Four Seasons Hotels and Resorts

Canadian businessman Isadore Sharp founded Four Seasons in 1960. While a young architect working for his father, Sharp designed a motel for a family friend; its success motivated him to try creating his own hotel. He bought a large parcel of land in a run-down area of Toronto and planned a stopover for business travelers; the Four Seasons Motor Hotel opened in 1961 with initial investors, Murray Koffler, Fred Eisen, and Eddie Creed.

Four Seasons built more hotels, including the 1963 Inn on the Park, a $4 million two-story resort hotel in suburban Toronto that housed Canada's first discothèque.

Upscale luxury became part of the brand when the company expanded to London, England. When a developer approached Four Seasons about building a hotel in London, Sharp planned it to compete with the city's old-world, elite hotels, such as Claridge's and The Connaught. The Inn on the Park hotel in London opened in 1970.

The lead consultant was the architecture firm Aedas.

In 1974, cost overruns at the Four Seasons Hotel Vancouver nearly led the company into bankruptcy. As a result, the company began shifting to its current, management-only business model, eliminating costs associated with buying land and buildings. The company went public in 1986. In the 1990s, Four Seasons and Ritz-Carlton began direct competition, with Ritz-Carlton emphasizing a uniform look while Four Seasons emphasized local architecture and styles with uniform service; in the end Four Seasons gained market share.

Built in 1986, Four Seasons Hotel Austin is a nine-story hotel on 2.3 acres (0.93 ha) of land on the Lady Bird Lake's north shore. In 1997, Four Seasons Hotel Austin became the first hotel to have "a high-speed wireless Internet network" after Wayport, Inc. set it up there for testing wireless Internet networks. The hotel hosted Queen Elizabeth II in 1991 when she visited Texas. It was acquired by Anbang Insurance Group from the Blackstone Group for $359.7 million in 2016.

In 1992, Four Seasons acquired Regent Hotels & Resorts. Most Regent hotels in the pipeline at the time, such as those in Bali and Istanbul, opened as Four Seasons, while the existing portfolio, such as the Beverly Wilshire, were allowed to temporarily retain the Regent brand until they met brand standards to become Four Seasons properties. Carlson acquired the rights to develop new hotels under the Regent brand in 1998, and by the mid-2000s, most of the older Regent properties had rebranded into Four Seasons, with the notable exception of Regent Singapore. In the wake of Regent's purchase by IHG Hotels & Resorts in 2018, Four Seasons announced that it would cease its management of Regent Singapore, therefore ending the company's 26-year-long association with the name.

Economic downturns in the early and mid-2000s affected the company. When the September 11 attacks caused the collapse of the travel industry, Four Seasons refused to cut room prices in order to preserve the perceived value of the brand, which caused tension with property owners who were losing money. The company recovered, and in 2007 it agreed to a buyout by Microsoft Chairman Bill Gates and Prince Al-Waleed bin Talal of Saudi Arabia for $3.8 billion. The pair own 95 percent of the company, and Sharp owns the remainder.

Four Seasons does not own any of its properties; it operates them on behalf of real estate owners and developers. For example, its Las Vegas hotel is part of the Mandalay Bay complex (MGM Resorts). The contracts between Four Seasons and property owners typically permit the company to participate in the design of the property and run it with nearly total control over every aspect of the operation.

Four Seasons generally earns three percent of the gross income and about five percent of profits from the properties it operates. Property owners are required to additionally contribute money for marketing, chain-wide sales, reservations systems and renovations. Four Seasons hotels have larger staffs than competing chains, and the company maintains separate reserve accounts for each hotel to cover upkeep costs. Profit margins are relatively low, but the brand attracts developers through the hotels' reputation as solid assets for loan collateral or resale.