Singapore
- Developed sustainable business models, commercialisation strategies, and pricing frameworks for BIXEPS community programmes, strengthening programme scalability, partner value creation, and long-term revenue sustainability - Led community growth and adoption strategies for BIXEPS programmes across the community and eldercare ecosystem, driving utilisation, engagement, and long-term programme sustainability - Developed strategic partnerships with community stakeholders and healthcare providers to expand programme reach and impact - Led implementation of BIXEPS programmes across partner sites, ensuring successful onboarding, operational integration, and sustained user engagement - Delivered training and educational talks to increase awareness, address adoption barriers, and drive programme uptake - Monitored programme utilisation and functional outcome metrics, translating insights into growth strategies and operational improvements - Conducted functional assessments, analysed outcome data, and produced impact reports to demonstrate programme effectiveness, community impact, and support partner decision-making - Supported community pilots and programme evaluations to validate effectiveness, generate evidence, and inform future growth and implementation strategies - Participated in National University HealthTech Accelerator, a NUHS healthcare innovation programme supporting US market entry and commercialisation initiatives through training in the US healthcare ecosystem, health economics, reimbursement, and clinical validation with hospitals and health systems
The NUHS Regional Health System (RHS) brings together NUHS institutions, community health and social care partners, to develop and implement initiatives that improve population health, promote preventive health and enhance overall well-being. - Supported project management of health-social initiatives for Health District @ Queenstown, including strategic planning and piloting of community health initiatives, continuously refining approaches to enhance outcomes and guide scalable solutions. - Developed and implemented the communications and publicity strategy for Happy Village @ Mei Ling (a new community space promoting healthy and purposeful living), collaborating with stakeholders to create outreach plans, monitor progress, and design marketing materials to boost visibility and interest in the site. - Co-led strategic planning and execution of large-scale community events with multiple community partners, coordinating teams and staff to strengthen partnerships and deepen resident engagement. - Conceptualised and delivered targeted resident engagement and outreach strategies that boosted awareness, increased footfall, and drove sustained participation in health and social activities at Happy Village @ Mei Ling. - Led evaluation of resident outreach strategies through data analysis; identified trends and proposed improvements that increased resident engagement and expanded the base of residents known to Happy Village @ Mei Ling. - Managed daily operations and curated program offerings at Happy Village @ Mei Ling in collaboration with community partners; engaged residents actively and supported volunteer leadership development to foster community ownership.
The future 1,800-bed Woodlands Health Campus (WHC) will comprise a fully integrated Acute and Community Hospital, Specialist Outpatient Clinics and a Long-Term Care facility. WHC aims to provide person-centric, quality healthcare that goes beyond hospital walls, by using technology and innovation to extend the reach of our care teams into the community. - Contributed to the development of clinical-related policies and guidelines by liaising with stakeholders, clinical workgroups, and Clinical Board sub-committees. - Streamlined internal processes by implementing new workflows and drafting Work Instructions and Policies to support operational efficiency. - Provided secretariat support to Clinical Board and Clinical Heads Meeting, which govern evidence-based care delivery and ensure high standards of clinical service provision. - Coordinated the development and rollout of the Doctors’ Orientation Programme to onboard new doctors into the organisation. - Led coordination of the Service Quality Component process for doctors’ performance management and review of the reimbursement framework. - Supported the setup and implementation of the Credentialing & Privileging (C&P) framework, ensuring all Specialists are qualified to deliver clinical services and perform specific procedures. - Managed Visiting Consultant appointments to expand specialist service offerings and ensure availability of quality clinical care.
Raffles Hospital is a tertiary care hospital and the flagship of the Raffles Medical Group, a leading private healthcare provider in Singapore and South East Asia. - Coordinated and executed various Continuing Medical Education (CME) events (e.g. Annual Scientific Conference & Hospital Grand Rounds), and ad-hoc events for doctors - Developed and revised administrative processes and policies to increase the operational efficiency of documentation workflow - Assisted specialists in administrative matters and answered queries pertaining to their benefits, insurance plans, leave entitlements and other human resource matters - Supported the onboarding process for new specialists and facilitated the licensing of doctors and compliance to the Supervisory Framework for Conditionally Registered doctors - Liaised and negotiated with pharmaceutical companies for the sponsorship of conferences and events - Provided secretariat support to the Raffles Hospital Institutional Review Board, Hospital Ethics Committee and Transplant Ethics Committee in the Hospital
CIRC is a joint venture between the Agency for Science, Technology and Research (A*STAR) and the National University of Singapore (NUS). It is a research facility dedicated to advancing the use of molecular imaging in humans for clinical applications using state-of-the-art imaging equipment, including 3T/MR, PET/MR and PET/CT. Completed a 26-week internship in the company's Quality Assurance (QA) department. - Improved the Quality Management System procedures by validating the Electronic Documentation Management System (EDMS). - Completed approximately 75% of the validation life cycle, a series of processes which determines whether the EDMS fulfills various sets of criteria prior to its materialization. Also supported day-to-day QA operations by: - Issuing Batch Manufacturing Records (BMRs) - Creating new and editing current Standard Operating Procedures (SOPs) and protocols - Managing the existing training system - Preparing relevant training materials