Making Every Officer Count

Growing up an avid sportsman, Nathan Tang spent most of his school days sailing and competing internationally. When he enlisted in the Army as a full-time national serviceman, he realised that a career in the Army demanded the same discipline, hard work, and teamwork he had learnt from sports.

A turning point came during Nathan’s Field Artillery Training and Evaluation Programme, where he realised how much he enjoyed working as part of a team to achieve a common goal. Convinced this was the career for him, Nathan applied for the SAF Merit Scholarship, which enabled him to pursue his interests in economics and public administration at University College London in the United Kingdom.

“My economics training has taught me to think about trade-offs and opportunity costs, to consider human behaviour at the micro level, and to examine data to see if theory is supported by real-world evidence,” Nathan shared. He has found these skills especially useful in policymaking, where every decision relies on careful analysis and judgement.

Nathan’s studies prepared him for a dynamic career in the Army. In the past six years, he has gained experience across four rotations, including command roles as a Battery Commander and staff roles in functions such as Operations, Intelligence and Human Resource. He has also worked at multiple organisational levels within MINDEF and the SAF. Each experience has exposed him to a wide range of perspectives and contributed to his development in multiple ways.

Today, Nathan is Head Personnel Affairs and Planning at the Officers’ Personnel Centre, managing a team of seven officers and overseeing two key portfolios. He leads HR Business Partnering for senior officers in the SAF, covering succession planning, talent development, employee engagement, and career transition. Nathan also oversees the SAF’s talent management system for military regulars, ensuring they are effectively developed, deployed, and retained through strategic initiatives.

“Managing such a large number of officers comes with significant operational complexity,” Nathan explained. “We rely on systemic thinking and empathy to support them fairly while keeping the organisation running smoothly.”

One recent significant work milestone for Nathan was organising the 2025 MINDEF/SAF Promotion Ceremony with his colleagues. While the annual ceremony recognises officers who have performed well, it also holds special meaning for him. “It is exciting for us because it is one of the rare moments when we can meet all the officers we manage together and share in their joy as they promote to the next rank,” Nathan beamed.

“Much of our work in human resources happens behind the scenes, so the promotion ceremony was a good visual representation of how we can work together to achieve a positive outcome,” he added. “It is particularly fulfilling for me to see the impact I can make on both the organisation and its people.”

Having worked at the heart of talent management, Nathan has seen firsthand how the SAF continually prioritises and supports its people in many ways, including opportunities for officers to rotate into appointments and roles that match their interests. “While the SAF is a big organisation, it cares deeply for its people,” he noted.

To students keen on pursuing a career with the SAF, Nathan encourages them to consider this question: “Imagine your life 10, 20, or 30 years from now, and look back at each juncture — would the future you still find a career in public service or the Army attractive?” For those who would, he advises talking with people in the field to understand what the work is really like. “If it still appeals to you, give it a shot!”