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She reveals how embracing curiosity, empathy, and adaptability not only transformed her own career, but also became a catalyst for empowering others to break free from convention and lead with confidence.
Pivoting careers is never easy, especially when it means stepping into unfamiliar territory and redefining your professional identity.
For Pey June Tan (pictured above), Senior Consultant (Lead Researcher & Experience Designer), NCS Group, this journey began after a decade in public health research, armed with a PhD in Psychology and a deep understanding of human behaviour.
Driven by a desire to create solutions people interact with daily — beyond the lens of academic publications and data on paper — she made a bold mid-career switch into experience design, diving into a more human-centred and tangible way of making impact.
Now, Tan blends behavioural science and experiential design to craft impactful user experiences and services that seek to help businesses unlock value by translating human insights into intuitive products and solutions.
In conversation with Sarah Gideon, Tan reveals how embracing curiosity, empathy, and adaptability not only transformed her own career, but also became a catalyst for empowering others to break free from convention and lead with confidence.
Q You made a bold mid-career switch from public health research to experience design. What gave you the confidence to pivot, and how has your background in psychology shaped your current approach to user and service design?
After a decade in public health research, I realised that I wanted to create solutions that people could experience daily, not just publish findings. The turning point was when I worked on a project focused on improving health outcomes that impact independent travel among older adults, where social isolation emerged as a key determinant, especially in ageing districts.
Using data from wearables, we analysed their movement patterns and daily interactions, then worked with urban planners to redesign communal spaces and neighbourhoods that encouraged connection and eased loneliness. Seeing data translate into real, tangible improvements showed me the power of human-centered insights in driving meaningful change.
During COVID, I made the leap into experience design, which goes beyond crafting user interfaces to designing services, products, and environments. I start by uncovering insights from users to understand their needs and behaviours. Then I design solutions that improve journeys across spaces, businesses, or digital applications, helping clients solve real-world problems like improving communication, efficiency, and engagement.
The shift from research to a more creative and multi-disciplinary role was challenging. I taught myself design tools and principles through online resources and trial-and-error.
Creating my first prototypes was nerve-wracking but energising. My background in behavioural and implementation sciences shapes how I design for usability and behavioural impact, with empathy always at the core. At NCS, where we help clients navigate the Age of Intelligence, I ensure human insight drives how we apply emerging technologies in everyday experiences.
Q What barriers have you had to break in the industry — internally or externally — and how did you navigate those moments of challenge?
Coming into tech from a non-technical background, one of my biggest challenges in the beginning was learning to speak the language – understanding technical jargon, tech stacks, and how product development cycles worked. I had to overcome the insecurity of asking "basic" questions and leaned heavily on transparent conversations and collaboration with my engineering teammates. It was also a shift to reframe design not as an afterthought, but as a strategic lens that shapes a product from the ground up.
At NCS, that mindset continues to guide me. We design experiences not in isolation, but as part of robust, enterprise-ready solutions that scale across sectors and regions.
Externally, transitioning during COVID came with uncertainty, but it gave me time to reskill, network with peers who had pivoted, and reaffirm why I wanted to be in this space.
Q With your background, how do you approach designing experiences that not only meet user needs but also drive positive behavioural change in the workplace or public sector?
Experience design goes far beyond making something look or feel good. It is about deeply understanding people’s motivations, mindsets, and behaviours, then designing interventions that meaningfully shift those behaviours. My approach always begins with uncovering insights: what do people need, what are their friction points, and how do their lived experiences shape how they interact with systems, spaces, or technology?
In projects like SCDF’s myResponder app revamp, we found that low retention wasn’t just a tech problem; it was rooted in volunteers’ lack of confidence to act in high-stress emergencies. So, we built features like live chat between responders and video calls with the SCDF command centre to offer real-time support and boost confidence. We layered in an award system to drive continued engagement and tested the app in simulated emergencies to ensure real-world relevance.
At the National Gallery, we broke down barriers to art appreciation by designing a conversational AI guide that avoided jargon and created a more inclusive and educational journey, ultimately elevating both experience and understanding.
Designing for behaviour change means thinking beyond the UI. It’s about aligning tech with real human intent, and when done right, it’s one of the most powerful tools for social and organisational impact.
Q What’s one mindset or habit you've cultivated that helps you lead with clarity and creativity, especially when managing complex or cross-functional projects?
Creativity and clarity for me are rooted in continuous learning. I actively nurture my thinking by following industry shifts through social media, attending informal leadership sessions, and drawing inspiration from diverse art forms. In managing complex projects, I stay deeply focused on creating meaningful impact, always keeping the end-user's perspective central. I prioritise listening, observing user needs, and understanding what truly matters to different stakeholders. By filtering out noise and staying curious, adaptable, and user-centered, I ensure that our projects aren't just technically sound, but genuinely solve real problems and create lasting value for people.
Q As a leader in a multidisciplinary space, how do you foster collaboration across diverse teams — and what can people leaders learn from your approach to building more inclusive, high-performing environments?
Fostering collaboration is about creating a space where every voice feels valued and heard. I believe collaboration happens when we break down boundaries and become transparent with each other. In my teams, I actively encourage individuals to discuss their unique perspectives and create an environment where people feel comfortable sharing thoughts without fear of judgment.
I always emphasise that no idea is wrong. Every concept has the potential to inspire someone else or spark a breakthrough. By providing psychological safety, I unlock my team’s potential.
My leadership philosophy is that great ideas grow when they're shared and built upon collectively. I encourage cross-pollination of thoughts, ensure everyone understands the broader project vision, and create platforms where diverse talents can intersect and innovate together.
Q What was a key learning from your experience working on the myResponder project that our readers in HR can ponder, when it comes to making large-scale change more human-centered?
In the SCDF myResponder project, we learnt how critical it was to test and listen to users, rather than assume what motivates them. We initially thought gamification – like awarding points for training or responding to alerts – would help show recognition and appreciation as a way to incentivise app engagement. However, when we tested with users, they revealed a completely different preference. They wanted formal recognition through official SCDF awards, which made them feel genuinely appreciated, rather than a transactional points system.
This taught me that large-scale change isn't about implementing a one-size-fits-all solution, but about deeply understanding the specific sentiments and motivations of your target group.
For HR professionals, this means going beyond standard engagement frameworks and actually listening to what makes employees feel valued. Impact looks different for everyone and true transformation happens when you create solutions that resonate with people's intrinsic motivations, not just external rewards.
Q And for a fun one — if your journey had a movie title, what would it be, and what snack would you insist on having at the premiere?
I’d call it Memoirs of a Geisha. It’s a story of quiet strength, adaptability, and navigating systems where your voice isn’t always expected or centered – something I relate to as a woman pivoting into tech. While the cultural backdrop is different, the deeper themes of learning quickly, navigating unfamiliar environments, and growing into your identity resonate deeply with my own experience.
And at the premiere, I would serve caramel popcorn, which is a reminder that even through complex transitions, there is value in staying grounded, finding small joys, and not overcomplicating what matters.
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