experience the warmth of a destination, you forget about the flight very quickly.
How do you stay healthy with such a demanding lifestyle?
Stay hydrated, sleep when you can, and focus on the positive. Surround yourself with positive energy and reflect it back.
And finally, what are you most excited about right now?
I’m very excited about the launch of the “Make Special Happen” campaign at Fairmont. The team has worked incredibly hard on it, and we’re just beginning to introduce it to the market.
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