As we are in the month of Father’s Day, let us look at the great dads who work hard in the manufacturing sector.
Meet Irwan Moideen, founder of TI MedTech, industrial-academic practitioner, adjunct lecturer, and father of three. While the importance of logic is often stated in engineering, Irwan believes in the equal importance of empathy. Irwan shares his experiences, how he balances his many roles, and the values he believes in.
Q1. What originally drew you to Biomedical Engineering? Share more about your career starting from being a R&D engineer at Braun to your current role at TI Medtech.
IM: To be honest, biomedical engineering and healthcare technology were not my first career choices after graduating from the University of Manchester Institute of Science and Technology (UMIST). During my undergraduate studies, I was stronger in electronics and initially planned to pursue a career in that field. However, life took an unexpected turn when I was given an opportunity to join B. Braun.
That opportunity changed my perspective completely. Working in R&D B. Braun allowed me to experience how meaningful healthcare innovation could be. Designing products that directly improve patient care and protect healthcare professionals gave me a strong sense of purpose. One of the projects I worked on early in my career was a blood collection needle that was later commercialized and received four international design awards.
What impacted me most, however, was a personal experience years later in a hospital. A healthcare professional commented on how effective and safe the needle design was in reducing needle-stick injuries and improving safety for nurses. I then realized the true impact of biomedical engineering goes far beyond technology and it is about improving lives.
Today, through TI MedTech, my focus is on helping innovators and startups transform promising ideas into real healthcare solutions. I strongly believe innovation only creates impact when it successfully reaches the people who need it most and that is the reason I founded TI MedTech.
Q2. We often talk about engineering as being very logical, but has fatherhood made you a more “human-centric” or empathetic teacher?
IM: Engineering is often associated with logic, structure, and problem-solving, and I absolutely agree that these are important qualities in the field. I also believe that logic and empathy can be coexist together. In fact, I believe the best engineers and educators are those who understand people just as much as they understand technology.
Empathy has always been an important part of who I am, and that is one of the reasons educations became a core pillar of TI MedTech. Beyond developing technology, we believe strongly in helping people grow whether through mentoring students, supporting startups, or guiding teams in translating innovations into commercialized healthcare solutions.
Over the years, I have had opportunities to contribute as an adjunct lecturer at Singapore Institute of Technology (SIT), mentor young engineers within my own teams, and advise innovators navigating the challenges of product development and commercialization. What I have learned is that every individual has different strengths, passions, and aspirations, and leadership should never be about forcing people into a single path.
Fatherhood reinforced this belief even more deeply for me. As a father, I always encourage my children to pursue what they genuinely love and what gives meaning to their lives, rather than simply following expectations or someone else’s definition of success. That principle aligns closely with our company philosophy of “transforming passion into implementation.” I believe people perform at their best when they are driven by purpose, passion, and belief in what they do.
Q3. Has your children or fatherhood inspired your products?
IM: I believe inspiration comes in many forms, and often it does not happen during moments of stress or pressure. For me, creativity and innovation come when the mind is balanced, focused, and emotionally grounded and my children have played a very important role in that throughout my journey.
Over the course of my PhD journey, I was simultaneously balancing full-time work, pursuing my doctorate, and growing my family from zero to three children. Looking back, my family was present throughout some of the most demanding and transformative chapters of my professional and academic journey.
Even today, while building TI MedTech and working on innovation-driven projects, my children continue to be a source of joy, balance, and emotional support. They help me decompress during stressful periods and remind me to stay grounded beyond work and responsibilities. Sometimes, the greatest inspiration does not come directly from the laboratory or the office, but from the people like our family who quietly support us every day.
Q4. What’s one challenge of being a modern working father that people don’t talk about enough?
IM: In many households today, both parents contribute significantly, and mothers play an equally important role in supporting the family. However, many fathers still carry an internal responsibility to ensure that everything is moving forward.
I believe modern fatherhood is not only about being a provider, but also about learning how to balance responsibility, emotional presence, and personal well-being. It is important that fathers feel supported too, and that conversations around fatherhood become more open, honest, and understanding.
Q5. Between lectures, research, and campus life, things can get pretty intense. How has your family or your community at NUS helped you stay energised in both your roles?
IM: I have always believed that managing multiple roles means learning how to wear multiple hats responsibly. Between academia, research, mentoring, leading TI MedTech, and actively contributing back to the community, the responsibilities can certainly demanding at times. Yet, these experiences continue to strengthen my commitment to driving greater innovation in BioMedTech and creating meaningful impact through translational research, industry collaboration, and community engagement.
I do not believe anyone succeeds entirely alone. Having the right community, whether at home or professionally, creates a strong support system that helps sustain motivation, energy, and perspective during challenging periods. For me, that balance has been essential in allowing me to continue contributing meaningfully across different roles.
