Looking back on your career, which projects have been the most memorable, and what have they taught you about leading teams and delivering impact?
Several major projects stand out and always remain on my ‘challenging projects list’ because of the complexity of their engineering and delivery environments. These include constructing new MRT lines and an interchange station on challenging reclaimed land, where ground-freezing techniques were required, as well as delivering a station in a dense urban setting with heavy traffic, major utilities that could not be diverted and conserved shophouses only metres from deep cut-and-cover excavations.
Experiences like these have reinforced that a project leader must understand the challenges, anticipate how they can be addressed, and assemble and guide a team with the right expertise to deliver the desired outcomes. Leadership also means encouraging the team through difficult moments and working directly with clients and contractors to resolve issues. I have learned to keep the success of every project partner – client, consultant and contractor – at the centre of decision-making. When we deliver well together, the result is not only a successful project, but also stronger relationships, satisfied partners and opportunities to collaborate again.
What qualities are most important when delivering large-scale, long-term projects amid complexity, change and diverse stakeholder needs?
Successful delivery starts with disciplined planning and organisation. The team must have a shared understanding of the scope, desired outcomes and delivery approach, supported by the right people including the project manager and technical specialists. In particular, it requires a good project leader who is well qualified for the complexity of the project, with relevant experience, sound judgement and the foresight to prepare for challenges before they arise.
Just as important is leading with empathy. Understanding each stakeholder’s priorities and concerns, and hosting regular stakeholder meetings to discuss them, helps build alignment as conditions change. Strong governance underpins this: clear records of meetings and decisions, disciplined document management, an established change-control process and rigorous cost control all help the team make informed decisions and maintain momentum over the life of the project.
How do you build trusted client partnerships, and what does that trust enable when difficult decisions need to be made?
Trust is earned through delivery. It is built over many years through consistent performance and successful outcomes—there are no shortcuts. I stay closely connected with clients at different working levels so that concerns can be surfaced early, expectations remain clear and decisions are understood. Continuous engagement among the client, consultants, contractors and other partners helps prevent avoidable conflict, strengthens shared ownership and keeps everyone focused on the desired outcome.
Looking ahead, how should Singapore’s infrastructure evolve to support resilient, future-ready communities?
Singapore’s infrastructure will need to respond to long-term environmental, social and economic priorities in an integrated way. That means planning for climate change and rising sea levels, improving barrier-free access for seniors, wheelchair users and parents with strollers, and advancing energy-efficient, sustainable buildings in line with Green Mark certifications.
Building codes and standards will also need to evolve as risks, technologies and community needs change. Singapore’s strength lies in its ability to plan beyond individual projects. Our government now has a long-term infrastructure vision, extending towards the next 100 years, which can guide investment while safeguarding financial and economic viability. Translating that vision into successful projects will require experienced leadership, coordinated technical expertise and trusted collaboration across the full project ecosystem.
