Liyana Muhammad Fauzi, Principal Product Manager, Government Digital Products, GovTech Singapore

1. In 30 words or less, please share what you do in GovTech Singapore. 

I lead product management for the SG Tech Stack, focusing on DevOps, AI adoption, and platform solutions to drive digital transformation and enable better collaboration across government agencies.  

2. Walk us down your career. What were your significant highlights and milestones?  

 I began my career by leading open data initiatives, launching data.gov.sg to foster collaboration between the public and private sectors. Later, I contributed to the Digital Government Blueprint and represented Singapore at international forums like the UN. A pivotal milestone was completing my Technology MBA, which gave me exposure to private sector roles, international cultures, and diverse ways of working. This experience enabled my transition into product management and DevOps, where I now lead the SG Tech Stack, focusing on enhancing developer productivity to build secure, high-quality applications with shorter time to market.  

A personal highlight is leading the Women in (Gov)Tech team, which has connected me with women passionate about enabling others to thrive in technology roles across the public sector. This initiative also aims to build a strong pipeline of future talent and growth. Receiving the National Day Commendation Medal this year was a proud moment, recognizing my contributions to the public sector. More recently, I’ve developed a passion for AI in software engineering, exploring how it can optimize operations and empower smaller teams.

To subscribe to the GovInsider bulletin click here.

3. How would your friends and family describe you?  

My friends and family would describe me as curious, thoughtful, and adaptable—always open to learning and embracing new challenges. I’m passionate about mentoring and empowering others, which shows in both my work and personal life. I also have a light-hearted side, enjoying stand-up comedy, and traveling to explore new places.  

4. What sparked your interest in joining the public sector?  

My interest in the public sector stems from my family, whom I’m very close to. I come from a family of public officers—my dad was a tax officer, and my mom was a teacher. They always believed that working in the public sector was meaningful, offering both opportunity and impact. So, when it came time to do an internship during university, I was glad to join the Ministry of Finance, which was then spearheading digital government initiatives. That experience, along with seeing the tangible impact of public service from a young age, deepened my passion for contributing to meaningful change through technology and collaboration.  

5. How do you use technology/policy to improve citizens’ lives or for Singapore?

In my role leading the SG Tech Stack, I focus on enabling government agencies to build secure, high-quality applications more efficiently, ultimately improving public services for citizens. By enhancing developer productivity through DevOps practices and AI tools, we reduce time-to-market, helping agencies deliver better services faster.  

One example is the SHIP-HATS initiative, which streamlines software development processes by integrating automated tools for security and compliance checks. This allows developers to focus on building features while ensuring security standards are met. The result is more resilient digital services with fewer delays—whether it’s an e-service citizens use daily or back-end tools that support public officers.  

Another experience that was really fun for me was being involved in the Open Data Initiative many years ago. It gave me the chance to connect directly with citizens by promoting the use of open data, empowering them to create applications that improve lives. Through this initiative, we uncovered innovative apps, such as a fleet management solution and an application that visualized traffic and weather patterns in Singapore. It was inspiring to see how open data could spark creativity and enable meaningful contributions from the public.  

Ultimately, these experiences have shown me the power of technology and collaboration to drive meaningful impact, ensuring Singapore remains agile, secure, and responsive to its citizens' needs.  

6. What was the most impactful project you worked on this year or in your time with GovTech?  

One of the most impactful projects I’ve worked on this year has been the AI Coding Assistant Program. We launched trials of tools like Copilot and Codeium to support engineers by automating repetitive tasks, allowing them to focus on higher-value work. Beyond individual productivity, the program aims to improve team performance and accelerate the delivery of secure, high-quality government digital services. Exploring self-hosted options has also been exciting, ensuring compliance while pushing the boundaries of AI adoption within the public sector.  

A highlight of this initiative was releasing a research paper on arXiv (2409.17434), sharing insights into the public sector’s use of AI coding assistance and its potential. It was thrilling to contribute to the growing knowledge of how AI can optimize software development in government. The paper allowed us to reflect on our journey, share challenges, and present key learnings for others navigating similar paths. Opening this conversation with the broader community has been incredibly rewarding and aligns with GovTech’s commitment to innovation and collaboration.

To subscribe to the GovInsider bulletin click here.

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

AI is a powerful tool that augments people, especially engineers, rather than replacing them. Tools like AI coding assistants—such as Copilot and Codeium—help automate repetitive tasks, suggest code snippets, and even identify bugs, allowing engineers to focus on more complex, high-value work. However, these tools are far from perfect. They sometimes generate inaccurate code or produce false positives, which means they must be used with a trained eye and cannot fully replace human expertise.  

For example, in our AI Coding Assistant Program, we’ve seen how these tools enhance productivity, but engineers still need to review, refine, and validate the suggestions. AI can significantly reduce time-to-market for applications, but it cannot yet handle nuanced decision-making, complex architectural design, or manage edge cases on its own.  

