How this Singapore public servant scales innovation from the ground up

Behind every digital initiative, there is usually someone who took the step to reimagine processes and turn a tech innovation into a transformative practice. 

“With the rapid digital advancements we’ve seen recently, I felt it was the right moment to challenge myself, to take existing processes and ask ‘how can we make this more seamless and efficient?’ 

“That curiosity is what got the ball rolling for me,” says VITAL’s Operations Technology Specialist, Quan Tat Hoong, to GovInsider. 

VITAL, under the Ministry of Finance, is the central agency responsible for transforming and delivering corporate shared services for the Singapore public service.

In his role, Quan oversees operations looking to improve those processes with artificial intelligence (AI), automation or a combination of both, spotting frictions and figuring out what tools can best address them.

Quan received a Special Mention for the ‘Rising Digital Star’ Award at GovInsider’s Festival of Innovation (FOI) 2026 event, in recognition to his efforts to advance AI and automation from experimentation into institutional capability at his agency. 

Innovation that addresses real needs 

Quan notes that digital innovations start with understanding objectives and user needs. 

“When you have a clear picture of the requirement, identifying the right technology becomes much more intuitive,” he says. 

This is because if innovation isn’t grounded in real needs, it tends not to stick. 

With this thought in mind, he piloted an innovative approach that sought to make the process of extracting information from documents more efficient.  

The approach uses UiPath’s Document Understanding (DU) to obtain accurate data from PDF documents in a fraction of time, compared to the manual process of downloading files and performing eyeball checks against a master listing, he shares.  

Quan notes that this marked a meaningful shift in experiencing firsthand how AI can complement automation work and help to free up time to focus on more meaningful work. 

This project helped him understand what considerations to be mindful of when embarking on subsequent AI projects, Quan shares.

This understanding of what is needed on the ground also applies for larger scale innovation projects. 

Quan was also the product owner for one of the key modules for VISION, which is a case management system used across multiple agencies.  

He highlights the importance of approaching the project as a service that translates different operational realities into a system that works at scale. 

As everyone have their own set of expectations, the challenge for him was to listen to what was brought to the table and then filter what builds a better experience for everyone involved. 

“When you approach it from a service mindset, finding that common ground becomes a lot more natural, and you end up with something that people are willing to work with and trust.  

“That orientation towards serving the people around me is something I carry into everything I do now,” says Quan. 

Change in high-stakes areas 

Coming from an agency where accuracy and compliance are non-negotiables, making the case for innovation can be challenging, but it is important to understand change is inevitable, says Quan. 

“What really helps bring people on board [with innovation] is showing that you understand where the risks are. It's about building a proper framework to address and mitigate those risks as thoroughly as possible,” he notes.

He added that thinking about the risks seriously and adopting relevant mitigation procedures can help to show that there are fail-safe strategies in place to onboard the innovation journey safely.  

At the same time, nurturing a transformation culture goes a long way, he says.  

When people understand what and why of innovation, it cultivates a mindset shift that is more welcome to innovation and digital transformation.

“Just having quick chats helps raise awareness of what AI and automation are actually capable of, and often, that's enough to shift the perception. 

“What I've found especially helpful is offering to start that journey with them, rather than just pointing them in a direction. Walking alongside someone as they get started helps build their confidence, and I get to share useful pointers along the way too,” shares Quan. 

Embrace the first step 

For all the momentum behind digital transformation in the public sector, Quan acknowledges that a concern remains for human officers who fear they are not being of value to the organisation. 

He emphasises that automation, when done right, is not about replacing people.  

He notes that the most visible outcome of automation is simply freeing up officers from repetitive and tedious tasks. This allows them to direct their time and energy toward work that demands critical thinking and human judgement.

“It’s really about better resource allocation and giving individuals the space to truly hone the skills that matter most,” he says. 

That spirit of encouragement shapes how Quan speaks to colleagues who have an idea but haven’t yet found the courage to act on it.  

“Innovation doesn't wait for the perfect moment, and you don't need to have everything figured out before you begin. Once you get moving, even the more complex pieces tend to fall into place,” says Quan. 

He adds that even the ideas that feel dauting at first are often the ones that make the biggest difference. 

Ultimately, innovation doesn’t have to happen in isolation, Quan notes. In a shared service environment, collaboration is actively welcomed. 

“After all, two heads are always better than one,” concludes Quan.