Q6. In the world of research and academia, failure is often part of the process. How do you teach your children about resilience and learning from mistakes?
IM: I believe one of the biggest challenges, especially within our culture, is that we are often taught to see life in binary terms; right or wrong, success or failure. It gives people a sense of certainty and comfort. However, I have always taught my children that life is rarely black and white. There are many shades of grey, and learning how to navigate those complexities is an important part of growth.
In research, innovation, and even life itself, setbacks are unavoidable. What matters most is how we respond to them. I encourage my children not to see mistakes as something that defines them, but rather as experiences that provide new knowledge and understanding. Every challenge teaches us something valuable if we are willing to learn from it.
Resilience, to me, is not about avoiding failure. It is about having the courage to continue moving forward with greater wisdom, maturity, and perspective. I hope my children grow up understanding that progress is not always linear, and that becoming a better person often comes through the lessons we learn during difficult moments.
Q7. What does a perfect day off look like for you when you’re not thinking about biomedical sensors or student advising?
IM: A perfect day off for me is actually very simple it is about spending meaningful time with my family and being fully present. I enjoy doing everyday activities together with my three children. Sometimes we play board games, cycle around the neighbourhood, visit playgrounds, I teach them how to play football or even do housework together as a team. At the end of the day, it is not about doing something extravagant. Sometimes, simply sitting together, sharing good food, talking, and enjoying each other’s company is
already enough to make it a perfect day for me. Those are the moments that help me recharge and remind me why balance in life is so important.
Q8. What is the most important value you hope to pass down to your children
IM: The most important value I hope to pass down to my children is to pursue something they genuinely love and become so good at it that one day, others will seek their guidance and expertise. I want them to understand that success is not about competing with others, but about continuously improving themselves becoming a better person today than they were yesterday, and even better person tomorrow than today.
I also encourage them not to see life in purely black-and-white terms. Life is filled with different perspectives, experiences, and lessons, including those that come from mistakes and challenges. Most importantly, I hope they grow into people who contribute meaningfully to others, because I believe true fulfilment comes from helping people, sharing knowledge, and living a life with purpose and positive impact.
Q9. As an expert in Biomedical Engineering, is there a specific piece of technology or innovation you’re excited about that you think will improve life for the next generation of families
IM: One area that I am particularly excited about is the future development of affordable, high-quality exoskeleton technologies. While these systems already exist today, many are still costly or limited in terms of comfort and natural movement. I believe future innovations will significantly improve mobility and quality of life, especially for the elderly and individuals with physical disabilities.
To me, high-quality innovation means creating devices that closely mimic a natural human gait cycle, reduce pain during prolonged use, improve stability, and help prevent falls. More importantly, these technologies should restore confidence, independence, and dignity in daily life. I believe the true impact of biomedical engineering comes from developing solutions that are not only technologically advanced, but also accessible and meaningful to the people who need them most.
Q10. Fun Fact/The “Professor Dad” Moment: Has there ever been a time where your academic life and dad life collided? (e.g., a student/colleague seeing your “dad side”?)
IM: I often joke that I have three different lives running in parallel; my entrepreneurial life, academic life, and family life. I do my best to manage each responsibly and avoid bringing the pressures of one environment into another.
However, the “collision” does happen naturally through behaviour and personality. Whether I am advising students on prototype development, mentoring teams in innovation, or spending time with my children, I realize the same mindset often carries across all three roles. I tend to approach situations with curiosity, encouragement, and problem-solving. Sometimes I catch myself explaining concepts to my children the same way I would guide a student or start-up team. In many ways, my experiences as an entrepreneur, educator, and father continuously influence one another, and I believe that balance has helped me grow both professionally and personally.
Meet Teo Chi Howe, Senior Business Manager at the Singapore Manufacturing Federation, who leads the JS-SEZ initiative. Chi Howe shares his experiences working alongside companies as they explore plans to expand into Johor, and how his role as a father has shaped his perspectives and values.
1) You’ve spent well over a decade in international business development. What drew you to this specific line of work — helping Singapore companies go global?
I’ve always been fascinated by different cultures and the dynamics of connecting people across borders. What makes this work rewarding is the tangible impact: there is a sense of satisfaction in helping a Singaporean SME successfully secure a deal in their target market. For me, it’s the alignment of personal and professional purpose.
2) When it comes to internationalisation, in your view, which is the most underrated priority for Singapore manufacturers, and why?
We are fortunate to operate in Singapore’s efficient and structured business environment. However, it’s easy to inadvertently expect the same rhythm abroad. Every new market has its own unique pace, regulatory style, and cultural nuances. Because of this, breaking even and finding your footing can take a bit longer than planned. By entering a new market with a reliable local partner and a financial runway built for these local realities, manufacturers increase their odds of scaling smoothly and successfully for the long haul.
3) What does a typical week look like for you at SMF?
