In the heart of Vietnam’s luxury hospitality scene, The Anam Group is crafting a new standard—rooted in heritage, innovation, and a sense of place. At the forefront is Laurent Myter, a Swiss-educated hotelier with decades of international experience, whose career has taken him from Europe’s grand hotels to some of Southeast Asia’s most iconic resorts.
Having led award-winning properties across Malaysia and served as Executive Vice President at YTL Hotels, Laurent now brings his blend of operational precision and guest-centric philosophy to Vietnam, where he oversees the strategic growth of The Anam brand. His leadership style is defined by empowerment, purpose, and a belief in marrying technology with authentic human connection.
We sat down with Laurent to explore what drives him, why he sees no contradiction between innovation and tradition, and how the future of luxury lies in delivering the exceptional—not the expected.
What inspired you to pursue a career in hotel management?
My inspiration came during an internship at The Schweizerhof in Bern. I had my first real taste of what it meant to work in hospitality, and I instantly knew I’d found something special.
There’s something incredibly fulfilling about being part of a profession that exists to welcome, care for, and delight others. Growing up, I always enjoyed being around people and creating a sense of comfort and belonging for them—hospitality gave me a way to turn that instinct into a career.
What cemented my decision was the realisation that hospitality isn’t just about service—it’s about craft, creativity, and culture. No two days are the same, and no two guests are the same. That dynamism still excites me today.
How do you balance emerging trends and evolving guests’ preferences?
We live in an age where trends can appear and disappear overnight—especially on platforms like TikTok. In the luxury segment, we must be careful not to chase every fleeting idea. Instead, I believe in thoughtful integration—adopting innovations that elevate the guest experience without losing the human element that defines true hospitality.
One example is our use of AI to handle guest inquiries in multiple languages, 24/7. This allows us to provide round-the-clock support while freeing up our team to focus on delivering exceptional, personalised moments.
My personal motto is: “Automate the predictable, so you can humanise the exceptional.” That balance is essential. Innovation must support—not replace—the warmth, presence, and intuition that make luxury hospitality so powerful.
Looking back, is there anything you would have done differently?
In truth, no. I feel fortunate to have made the right decisions at pivotal moments, and to have had the courage to take calculated risks. Each choice—whether moving across countries, changing roles, or entering a corporate setting—has added depth to my professional journey.
There’s a temptation to look back and question the “what ifs,” but I prefer to focus on the present and future. I’ve grown from every experience, and I continue to be excited about what’s ahead.
What defines your management style?
My leadership style is collaborative and guest-focused. I believe in building strong, empowered teams where individuals feel heard, respected, and encouraged to contribute ideas.
A team that feels valued will naturally go above and beyond for guests. I try to create an environment where people are not only clear on their responsibilities, but also confident in their ability to take ownership and make decisions.
I also believe in leading by example. Professionalism, humility, and consistency are key to creating a culture that people are proud to be part of.
What are your strategic goals and vision for the hotel, and how does that integrate into the hotel group’s aims?
At The Anam Group, our vision is to elevate the brand as a leader in Vietnamese luxury—delivering hospitality that is refined, heartfelt, and grounded in local identity.
Strategically, I am focused on three pillars: guest satisfaction, sustainability, and community engagement. We are enhancing personalised services, reducing our environmental footprint, and creating stronger ties with local artisans and communities.
This vision aligns perfectly with the wider aims of the group: to be an industry leader not only in service, but also in innovation and responsibility. We’re not just building a portfolio—we’re building a legacy rooted in trust, creativity, and care.
What advice would you give to someone starting out?
First and foremost: embrace every role, and treat each opportunity as a chance to learn. Whether you’re working the front desk or managing a shift in housekeeping, you are gathering the skills and perspective that will define your future success.
Be open to feedback—constructive criticism is one of the most powerful tools for growth. Build relationships, communicate clearly, and remember that success in hospitality depends not only on what you know, but how you connect.
While many people talk about “following your passion,” I believe passion must be coupled with performance. Identify your strengths, nurture them, and use them to elevate both your team and the guest experience.
And above all: never lose sight of the guest. Their satisfaction is the true measure of our work—and the foundation of every successful career in hospitality.