Janyaporn Tongtippayarut, Researcher, Robotics and Automation Engineering, Defense Technology Institute (DTI), Thailand

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

To me, public service is the commitment to utilising specialised knowledge for the greater good of the nation.

I serve as a weaponry researcher, primarily responsible for developing advanced military simulation and training systems, as well as exploring robotics and automation technologies.

My role involves intensive research into security technologies to transform complex concepts into practical applications that strengthen our national defence.

Beyond development, I prioritise knowledge management—ensuring that every insight gained is documented and shared so that others can build upon our work for the country's continued progress. 

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

I have had the privilege of serving as a System Engineer for a project enhancing security within correctional facilities and as a Researcher for a Virtual Reality (VR) combat vehicle simulation system.

Both projects integrated cutting-edge technology to provide officials with highly specialised training.

By developing these systems domestically, we significantly reduced the high costs associated with importing foreign technology, saving substantial public budget.

Furthermore, the frameworks we created are versatile and can be adapted to benefit other industries beyond the defence sector. 

3) As a young professional, how will your unique perspective and expertise enhance the quality and efficiency of your organisation? 

With my background in system analysis, software design, and database programming, I see data as a vital strategic asset. I believe that establishing a comprehensive organisational research database allows us to analyse and compare data points to visualise progress and trends over time.

This data-driven approach provides a clear overview that might be missed in day-to-day operations, offering the leadership team a more precise roadmap for long-term organisational development. 

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

My strategy is to maintain a balance between the analytical and creative sides of my brain. During working hours, I strictly adhere to official regulations and procedures to ensure our objectives are met with integrity. However, I dedicate my personal time to the arts-whether it’s painting, cooking, or baking. This allows my analytical mind to rest and recharge.

By immersing myself in these creative outlets, I return to my professional duties with a fresh perspective, ready to innovate within the necessary regulatory frameworks. 

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? 

I would choose to invest in Talent—specifically in developing high-quality, ethical personnel.

While technology evolves rapidly and provides us with incredible tools, it can never replace human conscience or a public mind. If we have personnel who are deeply committed to quality and public service, they will naturally find ways to leverage technology and navigate regulations to create the most benefit for society. 

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

My greatest ambition is to never stop learning.

In the research field, technology shifts so quickly that staying relevant requires constant curiosity. I aspire to keep questioning and exploring, regardless of my age or seniority. To me, staying "young" at heart means being open to new ideas and never falling behind. 

Ultimately, my personal growth is intrinsically linked to the growth and advancement of my organisation. 

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? 

The universal value in our department is Mutual Respect and Active Listening. Regardless of position, age, or seniority, we believe every individual’s voice matters. By fostering an environment where everyone feels heard and valued, we demonstrate that every person is vital to the organisation’s success. This culture of respect is the engine that drives our seamless collaboration and innovation. 

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

My advice is simple: Believe in your vision.

Many innovations fail to materialise not because of a lack of skill, but because of fear. If you have the ambition to change things for the better, trust in your intentions and do not give up. Resilience and a steadfast commitment to your goals will eventually pave the way to success, even when the path seems difficult. 

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

I want to debunk the myth that "doing more or doing less results in the same reward" in the public sector. I believe that rewards come in many forms—professional reputation, personal growth, and the satisfaction of making a real impact. In my experience, dedicated effort always yields invaluable returns that far exceed a standard paycheck. 

10) Write a letter to your future self in 2035. 

I do not know how much the world has changed since 2026, but I hope you still remember the passion that drives you today. 

As you look back, I hope you are proud of the foundations we built. My wish for you is that while the world around you evolves, your core values remain unchanged.

Please continue to be a person who is "hungry for knowledge," someone who acts for the collective good, and a researcher who never stops developing for the security and stability of our nation.

Stay resilient, stay curious, and keep serving with the same integrity you have now.