Yve Xu, Deputy Director, Future of Building and Infrastructure Division, JTC, Singapore

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

I lead the Digital Built Environment department at JTC, part of Singapore's Centre of Excellence for Building and Infrastructure (B&I) projects. We provide expertise and build competency for B&I projects across the public sector, while investing in R&D to improve outcomes.

My role focuses on digital transformation and enhancing project delivery in the built environment. We partner with industry players to ensure good governance, optimise design, and deploy innovative solutions for safer, higher-quality, more sustainable and productive construction projects. We also adopt technologies to automate design, optimise construction, and enhance safety and quality standards. These range from advanced defect detection tools to simple project collaboration solutions.

To subscribe to the GovInsider bulletin click here.

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

OPTIMUS (One Platform To Integrate Many User Systems) is JTC’s common data environment for built environment (BE) project delivery. OPTIMUS v2.0, a key project I've led, enhances JTC’s common data environment for built environment projects. It digitalises processes, centralises project management and integrates data across platforms for seamless information flow. Features include intuitive performance dashboards, Integrated Digital Delivery (IDD) and Building Information Modelling (BIM) integration, connecting stakeholders and harmonising work processes.

For OPTIMUS v2.0, we've onboarded over 1,700 users across 70 projects, launched over 20 processes, and developed 10 dashboards. This milestone resulted from collaboration between system integrators, platform providers, JTC representatives and the OPTIMUS team. Project teams now experience fewer disputes and misunderstandings, which occurred in past projects. The dashboards make the implications of their actions on the overall project activities visible to all, clarifying liabilities. With a shared understanding of issues, the team can then focus on actual problem-solving.

We overcame multi-faceted challenges through teamwork and problem-solving, creating a solution that not only enhances efficiency and transparency across project portfolios but revolutionises communication and decision-making.

3. What was one unexpected learning from 2024?

A key 2024 lesson was that individuals with diverse backgrounds interpret common terms differently. For example, our team used “autonomous machines” to mean fully automatic robots replacing humans, while stakeholders applied it to any partially automated task, such as LiDAR-guided evacuators. Effective communication goes beyond message delivery – it ensures resonance and alignment across diverse groups. This alignment, though crucial, is challenging and requires empathy and attentiveness. In our case, despite reaching a joint conclusion, the conversation seemed disjointed. Upon reflection, I realised our fundamental definitions differed, with others compromising to close the discussion. Only by reopening the conversation to align our understanding did we achieve proper closure.

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

Generative AI has transformative potential for Singapore's construction industry in 2025. While our sector often views data and emerging technologies as abstract, gen AI can bridge this gap by delivering clear, actionable benefits. Gen AI could revolutionise various aspects of construction. For instance, it could optimise project planning, potentially reducing timelines by 20-30%. In design, it could quickly produce code-compliant architectural variations. For site safety, gen AI could analyse real-time feeds to detect hazards. In project management, it could automate reports, freeing up managers' time for critical tasks. By demonstrating tangible results, gen AI could streamline workflows, improve decision-making, and drive innovation throughout the construction lifecycle. This could increase productivity, reduce costs, and improve project outcomes.

The key is thoughtful implementation and clear communication of benefits, positioning gen AI as a practical tool addressing real, everyday construction challenges.

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

Despite current access limitations, we are likely approaching a significant increase in AI adoption, necessitating fundamental shifts in our operations, planning and service delivery. To prepare, we must cultivate AI literacy, redesign workflows, upskill the workforce, and foster innovation. As public servants, we must lead by example and bridge technology and society. This involves demonstrating AI's benefits while addressing concerns about job displacement, privacy and decision-making transparency. We also need to embrace new responsibilities, continuously adapt our skills, and maintain a growth mindset. Our efforts must align with the broader vision of public sector transformation, ensuring AI enhances rather than replaces human judgment and empathy in public service.

To subscribe to the GovInsider bulletin click here.

6. What are your priorities for 2025?

In 2024, I prioritised empowering frontline staff to adopt and effectively utilise technological tools, enhancing their work processes. For 2025, my vision is to harness the wealth of data collected from these tools to provide more robust support for daily operations. This encompasses utilising data, analytics, AI and machine learning to forecast potential issues, mitigate errors, and automate routine tasks. This data-driven approach will not only boost productivity but also enhance job satisfaction, allowing project management teams to focus on higher-value tasks that require critical thinking, creativity and human judgment, ultimately fostering a more agile and responsive organisation.

In addition, Singapore's construction industry, where expertise takes years to develop, faces challenges from an ageing population. As experienced older workers become physically less able to handle strenuous construction work, technology and generative AI offer ways to harness their skills and extend their industry participation without physical strain.

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

For public sector innovators, it's crucial to balance ground-level engagement with strategic thinking. We must observe and listen closely to feedback from frontline staff and citizens while maintaining a broader perspective to discern underlying issues beyond surface-level requests. True innovation in the public sector transcends merely fulfilling explicit demands. It's about crafting meaningful, forward-thinking solutions that significantly enhance people's lives and improve government efficiency. This requires deep empathy to uncover unarticulated needs, systems thinking for holistic solutions, and a future-oriented perspective. As Henry Ford famously remarked, "If I had asked people what they wanted, they would have said faster horses." Similarly, we must anticipate future needs and challenges, often creating solutions people don't yet realise they need. This approach demands an iterative process, cross-sector collaboration, data-driven decision-making, and a culture that encourages calculated risk-taking.

8. Who inspires you today?

Throughout my career, I've had the privilege of working alongside a diverse array of inspiring female leaders, each leaving an indelible mark on my professional development. One leader taught me the importance of trusting my instincts and having the confidence to define and pursue what I believe is right. Another emphasised the unique strengths women bring to the workplace, showing me how to leverage these skills effectively in a male-dominated environment. A third demonstrated resilience and grace, teaching me how to handle criticism and difficult co-workers and transform it into an advantage. Together, they have been important role models, shaping my perspective on leadership, resilience, and self-empowerment through live examples.

Ultimately, these inspiring female leaders have taught me that leadership is a journey of continuous learning and self-discovery. They've motivated me to remain curious, adaptable, and committed to uncovering my full potential, while also empowering others to do the same.