Jessy Sekere, Digital Government Program Lead, PNG Department of Information and Communications Technology, Papua New Guinea

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

Public service is a duty of stewardship—managing trust, resources, and national aspirations to deliver equitable outcomes. It is not about position, but impact, especially for those often left behind.

In my role at DICT, I contribute to overall digital government transformation policies, strategies and the development of Digital Public Infrastructure (DPI). 

Specifically, through leading Digital Government Program including SevisPNG—comprising SevisPass, SevisWallet, SevisDEx, and SevisPay—where we are building interoperable, citizen-centric systems. 

Ultimately, public service is about nation-building—creating systems that are inclusive, efficient, and future-ready. 

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

One of the most significant initiatives I have been part of and recently appointed to lead is; the SevisPNG DPI program—a whole-of-government effort to transform how Papua New Guinea delivers services to its citizens. 

This is not a project I championed alone.

It has been a collective effort under the leadership of Secretary Steven Matainaho, with strong contributions from Russell Woruba, who is now pursuing further studies focused on DPI, and Joshua Pomaloh, alongside many committed colleagues—some of whom have since moved on, and others who continue to drive the work forward. 

Through this initiative, we are gradually shifting toward a model where citizens can verify their identity once and securely access multiple services, both within government and with trusted private sector partners.

Early use cases include financial and public sector onboarding where you can now open MiBank bank account in minutes. These are already demonstrating how access can be simplified and expanded. 

This represents a shift from siloed systems to an integrated, citizen-centric digital ecosystem. 

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

Working at the intersection of policy, technology, and citizen experience, I’ve seen that many systems exclude those outside formal structures and are not inclusive. 

This led to a focus on “inclusion by design” principle embedded in the design of SevisPass’ tiered identity model, allowing gradual access into the system. We also emphasised that interoperability is not just technical, but about governance and trust. 

The shift was simple but powerful: design services around citizens, not institutions. 

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

Bureaucracy is an inherent part of public service—it provides structure, accountability, and continuity. But it can also slow momentum if not navigated deliberately.

Our approach has been to work with the system, not against it, while finding ways to sustain energy, clarity, and purpose. 

I stay anchored in purpose—reminding myself why the work matters. I break complexity into manageable steps and build strong relationships stakeholders and colleague public servants, as progress often depends on alignment. 

I also engage with global ideas to stay inspired and maintain discipline through reflection and balance. Bureaucracy, when navigated well, refines creativity rather than limits it. 

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?

If I had to prioritise one area, it would be a most importantly in talent.

Technology and regulation are important enablers, but they do not transform systems on their own.

Sustainable transformation happens when you have capable people operating on strong, shared foundations. Without that combination, even the best policies or technologies struggle to deliver impact at scale. 

Transformation requires public servants who can bridge policy, technology, and citizen needs. 

Investing in domestic capacity, leadership, and continuous learning ensures systems are sustainable, scalable, and locally owned. 

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

My greatest ambition is, to contribute meaningfully to building a modern, trusted, and inclusive public service that I can be proud of when I exit—one that is capable of delivering at scale, responsive to citizens, and resilient in the face of change. 

I also aim to help institutionalise DPI as a national asset, ensuring strong governance, sustainability, and local ownership.

At the same time, I want to contribute to developing future leaders grounded in integrity and capability. 

Ultimately, success is defined by legacy—whether we improved lives and strengthened trust in government. 

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?

For me, the universal value that connects everyone—regardless of rank or role—is culture. 

There’s a well-known saying that “culture eats strategy for breakfast,” and I have seen that play out repeatedly in fast paced agencies and public sectors that have promoted culture.

You can have the best policies, the best technology, and the most well-designed strategies—but if the underlying culture is not aligned, progress will always be slow and fragmented. 

In our context, culture is what shapes how we work, how we treat each other, and how we respond to challenges. It cuts across everything—from interns just entering the system to heads of agencies making national decisions.

When culture is anchored in shared values like accountability, collaboration, respect, and purpose, it creates a common language that everyone understands. 

Ultimately, culture is what turns coordination into true collaboration. It aligns people beyond formal structures and allows diverse teams to move in the same direction. 

If you get the culture right, strategy and execution tend to follow. 

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

My advice to the next generation of public servants is simple, but important: stay grounded, stay adaptable, and stay focused on the bigger vision, have a heart of public service. 

Listen to experience, navigate strategically, and be willing to take on any task. No contribution is too small. 

Leadership may change, but your role is to consistently contribute to the national vision with discipline and purpose. 

If you can combine humility, discipline, and a clear sense of purpose, you will not only grow in your career—you will make a meaningful difference in the lives of others. 

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

One of the biggest myths is that young public servants lack experience, commitment, patience, or respect for systems—that they are only interested in quick wins or rapid advancement. 

In my experience, that is not true. What young professionals bring is not a lack of discipline, but a different perspective on how things can be done better, faster, and more inclusively.

They are often more exposed to technology, more open to collaboration, and more willing to question outdated processes—not to undermine the system, but to improve it. 

The real opportunity is not to compare generations, but to bridge them.

When you combine the wisdom, institutional knowledge, and discipline of experienced leaders with the energy, adaptability, and innovation of younger officers, you get a much stronger and more effective public service. 

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

Dear Mr. Jessy Sekere, 

I hope you have not forgotten why you started. 

Wherever you are now, take a moment to reflect on the journey—not the titles or positions, but the contribution. Did you help build systems that made government work better for people? Did you stay true to integrity when it mattered most? Did you uplift others along the way? 

Remember the role you played in laying the foundations—especially in shaping digital government policies, digital public infrastructure and strengthening a more connected, inclusive public service. Even if the work was not perfect, what mattered was that you showed up, stayed committed, and contributed to something bigger than yourself. 

I hope you remained grounded, continued to learn, and never lost sight of the people behind the policies and systems. 

If you’ve moved on from public service, carry those lessons with you. If you’re still in it, keep pushing forward. 

In the end, it was never about recognition—it was about impact. 

Stay humble. Stay focused. Stay purposeful. 

— Jessy 

The story was made possible due a partnership with CDPI - Centre for Digital Public Infrastructure.