The key is adopting AI thoughtfully. It’s about complementing, not replacing, human skills—empowering engineers to be more productive while ensuring that their expertise remains central to the process. For the public sector, AI offers an opportunity to enhance operations and improve service delivery, but it must be implemented responsibly, with human oversight guiding its use.  

8. What advice do you have for public sector innovators? Or people looking to join the public sector?  

For those looking to innovate in the public sector or join it, my advice is to embrace a growth mindset. One thing to note is that you may encounter more bureaucracy than in the private sector. However, it’s important not to see this as a blocker but as a challenge to overcome—something you’ll need to navigate effectively no matter where you work. If you come with the mindset of helping to streamline processes and improve efficiency, you can make a real impact.  

Another key piece of advice is to work collaboratively. Public sector challenges are often complex, requiring input from multiple stakeholders across agencies, communities, and private partners. Co-creating solutions will help you navigate these complexities and build sustainable, meaningful outcomes.  

Also, stay mission-focused. While things may move slower than in the private sector, the impact you make in government is significant—affecting millions of people. Staying connected to that bigger purpose will keep you motivated, even when progress feels incremental.  

Finally, be resilient. Not every idea or innovation will succeed, but each experience is an opportunity to learn and grow. Working in the public sector is incredibly rewarding, knowing that your efforts contribute to a smarter, more responsive government that serves the public good.  

9. What was one unexpected learning from 2024 for you?   

One unexpected learning from 2024 was how critical it is to balance involvement and empowerment as a leader. I’ve always tried to avoid micromanaging, but attending a leadership program this year helped me realize that part of my role is to step in and be more directive at the right moments. Sometimes leadership means getting your hands dirty—being actively involved early on to set the right direction and provide the tools and support the team needs. Once that foundation is laid, it becomes easier to empower the team to take ownership and lead on their own.  

Another key lesson was recognizing how fast technology evolves. In government, there are often blockers that can slow us down. I’ve learned that we need to be creative in carving out time for mini-trials or pilots to experiment with emerging technologies. If we don't proactively test and learn, it’s easy to fall behind and struggle to keep up with the industry.  

Finally, this year reminded me of the importance of self-care. Juggling multiple responsibilities—from scaling the SG Tech Stack and piloting AI tools to mentoring my team—made me realize how burnout can sneak up if you’re not careful. It’s essential to pause, recalibrate, and focus on sustainable growth, both personally and professionally.  

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

In 2025, I’m excited to focus on making deeper connections with my customers, and users. One thing I’ve missed since stepping into a leadership role is the ability to connect regularly with customers, as I did when I was more involved with product work. Re-establishing that connection is something I’m looking forward to.  

Within our organization, we’ve been reading Continuous Discovery Habits by Teresa Torres, which emphasizes the importance of continuously identifying opportunities—whether they’re customer needs, pain points, or desires. What resonates with me is her recommendation to engage in regular interviews, pilots, and trials to validate these opportunities and assess the reception to the features we develop. I’m excited to get into a steady cadence of customer engagement, understanding their challenges, and ensuring we build meaningful solutions that meet their needs.  

Another area I want to improve is establishing meaningful success metrics in product management. It’s crucial to be judicious about aligning to the right metrics to ensure we’re driving value for our users and stakeholders. Getting this right can be challenging, but it’s essential for delivering impactful products that meet both business goals and customer expectations.  

Of course, AI coding assistants will continue to be a big focus for me, and I’m excited to explore them further. While I’ve talked a lot about AI this year, I’m eager to deepen my understanding of how it can augment not only individual productivity but also team collaboration and product delivery. Balancing AI experimentation with intentional, customer-centric work will be key to making 2025 a successful year.  

11. What are your priorities for 2025?  

 In 2025, AI will remain a key focus, especially in terms of integrating it into our product offerings. My goal is to ensure we reap the full benefits of AI while carefully balancing costs and impact. It’s not just about keeping up with trends but about leveraging AI thoughtfully to enhance the value we provide through our solutions. I’m excited to explore how we can push the boundaries of what AI can do, ensuring it supports both efficiency and innovation.  

At the same time, I’m focused on empowering my team to reach a point where they feel confident leading in their roles—knowing when to take charge, when to check in, and when to collaborate. A big part of this is breaking down silos between different products across the organization. I want us to work more seamlessly together, aligning our efforts to amplify impact and show real outcomes through effective collaboration. By fostering cross-team partnerships and creating better alignment, we’ll build not just great individual products but integrated solutions that complement and strengthen one another.  

I’m also looking forward to growing the Women in (Gov)Tech movement and seeing more women progress and thrive in their roles across the public sector. Supporting this growth is important to building more inclusive, innovative teams.  

On a personal level, I want to prioritize fun activities to balance work. I’ve always been curious about laughing yoga, and I’m also exploring hobbies related to music or movement. I think it’s important to make space for activities that bring joy and recharge us, ensuring we stay energized and motivated for the challenges ahead.