As a fourth-generation hotelier, hospitality is second nature to Dawn Teo. After all, her family had founded one of Singapore’s most popular hotel and resort brands. So while her early career was in investment banking and wealth management, the call of family ended up being too strong to resist. She returned to the fold in 2015 and has borne the heavy weight of legacy with remarkable ease since. Teo also brings a nuanced love for local craft and culture to her role as the chief operating officer of Amara Holdings, having previously co-founded the independent, non-profit Objectifs Centre for Photography and Film.

⁠What drives you as a changemaker?

What drives me is purpose, and for me, that purpose is personal—it is family. Growing up in a family business, I was surrounded by a strong sense of responsibility, not just to the business itself but to the people behind it. I saw firsthand the care, resilience and long-term thinking that went into building something meaningful and that shaped how I view my role today.

That foundation has instilled in me a desire to create with intention. It’s not just about growth or success in the conventional sense, but about contributing to something that endures, reflects our values and has a positive impact on the people it touches. I hope to play a part in shaping what hospitality should look like for the future—anticipating how people live and travel, and continuously evolving to meet those shifts.

Family, to me, also represents continuity and legacy. It reminds me that what we build today should stand the test of time, that every decision carries weight beyond the present moment. As a changemaker, that perspective keeps me grounded. It pushes me to think long-term, act with care and stay true to a purpose that goes beyond myself.

How has being part of a family-owned business shaped your approach to hospitality?

My entry into the business was a natural progression. I grew up with the business, spending time at construction sites with my father, watching ideas take shape, and being exposed early to how spaces are created and experienced. As a child, I worked alongside our team, folding napkins and setting tables for our guests. Hospitality became something I understood intuitively as a way of connecting people, place and emotion.

To me, a hotel is a building with life. It is shaped over time by people, both our guests and our associates. Growing up with the backstories behind our hotels has influenced how I approach the hospitality spaces we work on today. We want to create hotels that feel personal and enduring—spaces with character, where every detail reflects a sense of purpose and care. Rather than designing for trends or short-term returns, we focus on building places that foster genuine connections and leave a lasting impression on the people who experience them.

The cost of living is rising, oil prices are skyrocketing and geopolitical conflict remains eternal. While these problems are largely universal, they do have a specific impact on the hospitality industry. How have you navigated these changes and how do you hope to set an example for the rest of the industry?

In today’s uncertain environment, we approach these challenges by staying disciplined on costs while doubling down on what matters to guests. We’ve focused on driving operational efficiency—optimising energy use (we have been investing in sustainability over the years), sharpening procurement and being more agile with booking options and pricing—so we can sustain our business without compromising the guest experience.

At the same time, we’ve recognised that travellers today are more intentional with their spending. That has pushed us to sharpen our value proposition through more authentic programming, personalised service, curated local experiences, and forging partnerships with the local community and businesses. The goal is to deliver a stay that resonates on a deeper level.

In terms of leadership, I believe the industry needs to move away from reactive cost-cutting and towards more resilient, sustainable business plans for uncertain times. If we can show that it’s possible to balance financial discipline with meaningful guest experiences, I hope that sets a benchmark for how the hospitality industry can navigate ongoing volatility without losing sight of what makes travel valuable in the first place.

As a fourth-generation hotelier, what does legacy mean to you?

Legacy, to me, is a living responsibility that must be carried forward with humility and intention. It’s not just about what has been built, but the values that continue to guide it: entrepreneurship, resilience and a belief in hospitality rooted in connection and trust. The name Amara is a Sanskrit word that means ‘everlasting’—reflecting that mindset of building a business that endures by evolving, staying relevant and continuing to resonate across generations.

⁠⁠Looking forward, what change are you most excited to see in the hospitality industry and how can we get there?

What excites me most is the continued shift towards purposeful travel, where hotels are chosen for the meaning and experiences they offer, rather than simply for price and convenience. Travellers today are more discerning. They are looking for stays that feel connected to the local culture, reflect their personal values and offer something beyond a cookie-cutter product.

To get there, we need to be more intentional in how we design our spaces and craft experiences. That could mean introducing padel courts to bring a social wellness dimension to our properties, hosting coffee rave parties that tap into emerging culture or partnering with curated local dining concepts that reflect the destination. It’s about creating environments that feel relevant, dynamic and rooted in place.

With over 40 years in hospitality, we’ve learnt that relevance isn’t about scale. It’s about staying clear on who you are and evolving with purpose. As we look forward, we hope to grow our brand in new markets and segments where
we can add real meaning and value.