Dr Rachel Wong, Consultant, Department of Haematology-Oncology, National University Cancer Institute, Singapore (NCIS)

1) What does public service mean to you? Can you share more about your role in the public sector?

Public service is where one can make the most impact on the wider community, involving important aspects of daily life for the common man on a regular basis.

As a medical oncologist, I am grateful for the privilege and opportunity to journey alongside my patients and their families during a challenging period when they are at their most vulnerable.  

2) Tell us about a project you championed. What impact did it have on the community?

Advances in cancer treatment have improved the survival of many patients.

However, some cancer treatments come at a cost; for example, certain chemotherapy drugs are associated with a side effect known as chemotherapy-induced peripheral neuropathy (CIPN), which can cause long-term nerve damage, affect patients’ mobility and sensation and increase fall risk.

As a result, some patients struggle with simple daily tasks or are unable to return to their previous jobs.

The project that I currently lead focuses on evaluating a device that cools and compresses a patient’s limbs during chemotherapy treatment.

The aim is to reduce blood flow to the fingers and toes – areas where the nerves are particularly susceptible to damage – so that less chemotherapy reaches these regions, potentially lowering the risk of CIPN.

At present, there is no effective treatment for CIPN, and oncologists often have to reduce chemotherapy doses when symptoms become severe, which may compromise treatment efficacy.

By reducing the occurrence and severity of CIPN, this approach could help more patients complete their planned chemotherapy while also minimising the risk of long-term nerve damage and its impact on quality of life.

3) As a young professional, how has your unique background or perspective allowed you to identify a solution that others in your organisations might have overlooked?

As a young professional in medical oncology, I have the privilege of seeing my patients and their family members regularly – often monthly during active treatment, and for many years afterwards for long-term follow-up.

Over time, this continuity of care fosters trust, familiarity and open communication, allowing patients to share not only their medical concerns but also their personal struggles and challenges they face during their journey.

I have found that being closer in age to some caregivers can sometimes make conversations feel more comfortable and approachable, which helps facilitate open and honest communication.

This perspective has reinforced the importance of communication, relationship-building and empathy as essential components of effective care.

It also highlights the value of collaborative care between the healthcare team, the patient, and caregivers - key stakeholders whose perspectives and contributions can sometimes be overlooked.

4) What is your personal strategy for maintaining your creative energy when faced with bureaucracy?

Working in an institution and being part of a team means there are always colleagues and mentors to exchange ideas with, troubleshoot challenges alongside and learn from through their experiences and perspectives.

I’ve also found patients and caregivers to be an important source of inspiration – they often offer a different lens on the problems we are trying to solve and serve as a constant reminder of the purpose and impact of our work.

Keeping the connection to the people we ultimately serve helps to sustain motivation and creative energy.

5) If you had just one area to invest in to accelerate transformation in the public sector (regulation, technology, talent, etc.), which one would you choose and why?

Patient education, empowerment and advocacy – meaningful transformation can only succeed if end users recognise its value and are willing to adopt and trust it.

Healthcare, however, is unique in that there must be a fine balance between patient preferences and what is clinically appropriate and evidence-based from the healthcare professionals’ perspective.

Successfully bridging these requires not only education, but also open communication, shared decision-making and a safe environment for experimentation and innovation.

Creating this environment allows new ideas and models of care to be tested rigorously and with scientific integrity while ensuring patients remain active partners in their own healthcare journey.

6) What is your greatest ambition as you grow in your public service career?

We are the sandwich generation, having benefited from major advances in healthcare that were not possible decades ago, but also facing the increasing challenges and healthcare demands of an ageing population.

As we enter the era of artificial intelligence (AI) and digitalisation, I hope we will be able to thoughtfully embrace and harness these technologies to further improve healthcare delivery and outcomes for our patients, whilst maintaining the human aspect of medicine.  

7) What is a “universal value” that connects everyone in your department – from interns to directors – and how do you use that to drive collaboration?

Innovation – to improve care for both our patients and our own people by challenging the boundaries of current standards, looking for gaps that can be addressed and questioning how we can improve the current way of doing things.

When people can see how an idea improves patient care or makes the things we do easier, they are usually more than willing and happy to collaborate.

8) What is the best piece of advice you’ve got for the next generation of public servants?

Success is not only about discovering the next practice-changing drug or developing a groundbreaking technology.

More often, it lies in the small but courageous decisions – choosing to tackle problems that may not be "high-profile" but equally important, asking difficult questions and not being deterred by failure in the pursuit of meaningful progress.

9) What is a myth you wish to debunk about young public servants?

One myth I wish to debunk is that the younger generation is driven mainly by trends or short-lived fads and is therefore less dedicated to their work.

While this may apply to some, I do not think it is reflective of my generation as a whole. In fact, being attuned to current trends, technologies and changing societal needs can be a strength. In our fast-paced world, this allows us to bring fresh perspectives and develop solutions that are relevant, practical and responsive.

Dedication and innovation are not mutually exclusive, and many young public servants are deeply motivated by purpose and equally committed to creating meaningful and long-lasting impact.

10) Write a letter to your future self in 2035. Please keep it within 200 words.

I hope this letter finds you further along in the journey you first dreamed of in secondary school.

I hope that along the way, you have found more answers than questions, more reasons to smile and be grateful, and that you have stayed true to your values.

As you face the next wave of challenges, may you continue to approach them with the same enthusiasm and courage – now strengthened by another decade worth of wisdom and experience.