When Singapore became independent 60 years ago, the country had no air force. Its military comprised only two infantry battalions, 1,000 men and two ships. The British colonial regime mainly handled matters related to defence and foreign policy. But when the British government announced in 1967 the phased withdrawal of all its military forces from the region, Singapore had to take responsibility for its own security by establishing mandatory military conscription.
Since then, Singapore has relied on its air force as the nation’s first line of defence in protecting Singapore’s airspace and its sovereignty. To enhance operational effectiveness, the RSAF has actively transformed its airbases into smart facilities that leverage cutting-edge technologies, which include robotics, data analytics, and artificial intelligence (AI).
But with an ageing population and a declining birth rate, which exacerbated manpower shortages, RSAF’s dependence on military conscripts created an inherent tension between defence requirements and economic growth.
A start-up in the RSAF for agile digital transformation
This reality led to a rethink of how digital tools were built and deployed to ensure the RSAF kept its edge as a fighting force. Instead of long, project-based development cycles, the RSAF moved towards continuous delivery, in-house product ownership, and closer collaboration between developers and end-users.
The result was the RSAF Agile Innovation Digital (RAiD) set up in 2021 by Tay Gek Peng, Chief Data Officer of the RSAF. He founded RAiD as an internal start-up to overcome slow software delivery and limited in-house digital capability. His objective was to empower product teams to solve operational problems quickly by building software close to users, and embedding modern product and engineering practices within a military setting. RAiD reported directly to senior leadership and was designed to operate with speed while meeting strict security requirements.
In 2024, RAiD collaborated with several key partners to launch Project 300X to fast-track the implementation of digital applications within RSAF. Among the early beneficiaries of this approach was QualiFly, a digital platform designed to streamline the training and qualification process for Air Force Engineers (AFEs).
This was vital as AFEs form the backbone of RSAF operations, as they ensure that the aircraft are safe, serviceable, and ready for missions. Without qualified AFEs, even the most advanced fighter jets will not be able to fly. Working across mechanical, avionics, and weapons systems, the AFEs’ training is demanding and highly regulated. In a manpower-constrained environment, delays in certifying AFEs directly affect operational readiness. Improving how AFEs were trained and deployed was a strategic priority, not an administrative fix.
The proof point of RAiD
One of the biggest pain points for RSAF was the AFE qualification process. Training and certification were paper-based and sequential. Engineers had to complete hundreds of tasks before they could be deployed. This created long waiting times and limited flexibility, especially for conscripts with short service periods. Commanders also lacked real-time visibility of their conscripts’ training progress and skill gaps.
Through Project 300X, RAid accelerated software development in the RSAF by streamlining approval workflows, introducing tiered cybersecurity checks, and embedding security from the outset — significantly reducing application timelines. Deployment authority was pushed closer to product teams, enabling software to be updated quickly, safely, and continually.
The first proof of this agile digitalisation effort was QualiFly, a digital platform for AFE training and certification. QualiFly replaced paper records with real-time dashboards, and shifted the system from full qualifications to task-based micro-qualifications. AFEs were authorised to perform specific tasks as soon as they were certified.
The results were apparent. Deployment time fell from months to weeks; trainers and commanders gained clearer oversight; and training became more flexible, data-driven, and efficient. QualiFly noticed increased workforce productivity, which was especially beneficial given the limited time NSFs were going to serve in their two years as conscripts. Trainees were also more engaged as they were no longer required to wait a full year before gaining hands-on experience with actual aircrafts.
Planting the seeds for a more agile future
The experience of building QualiFly, combined with insights gained from agency partners, gave RAiD a headstart in the military domain as a product-led organisation. More than just a centralised platform that consolidated each AFE’s technical qualifications and competencies, QualiFly validated the Project 300X concept and paved the way for widespread improvements in military software development for future digital products.
It inspired the air force leadership to adopt new mental models and rethink traditional workflows and processes. The air force’s novel approach to deployment would be considered on par with the software development practices of leading tech companies.
Tay said, “We are not satisfied with simply building and launching QualiFly. Our focus is on a holistic digital transformation strategy. With 300X, we aim to create an environment where product managers have the autonomy to develop and deploy software solutions quickly. We also want to be able to deploy changes to products as frequently as needed.”
Software technology can give the RSAF a decisive edge by enabling faster, more adaptive operations and leveraging emerging technologies to strengthen operational processes. A firm believer in the value of product management, Tay continues to guide his teams in unlocking new possibilities to enhance the RSAF’s long-term operational readiness.
To learn more about the Republic of Singapore Air Force, please refer to the case study ‘Fighter Jets and Feature Flags: Digital Transformation of Singapore’s Air Force through Agile Product Development’, written by Dr Gabriyel Wong, Associate Professor Hoe Siu Loon and CW Chan at the Singapore Management University.To read it in full, please visit the CCX website by clicking here.