Every week at SMF is a collaborative effort, and I’m grateful to our leadership for providing the clear direction and latitude to champion the JS-SEZ initiatives.
Our week is dedicated to speaking with or visiting our manufacturers at their facilities to understand their unique operations. This allows us to explore together whether expanding into Johor aligns with their strategic goals. To support this, we align regularly with the Singapore and Johor government taskforces on policy updates, and attend key events to stay close to market trends and potential risks. Just as importantly, we work closely with other SMF departments and local partners to co-organize selected outreach events and business mission trips. By combining our strengths, we can create greater synergies and economies of scale for our members as they approach opportunities in Johor. As the saying goes, if we want to go far, we have to work together.
4) The Johor-Singapore Special Economic Zone (JS-SEZ) is arguably the biggest cross-border manufacturing opportunity in a generation. What is your role in their expansion?
It truly is a generation-defining opportunity, and our team feel incredibly fortunate to play a part in it under the guidance of our SMF management. Our role is centered on walking alongside our manufacturers to help them navigate this transition smoothly. We focus on understanding their unique products and services, so that if they choose to expand into Johor, we can help them better position themselves for success in the local business environment. This work is entirely a collaborative effort. We are immensely grateful for the incredible patience and unwavering support shown by the Singapore and Johor authorities—especially Enterprise Singapore and the Invest Malaysia Facilitation Centre in Johor (IMFC-J). Together with our trusted ecosystem of stakeholders and service providers, their guidance ensures our companies are well-supported every step of the way.
5) What are the common questions manufacturers ask before deciding to set up in Johor?
When manufacturers approach us, they are usually weighing a very significant business milestone, so their questions are thoughtful and practical. The most common inquiries we receive generally center around three main themes:
First, they naturally want to understand the landscape of support, asking what specific incentives are available to help smooth their transition into Johor. Second, there is a strong desire for community and shared wisdom; they often ask if they can connect with fellow Singaporean business owners who already have a presence there to learn from their firsthand experiences. Last but not least, they ask for an objective perspective on whether their specific products or services are a good strategic fit for the Johor business environment. It’s a privilege to walk them through these foundational questions as they map out their growth.
6) Some manufacturers are excited about JSSEZ but hesitant to take the leap. What are the top concerns you hear on the ground, and how do you address them?
It is completely natural for manufacturers to feel a mix of anticipation and caution, as any cross-border move involves complex operational moving parts. On the ground, the top concerns we hear generally revolve around ensuring smooth day-to-day operations.
First, businesses look for clarity regarding regulatory and approval timelines. Second, they focus heavily on logistics and cross-border connectivity, as maintaining an efficient supply chain is vital for manufacturing. Lastly, companies naturally seek long-term policy predictability to help them plan their investments confidently.
We address these concerns by working hand-in-hand with both the Singapore and Johor authorities, who are incredibly dedicated to making this zone a success. By acting as a bridge, we help clarify processes, share policy updates, and convey feedback from the ground to ensure our manufacturers feel supported and informed every step of the way.
7) One criticism of special economic zones is that the benefits don’t always materialise as promised. How do you manage member expectations while still championing JSSEZ?
We try to manage expectations by encouraging member companies to speak with peers who are already on the ground in Johor to hear their authentic, real-world experiences.
Experiencing an initial adjustment period is a standard part of doing business in any new territory. By helping our manufacturers understand both the potential and realities of cross-border operations, we ensure they are well-prepared to build a successful, long-term presence.
On fatherhood:
8) You spend a lot of time helping business leaders navigate new territory they’ve never operated in before. Are there parallel between working with companies and how you parent?
Parenting is a journey of learning, and I do see a parallel between my work and my family life.
When helping a business navigate unfamiliar territory, the first step is always to listen and understand their unique situation, even if the answers aren’t immediate. I try to bring that same patience to my children. We make it a point to head outdoors when we can, which naturally helps us disconnect from our devices and connect with each other through genuine conversations. Whether it’s a manufacturer trying to figure out a new market or a child navigating their own world, just being present and walking alongside them is often what matters most.
9) What’s the most important thing you want your children to understand about the world— something you’ve learned from years of helping companies expand globally?
From years of watching companies adapt to new global realities, I’ve learned that change is the only constant. I hope to help my children understand and embrace that uncertainty rather than be afraid of it. I hope to cultivate in them a sense of healthy self-reliance—realizing that we aren’t entitled to a guaranteed path, and that fulfilment comes from the effort we put into our own journeys. By learning to stay grounded, and remain nimble, they will be well-prepared to navigate whatever the world holds for them.
10) Is there a moment from your fatherhood that unexpectedly made you a better professional?
Seeing how quickly the younger generation adapts makes me realize that we, as professionals, can never afford to stand still. There is always something new to learn. Fatherhood has unexpectedly reminded me to look at the changing world with that same sense of wonder, adaptability, and readiness to learn every single day.
