Andrea Phua, Senior Director, National AI Group and Director, Digital Economy Office, Ministry of Digital Development and Information (MDDI), Singapore

1. How do you use technology/policy to improve citizens’ lives? Tell us about your role or organisation. 

At the National AI Group, we are stewards of Singapore’s refreshed National AI Strategy (NAIS 2.0). Excellence and empowerment are at the heart of this agenda – where enterprises and organisations are using AI to become more competitive and valuable, and where people feel equipped and confident in their use of AI.  

To achieve this, we need a range of policies and levers to encourage innovative and responsible development of AI, and we work in concert with many stakeholders, including other government agencies, industry partners, developers, academia and civil society.  

All of us have seen the democratising potential of generative AI (GenAI) in particular, and our hope is to be able to increase the accessibility of such tools to improve people’s lives and bring about meaningful change. None of this happens by itself though. So, my team and I build systems and processes to seed and promote such actions, across the government, and within the Singapore economy.  

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2. What was the most impactful project you worked on this year?  

Executing NAIS 2.0 has been one giant project in itself! There are so many parts to it, and so many people who will have a hand in its success. It has been amazing to see the alignment of vision amongst our stakeholders, and the care that people take to make sure Singapore becomes the place where AI is harnessed for the public good. Whether they are developing tools, writing up new policies, thinking of the effects of AI on industries and the labour market, or reaching for the frontier, I have been privileged to have met so many people dedicated to realising AI’s potential and doing this for good. Whenever I encounter such people and organisations, I always endeavour to help them realise their goals.  

3. What was one unexpected learning from 2024? 

That the learning never stops! Just as you think that you’ve gotten a handle on something in AI, a few weeks pass, and it slips out of reach again. As leaders, not only do you have to learn again, but you also have to work with your teams to reassess, reset, and realign. This wasn’t unexpected, per se, but the speed at which this happens is something that all of us have had to adjust to.  

4. What’s a tool or technique you’re excited to explore in 2025?  

I’m waiting for an AI agent to manage my life admin. I hope that comes soon!  

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5. Everybody’s talking about AI today – give us your hot take on AI and what it means for the public sector. 

Technology to deliver better services and improve citizens’ lives, put simply.  

6. What are your priorities for 2025? 

We’ll be entering a year with many critical uncertainties. Geopolitics, tech disruptions, regulatory overhang, a global economy with many downside risks. How will we continue to drive AI adoption and sophistication in Singapore, while managing these headwinds, will be among our biggest challenges in 2025.    

7. What advice do you have for public sector innovators? 

In AI especially, in order to avoid the proverbial hammer looking for a nail, we always have to first ask ourselves, what is the problem that we’re trying to solve. Second, is the team diverse and representative enough to tackle the many dimensions of that issue? Clarity accompanied by diversity, has often been the recipe for success.  

8. Who inspires you today? 

My niece Claire. She’s four but her ease around technology and machines is something else. She’s also a bit of a boss lady. Our kids are going to change the world one day!