Inside OGP, the little-known tech unit behind RedeemSG, Parking.sg and ScamShield

With 151 ideas pitched from 2021 to 2025, the hackathon has produced more duds than successes, but the unit treats this as a feature, not a bug, and the best ideas are turned into strategy.

Ms Tan stresses that even though Pair’s interface resembles that of commercially available chatbots, it is more than just a “ChatGPT clone”.

Pair handles information up to a restricted level of classification. It comes with a slew of custom “Assistants” – generative pre-trained transformers (a type of large language model) for common civil service tasks, many of them created by public officers themselves.

One Assistant was created by a Ministry of Education teacher to generate multiple-choice quiz questions for Kahoot, an interactive learning tool used in class every day. That Assistant has since been adopted by teachers at other schools.

As at the third quarter of 2025, Pair had 78,511 monthly active users. Singapore has around 154,000 public officers.

“Pair’s goal is to put AI in the hands of every public officer,” says Ms Tan, noting that this is the metric the team has chosen to evaluate their efforts. “It’s never management that comes up with the metric we have to chase and are accountable to.”

When OGP worked out of a WeWork office in Raffles Place from 2022 to 2024, the neighbouring Lau Pa Sat hawker centre was a testing ground. Ms Tan and her colleagues would walk over to solicit feedback from the people whom they hoped would eventually use their products.

Senior software engineer Kishen Ashok Kumar, 28, joined OGP in 2023, fresh out of the National University of Singapore.

It was his first full-time job and led to his work on Postman – the Government’s tool for consolidating its sender IDs for SMSes, which were previously scattered across agencies, into a single gov.sg identity. 

In developing the tool, “Uncle, do you have five minutes to talk about government messaging?” has become a regular refrain for him.

The hope, says Mr Kishen, is that if citizens can recognise the gov.sg SMS service as the primary legitimate channel for government communications, they will also learn to recognise fraudulent communications from other IDs. In the third quarter of 2025 alone, Postman was used to deliver 46 million SMSes. 

When he started, however, Mr Kishen says the initial version of Postman that the team developed was genius to them, but a complete flop with users. When tested with retirees at a community centre, the feedback they got was blunt: It was unintuitive.

What happened next is illustrative of their organisational culture: The team agreed to toss out that initial work entirely. 

“There’s no ego or defensiveness about why this does not work or why we should stick to it,” Mr Kishen says. “The truth of whether something works is the person on the street telling you if it works or not – not who comes up with the idea.”

Workers are assigned to teams, usually of no more than five, to manage a product intended for a national audience. Everyone is expected to have an opinion and articulate it.

Ms Toh, as a former social worker who came from a “traditional” government department defined by hierarchy and clearly delineated responsibilities, initially experienced some culture shock.

“Coming here, it was really: This is the problem space, this is your product, go and figure out what to do with it,” she says. “There are guidelines and red lines you cannot cross. But everything within that, it is up to you to figure out. That was terrifying.”

In Ms Toh’s role as senior manager of policy and transformation, she helps OGP navigate the rest of the public sector.

This is necessary, she says, because many OGP staff do not come from the public service or understand how it works.

Securing this buy-in forms the core of work done by staff like Ms Ruchel Phua, a 25-year-old product operations specialist at OGP who made the switch from big tech in 2024.

She is part of the team developing FormSG, the public sector’s form-building tool used to solicit responses for everything from National Day Parade ticket balloting to Covid-19 health declarations. She goes to schools and meets school leaders, teachers and administrators through workshops about digitising school processes.

Ms Phua says the approach is “let’s just pick one process and try to digitise it and try to do it well”, citing early school dismissal forms as an example.

“It isn’t just about digitising a form, it’s also about working through age-old processes,” she adds.

This quest for culture change is why OGP posts publicly accessible “report cards” online every quarter, detailing how much is spent, who is working on a product and how it has been received by users.

FormSG’s report card states that, in the third quarter of 2025, it received 6.91 million responses across over 75,000 active forms, at the cost of around 12 cents a form submitted.

Having a standard and interoperable set of metrics is especially useful for encouraging and justifying cross-government collaboration.

“We are trying to build products that serve the public good. How is the public going to know it’s serving them if they don’t know what we are tracking?” says Ms Phua.

A one-third time policy – inspired by Google – means that workers can use up to a third of their working hours on projects that interest them outside their usual scope of work. A colourful mural which states “For public good” stands in the pantry, designed by Ms Tan.

“You get a lot of energy to make the country a better place,” says one OGP staffer in his 20s, who declined to give his name. He was initially rotating through OGP as a Public Service Commission scholar. “People are passionate about what they want to see better in Singapore.”

After a year, he decided to convert his scholarship to one at GovTech, OGP’s parent organisation, so he could continue working at OGP.

On anonymous company review platform Glassdoor, OGP rates higher than 60 government ministries and statutory boards, including its parent organisation GovTech. Only 14 other ministries or statutory boards have ratings that equal or surpass it.

But the same collegial qualities beloved by OGP’s staff also invite scrutiny.

Employee reviews call out the unit’s exceptionalism, pointing out that many of the perks – autonomy, ambiguous scope of work, small teams – can just as easily become stressors and cause burnout. “Not for people who are trying to coast,” writes one reviewer.

Other detractors say the unit’s impact is because it can cut through red tape or allege that rapid growth is straining OGP’s culture and question whether it can effectively scale up.

At the 2026 Hack for Public Good, most of the OGP staff ST meet are articulate, opinionated and itching to prove themselves.

A staff member tells ST this comes down to the unit’s hiring process, which rates candidates on their ability to communicate their work and alignment with the OGP’s reformist culture.

“The real selling point is the people who are here,” says Mr Kishen. “Everyone’s very kind, very curious, but also intensely passionate about the work he or she could do. I thought that was rarer than all the other things.”

In the office, workers affix their names and photos to a profile wall, along with an “I am…” prompt to complete. Mr Kishen’s card reads: “I am at OGP because it’s harder to find good people than to find good problems.”