Calm coordination
Bring structure when the situation is unclear - clear ownership, focused recovery, and decisions made visibly under pressure.
Ashley Jones
Incident Manager
I restore service quickly, reduce business impact, and bring structure, calm, and clarity when disruption hits the technology estate.
How I work
Incidents are moments of uncertainty. My role is to coordinate the response so effort stays focused on recovery, stakeholders stay informed, and the business can get back to normal working as soon as possible.
That means working through the incident lifecycle: identify and triage the issue, lead response and restoration, then close the record and pass learning on. During an active incident, the priority is restoration - root cause analysis belongs to problem management once service is back.
When disruption is significant, I lead major incident coordination - clear ownership, structured recovery, and honest communication - regardless of how the ticket is prioritised. After service is restored, I make sure learning is captured and handed to problem and change management so the same failure is less likely to recur.
Core capabilities
Effective incident management depends on judgement and coordination as much as process. These are the capabilities I bring to delivery.
Clear communication
Keep technical and business stakeholders informed with regular, factual updates without disrupting the teams doing the work.
Impact judgement
Assess impact and urgency, prioritise effectively, and recognise when normal handling is not enough.
Cross-team facilitation
Pull in the right expertise quickly, reduce duplicated effort, and keep recovery work moving across silos.
Major incident leadership
Declare and run structured major incident responses when disruption warrants coordinated recovery and wider communication.
Closure and learning
Confirm service is restored, close records accurately, and hand findings to post-incident review and problem management.
Incident management in practice
Incident management restores normal service as quickly as possible after an unplanned interruption or reduction in service quality, while limiting impact on the business. In ITIL terms, an incident is not a problem - it is disruption that needs timely restoration, clear communication, and accurate records.
In my role, that means focusing on:
- logging and categorisation so work is visible and measurable
- prioritisation based on impact and urgency
- escalation and swarming when expertise or authority is needed
- major incident handling when disruption is significant
- resolution and closure with accurate records
- handoff to problem management when repeat or underlying causes are suspected
Incident management sits alongside event management, the service desk, problem management, and change management. Done well, it gives the organisation confidence that disruption will be handled calmly, communicated honestly, and learned from.
