From Country Girl to CEO: Carolyn Turnbull on Why Nammos Is Hospitality’s Next Big Luxury Brand

When Carolyn Turnbull was appointed CEO of Nammos Hotels & Resorts, she stepped into one of the most exciting new brands in the ultra-luxury space. With more than two decades of experience across IHG, Hyatt, Aman, Azarai, and Tourism Western Australia, Carolyn has seen first-hand how vision, trust, and bold ideas can shape a career and an industry. From her early start in sales and marketing in Sydney to building a global network at Aman under Adrian Zecha, and now leading Nammos’ ambitious expansion, her story is one of resilience, focus, and joy.

We caught up with Carolyn at Virtuoso Travel Week to talk about her path, the X-factor behind Nammos, and her advice for the next generation of women in hospitality.

What first pulled you into hospitality?

I grew up in a small country town south of Sydney and always had the desire to see the world. At 18, I won a scholarship to study travel and tourism and instantly knew I’d found my place. I started from the ground up in hotel operations, then quickly realized my passion was in sales and marketing. By my early 20s, I was International Sales Manager at the InterContinental Sydney, fascinated by the power of distribution and brand. That role led me to Singapore with Hyatt International, where I opened their first outbound sales office.

And then I met Adrian Zecha, the legendary founder of Aman. I had always asked myself: Who is the very best at their craft? For me, that was Aman. In 2005, I joined the company, and it changed everything.

Aman is legendary. What did you learn during that decade?

It was an extraordinary experience. When I joined, Aman had 18 resorts; when I left 10 years later, there were 26. With such a lean corporate team in Singapore, we were hands-on across everything: sales, marketing, development, technical services, even investment opportunities. Adrian was transparent with his vision and allowed me a front-row seat to how the world’s most iconic resorts were created.

I built an incredible international sales team and strengthened Aman’s profile with the global travel trade. It taught me not just how to sell luxury, but how to think holistically about brand, pipeline, and long-term value.

From Aman to Azarai to Tourism Western Australia. What stands out about those chapters?

Azarai was a chance to help shape a brand from scratch. We developed two beautiful resorts in Vietnam and built everything from the ground up, which was an invaluable learning experience. After 15 years in Singapore, I moved home to Australia and became CEO of Tourism Western Australia. It was a very different challenge, but I approached it like a brand: how do we position an entire destination on the world stage, especially at the high end?

That role gave me a deep understanding of destinations as a whole, not just individual hotels. I wanted Western Australia to have a seat at the global table, so I worked to align the state with international industry leaders. One highlight was engaging with the World Travel & Tourism Council. I attended the Global Summit in Riyadh three years ago and thought, this is the future. Saudi Arabia’s 2030 vision and the giga-projects unfolding there were fascinating. I remember thinking how much I’d love to be involved. Looking back, that trip was a turning point that connected me to the work I’m doing today at Nammos.

And now Nammos. What excited you about joining?

It was a full-circle moment. Petros Stathis aka "The King of Luxury", our chairman, owns Aman Venice and Aman Sveti Stefan, so we’d worked together before. He saw the potential to evolve Nammos from an iconic Mykonos beach club into a hotel brand. The Dubai restaurant had already proven the concept. It became the most successful restaurant in the world, turning over $71 million a year and outperforming the likes of Nobu Malibu. That energy and credibility set the stage for a hotel portfolio.

Now, we’ve got a thriving 26-key hotel in Mykonos, a 110-key ultra-luxury resort opening this December in Amala on Saudi’s Red Sea (with its own private island and the first-ever Nammos spa), and a Maldives project in development for 2027. Our goal is 10 to 12 properties in the next decade.

So, what makes Nammos Nammos? Why does it have that “it” factor?

It’s pure vibrancy, what we call “endless joy.” Think world-class food and beverage, DJs every day, electric entertainment, and intuitive, high-touch service. It’s high-energy, but always high-end.

Then there’s the Nammos Village concept. Our partnerships with Dior, Chanel, and Loro Piana create a lifestyle experience that blends hospitality, fashion, and culture. That mix is what sets us apart and what we’re taking to Amala, the Maldives, and beyond.

You’ve built a global career while raising a family. How did you balance it?

With focus and resilience. Being a working mum taught me to get back up, no matter the setbacks. Aligning myself with visionary leaders like Adrian Zecha and now Petros Stathis gave me opportunities that built confidence and grit.

Of course, there were bumps. When Aman changed ownership in 2015, I realized nothing is guaranteed. But those moments force you to adapt, to see the bigger picture, and to keep moving.

Living and working abroad, from Singapore to Vietnam to Australia, gave me exposure and perspective I never would have had if I’d stayed in one place. And now, with both our children studying hospitality at EHL, it feels like life has come full circle. To see them choose this path makes me incredibly proud.

What advice do you give women starting out?

Find your niche, then find your tribe. Surround yourself with people who inspire and challenge you. Don’t wait until you feel “ready.” Lean into opportunities and grow into them. Trust and resilience will take you further than you think. And if you don’t love what you’re doing, leave. Life is too short not to align your work with your passion.

Don’t wait until you feel “ready.” Lean into opportunities and grow into them.

You’re just getting started at Nammos. What’s on your 100-day agenda?

Team, team, team. Culture is everything, and I lead with people first. Within my first month, I was in Mykonos meeting our GM and team to ensure our service and standards deliver on what we promise. I also spent time in Riyadh and at the Red Sea site, meeting John Pagano, CEO of Red Sea Global, and aligning with our shareholder priorities.

My goal is harmony across all properties. You should instantly know you’re in a Nammos, whether it’s Mykonos, Amala, or the Maldives. At the same time, I’m working with our chairman and board on the bigger vision: within 10 years, 10 to 12 of the world’s best properties and a $1 billion market valuation.

Wow. Love the ambition! Finally, do you have a mantra you live by?

Kick the ball high and follow it through. Think big, align with good people, know your purpose, and enjoy the ride.