Omer Acar, CEO of Raffles and Fairmont, bridges heritage with the future of hospitality

Omer Acar cuts a composed figure in the Presidential Suite of Raffles Hotel Singapore, an apt setting for a man steering two of the world’s most storied hospitality brands. Rather than chasing scale, the CEO of Raffles and Fairmont focuses on a select portfolio, intent on elevating each on its own terms. The scope of his role speaks for itself: based in New York, he spends close to 200 days a year travelling, overseeing 24 Raffles and 97 Fairmont hotels worldwide, with more to come.

The distinction between the two brands is one Acar articulates with clarity. “Raffles is all about personalisation, a very residential style of living. We adapt to how each guest prefers to live, but we do so with a sense of glamour and a highly personalised service experience.” Fairmont operates on a different register entirely: larger properties, broader programming, and a community-centred identity built around celebration and congregation. Where Raffles is intimate and heritage-driven, Fairmont is where weddings, corporate events, and milestone occasions unfold.

This clarity of vision is the product of a career that has moved through Four Seasons, Harrods, The Ritz Paris, and Le Royal Monceau–Raffles Paris. Appointed CEO of Fairmont in January 2024, in addition to his existing role at Raffles, Acar now leads across both brands with the same authority he brings to every room he enters.

Every interaction is a learning opportunity. You learn from your managers, your team members, your guests and your owners. One of the most important lessons I’ve taken with me is to never stop being curious and to remain open to learning. Sometimes you learn what to do and sometimes you learn what not to do. But I’ve always believed that, no matter how passionate you are, you are never done learning.

Both Raffles and Fairmont are undergoing a global refresh. When working with heritage properties, there are often architectural limitations because they are protected or listed. But that is a positive as it preserves the history and identity of the property.

When restoring a hotel, it’s crucial to stay true to its soul. These hotels belong to their cities and communities. They hold memories, weddings, anniversaries, milestones, and we have a responsibility to respect that. Restoration is not about erasing the past and creating something entirely new. It’s about bringing the property back to its original beauty while ensuring it remains relevant.

Staying relevant also means expanding in the right destinations. And doing so with the right partners who understand our purpose as luxury operators. Staying focused and true to our identity is key. We’ve recently announced projects such as Raffles Lake Como and Raffles Escape in Mexico, while Fairmont continues to expand in cities like Tokyo and Hanoi. Hanoi, in particular, reflects what Fairmont stands for and that is to become the living room of the city, where locals and guests come together to celebrate.

We value how guests feel during their stay and how they remember it years later. The most meaningful experiences are those shared with people, places and moments that stay with you. At Fairmont, we talk about turning moments into lasting memories and that’s what defines true luxury.

Luxury goes beyond the usual amenities. Luxury is time. When guests come to us, they are giving us their time, and it’s our responsibility to make that time meaningful and memorable. Luxury brands may sell dreams, but in hospitality, we deliver them.

This story first appeared in the June 2026 issue. Purchase it as a print or digital copy, or consider subscribing to us here